The Bluest Eye Essays (563 words) - The Bluest Eye, Pecola

The Bluest Eye With The Bluest Eye, Morrison has not only created a story, but also a series of painfully accurate impressions. As Dee puts it to read the book...is to ache for remedy (20). But Morrison raises painful issues while at the same time managing to reveal the hope and encouragement beneath the surface. A reader might easily conclude that the most prominent social issue presented in The Bluest Eye is that of racism, but more important issues lie beneath the surface. Pecola experiences damage from her abusive and negligent parents. The reader is told that even Pecola's mother thought she was ugly from the time of birth. Pecola's negativity may have initially been caused by her family's failure to provide her with identity, love, security, and socialization, ail which are essential for any child's development (Samuels 13). Pecola's parents are able only to give her a childhood of limited possibilities. She struggles to find herself in infertile soil, leading to the analysis of a life of sterility (13). Like the marigolds planted that year, Pecola never grew. The concept of physical appearance as a virtue is the center of the social problems portrayed in the novel. Thus the novel unfolds with the most logical responses to this overpowering impression of beauty: acceptance, adjustment, and rejection (Samuels 10). Through Pecola Breedlove, Morrison presents reactions to the worth of physical criteria. The beauty standard that Pecola feels she must live up to causes her to have an identity crisis. Society's standard has no place for Pecola, unlike her high yellow dream child classmate, Maureen Peals, who fits the mold (Morrison 62). Maureen's influence in the novel is important. She enchanted the entire school... black girls stepped aside when she wanted to use the sink in the girl's toilet... She never had to search for anybody to eat with in the cafeteria--they flocked to the table of her choice (62-63). In contrast, Pecola's classmates insult her black skin by chanting Black e mo Black e mo Ya daddy sleeps nekked/ stch ta ta stch ta ta (65). The most damaging interracial confrontation related to color involves Pecola and an adult, Geraldine (Samuels 12). When Pecola enters Geraldine's home at the invitation of her son, Geraldine forces her to leave with words that hurt deeply, saying Get out... You nasty little black bitch. Get out of my house (92). Pecola is a delicate character because of her young age, but her delicacy lies even more in her innocence. Pecola actually believes that Soaphead Church has helped her to receive the blue eyes that she fervently prayed for. Pecola got blue eyes, bluer than theirs (Morrison 197). Dee describes the impact of the novel, saying (Morrison) has split open the person and made us watch the heart beat. We feel faint, helpless and afraid - not knowing what to do (20). Morrison herself claims that One problem was centering: the weight of the novel's inquiry on so delicate and vulnerable a character could smash her and lead readers into the comfort of pitying her rather than into an interrogation of themselves (211). Morrison didn't want readers to ''remain touched but not moved'' (211) The issues raised truly do touch the reader in an indescribably deep and special way. In The Bluest Eye, Morrison has created a powerful novel with a strong social impact. Book Reports

Strategic Managment Assignment Essays

Strategic Managment Assignment Essays Strategic Managment Assignment Essay Strategic Managment Assignment Essay IS AN INCENTIVE PROGRAM APPROPRIATE? EXPLAIN YOUR POSITION? Answer: looking at the current scenario, incentive program is very appropriate. This is because, it help the employer to identify the various factors like motivation, skills, recognition, etc. for an employee. Incentive program can also be used to counter failure in the organizations i. e. failure in meeting targets, poor behavior, or performance 2) IF SO, SHOULD THERE BE ONE, TWO OR SEVERAL PLANS? Answer: There should be several incentives programs like point program, employee incentives (which can be used to increase employee moral), sales incentives (which can be used to drive sales and reduce costs and increase profits). The other kinds of incentives can be group incentives. This is because here, they have to work in groups. 3) WHO SHOULD BE INCLUDED? Answer: For the incentive program, all the groups and individuals (employees, line managers and low line workers) should be included. 4) WHAT SHOULD BE THE BASIS FOR INCENTIVE PAYMENT? Answer:   performance  appraisal, managers judgment, etc. ) WHAT KIND OF INCENTIVES SHOULD BE INCLUDED? Answer: The various incentives that should be included here are gain sharing and profit sharing incentives. The other incentives can be like cash rewards, percentage increase in base pay, and other non-cash prizes. EXERCISE 11. 1 1) WHAT WERE THE KEY VARIABLES YOU CONSIDER IN YOUR SELECTION OF AN INDIVIDUAL OR GROUP BASED PFP SYSTEM? Answer: The various variables that should be considered are as follows: a)workers values outcomes(money, prizes) b) Outcome is valued relative to other rewards. c) Desired performance must be measurable. d) Workers must be able to control rate of output or quality. ) Workers must be capable of increasing output or quality. f) Workers must believe that capability to increase exists. g) Workers must believe that increased output will result in receiving a reward. h) Size of reward must be sufficient to stimulate increased effort. i) Performance measures must be compatible with strategic goals for short and long term. 3) WHAT CIRCUMSTANCES WOULD LEAD YOU TO CONCLUDE THAT A PFP SYSTEM WOULD NOT BE IN THE BEST INTEREST OF THE ORGANIZATION? Answer: The various circumstances that would lead to failure of a PFP system would be as follows: a) Poor perceived connection between performance and pay ) The level of performance-based pay is too low relative to base pay. The cost of more highly moti vating programs may be prohibitive. c) Lack of objective, countable results for most jobs, requiring the use of performance ratings. d) Faulty performance appraisal system, with poor cooperation for managers, leniency bias in the appraisal, and resistance to change. e) Union resistance to such system and to change in general. f) Poor connection between PFP outcomes and corporate performance measures.