Aboriginal Cooking Methods Essay Example for Free

Aboriginal Cooking Methods Essay The traditional ways to cook for aboriginals used to involve roasting their food on hot coals, baking in the ashes steaming in ground ovens. But today theses things have changed the aboriginals have easier ways to cook using technology from today. They have adapted to make the process easier by boiling barbequing. Roasting; When cooking meat, this was the basic technique, which was almost always used. They cooked most meat, fish small turtles. To make sure the meat was cooked through, it was also covered by ashes coals, which also made tough meat softer. The meat would be eaten quickly after roasting. Shellfish were also cooked on the coals on the outside of the fire, this way when they started to froth, they could be removed quickly. Baking Bread damper was cooked in the ashes. When aboriginals made fires, they made sure they used the right kind of firewood, so that after the fire was out, the ashes could be used for cooking their bread. They were very careful as to which wood they used because some woods made to bread taste bad some caused irritation discomfort. Over time, it was the wattle seed that was found to be the most successful for cooking. It gave no bad taste, gave no one irritations produced a fine ash. Witchetty grubs only needed to be quickly rolled over the ashes to be cooked. Then damper was put beneath the ashes then covered. To cook yam, or vegetables, they would dig a small hole, place the vegetable in it, and then cover it with ash. Steaming; In the Wiradjuri areas, steam ovens still exist. The ovens were made by digging a hole in the ground, they were about 90cm long, 60cm deep. The clay left over from digging was then made into smooth lumps then would be placed on top, once the hole was filled with selected firewood. While the wood burned, the clay became hot. The clay would then be removed with tongs. The pit would be swept out then lined with still green leaves grass. Then meat such as possums (because they were small enough) would be lain inside, covered with more leaves then the clay would be placed on top. To stop the steam escaping, the ground that was originally taken out when the hole was dug covers the clay. Wrapping; Wrapping is still used in places like Arnhem Land. Vegetables are wrapped in the moist paper bark from Melaleuca trees then placed in ground ovens. Today Aboriginals use more advanced methods of cooking. They have adapted their old ways to make them easier. Boiling; Aboriginals have now learned to boil foods in galvanized cans, tins, steel drums or whatever items are available. Because of this, ground ovens are being used less less. Barbequing; Although the Aboriginals dont have top of the range barbeques, they have got their own version. It is simply a piece of wire to hole pieces of meat or dough over red coals. Aboriginal Dreaming Although the Dreamtime was in the past, it is the Aborigines religion culture that rules them today. The saying, As it was done in the Dreamtime, so it must be done today, dominates all aspects of the Aboriginals lifestyle actions. According to some Aboriginals, the Rainbow Serpent made the world. It is their belief that that is true. Religion is some peoples way, spiritualism is theirs. The Rainbow Serpent came from the Northern Territory while Australia was still in its dreaming stage. It traveled over the country, creating the mountainous locations by pushing the land into many ranges isolated areas. The Great Dividing Range is a creation of the rainbow serpents movements. Throughout its journey over under the land, it created rivers, valleys, lakes. It was also careful to leave many areas flat. Once it was satisfied with its creation of Australia, spirit people came from inside it moved all over the country to form many different lifestyles, languages different stories. When the land was finally finished, it was ready for people, but there were none .Walya-Nam-Adiki was the woman who walked out of the sea met up with a tribal man. Seen as there were no people, they talked about the problem with having such a wonderful land, but no people to live there. To fix this problem, they had many spirit children together. Walya-Nam-Adiki told all her children to go to all different places across the country to speak new languages, make keep land water management. They were to stay in their chosen areas, to make social kinship systems which would make sure that there would always be people within their tribal boundaries. Other Aboriginals believe that when the world first existed, that giant semi-mortal beings that resembled plants animals rose up from the flat land where they had been sleeping for countless ages. These beings wandered the land aimlessly. As they roamed around, they  performed the tasks that Aboriginals do today. These included camping, making fires, digging for water, fighting each other performing ceremonies. When they became tired of carrying out these rituals, the dreamtime ended. Wherever the creators had been, a natural landform now marks the place. The creators made everything which Aboriginals are in contact with everyday from which they gain their living. Apart from forming the land, they also created the laws that govern the aspects of