Adolescent therapy for parent-adolescent crises regarding personal Essay

Adolescent therapy for parent-adolescent crises regarding personal freedom - Essay Example 2), and as he/she also encounters other unexpected life events such as sudden change in family structure, changes in the school or in schooling, and accidents that can impinge on his/her well-being. (Dumont & Provost, 1999, p. 343) As adolescents undergo this transitory stage, â€Å"many features of their social world are transformed† (Brown & Huang, 1995, p. 151), of which the most dramatic is no other than peer relations, wherein the teenager establishes his/her standing among peers. (Brown, 1990, p. 171). â€Å"They begin to spend more time with and value their friends more than they used to. Thus, it might seem as if they are starting to cut ties with parents and reject their ideals† (Guzman, 2007, p. 1751). Previous research by Berndt (1979), Hunter & Youniss (1982), Selman (1980) has linked the decline in parental authority over adolescents to the dominance of the peer group (as cited in Smetana & Asquith, 1994, p. 1148), which â€Å"have been found to assume greater importance in adolescence than in middle childhood† (Savin-Williams & Berndt, 1990; Youniss & Smollar, 1989, as cited in Ibid) With this, some theories suggest that adolescents become more independent as the power of family to control them weakens. (Adelson & Doehrman, 1980, Blos, 1979, Freud, 1965, 1969, as cited in Peterson, Bush, & Supple, 1999, p. 431; Freud, 1958, as cited in Brown & Huang, 1995, p. 151) However, a significant number of empirical researches show otherwise. Researches by Baltes and Silverburg (1994), Baumrind (1991), Collins and Repinski (1994), Cooper, Grotevant, and Condon (1983), Grotevant and Cooper (1986) Hill and Holmbeck (1986), Offer, Ostrov, and Howard (1981), Peterson (1995), Sebald (1986), Steinberg (1990), Silverberg and Gondoli (1996), and Youniss and Smollar (1985) revealed that â€Å"adolescent autonomy emerges within a family context in which the young expresses admiration for, seek advise from, and

Corporate Governance Essay Example for Free

Corporate Governance Essay In a commercial organisation, the board of directors is typically charged with the key responsibility for corporate governance – protecting the rights of shareholders and creditors, ensuring contractual obligations and regulatory compliance. In the public sector, the elected government is typically responsible for corporate governance, and in semi-government and statutory bodies like State Rail, Sydney Water, the Australian Broadcasting Authority, the University of NSW, etc – and in not- for-profit organisations – governments will usually mandate a body similar to a board of directors with the responsibility for corporate governance. What does corporate governance involve? In a recent article, Gomez Korine (2005, pp. 739-752) propose that: Corporate governance can be understood as a set of contracts that defines the relationships among the three principal actors in the corporation. To simplify what this actually means, corporate governance is the set of relationships where: †¢A key stakeholder whom they refer to as the sovereign (in the case of commercial organisations this would be the shareholders; in the case of public sector agencies, the elected government; for not-for-profit organisations this is often the ‘members’ or other key stakeholders as defined by legislation) †¢sets in place a governing body (eg, board, council, senate, etc) with responsibility for overseeing the actions of the governer (management, staff, employees, volunteers, players, etc) Increasingly, societies and governments are reacting to a rapidly changing world surrounding them, and modifying the regulations affecting ‘corporate governance’ accordingly. The numbers and interests of stakeholders who are affected by the actions of organisations is expanding. Organisations are being seen to impact on: the economy the natural environment society through opportunities for work and employment conditions of work family life, etc Consequently, there are increasingly complex expectations placed on organisations of all sizes to consider and take responsibility for decisions and actions beyond simply their ‘money making’ or other purposes and goals. Corporate governance covers a large number of distinct concepts and phenomenon as we can see from the definition adopted by Organization for Economic Cooperation and Development (OECD) – â€Å"Corporate governance is the system by which business corporations are directed and controlled. The corporate governance structure specifies the distribution of rights and responsibilities among different participants in the corporation, such as, the board, managers, shareholders and other stakeholders and spells out the rules and procedures for making decisions in corporate affairs. By doing this, it also provides the structure through which the company objectives are set and the means of attaining those objectives and monitoring performance†1. From this definition we see that corporate governance includes the relationship of a company to its shareholders and to society; the promotion of fairness, transparency and accountability; reference to mechanisms that are used to â€Å"gov ern† managers and to ensure that the actions taken are consistent with the interests of key