Doctors and patients Essay Example | Topics and Well Written Essays - 750 words

Doctors and patients - Essay Example The patient happens to be the narrator of the story and told the story from a first-person account of the horrors surrounding the mental ailment of depression and a slow descent into insanity. The author gives a thinly-disguised autobiographical account of her sickness, how the people around her had responded to her predicament, such as her husband and her sister-in-law, while giving a dispassionate account of the shapes she supposedly found in the wallpaper of the room where she is confined. The other viewpoint in this story is the reaction of her doctor-husband, who took the rather nonchalant view of her ailment and considers her sickness to be the product of imagination only and therefore nothing very serious. From this perspective, her husband-doctor thinks that a good rest is all that was needed for her to easily recuperate and recover her senses. This short story gives readers a rough idea on how doctors of medicine usually think of their patients with regards to certain ailmen ts, and how they think about their patients, in general. Medicine as a practice or profession requires a certain kind of acceptable behavior as a modicum of acceptable social interaction. In short, doctors should exhibit a high degree of professionalism in their work at all times under all circumstances, according to strict ethical standards. The story is different when told from the perspective of a patient as contrasted with the view of the doctor. This gives the readers an excellent opportunity to evaluate and consider which viewpoint is more accurate in terms of details of an ailment, in this case, an incipient insanity of the wife. There will always be two sides to a coin, as in this case, there are also two sides to the same story. This paper likewise contrasts the two viewpoints regarding the severity or seriousness of the ailment. The similarity between the two viewpoints is that both husband and wife agreed to take a well-advised vacation by renting an isolated ancestral ho me. The doctor-husband came to the view his wife needed a change of scenery for her health to improve and the wife had agreed to the temporary move of three months only because she was hesitant to insist that she is not sick and two eminent doctors (her husband and also her own brother) had expressed their opinion that she was not really sick at all. Both spouses were in agreement the wife needing the rest to restore her mental health due to postpartum depression after childbirth (Schorkhuber, 2008, p. 4). The two spouses had originally been in disagreement as to which room to take among the several rooms in the large rented house; they eventually settled on a room on the second floor as the more appropriate choice for their purpose. The author-wife had initially preferred a ground floor room to take up residence but she later agreed to the second-floor room as the better choice because of the wonderful views it afforded of the surrounding areas, including the garden and the streets down below, up to the little private wharf of the estate, and to preoccupy her mind too. The two of them, once agreed on taking a second-floor room, decided on the playroom of the house, among the several rooms to be chosen. Both of them helped in clearing out some of the old furniture, moving some of these old items downstairs while bringing up some items they had brought along for the purpose of having a good rest and recuperation for the wife. However, the contrast is in the ulterior motive of each spouse as to why they choose that particular room. For the doctor-husband, it was the safe area in the house because the room had windows with the grills to prevent his

Human Resource Management Research Paper Example | Topics and Well Written Essays - 1750 words - 1

Human Resource Management - Research Paper Example Human Resource Management Unionization can be defined as the act of forming groups among the workers and staff members. Originally the concept of unionization within the organization initiated during the early 18th century. But with the course of time the system became prominent in different parts of the world. Historically the concept of unionization was welcomed by several eminent scholars around the globe, but scholars such as Paul Smith an economist of the 18th century stated that labor union has been an illegal practice. A union is an agency of personnel’s that have collaborated together to improve the condition of its members in context with pay packages and other benefits (Libcom, n.d.). The organization can be made up of individual professional, past working staffs, trainees, students and unemployed persons. The common aims are generally demands for higher pay packages, increase in the number of employees for a particular job, to improve the condition of working, demand for various facilities, rules and regulations pertaining to hiring and firing, promotion of workers, procedures of lodging complaints, safety within the workplace and about the different policies of the organization. A union also relies on the fact that joint efforts are superior to individual effort and also aid in achieving the goals more flexibly. This has also led to the concept of collective bargaining. Collective bargaining can be defined as the process by which a group of employee’s demands for something from the employers regarding different issues related to the job.

