Dakota world Essay Example for Free

Dakota world Essay In terms of survival and civilization, the story is a question why education is equipped for ones survival? Is the culture of Euro- American defines the development of an individual that disassembles their Native American culture as one that is not capable to stand their community? Yes, the new culture may have the positive objective for their group but the approach to them is definitely a question from the author. So, through her stories, just like the little girl going to a school it reflects her Native race upon drilling to the Euro-American customs(Publication). The actual happenings at school is well illustrated by the author. Regarding the persuasion of the Quaker missionaries to let her attend school, she at eight years old together with other Yankton children was lured about the stories of the Red Apple Country†(Stein). Her hesitation was instantly taken out from the promises of missionaries of the apple orchards. Although she was never been swindled, she gained their trust even though a lot of warnings was advised by her mother. The apple orchards attracted her innocent mind and therefore she accepted the offer of education from the missionaries. Her mother had no other choice but to give way to her daughters’ decision. Her discern was that, even if the transition is hard from the innocence to experience for child, she definitely believes that the education would be fully needed and of great use when more Euro-Americans will settle. Gertrude works are fascinating and the vibrant it forms shows the indignations endured by the Native Americans on Christians hands. She is ardently against with the oppression done by the Euro-American culture so she made a character from them describing it as â€Å"pale-faces† as near part of her language(Giese). From the story of â€Å"Adam and Eve†, Gertrude wisely portray the fall of Eve. It is as a form of metaphor showing the seduction using The Big Red Apples† to the Native Americans by the whites(Kroeber). Because of her ambition to be educated, the snake had the opportunity to seduce Eve. Gertrude created a parallelism from the childhood experiences she encountered with the â€Å"pale-faces† upon their quest in to their community for recruiting Indian children for the missionaries’ school. These group of man who settled into their village seductively promised saying to the little girls that, â€Å"the nice red apples are for those who pick them in the East†(Kroeber). Therefore, in contrast to her mother’s longing, the apple from the forbidden tree was eaten by Gertrude so she headed east. The mastery of Gertrude in using languages and her grapple to Western insinuation made her style in writing very effective. Same as other minority writers, to counterfeit the problem with culture oppression, she focused in a different writing strategy to get the attention of the dominant culture so that her voice would be heard, upon her call for understanding their cultural situation. Her essay on â€Å"The Big Red Apples caused the white readers to think and give insights that the traditional Christian had captured the ideologies of the Indians and from this, it suggested the Indian culture where corrupted by Euro-American culture(Minnesota). To sight some problems she encountered in her schooling experiences that made her some sort of stubborn and brute in the eyes of the missionaries was the scene in â€Å"The Cutting of My Long Hair. It is the schools policy to trim the hair of their students, yet for her she knows that it depict a symbol of either shame or mourning. So she can’t submit herself with the policy of the missionaries. She knows that they are strong and that their group can’t bend the rule but she still rebelled and struggled. Zitkala-Sa snuck upstairs and went under the bed to hide her self(Bonnin). When she was found by the teachers, due to her severe resistance she was dragged out from the bed. Although she fought by kicking and wild scratch attack, she was still carried and brought down and controlled her movements by tying her fast in a chair. Another, problem encountered by Gertrude after three years of schooling was when she was allowed to go home to have the chance to be with her family. She suddenly felt that due to her living with the Euro-American and the education with her, she then had the sentiment the she was now become an alien of her own tribal custom. Getting her precise statement about the situation, she said that, â€Å"during this time I seemed to hang in the heart of chaos, beyond the touch or voice of human aid† (Bonnin). Her thoughts made a problematic scheme out of it questioning what to do, since long she have been already alienated from the Euro-American culture because of her race, and know she is being attack by an emotion of culture crisis to her own tribe as a consequence of her adopted education. Comparing her life before, to the midst of the Indian grounds she was just a young girl who was innocent and free. Yanktons kids that are older than her always show respect and love to her(Bonnin). They treated her nicely that even though she commits mistake of using ashes instead of the grounded beans for coffee when a visitor comes while her mother is not yet around, the situation is just being passed by without eve scolding her. When playing with her friends, as far as they want they could run freely making a chase with their shadows and do consecutive hounds under the clouds. She loves listening evening stories from their elders while gazing up in the stars above her. Her life was surrounded by people to whom she surely trusts and that she assures them that there is no reason to mistrust the tribe where she belongs. But as an effect of sudden circumstances, after her ignorance and prioritizing the need for education, the sympathy that she always encounters and received from her Dakota world is abruptly abandoned(Giese).