stakeholder groups. The key points of interest in corporate governance therefore include issues of transparency and accountability, the legal and regulatory environment, appropriate risk management measures, information flows and the responsibility of senior management and the board of directors. Harshbarger and Holden (2004) point out that while many of the governance issues that organizations face are not new, the environment in which they confront them is more challenging than ever: State and Federal law enforcement have applied significantly increased resources and a more aggressive philosophy toward confrontation of governance lapses; the media spotlight has increased awareness among those constituents directly affected as well as the business community as a whole; shareholder proposals are taken more seriously; and the judiciary has demonstrated its willingness for a more stringent definition of good faith. As well, there are a number of factors that have brought ethical issues into sharper focus, including globalization, technology and rising competition. Van Beek and Solomon (2004) also note the ability to deliver a professional service will necessarily take place in an environment in which there is an increasing tendency towards individuality, while society as a whole becomes more global. The new realities of corporate governance show that no entity or agent is immune from fraudulent practices and have altered the way companies operate; they have re-defined the baseline for what is considered prudent conduct for businesses and executives (Dandino, 2004). CORPORATE STRATEGY Strategy can be developed at many levels – in a multi-layered organisation there may be: †¢Corporate level strategy – decisions made for the whole corporation or organisation to gain the better of adversaries or attain ends. Business unit or divisional strategy – decisions made for the business unit or division to gain the better of adversaries or attain the business units end. Functional strategies – such as marketing/finance/huma n resources/IT/technology/ operational/production/etc. strategies. There would be marketing decisions (or finance or HR decisions, etc) designed to get the better of an adversary or attain a marketing/finance, etc, end. †¢So what do we mean by ends? Other terms that are frequently used here for the same concept are goals or missions or visions. Organisations typically have (or should have) a set of goals, desired outcomes or a view of their purpose (mission), or their future achievements and positions (visions) in mind. Ideally these are clearly articulated and understood by everyone in the organisation. When these ends (goals, mission, vision) are clearly understood, then the board, management, staff and partners of the organisation are able to ‘develop’ strategy to achieve these. What is a strategic plan? A plan, whether strategic, tactical, operational, marketing, finance – or whatever – is really just a set of decisions that have been captured in some form (document, web page, PowerPoint presentation, video, etc) that set out the answer to three key questions: 1. Where are we now? 2. Where are we going? 3. How will we get there? Accordingly, a plan is formed by: †¢analysing the existing and ex pected future trends and factors affecting the organisation/business unit, etc †¢setting down clear statements of the outcomes that will help to achieve the ends that the organisation has set itself (these statements of outcomes are commonly called objectives) †¢describing some tactics and actions that will lead to achieving the outcomes ETHICS IN A GLOBAL ENVIRONMENT The dawn of a global knowledge society with information-driven economies and expansion of cross-border trade as consequences of liberalization and globalization policy is placing new demands on business organizations for more innovative approaches in business ethics at both local as well as global business environment (Nissanke and Thorbecke, 2005). This premise is consistent with Brownlie et al. (1999) who indicate that; â€Å"What is it like to think new thoughts†¦ to undo the fragile web of assumption†¦ to render new images to the familiar†¦ to look anew at the world†¦ to see the ordinary and everyday from a fresh perspective?† Many research scholars today share this view and indicate that what they took for granted, assumed, believed and worked towards has been upended by those who argue that in order to ‘get it right’ in a global business environment, organizations must rethink their business ethics approach. Sheth and Sisodia (1999) also support this hypothesis by asserting that, the context of ethics in global business environment is changing in fundamental ways. The acceptance of law-like generalizations has to be, as they suggest, â€Å"Either enhanced or modified†. The old opinion of business ethics as â€Å"an oxymoron†, or that â€Å"business organizations do not have ethics† (Laczniak and Murphy, 1993) is being re-thought. The business ethics is increasingly being called into question from various quarters (Brownlie et al., 1999) and research scholars are developing the discipline in order to challenge the ethical complacency that existed in the past. Business ethics is ultimately the ethics of power, of how to handle the power of business and how that power is acquired, increased and exercised. The need for ethics in business