What Is Performance Management?

What Is Performance Management? This chapter starts with the various definitions of performance management as described by different authors. Literature review is a process that empowers readers with a lot of information and knowledge, it can however be argued that such a process can be challenging as one has to integrate viewpoints of various authors in order to come up with a new viewpoint. (Brynard, et al 1997: 54) stated that a researcher should always try to follow the last mentioned action, as this is the path to the creation of new knowledge. 2.1 Defining Performance Maila (2006) stated that performance implies the action of doing things that is using things, attending to conditions, processing, communicating and achieving results. Performance is the actual work that is done to ensure that an organisation achieves its mission. In summary, performance encompasses inputs, conditions, processes elements, outputs, consequences and feedback. According to Maila (2006), the end product of performance should be measured against four elements that are: quantity, quality, cost or risk factors and time. The idea of measuring the end product is fully supported as it can be argued that a product can be in any form that is good or bad, hence the need to have it measured. 2.2 What is performance management? Different authors have attributed different meanings to performance management as illustrated below: In 1998 Armstrong and Baron define performance management can be defined as strategic and integrated approach to delivering sustained success to organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors. Moreover Performance management is a system for integrating the management of organisational and employee performance (Williams, 2002 as cited by Maila, 2006:13). Also Performance management is defined as the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organisational effectiveness in the accomplishment of agency mission and goals, this was obtained through (U.S. Office Personnel Management, (Undated) Fletcher (1992) defines performance management as an approach to creating a shared of the purpose and aims of organisation, helping each individual employee to understand and recognise their part in contributing to them, and thereby managing and enhancing the performance of both individuals and the organisation. He suggests that the approach include development of the organisation objectives and mission, enhancing communication within employer and employees so that they will be well aware of the objectives and planning of the business. This approach can also clarifies individual performance, rewarding and improving the performance of the staff and career development It has been pointed by Michael Armstrong (1994) Performance management is means of getting better results from the organisation, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and attributes competences requirements. It is a process of for establishing shared understandings about what is to be achieved, and an approach to managing and developing people in a way which increases the probability that it will be achieved in the short and long term. The researcher has found some common words to arrive at this definition: performance management is a continuous process between staff and supervisors agreeing on the activity to be performed, how it should be measured and within what period, with an aim to accomplish a goal at employee and organisational level. Performance management may be defined as a formal and systematic process, by means of which the job-relevant strengths and weaknesses of employees are identified, observed, measured, recorded and developed. Performance management provides the opportunity for the organization to evaluate and take stock of its human resources. It also provides information so that important decisions can be taken and gives feedback for further development of staff (Doris, 1994:160). It gives management the opportunity for communication with staff, to clarify expectations and to take part in the development of each staff member. For the employer, it gives the opportunity to discuss with employees their performance and career goals for the future (Doris, 1994:161). Moreover Armstrong (1994) Performance is a process for establishing shared understanding about what is to be achieved, and an approach to managing and developing people in a way in which increases the probability that it will be achieved in the short and long term. It focuses on improving performance trough better result from organisation, team and individual by understanding and managing performance within agreed framework of planned objectives. According to IRS Management Review in 1996 to Performance management is a way of translating corporate goals into achievable objectives and cascade down throughout the organization to produce optimum results. Being a continuous and evolutionary process, performance improves over time. It relies on consensus and cooperation rather than control or coercion and encourages self management of individual performance. Performance management is an ongoing communication process, undertaken in partnership, between an employee and his or her immediate supervisor that involves establishing clear expectations and understanding about: The essential job functions the employee is expected to do. How the employees job contributes to the goals of the organization. What doing the job well means in concrete terms. How employee and supervisor will work together to sustain, improve, or build on existing employee performance. How job performance will be measured. Identifying barriers to performance and removing them. (Doris, 1994:163). 2.3 Aims of performance management The overall aims of performance management is to establish a high performance culture in which individuals in which individual and teams take responsibility for the continuous improvement of the business process and to make significant contribution to individual and organisational effectiveness and growth. 2.3.1 Employee development Performance management is concerned with sustainable improvement of individuals, increasing their job satisfaction and achieving their finest potential for their personal advantage and that of the organisation as a whole. 2.3.2 Communication and Involvement One of the major aims of performance management is to promote commitment to the organization and its goals by putting together individual and organizational objectives. Performance management creates a climate where there is permanent dialogue between managers and their staff. Managers can clarify expectations, organisations strategies and also the mission, values, norms and objectives of the organisation. Conversely, employees also can speak out their objectives, opinion and expectation and how they should be handled and treated. 