Sixth Sense Essay Example for Free

Mobile Phones Essay Example for Free

Cell Phones Essay Cell phones have had such an enormous effect in our advanced twenty-first century social orders, that they have become a vital part of our day by day lives. These days, it has become the standard in our towns and towns to see individuals who are occupied with tapping on their PDAs. Cell phones have changed the manner in which individuals impart. These gadgets are conveyed anyplace individuals go on the grounds that they are light and simple to heft around, to such an extent that everybody is continually in contact with others. This is altogether different from when home and work phones were the main methods for correspondence. These days, individuals can consider each other utilizing their cell phones any place they are as long as there is gathering, paying little mind to the nation they are in. This can be life-sparing when crisis calls are required, while likewise exceptionally valuable to speak with work associates, loved ones. Besides, cell phones have additionally brought forth instant messages, which are seen as more helpful than calls, since they can be replied at the receiver’s accommodation without being upset. Peruse more: Essay on Use of Mobile Phones by Students Advanced mobile phones are the most recent sort of cell phones, which have been accessible for just several years. These telephones keep on upgrading our correspondence, mostly by utilizing the web for outsider administrations, for example, talking and long range informal communication locales. In addition, these telephones can be utilized for a huge number of different things, with the end goal that they can have the capacity of a PC, a music player, a camera, a camcorder, a gaming console and a journal, among different employments. Cell phones have additionally been of a drawback to their clients. Individuals in present day social orders are frequently seen as dependent on their phones. They check on the off chance that they have any new message again and again, in any event, when they are out with their companions or when they are out on the town. Right off the bat, this fixation shows absence of habits since cell phones are given more significance than the individual before them. Besides, this absence of needs can regularly be risky, for instance while driving. The most recent PDAs could be pricey. Despite the fact that there are an assortment of moderate PDAs and advanced cells, a few people, regularly adolescents, burn through many Euros consistently to purchase the most recent PDA, in spite of the fact that having just a little improvement over the past one. For the most part, this is an aftereffect of convincing and exorbitant publicizing made by mammoth makers. Besides, this has likewise been a typical subject for tormenting in schools. Cell phones have clearly made people’s work and individual life a lot simpler. For whatever length of time that these are utilized with alert and balance, mobile phones don't have a specific adverse effect on people’s way of life and wellbeing.

Paternalistic Leadership Guide Definition, Qualities, Pros Cons, Examples

Paternalistic Leadership Guide Definition, Qualities, Pros Cons, Examples UNDERSTANDING THE DIFFERENT CONTEXTS OF PATERNALISTIC LEADERSHIPTo understand the guiding elements of paternalistic leadership, you need to grasp the different contextual forces influencing this leadership style. Paternalistic leadership has been influenced by the historic concept of paternalism, but also more recently the different cultural views of the paternalistic style.The historical backgroundIn order to comprehend the ideas behind paternalistic leadership, it’s crucial to examine the concepts of patriarchy and paternalism. Patriarchy, according to the Oxford Dictionary, refers to“a system of society or government in which the father or eldest male is head of the family and descent is reckoned through the male line”. It has been a popular model for organizing not just societies, but the family structures around the globe. Historically, the world has been a man’s world, with the male making the decisions in public and in private context.Paternalism, while having roots in patriarchy, is not quite the same. Although the word paternalism is derived from the Latin word pater, which means father, the word’s closer root is the adjective patemus that stands for fatherly. In fact, paternalism differs from patriarchy in that it doesn’t focus on the male gender, but rather emphasizes the role of a parent or a guardian.Therefore, the official definition of paternalism explains it as,“the policy or practice on the part of people in authority of restricting the freedom and responsibilities of those subordinate to or otherwise dependent on them in their supposed interest”.So while the power is concentrated in a single person, paternalism and a paternalistic relationship doesn’t mean the power is in the hands of a man, as would be the case in a patriarchy. The key element of the theory is the concept of “the person in charge knows the best”, whether the person is a woman or a man. Nonetheless, due to the patriarchal structure of most societies, pate rnalistic constructions have often displayed elements of patriarchy as well.Historically, the study and the appearance of paternalistic structures tended to centre on economic relations. For instance, the labor relationships of the pre-industrial society reflected paternalistic behaviors, with landowners having concentrated power in terms of controlling the economic gains of labor. But examples of paternalistic leadership have also been present in politics, academics, religious and private spheres.In the early part of the 20th century, Max Weber examined the social construct of power, with his findings published posthumously in a book called Economy and Society. Weber acknowledged paternalism as one of the traditional frameworks of power, as one of the notable management systems in place across society. He described is as the pre-bureaucratic type of domination, writing that the power is“based not on the official’s commitment to an impersonal purpose and not on obedience to abst ract norms, but on a strictly personal loyalty”.Unlike bureaucratic power, paternalism didn’t establish norms and rules out of rationality, but from tradition and irrational belief in the leader’s right to rule. To Weber, paternalistic power can be effective because the framework of this type of leadership relies on “the belief in the inviolability of what has always been”. Paternalistic structures didn’t question the status quo or the legality of power.Nonetheless, Weber argues that paternalistic practices would become obsolete, as the bureaucratic leadership framework would become more common. He saw this framework superior, as it relied on rules and emphasized individual rights more over the “common good”. The Western and non-Western contextAside from understanding the historical context of paternalistic power, it’s essential to look at paternalism in the context of culture. The modern business culture views and values paternalistic leadership in a rather distin ct way, whether in the Western or non-Western setting.In the Western world, paternalistic leadership suffers a bit from the loose connection to patriarchy and the false assumption that it might promote gender inequality. But more importantly, the paternalistic style is linked close to an authoritarian leadership style, which has a bad reputation in the modern, more democratically minded business world. The idea that “the leader knows best” is viewed mostly through a negative lens, even though paternalistic and authoritarian leadership differ in a number of ways.Furthermore, the Western business culture is focused more on the individual rather than the group. According to A. M. InunJariya’s analysis of literature on the study of culture and management style, the Western context promotes individualism. “They rely on their own view to determine what they should do,” Jariya writes. This preference for individual style in the Western culture can be another factor in why paterna listic leadership styles are not in favor. The nature of paternalistic style is that of creating a family style community, where the ‘father’ or the ‘mother’ figure, i.e. the leader, knows what is best for the community.On the other hand, in non-Western cultures, such as the Japanese and Chinese business culture, the paternalistic leadership style has tended to be favored and dominant. According to academics, like Jariya, the connection with philosophies such as Confucianism, which emphasizes family and social harmony, the paternalistic style is considered appropriate and effective. These management cultures tend to favor collectivism and the concentration of power in the hands of those that ‘know the best’.According to academics such as Aycan et al. and Pellegrini and Scandura, paternalistic leadership in countries like China and Pakistan is considered as “a relationship in which subordinates willingly reciprocate the