Political Art Essay - 1400 Words

The cultural frame considers social issues such as politics, economics and environmental concerns. Meaning in cultural artworks is understood from a social perspective and may relate to such issues as race, cultural identity, multiculturalism, gender, beliefs and values. Artists usually reflect the issues in society may they be social, political, racial, environmental or sexual. Specific movements and styles have been produced as a result. There is a greater integration between art and community as art adopts a critical role in society. Traditional artists use to focus on the material practice, but postmodernism changed that as they focused on the concept and ideas. It is the idea that has come to dominate the form of much art and this has†¦show more content†¦The painting caused deep controversy, artistically and politically. Guernica was the event that was the catalyst for the painting, where the destruction of the Basque capital happened. Combined with the distorted image ry and colour scheme, the painting is confronting as the shapes, which form characters, and animals are emotionally and physically scattered. His individuals and animals are both highly distinctive and symbolic. The large size of the work (350 – 777cm) and the restricted colour scheme of blacks, greys blues and whites increase the visual impact of the artwork. Artists felt compelled to use a more abstract and dehumainsed form-language to cope with it. The mural size painting executed in 1937 to memorialize the bombing of the Basque town of Guernica and created a work that expresses multiple perceptions of a single catastrophic event. The painting describes the bombing in terms of modern new, sky-borne methods of terror Otto Dix (1891 – 1969, German), together with George Grosz, he created the style Die Neue Sachlichkeit [New Objectivity], a form of social realist art, which examined the corruption, and social inequality of post-war German society. With the rise of the National Socialists in 1933, Dix was dismissed from this teaching at the Dresden Academy. He moved to Lake Constance and was only allowed to paint if he agreed to paint landscapes rather than political subject matter. Dix was conscripted into the army during World War II and inShow MoreRelatedPolitics And Language In Animal Farm, By George Orwell720 Words   |  3 PagesGeorge Orwell was a political writer who made it his life’s goal to expose the injustices he saw in the world. He does this through the many novels and essays he writes. Animal Farm, one of his better known pieces, depicts the hardships faced by a group of farm animals in an attempt to claim the farm that had been exploiting them for the entirety of thei r lives. His fable is written as an allegory to comment on the Russian Revolution and to warn his audience of the corruption that entails power;Read MoreWhy I Write By George Orwell912 Words   |  4 Pages In George Orwell’s â€Å"Why I Write†, he explains the different motives rhetors have when writing books, essays, poems, etc. He explains where he falls on the spectrum of reasons for writing and how his motives have changed and transformed over the course of his lifetime. In the introduction of Orwell’s essay, he explains that he knew from a very young age that he was meant to be a writer, but that he chose to abandon that idea. In doing so, he felt that he was â€Å"outraging his true nature†. This phraseRead MoreDefining Characteristic Of Berlin Dada ; A Vital Interwar Period Movement1424 Words   |  6 PagesPhotomontage is a defining characteristic of Berlin Dada; a vital interwar period movement, which primarily took place between 1915 and 1924. 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Comparative politics is one of three main subfields in political science, alongside political theory and internationalRead MoreCan the Study of Politics Be Scientific or Not?606 Words   |  3 PagesPL 115 ASSIGNMENT Q. 2 The aim of this essay is to discuss â€Å"Can the study of politics be scientific or not?† and I will give reasons for my arguments. It will be divided into three parts: the first part is the introduction, the second part discusses politics and science then the last part concludes the essay. Keywords: Politics and Scientific DEFINITIONS Politics: There are various definitions of politics. i. Politics is the art of managing conflicts. Conflicts occur at different levelsRead MoreTok Essay Art Is a Lie That Brings Us Nearer to the Truth (Pablo Picasso)900 Words   |  4 PagesTOK ESSAY â€Å"Art is a lie that brings us nearer to the truth† (Pablo Picasso) There are different ways for art to portray elements of truth and lies; but what Picasso was mostly referring to with his quote was that art might be a representation of the truth however lies to the human eye in terms of perception. The word art is somehow â€Å"controversial, especially in contemporary philosophy† because it relies on different AOK’s and WOK’s. The main area of art focused to support Picasso’s quoteRead MoreWalter Benjamin The Work of Art in the Age of Mechanical Reproduction1450 Words   |  6 Pagesï » ¿Ã¢â‚¬ËœThe Work of Art in the Age of Mechanical Reproduction’: how has the reproduction of images changed the development of art? Identify three works of your choice to support your argument. 