2.3.3 Assess Performance Performance management facilitates accuracy and objective measurement and assessment of performance in relation to the established aims and principles, so that employees receive feedback from managers and supervision about their work. 2.3.4 Identify Training Needs A  Training Needs Analysis  (TNA) is used to determine an organizations training needs. The basis of the TNA is the gap analysis. This is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently hold and the knowledge, skills and attitudes that they need to meet the organizations objectiveshttp://www.nwlink.com/~donclark/hr/performance.jpg 2.3.5 Provide a basis for reward Performance management offers a basis for rewarding people in relation to their contribution by financial and non-financial means. It consists of performance related pay (PRP) and the Employees can feel the impact of their hard work by quickly appreciating the results. 2.4 Evolution of Performance Management As far back as World War I, WD Scott was qualified with coming up with performance appraisal. Formal Performance Appraisal systems were well recognized by the mid 1950s, with personality-based systems being commonly used. McGregor (1957) illustrated the unease surrounding the use of personality-based ratings and advocated a more participative approach and performance-based approach, including an element of self-appraisal. In the 1960s, the influence of the management by objectives movement meant that performance appraisal developed a greater importance on goal-setting and the assessment of performance-related skills. In the 1970s, appraisal practices became more open to analysis and, as a consequence, a number of legal cases were brought. One effect of this was an increase in research into rating scales and their use. Through the 1980s and 1990s, the concept of performance management came into the system, and this, according to Williams (1998), provided a more holistic approach to generating motivation, getting better performance and controlling human resources.   For example, in the UK school system, performance management is central to efforts to improve standards in education (both locally and nationally). Therefore, when understanding about appraisal it must quickly become clear that our attention is not just on perfect measurement. We are also concerned in issues such as: What persuades the quality of performance appraisal data? How do employees notice the appraisal process? How might the appraisal process be employed to motivate and develop staff? While, traditionally, job related tasks may have been perceived as the key elements in appraisal, appraisal now engage in a broader matter. Briscoe and Hall (1999) propose that employee development is underpinned by a set of meta competencies including qualities such as perfect self-awareness, feedback seeking, and openness to a range of information and perceptions etc. Other factors such as communication and teamwork skills, stress and conflict reduction, handling of emotion and care are now often observed as important concept to be considered and handle through performance appraisal and management processes. New recent improvement, include the reducing hierarchical environment of many organisations, have led to the increased use of multi-source, multi-rater feedback methods, more commonly known as 360-degree feedback. The sorts of changes that have overhauled organisations have distressed the environment of work itself, and the continuing rate of change means that the definition of what a job is, and what good performance is, are less stable concepts. It is also worth recalling that the majority of research on performance appraisal is drawn from a UK / US perspective. However, as Fletcher (2008) points out, national culture is likely to have a major impact on the way appraisals are carried out. Fletcher (2008) argues that in Western (high individualism) cultures where being assertive and determination is appreciated, appraisal is generally focused on the individual and what they do; in Asian cultures (strong collectivism) the sense of hierarchy and acceptance of authority, the focus on Western performance appraisal practices on individual performance, accountability and open confrontation are unlikely to be seen as appropriate (p. 175). Therefore, it is not always possible to believe that the findings from a piece of performance appraisal study will generalise across all national and organisational cultures. 2.5 Methods of appraising performance Performance appraisals are conducted by companies in order to evaluate the strengths and weaknesses of the employees; the frequency and methods of the performance appraisals are determined by the corporation. There are several performance appraisal methods that can be used to provide feedback on employee performance. Performance appraisals are used to provide feedback on an employees performance, provide the basis for a merit increase, create a development plan and provide the foundation for future promotions. Performance appraisal is conducted through different ways in various organizations. These ways are classified in two types: Traditional and development methods. Traditional methods are methods that have been in use in the organization since long. It is normally based upon their traits and is related to the self-appraisal of employees. 2.5.1 Paired Comparison In this style, there are a number of options which will be able to make full use of it. Each option can be compared with the others. Then, the results will be calculated and the one which has the highest score will be opted. 2.5.2 Graphic Rating Scales It is one of the most popular methods of performance appraisal. In this method, each employee is rated according to their performance. . The factors that need to take into consideration are the personal characteristics and characteristics related to the job performance of the employees. Figure 3 shows an example of the graphic rating scales. 2.5.3 Weighted Checklist Method In this method, the appraisal is made where the jobs are evaluated based on the performance and characteristics of the employee. It is a type of rating performance appraisal. The checklist contains a list of allegation on the basis of which the employer describes on the job performance of the employees. 2.5.4 Free Essay method A statement is prepared by the manager which will be focused on the workers strong and weak behaviour. It may also suggest certain remedy in case of problems concerning the employee. The statement may be written and edited by the appraiser alone, or it be composed in along with the appraisee. The essay can be open-ended but in most cases there are guidelines that need to be followed. 