Sentencing of People with Mental Disorders Essay

Sentencing of People with Mental Disorders - Essay Example It can also be defined as the authoritative decree of the punishment of a convicted person (Birmingham, 2002). Under this context, criminals or people who are found guilty of committing some crime have to face the consequences of their actions and the decision making is in the hands of an authoritative power which decides the penalties for the offenders. These decisions are made on the basis of a set of rules which are operating in the area where the crime has been committed. The rules and punishments are same for everyone irrespective of their color, caste or creed, but there are some special circumstances where these rules have to be tweaked. Same is the case with the people who are not mentally fit; their sentencing differs from criminals of normal medical conditions. Mental Disorders: A disorder can be termed as functional abnormality. Mental disorders comprise of a wide range of derangements in behavioral or psychological functions. These are mainly a combination of abnormal tho ughts, emotions, and relationships with others. This psychological instability and disruption in the equilibrium of motions is often reflected in the behavior of the affected individual. The set of laws and the law enforcement agencies work in different ways all over the world; the decision and punishment of mentally disabled criminals basically depends on the local area where they have been convicted. The Effect of the Selected Sentencing Policy on All Involved Stakeholders: No matter what laws regarding mentally disordered convicts is operational in certain areas, the decisions taken and the results of the sentence always affect the stakeholders one way or the other. Stakeholders: A stakeholder can be an individual or a group of people as well. A stakeholder is a party that is affected by or can affect the actions of the project at hand. In law enforcement, the stakeholders can be: Judiciary Probation and parole services Social service organizations Mental hospitals and treatment facilities Community etc. Even though according to The Task Force, created by the American Bar Association a person should not be sentenced to death or executed if at the time of the offense he/she was suffering from a mental disorder or was mentally challenged in a such a serious way that reflects in his/her behavioral and social adaptive skills. Even after these rules have been set, they are not applicable to all circumstances and some counties and their legal systems do not implement upon them. Furthermore the second rule of The Task Force states that offenders should not be executed or sentenced to death of at the time of the offense they had no awareness of the nature of the crime and the consequences associated with it. If they are mentally impaired and cannot exercise rational judgment or do not have any idea about the lawful actions that might be taken as a result of the crime, then in all these cases the guilty person should not be executed or sentenced to death as s/he is mentally challenged (Tabak, 2006). Criminals with mental disorders are released after a small period of incarceration. The period of incarceration depends upon the severity of the mental disorder and the nature of the crime. After that period, such people are often shifted to community centers, mental hospitals, or other treatment facilit

The Main Advantages of Sales Force Automation Essay

The Main Advantages of Sales Force Automation - Essay Example Salesforce automation is a component of CRM that is implemented to execute, drive, and track sales initiatives. SFA systems organize sales teams by providing the tools to properly manage leads, accounts, opportunities, and marketing campaigns. (Sales Team Automation) Â  The contemporary age is the era of industrialization and technological advancement. The quick and accurate flow of information regulates the corporate companies within the business environment. All the great organizations are applying latest methods of communication and marketing while making and developing their strategies. Bill Gates, the Chairman of Microsoft Corporation, declares fast flow of information and application of technology to be in leading position. The most meaningful way to differentiate your company from your competitor, the best way to put distance between you and the crowd, is to do an outstanding job with information. How you gather, manage, and use information will determine whether you win or lose. (Gates: 1999 p 1). The managers of sales force apply sales marketing systems, i.e. the information management systems highly supportive in the mechanization of sales force administration; sales force automation is a part of it. Simply put the term refers to the s ystem that could maintain and keep the record of the complete sales process automatically. SFA includes a contact management system which tracks all contact that has been made with a given customer, the purpose of the contact, and any follow up that might be required.

