Cultural Diversity and the Impossibility of a True Melting Pot Essay

Cultural Diversity and the Impossibility of a True Melting Pot The core standards of America are founded, in principle, on the basis of its diversity and equality among citizens. Begin- ning with its Declaration of Independence, the United States distinguished itself from other modern nation-states by establishing a country of men who were different provided equal. Yet, despite the unifying images America projects in spite of appearance and beyond its borders, the idea behind E Pluribus Unum does non resound as genius might assume it would. E Pluribus Unum was originally intended to be both a representation of the union of the thirteen colonies and an expression of the United States as a country formed by immigrants of many different backgrounds. Today, just the literal size of America would suggest the existence of a largely varied social atmosphere, even before matchless considers its influx of immigration from countries all over the world. In a way E Pluribus Unum-out of man y, one-is a contradiction. Many different cultures are represented indoors American citizenry and deep down the countrys physical borders, and they remain distinctive. The outmoded idea of America as the melting pot has been replaced precisely because people are not going to disregard their first cultural traditions to adopt American ones. Rather, their differences tend to perpetuate separatist notions and absorb cultural groups as clearly as borders eviscerate the end of one country from the beginning of another. I believe that there are many advantages to embracing the diversity America has indoors its borders. Members of different cultures within the borders of one nation can benefit from each other, for example, by learning more about themselves through their varieg... ... I, too, open traveled outside of the United States and befool discovered the advantages of being open to cultural differences. My experiences have allowed me to accept people on their own terms more ea sily than I would have were I not able to break out of my culture, even though only for a short period of conviction. I wish others could realize that cultural differences communicate only so deep-Middle Eastern Americans have as much pride for this nation as do Americans of non-Middle Eastern descent. Nevertheless, I remain confident that era will ameliorate problems associated with cultural difference. Notes1. Name changed to ensure anonymity. 2. Name changed to ensure anonymity. 3. Elizabeth Fernea. Guests of the Sheik (New York Anchor Books, 1969). 4. Ibid., 6. BibliographyFernea, Elizabeth. Guests of the Sheik. New York Anchor Books, 1969. Cultural Diversity and the Impossibility of a True Melting Pot EssayCultural Diversity and the Impossibility of a True Melting Pot The core standards of America are founded, in principle, on the basis of its diversity and equality among citizens. Begin- ning with its Declaration of Independence, the United States distingu ished itself from other modern nation-states by establishing a country of men who were different just equal. Yet, despite the unifying images America projects within and beyond its borders, the idea behind E Pluribus Unum does not resound as one might assume it would. E Pluribus Unum was originally intended to be both a representation of the union of the thirteen colonies and an expression of the United States as a country formed by immigrants of many different backgrounds. Today, just the literal size of America would suggest the existence of a largely varied social atmosphere, even before one considers its influx of immigration from countries all over the world. In a way E Pluribus Unum-out of many, one-is a contradiction. Many different cultures are represented within American citizenry and within the countrys physical borders, and they remain distinctive. The outmoded idea of America as the melting pot has been replaced precisely because people are not going to disregard their first cultural traditions to adopt American ones. Rather, their differences tend to perpetuate separatist notions and delineate cultural groups as clearly as borders delineate the end of one country from the beginning of another. I believe that there are many advantages to embracing the diversity America has within its borders. Members of different cultures within the borders of one nation can benefit from each other, for example, by learning more about themselves through their varieg... ... I, too, have traveled outside of the United States and have discovered the advantages of being open to cultural differences. My experiences have allowed me to accept people on their own terms more easily than I would have were I not able to break out of my culture, even though only for a short period of time. I wish others could realize that cultural differences sway only so deep-Middle Eastern Americans have as much pride for this nation as do Americans of non-Middle Eastern descent. Neverthe less, I remain confident that time will ameliorate problems associated with cultural difference. Notes1. Name changed to ensure anonymity. 2. Name changed to ensure anonymity. 3. Elizabeth Fernea. Guests of the Sheik (New York Anchor Books, 1969). 4. Ibid., 6. BibliographyFernea, Elizabeth. Guests of the Sheik. New York Anchor Books, 1969.

Money & Debt Corporation: Project Plan Overview :: Business Management Studies Essays

Money & Debt fraternity is a mid-size company located in NorthernCalifornia. Money & Debt Corporation offers a Visa and MasterCard toits customers. Recently, the company has noticed a decline in baitusage by approximately 65% of its customers. Based on this decline, precaution at Money & Debt Corporation initiated a phone and mailsurvey to its customer-base to discover the reason for decreased usageof its credit cards. The results of the survey determined that legion(predicate)cardholders were dissatisfied with not being able to access theiraccount information via the World Wide Web (WWW). Cardholderscommented that their other credit cards have on-line services thatmeet the demands of their busy life styles.Based on the results of the surveys, sr. management at Money & DebtCorporation has decided to implement a final cause to create a customerweb site. Once functional, the web-site will allow cardholders toaccess their account information 24 hours a day, pay their monthly write u p on line, request credit increases, update personal information,and report lost or stolen cards. The web site will also have a give birthfor new customers to apply for credit cards.The successful implementation of a customer web site along witheffective advertizing will increase card usage by existing customers,while also attracting a new customer-base.Project ObjectivesThe objectives for the implementation of Online Credit Card servicesfor Money & Debt Corporation are To expand their current operations to the WWW within sixsome months To encounter that the web site is fully operational 24 hours a day To ensure that all features described in the Statement of Need function properly prior to project implementation To ensure that the web site receives appropriate advertising through television ads, mailings, and internet advertising To ensure secure transactions for the companys clienteleThe time frame for project completion is six months and the projectshould not exceed the $20 0,000 budget at the time of completion. Onceeach objective is completed according to the WBS and timeline, theproject will be evaluated. Each objective will be compared to the electric charge and Goals statement for accuracy and quality assurance. Arepresentative from the corporation will evaluate each depute to ensurecompletion. Each component will be tested by a select group ofindividuals that will be using the new system.Mission and Goals of ProjectTo expand current operation to the World Wide Web, Money & Debt willstart a web site project with the following goals1. individualized Customer PageThis will provide the customer the ability to customize the planetary house webpage to fit their needs. The main objective is to make it their home

Reaction to Beloved :: essays research papers

Reaction To sexual loveThe movie Beloved was a tale of a woman who is so devastated by the evil of slavery. Therefore she is willing to kill her toddler daughter rather than allow her to be taken punt into the horror. This bloody act proves itself to be a choice, which only further enslaves her soul as her daughters ghost haunts her life. The movie was set in the 1800s. Sethe is a meaning(a) slave on a Kentucky plantation named Sweet Home. She was under control by a violent slave master. To me there is no reason or excuse for this kind of evil. The enslavement and brutal treatment of our fellow human beings is a spiritual scar. When Sethe gives birth to Beloved and is reunited with her children in Ohio. The happiness of this reunion is numeral into a tragic event as she sees her former master riding up to the house with the local sheriff. Sethe knows that he is coming back to take her children back into slavery, she runs into the shed, cuts the throat of her two year old daughte r, Beloved, and hits her sons heads with a shovel. Her sons didnt die but beloved did. Soon after the tragic event the spirit of Beloved haunts Sethes house. The scene of seeing Sethe kill Beloved is very disturbing to witness. The ghostly tantrum of Beloved comes back everywhere and over again to knap Sethes home. Her two sons become very scared by the haunts of Beloved. Sethes younger daughter, Denver becomes calm with her mother and the ghost, and she never leaves the house and yard. Sethe also becomes ok with the ghost presence in the house. She keeps denying that she did anything wrong by killing Beloved. So she feels that she doesnt need any help.This is often the way evil take over our lives. Rather than having the courage to face the evil we suffer, as Sethe did she affected her own children with this violence. Sethe became in denial with her responsibility. She accepted the pain of her guilt and shame with a falsehood towards her dignity. She felt everything was right an d didnt want to ask for forgiveness and victory over the evil. But soon a physical form of Beloved comes to Sethes house. The girl who act as Beloved is real and demanding like a spoiled child.

Death in Auden’s Funeral Blues, Forche’s Memory of Elena, and Dickinson

Death Reflected in Audens Funeral Blues, Forches Memory of Elena, and Dickinsons Last Night that She lived Death is a raw(a) and inevitable part of life. Everyone will experience death, whether it is of a loved one or oneself. In W.H. Audens poem Funeral Blues (1003), he describes such(prenominal) a catastrophic event and the drastic effect that it has on his life. It is interesting how people choose to accept this permanent and expected event, death. Similarly, Emily Dickinson has written many poems about death, such as The last Night that She lived (843), which describes a family waiting for a woman or girl to die and the dreary and depressed mood that exists within the household. sadness is considered a perfectly healthy reaction when someone who is deeply loved and cared about passes on, and this is illustrated in The Memory of Elena (1070-71) by Carolyn Forche. She writes about the events following a funeral and excessively flashes back to the actual moment that a w ife has watched her husband die. W.H Audens Funeral Blues, Carolyn Forches The Memory of Elena, and Emily Dickinsons The last Night that She lived are all poems which fate death as their subject matter, but differ in the fact that they discuss death in a unique style with a mutation of literary devices to make them more effective. Upon reading these poems, I could relate to each strongly on a personal level. Each poem expresses a antithetic view of death and the different stages of acceptance and grieving. When I was younger, my grandmother passed away. I was quite fond of my grandmother and she and I had a close relationship. When she passed away, I was devastated and went finished a series of phases and emotions, much like those descr... ...otions are expressed in the poems Funeral Blues by W.H. Auden, The Memory of Elena by Carolyn Forche, and The last Night that She lived by Emily Dickenson. Although each poet writes with his or her own literary techniques, such a s rhyme scheme and hyperbole, symbolism and repetition, and dramatic pauses, they all have made the experience of death front real and personal to the reader, and that is why their works are considered great works of modern, contemporary, and classical poetry.Works CitedAuden, W.H. Funeral Blues. Literature. 5th ed. Ed. Robert DiYanni. sore York McGraw-Hill, 2002. 1003.Dickinson, Emily. The last Night that She lived. Literature. 5th ed. Ed. Robert DiYanni. New York McGraw-Hill, 2002. 843.Forche, Carolyn. The Memory of Elena. Literature. 5th ed. Ed. Robert DiYanni. New York McGraw-Hill, 2002. 1070-71.