care and protection of paternal authority by showi ng conformity”. The findings were mentioned in a literature review by Ekin K. Pellegrini and Terri A. Scandura. Their 2008 article Paternalistic Leadership: A Review and Agenda for Future Research examined closely the different studies done on the leadership style in separate cultures.According to Jariya’s findings, the non-Western business culture emphasizes the hierarchal structure and group adaptation. It’s not to say authoritative leadership would work better, but the emphasis is on organizing in an obedient manner. Differentiating yourself from a group norm is often considered a shameful act to do. The strong emphasis on security also means employees are more willing to follow a leader that provides this extra security.Due to the above, paternalistic leadership is viewed in a rather different context in the non-Western and Western culture. The styles use, and indeed its benefits to a workplace, in the Western business world have only recently began, with different academi cs looking at the framework’s application in an organization.Furthermore, recent research suggests the culture isn’t necessarily the only important driver within paternalistic framework, but the key is to fit the leadership style with the right type of subordinates. Pellegrini and Scandura wrote in 2008 that “subordinates with certain values, such as a high need for affiliation or high respect for authority, may desire paternalism and be more productive under paternalistic leadership”, even if they are operating in a Western organization.THE CORE ELEMENTS OF PATERNALISTIC LEADERSHIPLet’s now turn our attention to the core elements of paternalistic leadership. In this section, we will explore the core framework of paternalistic leadership style, before analyzing the two core theories of motivation that drive the framework. At the end, we’ll also explore the two separate strains of paternalistic framework: benevolent and exploitative models.The core frameworkWhen it comes to leadership, a few core elements guide the way in which different leadership styles organize and manifest. These are:The decision making power â€" Who has the power to decide?The legitimacy of rule â€" Where does the power come from?Paternalistic leadership  is built around the authoritative idea that the leader is the person with the power to decide and his legitimacy comes from his or her expertise. The leader has the final say in making decisions and consultation is not required, as the leader is expected to make choices that benefit the subordinates.The subordinates are treated as an extended family and in a sense have a more partner-like relationship with the leader than in autocratic model, for example. The leader puts the wellbeing of the subordinates at the centre of decision-making and tries to ensure people are treated fairly. Nonetheless, the power ultimately lies in the hands of the leader.Furthermore, the power to rule comes from the leader’s position and the idea t hat he or she is the most capable of making the decisions. The legitimacy of rule relies on loyalty and trust. There is a natural understanding that the leader is the best equipped to make the decisions and that he or she would make choices based on what’s best for the organization and the subordinates.Since the organization is considered a tight-knit unit, what is best for the organization tends to be equated with what is best for the employees and the leader. There is an understanding within the framework that there aren’t competing motivations at play because ultimately everyone wants the organization to succeed.The framework requires complete trust in the leader on the part of the subordinates. Paternalistic leadership often expects the subordinates to work for the organization for a long time out of loyalty and respect.[slideshare id=2829560doc=5powerpoliticsandleadership-12626682887593-phpapp02w=710h=400]Paternalistic leadership and subordinate motivationTo understand the construct of the paternalistic framework, you must study different motivational theories. The theories, which have influence paternalistic leadership the most and highlight the framework’s viability, include Mayo’s view of motivation and Ouchi’s Theory Z.Mayo’s human relation view of motivationElton Mayo is the founder of the human relation school of thought, which focuses on the idea that managers should pay more attention to the interests of the workers. He examined the relationship between the leader and the subordinates, drawing up his motivational theory during experiments at the Hawthorne factory.The experiments separated workers into groups, with Mayo manipulating the environmental conditions and observing how this influences employee productivity. The changes occurred in things such as working conditions and Mayo expected productivity levels to decline, as conditions became worse. But in fact, the workers’ productivity didn’t change depending on these factors, wh ich led to Mayo drawing up a set of relational conditions, which actually influence motivation.Mayo noticed that workers’ motivation and productivity are improved by:The ability to work in a team. The employees at Hawthorne weren’t used to working in groups, but once they teamed up, the productivity improved.Enhanced communication. The experiment required more consultation and the subordinates at the factory began to provide regular feedback. The improved communication between the leader and the subordinates boosted motivation.Increased leader involvement in personal lives. The more attention the managers at the factory provided in subordinates’ lives, the more productive and happy the employees felt.All the above points tightly fit the framework of paternalistic management. The organization works as a group, the leader has an open and communicative relationship with the subordinates, and the leader is increasingly involved in the lives of the employees. The leader tries to pu t subordinates’ interest at the forefront of decision-making and the creation of a respectful relationship can guarantee employee loyalty.Mayo’s experiments showcased that productivity and motivation don’t require monetary incentives or the best working conditions. Instead, the motivation is driven by a sense of community and caring. If the employee feels valued and looked after, he or she won’t require any other incentive to work. Employee motivation and productivity are influenced by social factors, instead of environmental factors or financial benefits.You can learn  more about Elton Mayo’s Human Relations theory from the below video: Ouchi’s 1981 Theory ZThe other motivation theory closely linked with paternalistic framework is Theory Z. Dr William Ouchi devised the theory during the 1980s by examining the rise of the Asian economies, especially in Japan. The key idea of his theory was that leaders could guarantee employee loyalty by providing them with a stable job and focusing on the wellbeing of the employee, both in terms of professional and private satisfaction.The basis of the theory lies in the dominance of Japanese companies during the 1980s. The organizations tended to have the highest productivity at the time and according to Ouchi, this was down to the focus on partnership and group work. In his book Theory Z: How American Business Can meet the Japanese Challenge, Ouchi, like Mayo, noticed that productivity and motivation are not dependent on factors, such as work conditions or organizations technological capabilities. Rather, the secret was the management style.Ouchi defined the Japanese management style as something, which,“focuses on a strong company philosophy, a distinct corporate culture, long-range staff development, and consensus decision-making”.Furthermore, the theory made similar assumptions about subordinates’ motivation and productivity, as Mayo above. Ouchi’s assumptions are outlined below:Subordinates are inter ested in creating close relationships with leaders and their peers.Subordinates need support from leaders and they want the leader to show interest towards their wellbeing, not just at work, but also in their personal lives.Subordinates can be autonomous, as long as the leader looks out for their wellbeing and supports them.According to Ouchi, paternalistic tendencies aren’t incompatible with a certain level of consensus decision-making. In essence, the theory believes in the idea that because communication in paternalistic leadership is essential and since the leader makes decisions based on what is good for the subordinates, the decisions are driven by consensus, even when the leader ultimately makes the decisions.Ouchi’s Theory Z should also be understood in the context of McGregor’s Theory Y and Theory X. As we will discuss below, paternalistic leadership has certain characteristics of Theory X. The theory, which is generally linked with autocratic leadership, assumes empl oyees don’t like to work and tend to focus on fulfilling self-interests. Due to this behaviour, the leader should yield the ultimate power and provide the