Reflections Based on the Work of Bernard Lonergan :: Bernard Lonegran Essays

Reflections Based on the Work of Bernard Lonergan ABSTRACT: The theory of agency, it has been claimed, seems to involve two strange notions: on the one hand, that of a self who is not merely an event, but a substance; and that of causation, according to which an agent, who is a substance, can nevertheless be the cause of an event. The understanding of the conscious subject as constituted by the operations of experience, understanding, judgment and decision, proposed by the Canadian philosopher and theologian, Bernard Lonergan, might resolve the puzzle, and provide the basis for an understanding of human freedom that is the affirmation of neither determinism nor arbitrariness. Perhaps one of the strongest arguments in the proposal's favor is that any attempt to refute it in theory would entail its adoption in practice. I. Introduction The theme of freedom is an early and enduring one in the works of the Canadian philosopher and theologian, Bernard J. F. Lonergan (1904-1984). It was the subject of his 1940 doctoral dissertation at the Pontifical Gregorian University in Rome (subsequently published as Grace and Freedom in 1971). Lonergan devoted further explicit attention to the topic in his study of human understanding, Insight, and again, in 1972, in Method in Theology. Since the focus of the doctoral thesis is centred on supernatural grace, I shall turn to the two later works, and other articles, for the elaboration of Lonergan's understanding of human freedom. II. Consciousness and Subjectivity What Lonergan wants to propose concerning human freedom cannot be understood apart from his view of the human subject who is free. In many ways, in fact, Lonergan's understanding of freedom, like his cognitional theory and his theological methodology, is simply an application of a more basic theory of subjectivity. In Lonergan's view, while there is a great emphasis on the human subject in contemporary philosophy, the understanding attained is either incomplete or mistaken. The study of the subject is nothing other than the study of oneself inasmuch as one is conscious, and should proceed as follows: It attends to operations and to their centre and source which is the self. It discerns the different levels of consciousness, the consciousness of the dream, of the waking subject, of the intelligently inquiring subject, of the rationally reflecting subject, of the responsibly deliberating subject. It examines the different operations on the different levels and their relations to one another. One's view of human subjectivity will be inaccurate or mistaken to the degree that one either does not advert to all the different operations of consciousness, or to their inter-relationship.

Management Competencies

Management Competencies – Experience of a Healthcare Manager Context Health care organisations in New Zealand today face similar challenges to those in other highly developed countries (1, 2). With growing aging populations and increasing burden of chronic illnesses the demand for publically funded health and disabilities services continues to grow significantly (1). This increase in need coupled with the advancements in technology has driven the costs of providing publically funded healthcare services to unsustainable high levels (1, 2).Public spending on healthcare has continued to rise at the rate of 6% per year over the last decade with 21% of share of public spending being on health in 2010 (2, 3). In a background of the global economic crisis, District Health Boards (DHBs) who are charged with the provision of publically funded health and disability services are increasingly having to re-engineer their systems and services to provide value in financially constraint envir onments (2).While this at a systems level may mean taking a â€Å"whole of systems† approach with integrated service models (2), at the unit-specific services level it also includes focused attention on productivity, quality, waste reduction and safety. Key Competencies of the Service Manager Management competence is an important determinant of healthcare organisational performance (5). Competence is an individual’s knowledge, skills and behaviours relevant to their practice and performance (6, 7).Evidence from the Management Matter Research Project indicates that â€Å"higher management practice in hospitals is strongly correlated with hospitals’ quality of patient care and productivity outcomes† (8). It reported that improved management practice in hospitals were related to better clinical outcomes, increased patient satisfaction and better financial performance (8). The management role focused in this case is the service manager, a middle management ro le responsible for the strategic development and deliverables of the health service.The role is also accountable for the operational budget and management of staff. This paper explores the experience of the service manager challenged with transforming the health service from a dysfunctional average performing unit to a high performing, progressive and