has never been greater, precisely because the power of business was never so manifold and as extensive as it is today (Mahoney, 1997). The term ‘ethics’ has generally been used to refer to the rules and principles of right and wrong conduct. It therefore boils down to morality and good or bad conduct. Business ethics are a set of rules that stipulate how businesses and their employees ought to behave (Aldag and Stearns, 1991). DiPiazza (2002) says â€Å"I see ethics as a mission-critical issue†¦. deeply embedded into who we are and what we do. Its just as important as our product development cycle or our distribution system†¦its about creating a culture based on integrity and respect, not a culture based on dealing with the crisis of the day†¦We speak to ourselves every day, ‘Are we doing the right things?† Sheth, Gardner and Garret (1988) opine that ethical decision-making in a business environment is very complex, and that allegedly â€Å"guilty business practitioners have quite sincerely stated that they honestly did not realize that their actions could possibly create ethical problems†. Business organizations operating at international levels often find that many countries differ in what is considered wrong or right in a business market. IN TERMS OF SONY: ETHICS Ethical business conduct and compliance with applicable laws and regulations are fundamental aspects of Sonys corporate culture. To this end, Sony has established a Global Compliance Network comprised of the Compliance Division at the corporate headquarters, a global compliance leadership team, and regional offices around the world; adopted and implemented the Sony Group Code of Conduct; and set up Compliance Hotline systems through its Global Compliance Network all in order to reinforce the Companys worldwide commitment to integrity and help assure resources are available for employees to raise concerns or seek guidance about legal and ethical matters. In July 2001, Sony Corporation established the Compliance Division, charged with exercising overall control over compliance activities across the Sony Group, to emphasize the importance of business ethics and compliance with applicable laws, regulations and internal policies. The Compliance establishes compliance policies and structures for the Sony Group and performs crisis management functions. In July 2003, Sony established a regional compliance network comprised of offices in the Americas, Europe, Japan, East Asia*1 and Pan-Asia,*2 which are charged with exercising regional control over compliance activities to strengthen the compliance system throughout the Sony Group. Officers responsible for compliance in each region have the authority to issue instructions concerning compliance to Sony Group companies in their respective regions and, by cooperating with one another, are working to establish and maintain a comprehensive global compliance structure. To further reinforce global compliance efforts, a Compliance Leadership Team was formed in September 2009 as an additional component of the global compliance organization. The Compliance Leadership Team assists the Sony Corporation General Counsel and Compliance Division in identifying, developing and implementing key compliance strategies and compliance-related measures; encourages more active participation in Group-wide compliance activities from a larger group of key Sony personnel by involving not only the Regional Compliance Officers but also experienced legal/compliance personnel from Sony Group companies; and creates a global framework that by its very structure highlights the companys compliance priorities and commitment to best practices. *1Coverage area of East Asia compliance office: Mainland China, Hong Kong, Taiwan and South Korea *2Coverage area of Pan-Asia compliance office: Southeast Asia, Middle East, Africa and Oceania *3 The Americas Office is responsible for Sony Corporation of America, the Sony Pictures Entertainment Group, and the Sony Music Entertainment Group, in addition to the Electronics Group companies in the Americas Region . The Sony Europe, East Asia and Pan-Asia Offices are responsible for the Electronics Group companies in their respective regions. The Japan Office is responsible for Sony Corporation, the Sony Computer Entertainment Group, and Sony Financial Holdings, in addition to the Electronics Group Companies in Japan CORPORATE GOVERNANCE: Sony is committed to strong corporate governance. As a part of this effort, in 2003, Sony adopted the Company with Committees corporate governance system under the Companies Act of Japan. In addition to complying with the requirements of applicable governance laws and regulations, Sony has introduced its own requirements to help improve the soundness and transparency of its governance by strengthening the separation of the Directors function from that of management and advancing the proper functioning of the statutory committees. Under Sonys system, the Board of Directors defines the respective areas for which each of the Corporate Executive Officers is responsible and delegates to them decision-making authority to manage the business, thereby promoting the prompt and efficient management of the Sony Group. Sony Corporation is governed by its Board of Directors, which is appointed by resolution at the shareholders meeting. The Board has three committees (the