2.5.6 Critical incidence method The rater is required to record the good and bad behaviour of the employees related to a certain incidence. The recorded statement will normally consist of a brief of what happened in the incidence. There are two factors that make the use of critical incident successful, first, the manager must be given ample time to observe the subordinate during evaluation. The manager must take time to record the incident as many of the incidents may be forgotten. 2.5.7 Ranking This form of performance appraisal, the manager will compare the employee with other employees having the same kind of job. The performance is ranked from best to worst. This method is least favoured types of evaluations, yet many large employers utilize this, method of appraisal.   Development methods are methods that have been introduced during the last decades. It is also known as result method. 2.5.8 Assessment center Under this method, several evaluators come together to judge employee performance in job related simulations by making use of a variety of criteria that are considered important in the appraissees job. 2.5.9 Behavioural Anchored Rating Scale (BARS) This style is based on rating the employees behaviors in order to determine how effective the workers are. It is normally the combination of critical incidence and graphic rating scales. 2.5.10 360 Degree Feedbacks It is a style which obtains feedback from internal and external people in order to get more accurate perspective of an employees performance. Internal customers are those who work in the organization like managers, supervisors while external customers are those who are outside the organization like clients, suppliers. 360 Degree Feedback is a system which employees obtain confidential, anonymous feedback from their colleagues. The feedback process gives people an opportunity to adjust behaviours and develop skills that will help them to excel at their jobs.   2.5.11 Management by Objectives (MBO) Management by objectives is one of the most comprehensive methods of performance appraisal. It begins with when goals are set and ends with the results. It also consists of monitoring constantly the employees to improve their performance so a regular feedback is given to them.MBO is considered more than an evaluation program and process. With this technique, a manager can control, plan, organize, practice and communicate. 2.6 Performance management cycle A  performance management  cycle (PMC) is a system used by managers and executives in organisation to support employee growth and  job satisfaction. As illustrated below performance management cycle linked together. Perhaps one of the most important concepts of performance management is that it is a continuous process that reflects normal good management practices of setting direction, monitoring and measuring performance and taking action accordingly. The management cycle can be categorised as shown below: The strategic objectives for organisation as a whole as well as each line of business/ corporate function and each functional area are determined each year. The organisation goals are being broken down in line if business/corporate function goals and from there flowing down to individuals. Appropriate communication skills are being used to make employees understand the measurement of their performance and the system that will be used. The determinations of team members contribution are being identified before agreement takes place. Success hint are also specifies as per business plan and establishment objectives. Key result Area (KPAs) and key performance indicators are identified and by taking into consideration relative weights before concluding performance agreements. The planning phase must be agreed by line managers and employees. The performance agreement should contain a job profile job description delegation of authority (if any), individual development plan and statement of individual vision, mission and values. Also it has Key areas result, measurable criteria, and weight. Both employees and relevant managers should keep a copy of performance in which they should agree on the key result areas and measurement criteria, discuss barriers of performance, personal development and career planning and coaching. A formal review and assessment is being conducted and employees are being made aware so that they can be prepared for performance appraisal. Feedback is honest open fair and constructive to the level promising. It should be understandable, brief and based on facts and solid examples. The manager s and employees will bring about a conclusion about the performance. The weakness on performance will be identified and corrective measures will be taken. Them the employees is being rated accordingly and then they are being rewarded are paid. 2.7 performance management process A  performance management process  sets the stage for rewarding excellence by supporting individual employee accomplishments with the organizations mission and objectives and making the employee and the organization recognize the value of a specific job in understanding outcomes. By establishing clear performance opportunity which includes outcomes, performance and behaviours, it helps the employees in reflecting in what exactly is expected out of their jobs and setting of standards help in removing those jobs which are of no use any longer. With regular feedback and coaching, it helps to know the problems at an early phase and taking corrective actions. Different models have been developed to describe the process of performance management and how it operates. According to figure 2.2 it comprises of performance planning, performance monitoring, performance development, performance review and rewarding. 2.7.1 Performance Planning Performance planning is the core business process. It involves agreement between employer and the individual on what the employee need to do for the achievement of the objectives, raise standards, improves performance and develop the required competencies. The aim is to ensure they apply these every day at work. Employee performance planning should be flexible so that they can regulate for changing program objectives and requirements. These plans contribute to the achievement of continuous development that is predicted and everyone is capable of learning and doing better jobs. It also helps in enhancing the potential of individual to acquire higher level careers. 