highly respected and valued service. It discusses the competencies of effective management with some reflection by the health service manager on the management approach utilised.Given the challenges of improving performance and developing a highly functional team, the service manager utilised the influential model of leadership style over the traditional reactive and transactional style as the predominant style of management (9, 10). This included engaging the workforce in developing a common vision for the service with clear objectives (11). In order to ensure the service goals were aligned with the organisational goals, an important characteristic of the service manager during this process was having a good understanding of the changing healthcare environment and the organisational priorities (11, 12, 13).Critical to achieving change and success was also his ability to work with staff to collectively determine and communicate the â€Å"Why†, â€Å"What†, â€Å"How†, â€Å"Who† and â€Å"When† elements of managing change. Regular reinforcement of both the positive and negative implications of the situation as well as setting mutually agreed expectations were also important to achieving change (11). This transformational style of management was also instrumental in gaining confidence and trust of staff in order to manage the workforce culture issues of mistrust, low morale and dissatisfaction largely resultant from historical experiences.The evidence for efficacy of this style and the associated competencies has been demonstrated by 2 studies reporting that transformational lead er behaviour has significant positive impact on employee satisfaction and psychological well-being (14, 15). Additional leader/manager behaviours required and demonstrated by the service manager were those that focused on individualised consideration including; creating close working relationships which encourage mutual respect, empowering and including employees in decision making, creating opportunities for employee development through coaching and mentoring and team building (16).The benefits of these behaviours are evidenced in other leadership theories including behavioural (consideration behaviours) approach and leader-member exchange theory (11, 14, 17, 18, 19). Followership and early recognition of the relationship dynamics of a team are also key elements to effective management. Working closely with followers and those with team influential ability is useful when change is likely to be difficult or experience high levels of resistance (11).The use of a collective approach t o resolving a problem and delegating the ownership of solution creation to a staff member with high peer influential ability results in achievement of objectives. The ability of the service manager to move appropriately between directive and participatory type management styles was also important in certain situations (11, 19). This was particularly useful for implementing workplace behavioural expectations like punctuality and managing disrespectful behaviours.A key competency for healthcare manager effectiveness relevant to the management style illustrated above is emotional intelligence (EI) (20). Essentially, this competency recognises the â€Å"importance of highly developed interpersonal skills and the ability to get along with others† to be effective at influencing and negotiating (20). The key attributes of a manager with high EI include self-awareness, self regulation, self motivation, social awareness and social skills (20). A summary of the key management competenc ies relevant to the management style described here is illustrated by the matrix diagram below (Figure 1) (12, 13).In summary, management styles in healthcare that are based upon the principles of transformational and behavioural leadership and utilise the respective competencies are likely to be more successful. Furthermore, while there are specific skills, behaviours and knowledge that describe the key competency domains, their use in practice is interrelated (see Figure 1) and often context-specific. [pic] References 1. The Global Health Policy Summit 2012. Report of the inaugural meeting 1 August 2012. Institute of Global Health Innovation. London: Imperial College London (UK); 2012. https://workspace. imperial. ac. k/global-health-innovation/Public/GHPS_2012_Summit_Report. pdfs 2. Mays N. Reorienting the New Zealand healthcare system to meet the challenge of long term conditions in a fiscally constraint environment. Jan 2013 (revised version). Paper prepared for New Zealand Tre asury Long-term Fiscal External Panel, November 2012, and Chair of Public Finance, Victoria University of Wellington and New Zealand Treasury conference, Affording our Future, Wellington, 10-11 December. http://www. victoria. ac. nz/sacl/about/cpf/publications/pdfs/Nick-Mays-Revised-Conference-Paper-Jan-2013-website-version. pdf 3. Ministry of Health.Health Expenditure trends in New Zealand 2000-2010. Aug 2012. http://www. health. govt. nz/publication/health-expenditure-trends-new-zealand-2000-2010 4. 5. Fine, D. Establishing Competencies for Healthcare Managers. Healthcare Executive. 