everyday life, which some Aborigines still live by. Aboriginals in Jail Custody The idea of over-representation of Aboriginal adults in prison is set down early for the younger generation to understand. In Juvenile Detention centers, aboriginals aged 10-17 were 24.2* times more likely to be in custody than non-aboriginal children. For aboriginals aged 18-21 the over-representation rate was 9.6* Indigenous rates of imprisonment in adult prisons varied between about 4* times the non-indigenous rate in Tasmania up to over 20* times in Western South Australia. At almost any time, up to 80% of inmates in Northern Territory Correctional Facilities are of aboriginal descent. Whatever the intent, mandatory sentencing has more effect on aboriginals than any other ethnic group in the NT. Also Police custody rates for Aboriginal Torres Strait Islanders was 26.2* times more likely than people of other races. Aboriginals are 25% of people that are arrested 15% of people who are in jails are also Aboriginal. From data collected, aboriginals are over-represented in offences involving violence, breaking entering, breaches of justice procedures driving offences. Aboriginal people are 12 times more likely than others to be in prison for  homicide and 16 times for breaking and entering. One principle factor is that of the low status of the indigenous side of Australia in socio-economy culture. In 1988, Commissioner Muirhead stated that humanity and our countrys reputation demand a vigorous approach and new initiatives. Years later, Aboriginals still continue to die in police cells prisons. On 10th February, 2000 a 15 yr old boy committed suicide in the Don Dale Correctional Facility in Darwin. He had a mandatory 28jail sentence for petty theft of pens, pencils paint. He was due for his release 4 days after his death. The Northern Territory Chief Minister simply swept aside the death gave a statement There will always be deaths in custody. The death of the boy the Country Liberal Party refused to even consider the re-appeal of the mandatory sentencing laws sent a break of outrage through many leading Australian, International Aboriginal groups. Two weeks previous to the death, a Federal Senate traveled to Darwin, to make a report on the laws. None of the Country Liberal Partys officials was prepared to give evidence at the hearing. The United Nations blasted Australia over these laws, the treatment of the indigenous people to this land. Also saying that Canberra could be in breach of the UN Convention to Eliminate Racial Discrimination. *Based on records in 1998

Wuthering Heights versus Thrushcross Grange :: essays research papers

In Emil Brontà «'s novel "Wuthering Heights" the two main residences, Wuthering Heights and Thrushcross Grange, are both grand, wealthy houses lying near the wild, Yorkshire moors, "completely removed from the stir of society" (pg1). Besides these similarities though, they are almost exact opposites. Wuthering Heights is associated with passion, nature and the elemental whereas Thrushcross Grange epitomises civilisation, peace and order. The characteristics of both abodes are also evident in their respective residents. I will examine the distinct differences in their interior and exterior appearance as well as their inhabitants. A first difference is the location and exterior of the two residences. Wuthering Heights is built on high ground where it is subjected to severe storms. It is ?strong?, its ?narrow windows are deeply set in the wall? (pg2). The front is decorated by ?grotesque carving(s)? displaying a ?wilderness of crumbling griffins? (pg2). All the above depict Wuthering Heights as unwelcoming, rugged, gloomy yet natural and elemental. Thrushcross Grange on the other hand lies in a pleasant, sunlit valley below the moors where it is sheltered from adverse weather. It is surrounded by a walled park with well-kept gardens. Flowerpots decorate the windows, which are ?only half closed? by the curtains emitting a warm, amiable light (pg43). These features give the impression of a civilised, sophisticated, serene house. Apart from the exterior contrasts, the interior of the two households is also profoundly different. The furniture at Wuthering Heights is primitive: a ?vast oak dresser? and ?high-backed? chairs (pg3), meat and guns hang from the roof and Lockwood discovers a ?heap of dead rabbits? (pg8) ? further signs of nature but also of violence and danger. The huge fireplace ?glow(s) delightfully in the radiance of an immense fire? (pg7). This symbolises power, danger, uncontrollability and, foremost, passion. The dogs kept at Wuthering Heights are ?wolfish?, ?hairy monsters? with a ?guttural gnarl? (pg4,15). At Thrushcross Grange however, Edgar and Isabella quarrel over a small pet dog, which they both want to cuddle. Contrastingly, the fire at Thrushcross Grange is at first extinguished. When it glows, it gives off a harmonious but dull light. Thrushcross Grange is beautifully carpeted and furnished, with a ?pure white ceiling bordered by gold?, from which a chandelier hangs (pg44). Unlike Wuthering Heights? elemental interior, Thrushcross Grange is tranquil and refined. The two houses contrast not only in appearance but also in the characters of their inhabitants, especially in Heathcliff and Edgar.