2.7.2 Performance Monitoring Progress towards meeting the objectives agreed at the planning meeting should be monitored throughout the cycle. All arrangements relating to the monitoring programme should have been agreed at the planning meeting and where possible a timetable for action established should be made. Thus employees are able to received ongoing feedback of their progress at work. Feedback should encourage reflection and self review. Monitoring performance include the Checking of new plan that need to be followed  and at a suitable moment, return to the appraisal stage to measure the impact of the changes on the behavioural and performance processes.  Having a continuous monitoring, unacceptable performance can be identified and proper measures can be taken rather than waiting till the summary rating levels. 2.7.3 Performance development Performance  development  is held as a very important aspect in the growth and progress of individuals in their individual careers. It includes several strategic processes that are included and employed with the idea of developing individual capabilities that will benefit the employee, particularly, and the organisation as a whole. While performance development usually targets organizations as a whole, individuals can also adopt this concept as a means to improve their own personal competencies. By carrying performance management it provide opportunity for Recognition and career. Situations for improving good performance also stand out and action can be taken to accomplish the organizations overall purpose. 2.7.4 Performance Review The  performance  review  is  a  key  element  in  the  performance  management  process. It can provide accurate feedback and also the areas of strength and areas in need of improvements and development is needed. In addition, it emphasises what has been done well in order to do it in better way in the future. There is an exchange of views and both parties together come to an understanding about what should to be done to develop performance and defeat shortcomings raised during discussion. 2.7.5 Rewarding Rewarding means providing encouragement and recognition of employees, independently and as members of groups, for their performance and recognizing their contributions to the organisations mission. To motivate staff and create a climate for enhancement, organisations need to make an obligation to a plan for recognising and rewarding performance which can both financial and non-financial rewards and both positive and negative rewards. A planned, strategic path of action is necessary to ensure that employees obtain rewards adequately with their performance, be that at an individual and or a team or group level, in a reasonable manner in the organisations. Rewards can be in the form of cash, praises, time off and other non- monetary items. 2.8 Benefits of Performance Management Performance management provide an opportunity to concentrate on work activities and goals, identify and correct existing problems and motivate employees to perform better. In the same line, there is an enhancement in the performance of the company. There are several benefits when an organization performs a performance management in its organisation and they are listed below. Need for training and better understanding of job responsibilities To begin with, it helps employees understand how their job responsibilities ultimately affect the overall objectives of an organization. Through the performance management, employees use this opportunity to indicate a need for training, express a desire for additional responsibilities, ask questions about the job and in some cases provide feedback that will help them meet the goals. Besides, it can be a positive way to identify developmental opportunities and can be an essential part of a succession planning process. Increase productivity and reward the employees Additionally, with performance management, it is easier to accurately gather data regarding employee improvement and to award acknowledgement and any other rewards to those employees, ensuring everyone who makes meaningful achievements at an organization, gets their due compensation. This reward system implemented at Organization may provide an incentive to strive towards productivity and at the same time, maintaining good working habits. With this reward system, motivation and workplace morale are both improved. Improve Areas of Weakness Through performance management, we are able to search for employees weaknesses and enable them to improve for further career development. For example, if an employee inspires to become a manager, performance reports will reveal about his lack of leadership skills. Thus, we will be able to focus on his weak points where he needs coaching and other relevant skills. Employees also reveal that these appraisals assist them in deciding if they are in an organization where they feel that their values and personality are being respected. Succession and Career planning The Performance Management process provides valuable information that can be used through succession and career planning. Employee ambition can be clarified and where possible integrated into general planning of the employees goals and outputs as well as his development plan. There is also the clarification of the managers goals and direction concerning the employee and his role within the department. Compilation of formal training and development plans per employee is obtained to ensure the development of the employee based on the results of the performance evaluation phase of the process.    Opportunity for Dialogue Performance management provide an opportunity to build their relationships. Employees are given sufficient time to communicate and interact more often with work related issues. This usually allows a better flow of ideas and communication is enhanced. Besides, with adequate communication throughout the year ensure that the employees always know where they stand. 