2002; 172(2): 66-67. (Cited by: Shewchuk R M. O’Connor S, Fine D. Building an Understanding of the Competencies Needed for Health Administration Practice. Journal of Health Care Management. 2005; 50(1):32-47). 6. Filerman GL. Closing the management competence gap. Hum Resource Health. 2003; 1: 7. (Cited by: Santric MM, Bjegovic-Mikanovic VM, Terzic-Supic ZJ, Vasic V.Competencies gap of managemen t teams in primary health care. Euro J Pub Health. 2010; 21(2): 247-253). 7. Parry SB. Just what is a competency? And why should you care? Training. 1998: 58-64. (Cited by: Santric MM, Bjegovic-Mikanovic VM, Terzic-Supic ZJ, Vasic V. Competencies gap of management teams in primary health care. Euro J Pub Health. 2010; 21(2): 247-253). 8. Dorgan S, Layton D, Bloom N, Homkes R, Sadu R, Van Reenen J. Management matters. Why good practice really matters. Healthcare Management Survey. McKinsey & Company. London School of Economics and Political Science. 2010: 1-28. ttp://cep. lse. ac. uk/textonly/_new/research/productivity/management/PDF/Management_in_Healthcare_Report. pdf 9. Rubin RS, Munz DC, Bommer WH. Leading form within: The effects of emotion recognition and personality on transformational leadership behaviour. Academy of Management Journal. 2005; 48: 845-858. (Cited in: Yaker J, Donaldson-Fielder E. Management competencies for preventing and reducing stress at work. Identifying a nd developing the management behaviours necessary to implement the HSE management standards. Phase 2. 2007. http://www. hse. gov. uk/research/rrpdf/rr553. pdf ) 10.Bass BM.. Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology. 1999; 8: 9-32. (Cited in: Yaker J, Donaldson-Fielder E. Management competencies for preventing and reducing stress at work. Identifying and developing the management behaviours necessary to implement the HSE management standards. Phase 2. 2007. http://www. hse. gov. uk/research/rrpdf/rr553. pdf ) 11. Banaszak-Holl J, Nembhard I, Taylor L, Bradley E . Leadership and Management: A Framework for Action. Chapter 2. In: Burns LB, Bradley EH, Weiner BJ (editors).Shortell and Kaluzny’s Health Care Management Organisation Design and Behaviour. New York: Delmar Cenage; 2012. p. 33-62. 12. Stefl M. Common competencies for all healthcare managers: The Healthcare Leadership Alliance Model. J Healthcare Management. 2008; 53(6): 360-73. 13. Anderson P, Pulich M. Managerial competencies necessary in today’s dynamic health care environment. Health Care Manager. 2002; 21(2): 1–11. 14. Sosik JJ, Godshalk VM.. Leadership styles, mentoring functions received, and job related stress: A conceptual model and preliminary study. Journal of Organizational Behaviour. 000; 21: 365-390. (Cited in: Yaker J, Donaldson-Fielder E. Management competencies for preventing and reducing stress at work. Identifying and developing the management behaviours necessary to implement the HSE management standards. Phase 2. 2007. http://www. hse. gov. uk/research/rrpdf/rr553. pdf ). 15. AlimoMetcalfe B, AlbanMetcalfe RJ. The development of a new transformational leadership questionnaire. The Journal of Occupational & Organizational Psychology. 2001: 74: 1-27. (Cited in: Yaker J, Donaldson-Fielder E. Management competencies for preventing and reducing stress at work.Identifying and developi ng the management behaviours necessary to implement the HSE management standards. Phase 2. 2007. http://www. hse. gov. uk/research/rrpdf/rr553. pdf ). 16. Shewchuk RM, O’Connor S, Fine D. Building an Understanding of the Competencies Needed for Health Administration Practice. Journal of Health Care Management. 2005; 50(1):32-47. 17. Gerstner CR, Day DV. Meta-analytic review of leader-member exchange theory: correlates and construct issues. Journal of Applied Psychology. 1997: 82; 827-844. (Cited in: Yaker J, Donaldson-Fielder E. Management competencies for preventing and reducing stress at work.Identifying and developing the management behaviours necessary to implement the HSE management standards. Phase 2. 2007. http://www. hse. gov. uk/research/rrpdf/rr553. pdf ). 18. Graen GB, UhlBien M. Relationship based approach to leadership: Development of leader-member exchange theory of leadership over 25 years: Applying a multi domain perspective. Leadership Quarterly. 1995; 6: 219 -247. (Cited in: Yaker J, Donaldson-Fielder E. Management competencies for preventing and reducing stress at work. Identifying and developing the management behaviours necessary to implement the HSE management standards.Phase 2: 2007. http://www. hse. gov. uk/research/rrpdf/rr553. pdf). 19. Yaker J, Donaldson-Fielder E. Management competencies for preventing and reducing stress at work. Identifying and developing the management behaviours necessary to implement the HSE management standards. Phase 2. 2007. http://www. hse. gov. uk/research/rrpdf/rr553. pdf ) 20. Freshman B, Rubino L. Emotional Intelligence: A core competency for health care administrators. Health Care Manager 2002 20(4): 1- 9. ———————– Figure 1: Key Management Competencies for a HealthCare Manager

Is What You See Real or Memorex?