Tibmer Jack Essay Example for Free

Tibmer Jack Essay Timberjack was the world’s leading manufacturer of heavy equipment for the professional logger, with an overall market share of 25%. In 1995, Timberjack had 1,600 employees, generated sales of 627 MM USD and a net profit of 88 MM USD. Industry Background In the past the forests were cut manually using the chain saws, and the cut logs were taken out of the forest using horses. The logs were cut as per the requirements manually. But in the twentieth century this started transitioning, and in 1960-1990s there was surge in the use of machinery in forest cutting, loading etc. Timberjack, Blount, Caterpillar, John Deere, and Valmet were the companies providing machinery for cutting forests. Timberjack was the company catering to the 25% of the market share. Product Offering As the old manual chain saw methods for cutting trees were disappearing, feller bunchers, skidders, delimbers and log loaders were used instead. Timberjack provided a variety of heavy equipment that served the new method of cutting trees. The price of these equipment was well attached to pulp and lumber prices which in turn are highly dependent on the on the overall strength of the economy Timberjack follows a series of steps to select and decide its future manufacturing software package. The process is straightforward, which goes through DFP, vendor list, narrow down vendor list, site visit and implementation consulting for the final two vendors. Basically, Timberjack is taking one step after another throughout the processes. While it might not be a perfectly precise analogy of system development life cycle, it does share characteristics with the traditional waterfall model of SDLC (system development life cycle). A typical process of traditional SDLC is usually comprised of the following steps: 1. Project planning, feasibility study 2. Systems analysis, requirements definition 3. Systems design 4. Implementation 5. Integration and testing 6. Acceptance, installation, deployment 7. Maintenance In Timberjacks case, the life cycle starts with the decision from headquarter that a unified software package will be implemented for the whole organization, even for distributed locations. During this phase, the organization identified its current short coming of the existing solution and the necessity to move to a new system, as well as cost-benefit implications and a rough schedule. A decision of ;to build or to buy; has also been reached, which is to buy. During the second phase of the SDLC, there are various types of implementation model. According to Timberjack, it seems that it is following a waterfall model which characterizes with a prolonged need analysis phase. Once a whole list of function requirement is made, it is hardly changed later on. As a matter of fact, Timberjack devoted major time and investment into this phase. The RFP spanned nearly as long as four months and cost 75,000 USD. Although the RFP was treated as valuable outcome, the effort was less appreciated by the Sweden operations because they were in need of a quick replacement of their current software system. The following steps of SDLC, including system design, implementation and etc will depend on which vendor Timberjack eventually selected. Therefore, again, Timberjack took the time evaluated and investigated extensively. Timberjack considered several key metrics that were: cost, time of development and deployment, flexibility of customization and etc. Using the criteria, Timberjack was able to narrow down the vendor list to two bidders. With further review and consideration, Timberjack would finally be able to locked down one vendor that suited best to their situation.