Nominating Committee, Audit Committee and Compensation Committee), consisting of Directors named by the Board of Directors. Corporate Executive Officers are appointed by resolution of the Board of Directors. In addition to these statutory bodies and positions, Sony has Corporate Executives who carry out business operations within designated areas. Board of Directors: Determines the fundamental management policies of the Sony Group Oversees the management of Sony Groups business operations Appoints and dismisses the statutory committee members Appoints and dismisses Representative Corporate Executive Officers and Corporate Executive Officers Nominating Committee: Determines the content of proposals regarding the appointment/dismissal of Directors Audit Committee: Monitors the performance of duties by Directors and Corporate Executive Officers (with respect to processes in place to ensure the adequacy of the financial reporting process, to enable management to ensure the effectiveness of internal control over financial reporting, to ensure timely and appropriate disclosure, and to ensure compliance with applicable law, Articles of Incorporation and internal policies). Monitors the status of any other items described in the Internal Control and Governance Framework determined or reaffirmed by the Board of Directors in accordance with the Companies Act of Japan. As part of its monitoring, attends the Nominating Committee and Compensation Committee meetings. Oversees and evaluates the work of the independent auditor (including to evaluate the adequacy of its independence and its qualification, to propose its appointment/dismissal or non-reappointment, to approve its compensation, to evaluate the appropriateness of its audit regarding the financial results and internal control over financial reporting, and to pre-approve its engagement for any services other than audit services to be provided) Prepares the Audit Committee Review Report in which the Audit Committee expresses its opinion on the performance of duties of Directors and Corporate Executive Officers, on the Business Report and on the independent auditors audit procedures and results based on its review activities including review of the matters subject to the Committees opinion in the Audit Committee Review Report. Compensation Committee: Sets policy on the contents of individual compensation for Directors, Corporate Executive Officers, Corporate Executives and Group Executives, and determines the amount and content of individual compensation of Directors and Corporate Executive Officers in accordance with the policy Corporate Executive Officers: Make decisions regarding the execution of Sony Group business activities within the scope of the authority delegated to them by the Board of Directors Corporate Executives: Carry out business operations within designated areas, including business units, headquarters func tions, and/or research and development, in accordance with the fundamental policies determined by the Board of Directors and the Corporate Executive Officers

Gender inequality in contemporary society

Gender inequality in contemporary society Describe And Discuss Gender Inequality In Contemporary Society With Reference To The Labour Market. Sex is what distinguishes men and women biologically, namely it describes the physical qualities which derive from variations in chromosomes, hormones and genitalia. Gender refers to a set of culturally defined characteristics which determine societys view of people as masculine or feminine. Sociologists have long debated over the causes of unfair sexual divisions of labour. Some have forwarded biological explanations, whereas others hold responsible the socialisation of gender roles. In this essay I will look at how the nineteenth century socialisation of gender roles is believed to have affected womens position in the labour market. I will then consider the increasing feminisation of the labour market and seek to explain the persistent inequalities between men and women. Up until the twentieth century, women were largely excluded from the labour market, partly because of the social construction of separate male and female spheres. Feminist Ann Oakley believes that the modern role of housewife emerged in the early stages of industrialisation (HaralambosHolborn, 2008, 108). Due to the norms and values of the time, supported by the functionalist Parsons, it was expected of the man to provide for the family, whilst the woman would tend to the home. Oakley claims that this concept of different duties has persevered and has since had a negative influence on the development of womens position within the labour market (HaralambosHolborn, 2008, 108). However, since the mid-twentieth century there has been an increasing feminisation of the workforce. According to Ulrich Beck, women are setting the pace for change (HaralambosHolborn, 2008, 647). In Becks view, we are moving into the second modernity (as against post modernity). He argues that in our society, characterised by risk and uncertainty, women have realised the importance of self-reliance and have sought to widen their participation in the labour market and as a result have changed the social discourse. This has been made possible by a number of factors. The increased possibilities of an education, the development of domestic appliances, the