We have different philosophers and different ideas from each of the philosophers, similar in some ways, vastly different in others and yet their ideas make a person think, as they are supposed to but what if neither Rene Descartes, George Berkeley or Thomas Reid are correct in their entirety? What if both ways of thinking are actually linked together enough to make them both correct and both incorrect?Let us start with the definition of epistemology where the origins of nature and limits of human knowledge are examined. Human knowledge in the aspect of the real world is limited.There is no one on Earth who knows everything whether it be real or imagined. (Rene Descartes belief of independent external world) This would become limited in any thought provoking conversation. If you were to ask people at random, if there is anything they know with certainty, they would say yes. They know for certain they are sitting or talking or looking at you or the tree. If you asked them if they were sure that they didn’t just perceive these instances they would chance to look at you like you were crazy but in the end there is also a perception.Take the example of the mind independent external world and ask yourself that if you died, would things in the world remain physically the same? The bed you slept in might until it was destroyed, the house in which you lived may remain a house but what about you as a person, you would not remain physically the same so in that view a mind independent world cannot be 100% accurate. One day you can see yourself in a mirror because you are alive, the next day you cannot because you are dead.On the other hand, you see things and believe them to be out in the world but what you see is only a perception which lends credence to Thomas Reid’s theory. Thomas Reid believes that we do not need certainty to acquire knowledge and I agree and as you will see by the following poem, the timing of perception may almost destroy Descartes and B erkley’s theories. See how that worked, I believe the following poem will destroy a theory and this is perception. NOW What has been and what will be, cannot be changed, cannot be seen.For yesterday is gone and done and tomorrow lies beyond the sun, yet there is reality, that fine line between futures and past that we define as now. The eyes have never seen, nor the ears ever heard, the falling of a star or the calling of a bird. They merely transmit shadows, vibrations they receive, along the neural networks, for the brain to be deceived into thinking that what we see and are believing and what we hear; but do we perceive reality or only what we think is there?Now a millisecond past, from eye or ear to mind and another billisecond just for the brain to define, so what we perceive as happening is at least a millisecond past. We cannot exist within the now, our reactions aren't that fast. So is what we see a piece of history by the time we can perceive or do our senses touch t he future, which do you believe? Either way it's plain to me that there is no now to be found. We live two separate times so why are we so bound? Now that I've given you a thought to twist your mind, I must say excuse the pun, I'm simply out of time.(Original copyright 1999 Cara Tapken-(Teirsha=pen) ) In reading this poem, where is the certainty now as suddenly a lot of questions have been posed and suddenly a whole new thought process will evolve into the metaphysical sense of perception. Take another example of looking at a field or horizon of trees, or any group of trees for that manner, how do they look? Ok so they look like trees but in seeing the trees do you see them as you might if there is no 3 dimensional quality or do you see them with a much defined 3-D quality?Each one will see this differently at different times which lends further conveyance of truth to the supernatural beliefs and so with this in mind where does Descartes and Berkley fit into this picture? Let us use God as an example. God is definitely a perception. Many of us believe in him, many of us think he is almighty and the basis of religion but outside of pictures for one, do we really know what he looks like? This is a form of perception as we do not know with certainty what he looks like but we only know from pictures and words of description. What of prayer?How do we really know that prayer works even though we believe? Do we see our prayers physically being listened to by God? Do we see God there with an outstretched hand in receiving? Also, Descartes believed in God and God was the centrifuge of his Roman Catholic faith and theory so in believing in God, when God is a perception and written words then how can Descartes claim the theories he does because suddenly there is no certainty. The Roman catholic faith believes in archangels, evil and good yet without seeing these in a physical sense whatsoever how can one obtain certainty in knowledge or vice versa?With regard to percepti on and certainty, how can these philosophers be wrong and right at the same time by validating one another’s theories and if there is a validation of theories then do they suddenly have related theories to for a whole new theory? Descrates believes in no knowledge without certainty and Reid believes in perception. Take into account of the poem which is a perception based poem with much pointing towards the reality of how our human brain, through proven science, works. Suddenly there is the certainty in knowledge and how perception works and is very real. Both philosophers are now correct and both are now wrong.Did we just blow two theories away, add to them or validate all or part of the theories these two obviously share? Mind independent external world does exist to a degree but as well, only by the