employees with the motivation to work, i.e. support and direction.On the other hand, McGregor’s Theory Y, linked with participative management, saw workers more committed and motivated. Therefore, the manager doesn’t need to control or punish employees, as they are motivated through other measures. In essence, theory Z is a combination of these two styles.For more information regarding McGregor’s Theories, check out the below slideshare:[slideshare id=29485506doc=theoryxy-131225045644-phpapp01w=710h=400]Benevolent and exploitative paternalismThe final core element that must be discussed in relation to paternalistic leadership is the idea of the two ends of the spectrum. According to Pellegrini and Scandura, paternalistic leadership and research surrounding it has focused on both benevolent and exploitative forms of the fra mework.Paternalistic leadership in essence is about finding the balance of authoritative and benevolent behavior. While the leader is the one with the power, he or she is also more caring and interested towards the workers, as this can guarantee the subordinates remain loyal. Therefore, the framework can show qualities of more authoritative or exploitative behavior, or on the other hand, be a benevolent force.Pellegrini and Scandura’s studies highlighted that in terms of the spectrum, difference is often evident in a different cultural context. As mentioned in the previous section, Western cultures and scholars view paternalistic leadership through a lens of “noncoercive exploitation”, while the non-Western studies have identified it as benevolent.Overall, it is possible for the leadership to manifest in an exploitative manner or result in a more benevolent system. A leader can start to become blind with power and make decisions, which are not benefitting the subordinates, but rather him or herself. On the other hand, there can be a deep consultative element, as described by Ouchi, which means paternalistic leadership is more of a participative than authoritarian model of leadership. THE QUALITIES OF A PATERNALISTIC LEADER “A leader is one who sees more than others see, who sees farther than others see, and who sees before others see.” â€" Leroy EimesPeople often refer to their work as a second family. The idea of belonging to a group where you are looked after is a natural yearning for human nature. Just like many families can have ‘a head of the family’, organizations can have leaders that take the position of knowing what’s best for the rest of the team. © Shutterstock | blocberryThe approach, where a leader is the most equipped to look after the interests of the organization and its employees, is referred to as paternalistic leadership.In this guide, we’ll explore the concepts around paternalistic leadership and the core elements of this leadership style. We’ll explain what it takes to be a paternalistic leader, before examining the advantages and disadvantages of the style. You’ll also be able to read a few examples of paternalistic leaders to understand the strengths and weaknesses of this style.UNDERSTANDING THE DIFFERENT CONTEXTS OF PATERNALISTIC LEADERSHIPTo understand the guiding elements of paternalistic leadership, you need to grasp the different contextual forces influencing this leadership style. Paternalistic leadership has been influenced by the historic concept of paternalism, but also more recently the different cultural views of the paternalistic style.The historical backgroundIn order to comprehend the ideas b ehind paternalistic leadership, it’s crucial to examine the concepts of patriarchy and paternalism. Patriarchy, according to the Oxford Dictionary, refers to“a system of society or government in which the father or eldest male is head of the family and descent is reckoned through the male line”. It has been a popular model for organizing not just societies, but the family structures around the globe. Historically, the world has been a man’s world, with the male making the decisions in public and in private context.Paternalism, while having roots in patriarchy, is not quite the same. Although the word paternalism is derived from the Latin word pater, which means father, the word’s closer root is the adjective patemus that stands for fatherly. In fact, paternalism differs from patriarchy in that it doesn’t focus on the male gender, but rather emphasizes the role of a parent or a guardian.Therefore, the official definition of paternalism explains it as,“the policy or prac tice on the part of people in authority of restricting the freedom and responsibilities of those subordinate to or otherwise dependent on them in their supposed interest”.So while the power is concentrated in a single person, paternalism and a paternalistic relationship doesn’t mean the power is in the hands of a man, as would be the case in a patriarchy. The key element of the theory is the concept of “the person in charge knows the best”, whether the person is a woman or a man. Nonetheless, due to the patriarchal structure of most societies, paternalistic constructions have often displayed elements of patriarchy as well.Historically, the study and the appearance of paternalistic structures tended to centre on economic relations. For instance, the labor relationships of the pre-industrial society reflected paternalistic behaviors, with landowners having concentrated power in terms of controlling the economic gains of labor. But examples of paternalistic leadership have also been present in politics, academics, religious and private spheres.In the early part of the 20th century, Max Weber examined the social construct of power, with his findings published posthumously in a book called Economy and Society. Weber acknowledged paternalism as one of the traditional frameworks of power, as one of the notable management systems in place across society. He described is as the pre-bureaucratic type of domination, writing that the power is“based not on the official’s commitment to an impersonal purpose and not on obedience to abstract norms, but on a strictly personal loyalty”.Unlike bureaucratic power, paternalism didn’t establish norms and rules out of rationality, but from tradition and irrational belief in the leader’s right to rule. To Weber, paternalistic power can be effective because the framework of this type of leadership relies on “the belief in the inviolability of what has always been”. Paternalistic structures didn’t question the s tatus quo or the legality of power.Nonetheless, Weber argues that paternalistic practices would become obsolete, as the bureaucratic leadership framework would become more common. He saw this framework superior, as it relied on rules and emphasized individual rights more over the “common good”. The Western and non-Western contextAside from understanding the historical context of paternalistic power, it’s essential to look at paternalism in the context of culture. The modern business culture views and values paternalistic leadership in a rather distinct way, whether in the Western or non-Western setting.In the Western world, paternalistic leadership suffers a bit from the loose connection to patriarchy and the false assumption that it might promote gender inequality. But more importantly, the paternalistic style is linked close to an authoritarian leadership style, which has a bad reputation in the modern, more democratically minded business world. The idea that “the leader k nows best” is viewed mostly through a negative lens, even though paternalistic and authoritarian leadership differ in a number of ways.Furthermore, the Western business culture is focused more on the individual rather than the group. According to A. M. InunJariya’s analysis of literature on the study of culture and management style, the Western context promotes individualism. “They rely on their own view to determine what they should do,” Jariya writes. This preference for individual style in the Western culture can be another factor in why paternalistic leadership styles are not in favor. The nature of paternalistic style is that of creating a family style community, where the ‘father’ or the ‘mother’ figure, i.e. the leader, knows what is best for the community.On the other hand, in non-Western cultures, such as the Japanese and Chinese business culture, the paternalistic leadership style has tended to be favored and dominant. According to academics, like Jariya, t he connection with philosophies such as Confucianism, which emphasizes family and social harmony, the paternalistic style is considered appropriate and effective. These management cultures tend to favor collectivism and the concentration of power in the hands of those that ‘know the best’.According to academics such as Aycan et al. and Pellegrini and Scandura, paternalistic leadership in countries like China and Pakistan is considered as “a relationship in which subordinates willingly reciprocate the care and protection of paternal authority by showing conformity”. The findings were mentioned in a literature review by Ekin K. Pellegrini and Terri A. Scandura. Their 2008 article