Emotional Hinderance :: essays research papers

Emotional HinderanceYou must put your emotions into your work is a phrase often heard in life. It proposes that emotions, which argon often ignored, atomic number 18 a key to success. This holds true in many regards, withal there are times when emotion should be restricted in swaying ones thoughts. The pursuit of knowledge is to be completely objective. Thus, although emotional intelligence is necessary, it is more of a hindrance than a help, and should be controlled.Since knowledge is confirm true belief, it follows that the justification must be logical and true in itself. It must also be accurate, but broad. Emotional intelligence goes against this by treating natural feelings as fact. Because the chain of logic is only as strong as its weakest link, knowledge built strongly with emotional intelligence can often travel out to be incorrect. Take, for example, an individual studying the disposition of dogs. If this individual had a traumatic childishness experience involving a dog (an attack, for example), this snippet of emotion leave behind always taint the individuals research, even if the circumstances are unrelated (the childhood dog may have been rabid).Emotional intelligence is very(prenominal) important, however, in living life. That is why we evolved it. Revisiting the aforementioned dog and disregarding rabies, it is possible that there is something about this individual that entices hostility in canines. Although this says nothing about dogs, the childhood experience conditions the individual to avoid dogs in the future. This gives the person a greater chance of living longer, and procreating, the innate goal of man. Emotional intelligence is very important, however it is primarily for survival in everyday life. The pursuit of knowledge, however, is not an everyday event required for survival. It is part of a deep thinking about life, dumb for philosophers.There is no question that emotional intelligence is required in the pursuit of knowl edge. Without any emotional attachment, there would be no pursuit of knowledge, in the first place. Some may argue that emotional intelligence helps to guide us in the pursuit of knowledge. This notion is not logical in that it is subjective, itself. How are we to know whether or not we are being guided correctly? As illustrated earlier, just because something feels correct does not mean that it is. Things that can be find through emotional intelligence can also be found objectively. Using emotional intelligence, one can infer that sugar is good for the kind body because it gives the consumer pleasure.

Emotional Hinderance :: essays research papers

Emotional HinderanceYou must put your emotions into your work is a phrase often heard in life. It proposes that emotions, which argon often ignored, are a key to success. This holds true in many regards, however there are times when emotion should be restricted in swaying ones thoughts. The pursuit of knowledge is to be completely objective. Thus, although horny intelligence is necessary, it is more of a hindrance than a help, and should be controlled.Since knowledge is justified true belief, it follows that the defense must be logical and true in itself. It must also be accurate, but broad. Emotional intelligence goes against this by treating subjective feelings as fact. Because the reach of logic is only as strong as its weakest link, knowledge built strongly with emotional intelligence can often turn out to be incorrect. Take, for example, an individual(a) studying the disposition of dogs. If this individual had a traumatic childhood experience involving a dog (an attack, for example), this snippet of emotion will always smirch the individuals research, even if the circumstances are unrelated (the childhood dog may have been rabid).Emotional intelligence is very important, however, in financial support life. That is why we evolved it. Revisiting the aforementioned dog and disregarding rabies, it is possible that there is something about this individual that entices hostility in canines. Although this says nothing about dogs, the childhood experience conditions the individual to avoid dogs in the future. This gives the person a greater chance of living longer, and procreating, the innate goal of man. Emotional intelligence is very important, however it is primarily for extract in everyday life. The pursuit of knowledge, however, is not an everyday event required for survival. It is part of a deep thinking about life, reserved for philosophers.There is no question that emotional intelligence is required in the pursuit of knowledge. Without any emotiona l attachment, there would be no pursuit of knowledge, in the first place. nearly may argue that emotional intelligence helps to guide us in the pursuit of knowledge. This notion is not logical in that it is subjective, itself. How are we to know whether or not we are being guided correctly? As illustrated earlier, just because something feels correct does not mean that it is. Things that can be discovered through emotional intelligence can also be found objectively. Using emotional intelligence, one can infer that sugar is good for the human body because it gives the consumer pleasure.

Familiaris Consortio Essay

Familiaris Consortio means On the Role of the Christian Family in the Modern World. It is an Apostolic Exhortation given by Pope John-Paul II on the 22nd of November, 1981 and is mainly about the family, the married couple, the children, parenting. In todays society it is easy to lose sight of what marriage is, it is often speed and harbour been based on materialistic things and the social stature an individual such as wealth, appearance and job. One thing that it made me realizes is that it is important that we image that marriage is not just a union of two people but it is a sacred bond that helps us achieve true enjoyment and fulfillment in life therefore it must not be rushed, we must choose our partners wisely and whole heartedly before commiting into marriage.This roll also tells us that humans were created by God from love and that it is instilled in us and we have the responsibility to promote this through marriage and building a family. I complete that in order to achie ve this kind of love, it is important that in marriage, both individuals are willing to give themselves completely to one another and at the like time have a strong faith in God because it is in Gods blessing that this bond will be strengthened.The document also points out the general tasks of the family which is to form a community of persons ready to serve life, participate in its development, and share amongst others the life and mission of the Church. I have realized that having a happy family must be based on love, understanding, communication and solicitude. It is important that husband and wife respect one another no matter what. I also realized that children in the family have many rights some of these rights being the right to grow up properly in a home with a mother and a father that will guide them throughout their lives and the right to discover their true identity, dignity and potential in life. each parent has a duty to promote and defend these rights for their chil dren and be a good example that they can follow and look up to.The Familiaris Consortio for me is like a guide for all people about marriage. It tells us its importance and sacredness and helps us use this marriage to have a happy life. It guides and makes us understand all the responsibilities we are engaging and are expected to have in committing into marriage. Lastly, it strengthens our relationship with God and with our family by giving us certain realizations and ideas about taking care of one another treating one another equally.

Counter-Intuitive Marketing

Chapter 10 gives the reader a view if plow merchandising is authentic completelyy in force(p) on selling reapings to consumer at large. Most of selling companies consider direct marketing as a personalized marketing however, there is more to the softened door-to-door selling. Factors are attributed to how the consumers buy-in to the concept that goes to the product, may it be the message it conveys or the packaging itself. Before going to the assessment of current direct marketing strategies and look for designs that can be used to target the right customers, the current problems of direct marketing were enlisted.One of the problems experienced was the decline in the response rates among the consumers. This situation may lead to the next problem which is saturation to direct marketing mails. Since many companies are into direct selling, there may also be a dilute delineation among these companies. This leads to the problem of having non enough innovation in the part of the m arketers. With these problems at mess, the author routed us to the idea if the list that marketers have at hand is really the list that would patronize their products.In marketing, it is important to under(a)stand the market so you would know if your product allow for fit. It is easy to secure a list, but the set aside tells us that there is more to having that list. When marketing a certain product, it is important to understand the behavior and attitudes of the consumers. The material recommends that it pays the company who builds their own list and understands the needs of those consumers on that list. In this way, from a bigger perspective of the population, the company can identify the segment of the population that is expected to buy.However, the concept of direct marketing is not totally conmulctd to the relationship of the company to its consumers. Direct marketing can also happen to business-to-business. One computer company can sell its services to some other company who would need its products. But just like how ane company should understand its consumers, when dealing with companies as well, it would need to know what it values, what it finds important or what risks it will take. Towards the end of the chapter, it discusses methods on how one company can find effective direct marketing strategies.The process of finding the appropriate strategy is continually evolving. It is not serving the same content yet in different packaging. Changing strategy mix from time to time will help the marketer fine tune his design to effectively sell the products. It also pays in direct marketing to make itself visible, not only once to the customer. Once a direct mail is sent to the consumer twice, it will yield a higher possibility of response from the side of the consumer. Direct marketing in an essence is an experiment that molds itself to perfection.One cannot really have a perfect model to follow, but one thing sure about making it effective is to always acknowledge the side of your products market. Indeed, it is a powerful tool once a company can get it right, but also a way of wasting vision if done otherwise. The next chapter leads the readers to a more specific perspective of marketing building the concept for the product that will be sold to the customers. Within a product, marketers can actually think of numerous possibility or mixes on how to market it effectively.Some companies would go on for discounts, freebies and favors. However, not all these would actually work. It shows that it will be all competition driven, thus, sacrificing the actual sales that the product would have. Most of companies employ the idea of the traditional concept testing. In doing this design, it is recommended that companies should have larger sample sizes and should soften the full description of the product. This is to ensure that they will have at least the credible response of the consumers about their selling proposition.However, this stra tegy is engulfed with problems. It fails to acknowledge that consumers may not really incriminate what they are saying. The customers promise of saying that he will buy the product may not necessarily mean that they will do the thing of buying it. Models may say that consumers will most likely buy it if there is a high self report probability of purchase. Then again, this is still a gamble. As mentioned on the previous chapter, there is more to understanding the target market. Affective and cognitive components affect the consumers decision to buy the product.Affective would mean their intangible impressions or their feelings, and the latter focuses on their intellectual impressions on how the product could be of help to them. These two components have to be reconciled in order to have a clearer picture on the consumers willingness to buy the product. However, as mentioned, there are still numerous options under one concept. The two components cannot give the marketers a concrete a nswer on what to really market on the larger scale of consumers. A methodology is herein presented to address this challenge.As proposed by Paul Green of the Wharton School at the University of Pennsylvania, the eightfold trade-off analysis can address the problem on how to consolidate the factors and all other small concept under the big product design. One can also evaluate each factor independently however the multiple trade-off analysis can also show the interaction effects between factors. Not all factors is a stand-alone, the researcher must acknowledge that one factor can actually rely on another. The end each analysis is always to come up with the best marketing decision.The chapter warns marketers that the most appeal concept may be the most expensive one. As the company proceeds with its operations, not taking into consideration the financial part can be detrimental. Thus, deciding on the best concept will speak about optimality not only considering the dimension but al ways keeping in look profitability. Evaluation thousands of options is always worth doing and balancing it with the returns would lead to a marketing supremacy. Possible Questions to the CEO During the Interview 1.What strategy does your company employing when you market directly your products? 2. What were the success and failures of this strategy? 3. How did you understand your market base in order to cope up with the failures of the existing strategy? 4. What method did you use to know what effective marketing concept that would let your consumers avail of your product or service? 5. Do you think you method has been successful in capturing your target market? Why? BIBLIOGRAPHY Clancy, diaphysis C. Krieg Kevin J.. Counter-Intuitive Marketing. New York City Free Press, 2000.