2.9 Drawbacks of performance management system Although performance management can be very beneficial to the employee, no empirical studies can show how performance management systems actually enhanced performance at an organization. In fact, when it comes to performance, these classical approaches are difficult to be adopted, as the method does not produce systematic and verifiable information. Some common drawbacks are discussed below. Time consuming and focus on paper work Performance management are also not often appreciated due to the fact that, they are considered to be time consuming and toilsome. Hence, it can be tiring for both supervisors and employees as they lose interest rapidly and haphazardly fill out the paperwork. Misdirection Performance reports may cause employees to accomplish certain duties for their individual purpose in order to receive a better evaluation rather than to contribute to the general mission of the business. Sequentially to have job security, workers may become overly concerned with improving in areas where they have achieved inadequately, even to the detriment of the areas in which they formally surpassed. Demotivation Performance appraisal ratings can lead to demotivation and low staff morale. Negative feedback like criticism where managers document only on issues that need to be corrected and not on positive things that employee does thus this fails to motivate employee concerned but also causes him/her to perform worse. This can raise mistrust, fear and insecurity in the organisation. One size fits all fantasy Organisations tend to use a standard system across the organisation. Very a single tool which means a single rating form is used for everyone. This does really make sense; as people at different levels in hierarchy cannot be assessed in the same way as the level of responsibility and authority vary. Leniency Error Leniency error is the tendency of a supervisor to rate an employee higher than what his performance deserve. Reasons that a supervisor might do this could include evading conflicts, or thinking that by giving the employee a high rating, he will work harder to live up to the rating. Halo Error The halo effect is when a supervisor forms a positive thought of an employees skill in one part and then gives her high ratings across all rating criteria. When a supervisor rates employees with the qualities that he believed more essential greater in all rating areas than employees who do not have those qualities the supervisor is making the halo effect error. Playing God Some managers are reluctant to conduct an appraisal program as they do not want to judge others. Even if a manager actually feels that a particular employee has not made well and he/she should be rated poor, not many truly rate him/her poor. To them, the clear process of judgement can be dehumanisazing and demoralising and a cause of anxiety and depression to employees. 2.10 Empirical Evidence of the Impact of Performance Management on Organisation Success Recent studies have been identified trend in the effective performance management systems on organisational success. According to the results of the World at Work/Sibson 2010 Study on The State of Performance Management 47 % of respondents specified that a performance management system has helped out the organization in realizing its strategic goals. Performance opposed to competitors is also a key result of performance management. 60% of study participants designated company performance as better than average against competitors, and 40% signified that performance was typical. Employee trust is another essential outcome on excellent performance management system. Nevertheless, only 30 % of the respondents reported their employees belief the performance management system. The study of the World at Work/Sibson in 2010 on The State of Performance Management pointed out that improvement in performance management is necessary in many businesses and that performance management is usually very essential in higher-performing companies. In most cases, this has not altered since the study was accomplished in 2007. While some organizations are successful in using performance management to distinguish high performers from low performers, many still are making great effort to progress performance management from an HR practice to something that is business significant to the organization. Predominantly in a time of economic complexity, when improving business results is essential, motivating performance management by having leadership aid and effective implementation is essential. http://www.worldatwork.org/waw/adimLink?id=44473 Impact of organizational culture on performance management An additional study on the impact of organizational culture on performance management practices in Pakistan in January 2010 where 60 emplo

The Strength in Challenges

The Strength in Challenges My ability to overcome difficulties throughout my life is by far my greatest strength. I have gone through more hardships than the average teen. Each time has forced me to look inside myself, and find the strength to rise up again. I’ve never resented anything that has come my way because each hardship has placed a brick on what is the base of my character today. Back in fifth grade my house had caught fire. It was one of the scariest things in my life.As a fifth grader, dolls and going outside to play soccer were the things I held most sacred. This one event changed my entire outlook on life and showed me what was truly important in my life: my family. When I moved into a hotel for months it made me realize, trivial things like clothes and toys aren’t what makes a home your home it’s the people that are with you through it all. Also, the enormous support we got from the community helped me understand the true meaning of giving. Althoug h this happened to me at a young age, the lessons still ring true today.I never wanted anyone to feel like they were alone and helpless, so every time an opportunity presents itself I feel the need to help. Whenever faced with a difficult decision or see someone in need I look back on this and it reminds me to place myself in their shoes and do whatever I can to help. Being pelted with a ball and getting the wind knocked out of you could be compared to the feeling I got when my mom told me she had terminal cancer. I knew the air was touching my lips, but I couldn’t suck it in.The pain in my chest was so great I had to crouch. Drops from my eyes pooled on the ground and my ears only heard buzzing rather than words. After a while the tears stopped, and I was left in my mom’s arms trying to process all of it. It’s been a year and I am still processing all of it. Each day I wake up not knowing how long my mom has left, and yet each day my mom wakes up fighting for a nother day which keeps me going. I’ve never had an obstacle as great as this, but it doesn’t stop me from reaching for my dreams.I am part of the first generation in my family to attend a four-year college, and my mom inspires me everyday. Although things may seem almost impossible, if you work hard enough and put forth your best effort, impossible is possible. Throughout my life I’ve been presented with many challenges; however, I never let them control my destiny. I now embrace each one as it comes because I’ve found that the harder I’ve worked to overcome something, it has always left me a better person than before. And with each new challenge, I become better at conquering the next.