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The origins of this movement can be traced back to the logical positivism of the Vienna Circle and the writings of AugusteRead MoreNgugi Freedom Of The Artist1416 Words   |  6 Pages Galileo as a Part of Ngugi Wa Thiong’s essay â€Å"Freedom of the Artist† Ramanjot Kaur Medicine Hat College ENG252 Dr. Navneet Kumar December 1, 2017 â€Å"Art for art’s sake view sets the artist free, and enables them to be more creative in art, it helps their piece of art being purified from the restricted doctrines of ordinary life. Ngugi Wa Thiong’o was one of the important follower of â€Å"Art for art’s sake† view. Ngugi in his essay aspires to make artists conscious about their

Cultural Psychology and Cross-Cultural Psychology

Ch1: Describe the similarities between cultural psychology and cross-cultural psychology. Describe the differences between cultural psychology and cross-cultural psychology. Cross cultural psychology and cultural psychology are two fields of psychology that are often confused. Cross-cultural psychology and cultural psychology have many similarities and they differ in a few areas. Cross-cultural psychology is a comparative field of psychology that studies the cultural effects on human psychology. A cross-cultural study draws its conclusions from at least two samples of at least two different cultures and compares them in order to examine underlying reasons for diversity between the cultures, as well as the universals that each culture shares with another. Cultural psychology seeks to find the meaningful links between a culture and the psychology of the individuals living within that culture. Cultural psychologys main message is that human behavior is only meaningful when youre studying the behavior of individuals within the particular sociocultural, or in the culture in wh ich the behavior occurs. The comparisons that cross-cultural psychology makes about each culture must begin with cultural studies. Cross-cultural psychology and cultural psychology both study the effects of cultural norms on human psychology, as well as patterns of thinking, feelings, and actions that they display whereas cross-cultural psychology identifies the similarities and dissimilaritiesShow MoreRelatedCross Cultural Psychology1160 Words   |  5 PagesCross-Cultural Psychology Samantha Mortinsen 9/18/2011 Psy/450 Dorothy Rodwell Cross-Cultural Psychology Culture, we all have grown up knowing one, or at times more than one, kind of culture. Everyone has different beliefs and ways of doing things and this usually has to do with our culture and the way we have been raised and brought up. 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Good Leaders Are Made Not Born Free Essays

string(65) " different approach than one with a  high degree of  motivation\." A PROJECT REPORT ON BEHAVIOURAL ASPECT OF LEADERSHIP BEHAVIOURAL ASPECT OF LEADERSHIP BUSINESS SCHOOL OF DELHI GREATER NOIDA SUBMITTED TO: SUBMITTED BY: PROF. VEENU ARORA ROHIT KUMAR PGDM(2011-13) INTRODUCTION Good leaders are made not born . If you  have the desire and will power ,you can become an effective leader. We will write a custom essay sample on Good Leaders Are Made Not Born or any similar topic only for you Order Now good leaders develop through a never-ending process of self study, education, training and experience. This guide will help you through that process. to inspire your people into higher  levels of teamwork, there are certain things you  must be, know ,and ,do. These do not come naturally, but are acquired through continual work  and study. The best leaders are continually working and  studying to improve their leadership skills. Before we get started, les define leadership. Leadership is  a complex process by which a person influences others to accomplish a mission, task or objective  and directs the organization in a way that makes it more cohesive and coherent. A person carries out this process by applying his or  her leadership attributes (belief, values, ethics, character, knowledge, and skills). Although your position as a  manager, supervisor, lead, etc. s and objectives in the organization, this power does not make you a leader†¦ it simply makes you the boss. Leadership makes people  want to achieve high goals and objectives, while, on  the other hand, bosses tell people to accomplish a  task or an objective. Bass’ (1) theory of leadership states that there  are three basic ways to explain how people become  leaders, the first two explain the leadership development for a small  number of people. These theories are: Some personality traits  may lead people naturally into leadership  roles. Tg is  is THE  TRAIT THEORY. Crisis or important event may cause a person to