The goals needed in planned change

The goals needed in planned change There are many goals of a planned change. Basically the goals are aimed to improve the ability of the organisation to adjust to changes happening in the environment. Change in employees behavior is expected and these changes to lead to improvement in organizational effectiveness and efficiency. In this assignment we will discuss a case study on the strategic change management in the AEGON Company. As we have discussed in the training presentation the different aspects and reasons of strategic change management and the process of strategic change management involves developing an innovative vision for where the company needs to be, and then developing an equally innovative path for achieving the goal. This can only be done through the combined effort of all the company, its employees and the stakeholders. The discussion of this case reflects the following points: Develop systems to involve stakeholders in the planning of change and develop a change management strategy with stakeholders. Evaluation of the systems used to involve stakeholders in the planning of change. Explanation of what systems and processes would need to be/have been developed to ensure involvement of the stakeholders in the change. Strategy creation for managing resistance to change Review of the effectiveness of management actions to overcome any identified instances of resistance Discussion of the most important features in the successful implementation of organizational change, drawing upon at least two organizational models Plan to implement a model for change and develop appropriate measures to monitor progress. With the changing prospects of customers, organizations persistently require to adapt to stay competitive. Managers might look for situations which are common to them when experience pressures for change. It involves civilizing the traditions in which they function, gradually. This is incremental change. But improving gradually may not be adequate. The need is to adjust to all of the main changes in the surroundings. Lack of it results in strategic drift. When a company undergoes strategic drift, it does not make tough and major decisions to deal effectively with all of the changes in its business environment. Managers within the organization have to accept the change completely to let alone strategic drift. It results in a responsive organisation. (AEGON-Embracing and pursuing change, n.d.) AEGON Group is one of the worlds largest life insurance and pensions companies. AEGON owns pensions, life insurance, asset management and adviser businesses in the UK. The AEGON Group has 27,000 employees and over 25 million customers worldwide. Its major markets are in the USA and Netherlands. Since 1994, the UK has become another major and increasingly important market. In 1994 AEGON bought a large stake in Scottish Equitable. Scottish Equitable was a strong brand with a heritage that went back to the 1830s. Since then AEGONs UK business has grown both organically and by acquiring other businesses. As most of the acquired companies kept their existing identities, awareness of AEGON in the UK remained relatively low. AEGON realized that such low levels of awareness could impact on its ability to achieve its ambitions. Therefore, it needed to combine the global strength of its parent with the experience and reputation of the domestic company brands, like Scottish Equitable, that made up AEGON in the UK. (AEGON-Embracing and pursuing change, n.d.) In this assignment well discuss the success that accepting and practicing change has brought to AEGON in the UK. This change is helping AEGON move towards its goal of becoming the best long-term savings and protection business within the UK. Kurt Lewins change model In early 1950s Kurt Lewin a psychologist developed a model of change management. He described the freeze model of change which suggests that change involves a shift from one still condition by means of a state of activity to a different still condition. This involves a three-stage process of managing change: unfreezing, changing and re-freezing. Source: http://www.strategies-for-managing-change.com/kurt-lewin.html Stage 1: Unfreezing This stage implies getting prepared to change. It involves getting to a point of consideration that change is compulsory and getting ready to alter from our current comfort zone. (Kurt Lewin change management model, n.d.). Stage 2: Change or Transition The second stage of transition is known as change. Transition is the internal faction or voyage we make in response to a change. This occurs as we accept and make the changes that are required. (Kurt Lewin change management model, n.d.). Stage 3: Freezing (or Refreezing) The third stage is freezing, while many people refer to it as refreezing. As the name suggests this stage is about instituting stability when the changes have been made. The changes are acknowledged and turn into norms. People form new contacts and become contented with their routines. This will surely take some time. (Kurt Lewin change management model, n.d.). The 8 steps of John Kotters change model Each stage of Kotters change model acknowledges a key principle identified by him linking to peoples response and approach to change, and in which people see, feel and then change. For change to occur, it helps if an adequate number of people within an organisation want it. By developing a sense of urgency around the need for change