Describe the “Sharp Differences” Dividing the Leadership of the Revolutionary Generation. Essay

In January of 1790, Hamilton submitted a financial plan to Congress in order to abet the country with its debt. James Madison, leader of the southern congressmen did not like Madisons ideas and he blocked approval of the plan. Hamilton sought help Jefferson to help him with his problem. Jefferson put dinner with Hamilton, Madison and himself to discuss the issue. However the three men disagreed upon many things. They had different ideas and methods on how to fix the economy, how many people should have sparing power, and contributions to society. exhibit AlsoDescriptive Narrative Essay TopicsHamilton believed that for the economy to grow, economic development had to be created and managed. He wanted to collect resources located all around trades union America and sell them to make a profit. Moving all these resources around would require management at a national level. Both Madison and Jefferson disagreed with Hamiltons idea. Doing this would cost money and the country would be l osing money instead of making a profit. They believed that the economy should recover and grow on its own. Hamilton thought putting economic power in fewer hands was necessary for the economy to grow. Madison believed the power should be dispersed and then checked by different pursuit groups. Hamilton was convinced that if the power was spread out, money would just be money. If it were concentrated on a only a few people, the money would be price more. Hamilton had more of an economic way of thinking. Madison, however, saw things in a more political way. Hamilton saw certain people to be contributors to America. These people were those who handled money much(prenominal) as merchants and bankers. Hamilton would use their skill to serve the public interest. Both Madison and Jefferson disagreed with him. These people make no real contribution to American society. They considered land to be a briny contributor to capital. Thomas Jefferson, Alexander Hamilton and James Madison all want ed to help their country. They were faced with a massive amount of debt and it was their main priority to fix their economy. While their goal was the same, the way they tried to approached was different. Their methods of fixing the economy was completely opposite of each other. Hamiltons economic mind perplex and Madisons and Jeffersons political way of thinking contradicted each other. This made it difficult for them to see eye to eye in order to castigate the national debt the country faced.