The Four Frames of an Organization

The Four Frames of an Organization Warren Bennis(2003), notices that good observation of the situations is the core competency of leadership and it is a important tool in developing successful organizations. Bolman and Deal (2007) highlights four major areas of organizational theory namely structure, people, political dynamics and culture. Each frame has its own logic, focus, assumptions and path to success of organization. Structural frame views an organization as a factory or machine and gives more importance to goals, formal relationships and specific roles. It also emphasizes on policies, procedures, creating rules to merge the focus of diverse group towards achieving the organization goal. The people frame perceives an organization as a unit with each individual having their own ideas, energy, needs, talent, limitations and feelings. Individuals in an organization should be given the liberty to operate on their own to display their talent but at the same care should be taken to get their job done. As per the view of Thomas (2006), the political frame perceives an organization as an arena with competition, power, conflict and policies as core where beliefs, skills, values, conflicts and interests among the staff are evident organizational realities. Finally, the cultural frame views organizational life as a festival where individuals join together to form culture, context and meaning as they engage themselves in their specific roles and bring creativity and inspiration into their work. Each frame plays an important role in an organization, but any frame alone is deficient. Gallos(2008), views modern organizations as complex beast and the fast growing technology and competitive world only adds more to their complication. Structural Frame: The structural frame as discussed before is concerned with rules and goals of the organization. So, the frame concentrates on the goal directions, structural clarity, and task accomplishment in an organization.(Harris Nelson, 2008).The main values of this frame are: The best approach is rational approach ; Dividing labor based on their specialization leads to improved performance and individual expertise; synchronization and control are best achieved through the authority and impersonal rules; and Based on an organizations nature structures can be systematically designed and applied. These principles suggest that problems in organization usually are signs of structural issues and it can be solved by streamlining and restructuring. But these are just one of the many problems that an organization is facing. Rationality is another important concept that an organization deals with. As per the view of Brunsson (2009), organizations are intentional, in other words organization works towards a definite reason. In many companies, it is a hypothesis that behaviors are governed by decisions under a norm of rationality. Usually this norm is difficult to satisfy in reality. Like two sides of coin, the concept of differentiation and integration are the reason for it being viewed as a rational approach. Differentiation in when tasks are done among individuals and integration is the link between the roles that make the interdependence. These roles and interdependencies are synchronized vertically by power and laterally by teams, meeting etc. There are six main assumptions in structural frame: Existence of organization is to attain established objective and goals. Efficiency of organization is increased and performance is enhanced through clear division of employees and specialization. Proper co-ordination and control ensures that diverse effort of individuals and units engage. For an organization to work at its best rationality should prevail over personal choice and external pressure. The structure of an organization should be designed in such a way that it fits to the circumstance of the organization. Structural deficiencies lead to performance gap and in this situation and can be solved through proper analysis and restructuring. Two design issues are how to allocate work and how to coordinate roles between them or unit. A job prescription is in form of job description, procedures where it is clear document on what an employee should do and what he should not to accomplish a task. Once work is allocated to individuals the managers/leaders face next important decision as how they should group people into working units. There are several basic operations (Mintzberg, 1979): Groups are partitioned on the basis of skill set and knowledge. For example Java team, Visual Basic team and so on. Groups based on working time, as by shift. Units formed on basis of product. Telecommunication software, accounting software and so on. Groups around client or customer. Groups around place or geography. Say for example team in Australia, team in India Groups by process. For example development, testing and support. In an IT firm like this, it is important to form groups and it can be best formed when they are grouped based on skill set, time, geography and process. The real problem here is problem of co-ordination. Units try to focus on their own priority rather than organizations. For an organization to be successful it has to employ an effective method of coordinating between the units to work towards the organizational goal. This can be achieved by either vertical coordination or lateral coordination. Vertical Coordination: In vertical coordination higher management has the authority. They decide as what should happen through authority, policies, rules and control system. Authority means designating a boss. He integrates the effort of individuals and units. They take control by resolving conflicts, making decisions, solving problems and distributing rewards. Rules and policies ensure informality among the employees. This helps to reduce particularism (Perrow, 1986) reacting to a particular situation on personal bias or political forces rather than towards the goal of organization. In order to make sure that a level of quality is maintained, standards are set. So a measurement against standard helps in finding the performance and makes it possible to fix a problem. Standard operating procedures (SOPs) reduce difference in performance for tasks that requires high level of predictability and not allowing more margins for error. Standard operating procedures can fail how ever more often only in case of situations that is not foreseen. Mintzberg (1979) distinguishes performance control and action planning. Performance control imposes outcome objectives. F or example increase the teams productivity by 5%. This is good way when the goals are clear but not successful when goals are hard to measure. Action planning specifies action as well as time frame. It works well when it is easier to access how the job is done. Lateral Coordination: Sometimes vertical coordination cannot be effective. Behavior of people is usually untouched by rules and command. Lateral techniques such as meetings (both formal and informal), network organization, matrix structure, coordinating roles and task force helps in filling the void. In our organization in order to fill the