it helps management to start the initial inspiration to get things moving. (John Kotters guiding principles for leading change, n.d.). Source: http://www.strategies-for-managing-change.com/john-kotter.html According to John Kotter the major challenge in front of leadership in a change process is just getting people to change their behavior. People modify their behavior when they are motivated to do so, and that can be done when you speak to their feelings. (John Kotters guiding principles for leading change, n.d.). AEGON UK had the following driving forces for organizational change. Financial restructuring in the United Kingdom. Growth in population and changes in demographic attributes. Cultural diversification in the UK. Changes in social dimensions of the United Kingdom. Evolution of political orientation and policies. Increase in the domestic purchasing power. Institutional and policies neglect regarding the financial products. High competitiveness and consequent challenges. Deficient Management practices. Inefficiency in processes The most suitable change model fitting to AEGON UK will probably be Kotters Eight Step Change Model. As it fully prepares the employees of the company before even the vision is created that will eventually helps in the change in the long run. There are some disadvantages as well to this model. This model is mostly suitable for the companies because of its simplicity and applicablity as considerable change is required for the divisions. This will also facilitate in the transition because the division has a long history comparable to rest of the company and people are not as set in the ways, as they would be if the division had been around longer. (Strategic change management, n.d.). AEGON UK strategic planning implies planning for the long-term. The time frame associated with this type of planning is from three to five years into the future. Due to this timeframe, there are several challenges associated with long-range planning. These include: creating a plan that is breakthrough in its orientation rather  than more of the same, getting all stakeholders to commit to the organizations strategies   and   to   follow   through   on   implementation   of   critical   activities,   and decreasing cycle time in the planning process. This sort of orientation necessitates approaches to strategic planning that involve all employees and stakeholders in the planning process and a planning process that can occur within a shortened time frame. The researcher will prefer to adopt Large Group Interventions Technique to address the proposed change in the chosen organization AEGON. (Strategic change management, n.d.). In   case   of   the   AEGON   UK   there   were   many   deriving   forces   that caused   the background   of change   in AEGON   UK. AEGON   UK   was although was bearing international repute but still it didnt had band awareness   by   the   name   of   AEGON   in   the   United   Kingdom.   The philosophy of the financial services products that were being sold by AEGON UK or its competitors were quite difficult to understand by the potential customers. Life expectancy in the United Kingdom has increased in the recent years so people can expect to be retired for  longer age and similarly many individual never think it worthy to plan about their retirement properly, on the other hand there was a derive from the government to reduce dependency on the state in old age so there was a need to make a social awareness among the people for the benefits of having the financial products sold by the AEGON UK to secure   their   fut ure   because   benefit   of   these   investments   usually realized in later years. AEGON was not well recognized in the areas other than pensions. Above stated reasons are the few of those that lead management to introduce change in the corporate structure and strategy of the AEGON UK Limited. (Strategic change management, n.d.). People who are directly affected by the decisions of an organization are the stake holders.   Stake holder may be internal (management, employees etc.) and they may be external (government, suppliers, banks, media, shareholders etc). Every stake holder has different expectations from the organization.   In the process of change, stakeholders can be involved in a number of ways like: Involve them in problem solving. Keep them up to date of standing towards corporate objectives Take actions on feedback received by them Mobilize the correct resources at the right moment to recognize the implementation plan (Strategic change management, n.d.). Involvement of stake holders to the process of change was done by the new chief executive officer of AEGON who carried out the following actions; Simplification of Financial Services The Chief Executive Officer of  AEGON adopted a customer focused approach. The CEO simplified the complex financial services in terms of their understanding and it was now made very simple to understand. The clients which know   that   what   they   are   investing   into   and   what   investment they get back   at   the   end   of   the   contract.   To date back customers have always been disturbed doing complex calculations. Now the customers are happy because they dont need any financial interpreter to understand the ins and outs of the products offered by the AEGON. (Strategic change management, n.d.). Workforce Development The most important stake holder of the organization is the employees. These are the people who are practically liable make the change process successful. New CEO took  the employees in confidence and told them about the fact that what AEGON stands today and what AEGON wants to stand in the future. He explained the factors behind this change. The CEO introduced job rotation which involves prospects from one job to the other job.   