Dyslexia :: essays research papers

"Dyslexia" DYSLEXIA General information Imagine if my report was written like this: Dyslexia is wehn yuor midn gets wodrs mixde pu. If you were dyslexic, that's how you might read my report. The word dyslexia is derived from the Greek "dys" (meaning poor or inadequate) and "lexis" (word or language). Dyslexia is a learning disability characterized by problems in expressive or receptive, oral or written language. It is characterized by extreme difficulty learning and remembering letters, written or spoken words, and individual letter sounds. Extremely poor spelling and illegible handwriting are common symptoms. Problems may emerge in reading, spelling, writing, speaking, or listening. Dyslexia is not a disease, therefore it doesn't have a cure. Dyslexia describes a different kind of mind, often gifted and productive, that learns differently. During my extensive research of this topic, I have become very interested and sympathetic for people who have it. Dyslexia is not the result of low intelligence. The problem is not behavioral, psychological, motivational, or social. It is not a problem of vision; people with dyslexia do not "see backward." Dyslexia results from the differences in the structure and function of the brain. People with dyslexia are unique; each having individual strengths and weaknesses. Many dyslexics are creative and have unusual talent in areas such as art, athletics, architecture, graphics, electronics, mechanics, drama, music, or engineering. Dyslexics often show special talent in areas that require visual, spatial, and motor skills. Their problems in language processing distinguish them as a group. This means that the dyslexic has problems translating language to thought (as listening or reading) or thought to language (as in writing or speaking). Dyslexics sometimes reverse letters and words (b for d, saw for was). In speech, some dyslexics reverse meanings (hot for cold, front seat for back seat) or word sounds (merove for remove). Here is a test to see if you have any signs of dyslexia. Few dyslexics show all the signs of the disorder. Here are some of the most common signs: * Lack of awareness of sounds in words, sound order, rhymes, or sequence syllables * Difficulty decoding words - single word identification * Difficulty encoding words - spelling * Poor sequencing of numbers, of letters in words, when read or written, e.g.; b-d; sing - sign; left - felt; soiled - solid; 12-21 * Problems with reading comprehension * Difficulty expressing thought in written form * Delayed spoken language * Imprecise or incomplete interpretation of language that is heard * Difficulty in expressing thoughts orally * Confusion about directions in space or time (right and left, up and down,

People Management and Organisation Development

Executive Summary The introduction of changes in a business is usually related to resistance at lower or higher level. Such risk can be reduced if appropriate measures are taken in advance. In this study, reference is made to an organisation’s effort to implement a change plan in order to secure the benefits of Organisational Development. The above effort of the organisation has led to certain benefits. Still, improvements would be made to the plan so that a long term growth is achieved. It should be noted that the business operate in the fast food industry, a sector which is quite competitive. In UK, where the business is based, the strong competition of the industry has been combined with the market pressures. This means that in order to secure their organisational development the businesses of the industry, including the business under review, should focus on all aspects of organisational change. 1.0 Introduction The appearance of failures in the completion of daily organisational tasks usually indicates the need for reviewing the organisational sectors involved. If such initiative is not taken immediately then the deterioration of organisational performance is not avoided. For ensuring that such phenomena are avoided in their environment businesses can act in advance by developing a flexible strategy, i.e. a strategy that allows to managers an early intervention to organisational problems (Pasmore et al., 2013). In this way, chances for severe losses are limited while the exposure of the organisation to further risks is reduced. Organisational development is a framework that helps managers to face problems by implementing appropriate plans of change. In the literature, organisational development has been described as ‘the process of planned change and improvement of organisations through the application of knowledge of the behavioural sciences’ (Griffin and Moorhead, 2009: 504). The practical implications of organisational development are explored in this paper. Reference is made to a business of the UK fast-food industry. The specific business operates in UK for more than 10 years and it is part of a global chain of fast-food restaurants. Due to severe problems in the organisation’s daily operations the implementation of a plan for change was considered as the only solution. The key aim of this effort was to achieve organisational development within the shortest possible period and within an economy budget. Following this practice would allow the business to keep its performance standardized while organisational development would be in progress. The target set was only partially achieved. Losses were minimized but the cost of the strategy was proved much higher than initially estimated. Being an employee of the business during this period I am able to describe the various phases of organisational development, as occurred in the particular business. A series of factors have negatively affected the progress of the strategy. Still, the benefits gained through the implementation of change cannot be ignored. Drawbacks would need a bit longer, than expected, in order to disappear. 