Leadership Management with Organizational Diversity Essay

In today’s global market and corporate economy, the importance of understanding the power of cultural diversification within the workplace is very important. The ability to interchange and collaborate on set goals and objectives facilitates the process of attaining such goals at high performance level. With the influx of several cultures into the corporate world, it is important for managers to analyze, learn, adapt, and exemplify how a diverse work system must function. In post modern time, the organizational behavior behind getting a task done was generally focused on the individual critical thinking working method, but with increasing competency in the market, the need to accept the team process of completing a task has become evident. Transitioning from the standard individual workplace and into a diverse one is difficult especially on societies with a hardship in adaptability and those with a strong traditional belief. The acceptance of diversity is something that must me learned and understood taking into consideration ones surroundings and behavior influences. As a child, a person’s understanding on what culture similarities and differences are solely depends on his/hers family, friends, peers, literature, media, and etc. Learning to embrace diversity is hard but not impossible; in every society there are always difficulties in accepting other groups of people that don’t comply with the existent group’s way of life, and this is when the ability to accept and embrace play a role. Having the knowledge on how to perceive situations and surroundings is ones defensive mechanism that allows a person to know what to do in a certain situation. When faced with the unexpected, this knowledge based perception becomes what is known as bias. According to a research article, â€Å"Our biases serve as filtering lenses that allow us to make sense of new information and experiences based on what we already know (Nadler, 1997). This bias can sometimes be of positive nature giving an individual the ability to adapt and tell right from wrong, but sometimes bias can also form a negative perception of people based on sole belief crating ignorance, prejudice, and/or stereotype. Development of accepting diversity in a workplace is sometimes difficult and takes time to adapt since everyone comes from different backgrounds. This is something that cannot be acquired or pressured on people in short notices or time constraints, such as development classes or short group sessions. Management in a work environment must use techniques of group encouragement and cooperative training to allow everyone to understand and exemplify each other’s strengths and abilities. Examples of such techniques can be: * Developing an atmosphere that is safe for all employees to ask for help. People should not be viewed as weak if they ask for help. This is what helps to build great teams — joining weakness with strengths to get the goal accomplished. * Actively seeking information from people from a variety of backgrounds and cultures. Also, including everyone on the problem solving and decision making process. * Including people who different than you in informal gatherings such as lunch, coffee breaks, and spur of the moment meetings. * Creating a team spirit where every member feels a part of (Nadler, 1997). Human Resource Development (HRD) is the process in which the department of human resource is recognizing certain qualities and attributes individuals possess when handling new entrants in hiring or promoting. Having the ability to recognize what abilities individuals have, better allocates certain individuals with others to form a high performance team. By working jointly to train and collaborate with supervisors and management will assist in better teaching individuals the correct way of completing a task or job process. The development of what is known as â€Å"soft skills† such as diversity, communications, and social networking skills will promote a better work system and decrease employee turnover. The key is to promote job likeness and positive attitude with employees for a positive organizational result. Along with a focused human resource development initiative, organizations must understand the importance of the internal and external factors that make up the entire success. Internally, organizations must take into consideration the behavioral influence its people incorporate into every day operations in regards to its long term gains. What influences the behavior of these individuals is the type of culture the organization has. Culture is defined as, â€Å"the aggregate of beliefs, norms, attitude, values, assumptions, and ways of doing things that is shared by members of an organization and taught to new members† (2010, p. 370). This definition of culture best describes how an organization is built and how it functions on everyday operations led by individuals with a strategy of positive leading. According to authors Lussier and Achua, â€Å"all organizations have a culture, whether they acknowledge it or not. Every organization has a culture, distinguished by its own beliefs and approaches to problem solving and decision making. An organization’s culture is manifested in the values, norms, and expectations that leaders preach and practice, in its employee’s attitudes and behavior, in ethical standards and policies†¦Ã¢â‚¬  (2010, p. 370). The importance of leaders to understand the type of culture that his/her organization has is important to continue a process of strong work ethics, team effort, and