Hence it provided individual employees with a career path. CEO also arranged a Management Development Program in collaboration with a leading management college for  the training of the workforce. (Strategic change management, n.d.). Creating Distinct Market Place     To let revisit the brand identity of  AEGON into the minds of the people, the CEO carried out an external promotional campaign to highlight the relationship between the locally famous Scottish Equitable and AEGON. The CEO spoke to the media stating the reasons for the change and how the change will be beneficial for the stakeholders. (Strategic change management, n.d.). As we know that the stakeholders are critical to the success of initiating change in the organization. Stakeholder Management Strategy is an important discipline that successful people use to win support from others. Stakeholder Analysis is the technique used to identify the key people who have to be won over. Stakeholder Planning is done to build the support that helps organization to succeed. (Strategic change management, n.d.). The benefits of using a stakeholder-based approach The   opinions   of   the   most   strong   stakeholders   to   shape   change implementation at an early stage. They will support the company as well as their input can also improve the quality of the project Getting support from strong stakeholders can help you to win more resources There are more chance to achieve strategic goals successfully. By communicating with stakeholders early, you can ensure that they fully understand what you are doing and understand the benefits of your  aim. By this they will throughout support you actively. By anticipating what peoples reaction to your project may be, and build into your plan the actions that will win peoples support. (Strategic change management, n.d.). Strategy for managing  resistance to change in the organization Following strategies can be implemented for managing resistance to change in the AEGON. à ¢Ã¢â€š ¬Ã‚ ¢There will be a workflow process in order to achieve results for mutual benefits for employees and organization. à ¢Ã¢â€š ¬Ã‚ ¢There will be an Authority Process in order to direct behavior in the interests of the organization and its participants. à ¢Ã¢â€š ¬Ã‚ ¢There would be a Reward and Penalty Process to induce people to behave in away required by the interests of the organization and its participants and / or to behave in a way making associated activity possible. à ¢Ã¢â€š ¬Ã‚ ¢There will be a Perpetuation Process to maintain, replenish, and make adequate the quantity and quality of social and natural resources utilized by the organization and its participants. à ¢Ã¢â€š ¬Ã‚ ¢There must be an Identification Process to develop a concept of the wholeness, uniqueness and significance of the organization. à ¢Ã¢â€š ¬Ã‚ ¢ There will be a communication process to provide for the exchange of  information, ideas, feelings and values etc utilized in all activities to the stakeholders. à ¢Ã¢â€š ¬Ã‚ ¢ There must be an evaluation process which establishes criteria for and defines levels of utility and value for people, materials, ideas, and activities and which rates them and allocates them to these levels. (Strategic change management, n.d.). Model for implementing  change in the organization Model for change implies towards the overall strategy to incorporate change into the organizational culture. Model of  change is usually implemented into the following steps; Access the necessity of change Forming a powerful alliance Creating an idea for change Communicate the vision Remove barriers Incorporate the change into organization. (Strategic change management, n.d.). The CEO of AEGON implemented  the same model  to inculcate change into the organization. The CEO realized the need for change and he came to the conclusion that the company is not doing well comparable to its competitors. The legislative restriction of price decreased the profitability Lack of brand awareness getting worst And difficulty of the  customers  understanding  the   aim  of  the  services offered by AEGON The above mentioned were the factors that required an immediate change into the organization at a large scale. The CEO conducted a SWOT analysis of the company and decided to develop a new behavioral framework for the staff which was known as 8 behaviors framework and also arranged managerial training for the workforce. He further addressed the stakeholders of the organization to communicate his vision to them by simplifying the financial services, developing a workforce and arranging a brand awareness campaign. (Strategic change management, n.d.). The CEO also communicated to the media about this change process and the reasons for change.   