Romeo and Juliet v. West Side Story

When Pyramus and Thisbe first went on their rendezvous in the woods, they never would have imagined that they would be the template on which many romantic stories are built. The story of the ill-fated lovers, as told in the Metamorphosis by Ovid, is one that has stood the test of time and became the story authors like William Shakespeare, song writers like Bethany Cosentino and directors like Jerome Robbins have used to express forbidden love, misunderstanding and loss. These elements of story have resonated over the ages with audiences due to our desire to love and be oved so much that we would do the most extreme things.Teenagers, especially, latch on to these story elements due to the inclusion of authority fgures who misunderstand their ability to have true, grown-up feelings (Flanagan). The story of Pyramus and Thisbe begins with two families sharing a wall in a duplex. One family has a daughter and one a son. Both are forbidden to see each other, but as most teen-agers do, they find a way around their parents. Through a crack in the wall too small to even fit their lips, the two best looking people in all of Babylon confess their love.Unable to wait for their parents to give consent, the two decide on a time and place to meet, in the woods, near the mulberry bush with white flowers. Thisbe arrived before Pyramus and while waiting spotted a lioness fresh from the hunt with blood dripping from her teeth and gums. Frightened, she ran away to the nearest cave and in the process, lost her shawl where the lioness tore it to shreds. When Thisbe arrived seeing what seemed to be a horrible scene of his true love's viscous demise, he is overcome with guilt. If only he had arrived sooner.If only he had been there to protect his Thisbe. To punish himself, Pyramus thrusts his dagger into his gut and bleeds to death. Thisbe, feeling brave, came out of the cave to find her lover. In seeking him she finds him dead by his own hand. Thisbe is distraught at a life lived wit hout him and plunges the knife into her heart and dies by his side. Both of their thick, red blood poured onto the roots of the mulberry bush, turning the flowers from white to red, which is how they are still today. The last line of the poem states that â€Å"The gods and parents heard her prayer, and they were stirred. Ovid)† suggesting that both parents were made aware of the death of their hildren and are stirred in their hearts. If only they had allowed the ill-fated loves to be together, they would still be alive. William Shakespeare took the poem of Pyramus and Thisbe and built on it to create Romeo and Juliet, the quintessential love story upon which so many others are copied. Romeo and Juliet come from warring families, the Capulets and Montegues. For years these families have fought and brought discord to the sweet town of Verona. Just as Pyramus and Thisbe, the children of these feuding families would not be allowed to be together.They meet by chance at a masquerad e ball hosted by the arents of Juliet, the Capulets. Romeo and his friends were looking to crash the party and shake up the evening a bit. Romeo is out of sorts because he has had a dream where something goes very wrong and he cannot figure out what it is. When Romeo instantly in love. There is a bit of concern when they first discover the true identity of the other, but a whispering on a balcony dulls that concern and they only want to be together, no matter what. Romeo and Juliet are married in secret, figuring that in time their parents will be fine with it. That does not turn out to be the case.Romeo is anished and Juliet is set to marry another. With a little help from the conniving priest, Juliet sends Romeo a letter explaining that she is going to take a poison that makes it look like she is dead when she is really only sleeping. As it always is with ill- fated lovers, Romeo never gets the message. He is told that Juliet is dead and not knowing any better, he goes to her tomb to see for himself. There he kills himself so that he can be with his love for the eternities. When Juliet wakes from her death-like sleep and discovers Romeo dead by his own hand, she takes his dagger and kills herself as well.When both sets of parents learn the truth of their love and marriage and now their deaths, they are distraught. In similitude of the families of Pyramus and Thisbe, they are then condemned to live their lives with the knowledge that had they been more open-minded, their children would be alive and well. Like Romeo and Juliet, West Side Story is story about ill-fated lovers, misunderstanding and loss. West Side Story was a highly acclaimed musical that showed on Broadway in 1957 and was made into an award winning movie musical in 1961. The similarities between the play of Romeo and Juliet and the musical of WestSide Story are striking, but so are the differences. West Side Story is about two gangs in the streets of New York in the 1950's: the Jets and the Sha rks. The Sharks are Puerto Ricans, new to America and looking to make a home for themselves. The Jets are looking to keep their streets white and