skill development. In leadership studies, there is a power of culture that defines how well an organization can create and internal unity of its people, and also how well it adapts to its external environment in areas of sustainability and consumer/competitive preferences. The cultural power of internal unity generally describes how management supports the organization’s vision, mission, goals, and strategy. Having a strong internal normative order can change the workforce into a creative one where individuals come together to share and develop new innovative ideas that will benefit the entire organization. It is important that management encourages its employees in a positive way by using motivational and identification tools, to increase individual desire and interest in his/her job to increase performance while also taking into consideration each and every single employee. While it is important to motivate employees to like their job, having rules and certain guidelines also promotes social control by setting certain requirement to maintain a safe and secure working environment. The external adaptation of cultural power describes the impact of outside influences such as consumer preferences towards the organizations product, or environmental awareness that must be taken into thought to reduce its negative impact on sustainability. Example of an organization who takes into consideration an external analysis is Southwest Airlines who ranks the highest in competitiveness within its market, taking into account the importance of customer preferences in keeping affordable price levels, consumer loyalty through programs of frequent flyer, and employee needs in both financial and health needs. Table 1.1 displays the total rating amount Southwest Airlines received against its competitors American and United Airlines. Along with a strong power of culture within an organization or group, the ability to acquire certain characteristics of performance to increase production or service is important. There are two types of performance ratings in organizational culture; one is a high performance mark that identifies an optimum group of individuals working together towards a similar goal or objective and one with a low performance mark indicating a lack of agreement with individuals with a strong concern for self-interest different from the general census. Low-performing organizations have four major characteristics of poor quality; these include insular thinking, resistance to change, politicized internal environment, and unhealthy promotions. Examples of organizations with an insular method of thinking are those with upper level management who believe and dictate what decisions to make based on their own knowledge and concern. This type of business strategy is ineffective since cooperative group decision making is not used, causing a decline in operational performance. Managers who always think their right, demotes interest and desire for individuals to work. This thinking method is evident in businesses where upper level management does not receive or disregards information channeled through operational levels of production. The organizations that are resistant to any changes in strategies or techniques are generally those that have continuously followed set guidelines and norms for long periods of time. This type of continuous and repetitive process categorizes this performance culture as low. Having the same type of methods of completing a work process makes the job more concerned with keeping one’s position rather than expanding and seeking innovations. Businesses that follow this type of performance rank low since adaptability with external changes becomes difficult causing a negative impact to organizational success. Similarly, a highly internal politicized organization suffers from the lack of culture and team sharing when it comes to decision and critical thinking. Powerful leaders or executives tend to make the decisions and instruct followers on what to do next; followers simply agree to avoid reprimand or disapproval. Last, the use of negligent promotions from management places unskilled personnel in top level positions where strategic thinking is required. Having someone in the decision making spot without having the sufficient amount of knowledge or training, jeopardizes the entire operation and success of the overall organizational purpose. The opposite of a low-performing culture in an organization is one who is highly recognized for team development and value sharing within all levels of operations and management. An organization with a highly valued purpose and mission is usually accepted by its followers who share its similar views and thoughts. High performance organizations tend to also encourage communication between management and employees to sustain a strong culture to assure everyone is on the same path following the same values. A direct description of a standard high performing cultural organization is described as, â€Å"a culture of discipline-where everyone is responsible to the values of the company, to its standards, and to the purposes it serves† (2010, p. 375). The characteristics that identify a strong performing culture is one with reinforcement tools, intensely oriented people, oriented results, and a major emphasis on achievement and excellence. Examples of such reinforcement tools include the use of slogans and ceremonies, in which the organization shares its values with its employees. Having such a tool makes much feasible the entry of new employees by directly displaying the core values and