degree of perception until the â€Å"brain can define† (CL Tapken). Now Clifford is famous for his evidentialist thesis that â€Å"It is wrong always, everywhere, and fo r anyone, to believe anything on insufficient evidence. (W. K. Clifford). I simply would like to know where Clifford’s justification is for telling people that they way they think or how they think, simply because there is a lack of evidence, is wrong.I see him as suddenly wrong for being discriminatory in a sense as theory is based upon having no actual evidence for justification as science always dictates. The theory of using cancer cells to treat cancer is nothing but a theory, there is no evidence as it has not yet been tested to be proven but in thinking this way, according to Clifford, is wrong which is highly inconsistent with the continual forward progress of science. Now Berkley’s theory is much more rational in my opinion as he believes in both sides of what you can and cannot see.He believes in the mind and the thought processes that integrate a thought to reality and that one doesn’t need complete certainty for some knowledge and he calls this the la w of nature. He has a belief process in the realm of science but he couples that with a religion to form his belief that all things happen because of God and spirits. Now for those who are quite religious, this would be believed but then there are those who are atheists and or believe in the Darwinism theory of evolution thus suddenly, in either case there is no God.But is Berkeley right, to at least some belief that God is the reason behind everything that happens? Perception and gravity denounces, in part, if not all of Berkley’s theory that God is behind everything. The Bible and those who believe in the religion of God agree that God made the heavens and the earth. We will assume that this is not perception but true. But what of gravity? No where in history is it said that God created gravity. Gravity makes the world spin thus creating the â€Å"accidental† gravity. God did not create gravity by design so now it should be safely said that gravity began as a percept ion that turned scientific.Granted, our thought process began this way of thinking and proving this theory and that in itself would be a god driven theory in using Berkley’s theory. Look at the scale that sits in the doctor’s office. The knowledge to make the scale would be in conjunction with Berkley’s theory but for the scale to remain stationary due to gravity is outside his realm of thought as once again, God did not create gravity, therefore God cannot be behind everything that happens which, in the end once again, lends credence to pure perception.It is a fine line between these philosophers on what they agree and don’t agree with but in the end there are similarities in which makes them all correct in the way of validation so with this in mind, are they all thinking the same thing yet with different answers and does this make them all correct or incorrect because of their different answers? Which do you believe and why? Maybe I am the one who is to tally wrong and incoherent in my own opinions and beliefs.Maybe I have no concrete evidence or cannot fully understand the power of perception, metaphysical, supernatural or inanimate objects, maybe I believe in it all. Does what I believe in make me right, wrong, indifferent or simply this is my belief? Who is to say that I am right or that I disagree and maybe my way of being right or disagreeing is not accepted. We each have our own philosophies of life and the reasons why and this is what makes great debates and the world go around.So in the end I must say that I do not fully agree with any philosopher to date. I may agree with a portion of their principles and systems of belief but at the same time of incorporating my own reasons of this belief or lack of belief I, in my own self have just become a philosopher like everyone else, it is just the people who will determine the validity of my own views and will form their own philosophies.Philosophy is just that, no one is right an d no one is wrong it is simply a belief system of how we work minus any factual sciences or the addition of sciences and religion. As a last thought and question which incorporates all but none of these mentioned philosophers; is there really such a thing as an evil person or are they a person who simply does bad things?In short, I believe to some extent of what these philosophers believe but then again I do not for then I would have to agree with everything they say to fully believe in their philosophy, so am I say they are correct or incorrect? References Evidence for God. Famous Scientists Who Believed in God. (September 2008) http://www. godandscience. org/apologetics/sciencefaith. html Tapken, Cara. The Starlite Cafe 1999 (http://www. thestarlitecafe. com/poems/105/poem_91080479. html Theories of perception. September 2008. http://www. unc. edu/~megw/TheoriesofPerception. html

Describe A Person Who Has Significantly Influenced Essays