2.0 Organisational development in practice – a case study 2.1 Overview of the UK fast food sector The UK fast food sector is a quite powerful one. In fact, the specific sector is characterized by strong competition and the increased control of multinational brands, such as McDonalds and KFC (Ibis World, 2014). Despite the signs of decreased performance in the near past, the particular sector shows signs of long term growth. So far, the businesses of this sector achieve a growth of 2.5% annually (Ibis World 2014, par.2). Local brands seem to have improved their position while new entrants have become common phenomenon. For the future, the perspectives of the sector have been highlighted as significant. Still, concerns have appeared in regard to critical issues that have been related to industry’s products; reference can be made, as an example, to the concerns developed by governmental and non-governmental organisations in UK for the potential threat of the sector’s products for children’s health (Hardwick, 2014). 2.2 Assessment of the strategy implemented In order to evaluate the appropriateness of the strategy of change implemented in the organisation of the case study it is necessary to present primary this strategy’s parts. Then, an assessment can be produced in regard to this strategy taking into consideration the existing literature but also the benefits and drawbacks of the strategy, as appeared almost immediately after the strategy’s implementation.2.2.1 Key elements of the strategyThe strategy implemented in the business under examination had two parts: a) the first part referred to the introduction of changes in the tasks allocated to the staff; changes were introduced in relation to the duties of all employees, including for the restaurant’s supervisor; b) the second part of the strategy included a training program. All employees in the businesses had to participate in a training program of six weeks. The participation in the program was mandatory for employees. In order to avoid resistance the owner of the business has announced that during the program employees would be paid normally, as being in work. In the context of the program each employee had to spend one hour daily in classroom-based lectures. Also, employees were provided with support material, such as notes and lists with resources for further study. Each Friday employees had to pass a test on the week’s material. The results of the test were checked by a HR consultant. Each second Friday, the consultant had a meeting with employees for discussing their progress. At the end of the program employees passed an evaluation test the results of which were announced to the business owner. These results were combined with the employees’ overall performance, as reported daily in the workplace. Emphasis was given to the potential of employees to respond to their new duties and to achieve self-improvement.2.2.2 Critical assessment of the strategy’s appropriatenessAccording to the literature, organisational dev elopment is a complex framework. Indeed, in practice it has been proved that the above framework can refer either to the structural characteristics of a business or to the communication channels used by employees for responding to the needs of their role (Cummings and Worley, 2014). The major advantage of OD it its potential to be related ‘either to organisational structure or to organisational processes’ (Cummings and Worley, 2014: 3). Brandford and Burke (2005) also agree that OD is quite wide incorporating practices of different elements depending on the skills/ experiences of the managers involved or on the resources available for the implantation of the relevant strategy. On other hand, Yaeger and Sorensen (2009) have supported that organisational development cannot be achieved just by introducing change. Rather, it is necessary to review organisational strategy carefully and to proceed to radical improvements (Yaeger and Sorensen, 2009). In other words, OD should be based on short-term benefits but rather on the long term organisational growth. A similar approach is used by Anderson (2013). The above researcher explains that OD is not just a series of changes on existing business activities. It is rather a framework for transforming organisational practices. Such benefit can be secured only if organisational culture is also reviewed and updated (Anderson, 2013). The