Industrial Relations

The tolerance of the Tells geters suddenly gave way. The storm broke and wealth months the relieve mavinselfforce, the counsel and the entire city of paronomasia were engulfed by this storm. round attri neverthelessed the cause to fixers leaders a want(p) raja Nair, separates to Tells officials like Unranked. The genesis of the phenomena however lay in the history of industrial relations in Tells everyplace nearly fifteen categorys. paronomasia was one of the start industrial centre to be established pursuant to the policy of geographic relocation of industries away from established industrial centre in the aryl vities.During the sixties a t exclusivelyy of large engineering companies inured up new Industries In the pun voice. Being predominantly engineering industries, the vicinity attracted a large number of skilled workers from on the whole over Maharajahs. This workforce was young, skilled, educated (being from technical training Institutes such as TIT and p rivate Institutes) and in that location was a broad ethnic homogeneity since most of them were Amaranth-speaking. jest city, though non an industrial city to the sixties, has well established traditions of trade unionism amongst the municipal workers, the searchers and cater of another(prenominal) governmental bodies.Above all traditionally the workers in the engineering industry are known to be more(prenominal) militant and part organized. Basically this has to do with the nature of the work in the engineering industry, where man is invariably the master of the machine. Engineering chores require knowledge, perception, judgment, use of discretion and higher intellectual abilities, all of which results in a self-confident and assertive workforce. Added to all this Is the fact that the new workers coming to Pun had to find residential quarters on the outskirts of Pun. The suburban districts of Pun grew Into work class areas.Both better paid any badly paid workers settlemen ts grew indoors the same locates, leading to extensive social integproportionn of the workforce. All this gave modernize to sanitary traditions of unity, solidarity and class sen judgment of convictionnts in the most classical sense of the term. while the other industrial centre were plagued by trade union rivalries, political dissensions, and conflicts founded on caste, region and language Pun developed a tradition of class solidarity. In 1980, when the police fired on the rockers of Baja Auto, almost straight off the other factories unkindly in be ware, and a joint work committee was form. in that locationafter on most major(ip) events, ad hoe trade union Joint action committees grant cropped up. With the numerical power of workers In Pun Increasing today the city has 1. 75 to 2 lack industrial workers and, together with their families, they constitute 45-50 per cent of Puns people these traditions were reinforced In strength and Impact. The companies that came up in Pun region in like manner developed a broad unified approach the front conduct they too like the workers were c erstntrated in one area. Besides, very few companies were in mutual competition with one other.Many of them were keen to avoid the problems they had to confront in the honest-to-goodness industrial centre like Bombay. One of the first things that almost every major federation in the Pun region did right from the scratch was to ensure that no outsider, I. E. Professional trade unionist, established himself in Pun. These companies were established at a time when the fact of trade unionism as an ineluct suitable aspect of industrial life had come to be accepted. In the Pun region formation of trade unions per SE never led to any ajar(predicate) strife. The companies on the contradictory boost their nascent workforce to form internal keep caller-out unions.Barring a few exceptions the major pattern of trade union hot seatial term in the region is of internal unio ns with the workers themselves acting as office-bearers. In the mid-eighties Data Samoan from Bombay attempted a break-through only did non go after. In a few companies unions connected to the Ship Seen and BGP tried to establish their unions but could not make any major headway. Against this backdrop, Tells is an Omni- drink giant in the Pun region. Spread curtly over a vast area, it employs, 8,500 blue collar workers, around 1,000 to 1,100 white collar workers, 2,000 supervisory staff and 2,500 engineers and officers.The average age off Tells worker is 32 course of instructions. Besides this a large number of ancillaries around Pun depend basically on Tells for their survival. It has been im assertable to estimate the extent of mistranslation. Estimates vary from 400 units to 4,000 units. Besides, there is the consumption of goods and function by the beau monde. To take one or two examples the two industrial canteens at Tells employ 450 employees. The conservancy staff nu mber around 450. Tells runs cx buses on 265 routes. And all this growth has taken place over a span of 25 years.In keeping with the general pattern of industrial relations in the region, the caller-out encouraged the formation of an internal trade union in their company. The new workforce formed the Tells Kamala Santayana (TTS), the very union with whom the company is refusing to negotiate today. The TTS was formed in February 1968 and was immediately recognized by the company. The constitution of the union leave aloned amongst other things that the union will not stimulate any outsider I. E. , a non-employee, as office-bearers. The eliteions were to be held once in every three years.It may be pointed out here that wage cartels are normally revised once in three years. It provided that workers would elect a council of 42 elements and these 42 would then elect the office-bearers from amongst themselves. During this time the production in the company was growing rapidly. Normal ly in the sr. engineering industries theorize classifications are precise. The content of each Job is described and evaluated, grades evolved, and quite often a worker could lawfully decline to do Job which were beyond the interpretation or grade of his Job.Right from the beginning the company desire to avoid rigid classification of Job and to reserve for itself the absolute right to set up time standards, club Jobs, change production orders and systems and flexibility in the matter of deployment of workforce. This guarding its rights. Throughout, the growth in productivity was as a result of change magnitude capacity function on the one hand and increase in the productivity of the workers on the other. The increase in productivity was mainly due to intensification of the workers work output. Thus in 1980 the company produced 14,000 vehicles.This increased to 0,000 vehicles in 1988 (though the targeted production was 33,000). In 1981, 40 chassis were produced in a day, today it is 125 chassis. Throughout, the workforce remained constant. There was no major technological upgrading. The all areas where some technical modifications were made were in fatigue-related areas, I. E. Where fatigue of the workers reached a point where he became counter-productive. In give to urge on this the company introduced a number of schemes de sign(a) to make optimum use of the workforce. In 1976, the TTS and the company Jointly finalized a skill utility scheme.Under this scheme a worker could procession his skill and give required trade tests after which he would be entitled to two increments. Thereafter a versatility benefit scheme was introduced, whereby a artisan who had learnt a new trade besides his own could after passing the requisite tests get three increments. All this made it possible for the company to utilize its workforce with comp permite flexibility after all, the company believed a worker during his work hours was at the companys disposal to get as untold production from him as was possible..The internal leaders of the TTS could not perceive the impact of the companys policies. In 1976 it consented to the skill benefit scheme. The feeling spread amongst the workers that the union lead was not standing up for their rights, while the management was asserting its rights. In the 1977 TTS elections the workers elected a new leadership which was perceived to be more militant. Under this leadership the workers conducted their first thrash which went on for 22 days. This bring out was over against what is popularly described as ganging of machines and double designations.Ganging of machine meant that a worker who was until then required to point Jobs on one machine and attend to it was now required to load one bob on one machine and immediately attend to another machine or several machines depending on the nature of the Job in front returning to the first one. Double designations meant one worker was called upon to do two Jobs. While the former method clubbed machines the latter clubbed Jobs. The state government intervened and referred the dispute for adjudication after which the strike was declared illegal. A number of activists were dismissed and other neutralized, and yet others win over.The workers attributed the failure of the strike and the crushing of the TTS leadership to the absence seizure of strong outside leadership and support. They then turned to the Sara Ashrams Shantung, a trade union affiliated to the Ala Ionians Party. The social rank of the Sara Ashrams Shantung was not widespread over all shops and departments, and was concentrated in a few plants and departments. In 1980 the workers of the foundry section began turbulence. Once again this was against work norms and methods. The company declared a lock-out of the foundry which other department workers in support of the foundry workers.The foundry workers convulsion boutd out. The workers were compelled to give an to a lower pla cetaking of good conduct and traverse back to work. Some more activists were dismissed after this fermentation. In order to defeat the Sara Ashrams Shantung, the company had to rely on the TTS leadership amongst other things. The TTS leadership, in the absence of over-whelming support of workers had to line up with the management to defeat the Sara Ashrams Shantung. In the process the TTS leadership acquired privileges and concessions from the company that alienated them more and more from the workers.If workers were intimidated or strong-arm methods were employ deep down the company premise the management lookinged the other way. Workers say the company actually circuited toughs to deal with the situation. Officers of the company deny this at times and at other times have Justified it saying strong-arm methods must be countered by strong-arm methods sometimes. The company also began to centering on what it describes as its eudaimonia activities. Since 1981 there has been a sharp increase in industrial co-operatives of employees formed with the active support of the company.Between 1981 and 1987 the company has helped establish nine industrial cooperatives, for various purposes like recycling of microchip wood, conservancy, manufacturing safety shoes, printing, computer revise, felting, foundry-casting, battery cable assembly, welding, etc. Previously such societies were limited to helping widows of deceased employees, canteens and the like. Now it spilled over the industrial production. These co-operatives were intended to provide employment to the dependents and family members of the employees. The TTS leadership was the main agent for the implementation of these schemes.They therefore acquired enormous clout over the workers. though out of a resume workforce of 9,600, unless 252 employees were members of the nine cooperatives formed amid 1981 and 1987, and these cooperatives employed 698 rocker, the worker could always hope that by being on the right side of the TTS leadership, he could better the bunk of himself and his family. Besides it put enormous resources at the disposal of the TTS leadership. For the year 1987-88 alone the total turnover of these nine co-operatives was over RSI. 107 lack.The leadership of the TTS progressively lost their identity element as spokesmen of the workers. This got reflected in their style of functioning as union office-bearers. Issues were no longer represented on the basis of any clearest principles or rights, but on ad hoc basis. They were no longer resolved on the basis of the workers strength but the clout of their office. Sometimes issues relating to production and shop tale problems were resolved satisfactorily, but most often they were not. It was an alienated leadership providing patchwork solutions.While these trends were developing within the TTS leadership, amongst the workers other developments were taking place. After the failure of the foundry workers agitation, the wo rkers began to look once again towards the internal union the TTS. Leaders, raja Nair and a few others who they perceived as being better. In the ginning of 1982, Raja Nair was elected general secretarial assistant of the TTS. Along with other members of the negotiating team, he too signed the 1981 settlement on wage revision. This settlement evoked widespread anger and resentment among the workers.When compared to the increase in their productivity and the dinero of the company the workers felt the settlement gave them very little. The 1979 settlement had revised the struggle by between RSI 150 and RSI 210. The 1982 settlement had increased them by RSI. 350 to RSI. 370. Besides, the skill benefit and versatility benefits schemes had been modified to give more leverage to the management and o say to the union in matters relating to production. A large number of workers who self-possessed at the companys admittance beat up the leaders and engaged in stone throwing.It is tell that at this Juncture Raja Nair publicly admitted that he had signed the settlement under pressure from other committee members. He had been recruited in the company around 1979. When he became general secretary he had barely six years service scum bag him. It is difficult at this Juncture to assess what subjective factors weighed with him in this turn more or less. however from the point of view of understanding the Tells agitation this is hardly main(prenominal). What is important is before the workers it refurnished his range of a function as an honest leader.The workers at this stage exacted a hero in whom they could concentrate their aspirations. The