meaning. By being people oriented the organization exemplifies the importance of being a democratic business rather than an autocratic one where a single management official makes all the decisions. Individuals, who work in organizations where they are treated with respect and acknowledged for their contribution, tend to become more committed and hold their positions for longer periods of time. Setting goal markers and rewarding individuals based on total outcome versus the set marker improves individual desire to continue working at their best attainable performance or better. It is determined that what influences an organization’s culture is the impact that the external environment has on the overall behavior of employees or followers. There are four distinct types of cultures that have been developed taking into account the organizational strategic focus along with the external turbulence. A competitive culture is one that represents a leader that encourages and values a highly competitive work network (2010, p. 385), in this kind of organizational environment the need to always be on top of the market is intense. Being competitive is a must to avoid falling back in face of competitors that may produce similar products and drive one’s profitability down. Leaders in upper level management tend to create certain goal marks to promote his or her employees to work harder in return for profit gains and revenue increases; this type of working environment allows everyone to challenge themselves against the skills of others. Companies that exemplify competitiveness in the market include Pepsi Co. and Coca-Cola, Wing-House and Hooter’s, Dominoes’ and Papa John’s, etc. These companies are constantly monitoring each other in order to sustain greater performance than the other. Cooperative culture is when an organization represents a leadership belief in strong, mutually reinforcing exchanges and linkages between employees and departments (2010, p. 384). This type of organization tends to allows for employees to take on the task of decision making and developing ideas that can be advantageous to the overall performance. Management encourages relationship building between co-workers in order to increase skill and knowledge sharing in hopes of creating innovations. In today’s market with the constant change of diverse work groups, this type of cultural development is highly regarded and implemented. The adaptive culture is one that represents a belief in active monitoring of the external environment for emerging opportunities and threats (2010, p. 384). Organizations that lean on becoming adaptive are the ones that bare risks in changing and implementing their procedures based on what the external environment is doing. Acknowledging the changes in consumer preferences and taking the time to research and engage in changing the overall method of operation is an example of an adaptive culture. Last, the bureaucratic culture is formed when a leader values order, stability, status and efficiency (2010, p. 385). In contrast to the adaptive culture, the bureaucratic culture is structured to follow a set form of guidelines and policies. This kind of culture will strive to maintain stability within its operations without any consideration to changes or innovations. What keeps these organizations operational is stability and repetitiveness; however, with constant changing external factors such as economic welfare and global sustainability, many organizations have to divert from this path and become one who encourages flexibility and change. Having a diverse culture in an organization is difficult especially when differences in making decisions and completing task vary from person to person. According to a global research program intended to describe the dimensions and framework of cultural differences, it describes sets of values different individuals appreciate varying from one region of the world to another. One behavioral factor is individualism within oneself, this is defined as a psychological state in which people see themselves first as individuals and believe their own interest and values are primary. This kind of individual does not promote collaborative thinking or relationship building at the workplace, while it still may be present, the percentage is low. Nations that hold high individualistic organizations are those that promote individual achievement; everyone has the ability to strive towards something for themselves. Countries such as The Unites States, Great Britain, and Canada represent a majority of individualism in organizations. The opposite is collectivism; this kind of organizational behavior describes a collective and team effort workplace, where everyone is responsible for a groups success. Organizations that are considered collective form group work sessions and team goals that encourage everyone to help each other out. In the case of failure, the loss is distributed among everyone; nobody is left to themselves. Nations that revolve around a collective environment include Greece, Japan, and Mexico. Another dimension in global culture is the level of masculinity and femininity within the organization. This type of influence does not necessarily have to do with gender or percentage of upper level management of different gender. Having a high level of masculinity generally describes the behavioral tendencies of being assertive and competitive. The exact definition of masculinity is a culture that emphasizes on assertiveness and a competitive drive form money and material objects (2010, p. 392). What this states is that organizations