Saturday, March 12, 2011

History of english literature








william shakespeare

 

Ben Jonson

William Wordsworth's

 

The Canterbury Tales

 

sons and lovers

 

Tess of the D'Urbervilles Essays

 
 

Essays for Tennyson's

 

chaucer history

 

Thomas hardy life

Character List tale of two cities

Tale of Two Cities Summary

Character List sons and lovers

Sons and Lovers Summary

Friday, March 11, 2011

Tess of the D'urberville summary


WILLIAM WORDSWORTH

           
     Wordsworth was not a born critic.  Neither by temperament nor by training he was qualified to be a critic.  Circumstances made him a critic.  Though he is not among the best Romantic critics, his criticism has value and significant of its own.  His Lyrical Ballads (1798) was attacked by the neo-classical critics of the Edinburgh and the Quarterly Reviews.  So, he chose the field of criticism in sheer self-defence. The chief of his critical papers is the ‘preface’ to the second edition of the Lyrical Ballads dated 1800.  

Communication skills


 
 
Many people think that communicating is easy.
It is after all something we've done all our lives.
There is some truth in this simplistic view.
Communicating is straightforward.
What makes it complex, difficult, and frustrating are the barriers we put in the way.
Here are the 7 top barriers.

1. Physical barriers

Physical barriers in the workplace include:
  • marked out territories, empires and fiefdoms into which strangers are not allowed
  • closed office doors, barrier screens, separate areas for people of different status
  • large working areas or working in one unit that is physically separate from others.
Research shows that one of the most important factors in buildingcohesive teams is proximity. As long as people still have a personal space that they can call their own, nearness to others aids communication because it helps us get to know one another.

2. Perceptual barriers

The problem with communicating with others is that we all see the world differently. If we didn't, we would have no need to communicate: something like extrasensory perception would take its place.
The following anecdote is a reminder of how our thoughts, assumptions and perceptions shape our own realities:
A traveller was walking down a road when he met a man from the next town. "Excuse me," he said. "I am hoping to stay in the next town tonight. Can you tell me what the townspeople are like?"
"Well," said the townsman, "how did you find the people in the last town you visited?"
"Oh, they were an irascible bunch. Kept to themselves. Took me for a fool. Over-charged me for what I got. Gave me very poor service."
"Well, then," said the townsman, "you'll find them pretty much the same here."

3. Emotional barriers

One of the chief barriers to open and free communications is the emotional barrier. It is comprised mainly of fear, mistrust and suspicion. The roots of our emotional mistrust of others lie in our childhood and infancy when we were taught to be careful what we said to others.
"Mind your P's and Q's"; "Don't speak until you're spoken to"; "Children should be seen and not heard". As a result many people hold back from communicating their thoughts and feelings to others.
They feel vulnerable. While some caution may be wise in certain relationships, excessive fear of what others might think of us can stunt our development as effective communicators and our ability to form meaningful relationships.

4. Cultural barriers

When we join a group and wish to remain in it, sooner or later we need to adopt the behaviour patterns of the group. These are the behaviours that the group accept as signs of belonging.
The group rewards such behaviour through acts of recognition, approval and inclusion. In groups which are happy to accept you, and where you are happy to conform, there is a mutuality of interest and a high level of win-win contact.
Where, however, there are barriers to your membership of a group, a high level of game-playing replaces good communication.

5. Language barriers

Language that describes what we want to say in our terms may present barriers to others who are not familiar with our expressions, buzz-words and jargon. When we couch our communication in such language, it is a way of excluding others. In a global market place the greatest compliment we can pay another person is to talk in their language.
One of the more chilling memories of the Cold War was the threat by the Soviet leader Nikita Khruschev saying to the Americans at the United Nations: "We will bury you!" This was taken to mean a threat of nuclear annihilation.
However, a more accurate reading of Khruschev's words would have been: "We will overtake you!" meaning economic superiority. It was not just the language, but the fear and suspicion that the West had of the Soviet Union that led to the more alarmist and sinister interpretation.