value of OD for the improvement of organisational performance is also highlighted in the study of Rothwell et al. (2009). In the above study particular reference is made to the leader’s role in the successful implementation of OD plans. This view is justified by referring to the following fact: in case of strong oppositions towards an OD plan the leader is the person that has to assess the crisis appropriately and to take emergent decisions. If the leader fails to respond effectively in any phase of the plan then the chances for the success of the plan are significantly re duced (Rothwell et al., 2009). The potential practices of managers for developing effective strategies are presented in the graph in Figure 1 (Appendices). According to the above, the strategy of change implemented in the business reviewed in this paper cannot be characterized as fully effective. At a first level, the restaurant’s manager has accepted that he had not experience on such plans. Then, when employees started to have concerns on their replacement during their absence for the seminars no clear answer was given to them. No particular program has been developed for arranging the changing of swifts during the training program. Rather, swift arrangements were made daily, in the beginning of the swift and with reference to the other day. In this way, if an employee would not be able to replace a colleague as a result of an unexpected event, then the staff’s left in the restaurant would not be adequate for covering the tasks required. On the other fact, all employ ees have welcomed the re-distribution of tasks and the arrangement of meetings with the HR consultant. Due to these practices the restaurant’s efforts to promote change have faced minimum resistance from employees. 2.3 Evaluation of how the cooperation of stakeholders has been ensured In the change plan implemented in the business under examination the cooperation of stakeholders has been attempted by using two motives: one monetary and the other non-monetary. Indeed, at a primary level efforts have been made so employees do not feel as suffering losses due to their participation in the OD plan of the organisation. In fact, employees are compensated normally without their participation in the training program to reduce their daily income. Moreover, a non-monetary motive has been used by the employer in order to ensure that employees would not feel as threatened by the change efforts: employees have the chance to discuss with the HR consultant in regard to the changes in their duties but also in regard to their needs and weaknesses as of the tasks assigned to them daily. In this way, the change plan becomes for employees a chance for self-development and not a cause for potential losses. The effectiveness of this approach could be decided by referring to the respon ses of employees to the plan of change but also to their views as of the particular organisational initiative. After the end of the training program a survey was conducted within the business. Employees had to state their view on the OD plan so far and to make suggestions for potential improvements of the plan. The findings of the survey seem to be quite satisfactory: about 73% of employees are convinced for the plan’s necessity while 68% of employees agree that the chosen approaches for promoting change have been appropriate. However, there is also a percentage 32% of employees that would prefer to wait for a particular period of time before developing an opinion for the plan’s effectiveness. The literature developed in this field offers the chance to understand the role of stakeholders in the organisational development but also the need to secure their participation in any organisational change plan. For Grieves (2010) stakeholders would be willing to support the OD of a business only in the following case: that they would be given the chance to share their knowledge/ resources with the organisation. For example, customers would be supportive to an organisation’s effort to improve its services by giving to customers the potential for a feedback (Grieves, 2010). The provision of free Internet within a restaurant so that customers can check the daily menu and state their view on their food on real-time would be another scheme for increasing the customers’ interest towards the business involved. From another point of view, Schabracq (2009) explained that the efforts for securing the stakeholders’ support in a plan of change should be based on criteria of hierarchy: emphasis should be given primarily to the members of the organisation as ‘those who are interested mostly for the organisation’s success’ (Schabracq, 2009: 23). However, Roberts notes that when being in front of a plan of change the employees of a business are likely to react primarily with ‘cynicism and skepticism’ (2014: 58). If checked using the literature mentioned above, the approach of the manager to secure the support of stakeholders can be characterized as successful. However, this view would refer only to a particular category of stakeholders: employees. For other categories, including customers and community valid view could be formulated after a period of time, such as 6 months, and after checking the business performance in practice. For example, if 6 months after the number of customers’ complaints would continue to increase then the alteration of the OD plan of the business would be unavoidable. In other words, the business has emphasized just on its close stakeholders, probably believing that in this way direct benefits could be achieved. For the stakeholders of the business that are outside of the internal organisational environment (Figure 2) the relevant measures would take long to show their benefits, a view that can be considered as partially justified. 