Paternalistic Leadership: A Review and Agenda for Future Research examined closely the different studies done on the leadership style in separate cultures.According to Jariya’s findings, the non-Western business culture emphasizes the hierarchal structure and group adaptation. It’s not to say auth oritative leadership would work better, but the emphasis is on organizing in an obedient manner. Differentiating yourself from a group norm is often considered a shameful act to do. The strong emphasis on security also means employees are more willing to follow a leader that provides this extra security.Due to the above, paternalistic leadership is viewed in a rather different context in the non-Western and Western culture. The styles use, and indeed its benefits to a workplace, in the Western business world have only recently began, with different academics looking at the framework’s application in an organization.Furthermore, recent research suggests the culture isn’t necessarily the only important driver within paternalistic framework, but the key is to fit the leadership style with the right type of subordinates. Pellegrini and Scandura wrote in 2008 that “subordinates with certain values, such as a high need for affiliation or high respect for authority, may desire patern alism and be more productive under paternalistic leadership”, even if they are operating in a Western organization.THE CORE ELEMENTS OF PATERNALISTIC LEADERSHIPLet’s now turn our attention to the core elements of paternalistic leadership. In this section, we will explore the core framework of paternalistic leadership style, before analyzing the two core theories of motivation that drive the framework. At the end, we’ll also explore the two separate strains of paternalistic framework: benevolent and exploitative models.The core frameworkWhen it comes to leadership, a few core elements guide the way in which different leadership styles organize and manifest. These are:The decision making power â€" Who has the power to decide?The legitimacy of rule â€" Where does the power come from?Paternalistic leadership  is built around the authoritative idea that the leader is the person with the power to decide and his legitimacy comes from his or her expertise. The leader has the final say in making decisions and consultation is not required, as the leader is expected to make choices that benefit the subordinates.The subordinates are treated as an extended family and in a sense have a more partner-like relationship with the leader than in autocratic model, for example. The leader puts the wellbeing of the subordinates at the centre of decision-making and tries to ensure people are treated fairly. Nonetheless, the power ultimately lies in the hands of the leader.Furthermore, the power to rule comes from the leader’s position and the idea that he or she is the most capable of making the decisions. The legitimacy of rule relies on loyalty and trust. There is a natural understanding that the leader is the best equipped to make the decisions and that he or she would make choices based on what’s best for the organization and the subordinates.Since the organization is considered a tight-knit unit, what is best for the organization tends to be equated with what is best f or the employees and the leader. There is an understanding within the framework that there aren’t competing motivations at play because ultimately everyone wants the organization to succeed.The framework requires complete trust in the leader on the part of the subordinates. Paternalistic leadership often expects the subordinates to work for the organization for a long time out of loyalty and respect.[slideshare id=2829560doc=5powerpoliticsandleadership-12626682887593-phpapp02w=710h=400]Paternalistic leadership and subordinate motivationTo understand the construct of the paternalistic framework, you must study different motivational theories. The theories, which have influence paternalistic leadership the most and highlight the framework’s viability, include Mayo’s view of motivation and Ouchi’s Theory Z.Mayo’s human relation view of motivationElton Mayo is the founder of the human relation school of thought, which focuses on the idea that managers should pay more attention to the interests of the workers. He examined the relationship between the leader and the subordinates, drawing up his motivational theory during experiments at the Hawthorne factory.The experiments separated workers into groups, with Mayo manipulating the environmental conditions and observing how this influences employee productivity. The changes occurred in things such as working conditions and Mayo expected productivity levels to decline, as conditions became worse. But in fact, the workers’ productivity didn’t change depending on these factors, which led to Mayo drawing up a set of relational conditions, which actually influence motivation.Mayo noticed that workers’ motivation and productivity are improved by:The ability to work in a team. The employees at Hawthorne weren’t used to working in groups, but once they teamed up, the productivity improved.Enhanced communication. The experiment required more consultation and the subordinates at the factory began to provide re gular feedback. The improved communication between the leader and the subordinates boosted motivation.Increased leader involvement in personal lives. The more attention the managers at the factory provided in subordinates’ lives, the more productive and happy the employees felt.All the above points tightly fit the framework of paternalistic management. The organization works as a group, the leader has an open and communicative relationship with the subordinates, and the leader is increasingly involved in the lives of the employees. The leader tries to put subordinates’ interest at the forefront of decision-making and the creation of a respectful relationship can guarantee employee loyalty.Mayo’s experiments showcased that productivity and motivation don’t require monetary incentives or the best working conditions. Instead, the motivation is driven by a sense of community and caring. If the employee feels valued and looked after, he or she won’t require any other incentive to work. Employee motivation and productivity are influenced by social factors, instead of environmental factors or financial benefits.You can learn  more about Elton Mayo’s Human Relations theory from the below video: Ouchi’s 1981 Theory ZThe other motivation theory closely linked with paternalistic framework is Theory Z. Dr William Ouchi devised the theory during the 1980s by examining the rise of the Asian economies, especially in Japan. The key idea of his theory was that leaders could guarantee employee loyalty by providing them with a stable job and focusing on the wellbeing of the employee, both in terms of professional and private satisfaction.The basis of the theory lies in the dominance of Japanese companies during the 1980s. The organizations tended to have the highest productivity at the time and according to Ouchi, this was down to the focus on partnership and group work. In his book Theory Z: How American Business Can meet the Japanese Challenge, Ouchi, like Mayo, noticed that productivity and motivation are not dependent on factors, such as work conditions or organizations technological capabilities. Rather, the secret was the management style.Ouchi defined the Japanese management style as something, which,“focuses on a strong company philosophy, a distinct corporate culture, long-range staff development, and consensus decision-making”.Furthermore, the theory made similar assumptions about subordinates’ motivation and productivity, as Mayo above. Ouchi’s assumptions are outlined below:Subordinates are interested in creating close relationships with leaders and their peers.Subordinates need support from leaders and they want the leader to show interest towards their wellbeing, not just at work, but also in their personal lives.Subordinates can be autonomous, as long as the leader looks out for their wellbeing and supports them.According to Ouchi, paternalistic tendencies aren’t incompatible with a certain level of consensus decision -making. In essence, the theory believes in the idea that because communication in paternalistic leadership is essential and since the leader makes decisions based on what is good for the subordinates, the decisions are driven by consensus, even when the leader ultimately makes the decisions.Ouchi’s Theory Z should also be understood in the context of McGregor’s Theory Y and Theory X. As we will discuss below, paternalistic leadership has certain characteristics of Theory X. The theory, which is generally linked with autocratic leadership, assumes employees don’t like to work and tend to focus on fulfilling self-interests. Due to this behaviour, the leader should yield the ultimate power and provide the employees with the motivation to work, i.e. support and direction.On the other hand, McGregor’s Theory Y, linked with participative management, saw workers more committed and