void there will be continuous meeting. There will be wide range of meetings like project management meeting to make sure that project can be delivered on time as promised with high quality. In a high technology company that is under consideration, we will have task forces also. High-technology firms have high degree of reliance on project teams or task forces to synchronize development of new service or product. Being a high technology company it is important to have networks as knowledge will be spread all cross the organization and it cant be at a particular place. Ghoshal and Barlett (1990) argued that many organizations have evolved into inter organization network. Initiatives arise from many places as it is a multi centric structure. Structural imperatives: Organizations architecture depends on following factors: size and age, core process, environment, strategy and goals, information technology and nature of the workforce. Let us see how these factors play a role in shaping an organization. Size and age: An organizations size and age plays a key role in architecture. A small company can have informal structural arrangements. Whereas the same organization, as it grows, it will be difficult to get a hold of the process if things are not formalized. As a startup IT company it can be informal but since it is high technology organization it is very much essential to formalize process say for example documenting everything as the work done is not repetitive and knowledge needs to be shared. Core Process: The core product is taxation software for tax agents. Henderson and Clark (1990) said that it is difficult to cope with the change in a technology for an established company than a startup firm. Being a startup firm there is an edge, in an aspect to get into the business with latest technology. Also care should be taken and structure should be in such as way that firm should be flexible enough to adapt to latest technology without much of hassle and complexity. If the start up organization fail to build a flexible structure then it will also fall in the same pit as other established company and the new comers will take over the lead. Environment: Environment plays a major role. In a high technology industry there is always high degree of uncertainty. This demands sophisticated architecture. New roles and specialties are often required in order to cope up with the emerging problems. High level of adaptability and flexibility are required in an uncertain industry like high technology industry. Strategy and goals: Strategic decisions are inclined towards long term goal and are concerned with the future (Chandler, 1962). Goals that are stated are the ones that an organization follows most of the time. We need to look beyond formal statement of purpose to understand the link that exists between strategy, goals and structure. Information Technology: New technologies and computers continue to revolutionize the amount of information available and the speed at which it can be shared. Information is central structural determinant. Galbraith (1973) defines uncertainty as difference between what information is in hand and what information is needed. As the gap increases, the complexity of making a decision also increases. In this situation organization has two choices: Firstly, reduced the need for information. Secondly, increase the capacity to process it. In a high technology organization it is better to choose the second option as high technology organization need as much as information possible to stay in the race. Information technology plays an important role in high technology firms. Innovations in information technology make flatter structure unavoidable. Drucker (1989) pointed out that information-based organizations need fewer management levels when compared to other industries. Similarly, this applie s to high technology firm and will follow more of flat structure than vertical structure. Nature of workforce: In a high technology industry, even a lower level workforce need to have high knowledge. Sometimes lower level workforce has more technical knowledge than their supervisors. There is increasing need to specialization of areas. Drucker (1989), makes an observation that work will be moved to place where people are rather than moving people where work is. Similarly there is need to design the structure such that there are different centers based on availability of work force. This again increases dependency on network as work has to be coordinated between different geographic locations. Boundary less organization: Prahalad and Lawrence (1995) insisted about the importance of boundary less organization. In a boundary less organization ideas flow through different layers easily and hence the productivity will be high. The organization as a whole functions far better. In the startup high technology organization the number of layers between top and bottom is less so that there is free flow of ideas. Care should be taken on diluting the number of layers as too much autonomy leads to chaos. The following factors should be considered when designing a structure. They are gap versus overlap, underuse versus overload, lack of clarity versus lack of creativity, excessive autonomy versus excessive interdependence, too loose versus too tight, goalless versus goal bound, irresponsible versus unresponsive. In our organization care should be taken such that there is no inclination towards any of the character discussed above. Right balance should be maintained. Structural configurations: Structural design starting from scratch does not happen most of the times. Usually supervisors copy an existing structure from their experience or some existing popular theory. Let us look at Mintzbergs fives and see how it is applicable in our organization. Mintzberg model has five components. First component is operating core. Core consists of employees who make the product to the customer or clients. Layer above this is administrative. They are managers who provide and control resource for the operation. Above this is strategic apex. It comprises of top level management, who are responsible for strategic decisions. Usually they are board of directors and equivalent. Two more components in the sides are techno structure which comprises of specialists who measure and inspect the output of the process. Last component is support staff whose work is to facilitate other workers and ensure smooth running of office. Mintzberg derived five structural configurations from this blueprint. Simple structure: This structure has only two level, strategic apex and operating core. Usually it has direct supervision. It works well in family business. The positives of simple structure are adaptability and flexibility. It also has negative side as boss too close to day today operation lose focus and gets distracted easily and they dont take into account the long range strategic issues. Machine bureaucracy: In machine bureaucracy, strategic apex makes all strategic decision, managers supervises all day today operation. And procedures are standardized. Machine bureaucracy has lots of support staff and few technostructures. Key issue is how