measures that the company took thereafter only reinforced that need and catapulted one individual into the position off hero. After the disturbances at the companys gate in September 1982, the company declared suspension of operations for over a week and demanded good conduct bonds from the workers. The workers gave this bond and returned to work. A few weeks after this the company suspend Raja Nair and after holding an interrogatory smiled him from service in the beginning of 1983.To the company this was sure way to tackle rebellion. It had yielded results in the retiring(a), more particularly in 1977 and 1980 and there was no reason wherefore it should not succeed this time. What the company did not take into account is the fact that the workers too were learning something from their experiences and were growing more mature in their understanding of the company. coincidently it was during this time that Raja Nair himself was sireed in a murder charge. He was under trial for six months or so after which he was discharged for indispensableness of evidence.This factor added to his send off as a leader capable of taking on the Tells management amongst the workers. The rebel radical within the TTS now rallied under the standard of the Raja Nair dining table (RAN) and began working as a group. In ce lestial latitude 1984 once again the TTS elections were held. In these elections RAN put up a panel of 20 candidates of whom 17 won the elections. In a committee of 42 members they were still a minority and from this point of time the RAN worked as a faction within the TTS. The RAN did not focus much on the wage revision agreement of 1985.They concentrated instead on grammatical construction up grassroots organization. In order to do this, they first of all changed their style of functioning. Until now by virtue of their working hours. The leaders were not required to work on the shop floor. They were stipulation secretarial assistant by the company for their union work. The RAN decided they would not avail any of these privileges. They began to work on the shop floor. As a result, they were able to build up a rapport with the workers and tackle day-to-day shop floor problems directly. Workers too began to approach them for resolving day-to-day problems.Throughout the period betw een 1983 and 1987 the RAN centre on building grassroots support and organization. All this time Raja Nair was closely associated with the work of the activists of around 2,000 workers and staunch sympathizers of around 4,000 workers. Together with the fence-sitters the RAN had the overwhelming support of the Tells workers. In December 1987 when the TTS elections took place, the RAN put up a panel for all the seats. The RAN won 34 out of 42 seats. More significant was the fact that all the old leadership of the TTS lost badly in the elections.The language this new committee spoke was different. It actively took up issues on the shop floor. It questioned the supervisors on the methods of work distribution and allotment, on transfers and quantum of work and other issues. It must be mentioned here that the manner in which the productivity of the workers had been raised, as described above, required extensive supervision. The ratio of supervisors to workers is high in the company, rough ly around 110. The supervisory staff rang the alarm and the management pushed the panic buttons. As a result a grasp of events followed leading to the present impasse.At this stage it may be possible to argue that had the management shown greater statesmanship, balanced Judgment ND perceptiveness what followed need not have happened. But today this question will only be academic. In May 1988 the company suspended and later dismissed the vice president of the TTS. A group of workers went on a one-day lust strike. The rest of the workers boycotted tea, snacks and lunch in the companys canteen as a mark of solidarity with the hunger strikers. In July 1988 the TTS held a general dead body meeting and decided to amend their constitution to allow admission to honorary members who were not Tells employees.Since there is a provision in the throw coupling accomplishment which allows admission of honorary members, and there is zero unusual or illegal about the amendment, the registrar o f trade unions, Pun, allowed the amendments and registered the same. Raja Nair was then admitted as honorary member and elected working president. The wage agreement had in the in the meantime expired and the TTS now terminated the old agreement and submitted a clear charter of demands. The management refused to speak to the negotiating committee on the ground that they would not deal with outsiders.Later the reasons for not take to tasking to the committee kept changing giving rise to doubts among workers and the outside knowledge domain of managements bona fide. At this stage the government on its own motion referred the issue of wage revision for adjudication. As yet there was nothing to indicate that anything extra-ordinary company took the stand that the matters had been referred for adjudication to a tribunal by the government and so they would not negotiate with the new committee as the matter was subsidize. The workers were on the face of it not in agreement. Before Dal ai of 1988 came the reward issue.A large number of workers refused to accept bonus. The company declared 8. 33 per cent plus a production bonus of RSI. 1,207. 987-88 had been an excellent year for the company financially. Between 1985-86 when the last settlement was signed and 1987-88 when the next wage revision became due, turnover had gone up 37 per cent, crystallise profits by 66 per cent from RSI. 16. 17 core to RSI. 26. 95 core and value added by 43 per cent. The workers could not therefore understand why only 8. 33 per cent was paid by way of statutory bonus. A large number of workers (around 1,100) who had been lured into accepting the bonus returned the same.All these years the company had deducted the TTS subscription from the workers wages and paid it to the TTS. This year the company refused to deduct the subscription. The TTS had to therefore organize a membership collection drive. It opened accounts in banks around the residential areas and called the workers to depos it the subscription amounts in those accounts. Workers began lining up in banks. By January 31, 3,811 members had paid subscriptions, by the end of February another 1,810 had paid and by the end of prove a further 1,722. By now the company began suspending active supporters of the new committee.It Justified its action by saying that it would not tolerate indiscipline. Amongst the workers this argument had no takers because workers knew the company had allowed and tolerated far more indiscipline from the older committee. In the midst of all this the workers resorted too tool down strike in the beginning of January 1989. This agitation was peaceful and organized. On January 30, rattan Data was to have visited the factory at Pun. On January 29 Raja Nair was suddenly detained by the police preventively under Section 151 of the Criminal Procedure Code.This action triggered a roam of anger. Though he had been detained on the January 29 the news spread to the factory on the 30th. The fu ture(a) day, when he was produced in appeal, rockers put in in the apostrophize premises spontaneously. The numbers began to swell. After arguments for his release, the Judgment was reserved for the next day and the police tried to whisk him away. But workers, whose number was lummox all the time, refused to let the Jeep go and resolved to sit in the court premises until the release of Raja Nair. The police then applied to the court and Raja Nair was released.In the meantime certain events happened outside the trade union scene in Tells which was to have a great impact on the Tells workers struggle. In January 1989, the backing Union Council was formed. In the past Joint action committees had been formed by the trade unions in Pun on the basis of events or issues. For sometime the root that the Trade Union Council be constituted as permanent body had been suggested by a number of unions, but unions were also cautious since in the past joint councils tended to fizzle out after an agitation or campaign.For six to eight committee had fizzled out. In the meantime Baja auto workers in Arranged were having their agitation and workers in Pun through a Joint action committee collected funds for the Arranged workers. During this time it was decided to form the trade onion plant council. The formation was proclaimed on January 19, 1989 at a public meeting of over 20,000 workers and 31 organizations. The general mood of the Pun workers therefore was responsive to the Tells workers. curtly after the arrest and release of Raja Nair, the Tells Employees Union (TIES) was formed in February 1989.The company was all along saying they could not negotiate with the TTS because the matters were pending in court. Now place came out with a hand bill that the company was willing to negotiate with them. The members of the old committee who had lost in the TTS election were office-bearers of the TIES. The set then challenged the circumstance of the TTS in the courts. Five of fice-bearers of the TTS went on a hunger strike outside the company and the workers boycotted canteen food in solidarity.On the intervention of daredevil Banana, the guardian minister for Pun in the Maharajahs council of ministers, the hunger strike was withdrawn and assurances were made that their problems would be looked into by the government. The workers were under tremendous pressure to Join the position between middle of February and March but the membership of the TEE could not go beyond a few hundred. The company now started saying since the validity of the TTS elections was before the courts they would not talk to TTS unless the issue was decided.Within the company the atmosphere was tense and there was widespread feeling that the company would lock-out the factory. The leaders foots had prepared the workers and decided that nothing should be done in the company which may precipitate a lock-out even under gravest provocation. At this point on March 14, 1989, one of the of fice-bearers of the TTS was assaulted badly within the company premises by TEE members. Since the TTS had given strict instruction not to do anything that would precipitate a lock-out, the workers remained under control, but the anger had cached flash-point.The following day TEE members who were on their way to work were accosted and beaten up in various parts of the city. Now the company suspended around 70 75 persons of the TTS for amiable in violence. The company now began to say they would not talk to TTS because they had engaged in violence. However when things became too obvious the company suspended and charge-sheeted one of the office-bearers but continued to recognize the TIES. In the meantime the chief ministers statement in the Vida Saba that the Tells must talk to the TTS and government would mediate raised the hopes of the workers.The TTS in the meantime began to step up its organizational work and began holding meetings in the residential localities of workers. These meetings though intended for Tells workers were attended by other workers in the locality. The Tells agitation was spreading to those factories too. It appears that at this point other managements in the region began to get anxious about the developments in Tells and began to press for a resolution of the dispute there. On August 18 was the annual general meeting was seen as the architect of the industrial relation policy in Tells, was not given further addition after retirement.The company temporarily clubbed the responsibility of personnel with production by handing charge of industrial relations to the works deputy director (auto division). All this also raised the hopes of the workers and gave a feeling that the changes reflected a reappraisal by the company. As a matter of fact tripartite meetings were hardened between TTS, the company and the government. Though nothing authentic came of it further meetings were fixed. Then suddenly the company signed a wage agreement withi n the TEE on September 19. By the wage agreement the company sought to give a rise of RSI. 85 on an average.Perhaps it was felt this would lure the workers into the fold of TEE. The company then sought to apply to the industrial tribunal to pass an award in terms of the agreement so that it binding on all the workers. The workers had reached a point of desperation. On September 20 the TTS organized a huge rally of Tells workers, where on the spot the workers decided to fast indistinctly. Around 6,000 workers are estimated to have gone on a indefinite hunger strike. This was in the middle of the city, and generated a kettle of fishive draw in of public sympathy. For the first time perhaps a racketing agency conducted an perspicacity poll on a workers agitation.The opinion poll conducted by the Marketing and Econometric Consultancy Service revealed that 86 per cent of the respondents, all Pun citizens, were aware of the Tells issue, 82 per cent said they believed TTS was the major ity union, 68 per cent felt workers were peaceful in their methods of agitation, 69 per cent felt the union was Justified in its agitation and 67 per cent felt the struggle of the Tells workers was for democratic rights. The Trade Union Council called for a one-day sympathy strike by Pun workers which was a complete success. yet tripartite negotiations had been fixed for October 1 .On September 29, the trade Union Council gave a call for demonstrations and street meetings in as many parts of the city as possible by the workers of other companies to draw attention on the Tells issue. The police used this as a pretext and swooped down on the hunger strikers and arrested over 4,000 Tells workers. Of these 2,000 were taken in buses and left off on the outskirts of the city, and 2,000 or so were taken into custody at places like Rating and Nashua. The TTS had been in quandary about how to call of the mass hunger strike without appearing to be back racking or weakening.The police action solved that problem. The company had not been too keen on the tripartite meeting and that problem too was resolved as no meeting could take place after the arrests. This triggered off a new wave of anger which spread throughout the city. The Trade Union Council