rise to the occasion, which brings extraordinary leadership qualities in an ordinary person. This is THE GREAT EVENT THEORY. People can choose to become leaders. People can learn  leadership skills. This is THE TRANSFORMATIONAL LEADERSHIP THEORY. It is most widely accepted theory today and the premise  on which this guide is based. When a person is deciding if  he respects you as a leader, hedoes not think about your attributes. He observes what you do so that he can know who you really are. He uses this observation to tell if you are an honourable and trusted leader, or a self serving person who misuses his or her  authority to look good and get promoted. Self serving leaders are not as effective  because their employees only obey them, not  follow them. They succeed in many areas because they present a good image  to their seniors at the expense of their  people. The basis of good leadership is honorable character and selfless service to your organization . In  your employees’ eyes,  Your leadership is everything you do that  affects the organizations objectives and their well being. A  respected leader concentrates on what she is [be] (beliefs  and character), what she knows job, tasks, human nature), and what she  does (implement, motivate, provide direction). What makes a person follow a leader? People want to guided by those they respect and those who  have a clear sense of direction. to gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the  future. TWO MOST IMPORTANT KEYS OFLEADERSHIP Hay’s study examined over 75 key components of  employee satisfaction. They found that: trust and confidence in  top leadership was the single most reliable  predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was  the key to win  organizational trust and confidence: helping the employees understand the company’s overall business strategy. Helping employees understand how they contribute to achieving key  business objectives. Bring information with employees on both  how the company is doing and how an own  employee’s division is doing -relative to strategic business objectives. So basically, you must be trustworthy and you  have to be able to communicate a vision of where you are going. Notice how the â€Å"PRINCIPLES OF LEADERSHIP† in the next section closely ties in with this. HUMAN RELATIONS The six most important words: â€Å"i admit i made a mistake. â€Å"The five most important words: â€Å"you  did a good job. â€Å"The four most important words: â€Å"what is  your opinion. â€Å"The three most important words: â€Å"if you please. â€Å"The two most important words: â€Å"thank  you. â€Å"The one most important word: â€Å"we. â€Å"The least most important word: PRINCIPLE OF LEADERSHIP TO HELP YOU BE, KNOW, AND DO, (2) FOLLOW THESE ELEVEN principles of leadership (later sections will expand on  gaining an insight into these principles and  providing tools to perform them):Know yourself and seek self-improvement means continually strengthening your attributes. This can be accomplished through reading, self-study, classes, etc. be technically proficient. As a leader, you must know your job and have a solid familiarity with your employees’ jobs. Seek responsibility and take  responsibility of your actions. Search for ways to guide  your organization to new heights. And when things go wrong, they will sooner or later, do not blame others. Analyze the  situation, take corrective action, and move on to the next challenge. Make sound and timely decisions. Use good problem solving, decision making and planning tools. Set the example. Be a good role model for  your employees. They must not only hear what they are expected to do but also see. Know your people and  look out for their well-being. Know human nature and importance of sincerely  caring for your workers. Keep your people informed. Know how to communicate with your people within the organization. Develop a sense of responsibility in  your people. Develop good character traits within your people that will help them carry out their professional responsibilities. Ensure that tasks are understood, supervised, and accomplished. Communication is the key to this responsibility. Train your  people as a team. Although many so called leaders call their  organization, department, section, etc. A team; they are not really teams†¦ they are just a group of people doing their jobs. Use the  full capabilities of your organization. By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities FACTORS OF LEADERSHIP The four major factors of leadership are †¦.. THE FOLLOWER: Different people require different styles of  leadership. For example,  a new hire requires  more supervision than an experienced employee. A person with  a different attitude requires a different approach than one with a  high degree of  motivation. You read "Good Leaders Are Made Not Born" in category "Essay examples" You must know  your people! The fundamental starting point is having a good understanding of human  nature: needs, emotions, and motivation. You must know