that have a masculine tendency are those that strive to be the best; the organization must compete against others and win. Having a drive for money and material objects describes the need to accomplish a goal or purpose to receive valuable results. Studies indicate that nations that display such masculinity in business and organizations are Japan and Italy. On the other side of the spectrum, femininity is described as a culture that emphasizes developing and nurturing personal relationships and a high quality of life (2010, p. 392). This kind of influence in organizations tends to focus majorly on the best interest of others, rather than being competitive. These organizations have more concern on providing quality to the market, offering emotional along with physical well being. Nations that are considered to preserve feministic views are Sweden and Denmark. Organizational diversity is mainly considered as a type of culture that must be embraced in order to utilize the most of human resource which provide new insights to developing and promoting a consumer product that may be demanded. Embracing diversity is advantageous to organizations by opening new doors to marketing strategies that retain longer relationships with consumers. Having different view on product development allows for flexibility and the sharing of ideas. It also has a tendency to retain talent within the organization; this is true since many individuals view diversity in a workplace as a plus and comfort zone where they can express themselves. Members who feel comfortable in their workplace working alongside others who may have similar thoughts or cultural preferences will most likely stay longer. Absenteeism on site would decrease tremendously and the amount of resignation would also decrease with long-term members due to diversity encouragement. This is cost beneficial since high turnover of employees imposes costs to the organization, and having long term members increase job satisfaction which results in better quality and overall gains. The support of diversity also allows for members to interact with one another to form innovative methods of working forming cost saving and even better output products. However, with the positive outcomes of embracing diversity there are several negative downsides if not assessed or managed correctly. Having a very diverse culture may pose a chance or competitiveness or unwillingness to work from employees. Some may view the presence of another person from a completely different background as offensive or threat. It is important to acknowledge what members do and how to assess everybody’s differences and values. Communication can sometimes be blocked due to lack of communication skills, and differences of perception. The sender of a message may want to say something, but due to differences in culture, the receiver may decode the entire message incorrectly. It is important for leader to train employees on how to communicate messages and understand the appropriate language and expressions that can be used in the professional organizational environment. While achieving organizational diversity, leaders are constantly challenged with obstacles that make it difficult for them to organize a group of people with different backgrounds. It may not be impossible but may sometimes pose risks of having conflict within the workplace. One of these obstacles are individuals who are prejudice against others; prejudice is the tendency to form an adverse opinion without just cause about people who are different from the mainstream in terms of their gender, race, ethnicity, or any other definable characteristics (2010, p. 398). Examples of prejudice occurrences in an organization can be the standard image or perception that management or production work is strictly a male’s job. Traditionally many women are pushed away from receiving equal rights as men in the workplace, but are now evolving into the new images of corporate management. There has been a drastic change in the amount of women in the workplace due to the external environment cha nging the way society lives. Another example of prejudice is discriminating against another person based on their ethnicity or cultural background. Many organizations are fighting against having levels of privileges and opportunities solely for a single group of people. The development of social-cultural group awareness and support associations from organizations has made available several opportunities for all types of peoples. A great example of an organization striving towards equality is Southwest Airlines personal websites created to promote and support several group of people of different race, sex, religion, and culture. This demonstrates that their corporate image stands behind their mission of providing everyone the same privileges and rights as everyone else. Having an understanding of organizational behavior and cultural makeup will enable managers to become better leaders. By analyzing the several characteristic each person within the organization holds will allow for managers to know how to confront that person’s needs and work with them to increase job satisfaction and performance. References Lussier, R. N., & Achua, C. F. (2010). Leadership Behavior and Motivation. In R. N. Lussier, & C. F. Achua, Leadership (pp. 70-101). Mason: South-Western Cengage Learning. Nadler, L. (1997, August 13). Leadership and Developing Diversity. Retrieved February 13, 2012, from Big Dog & Little Dog ‘s Performance Juxtaposition: http://www.nwlink.com/~donclark/leader/diverse.html