called for an indefinite industrial strike of Pun workers. But the sight of Tells workers who had been on hunger strike for 10 days being beaten, pushed into buses and carried away evoked stone throwing and numerous incidents all over Source Economic & Political Weekly,Industrial trafficThe tolerance of the Tells workers suddenly gave way. The storm broke and wealth months the workforce, the management and the entire city of Pun were engulfed by this storm. Some attributed the cause to workers leaders like Raja Nair, others to Tells officials like Unranked. The genesis of the phenomena however lay in the history of industrial relations in Tells over nearly fifteen years. Pun was one of the first industrial centre to be esta blished pursuant to the policy of geographic relocation of industries away from established industrial centre in the aryl sixties.During the sixties a number of large engineering companies set up new Industries In the Pun region. Being predominantly engineering industries, the region attracted a large number of skilled workers from all over Maharajahs. This workforce was young, skilled, educated (being from technical training Institutes such as TIT and private Institutes) and there was a broad cultural homogeneity since most of them were Amaranth-speaking. Pun city, though not an industrial city to the sixties, has well established traditions of trade unionism amongst the municipal workers, the searchers and staff of other governmental bodies.Above all traditionally the workers in the engineering industry are known to be more militant and better organized. Basically this has to do with the nature of the work in the engineering industry, where man is invariably the master of the mach ine. Engineering Jobs require knowledge, perception, judgment, use of discretion and higher intellectual abilities, all of which results in a self-confident and assertive workforce. Added to all this Is the fact that the new workers coming to Pun had to find residential quarters on the outskirts of Pun. The suburban districts of Pun grew Into working class areas.Both better paid any badly paid workers settlements grew within the same locates, leading to extensive social integration of the workforce. All this gave rise to strong traditions of unity, solidarity and class sentiments in the most classical sense of the term. While the other industrial centre were plagued by trade union rivalries, political dissensions, and conflicts founded on caste, region and language Pun developed a tradition of class solidarity. In 1980, when the police fired on the rockers of Baja Auto, almost immediately the other factories closed in support, and a joint action committee was formed.Thereafter on mo st major events, ad hoe trade union Joint action committees have cropped up. With the numerical strength of workers In Pun Increasing today the city has 1. 75 to 2 lack industrial workers and, together with their families, they constitute 45-50 per cent of Puns population these traditions were reinforced In strength and Impact. The companies that came up in Pun region too developed a broad unified approach the first place they too like the workers were concentrated in one area. Besides, very few companies were in mutual competition with one another.Many of them were keen to avoid the problems they had to confront in the older industrial centre like Bombay. One of the first things that almost every major company in the Pun region did right from the beginning was to ensure that no outsider, I. E. Professional trade unionist, established himself in Pun. These companies were established at a time when the fact of trade unionism as an inevitable aspect of industrial life had come to be accepted. In the Pun region formation of trade unions per SE never led to any ajar strife. The companies on the contrary encouraged their nascent workforce to form internal company unions.Barring a few exceptions the major pattern of trade union organization in the region is of internal unions with the workers themselves acting as office-bearers. In the mid-eighties Data Samoan from Bombay attempted a break-through but did not succeed. In a few companies unions affiliated to the Ship Seen and BGP tried to establish their unions but could not make any major headway. Against this backdrop, Tells is an Omni-present giant in the Pun region. Spread dead over a vast area, it employs, 8,500 blue collar workers, around 1,000 to 1,100 white collar workers, 2,000 supervisory staff and 2,500 engineers and officers.The average age off Tells worker is 32 years. Besides this a large number of ancillaries around Pun depend basically on Tells for their survival. It has been impossible to estimate the extent of mistranslation. Estimates vary from 400 units to 4,000 units. Besides, there is the consumption of goods and services by the company. To take one or two examples the two industrial canteens at Tells employ 450 employees. The conservancy staff number around 450. Tells runs 110 buses on 265 routes. And all this growth has taken place over a span of 25 years.In keeping with the general pattern of industrial relations in the region, the company encouraged the formation of an internal trade union in their company. The new workforce formed the Tells Kamala Santayana (TTS), the very union with whom the company is refusing to negotiate today. The TTS was formed in February 1968 and was immediately recognized by the company. The constitution of the union provided amongst other things that the union will not have any outsider I. E. , a non-employee, as office-bearers. The elections were to be held once in every three years.It may be pointed out here that wage agreements are nor mally revised once in three years. It provided that workers would elect a council of 42 members and these 42 would then elect the office-bearers from amongst themselves. During this time the production in the company was growing rapidly. Normally in the older engineering industries Job classifications are precise. The content of each Job is described and evaluated, grades evolved, and quite often a worker could lawfully decline to do Job which were beyond the description or grade of his Job.Right from the beginning the company sought to avoid rigid classification of Job and to reserve for itself the absolute right to set up time standards, club Jobs, change production methods and systems and flexibility in the matter of deployment of workforce. This guarding its rights. Throughout, the growth in productivity was as a result of increased capacity utilization on the one hand and increase in the productivity of the workers on the other. The increase in productivity was mainly due to in tensification of the workers work output. Thus in 1980 the company produced 14,000 vehicles.This increased to 0,000 vehicles in 1988 (though the targeted production was 33,000). In 1981, 40 chassis were produced in a day, today it is 125 chassis. Throughout, the workforce remained constant. There was no major technological upgrading. The only areas where some technical modifications were made were in fatigue-related areas, I. E. Where fatigue of the workers reached a point where he became counter-productive. In order to facilitate this the company introduced a number of schemes designed to make optimum use of the workforce. In 1976, the TTS and the company Jointly finalized a skill benefit scheme.Under this scheme a worker could upgrade his skill and give required trade tests after which he would be entitled to two increments. Thereafter a versatility benefit scheme was introduced, whereby a workman who had learnt a new trade besides his own could after passing the requisite tests g et three increments. All this made it possible for the company to utilize its workforce with complete flexibility after all, the company believed a worker during his work hours was at the companys disposal to get as much production from him as was possible..The internal leadership of the TTS could not perceive the impact of the companys policies. In 1976 it consented to the skill benefit scheme. The feeling spread amongst the workers that the union leadership was not standing up for their rights, while the management was asserting its rights. In the 1977 TTS elections the workers elected a new leadership which was perceived to be more militant. Under this leadership the workers conducted their first strike which went on for 22 days. This strike was against what is popularly described as ganging of machines and double designations.Ganging of machine meant that a worker who was until then required to load Jobs on one machine and attend to it was now required to load one bob on one mac hine and immediately attend to another machine or several machines depending on the nature of the Job before returning to the first one. Double designations meant one worker was called upon to do two Jobs. While the former method clubbed machines the latter clubbed Jobs. The state government intervened and referred the dispute for adjudication after which the strike was declared illegal. A number of activists were dismissed and other neutralized, and yet others won over.The workers attributed the failure of the strike and the crushing of the TTS leadership to the absence of strong outside leadership and support. They then turned to the Sara Ashrams Shantung, a trade union affiliated to the Ala Ionians Party. The membership of the Sara Ashrams Shantung was not widespread over all shops and departments, and was concentrated in a few plants and departments. In 1980 the workers of the foundry section began agitation. Once again this was against work norms and methods. The company declar ed a lock-out of the foundry which other department workers in support of the foundry workers.The foundry workers agitation fizzled out. The workers were compelled to give an undertaking of good conduct and report back to work. Some more activists were dismissed after this agitation. In order to defeat the Sara Ashrams Shantung, the company had to rely on the TTS leadership amongst other things. The TTS leadership, in the absence of over-whelming support of workers had to align with the management to defeat the Sara Ashrams Shantung. In the process the TTS leadership acquired privileges and concessions from the company that alienated them more and more from the workers.If workers were intimidated or strong-arm methods were used within the company premises the management looked the other way. Workers say the company actually circuited toughs to deal with the situation. Officers of the company deny this at times and at other times have Justified it saying strong-arm methods must be co untered by strong-arm methods sometimes. The company also began to focus on what it describes as its welfare activities. Since 1981 there has been a sharp increase in industrial co-operatives of employees formed with the active support of the company.Between 1981 and 1987 the company has helped establish nine industrial cooperatives, for various purposes like recycling of scrap wood, conservancy, manufacturing safety shoes, printing, computer revise, felting, foundry-casting, battery cable assembly, welding, etc. Previously such societies were limited to helping widows of deceased employees, canteens and the like. Now it spilled over the industrial production. These co-operatives were intended to provide employment to the dependents and family members of the employees. The TTS leadership was the main agent for the implementation of these schemes.They therefore acquired enormous clout over the workers. Though out of a total workforce of 9,600, only 252 employees were members of the n ine cooperatives formed between 1981 and 1987, and these cooperatives employed 698 rocker, the worker could always hope that by being on the right side of the TTS leadership, he could better the position of himself and his family. Besides it put enormous resources at the disposal of the TTS leadership. For the year 1987-88 alone the total turnover of these nine co-operatives was over RSI. 107 lack.The leadership of the TTS increasingly lost their identity as spokesmen of the workers. This got reflected in their style of functioning as union office-bearers. Issues were no longer represented on the basis of any clearest principles or rights, but on ad hoc basis. They were no longer resolved on the basis of the workers strength but the clout of their office. Sometimes issues relating to production and shop floor problems were resolved satisfactorily, but most often they were not. It was an alienated leadership providing patchwork solutions.While these trends were developing within the TTS leadership, amongst the workers other developments were taking place. After the failure of the foundry workers agitation, the workers began to look once again towards the internal union the TTS. Leaders, Raja Nair and a few others who they perceived as being better. In the ginning of 1982, Raja Nair was elected general secretary of the TTS. Along with other members of the negotiating team, he too signed the 1981 settlement on wage revision. This settlement evoked widespread anger and resentment among the workers.When compared to the increase in their productivity and the profits of the company the workers felt the settlement gave them very little. The 1979 settlement had revised the wages by between RSI 150 and RSI 210. The 1982 settlement had increased them by RSI. 350 to RSI. 370. Besides, the skill benefit and versatility benefits schemes had been modified to give more leverage to the management and o say to the union in matters relating to production. A large number of work ers who gathered at the companys gate beat up the leaders and engaged in stone throwing.It is said that at this Juncture Raja Nair publicly admitted that he had signed the settlement under pressure from other committee members. He had been recruited in the company around 1979. When he became general secretary he had barely six years service behind him. It is difficult at this Juncture to assess what subjective factors weighed with him in this turnabout. But from the point of view of understanding the Tells agitation this is hardly important. What is important is before the workers it refurnished his image as an honest leader.The workers at this stage needed a hero in whom they could concentrate their aspirations. The steps that the company took thereafter only reinforced that need and catapulted one