3.0 Conclusion The implementation of a change plan in the business under review has been considered as the only way to achieve organisational development (OD). However, the change plan introduced has not been carefully designed. The fact that emphasis has been given to employees can be considered as justified since employees are those directly affected by the organisational performance and those that can mostly prevent the success of such plan (Oswick, 2013). However, the failure of the business to address the needs of other stakeholders can be considered as a major issue (Idris et al., 2014). In addition, signs of improvement of the daily performance of business have appeared but this benefit has been achieved employing higher investment than estimated (Barnard and Stoll, 2010). Of course, the efforts of a business to promote change should not be too dynamic. In this case the chance for the negative responses of the stakeholders is high (Hashim, 2014). In regard to this issue it has been noted tha t the opposition of stakeholders to a change plan is likely to become ‘stronger as the time passes’ (Roberts 2014; 58). For eliminating such risk the managers of GM have preferred to follow Lewin’s plan of change (Figure 3), which highlights the value of slow steps in the implementation of change in each organisation. The manager in the business under examination seemed to have preferred a similar approach. Despite this fact, the alteration of the strategy implemented as certain of its parts would result to the increase of the strategy’s effectiveness. 4.0 Recommendations The strategy of change implemented in the business under review should be improved at the following points: a) customers should be given the chance to evaluate the business performance and to make their recommendations in regard to the progress of change, as applied in the business; for example, a customer-feedback leaflet should be available in the restaurant; b) the website of the restaurant should be appropriately customized so that the following option is available to customers: customers should be given the potential to vote online for the restaurant’s menu, making their choices as their preferences. The results would be evaluated by the firm’s manager on a weekly basis so that drawbacks of the menu are addressed. In other words, customers should be given a more active role in the improvement of organisation’s performance. The specific approach however would require the transformation of the business culture which is more aligned with the interests of its cl osest stakeholders, i.e. its members, a practice that it is not always considered as negative (Schabracq, 2009); c) also, a supervision scheme should be developed for ensuring that the phases of the strategy of change are sufficiently monitored as in all of their elements. This measure would be aligned with the suggestions made by Griffith-Cooper and King (2007) in regard to the importance of control in the organisational change (Figure 4). 5.0 Bibliography Anderson, D., 2013. Organisation Development: The Process of Leading Organisational Change. London: SAGE. Asghar, Z., 2011. New Approach to Strategic Planning: the Impact of Leadership and Culture on Plan Implantation via the three Cs: Cooperation, Collaboration and Coordination. ASBBS Annual Conference: Las Vegas, February 2011, pp.1121-1132. Available at . [Accessed 12 November 2014]. Barnard, M. and Stoll, N., 2010. Organisational Change Management: A rapid literature review. Short Policy Report No 10/01. Bristol Institute of Public Affairs, pp.1-11. Available at . [Accessed 12 November 2014]. Boatright, J.2006. What’s Wrong—and What’s Right— with Stakeholder Management. Journal of Private Enterprise, 21(2), pp.106-131. Boonstra, J., 2008. Dynamics of Organisational Change and Learning. Hoboken: John Wiley & Sons. Bradford, D. and Burke, W., 2005. Reinventing Organisation Development: New Approaches to Change in Organisations. Hoboken: John Wiley & Sons. Conrad, C. and Poole, M., 2012. Strategic Organisational Communication: In a Global Economy. Hoboken: John Wiley & Sons. Cummings, T. and Worley, C., 2014. Organisation Development and Change. Belmont: Cengage Learning. Fairholm, M., 2009. Leadership and Organisational Strategy. The Innovation Journal: The Public Sector Innovation Journal, 14(1), pp.1-16. Freedman, A., 2011. Using Action Learning for Organisation Development and Change. OD Practitioner, 43(2), pp.7-13. Griffin, R. and Moorhead, G., 2009. Organisational Behavior: Managing People and Organisations. 