Describe A Person Who Has Significantly Influenced Essays Describe A Person who has significantly Influenced University of Washington "I shudder at the sight of it. I'd rather see them steal that salad than throw it away," my father bellows in consternation after witnessing the closing rituals at Wendy's. "Pa, they do it so they can serve fresh food tomorrow," I defend the fast food employees' actions. Despite our past four and a half years in "the Land of Plenty," my father clings to his frugality and tremendous respect for food, acquired by necessity throughout his life in the Soviet Union. The sharp contrast between my Americanized perspective and old views and habits retained by my father makes such debates a common occurrence. Besides performing all the prescribed functions of a "parental unit," my father helps me attain objectivity in my judgments by demonstrating how cultural background affects our view of situations. Coming to the United States at the age of thirteen felt like falling into a roaring stream without any swimming skills. Dog paddling, panting, and swallowing gallons of water on the way, I learned to keep myself afloat and gradually gained experience. Cultural adaptation was not a choiceit was a survival need. Along with comic strips and smiles at supermarkets, my mind absorbed such elements of American culture as equal opportunity and self-confidence. The existence of programs such as English as a Second Language at my junior high school persuaded me that these concepts were implemented in daily life. I was thrilled that someone had toiled to ensure that foreigners like myself had the same access to education as the other students. Thus convinced of the tangibility of American beliefs, I began to deem them universal. On the other hand, my father, a 45-year old when we arrived, still perceives reality in Soviet terms, with American customs being an exception to the rule. His comments on the news radically differ from what my American friends have to say. When the hospitalization of the Russian President Boris Yeltsin had the world pondering Russia's future, my father inferred latent meanings from newspaper articles. "I can only trust half of what they say," he would grumble. "Here they say the President doesn't have a liver condition, which, of course, means that he does." Stemming from the paucity of integrity in the old Soviet Union, disbelief and sarcasm permeate Papa's personal philosophy. Dismissing all things immaterial as irrelevant, my father often ridicules the ideas I hold dear, such as political correctness. Some of my activities he does not question, but admits that their value is a mystery to him. "Why do you want to take literature classes?" he asks me with genuine amazement. "You can read on your own, why do more homework?" Yet my enrollment in numerous math and science classes does not baffle him, math and science being matters of "substance." When I challenge the legitimacy of Papa's beliefs, he rolls his eyes and says, "I am too old to change my typical Soviet mind." At first that seemingly feeble excuse infuriated me, but then the validity of it started to register. While verbally crossing swords with my father, I realized that only four years ago, I would have sincerely supported his every word. Further reflection upon this thought led me to be more attentive to others' point of view. Now, when engaged in a discussion, I ask myself, what causes this person to think this way? Viewing the issue from several aspects, I gain a more profound and objective insight. My father provides a point of reference, reminding me of unique circumstances that shape everyone's perspective.

How to Respond to a Request for a Writing Critique

How to Respond to a Request for a Writing Critique How to Respond to a Request for a Writing Critique How to Respond to a Request for a Writing Critique By Mark Nichol You’ve been asked to critique another person’s writing. Perhaps you’re in a writing group. Maybe a colleague has a novel, or a short story, or a collection of their poems, they want to share with you. Or it may be a friend, or a family member, who requests your help. Easy, right? Not at all. Your response will be based on a variety of factors. First, who, exactly, is this person making this perfectly reasonable but deceptively simple-sounding request? How well do you know them, and how comfortable are you with critiquing their writing and they with receiving the criticism? And when they asked you for your assistance, how, precisely, did they pose their request? When someone asks you, in a context outside a professional working relationship, to look over something they wrote, your first response should be, â€Å"What, precisely, would you like me to do?† Their answer will depend, of course, on both their familiarity with the critiquing process and their self-awareness. If they respond that they just want assurance that their work is readable, that they’re headed in the right direction, that the concept and the narrative are potentially appealing to a wide readership, you have it relatively easy. You’ll simply be reading the piece of writing and spending a matter of minutes sharing, in writing or in conversation, your general impressions. But you’re still confronted with the possibility that your honest answer to their question â€Å"Is it any good?† will be no. I’ll get back to that in a moment. If they ask for a more substantial review, one involving notes and/or revisions, because they know you have writing and/or editing experience and can give them guidance, make sure you mention two things: One, they must know the distinction between substantive and mechanical editing. Two, they need to understand what they’ve asked of you. Substantive editing involves reviewing a piece of writing holistically, examining its structure, pacing, and overall impact, and determining whether it is well organized or would be improved with shuffling of sentences, paragraphs, or sections. (Rare is the early draft of a piece of writing that is not improved with at least some reorganization.) A substantive editor will also make occasional notes about phrasing or word choice. Mechanical editing, by contrast, is attention to grammar, syntax, style, spelling, punctuation, and other minutiae though a limited holistic appraisal is part of the process. Once you’re confident that the difference is understood, let the supplicant know that it’s best to manage these distinct tasks in two stages, and that at this