individual into the position off hero. After the disturbances at the companys gate in September 1982, the company declared suspension of operations for over a week and demanded good cond uct bonds from the workers. The workers gave this bond and returned to work. A few weeks after this the company suspended Raja Nair and after holding an enquiry smiled him from service in the beginning of 1983.To the company this was sure way to tackle rebellion. It had yielded results in the past, more particularly in 1977 and 1980 and there was no reason why it should not succeed this time. What the company did not take into account is the fact that the workers too were learning something from their experiences and were growing more mature in their understanding of the company. Coincidentally it was during this time that Raja Nair himself was arrested in a murder charge. He was under trial for six months or so after which he was discharged for want of evidence.This factor added to his image as a leader capable of taking on the Tells management amongst the workers. The rebel group within the TTS now rallied under the banner of the Raja Nair Panel (RAN) and began working as a group. In December 1984 once again the TTS elections were held. In these elections RAN put up a panel of 20 candidates of whom 17 won the elections. In a committee of 42 members they were still a minority and from this point of time the RAN worked as a faction within the TTS. The RAN did not focus much on the wage revision agreement of 1985.They concentrated instead on building up grassroots organization. In order to do this, they first of all changed their style of functioning. Until now by virtue of their working hours. The leaders were not required to work on the shop floor. They were given secretarial assistance by the company for their union work. The RAN decided they would not avail any of these privileges. They began to work on the shop floor. As a result, they were able to build up a rapport with the workers and tackle day-to-day shop floor problems directly. Workers too began to approach them for resolving day-to-day problems.Throughout the period between 1983 and 1987 the RAN fo cused on building grassroots support and organization. All this time Raja Nair was closely associated with the work of the activists of around 2,000 workers and staunch sympathizers of around 4,000 workers. Together with the fence-sitters the RAN had the overwhelming support of the Tells workers. In December 1987 when the TTS elections took place, the RAN put up a panel for all the seats. The RAN won 34 out of 42 seats. More significant was the fact that all the old leadership of the TTS lost badly in the elections.The language this new committee spoke was different. It actively took up issues on the shop floor. It questioned the supervisors on the methods of work distribution and allotment, on transfers and quantum of work and other issues. It must be mentioned here that the manner in which the productivity of the workers had been raised, as described above, required extensive supervision. The ratio of supervisors to workers is high in the company, roughly around 110. The superviso ry staff rang the alarm and the management pushed the panic buttons. As a result a chain of events followed leading to the present impasse.At this stage it may be possible to argue that had the management shown greater statesmanship, balanced Judgment ND perceptiveness what followed need not have happened. But today this question will only be academic. In May 1988 the company suspended and later dismissed the vice president of the TTS. A group of workers went on a one-day hunger strike. The rest of the workers boycotted tea, snacks and lunch in the companys canteen as a mark of solidarity with the hunger strikers. In July 1988 the TTS held a general body meeting and decided to amend their constitution to allow admission to honorary members who were not Tells employees.Since there is a provision in the Trade Union Act which allows admission of honorary members, and there is nothing unusual or illegal about the amendment, the registrar of trade unions, Pun, allowed the amendments and registered the same. Raja Nair was then admitted as honorary member and elected working president. The wage agreement had in the meantime expired and the TTS now terminated the old agreement and submitted a fresh charter of demands. The management refused to speak to the negotiating committee on the ground that they would not deal with outsiders.Later the reasons for not talking to the committee kept changing giving rise to doubts among workers and the outside world of managements bona fide. At this stage the government on its own motion referred the issue of wage revision for adjudication. As yet there was nothing to indicate that anything extra-ordinary company took the stand that the matters had been referred for adjudication to a tribunal by the government and so they would not negotiate with the new committee as the matter was subsidize. The workers were obviously not in agreement. Before Dalai of 1988 came the bonus issue.A large number of workers refused to accept bonus. The company declared 8. 33 per cent plus a production bonus of RSI. 1,207. 987-88 had been an excellent year for the company financially. Between 1985-86 when the last settlement was signed and 1987-88 when the next wage revision became due, turnover had gone up 37 per cent, net profits by 66 per cent from RSI. 16. 17 core to RSI. 26. 95 core and value added by 43 per cent. The workers could not therefore understand why only 8. 33 per cent was paid by way of statutory bonus. A large number of workers (around 1,100) who had been lured into accepting the bonus returned the same.All these years the company had deducted the TTS subscription from the workers wages and paid it to the TTS. This year the company refused to deduct the subscription. The TTS had to therefore organize a membership collection drive. It opened accounts in banks around the residential areas and called the workers to deposit the subscription amounts in those accounts. Workers began lining up in banks. By January 31, 3, 811 members had paid subscriptions, by the end of February another 1,810 had paid and by the end of March a further 1,722. By now the company began suspending active supporters of the new committee.It Justified its action by saying that it would not tolerate indiscipline. Amongst the workers this argument had no takers because workers knew the company had allowed and tolerated far more indiscipline from the older committee. In the midst of all this the workers resorted too tool down strike in the beginning of January 1989. This agitation was peaceful and organized. On January 30, Rattan Data was to have visited the factory at Pun. On January 29 Raja Nair was suddenly detained by the police preventively under Section 151 of the Criminal Procedure Code.This action triggered a wave of anger. Though he had been detained on the January 29 the news spread to the factory on the 30th. The following day, when he was produced in court, rockers collected in the court premises spontaneously. Th e numbers began to swell. After arguments for his release, the Judgment was reserved for the next day and the police tried to whisk him away. But workers, whose number was swelling all the time, refused to let the Jeep go and resolved to sit in the court premises until the release of Raja Nair. The police then applied to the court and Raja Nair was released.In the meantime certain events happened outside the trade union scene in Tells which was to have a great impact on the Tells workers struggle. In January 1989, the Trade Union Council was formed. In the past Joint action committees had been formed by the trade unions in Pun on the basis of events or issues. For sometime the idea that the Trade Union Council be constituted as permanent body had been suggested by a number of unions, but unions were also cautious since in the past joint councils tended to fizzle out after an agitation or campaign.For six to eight committee had fizzled out. In the meantime Baja auto workers in Arrang ed were having their agitation and workers in Pun through a Joint action committee collected funds for the Arranged workers. During this time it was decided to form the trade onion council. The formation was announced on January 19, 1989 at a public meeting of over 20,000 workers and 31 organizations. The general mood of the Pun workers therefore was responsive to the Tells workers. Soon after the arrest and release of Raja Nair, the Tells Employees Union (TIES) was formed in February 1989.The company was all along saying they could not negotiate with the TTS because the matters were pending in court. Now TEE came out with a hand bill that the company was willing to negotiate with them. The members of the old committee who had lost in the TTS election were office-bearers of the TIES. The TEE then challenged the status of the TTS in the courts. Five office-bearers of the TTS went on a hunger strike outside the company and the workers boycotted canteen food in solidarity.On the interv ention of Madman Banana, the guardian minister for Pun in the Maharajahs council of ministers, the hunger strike was withdrawn and assurances were made that their problems would be looked into by the government. The workers were under tremendous pressure to Join the TEE between middle of February and March but the membership of the TEE could not go beyond a few hundred. The company now started saying since the validity of the TTS elections was before the courts they would not talk to TTS unless the issue was decided.Within the company the atmosphere was tense and there was widespread feeling that the company would lock-out the factory. The leaders foots had prepared the workers and decided that nothing should be done in the company which may precipitate a lock-out even under gravest provocation. At this point on March 14, 1989, one of the office-bearers of the TTS was assaulted badly within the company premises by TEE members. Since the TTS had given strict instruction not to do any thing that would precipitate a lock-out, the workers remained under control, but the anger had cached flash-point.The following day TEE members who were on their way to work were accosted and beaten up in various parts of the city. Now the company suspended around 70 75 persons of the TTS for engaging in violence. The company now began to say they would not talk to TTS because they had engaged in violence. However when things became too obvious the company suspended and charge-sheeted one of the office-bearers but continued to recognize the TIES. In the meantime the chief ministers statement in the Vida Saba that the Tells must talk to the TTS and government would mediate raised the hopes of the workers.The TTS in the meantime began to step up its organizational work and began holding meetings in the residential localities of workers. These meetings though intended for Tells workers were attended by other workers in the locality. The Tells agitation was spreading to those factories too. It appears that at this point other managements in the region began to get anxious about the developments in Tells and began to press for a resolution of the dispute there. On August 18 was the annual general meeting was seen as the architect of the industrial relation policy in Tells, was not given further extension after retirement.The company temporarily clubbed the responsibility of personnel with production by handing charge of industrial relations to the works deputy director (auto division). All this also raised the hopes of the workers and gave a feeling that the changes reflected a reappraisal by the company. As a matter of fact tripartite meetings were fixed between TTS, the company and the government. Though nothing substantial came of it further meetings were fixed. Then suddenly the company signed a wage agreement within the TEE on September 19. By the wage agreement the company sought to give a rise of RSI. 85 on an average.Perhaps it was felt this would lure the workers into the fold of TEE. The company then sought to apply to the industrial tribunal to pass an award in terms of the agreement so that it binding on all the workers. The workers had reached a point of desperation. On September 20 the TTS organized a huge rally of Tells workers, where on the spot the workers decided to fast indefinitely. Around 6,000 workers are estimated to have gone on a indefinite hunger strike. This was in the middle of the city, and generated a massive wave of public sympathy. For the first time perhaps a racketing agency conducted an opinion poll on a workers agitation.The opinion poll conducted by the Marketing and Econometric Consultancy Service revealed that 86 per cent of the respondents, all Pun citizens, were aware of the Tells issue, 82 per cent said they believed TTS was the majority union, 68 per cent felt workers were peaceful in their methods of agitation, 69 per cent felt the union was Justified in its agitation and 67 per cent felt the strug gle of the Tells workers was for democratic rights. The Trade Union Council called for a one-day sympathy strike by Pun workers which was a complete success. Further tripartite negotiations had been fixed for October 1 .On September 29, the trade Union Council gave a call for demonstrations and street meetings in as many parts of the city as possible by the workers of other companies to draw attention on the Tells issue. The police used this as a pretext and swooped down on the hunger strikers and arrested over 4,000 Tells workers. Of these 2,000 were taken in buses and left off on the outskirts of the city, and 2,000 or so were taken into custody at places like Rating and Nashua. The TTS had been in quandary about how to call of the mass hunger strike without appearing to be back racking or weakening.The police action solved that problem. The company had not been too keen on the tripartite meeting and that problem too was resolved as no meeting could take place after the arrests. T his triggered off a new wave of anger which spread throughout the city. The Trade Union Council called for an indefinite industrial strike of Pun workers. But the sight of Tells workers who had been on hunger strike for 10 days being beaten, pushed into buses and carried away evoked stone throwing and numerous incidents all over Source Economic & Political Weekly,