Hence   model   implemented   by   the   CEO   of  AEGON   UK   brought   about evident positive   change   to   the organization and gave it a new line of direction towards the desired goals and objectives. (Strategic change management, n.d.). Implementation of the model in  the organization, expected improvements and appropriate measures to monitor progress The plan for the change was implemented into the different stages like discovery phase to analyze where the AEGON is right now, where it wants to be and what actions are required to meet the objectives set by the head to become the best long term saving and   protection   business   into   the   UK. First phase revealed the reasons for changes and weaknesses and strengths of the organization. After the discovery phase the next step was to involve the appropriate stake holders into the process of change. The head of the AEGON involved various stakeholders in different effective manner as mentioned earlier.   The CEO further redeveloped the organizational behavioral framework and arranged the training of the staff members. (Strategic change management, n.d.). The   outcomes   of   the   efforts   made   by   the   CEO   were   extremely cheering and rewarding for the company. Before the change there was confusion among the people about the recognition of AEGON but after   the   strong   promotion   of   the   brand   AEGON   with   Scottish-Equitable created a more reliable image of the AEGON into the minds of the people. Moreover the brand carried a new more powerful and prestigious look as AEGON Scottish-Equitable. (Strategic change management, n.d.). The behavior of  the employees altered altogether. They behave with more customer oriented  approach.   Now   the   employees   are   concerned   to   provide   beneficial   services   to existing   and   prospective customers and the organization is always doing its level best to do what is really important to their customers.  (Strategic change management, n.d.). AEGON providing the levels of return guaranteed and being liable for any risks associated with doing so it reflects more probability about levels of income for the clients. As a result of the change applied by the CEO of AEGON, the company reconstructed its brand reputation, became more customer  oriented, started to provide more innovative services and became more popular amongst the consumers and finally the business has grown to a huge extent. The CEO planned to develop a new organizational behavior framework  to align the brand values of AEGON. (Strategic change management, n.d.). To entrench this culture, AEGON developed a behavior structure to maintain its brand values. It was intended to persuade how people at all ranks within the organisation might work and make decisions. These behaviors highlight the values of the organisation. They have assisted to build AEGONs culture and have also impacted its performance. AEGON also introduced a Management Development Program, supported by a top Management College. The eight behaviors are: à ¢Ã¢â€š ¬Ã‚ ¢ Think customer à ¢Ã¢â€š ¬Ã‚ ¢ Embrace change à ¢Ã¢â€š ¬Ã‚ ¢ Encourage excellence à ¢Ã¢â€š ¬Ã‚ ¢ Act with integrity à ¢Ã¢â€š ¬Ã‚ ¢ Decisive action à ¢Ã¢â€š ¬Ã‚ ¢ Work together à ¢Ã¢â€š ¬Ã‚ ¢ Learn and grow à ¢Ã¢â€š ¬Ã‚ ¢ Relate and communicate. (AEGON-Embracing and pursuing change, n.d.) Conclusion There is nothing permanent except change. It is continuous. The process of change is an expedition. Business organizations will always be influenced by external factors. AEGON responded to these factors by simplifying, clarifying and strengthening its brand in the UK. As organizations change, their patterns of behavior and business culture flourish. For AEGON, this is a cycle in which the business uses its knowledge to learn from its experiences. This has assisted AEGON as an organisation to move positively towards achieving its full potential and to stay competitive in a progressively difficult market. (AEGON-Embracing and pursuing change, n.d.) AEGON recognized a need to give itself a greater market presence. The change has made the organisation much more customer focused. As a result it is more effective.

Dramatic Devices in A J.B.Priestley’s play, An Inspector Calls :: English Literature

Dramatic Devices in An Inspector Calls Essay This book â€Å"The Inspector calls† is a gripping drama written by J.B Priesly, it deals with the many problems in the world from famine, how minorities were treated and the underclass people. It also shows Priesly’s view on the homeless and the poor. He served in the first world war and believed that the world should of learned from it’s mistakes but as it turns out it did not and that angered him. So after the Second World War he wrote the book â€Å"Inspector calls†. This book uses the device of dramatic irany to portray his characters as not so clever and somewhat fools. It also has a lot of twist’s and turns and cliff hangers. The reason this book is successful good on stage is that Priesly has a good use of mystery and suspense in the book. Priesly uses the convention of a detective genre very well and also uses the whodunit element. All the family members in there own way are responsible for the death of Eva Smith. For example Sheila got her fired from the only good job that she could keep just because the hat looked better on her and she thought that she was laughing at her. There was also Mr Birling who fired her because she was one of the ringleaders that started a strike for higher wages. Eric used her for just a good time, as did Gerald. Eric however got her pregnant and offered her money but she refused. When Eva Smith whent to the charity that Mrs Birlin worked at Eva Smith used the name Mrs Birlin which greatly angered the real Mrs Birlin who used her influence to not give money to Eva Smith. The play also uses dramatic irany well. For example when Mrs Birlin said â€Å"The father should be responsible for the baby† or when Mr Birlin says â€Å"The Titanic†¦.. absolutely unsinkable†. Priesly uses dramatic irany to make the readers or the audience laugh and portray the characters as dim witted. Some more of the devices that made the play successful on stage are the cliff hangers at the end of the scenes or the acts are successful and entertaining. Some of the better cliff hangers that seemed good are when at the end of the scene the Inspector is telling everyone that they indeed had some part to play in the death of Eva Smith. The reason it’s so effective is that it’s a clever cliff hanger that seems to keep people hooked on what the family members have to do with the