point, during the draft stage, only the substantive review will be productive. I suggested earlier that you bring up two issues. The other thing you must do is manage expectations about your commitment of time and energy. Many beginning writers haven’t acquired a perspective about how long editing takes. Make it clear that for you to do anything more than read for general impressions, in order to give the piece of writing the attention it deserves, you would expect to be able to get through only a few pages per hour. For that reason, you would like them to select a chapter from the novel or a section of the short story or a reasonably small fraction of the collected poems for you to review, and to be patient about a response. Remember that part above about me getting back to you about something? That something is honest appraisal. I’ll go into detail in another post about how to appraise, but here is a brief caution: In agreeing to critique someone’s writing, whether superficially or in depth, you are agreeing to respond truthfully about someone’s success in communicating heartfelt expression about something that means a lot to them. As obvious as that may seem to you, I suggest that your response include something like this: â€Å"Understand that no matter how good a writer you are, there will be areas for improvement, and I want to be honest with you about them so that you can become even better. I’d expect no less from you if you looked over something I’ve written. So, unless you’ve done multiple drafts and had someone do substantive editing and someone else do mechanical editing, be prepared for the fact I’m going to find things in your writing that need work. Also, it’s possible that what you’ve written may appeal to others but not to me, but if that’s the case, I’ll still try to advise you about what you can do to make it even more appealing to others.† This statement may seem unduly frank and intimidating, but I think it’s important that you say it. By stating something like this up front, you’re not implying that the writer is a fragile narcissist who will crumble at the slightest hint of criticism; you’re preparing them to get what they asked for: a candid, productive evaluation of something they’ve put a lot of time and effort into but must be prepared to work on even more before it is ready for publication, if that is their goal. And if you must forthrightly state your opinion that the writer should abandon the idea (but not their desire to share other ideas), or that the presentation is awkward or ineffective (but has potential for success if they’re willing to put a lot more work into it), you’ve done your duty, and it is the other person’s responsibility to accept your conclusions with good grace. But be sure to preface the medicine with a spoonful of sugar: Find something positive to begin your report. I’ll go into more detail about that and other appraisal techniques in a later post. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Writing Basics category, check our popular posts, or choose a related post below:7 Types of Narrative Conflict50 Idioms About Fruits and Vegetables10 Terms for the Common People

Quiénes pueden brindar asesoría migratoria en USA

Quià ©nes pueden brindar asesorà ­a migratoria en USA Para todos los migrantes en Estados Unidos hay una necesidad evidente de contar con buena  asesorà ­a migratoria. Pero una cosa es informacià ³n en general, como la que se brinda en esta pgina y otra muy distinta asesorà ­a para el caso concreto de cada uno.  ¿Quià ©n puede brindarla? Y es que hay que tener claro que un mal consejo legal puede ocasionar muchos problemas  de cabeza. Incluso algunos que luego no se pueden solucionar. Es por esta razà ³n que es muy conveniente contar con la asesorà ­a de una persona honesta, trabajadora y que sepa de quà © habla. Es fundamental entender la diferencia entre quià ©nes son los abogados, los representantes acreditados, los consultores y los notarios y saber quà © puede legalmente hacer cada uno de ellos en asuntos migratorios. Abogados migratorios para asesorar en asuntos migratorios Los abogados obviamente pueden dar consejo legal y tambià ©n representar los inmigrantes en las Cortes de Inmigracià ³n.   El paso natural cuando se necesita consejo legal es contratar a un letrado. Para  elegir abogado  es fundamental contar con referencias positivas de clientes actuales o antiguos. Sin embargo, son relativamente frecuentes los casos de malaprctica y negligencia. Adems, hay que tener en cuenta que los servicios de los  abogados en Estados Unidos puede resultar  muy caros. No siendo raro que cobren hasta $400 por hora y que carguen a mayores por servicios como fotocopias o llamadas telefà ³nicas, con lo que la factura final puede ser considerable. Muchas veces se puede ahorrar hablando previamente con el abogado y presentando todos los documentos ordenados y traducidos. Asà ­ se evitarn gastos en los que puede incurrir el despacho de abogados por tener que buscar ellos mismos documentos o de traducirlos al inglà ©s. Por à ºltimo, en el caso de encontrarse con un abogado cuya actuacià ³n ha podido no ser profesional se puede presentar una queja ante la  American Immigration Lawyers Association. En el caso de estar fuera de los Estados Unidos, es importante buscar abogados que de verdad entiendan las leyes migratorias de ese paà ­s y desconfiar de aquellos que aseguran conocer a alguien en el consulado que arregla papeles a cambio de dinero. Eso no es asà ­. En los Estados Unidos, tambià ©n es posible buscar opciones ms asequibles de asistencia legal como es el caso de los representantes acreditados, conocidos en inglà ©s como  accredited representatives. Quines son los representantes acreditados para asuntos migratorios