to keep employees motivated as it is routine work. Professional bureaucracy: In this structure, majority of people are from operating core and very less number of managers. Technostructre is comparatively very less. Professional bureaucracy stumbles when they try to get a greater control over operating core. Divisionalized form: Work is done in the form of quasi-autonomous units. Each division serves different market. For example a MNC might have financial service, IT, manufacturing etc. It creates ample resource and responsiveness without much risk. But it has other tensions like cat and mouse game between the headquarters and the division. The other potential problem is the gap that widens between head quarters and the divisions. Adhocracy: Adhocracy is loose, flexible structure mostly tied together by lateral means. This kind of structure is more often found in condition of turbulence and rapid change such as advertising industry. After looking at these five structures its professional bureaucracy and divisionalized form that suits our organization. In high technology industry, there is need for more people with technical skill than managerial skill. Hence professional bureaucracy works well in high technology organization. Restructuring: Every organization has to restructure at some point in time. Restructuring is time consuming and more over it does not even guarantee success. Restructuring happens due to various pressures such as environment shifts, technology change, organizational growth and leadership changes. Miller and Friesen(1984) found that companies in trouble usually fall in the following three categories. Impulsive firm: It is a fast growing organization with rapid changes usually lead by one or very few managers. This will lead organization to run out of control. Many onetime successful owners fail to recover from this stage and they stumble. Stagnant bureaucracy: These are organizations that follow old tradition. They often become too stagnant. They dont make up to market speed and lower level managers often feel left out. Headless giants: These are loosely coupled organizations where the administration is weak. Most of the decisions are made by the division and does not have any real strategy at the top. Decision making is not proactive whereas it is reactive. Organizations are reluctant to make changes in structure because it creates uncertainty and confusion. Corporate Social Responsibility, Sustainability and Ethics: Corporate Social Responsibility is the most accepted and credible form to prevent societies from social unrest and save the planet and environment from destruction through corporate behaviour. The relationship between corporation and the society is interdependent. Any organisation is largely dependent on social stability and economic condition. In case of international organisation like the high technology organization, it is important to operate in a responsible manner particularly in local community to avoid conflicts and avoid boycotts. However Multi National Companies face problem when respect for local community clash with core value. For example when a company has its core value as equal opportunity for all, this will collide with job for locals. Implementation of Corporate Social Responsibility strategies makes good business sense. Profit maximization is not the mantra of start up hight technology firm as it can equally hurt. Only a long-term rather than short term, balanced v iew on profit maximization will be reasonable, and responsible. This makes it evident that Corporate Social Responsibility can provide an opportunity for organisation to improve their long term profit and at the same time benefit wide range of people apart from managers and owners. This ensures sustainability. Benefits of Corporate Social Responsibility, Sustainability and Ethics: Corporate Social Responsibility is a major source of competitive advantage. One reason for doing good is to create a good opinion about the company among the society. This creates an intangible asset that is impossible for a competitor to reproduce. Thus we can say Corporate Social Responsibility is a major player in value creation. Another source of competitive advantage is by reducing operating cost. In high technology business, the costs associated with dumping of hardware can be avoided by giving it to the charity. Researchers have found that certain consumers are interested in buying product that adds value to the society. Also there are bunch of investors who prefer investing in companies that has high social responsibility. The High technology start up firm can tap this market by maintaining high level of Corporate Social Responsibility. 75% of consumers declare that they would not buy a product that doesnt have good ethical value or goods produced under bad circumstances. So it is important for the firm to act ethically as major customers consider ethical value. Research has found that certain consumers are even ready to pay a premium for sustainable products. We have seen the benefits of Corporate Social Responsibility but the real problem is the implementation phase and the practical feasibility with such measures. Major decisions needs to be taken not only on what the corporation should engage in but also should measure whether the Corporate Social Responsibility initiative will fail or succeed. A prerequisite for corporate responsibility is availability of resource. This would explain why survey among 1000 companies have shown that 94% believe Corporate Social Responsibility will lead to profit but only 11% were able to implement it. So in the high technology firm that is discussed, care should be taken that we are not falling short of resource as this is a major road block in implementation phase. For a new firm it can be difficult implement CSR because there wont be well established formal structure. Further more they will be in a phase of survival. Corporate climate tells how things are and corporate culture tells as why things are as they are. Both climate and culture are key factors for corporate social responsibility. Conclusion: Corporate Social Responsibility brings sustainability in business. This works well in long run. Also Corporate Social Responsibility provides competitive advantage over the competitors. For a start up high technology firm, structure plays an important role. Without structure, energy and time of resources are often misdirected. Often we fail to find the real cause if the problem. For example sometimes we spend more time and money on training but the real problem is with social architecture rather than peoples attitude and skill. There is no perfect structure. It depends on circumstances and factors like technology, goal, strategy and environment. A structural design might be apt for a particular time and circumstance but more often than not there will be need to change the structure depending on the changes in goal, strategy and environment. Restructuring is important but at the same time it is high risk. In short term it creates more confusion and anxiety. In long run it depends on h ow well it gels with the organisation goal, environment and strategy.