your employees’ be, know and do attributes. LEADER:  You must have an honest understanding of who you  are, what you know, and what you can do. Also, note that it is the followers, not the leader who determines  if a leader is  successful. If a follower does no it trust or lacks confidence in his or her leader, then she will be uninspired. To be successful you have to convince your followers, not yourself or your supervisors, that you are worthy of being followed. COMMUNICATION: You lead through two way  communication. Much of it is non-verbal. For instance, when you â€Å"set the example,† that communicates to your people that you would no task them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees. SITUATION: All situations are different. What you  do in one leadership situation will not always work in another situation. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee  for inappropriate behavior, but the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective . ATTRIBUTES if you are a leader  that can be trusted, then the  people around you will learn to respect you. To be a good leader, there are things thtu must be, know, and do. these fall under the  leadership framework: BE a professional. BE a professional who possess good character traits. KNOW the four factors of leadership- follower, leader, communication, situation. KNOW yourself . KNOW human nature KNOW your job KNOW your organization. DO provide direction. DO implement. DO motivate. Forming, Storming, Norming, Performing, Adjourning The Tuck man model(2)shows the five stages that teams go through: from Forming to Storming to Norming to Performing to Adjourning. Forming In the Forming stage, team members are introduced. They state why they were chosen  or volunteered for the team and what they hope to accomplish within the team. Members cautiously explore the boundaries of acceptable group behavior. This is a stage of transition  from individual to member status, and of testing the leader’s guidance both formally and informally. Forming includes these feelings and behaviors: Excitement, anticipation, and optimism. Pride in being chosen for the  project A tentative attachment to the team Suspicion and anxiety about the job. Defining the tasks and how they will be accomplished. Determining acceptable group behavior. Deciding what information needs to be gathered. Abstract discussions of the concepts and issues, and for some members, impatience with  the discussions. There will be difficulty in identifying some of the relevant  problems. Because there is so much  going on to distract members’ attention in the beginning, the team accomplishes little, if anything, that concerns it’s project goals. This is perfectly normal. Storming During the team’s transition from the â€Å"As-Is† tothe â€Å"To-Be,† is called the Storming phase. All members have their own ideas as to how theprocess should look, and personal agendas arerampant. Storming is probably the most difficultstage for the team. They begin to realize thetasks that are ahead are different and  moredifficult than they imagined. Impatient about thelack of progress, members argue about just whatactions the team should take. They try to relysolely on their personal and professionalexperience, and resist collaborating with most  of  the other team members. Storming includes these feelings and behaviors:Resisting the tasks. Resisting quality improvement approachessuggested by other members. Sharp fluctuations in attitude about the teamand the project’s chance of success. Arguing among members even when they agreeon the real issues. Defensiveness, competition, and choosing sides. Questioning the wisdom of those who selectedthis project and appointed the other  membersof the team. Establishing unrealistic goals. Disunity, increased tension, and jealousy. The above pressures mean that team  membershave little energy to  spend on progressingtowards the team’s goal. But they  are beginningto understand one another. This phase sometimestakes 3 or 4 meetings before arriving at theNorming phase. Norming The Norming phase is when the team reaches aconsensus on the  Ã¢â‚¬Å"To-Be† process. Everyonewants to share the  newly found focus. Enthusiasmis high, and the team is tempted to go beyond theoriginal scope of the process. During this stage,members reconcile competing loyalties andresponsibilities. They accept the team, teamground rules, their roles in the team, and theindividuality of fellow members. Emotionalconflict is reduced as previously competitiverelationships become more cooperative. Norming includes these feelings and behaviors:An ability to express criticism  constructively. Acceptance of membership in the team. An attempt to achieve harmony  by avoidingconflict. More friendliness, confiding in each other, andsharing of personal problems. A sense of team cohesion, spirit,  and goals. Establishing and maintaining team ground rules and boundaries. As team members begin to work out their differences, they now have more time  and energy to spend