motivated. Therefore, the manager doesn’t need to control or punish employees, as they are motivate d through other measures. In essence, theory Z is a combination of these two styles.For more information regarding McGregor’s Theories, check out the below slideshare:[slideshare id=29485506doc=theoryxy-131225045644-phpapp01w=710h=400]Benevolent and exploitative paternalismThe final core element that must be discussed in relation to paternalistic leadership is the idea of the two ends of the spectrum. According to Pellegrini and Scandura, paternalistic leadership and research surrounding it has focused on both benevolent and exploitative forms of the framework.Paternalistic leadership in essence is about finding the balance of authoritative and benevolent behavior. While the leader is the one with the power, he or she is also more caring and interested towards the workers, as this can guarantee the subordinates remain loyal. Therefore, the framework can show qualities of more authoritative or exploitative behavior, or on the other hand, be a benevolent force.Pellegrini and Scandur a’s studies highlighted that in terms of the spectrum, difference is often evident in a different cultural context. As mentioned in the previous section, Western cultures and scholars view paternalistic leadership through a lens of “noncoercive exploitation”, while the non-Western studies have identified it as benevolent.Overall, it is possible for the leadership to manifest in an exploitative manner or result in a more benevolent system. A leader can start to become blind with power and make decisions, which are not benefitting the subordinates, but rather him or herself. On the other hand, there can be a deep consultative element, as described by Ouchi, which means paternalistic leadership is more of a participative than authoritarian model of leadership. THE QUALITIES OF A PATERNALISTIC LEADERThe above delved into the elements of the framework and how the leadership style manages to convince subordinates to follow. In addition to understanding the framework, it’s also imp ortant to examine the qualities a paternalistic leader needs to succeed.We’ll first examine the key characteristics a paternalistic leader must possess, before studying the best approach to generating trust and loyalty among subordinates.The core characteristicsPaternalistic leadership is among the leadership styles that require plenty of the leaders. The type of leader that can successfully pull of this management style has to showcase the characteristics of influence, the ability to empower people, compassion, decisiveness and good organizational skills.#1 InfluentialFirst, it’s important you can influence other people. While the style does provide the leader with plenty of power, in terms of decision-making, it isn’t as authoritative as other styles. Instead of simply telling people what to do and ensuring subordinate compliance through coercion and the fear of punishment, a paternalistic leader must ensure subordinates understand he or she is acting on their behalf. Since the leader must guarantee the subordinates trust him or her, the emphasis must be on ensuring they respect him or her.Influence can be manifest in a few different ways. You can be influential through superior communication skills, which captivate subordinates and get them on your side. On the other hand, you can show your influence through your extensive knowledge. By showing your expertise, you create respect among subordinates and they value your opinion, as they can see you know what you are doing.It’s essential to try focus on both of these spheres of influence. Influential communicators don’t simply focus on the words they use, but also the body language. You need to show confidence in your communication and have an energetic approach to things, even when they seem mundane. You need to start using expressive language and become stern in your articulation. An influential leader doesn’t mumble or sound unsure.For example, listen to the advice by Simon Sinek, who explains in the below TEDTalk how leaders inspire: Aside from improving influence through communication, you can boost your ability to impact other people through knowledge. Not only does knowledge provide you confidence in your speech and action, it sows the seeds of trust among subordinates.#2 EmpoweringPaternalistic leadership is about getting the most out of subordinates. As a leader, you want them to succeed and grow, just as a parent would want their children to succeed. In similar fashion to a parent, you must empower the people around you to achieve their goals and grow, both professionally and as a person.But empowering other people is not always an easy task, especially in a business environment. It requires a careful balance of micromanagement and full autonomy. Whilst paternalistic leadership doesn’t provide employees much autonomy in regards of decision-making and setting procedures, the leader’s role also isn’t to undermine or question the actions of the employees.If you wa nt to improve your ability to empower,  focus on eight actions:Create an environment for open and honest communication and feedback.Provide incentives for subordinates to seek self-improvement.Reduce risks and failure by creating better checks and balances, while using possible failures as learning opportunities.Do not keep all the information to yourself, but share information with your subordinates.Make sure roles are clearly defined and subordinates know what is expected of them.Ensure everyone is accountable for his or her actions.Support the subordinates’ efforts to be more autonomous and allow them to take responsibility when they are ready.Thank your subordinates for the effort they put in for accomplishing tasks.#3 CompassionateIn order to create loyalty, you need to show compassion towards your subordinates. Paternalistic leadership is about ensuring employees feel comfortable and valued; if you don’t have empathy and compassion, you can’t relate to what your subordin ates are going through.If you thought that compassion is a trait you either have or don’t have, you’d be wrong. Compassion can actually be taught, according to scientific research. A study, conducted by the University of Wisconsin-Madison’s Center for Investigating Healthy Minds, found active compassion meditation helping people behave in a more altruistic manner.Therefore, you should add compassion meditation to your daily schedule to ensure you are more able to relate to your employees’ feelings and generate a more trustful relationship with them. Compassion meditation is not a difficult thing to do. You can find a 30-minute guided routine by signing up online with the Centre for Healthy Minds.#4 DecisivePaternalistic leadership concentrates the decision-making into the leader’s hands. Not only does it require knowledge and expertise from the leader, but the ability to make sound decisions also asks for decisiveness. As a paternalistic leader, you cannot contemplate on t he decisions forever and you must be able to pick your approach and continue marching forward.The ability to make quick decisions and to live happily with the consequences might seem easy, but ask any leader and they will tell you otherwise. The saying, “With great power comes great responsibility”, perfectly captures the difficulties of being a leader. As much as you think you are prepared for making those difficult calls, when you are presented with two bad or two good options, the indecisiveness can easily creep in. The road to becoming more decisive is not easy and it requires determination, but it’s not complex. You need to:Set clear goals for everything you do. If you know what you actually want to achieve, you can make informed decisions. Remember, a clearly defined goal is not “to increase profits”, but “increasing profit by generating 20% sales next month”.Create timelines for taking action. Having a deadline for the decisions makes you more accountable.Delega te and remove the meaningless decision in your life. Did you know, for instance, that Barack Obama only uses brown or blue suits to avoid having to decide on the color of the suit every morning?Be open to ideas and information. Decisions are generally easier when you are informed and aware of different implications. Therefore, don’t stop learning or being inquisitive.