Son las personas que estn autorizadas para actuar en nombre del inmigrante ante del Departamento de Seguridad Interna (DHS, por sus siglas en inglà ©s) y sus diversas instituciones, como el  USCIS o la CBP. Esto es lo que se conoce como representacià ³n parcial. Pero adems, pueden estar autorizadas para representar a su cliente ante las cortes de inmigracià ³n. El Board of Immigration Appeals es el à ºnico organismo autorizado a conceder estas  acreditaciones  y lo hace a personas que: Sean postuladas para tal posicià ³n por una organizacià ³n reconocida.Posean buen carcter moral.Y tengan conocimientos y experiencia sobre las leyes y los procedimientos migratorios y de naturalizacià ³n para la adquisicià ³n de la ciudadanà ­a americana. El Board concede la acreditacià ³n por un periodo de  tres aà ±os renovables. Por lo que para confirmar que todo est bien con la persona que se desea elegir para que actà ºe como representante se puede checar su estatus con el Programa de Reconocimiento de Acreditaciones llamando al (703) 305 9029. Otras personas autorizadas para asesorar legalmente Adems, estn autorizados para esas labores las organizaciones reconocidas como tales y los proveedores de asistencia legal gratuita. Asimismo, pueden representar a los inmigrantes otros representantes cualificados como estudiantes o licenciados en Derecho que todavà ­a no han aprobado el examen de ingreso al Bar pero que trabajan bajo la supervisià ³n de un abogado. Tambià ©n pueden hacerlo los oficiales del gobierno, como por ejemplo los agentes consulares y las personas como sacerdotes, vecinos, familiares del inmigrante y que sean de buen carcter moral y que no cobren ni directa ni indirectamente por estos servicios. Sin embargo, los que no estn autorizados a ejercer esa representacià ³n son los notarios o los consultores de inmigracià ³n. Que NO pueden hacer los consultores de inmigracin y los notarios Ni los consultores ni los notarios pueden, entre otras cosas: Representar a los inmigrantes ante el USCIS o ante una corte federal de inmigracià ³n.Brindar asistencia legal sobre a quà © beneficios migratorios se puede aplicar.Aconsejar sobre quà © decir en una entrevista con las autoridades migratorias.Ni tampoco pueden cobrar cantidades altas por sus servicios. Por lo tanto, si crees que has sido và ­ctima de un fraude migratorio, asà ­ se reporta. Qu servicios pueden prestar los consultores y los notarios Dependiendo de sus conocimientos, los consultores pueden ayudar a los inmigrantes rellenar los formularios del USCIS como por ejemplo los de peticià ³n de un familiar, permiso de trabajo, etc. Tambià ©n pueden  traducir los documentos que deben presentarse junto con las formas. Fraude y representacin por s mismo Es importante evitar fraudes y, si se es và ­ctima de uno, consultar cà ³mo es posible denunciar el caso.   Por à ºltimo, saber que en los casos ante corte migratoria el gobierno no est obligado a proporcionar abogado en los casos en los que el migrante no puede pagarla. Es posible la auto representacià ³n, pero las estadà ­sticas demuestran que los casos con ms à ©xito cuentan con la presencia de un abogado. De inters: informacin para legalizacin El fin de muchos migrantes es obtener papeles. Para ello es importante conocer cules  son  7 situaciones migratorias que se puede tener en Estados Unidos  y tambià ©n cules son en la actualidad los caminos limitados que los indocumentados tienen para regularizar su situacià ³n. Si se cree que se puede tener una opcià ³n, asesorarse con un abogado o un representante acreditado. Este artà ­culo no es consejo legal para ningà ºn caso particular. Tiene carcter meramente informativo.

(argument research paper) advertising Paper Example | Topics and Well Written Essays - 1250 words

(argument ) advertising - Research Paper Example Human beings have evolved from uncivilized beings to businessmen. Evolution has affected the lifestyle of the individuals, as the evolution gradually takes place it also keep changing the lifestyle of the individuals. Therefore culture can be defined as the way of life of people. The world around us can be read according to the cultural context. There are few themes which forms the basis of advertisement. These themes are youth, luxury, fashion, beauty etc. Advertising campaigns promote the idea that the solution of the problems of people lies in their consumption pattern which is backed by various cultural aspects. Culture is a key that defines the taste of the consumers belonging to a particular region. Advertisement is used by the companies as a tool to sell the commodities which are in demand due to the influence of the cultural trends existing in a particular society. Advertisement can be defined as the mirror of culture. Culture can be associated with the success of any product. The cultural belongingness increases the emotional attachment of the customers with a particular product and influences the decision making of the consumers (Janjua). It is the significant characteristic of the culture that it changes with time. Similarly the ideas, taste and habits of people also changes with time. Rapid industrialization has contributed towards changing the aspects of people towards many things. They are now going for time and energy saving commodities. Automation has affected the culture and the life style of the people as well. In many developing countries advertisement has influenced the culture and way of living of people. Cultural aspects in underdeveloped and developing countries, such as more children for the security in old age, high population rate due to early marriages, and emphasis of bearing a male child have declined due to advertising. Advertising not merely promotes a commodity but it promotes an idea in a