get the Sharks to leave. In the middle of these two warring factions are Maria, sister to Bernarndo, the head of the Sharks and Tony, best friend to Riff, the head of the Jets. Just like Romeo, Tony has a dream; however, Tony's dream is full of inspiration as e feels that the dream is telling him that something wonderful is on the horizon.Riff tries to get Tony to tell more about the dream, but Tony can only remember that he feels like something big is about to happen to him. On that note, Riff convinces Tony to go to a dance and maybe meet the girl of his dreams. Maria and Tony meet at that dance, Just like Romeo and Juliet. When they see each other, all the contention around them fades as they fall in love with each other at first sight. Instead of a balcony scene, the whisperings of love and future happiness happen on a New York City fi re escape.Maria and Tony keep their secret love to themselves until they can find the perfect time to tell their friends and family that they want to be together. Unfortunately, their hands are forced when a rumble between the Sharks and Jets gets out of hand. Tony promises Maria that he will go and stop the fighting, but when Riff is stabbed by Bernardo, Tony stabs Bernardo in a fit of rage killing the brother of his love. At first Maria is angry and does not understand the event, but eventually she tells Tony to not turn himself in and they will run away together.Tony goes to the soda shop to ide from the Sharks and to wait for Maria to meet him at the bus stop. Maria is detained from leaving for the bus stop by one of the local beat cops. She asks her friend, Bernardo's girlfriend, to get a message to Tony. Anita does not want shop. The Jets are at the soda shop getting ready for more fghting with the Sharks when Anita shows up. She tries to get to see Tony, but the Jets won't le t her through. They treat her very badly and out of frustration she tells them to tell Tony that Maria is dead, killed by one of the Sharks in retaliation for her involvement with Tony.When Tony hears that Maria is dead, he is so distraught he goes looking for a fight hoping that one of the Sharks will kill him. He finds Geno, the boy that was arranged to marry Maria by her brother, and taunt him until he finally shoots Tony. Just as Tony grabs for his abdomen, he sees Maria and knows that she is alive. He is relieved to know that she is alive and dies in her arms. Maria, blames the death of her true love on the hatred of the two gangs, Just as parents of Romeo and Juliet and Pyramus and Thisbe are to blame for the deaths of their children, due to their hatred and closed-mindedness.These stories set the stage for so many more. Stories where the audience hopes that the others will realize the truth before it is too late. One such story is the move, â€Å"An Affair to Remember† directed by Leo McCarey and starring Cary Grant as Nickie Ferrante and Deborah Kerr as Terry McKay. This story has these two individuals meeting on a boat trip from Europe to New York in a time when that is how people traveled. They meet up several times on the ship and decide to disembark in Villefranche-sur-Mer to visit Nickle's grandmother. On this trip, Nickie realizes that he has very strong feelings for Terry.Unfortunately, both are already involved with other people. They decide that in 6 months they will meet at the top of the Empire State Building if they are each free of the current entanglements. Nickie waits for hours on the Empire State Building but Terry does not show. Disappointed and rejected, he leaves to continue his life without the woman he truly loves. Little does Nickie know, Terry, on her way to the meeting place, is hit by a car and badly injured. She is confined to a wheelchair. Not wanting anyone's pity, she does not contact Nickie to explain what happened .After some time both characters et back together with their ex's. At a chance meeting at the ballet, Nickie and Terry see each other, but he does not notice that she is unable to walk as she is seated in her seat. Sometime later, Nickie tracks down Terry and goes to visit her. She remains on the couch with her legs under a blanket. Nickie has no idea of what has happened to her. The audience is left wishing she would Just move the blanket and tell the truth so they can confess their love to each other. Luckily, Nickie notices a wheelchair in the bedroom along with a painting of his of the place where they met.He moves the blanket and realizes what has happened and they embrace, with Terry stating, â€Å"If you can paint, I can walk; anything can happen, don't you think (An Affair to remember)? † This story leaves the audience satisfied and happy. The song â€Å"Our Deal† by Best Coast also has the Romeo and Juliet theme of star- crossed lovers bent on destruction. The video, directed by Drew Barrymore, has warring gangs, the Day Trotter and the Night Creepers tagging up the streets of Los Angeles. A girl from the Night Creepers, Veronica, meets and falls in love with a boy from the Day Trotters, Lucky.They secretly steal away time to be together and confess their love. A gang fght leaves the Night Creepers beat