growing tendency for smaller families, the Feminist Movement of the 1970s, the steady expansion of the service industry, the increase in living costs and the consequent need for two incomes are all factors which have generated a shift in traditional family patterns and significantly changed the gender division of labour. A UK Labour Fo rce survey conducted in 2005 suggests that the rates of employment for women of working age have risen to 70% in 2004 compared to 56% in 1971. In contrast, employment rates for men have declined from 92% to 79% (Giddens, 2006, 755). Despite womens increased participation in the labour market, barriers to equality remain. Although 75% of women of working age are in employment in the UK, it has been shown that in high-earning, high-status professions they are severely under-represented (www.employment-studies.co.uk). 2005 demonstrated, in terms of vertical segregation, that 83% of chief executives, 71% of sales managers and 70% of management consultants were men, whilst 96% of dinner ladies, 95% of receptionists and 76% of cleaners were women (HaralambosHolborn, 2008, 124). Different reasons are held responsible for such disproportion. One argument is that jobs are highly gendered, with a tendency for high-status, high-paid jobs to be male-dominated because they have traditionally been perceived as masculine. Radical feminist Sylvia Walby claims women are subjugated by patriarchal values that discriminate and confine them to specific areas of work (HaralambosHolborn, 2008, 113). Not only are women under-represented at the highest levels of the occupational structure, they have likewise not achieved equality of pay, despite liberal feminists success in campaigning for equal pay legislation. The wage gap was once thought to be narrowing, however, new figures suggest that the pay divide is still a matter of concern today. According to the Office for National Statistics, the pay gap between men and women in full-time work has increased to 17.1% since 2007 (The Guardian,15/11/08). The median full-time gross weekly earnings per week for men in 2007 were  £498, whilst for women they stood at  £395. In 2008 they stand at  £521 for men and  £412 for women. It has been calculated that over a lifetime, women working full-time will earn an average of  £369.000 less than their male colleagues. This result, according to the annual survey conducted by the World Economic Forum, places Britain 81st in the world ranking in terms of equal pay for men and women in sim ilar jobs (The Guardian,15/11/08). Part of the reason would appear to be because of horizontal segregation. Much of the female workforce is clustered into a range of semi-skilled, low-status and poorly paid occupations. Across the occupational structure, men predominate in such lines of work as manufacturing, construction, IT and business industries. Conversely, women are overwhelmingly represented in health and social work, teaching, catering and cleaning (HaralambosHolborn, 2008, 123). Feminists, therefore, see this as a reflection of the two spheres ideology. 2005 demonstrated, in terms of horizontal segregation, that 79% of social workers and 73% of teachers were women. In the same year, 90% of the construction industry and 76% of people working in transport were men (HaralambosHolborn, 2008, 123). In addition, the fact that many women work in the part-time sector can be part of the reason for the poor levels of pay they are subject to. Occupational segregation has been used to explain such high concentration of women in part-time work. Despite the disadvantages it involves, part-time work seems to remain a popular choice for women. In 2004, 5.2 million women in the UK were in part-time employment, compared to 1.2 million men (Giddens, 2006, 757). Social forces such as limited childcare assistance and gender discrimination have also been held responsible for such large numbers of women in part-time work. Many women seeking full-time employment often face unjust hurdles which men do not encounter: a Fawcett Society study (the leading liberal feminist organisation) reveals that 52% of employers consider the chances of a new member of staff becoming pregnant before employing them (www.fawcettsociety.org.uk). However, whilst it is possible that this may discourage many women who intend to have children from looking for full-time work, this is not on its own sufficient reason to explain such a heavy influx in the part-ti me sector. Catherine Hakims preference theory suggests that womens position in the labour market depends entirely on the rational choices they make (HaralambosHolborn, 2008, 125). Hakim identifies two types of women: those who commit themselves to full-time careers or those who prioritise their domestic responsibilities. According to Hakim, many women have different work orientations than men, leading them to choose part-time occupations which enable them to balance their domestic and professional lives. Rosemary Crompton and Fiona Harris agree that womens position in the labour market is influenced by their decisions. They argue, however, that the choices women make are not always rational, but are the results of the practical challenges and cultural norms they may face. Crompton and Harris believe that women often start a career committed to the idea of full-time employment and the family sphere in