Trade Secrets: How to Procure a Passport

People often take a great deal for granted while dismissing so much of what goes on around them. This is especially true when what people fail to see involves the plight of illegal immigrants and low-level workers. These unnoticed persons are the very individuals around whom the plot of director Stephen Frears’s Dirty Pretty Secrets revolves. They are the people like lead character Okwe (Chiwetel Ejiofor), who describes himself and his friends as â€Å"The people you do not see [.. . ] the ones who drive your cabs, clean your rooms, and suck your cocks† (Dirty Pretty Secrets). Generally, the transparency of their existence works against their success; occasionally, the anonymity of these unseen people provides the perfect cover for their entrance into mainstream society—provided that they can tolerate what must be done along the way.The storyline of Dirty Pretty Secrets which is set in London, England, revolves primarily around three people: Okwe (Chiwetel Ejiofo r), a cabbie by day and a desk clerk at the Baltic Hotel by night; Senay (Audrey Tautou), a friend of Okwe’s, who is a maid at the Baltic Hotel; and Sneaky (Sergi Là ³pez), the head clerk at the Baltic who uses the motel as a distribution center for anything that will net him money—most notably, human organs.The complex relationships that surround these three characters are further developed by two supporting actors: Sophie Okonedo, who plays Juliette, the Baltic’s resident hooker; and Benedict Wong, who plays Guo Yi, a morgue employee and friend of Okwe’s. As the film progresses, the audience learns that Okwe is an illegal immigrant who was forced to flee his home in Lagos, Nigeria after being falsely accused of his wife’s murder. Okwe was working as a pathologist when a Nigerian Government official was shot, and when Okwe refused to destroy evidence of the crime, his home was firebombed—with his wife inside.The Nigerian police accused Okw e of the crime, so he fled. Senay is an immigrant from Turkey, and while she is not an illegal, she is forced to violate the immigration policies of London to survive. Specifically, she is not allowed to work during the six-month period during which her case is being reviewed; therefore, to survive, she works illegally. Sneaky is living and working in London legally, so he is in a position to take advantage of both Okwe and Senay, and the degree to which he is willing to exploit their secrets leads to the story’s pivotal scene.The most prevalent themes in Dirty Pretty Things are human integrity coupled with how the need to remain secretive can result in personal compromise and leave one open to mistreatment, but the sub-theme is how the people who go unnoticed often band together to survive and support one another against their foes. Okwe is a sympathetic character, and as the plot progresses, the audience begins to see that he must make escalating choices that challenge his sense of right and wrong. Because he is a fugitive from justice, he is eventually coerced by Sneaky to participate in his organ-trading scheme.Senay is also very likable, especially after the audience sees that the secrecy and prudishness she initially displays are due to her immigrant status and her being Muslim. Once the Immigration Enforcement Directors begin to hunt her down, she is forced to seek alternate employment and is immediately made a sex toy by her sweat-shop boss. Senay becomes the final piece in Sneaky’s ploy to force Okwe to become the Baltic’s organ doctor when she, in an act of desperation, agrees to give up a kidney in exchange for a passport: Okwe agrees to perform the surgery to ensure that Senay is not butchered.Like Okwe, Senay is forced to compromise more and more of herself in order to survive. The juxtaposing of Okwe with Guo and Senay with Juliette adds even greater depth to this movie: where most of the people Okwe and Senay associate with take advantage of their situations and exploit them, Guo and Juliette—a morgue worker and a hooker—help the main characters survive and persevere: it is a banding together of those whom society fails to acknowledge. Dirty Pretty Things is an excellent film on a variety of levels and should appeal to a wide-range of viewers.The plot is timely and gritty, the acting is superb, and the turning of the tables at the end of the movie—when Okwe and Senay exploit Sneaky’s greed and end up taking his kidney—make one want to stand up and cheer for the justice that is served and the underdogs who dish it out. Anyone who has felt inferior and has been forced to make choices dictated by that feeling of inferiority will likely enjoy this movie, and certainly, those open to reevaluating their prejudice against illegal immigrants will be forced to think again about their postion.