#5 OrganizedFinally, a paternalistic leader needs solid organizational skills. Since the decisions, procedures and goals require the leader’s undivided attention, it’s important he or she is able to keep hold of the different strings. Staying on top of the organizations operations will further help generate trust among the subordinates.How do you strengthen your organizational skills? According to Regina Leeds, a guru in organization and the author of One Year to An Organized Life, recommends always breaking everything down into smaller chunks. “The first thing to realize is that the whole of anything is overwhe lming,” she told Fast Company.Instead of seeing the big picture, which is naturally crucial as well, try to break down your tasks, goals and processes into smaller portions. Prioritize the essential things to work through and worry about the others later. Create routines that make it easier to stop having to worry about certain things. For example, automate emails or other miniscule tasks to ensure you don’t need to spend time on these.How to establish a position as a paternalistic leader?The above lists the key qualities paternalistic leaders showcase. But how do you turn these qualities into trust and loyalty?First, you need to establish clear guidelines regarding the workplace and the specific mission. It is essential the subordinates are aware of what is allowed and what is not.Talk about the objectives with your subordinates to ensure they understand the common goal you are working towards. Provide them with the opportunity to voice any possible concerns and if they need he lp, provide enough support. You want the subordinates to feel appreciated and valued. If you guarantee they are aware of the task’s requirements, the procedures to accomplish the task, and have the tools at their disposal, they will be able to reach the targets while feeling valued. Another important part of creating a paternalistic leadership framework is your commitment to consistency. You need to be able to follow through with your punishments and rewards in a manner that doesn’t start favoring certain people or groups. While employee wellbeing is at the top of your agenda, it doesn’t mean tough love isn’t occasionally required. Expect accountability and show accountability.In fact, for a paternalistic leader to gain trust with subordinates, leading by example becomes important. If you are able to steady the ship, showcase your expertise and keep the team on the right track, subordinates will admire you and trust your abilities. On the other hand, if you are erratic with your decisions, you seem unsure about your decisions and you don’t support your subordinates, their loyalty to you will diminish.Finally, for a proper trust and loyalty to flourish, a paternalistic leader must properly explain his or her decisions. Although you are in charge in terms of making the decisions, you should explain your thinking to subordinates. The benefit of this is to highlight how the decisions could help them and to explain the realities of the situation. Even when the decisions might not be something your subordinates agree, they will at least appreciate the effort you made in letting them know why those decisions were made. Understanding the reasons can make acceptance easier.The below picture summarizes the key points a paternalistic leader should keep in mind: ADVANTAGES AND DISADVANTAGES OF PATERNALISTIC LEADERSHIPNow that we’ve examined the core elements and characteristics of the style, it’s important to study its impact on an organization. The paternalistic style, just like any other leadership model, has strong advantages, but also notable downsides to its application.Advantages of paternalistic leadershipThe major advantage of paternalistic leadership to other authoritarian models is its focus on employee welfare. Although employees might not have the power to impact decisions within the company, a paternalistic leader’s decision making is strongly influenced by the effect different actions will have on the employee. Paternalistic leadership considers the wellbeing of employees to be one of the keys to company success.The leader doesn’t simply make decisions in terms of what is best for the organization, but tends to favor the happiness of employees. For example, if the company needs to find ways to cut costs, a paternalistic leader wouldn’t consider firing employees as the best course of action. Instead, the leader would look for other ways, which would be less damaging to employee welfare.In essence, since the focus is on making decisions that benefit or, at least, don’t harm the subordinates, the paternalistic leadership framework can boost employee motivation and therefore productivity. If the employee feels that the leader and the organization truly cares for him or her, they feel more connected to the organization and therefore are likely to want it to succeed.The paternalistic leadership framework tends to listen to subordinates, even though it might not result in all the chances the subordinates might want to implement. Nonetheless, the framework allows subordinates to voice opinions and participate in the conversation. The ability to say what is on your mind can create a more open environment, where people don’t feel like their concerns are being ignored.Overall, enhanced employee satisfa ction, motivation and productivity are going to benefit an organizations bottom line. If the organization has employees that feel valued and looked after, they are unlikely to look for opportunities elsewhere. Working towards stronger employee loyalty is at the core of a paternalistic leadership style.On the other hand, the style can provide benefits in terms of the development of the employees and the quality of the decision-making process. Paternalistic leadership puts employee education at the centre of its implementation. Since the leader cares about employee wellbeing and performance, he or she wants to support the employee to be a better worker and a better person. Paternalistic leadership isn’t about punishing when mistakes occur, but leading the way to ensure the amount of mistakes is limited. It supports development, both in terms of gaining access to professional training, but also in terms of personal growth. It’s evident that the better trained your employees, the be tter your organization does.[slideshare id=55445092doc=cts9-ways-to-empower-employees-151124034230-lva1-app6892w=710h=400]Paternalistic leadership doesn’t just provide the professional and personal development, but it can help employees make better choices as well. Since decisions are not done without consultation and care for subordinates, the leader has an important job in explaining and teaching subordinates about the decisions. As Mary Marshall, CEO coach and author of Putting Together the Entrepreneurial Puzzle, wrote in her blog post, the leader’s job is “to provide choice, as possible a good default suggestion, and most importantly explain “why”.”Therefore, paternalistic leadership shouldn’t be seen as “do as you are told”, but more of a “this is the best thing for you to do, because…” approach to management. The focus on education can grow better future leaders and employees, as they will be better equipped to understand the benefits of certain action s and behaviors.It should also be noted that paternalistic leadership style does benefit from the speed of decision-making in general. Similar to other hierarchical leadership frameworks, a paternalistic leadership model concentrates decision making into the hands of the leader, which provides speed for the organization. Since there is no formal requirement for consultation with subordinates or the need to conclude together, the leader is able to make decisions quickly. In certain instances, such as a problem with orders, speed is of the essence.Disadvantages of paternalistic leadershipDespite the above advantages, the leadership style hasn’t escaped criticism. The first disadvantage of the framework is highlighted by the different outcomes in effectiveness in terms of cultural context. As mentioned in the first section, the cultural context matters with the leadership style, as paternalism is viewed differently in the Western and in non-Western cultures.Hierarchy, in general, ten ds to be a positive force in terms of management in Chinese or Japanese organizations, for example. The cultural difference is important because it makes gathering empirical data on the effectiveness of paternalistic management style difficult. The leadership style is therefore difficult to view without understanding of the social elements of the organization it is used in.But aside from the theoretical difficulty, it can have a negative impact in organizations operational effectiveness. Paternalistic leadership style can create a dependency on the leader. Since the leader acts as the decision-maker and the person “who knows it best”, the subordinates might feel less inclined to learn or look for solutions. In essence, “if you are treated like a child, you’ll start acting like a child”. Instead of making decisions on their own, subordinates can start running everything by the leader. This cannot just harm the employees’ ability to learn and develop, but also hit producti vity levels.Since subordinates are not part of the decision-making process, the morale can drop if the employees do not see the decisions as beneficial. Although the leader should ideally try to make decisions based on what is best for the employee, this is not always possible and different employees might see a same decision differently. While some employees might be satisfied, others might find the decisions a hindrance or simply ethically wrong. Therefore, just as autocratic leadership can damage employee morale, so can paternalistic leadership.