equal measure, but in later life might have to compromise one or the other for a variety of rea sons. There is, therefore, an important debate between feminists. Additional theories have been advocated by sociologists to explain womens continued limitations in the job-market. Talcott Parsons functionalist human capital theory suggests that womens natural role is that of childcare. The theory implies that women are likely not to commit to a career or gaining qualifications, preferring to dedicate themselves to their children (HaralambosHolborn, 2008, 125). According to Parsons, this lack of commitment or skills renders women less valuable to the employer, and is ultimately the reason for womens disadvantaged position in the labour market. However, critics of the theory point out that it does not account for the large number of women who dedicate themselves to a career and still end up in lower-paid, lower-status jobs (HaralambosHolborn, 2008, 125). Barron and Norriss dual labour market theory promotes the idea of two labour markets: a primary sector in which professionals and skilled workers belong, characterised by highly paid and secure jobs, and a secondary sector, consisting in lowly paid, less secure jobs mainly occupied by unskilled labourers. According to Barron and Norris, women are more likely than men to work in this sector because they are less interested in wages or status, a view which echoes that of Hakim. Transition from the secondary to the primary sector is rare, ending in confinement within a range of low-paid jobs for ones entire working life. The theory is criticised by feminists for not being able to explain why skilled women often earn less than men in similar work, or why they get promoted less often than men in the same job (HaralambosHolborn, 2008, 126). In the past century, women have made a revolutionary ascent in the labour market even if many work in the part-time sector. However, the rate of improvement seems to have stalled rather than grown. Despite legislation such as the Equal Pay Act (1970) and the Sex Discrimination Act (1975), vast inequalities remain in Britain, especially in terms of pay and status. It might well be that more radical reforms need to be made. In Norway, for example, hundreds of women have benefitted from a new act, passed in 2003, which stipulates that companies must increase the number of women on their boards to 44.%. This now means that Norway heads the league table for gender equality, 12 places above the UK (The Guardian, 17/11/08). This suggests that post-feminists are mistaken in believing there is no more for feminists to do. A third wave of feminism, as suggested by Katherine Rake, or new feminism, to use Natasha Walters term, may be precisely what is needed. BIBLIOGRAPHY Books: Bilton, Tony et al. Sociology in Perspective (Causeway Press, ND). Giddens, Anthony, Sociology 5th edition, (Polity, 2006). Haralambos, Holborn, Sociology: Themes and Perspectives 7th edition, (London: Collins, 2008). Newspaper Articles: The Guardian, 15/11/08 p 10. The Guardian, 17/11/08 ND. Electronic Sources of Information: http://www.fawcettsociety.org.uk http://www.employment-studies.co.uk/pubs/summary.php?id=294 http://www.ehs.org.uk/othercontent/walsh30a.pdf http://www.statistics.gov.uk/StatBase/Product.asp?vlnk=5748

Market Research :: Business and Management Studies

Market Research Finding out about what consumers want and need, and what makes them buy, is called MARKET RESEARCH. Market research is the process of gaining information about customers, competitors and market trends through collecting primary and secondary data. Why Research the Market? Businesses that are product orientated risk spending large amounts of money launching a product, which could be a failure. Research the market helps reduce this risk. It focuses research and design effort onto products, which have a chance of success in the market place. When the product is launched, a carefully researched product stands less chance of failing. Market research attempts to find the answers to questions a business might have about its market. This information is collected via desk research and field research. The information is then collected and analysed. The business then decides about what to do in the light of the information formed. Desk Research DESK RESEARCH involves the use of SECONDARY DATA. This is information that is available, both within and outside the business: Internal Sources is such as sales invoices, reports and accounts. Government is published statistics, such as consumer spending figures; reports such as Monopolies and Mergers Commission Reports. The Media is reports in newspapers, magazines, on radio and on television. Trade Associations is statistics or reports published by national organizations such as the TUC, the CBI or chambers of commerce, or industry associations such as the Engineering Employers Federation or the National Farmers Union. Research Organisations is reports prepared by specialist market research organizations such as Mintel or Mori; articles published in academic journals such as university journals. Field Research FIELD RESEARCH involves the collection of PRIMARY DATA is information which no one has yet collected. It is collected for the particular piece of research through direct investigation, that is, observation, survey and experiment.