Lord of the Flies by William Golding Essay -- essays research papers

William Golding explores the vulnerability of society in a way that can be read on many different levels. A less detailed look at the book, Lord of the Flies, is a simple fable about boys stranded on an island. Another way to comprehend the book is as a statement about mans inner savage and reverting to a primitive state without societies boundaries. By examining the Lord of the Flies further, it is revealed that many themes portray Golding’s views, including a religious persecution theme. Golding includes the theme of religious persecution to remind people of mans true nature, and by doing so alludes the fact that the next time society deteriorates, due to nuclear war, may be the last. The parallels between Goldings novel and the bible are too numerous for it to be coincidence, which we can see is mainly reflected through characters and symbolism. The first parallel is the similarity between the Garden of Eden and the Island in Lord of the Flies. Both are tropical, beautiful, pristine and untouched. However this changes once the boys have left a scar in the forest of the island, comparable to the scar Adam and Eve left in the Garden of Eden. The most difficult to discover religious element in the novel is the title. Lord of the Flies, once translated into Greek, means ‘Beelzebub’ - a name for the devil. This implies that the embodiment of religious evil is the main thought throughout the book. Another well hidden religious element is the stick sharpened a t both ends, whic...

Graduation Speech: I Am Crowd Member No. 5 :: Graduation Speech, Commencement Address

Well, my fellow graduates, this is really it. We are all probably feeling mixed emotions right now. Some feeling sweet relief that it is finally done, over, and finished. Maybe a twinge of sadness and nostalgia because pretty much all you have known for a good majority of your life has come to an end. I am sure by now we have all heard that question, "What are you going to do after high school?" Some of you do have definite plans and know exactly what you are going to be doing. But, if you are anything like me, you have probably rolled quite a few things around in your head and you have a pretty good idea of what you might do. Maybe all you have thought about is getting the heck out of here and meeting new people. But no matter what you do or whoever you meet, those new people and places are going to have one less thing in common with you. They won’t know what is was like going to a small school and knowing everybody’s face, or running to the lunch line on Wednesday for a hoagie, or hatching corny skits for assemblies, or marching in the parade at Homecoming. All of us in this room tonight have something in common, and high school is not something you forget. It only happens once and you can’t go back! (For most of us anyway.) So since we can’t stay here, we have to go somewhere else and make something of ourselves. But what are we going to do? What do we want to do? Sometimes, what we want to do isn’t exactly what we end up doing. We all have dreams. Everyone does, like myself for example. I know exactly what I want to do, but it doesn’t happen to be what everyone else likes to do as well .... and that’s to act. Whether it be a commercial, on stage, or in a movie, I like to act. It is what I love doing. What do I have to lose in trying. What do all of you have to lose in pursuing your dreams? I’m going to try my hardest to do what I love, even though members of my family and some of my friends are concerned that all I will get is a pimple cream commercial, or an insignificant role as "Crowd Member No.