Thomas Hobbes And The Political Philosophy - 986 Words

Thomas Hobbes was, as we know, a 17th century British philosopher. We learn in this module that Hobbes was the creator of the political philosophy known as social contract theory and that he was also an egoist. By the revelation of the latter one could easily infer, before diving deeper, that this philosophical theory is based on the inherent selfishness of man. This assumption would, of course, be correct. Hobbes believed that all of mankind is inherently selfish and that to obtain a peaceful and civilized society we had to give up those base desires in the name of security. The idea being that I give up my right to murder my neighbor so that my neighbor is not allowed to murder me. You give up your right to do things that could possible harm other people so that other people do not harm you doing those same things. Hobbes argued that, without an authority to enforce this social contract, man would revert to a â€Å"State of Nature† in which there would be â€Å"no place for industry, because the fruit thereof is uncertain; and consequently no culture of the earth; no navigation, nor use of the commodities that may be imported by Sea; no commodious Building; no Instruments of moving and removing such things as require much force; no Knowledge of the face of the Earth; no account of Time; no Arts; no Letters; and which is worst of all, continual fear, and danger of violent death; And the life of man, solitary, poor, nasty, brutish, and short†. People will murder, lie, and stealShow MoreRelatedThe Political Philosophies Of Thomas Hobbes913 Words   |  4 PagesAisha Gupta Mr. Ochs World History/Block F 15 December 2014 Philosophers and Philosophies The political philosophies of Thomas Hobbes, John Locke, and Karl Marx all vary in their political philosophies: Thomas Hobbes focused on the power with one, central, absolute monarch, â€Å"upon one man† or â€Å"one assembly of men†; John Locke emphasized that government not rule over the natural rights of every being, and that they are apart from â€Å"any superior power†; and Karl Marx outlined the government leading economicRead MoreThomas Hobbes And The Philosophy Of Political Science1729 Words   |  7 PagesHe started out on the philosophy of political science while on his trips and visits to other countries outside of England to listen to other scientists and learn different forms of government. While studying, Thomas Hobbes wondered about why people were allowing themselves to be ruled and what would a great form of government for England. He reasoned that people were naturally wicked and shouldn’t be trusted to govern themselves because they we re selfish creatures and would do anything to betterRead MoreThomas Hobbes : The Founding Father Of Political Philosophy1149 Words   |  5 PagesEnglish philosopher, Thomas Hobbes, was born on April 5th, 1588 in England and died on December 4th, 1679 in England. He was not born into a wealthy or powerful family, in fact, he was the son of vicar who happened to get into a disagreement with a clergyman outside of their church which resulted in him having to flee home. 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The thinkers of the Enlightenment era, which was the 1700s, were philosophes, and â€Å"they believed that human reason couldRead MoreThomas Hobbes : The Age Of Reason1313 Words   |  6 PagesNolasco Green-Heffern Western Civilization 11/20/14 2 Thomas Hobbes Thomas Hobbes was a political philosopher who lived at the beginning of the Enlightenment period, also known as The Age of Reason. He lived during a time when England was experiencing a lot of political conflict between the king and Parliament. (Green-Heffern) This was also a time when many questions existed about how to rule a country and what made a good government. Thomas Hobbes’ Elements of Law (1640), his analysis of the SocialRead MoreThomas Hobbes s Leviathan 1190 Words   |  5 PagesThe source which will be analysed is the frontispiece of Thomas Hobbes most famous work ‘Leviathan’ and ‘Leviathan’ as a whole. The frontispiece is considered as prominent as the arguments put forth by Thomas Hobbes in the ‘Leviathan’ itself. The frontispiece depicts a crowned figure grasping a crosier and a sword. This figure, or ‘Leviathan’, represents the all-powerful, comprehensive state. When looked at closely, the torso and arms of the figure are made up of hundreds of individual people, whoRead MoreImpact Of Thomas Hobbes During The Age Of Absolutism1009 Words   |  5 PagesThomas Hobbes During the Age of Absolutism The Age of Absolutism was a time during the 16th to 19th centuries where many political, religious and colonial conflicts were rising. Some philosophers began to analyze the ideas of their civilizations in depth toward the end of this time period as it led into the Age of Enlightenment. One of these philosophers was Thomas Hobbes. He had quite a few accomplishments during his lifetime including writing many books and supporting the popular belief thatRead More Thomas Hobbes View on Government Essay567 Words   |  3 PagesThomas Hobbes View on Government      Ã‚  Ã‚  Ã‚  Ã‚   Thomas Hobbes in his controversial work, the Leviathan, declares that such   Ã‚  Ã‚  Ã‚  Ã‚   a government based on the rule of the common people, would result in   Ã‚  Ã‚  Ã‚  Ã‚   anarchy and total pandemonium.      Ã‚  Ã‚  Ã‚  Ã‚   But before one can understand Hobbes view on government, it is important   Ã‚  Ã‚  Ã‚  Ã‚   to understand how Hobbes feels about people. Hobbes has a very   Ã‚  Ã‚  Ã‚  Ã‚   materialistic view on the world because of his belief that the movements