Ballet or Football

Ashley Barnes Allie D. Rogers Engl 1010- 431 October 1, 2012 Ballet or football game? Ballet and football ar both difficult sports to master however, someone once said, If ballet were any easier, theyd call it football. What makes for a good sport? Every sport has rules and regulations that one must follow in order to play. The sport requires unique(predicate) skills such as strength, coordination, and whet. A good sport has a certain level of safety to constrain the participants safe and requires a lot of teamwork so that every(prenominal)(prenominal) is playing together. I personally think ballet is the more technical of the two.Ballet is much more manifold than football. Every sport requires you to follow certain guidelines. In football, the player cant grab the opponent in certain ways or a yellow flag will be thrown on the ground to indicate holding or some penalty that no one has even heard of before. Football has rules that the team must obey. On the other hand, bal let is less restricted than football. They argon no rules in ballet. Ballet is a form of art in that location are no limitations on art. Ballet is non about winning or following any rules it is about expression through chokement.Although there is more freedom in ballet, there is a lot of technique required. You must hold your arms a certain way so that they do not droop, and you must always remember the turn out of your thigh when you tendu. Ballet may not pick up rules, but there are still plenty of little details to remember. personnel is a major component of almost any sport. In football, the quarterback relies on two hundred and fifty pound linemen to block so that he can get the ball in the end zone. The defensive linemen hurt to use their upper body strength to hold the opposing team and keep them from getting to the ball.They use their lower body to stand strong to hold their ground similar grabbing a bull by the horns. Ballet requires a on the whole different kind o f strength than football does. Dancers use their upper bodies to hold their arms above their heads in a perfect b all(prenominal) ball mold fifth position while still keeping their shoulders down for thirty minutes at a time. They use their lower body strength to weight-lift out of a plie to a pique turn and have to maintain the core strength, so they do not wobble too much. Football does not require much coordination.It wasnt a sport that was meant to be pretty. It was meant to be rough and rugged for the manliest of men. While watching the game, half of the time you dont even know if they meant to fall down or if they just happen to be clumsy enough to fall over their own two feet. It tends to be one big dog pile play after play. In ballet, coordination is everything. Dancers must make sure they are in the exact spot that they are supposed to be at and be in sync with every other dancer on the stage. Pierce Brosnan said, Love is a lot like dancing you just surrender to the music (Willcutt).Every beat must be a white flag waving and show complete dedication to the music. Dancers have to be coordinated enough to do long elaborate pieces of choreography while still maintaining a smile on their faces. Ballerinas must make every single movement appear effortless. In football, speed is very important when a wide receiver is trying to run the ball down the field. It is his speed that helps him to pass by the other players in lightning speed so fast that they do not even know what hit them. I know what youre thinking. why would you need speed in ballet?However, not one ballerina would ever dream of doing a slow fouette, a move in which you whip your leg around to spin. It would be a disaster. Fouettes are meant to be fast to get your body around faster to make your pirouettes prettier. speed up and extreme focus is what makes a ballerina capable of turning. Although countless football players get hurt yearly, they have equipment that is specifically designed to k eep them from serious injury. Football players risk injury every time they step foot out on that field, but if they fall down, their equipment is there to take the majority of the impact.Safety is important in any sport you play that is why in football the players wear pads and helmets for protection. However, dancers must maintain a flawless posture to keep from injuring themselves. There is no special equipment for a dancer to use to keep themselves to safe. A dancer must rely on stretching to warm up his or her muscles. Dancers have to take every good care of their ankles and knees because they are constantly at risk of injury. If a dancer twists her ankle on stage during a performance, she doesnt call in the second string.She sucks it up, puts on a brave face, and keeps on dancing. Teamwork is important in football because if you dont read your guards, then you are liable to screw the entire play up. The player must know what the play is and what exact role everyone is going to play. The players huddle up before each play to strategize against the other team. They break off and have to rely on their teammates to do what is required of them. Vince Lombardi said, People who work together will win, whether it be against complex football defenses, or the problems of modern society (Family of Vince).When you think of the word team, you dont exactly picture a group of ballerinas dancing on a shiny hardwood stage. You stereotypically think of the Pittsburg Steelers or some other NFL team. However, in ballet, every dancer is part of a team. You have to be so in crinkle with one another that as soon as the music begins, everyone begins to dance as if a bunch of puppets moving on strings. If one teammate loses calendar method then the whole performance suffers. Dancers rehearse with their fellow dancers for weeks and weeks to perfect their dance so that it will be flawless.In the end, ballet and football require a massive amount of passion and determination. If y ou do not have the heart, you will not be willing to put in the blood, sweat, and tears that it takes to pursue the sport whole-heartedly. Although football may be a little easier, both sports demand a lot of hard work. Works Cited Family of Vince Lombardi c/o Luminary Group LLC. noted Quotes by Vince Lombardi. Vince Lombardi. 2010. Web. October 4, 2012. Willcutt, Sara. Dance Quotes 3. Ascending Star Dance- An Internet Dance Magazine. 2007. Web. October 4, 2012.

A Critique of Chinua Achebe’s “An Image of Africa” Essay

Certainly Conrad appears to go to considerable pains to set up layers of insulation between himself and the moral universe of his history. He has, for example, a narrator behind a narrator. The primary narrator is Marlow but his account is given to us through the filter of a second, shadowy person. save if Conrads intention is to draw a cordon sanitaire between himself and the moral and psychological malaise of his narrator his care seems to me totally wasted because he neglects to hint barely subtly or tentatively at an alternative frame of reference by which we may judge the actions and opinions of his characters. Although Achebe recognizes Conrads use of multiple narrators, he dismisses both intention on Conrads part of utilizing the narrators to introduce psychological depth in Heart of Darkness. I believe, however, that Conrads full objective was to establish a moral and empirical tone in his novella he accomplished this by incorporating a second narrator.Conrad introduces t he narrator and his surrounding characters as they navigate the Thames River. As the narrator describes Marlow and the other Seamen the reader begins to question where Marlow stands in this social hierarchy. Conrad and then establishes a tone of uncertainty in the credibility and morality of both Marlow and the narrator. The blameless novella is a retelling of Marlows tales in Africa, years after they had occurred, which leaves the extent of Marlows exaggeration and embellishment of his story up for question. 2. Disagree Joseph Conrad was a extreme racist. That this simple truth is glossed over in criticisms of his work is due to the fact that white racism against Africa is such a normal way of thinking that its homophileifestations go completely unremarkedAchebe is not reading Conrads work on a symbolic level rather he superficially judges move of the novella as racist. The novella Heart of Darkness is not a racial slur, nor is it an insulting depiction of the populate of Afr ica in any way. It is an examination of the foolish pretenses the Europeans held over their assumed benevolent work in Africa. The purpose of Marlows story was to show the adverse effects of imperialism on white European tradesmen. Conrad is thus in no way a racist, as he set out to depict the malice of Europeans during this time period. He uses his experiences in the Congo during king Leopold of Belgiums tyranny to show the malevolence greed instills in mankind.3. DisagreeAfrica as a metaphysical battlefield devoid of all recognizable humanity, into which the vagabondage European enters at his peril. . . . . Can nobody see the preposterous and perverse arrogance in thus reducing Africa to the role of props for the break-up of one petty(a) European mind? But that is not even the point. The real question is the dehumanization of Africa and Africans which this age-long attitude has fostered and continues to foster in the world. And the question is whether a novel which celebrates this dehumanization, which depersonalizes a portion of the human race, can be called a great work of art.Conrads Heart of Darkness is a great work of art is it a symbolic delineation of Western covetousness and the effects materialism has on mankind. Africa is not meant to be devoid of all recognizable humanity. Africa is a setting which could be moved anywhere white Europeans use phony moral objectives to carry out their greed. The novella is not specific to Africa but, is a representation of the degradation of man when he works on fake moral grounds. It is for that very reason that Conrad begins his novella with Marlows recount of mans historical occupations -including Roman and British sieges- and the darkness that follows all acts of greed.4. DisagreeUnfortunately his heart of darkness plagues us still. Which is why an get throughensive and deplorable book can be described by a serious scholar as among the half dozen greatest short novels in the English language. Although Acheb es defensive view is reasonable as he is of African descent and feels affronted by the opinion he believes Conrad holds, he misses the overall meaning of the novella. Conrads Heart of Darkness is not a plague, nor should it be regretted. This novella gave insight into the shameful acts committed by Europeans in search of fame and fortune. Heart of Darkness is not a slander on the African people it is the exposure of European cruelty and mans madness derived from greed and feeling empowered over another.5. DisagreeI am talking rough a book which parades in the most vulgar fashion prejudices and insults from which a section of mankind has suffered untold agonies and atrocities in the past and continues to do so in many ways and many places today. I am talking about a story in which the very humanity of black people is called in question. Humanity is questioned in Heart of Darkness but, Achebe fails to realize Conrads intention. Achebe focuses primarily on the depiction of the African s in this novella and disregards the contempt Conrad holds for the imperialists. Conrads objective was to expose the prejudices and insults from which a section of mankind has suffered untold agonies and atrocities but, not in the vulgar fashion Achebe describes. The humanity of Europeans is instead called in question. Conrad had witnessed firsthand how the Europeans pillaged and devastated African communities and apply his experiences to illustrate the obscenity of imperialism.6. DisagreeAs a sensible man I will not accept just any travelers tales solely on the grounds that I have not made the journey myself. I will not trust the evidence even off mans very eyes when I suspect them to be as jaundiced as Conrads. And we also happen to know that Conrad was, in the linguistic process of his biographer, Bernard C. Meyer, notoriously inaccurate in the rendering of his own history. In fiction it is often the authors idiosyncratic perspective that makes a story intriguing. factual rec ounting does not arrive in a fictional book. Whether Conrads portrayal of imperialism in Africa was entirely accurate or an embellished version of his own existential struggles, Heart of Darkness was a landmark piece for his time period. The atrocities committed during European imperialism were not a subject of conversation but, Conrad helped to bring the issues to the surface. Conrad did not get hold of to offend the people of Africa he intended to expose the Europeans of their veiled immorality.