Conflict with Curleys Wife

nfl 1. First appearance When Curleys’ wife first appears in the book Lennie was fascinated by her looks and thinks that she is very pretty. You know this because he looks at her from top to bottom. These facts are true because in the book it says â€Å"Lennie’s eyes moved down her body. † To show that Lennie was fascinated by her looks it says â€Å"Lennie watched her, fascinated†. Another way that we know that Lennie thought that she was pretty is that after she leaves the bunk house Lennie then says â€Å"she was purty. These three quotes show that Lennie was very interested in Curleys’ wife’s appearance and thought that she was pretty indeed. But by Lennie thinking that she was pretty it then caused conflict between Lennie and George. George gets angry with Lennie so her grabs him by the ear and shakes him. Then he says to him â€Å"Don’t you even take a look at that bitch. I don’t care what she says and what she does. I se en ‘em poison before, but I never seen no piece of jail bait worse than her. You leave her be. † Lennie then says that he wants to leave because the place isn’t good for them.George also agrees but they have to stay in order to get the money they needed for their dream house. 2. In the barn Curleys’ wife gets in an argument with crooks, candy and Lennie. This is because she calls them all rude names. She says â€Å"What am I doin’? standin’ here with a bunch of bindle stiffs-a nigger an’ a dum—dum and a lousy ol’ sheep-an’ likin’ it because they ain’t nobody else. Lennie doesn’t really do much after her saying this but his mouth drops. Crooks could not be bothered to defend for himself because he has done it so many times but Candy stands up and shouts back.He says â€Å"I had enough, you ain’t wanted here. We told you you ain’t. an’ I tell ya, you got floozy idears about what us guys amounts to. You ain’t got sense enough in that chicken head to even see that we ain’t stiffs. S’pose you get us canned. S’pose you do. You think we’ll hit the highway an’ look for another lousy two-bit job like this. You don’t know that we got our own ranch to go to, an’ our own house. We ain’t got to stay here. We gotta house and chickens an’ fruit trees an’ a place a hundred time prettier than this. An’ we got frien’s, that’s what we got.Maybe there was a time when we was scared of getting’ canned, but we ain’t no more. We got our own lan’, and it’s ours, an’ we c’n go to it. † But Curleys’ wife just laughs with disbelief and makes Candy look bad but Candy then turns it back around by not caring what she says and tells her to scatter along. But Curley’s wife would have none of it so Crooks then steps in but aga in Curley’s wife makes Crooks feel bad about himself and steps back down again so Curley’s wife leaves having won there argument and feeling powerful. 3. Curley’s wife’s deathMeanwhile Lennie was hurting Curley’s wife she was yelling so he said to her â€Å"Don’t you go yellin’† he repeatedly says this. After Lennie had killed Curley’s wife it then caused conflict between many people. For example Curley was very angry with Lennie for killing her. Lennie was also angry with Curley’s wife because if it wasn’t for her screaming then he would not have dreamed of killing her. It was also a problem for George because he has to kill Lennie for murdering Curley’s wife. Because Lennie had killed her it meant that he must die. This was the most biggest conflict in the book.

Using JavaScript in Your C++ Applications for Chrome

Using JavaScript in Your C++ Applications for Chrome When Google released its Chrome browser, the company included a fast implementation of JavaScript called V8, the client-side scripting language included in all browsers. Early adopters of JavaScript back in the era of Netscape 4.1 didnt like the language because there were no tools for debugging and each browser had different implementations, and different versions of Netscape browsers differed as well. It wasnt pleasant writing cross-browser code and testing it on lots of different browsers. Since then, Google Maps and Gmail came along using the whole Ajax (Asynchronous JavaScript and XML) technologies, and JavaScript had enjoyed a major comeback. There are now decent tools for it. Googles V8, which is written in C, compiles and executes JavaScript source code, handles memory allocation for objects, and garbage collects objects it no longer needs. V8 is so much faster than the JavaScript in other browsers because it compiles to native machine code, not bytecode that has been interpreted. JavaScript V8V8 isnt only for use with Chrome. If your C application requires scripting for users to be able to write code that executes at run-time, then you can  embed  V8 in your application. V8 is an open source high-performance JavaScript engine licensed under the liberal BSD license. Google has even provided an embedders guide. Heres a simple example that Google provides- the classic Hello World in JavaScript. It is intended for C programmers who want to embed V8 in a C application int main(int argc, char* argv[]) {// Create a string holding the JavaScript source code.String source String::New(Hello , World) ;// Compile it.Script script Script::Compile(source) ;// Run it.Value result script-Run() ;// Convert the result to an ASCII string and display it.String::AsciiValue ascii(result) ;printf(%s\n, *ascii) ;return 0;} V8 runs as a standalone program, or it can be embedded in any application written in C.