Jane Elliot’s Experiment

A Divided Class From the moment our country was created, one of the main liberties we asked for was the idea of equality, â€Å"that all men will be created equal. † Although this has been a part of the American ideal since 1776, American’s have not fulfilled this liberty. Individuals do not admit it, but many are still prejudice against minorities, particularly African Americans. In the 1960’s, around the time when Martin Luther King Jr. as fighting for civil rights for people of color, a 3rd grade school teacher, Jane Elliot, from Riceville, Iowa was busy at work in an attempt to recreate the negative emotional and physical effects of racism within her classroom. She created an experiment in which she divided her students into unequal groups as a way of creating artificial stereotypes, prejudices, and discrimination. Jane Elliot eventually expanded her experiments into the adult population. She has done these experiments on corrections workers in prisons, as we ll as college students.Through all these experiments, Jane Elliot has made many conclusions and generalizations that can directly relate back to the real world, and hopefully aid in solving the problem of racism. Jane Elliot’s experimentation with stereotypes first began within the walls of her 3rd grade classroom. Before the experiment began she asked the students for their opinions on minority groups. Many of the students answered with statements regarding black people as being dumb and different than whites. They also discussed how African Americans do not have the same opportunities as white people do because of the color of their skin.Jane Elliot continued by effectively dividing the students into unequal groups based on eye color. From the initial division, Jane Elliot treated the students in the brown eyed group as if they were inferior to those in the blue eyed group. She set a vast amount of boundaries limiting what those in the bottom could do, and in contrast expan ding what those in the top could do. This document had a lot of great points that stood out as I viewed the film. The fact that these third grades actually understood this exercises was one point that just touched my heart.If little babies can understand that racism is not the way to go; then adults should be about to let it go as well and treat everyone equal. Another thing that stood out is when Jane Elliot was doing the study with the adults in her and another white lady were going back in forward with one another. That caught my eye since the white lady felt like she could talk to Jane Elliot any kind of way. In the real world a lot of white people do feel that they are above everyone and can say and do as they please. In that incident just goes to show the truth to that.Three social psychology terms I remember from the film â€Å"A Divided Class† were stereotype, prejudice, and discrimination. These three terms stuck with me because they are basically the base terms when it comes to social psychology. Stereotype is the generalization about a group of people in which certain traits are assigned to virtually all members of the group, regardless of actual variation among the members. This goes hand to hand with the film since the kids were made to believe that everyone with brown eyes was less than the kids with blue eyes.That is stereotyping since they did not try to get to know one another for who they really are but for what they were told about them. Prejudice is a hostile or negative attitude toward a distinguishable group of people, based solely on their membership of that group. For example, Jane Elliot told the blue eye kids to be mean and not listen to the brown eye kids. This was done to show the meaning of prejudice. Since the kids gave the brown eye kids a very negative attitude just because they had brown eyes. Discrimination is unjustified negative or harmful action toward a member of a group simply because his or her membership in that group.The kids in class did not allow the brown eye kids to play on the big toy that was an act of discrimination. They were being negative since the kids had brown eyes and not blue. In closing, when I meet people who seem racist or come from families where parents have told them that black does more bad stuff then us white folks, I always ask â€Å"what if we all had the same skin color? Who would be the bad guy? I believe it is the fear, it is always easier to point fingers telling, hey it’s because he is black, hey it’s because he got a mental illness, however people would be in shock soon as someone say he is a normally family guy† then you can’t point fingers. I some time feel victimize, and it’s hard to accept and realized how evil some people can be and how judgmental they are as well. On the other hand, this film has really help open my eyes to the real world. In you should never judge a book by its cover because you don’t know wher e and what it has been through. This experiment should be express through all school, starting at a young age because that will be the back bone on rather or not the student will grow up being prejudice towards others. show more