9th ed. Belmont: Cengage Learning. Hashim, M., 2014. Organisational change: case study of GM (General Motors). Journal of Business Administration and Management Sciences Research, 3(1), pp.1-5. Hendrickson, S. and Gray, E., 2012. Legitimizing Resistance to Organisational Change: A Social Work Social Justice Perspective. International Journal of Humanities and Social Science, 2(5), pp.50-59. Griffith-Cooper, B. and King, K., 2007. The partnership between project management and organisational change: integrating change management with change leadership. Performance Improvement, 46(1), pp.14-20. Idris, K., Adekalu, S. and Genty, K., 2014. Organisation Development and Strategic Intervention for Enterprise Sustainability: Empirical Evidence from Nigeria. British Journal of Arts and Social Sciences, 16(11), pp.156-171. Kaplan, R. and Norton, D., 2001. Building a Strategy – Focused Organisation. Ivey Business Journal, May/June 2001. Available at [Accessed 12 November 2014]. Kotter, J. and Schlesinger, L., 2008. Choosing Strategies for Change. Harvard Business Review, July/ August 2008, pp.1-10. Lunenburg, F., 2010. Organisational Development: Implementing Planned Change. International Journal of Management, Business and Administration, 13(1), pp.1-9. Oswick, C., 2013. Reflections: OD or Not OD that is the Question! A Constructivist’s Thoughts on the Changing Nature of Change. Journal of Change Management, 13(4), pp.371-381. Maimunah, I., 2009. Corporate Social Responsibility and its role in community development: An international perspective. The Journal of International Social Research, 2(9), pp.200-209. Nordin, E., 2014. Communicating Organisational Change: Strategies for Communicating Change. The Clute Institute. International Academic Conference, San Antonio, Texas, USA, pp.135-145. Available at . [Accessed 12 November 2014]. Pasmore, W., Woodman, R., Noumair, D. and Shani, A., 2013. Research in Organisational Change and Development. Bingley: Emerald Group Publishing. Roberts, G., 2014. Servant Leader Human Resource Management: A Moral and Spiritual Perspective. New York: Palgrave Macmillan. Rothwell, W., Stavros, J., Sullivan, R. and Sullivan, A., 2009. Practicing Organisation Development: A Guide for Leading Change. 3rd ed. Hoboken: John Wiley & Sons. Samson, D. and Bevington, T., 2012. Implementing Strategic Change: Managing Processes and Interfaces to Develop a Highly Productive Organisation. London: Kogan Publishers. Schabracq, M., 2009. Changing Organisational Culture: The Change Agent’s Guidebook. Hoboken: John Wiley and Sons. Wu, M., 2012. Managing Stakeholders: An Integrative Perspective on the Source of Competitive Advantage. Asian Social Science, 8(10), pp.160-172. Yaeger, T. and Sorensen, P., 2009. Strategic Organisation Development: Managing Change for Success. Charlotte: IAP Publishing. Yilmaz, B. and Gunel, O., 2009. The Importance of Strategic Stakeholder Management in Tourism Sector: Research on Probable Applications. TOURISMOS: AN INTERNATIONAL MULTIDISCIPLINARY JOURNAL OF TOURISM, 4(1), pp.97-108.

The Great City Of Detroit - 1303 Words

In the 2013 mayoral election in Detroit, MI, the citizens experienced in a close race {55%-45%} the victorious win of Michael E. Duggan over Benny N. Napoleon, to become the first white mayor to lead the city in four decades. The great city of Detroit has for long experienced much calamity that has permeated throughout every vein in Detroit, leading to the city’s its decrepit semblance. Mayor Michael E. Duggan has brought to the city an energy that has been much needed and deserved to those residents that dream of the return of the motor city they once knew. In the run for the mayor of Detroit, MI in 2013, According to the article â€Å"Detroit Mayor Election 2013 Has 22 Candidates, Though Powers Reduced Under Emergency Manager†(Huffington Post), it began with a surplus of candidates that believed they could raise Detroit from the unwanted conditions of insolvency and neighborhood safety. By end of the primary elections, Michael E. Duggan and Benny N. Napoleon were of the only two remaining candidates. The democrat Michael E. Duggan, prior to his run for Mayor, was notably known for his former positions as a county prosecutor and CEO of Detroit Medical Center. His former position as CEO of the Detroit Medical Center and the backing of corporate interest groups helped surmount him to the role of mayor of Detroit –The people believed that he could translate what he did for his company to the greater Detroit economy, which was revitalize the city economic flow. The notableShow MoreRelatedThe Great City Of Detroit1777 Words à ‚  |  8 PagesEveryone knows Detroit has its fair share of issues. Including abandoned homes, snow removal unsightly lawns and vacant lots, crime, bad roads, old plumbing nonworking street lights and many other problems. It is time to come together Detroit was once a beautiful city and can be once more the architectural dream in the early 19th century. The craftsmanship has declined the hand carved wood trim, stained glass windows and many other antiquates that made Detroit the great motor city and one if