up and a rumble to retaliate is away with her. In response, he spray paints on a wall, â€Å"l Can't†¦ (Best Coast – Our Deal video)† Lucky goes behind the corner of the wall and Veronica runs away. When they meet again it is at the rumble. Angry and hurt, Veronica punches Lucky in the face causing him to lose his balance and fall off the roof of a building down do his certain death. Upon seeing what she has done, Veronica runs down to him. She looks up and see the rest of the message tagged on the wall, â€Å"†¦ it to spend the rest of my life with you (Our Deal)† Veronica, crying looks down at Lucky only t o see him die in her arms. We can see how these stories connect through the commonality of love, loss and misunderstanding. Pyramus misunderstands the bloody shawl and assumes his love is dead and so kills himself. Romeo, having not received Juliet's message, misunderstands the death-like sleep of his true love and kills himself, which in turn, causes Juliet to kill herself. Tony, after receiving the wrong message about Maria, goes out looking for someone to kill him to relieve him of the pain of losing his lover.Likewise, Veronica accidentally kills her love, Lucky, after misunderstanding his message. The only difference in the stories presented here is the one of Nickie and Terry, where misunderstanding and lack of information causes Nickie to come to the wrong conclusion about Terrys absence on the Empire State Building, but in the end of the film, they resolve the issue and assume a happy ending. One would argue that these elements of love, loss and misunderstanding resonate ove r the years with audiences because we can all relate to these feelings.Teenagers, specially, can relate to a love that seems so overwhelming because it is the focus of much of adolescent life (Appleton). The inclusion of forces like parents or friends preventing that love is also one that teenagers can relate with. Many teenagers feel that the only purpose of an adult or authority fgure is to thwart their happiness. This component makes it easy to blame the parents in both Pyramus and Thisbe and Romeo and Juliet. When we do not receive a happy ending, we want to place that blame on someone and who better to place that on than the friends and family who prevented the love from flourishing?

Essay on The Great Encounter of China and the West

The Great Encounter of China and the West When the Chinese and Europeans first came into contact with each other, there was a mutual fascination for the others culture, or way of life. The Chinese began to look at the European culture. They became interested in Western thinking. They were also beginning to look at the religion that the European missionaries were preaching about, Christianity. On the other end, the Europeans who came in contact with the Chinese were fascinated by their culture and their philosophy, mainly the philosophy of Confucius. While the two cultures seemed to be a good match, each respecting and admiring the other, it came to an abrupt halt. The end result was China and Europe both rejecting the other culture.†¦show more content†¦They thought the many towers, and the crosses on the outside of the church buildings violated the harmony and were detrimental to the Chinese who worked and lived nearby. The Chinese began to fear that their women would be seduced by the Europeans. There were cases of seduction, but they were few and far between. Churches in China usually had two chapels, one for men and one for women. If a church had only one chapel, then men and women had to worship at different times. Men and women were not allowed to be in the chapel at the same time. The only exception to this rule was the relationship the women had with their priests. The women had to confess to a male while in the church. The Chinese did not approve of this, and often felt as though the Priests might be fondling their women. A final reason that the Chinese began to reject the Europeans and their culture was because the Chinese believed that the missionaries were practicing some form of alchemy. Daoism used alchemy for two different goals: to make silver, and to produce immortality through an elixir. The missionaries preached of spiritual immortality, and the Chinese immediately associated that with the Daoism immortality. Daoism was more concerned with the immortality of the body rather than the spirit and soul. The Chinese had many reasons to fear and ultimately reject the Westerners. The first anti-Christian movement was in 1616-1621 in Nanjing. This revolt was started by ShenShow MoreRelatedMungello, the Great Encounter or China and the West1945 Words   |  8 PagesThe Great Encounter of China and the West 1500-1800 The Chinese and European cultures came together for the first time in the fifteenth century when great Chinese fleets traveled throughout the Indian Ocean and along the coast of Africa. These voyages created much concern for China. They lead to a period of isolation for security reasons. By the time the first Europeans arrived in China there was little to no evidence of these voyages. 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