[slideshare id=46264715doc=whitepaper-march-2015-productivity1-150325070152-conversion-gate01type=dw=710h=400]Furthermore, the framework does have a dictatorial feel to it. Whilst subordinate input is not discouraged, the decisions are still in the hands of the leader. Placing power in the hands of a single individual can lead to problems. In paternalistic leadership, the issue is about the idea of the leader being the best person to make the decisions. If the leader doesn’t stay grounded and humble, the idea that he or she is the best person for deciding things can cause arrogance and lead to worse decisions. If there are no checks in place to question the leader’s decisions, then the organization might suffer. In short, paternalistic leadership could lead to complacency.This point about complacency also relates to the sustainability of the framework. The system can be efficient and work well when things are going well â€" employees are happy, they are supported and motivated and the leader is making good decisions to benefit them and the business. But if the business suffers problems or has trouble with managing resources, the problems might arise. Businesses might not always have growing profits and innovation might be required to move the organization forward. But loss of profit might mean hard decisions, such as laying off staff or limiting their benefits, all of which can cause resentment among the workforc e.In addition, innovation has been shown by studies to grow when diverse opinions are allowed and encouraged. If the leader is always right, challenging can be difficult and thus innovation might stall. The problem doesn’t just touch on the leader’s innovative abilities or his or her complacency. Under a paternalistic framework, where employees enjoy benefits and are looked after, the employee might become content. This can reduce their willingness to work hard or look for new solutions, as mentioned above.EXAMPLES OF FAMOUS PATERNALISTIC LEADERSPaternalistic leadership and its unique characters, benefits, and disadvantages can be easier understood through the examples of real leaders. Below is a selection of leaders, who in their respective fields have used the leadership style to get ahead.The examples prove the framework consists of different layers and show how the leadership can lead to great results, but also sometimes cause problems in sustainability.Jack Ma / AlibabaThe concept of paternalistic leadership has been accepted as an effective strategy in non-Western cultures for a number of years. It shouldn’t come as a surprise then to find paternalistic leaders on top of some of the biggest companies from countries like China.Jack Ma, one of the richest men in the world, has used the paternalistic style to create one of the world’s biggest companies, Alibaba. Although Ma has combined his paternalistic style with a touch of charismatic and participative leadership, the idea of him as the ‘father figure’ remains strong within the company. He has surrounded himself with a team that trusts in him and would do quite a bit to please him.Although Ma isn’t excited about micromanagement, as some paternalistic leaders are, he does want to lead by example and ensure his subordinates are having fun while working hard. He acts as the unifying force within the company; creating the vision the organization should work towards.To better understand Ma’s p aternalistic style, watch the below video of him explaining the lessons he’s learnt about leading. Ingvar Kamprad / IKEAThe founder of Sweden’s most popular export is a solid example of a paternalistic leader. Ingvar Kamprad’s leadership can be summed up by the quote: “If there is such a thing as good leadership, it is to give a good example”. Kamprad believes that by setting a good example, the subordinates will trust you more and perform their own work better as well.The foundation of IKEA was purely an effort to create a family business and the core values of the company still emphasize the idea of ‘one big family’. Kamprad set the vision, the goals and operational strategies from the start. He was in control of the decisions, but he tried to make decisions with the ‘family’s’ wellbeing at the core of his thinking.Kamprad wanted workers to have fun, but also to ensure they serve customers to the best of their abilities. He believed in the central theme of pate rnalistic leadership, which claims that by improving employee motivation through caring and support, you also end up driving the bottom line.“If you want to maximise results, it’s not enough to preach. You have to set a good example,” Kamprad once said.Francis Ford CoppolaThe world of film offers quite a few examples of paternalistic leaders, with the famous director Francis Ford Coppola being among them. The movie industry creates the perfect framework for the leadership style, as you work closely together on set, but the tight budget and schedule means someone has to be in charge.In most instances, the chief decision-maker is the director and Ford Coppola is no different in this. Like a paternalistic leader, he aims to create a family-like environment without handing over the reins of power. His actors, cameramen and other members on set refer to him as ‘Papa’ or ‘Godfather’. Coppola once said, “You can make the decision that you feel is best, but listen to everyon e, because cinema is collaboration.” Understanding your subordinates and the ability to make decisions that suit them, require collaboration even though the final word is with the leader.Due to his success as a director, as well as his way of treating cast members, Ford Coppola has created an aura around him. People who start working with him tend to revere him even before. The paternalistic requirement of loyalty and trust has therefore already been achieved.Jose MourinhoFinally, the sporting world has also provided us with paternalistic leaders. Football manager Jose Mourinho has excelled while using a framework, which closely resembles the paternalistic style. The manager, who has reached success with teams like Real Madrid, Chelsea and Inter Milan, has become a revered figure in the football world.Mourinho has shown the paternalistic ability to influence his players to achieve the best success by supporting and defending his players. He has told players they are the best, even when they haven’t performed well. He keeps the pressure off the players and instead takes the hit himself in the pressrooms to allow players to focus on performance.“I always say that as the coach and leader you must be the master motivator of your team. When performance levels drop, your energy, motivation and drive can be the turning point for change,” Mourinho once said.Mourinho uses the motivating tactic of ‘us’ versus ‘them’. His team is a family unit that must go out and fight against the ‘other’.Because he has been able to achieve success, players respect him as an accomplished leader. But more crucially, Mourinho shows resilience, commitment, and the passion to win, which results in his players looking up to him.“The more you understand your team the more you can lead them. I never liked the kind of leadership where the boys say: he’s my leader, I have to respect him. I prefer them to say: I respect him and he’s my leader,” he explained his leaders hip mentality.On the other hand, Mourinho also has shown the downside of paternalistic behavior. If the loyalty goes, then the leadership is hard to obtain. This happened during his last time managing Chelsea. The players stopped believing in his vision and because he believed, he is right, the respect and loyalty quickly eroded.FINAL THOUGHTSPaternalistic leadership is often misunderstood as a leadership concept. The model is too closely associated with patriarchy and gender-based leadership. In the Western context, paternalistic leadership is thought as another form of authoritarian leadership, but perhaps with even more condescending nature. On the other hand, the leadership model is revered in the Eastern countries, such as China and India. The focus there is not on the decision-making structure, but on the sense of being a big community, where the leader is looking after the subordinates.Indeed, if a paternalistic leader is able to create an environment of loyalty through his o r her expertise and commitment, the style can provide effective benefits to any organization. It is a powerful framework for improving employee motivation and productivity. It supports swiftness and efficiency, without harming employee wellbeing.Nonetheless, paternalistic leadership is based on the assumption that leader alone can make the right decisions. It perhaps expects a bit too little from its subordinates and doesn’t always provide them the tools to thrive. Since it relies so heavily on the leader’s ability to make sound decisions and to lay down a vision, it can cause the organization to suffer from lack of creativity and oppressive behavior. As mentioned above, stubbornness and tunnel vision can be the drawbacks of the leadership model.