on the project. Performing The team has now settled its relationships andexpectations. They can begin performing bydiagnosing, solving problems, and choosing andimplementing changes. At last team membershave discovered and accepted each  other’sstrengths and weakness, and learned what theirroles are. Performing includes these feelings andbehaviors:Members have insights into personal and  groupprocesses, and better understanding of eachother’s strengths and weakness. Constructive self-change. Ability to prevent or work  through groupproblemsClose attachment to the teamThe team is now an effective, cohesive unit. Youcan tell when your team has reached this stagebecause you start getting a lot  of work done. Adjourning The team briefs and shares the  improved processduring the this phase. When the team finallycompletes that last briefing, there is always abittersweet sense of accomplishment coupledwith the reluctance to  say good-bye. Manyrelationships formed within these teams continuelong after the team disbands TEAM VS GROUP There are several factors that separate teamsfrom groups. Roles and  Responsibilities Within a group, individuals establish a set of  behaviors called roles. These roles setexpectations governing relationships. Roles oftenserve as source of confusion and conflict. Whileon the other hand, teams have a sharedunderstanding on how to perform their role. These roles include: leader, facilitator,timekeeper, and recorder. Identity While teams have an identity, groups do not. It isalmost impossible to establish the sense of  cohesion that characterizes a team without thisfundamental step. A team has a  clearunderstanding about what constitutes the team’s’work’ and why it is  important. They can describea picture of what the team needs to achieve, andthe norms and values that will guide them Cohesion Teams have an esprit that shows a sense of  bonding and camaraderie. Esprit is the spirit,soul, and state of mind of the team. It is theoverall consciousness of the team that  a personidentifies with and feels  a part of. Individualsbegin using â€Å"we† more than â€Å"me. † Facilitate Groups have a tendency to get bogged down withtrivial issues. Ask yourself, â€Å"How much time getswasted in meetings you attend? † Teams usefacilitators to keep the team on the right path. Communication While members of a group are  centered uponthemselves, the team is committed to opencommunication. Team members feel they canstate their opinions, thoughts, and feelingswithout fear. Listening is considered as importantas speaking. Differences of opinion is valued andmethods of managing conflict are understood. Through honest and caring feedback, membersare aware of their strengths and weakness  asteam members. There is an  atmosphere of trustand acceptance and a sense of community. Flexibility Most groups are extremely rigid. Teams, howevermaintain a high level of flexibility, and theyperform different task and maintenance functionsas needed. The responsibility for teamdevelopment and leadership is shared. Thestrengths of each member are identified  andused. Morale Team members are enthusiastic about the work of  the team and each person feels pride in being a 16 ember of the team. Team spirit is high. To be asuccessful team, the group must have a  strongability to produce results and a  high degree of  satisfaction in working with one  another. Working With Other TeamMembers Although we are like in many ways, we are dislikein a lot more ways. Humans have always tried toclassify things, includ ing themselves. This sectionuses a popular categorizer by placing people intofour styles – Driver, Persuader, Analyzer,Organizer. (note that the names will vary widelydepending upon the creator of the chart). It  doesthis by charting them on two dimensions – tasksand emotions. People gets results on tasksbetween two extremes – expedience andprocesses. People use emotions in dealing withothers through two extremes – controlled orresponsive. In the chart below, the twodimensions are shown under the profile Character: Be a piece of the  rock †¢ Charisma: The first impression can seal the deal. †¢ Commitment: It seperates doers from  dreamers †¢ Communication: without it you travel alone †¢ Competence: if you build it they will come †¢ Courage: one person with courage is a  majority †¢ Discernment: put an end to  unsolved mysteries †¢ Focus: the sharper it is, the sharper you are †¢ Generosity: your candle loses nothing when it lights another †¢ Initiative: you wont leave home without it †¢ Listening: to connect with their hearts use your ears 43 †¢ Passion: take this life and love it †¢ Positive attitude: if you believe you can, you can †¢ Problem solving: you cant let  your problems be a problem †¢ Relationships: if you get along they will go along †¢ Resposibility: if you wont carry the ball you wont lead theteam †¢ Security: competence never compensates for insecurity †¢ Self-discipline: the first person you lead is you †¢ How to cite Good Leaders Are Made Not Born, Essay examples