Paleolithic vs. Neolithic

It has long been understood that in order for a species to survive there needs to be a certain level of adaptation. It is an integral and well-known concept of the human race and a familiar and widely accepted component in the development of man. Essentially, this is what happened when the Paleolithic cultures evolved into the Mesolithic, and eventually the Neolithic culture.The concepts of specialization and diversification were relevant in the transformation of these cultures. Specialization can be defined as â€Å"a structural adaptation of a body part to a particular function or of an organism for life in a particular environment† (Merriam-Webster). The hunter-gatherers of the Paleolithic culture were prepared, sometimes at a moment’s notice, to pick up and evacuate their current living areas in order to migrate to an environment in which their living conditions would be greatly improved. Such conditions included better climates, and most importantly, more suitable land to live off of.The scarcity of food was a major problem at the time. The hunter-gatherers of the Paleolithic society were tasked with solving this prevalent issue and they did so with the strategic use of tools and stone. Such tools include the common hand axe, chisel, the arrow and spearhead, and the grinder (â€Å"Early Humans†). Tools such as these enabled them to acquire larger quantities of food and necessities for a longer, and ultimately, a more healthful life. The decision process of the nomadic people with regards to the settlement location and migration patterns were largely a factor based upon the current conditions of the weather. There were not many women or children whom survived, the population mainly consisted of aggressive men who were a part of smaller groups, made up predominately of adults usually numbering around thirty.This in turn made it easier to provide food and shelter since there were a fewer number of people. During the Paleolithic era, peopl e’s main occupation was probably finding enough food to survive. Eventually, the Paleolithic culture had to undergo a transformation in order to sustain a longer, improved lifestyle, taking them out of the Stone Age and into the New Age, also known as the Neolithic Era.The Neolithic culture began when humans discovered agriculture and raising cattle, which allowed them to no longer need to live a nomadic life style  (â€Å"Hunter-Gatherers to Farmers†). The culture of the Neolithic people began to progress due to the fact that they began to settle with larger groups in a more stationary setting of one area. By this point, the Neanderthals were now all deceased. In this reality sprung the early signs of civilization such as cities, the social system of hierarchy, and an overall more literate population of people. This time period, beginning around about 9500 B.C., became known as the agricultural revolution.They eventually evolved from hunter-gatherers into farmers wh om still gathered food from the wild, but they now had crops that they cultivated, making the food supply more abundant and more tailored to an increasing population. They were able to settle in fertile areas with predictable climate, usually near river basins (â€Å"Neolithic vs. Paleolithic†), but no longer were the inhabitants of these lands â€Å"light on the earth† like the Paleolithic people before them. The accumulation of more possessions such as livestock became prevalent, thus requiring more space. More women and children survived as well, making the size of the groups increase from around 100 to 1,000 people; a drastic change from the Paleolithic groups.The increase in population caused diseases to spread amongst the groups of Neolithic people because of the close proximity and relativity to others. A social hierarchy eventually had to be enacted to keep the growing population in order. Technology, language, and art continued to advance in the Neolithic cult ure once people started to work together, extending the knowledge, and creating an environment more suitable for the developments to come. The issue of ownership also became prevalent since before there existed no concept of owning specific land. Private property came to be during this time, in effect causing the emergence of ownership of land, livestock, and even tools.As I became more informed on the transformation of the Paleolithic to Neolithic culture, I could not help but to start comparing the changes they underwent to that of the Native Americans and White Settlers. The Native Americans led a simple life, one marked by the use of land as a means of survival. They were a nomadic type of hunter-gatherers usually ruled by tribal leaders and elders just as the Paleolithic people were. When obstacles such as seasonal-change and weather were thrust upon them, they would uproot and find another place to survive. Also, the Paleolithic culture believed in spiritual rituals, as did th e Native Americans. Dr. Miles H. Hodges explains, â€Å"His (Paleolithic man) world view informs him that all events in life result from the actions of the spiritual world working in an invisible way in and through the visible world.The visible world of material reality is merely the outer form or dressing of an even greater inner reality† (â€Å"Paleolithic Society and Culture†). This concept aligned with the beliefs of the Native Americans and their respect for the spiritual world. An example that is parallel with the spiritual beliefs of both the Native Americans and Paleolithic people would be if a hunt were to bring success there were important spiritual rituals to be performed. The Neolithic people became the White Settlers in my mind mainly because of the fact that life became more structured in a sense. Due to this structure, more focus was put on the advancement and expansion of the culture. They also had a similar effect on the land because they did not live lightly or have the same respect for it as the Native Americans did.The Neolithic Age marked the beginnings of established society for modern man, comparable to the White Settlers when they institutionalized beliefs such as religion. Overall, the reason for comparing the Paleolithic and Neolithic times with the Native Americans and White Settlers is because of the fact that an evolution, or change, that began approximately 11,500-5,000 years ago (â€Å"Neolithic Revolution†), essentially repeated at a time more relevant to generations closer to us. This concept, in turn, has made the subject in its entirety, an easier topic to understand.Changes are constant in this world; they have continued to be so since the beginning of the human race. In the end, the Paleolithic culture was a gateway into the Neolithic culture and ultimately served as a stepping-stone for the advancement of the Neolithic culture. The resulting innovations in society, economy, and technology in the Neolit hic Age then paved the way for all of modern civilization. The change from roaming hoards of prehistoric man to settled agriculturists allowed for the establishment of society out of a nomadic culture.