theRead MoreCadillac Hotel For Our Project1081 Words   |  5 Pagespeople of Detroit in 2014? I wondered the exact same thing when my group decided to focus on the Book-Cadillac Hotel for our project. When presented with the list of choices for this assignment, we saw a few familiar Detroit landmarks – The Motown Museum, Comerica Park, and Fox Theatre, for example. Our group figured that we should choose a place that we had never even heard of so we could have the oppor tunity to learn some of the history of Detroit, while also learning about the people of Detroit; andRead MoreThe Success Of The City Of Detroit1575 Words   |  7 PagesThe city of Detroit was the city of opportunity, wealth and place where anyone could pursue their American dream. In early 1910’s innovative inventor, Henry Ford brought automobile industry into american soil. First and biggest factories of automobile manufacturing was opened in several places in Detroit. Detroit became third biggest city in the United States with largest population during 1950s. Automobile manufacturing was the base of Detroit’s economy for decades. However, today its not like itRead MoreEssay about The Real Side of Detroit: The Diverse City1663 Words   |  7 PagesDetroit is a very well-known and diverse city. â€Å"Somewhere behind its neglected, graffiti covered skyscrapers are charming reminders of a city that was once among the world’s wealthiest† (Gray). This ci ty has been through a lot. Detroit was first founded by the French in 1701 and then used as a fur trade post. Jumping a little in the future, it has had riots and protest for equal rights among its busy streets. Detroit is also known as the Motor City. â€Å"By the mid-twentieth century one in every sixRead MoreThe Long Before Detroit Became A Powerhouse1588 Words   |  7 Pagesreached an all time high. The city was booming with the help of the Automotive industry. Underneath the excitement and prosperity, greater powers were taking effect, permanently changing this region.These outside influences are what fostered Detroit’s rise to power as well as its great demise. Long before Detroit became a powerhouse, events were taking effect that would have a clear ripple effect in later years. As early as 1916 African-Americans were heading north. The Great Migration was spurred byRead MoreThe Guardian Building Of Downtown Detroit913 Words   |  4 PagesBuilding of downtown Detroit. When deciding to go to a historical site in the city, I was drawn in by the history of the place. I am relatively new to the city and when I heard about this place, I knew that’s where I wanted to go. When our group traveled together to the site, it became apparent why this building is not only important to Detroit, but to all cities. The Guardian Building was not only a great fixture of the past, but it is a leading example of the efforts to bring a city back to greatnessRead MoreDevelopment of the world without religion1640 Words   |  7 Pagesand inexperienced individual. On the contrary, Professionals who plan out many different cities and different agglomera tions throughout various parts of the world are the only ones who can succeed at creating these developments. Some of the categories involved with urban geography include the success and downfalls of cities and metropolises as a whole, suburbanization, and impacts on class. When we see cities collapse and metropolises collapse we are all of the sudden in shock and become a frightenedRead MoreAnalysis Of The Movie Requiem For Detroit 1338 Words   |  6 PagesJulien Temple in his 2010 documentary, Requiem For Detroit?, brought light to the evolution of the motorcar industry in Detroit and how it affected the development process throughout the state. Detroit’s development was dependent on the modernised industrial revolution that brought forth the expansion of suburban life and growing consumerism. This also came to be known as the ‘American dream’. He also foregrounds to his viewers, what a post capitalist society looks like which came as a result ofRead MoreCase Study : Detroit s Death Spiral1479 Words   |  6 PagesCase Study: Detroit’s Death Spiral Introduction On July 18, 2013, Detroit filed Chapter 9 bankruptcy and make it become the largest municipal bankruptcy in United States history. The center of the automobile industry in the United States currently famous with the stereotype as ‘the ghost city’ – the worst city in the state where people don’t want to come with $ 18 billion debt. There are three main factors behind Detroit bankruptcy, they lost their revenue sources, they spend too much, and the governmentRead MoreThe Tragedy Of Detroit, The Motor City1705 Words   |  7 Pages Detroit, the motor city, known by many for cars and to others for being the murder capital of the world. This has caused many people to stop visiting and exclude Detroit from being a place of interest. I have lived here all my life, and yes, it has had its rough times, but lately Detroit has been improving drastically. The causes of the city to improve were to make people already living here feel safer. Moreover, to change our illustration as one of the most dangerous cities. In addition to this