6. Gender barriers

There are distinct differences between the speech patterns in a man and those in a woman. A woman speaks between 22,000 and 25,000 words a day whereas a man speaks between 7,000 and 10,000. In childhood, girls speak earlier than boys and at the age of three, have a vocabulary twice that of boys.
The reason for this lies in the wiring of a man's and woman's brains. When a man talks, his speech is located in the left side of the brain but in no specific area. When a woman talks, the speech is located in both hemispheres and in two specific locations.
This means that a man talks in a linear, logical and compartmentalised way, features of left-brain thinking; whereas a woman talks more freely mixing logic and emotion, features of both sides of the brain. It also explains why women talk for much longer than men each day.

7 Interpersonal barriers

There are six levels at which people can distance themselves from one another:
1.   Withdrawal is an absence of interpersonal contact. It is both refusal to be in touch and time alone.

2.   Rituals are meaningless, repetitive routines devoid of real contact.

3.   Pastimes fill up time with others in social but superficial activities.

4.   Working activities are those tasks which follow the rules and procedures of contact but no more.

5.   Games are subtle, manipulative interactions which are about winning and losing. They include "rackets" and "stamps".

6.   Closeness is the aim of interpersonal contact where there is a high level of honesty and acceptance of yourself and others.
Working on improving your communications is a broad-brush activity. You have to change your thoughts, your feelings, and your physical connections.
That way, you can break down the barriers that get in your way and start building relationships that really work.
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   Barriers to effective communication

BARRIERS TO EFFECTIVE COMMUNICATION
No matter how good the communication system in an organisation is, unfortunately barriers can and do often occur. This may be caused by a number of factors which can usually be summarised as being due to physical barriers, system design faults or additional barriers.
Physical barriers  are often due to the nature of the environment.
Thus, for example, the natural barrier which exists, if staff are located in different buildings or on different sites.
Likewise, poor or outdated equipment, particularly the failure of management to introduce new technology, may also cause problems.
Staff shortages are another factor which frequently causes communication difficulties for an organisation.
Whilst distractions like background noise, poor lighting or an environment which is too hot or cold can all affect people's morale and concentration, which in turn interfere with effective communication.

System design  faults refer to problems with the structures or systems in place in an organisation.
 Examples might include an organisational structure which is unclear and therefore makes it confusing to know who to communicate with.
Other examples could be inefficient or inappropriate information systems, a lack of supervision or training, and a lack of clarity in roles and responsibilities which can lead to staff being uncertain about what is expected of them.

Attitudinal barriers  come about as a result of problems with staff in an organisation.
These may be brought about, for example, by such factors as poor management, lack of consultation with employees, personality conflicts which can result in people delaying or refusing to communicate, the personal attitudes of individual employees which may be due to lack of motivation or dissatisfaction at work, brought about by insufficient training to enable them to carry out particular tasks, or just resistance to change due to entrenched attitudes and ideas.

OTHER COMMON BARRIERS TO EFFECTIVE COMMUNICATION INCLUDE:

Psychological factors  such as people's state of mind. We all tend to feel happier and more receptive to information when the sun shines.
Equally, if someone has personal problems like worries about their health or marriage, then this will probably affect them.

Different languages  and cultures represent a national barrier which is particularly important for organisations involved in overseas business.

Individual linguistic ability  is also important. The use of difficult or inappropriate words in communication can prevent people from understanding the message.
Poorly explained or misunderstood messages can also result in confusion. We can all think of situations where we have listened to something explained which we just could not grasp.

Physiological barriers  may result from individuals' personal discomfort, caused, for example, by ill health, poor eye sight or hearing difficulties.

Presentation of information  is also important to aid understanding.

Communication barriers

Communication barriers

This pages are from personality development part of communication barriers.


Transactional Analysis



Transactional Analysis

 

silas marner


Silas Marner