Ethics of Genetic Engineering Essay - 637 Words

Ethics of Genetic Engineering Within the last two decades scientists have developed several new techniques, which manipulate and alter the genes found in the cells of living organisms. This wonder of the century, genetic engineering has turned heredity --the passing of inheritable characteristics from parent to off spring- from a natural, random event into a process that can be artificially controlled and exploited. It has the potential of giving humanity unprecedented power over life itself, and it has thus raised profound questions in such diverse areas as the environment, agriculture, biological warfare, and animal rights. Genetic engineering has clearly become the controversial topic of today and no doubt will extend into future.†¦show more content†¦Genetic engineering is a new technology, which has only been around for a few short years. Although scientists know how to alter genes in some cases and assume that it is possible in others, little is really known about the long-term affects of the pro cess. Adverse reactions and genetic mutations have the possibility of creating a strain of disease that could rival AIDS or even become much stronger. Another issue to consider is the mental and emotional state of genetically altered people. Considering the emotional effects of genetic engineering, It is unimaginable to think of the kind of devastating mental effects a child that was grown in a test tube would feel, knowing that you had no real parents. Is they looked very different from the parent, would they still feel part of the family? Id like to call your attention to the name Adolph Hitler; Adolph Hitler was the leader of the Nazi party in Germany. One of Hitlers goals in his, Reign of Terror, was to create a master race. He believed that all people should look a certain way, now since the technology seems imminent, it would be as easy as passing a law to prevent babies to be born with brown hair or green eyes. If in the near future it is possible, would the fact that we can make that choice makes it right? Once we decide to begin the process of human genetic engineering, there is really no logical place to stop. If diabetes, sickleShow MoreRelatedThe Ethics Of Genetic Engineering1639 Words   |  7 PagesGenetic engineering has to do with manipulating organisms and DNA to create body characteristics. The practice of genetic DNA has shown an increasing amount over the past years. The process of genetic enhancement involves manipulating organisms by using biotechnologies. The technique is by removing a DNA fro m one life form and transferring it to another set of traits or organism. 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On the other hand John Harris’s â€Å"â€Å"Goodbye Dolly?† The Ethics of Human Cloning† examinesRead MoreSale - Pro Plans Are 20% Off Today View Plans. Gradeproof1164 Words   |  5 PagesSentence Count: 28 Readability: 11.52 % Grade Level: 16.59 years Reading Time: 2 minutes Speaking Time: 4 minutes Type your title here... Genetic Engineering is a common theme of Gattaca, Splice, and Blade Runner. Gattaca takes place in a future where the best opportunities are given people that have the best genes, as a result from Genetic Engineering (cite). The main character Vincent has not been genetically engineered and has many health issues like Myopia (cite). He aspires to become an

Data Base - 2318 Words

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Gump and Co. Chapter 4 Free Essays

Chapter 4 Next year or two, I learned more about hog farmin than anybody got a need or even a right to know. They was all sorts of hogs Mr. McGivver kept: big ole Poland Chinas an registered Hampshires, Mangalitzas, Durocs, Berkshires, Tamworths, an Cheshires. We will write a custom essay sample on Gump and Co. Chapter 4 or any similar topic only for you Order Now He even had a few merino sheep, which was sort of funny lookin, but Mister McGivver said he had em cause they was â€Å"nicer to look at.† My job, I figgered out pretty soon, was to do just about everthin. I slopped the hogs in the mornin an afternoon. Then I’d go around with a shovel an try an get up as much of the pig shit as possible, which Mister McGivver would sell to crop farmers for manure. I fixed fences an tried to keep the barn cleaned. Every month or so I’d load up the truck with whatever pigs Mister McGivver wanted to sell, an take them to market up at Wheeling or wherever. One time I’m comin back from a trip to a pig auction, when a great idea come over me. I am drivin on the outskirts of this big ole army base, when it occur to me that they is wastin a lot of food that might be useful. I mean, when I was in the army a long time ago, I spent a lot of time on KP, account of I was always in hot water. An one of the things I remembered was that there was a lot of food an stuff that just got thowed out in the garbage from the mess halls, an it suddenly occurs to me that maybe we can use this food to slop the hogs. This is on account of hog food is expensive, an Mister McGivver say this is the main reason he cannot expand the pig farmin as fast as he wants. An so I stopped by the headquarters an ast to see whoever was in charge. They shown me into a little office, an lo an behole, there is this big ole black feller settin behind a desk, an when he turned around, it was Sergeant Kranz, from my ole company back in Vietnam. He took one look at me an lik ed to jumped out of his skin! â€Å"Great godamighty! Is that you, Gump? What in hell are you doin here?† When I tole him, he bust out laughin till he liked to split his pants. â€Å"Pig farmer! Why, hell, Gump, with your record – Congressional Medal of Honor an all – you ought to be a general by now – or at least a sergeant major, like me! Mess hall leftovers for pigs, why – well, why not? Hell, Gump, you go see the mess hall first sergeant. Tell him I said to give you all the garbage you want.† We talked about some of the ole times back in the war – about Bubba an Lieutenant Dan an some of the other fellers. I tole him about the Ping-Pong stuff in China an gettin involved with the NASA people an startin up the srimp bidness an playin football for the New Orleans Saints. He say that all sounds pretty peculiar, but what the hell, to each his own. For him, he says, he is a â€Å"thirty-year† man in the army, after which he is gonna retire an open a saloon that won’t allow any civilians in, whatsoever, includin presidents of the United States. Finally Sergeant Kranz clapped me on the back an sent me on m y way, an when I got back to the farm with a load of garbage for the hogs, Mister McGivver was beside hissef. â€Å"Goddamn, Gump,† he shouts. â€Å"This is the most brilliant idea I’ve ever heard of! Why didn’t I think of it myself! With all this slop from the army, we can double – hell, quadruple our operation in a matter of months!† Mister McGivver was so happy he done give me a fifty-cents-an-hour raise an let me have Sundays off. I used the time to go down to the town an sort of ass around. Coalville wadn’t much of a place. A few thousan people maybe, an a lot of them was out of work account of the coal seam that caused the town to be there in the first place had done played out. The mine entrance was just a big ole hole in the side of the hill overlookin the town now, an a lot of the guys set around the courthouse square an played checkers. There was a diner there called Etta’s, where some of the ole miners gone to drink coffee, an sometimes I’d set there an drink coffee alongside em an hear them tell their stories about when the mine was runnin. Tell the truth, it was kind of depressin, but it was better than hangin around the hog farm all the time. Meanwhile, it became my job to arrange for the mess hall slop to be brought to our hog farm. First thing we had to do was to separate the pig food from the other shit, like napkins an paper bags an boxes an cans an all. Sergeant Kranz done figgered out a way to do this, however. He made all the KPs in the various barracks divide the garbage into separate cans, marked Edible Trash an Inedible Trash. This worked good enough till visitors’ day at the army base came around an some of the mamas an daddies of the soldiers complained to the general about what their sons might be gettin to eat around there. After that, we figgered out a new code for the cans, but it worked just as well. In a few months our operation was workin so good Mister McGivver had to buy us two new trucks just to haul the garbage to our farm, an within a year, we had seven thousan an eighty-one hogs to our name. One day I done got a letter from Mrs. Curran. She says it is gonna be summertime pretty soon, an she thinks it might be a good idea for little Forrest to spend some time with me. She don’t put it exactly in the letter, but I get the impression little Forrest is not doin too good. It is like â€Å"boys will be boys,† but also she adds that his school grades ain’t high as they used to be an â€Å"it might be helpful if he could spend some time with his daddy.† Well, I wrote her back, sayin to send him on up on the train when school let out, an a few weeks later, he arrived at the station in Coalville. When I first see him, I can hardly believe it! He has grown about a foot an a half an is a fine-lookin boy, with sandy brown hair an good clear blue eyes like his mama had. But when he sees me, he ain’t smilin. â€Å"How’s it goin?† I ast. â€Å"What is this place?† he says, lookin around an sniffin like he has arrived at the city dump. â€Å"It is where I live now,† I tole him. â€Å"Yeah?† he says. I get the impression little Forrest has developed an attitude. â€Å"They used to mine coal here,† I say, â€Å"afore it run out.† â€Å"Grandma says you are a farmer – that so?† â€Å"Sort of. You wanna go on up to the farm?† â€Å"Might as well,† he says. â€Å"I don’t see no reason to stay here.† So I took him up to Mister McGivver’s farm. Half a mile fore we arrive, little Forrest be holdin his nose an fannin the air. â€Å"What is that smell?† he ast. â€Å"It is the hogs,† I say. â€Å"What we raise on the farm is hogs.† â€Å"Shit! You expect me to stay here all summer with a bunch of stinkin hogs!† â€Å"Look,† I say, â€Å"I know I ain’t been that good a daddy to you, but I am tryin to get us both by, an this is the only work I got right now. An I got to tell you, you ain’t sposed to be using words like ‘shit’ around here. You is too young for that.† He didn’t say nothin for the rest of the drive, an when we got to Mister McGivver’s house, he gone on inside to his room an shut the door. Didn’t come out till suppertime, an when he did he mostly just sat at the table an played with his food. After he gone to bed, Mister McGivver lit up his pipe an say, â€Å"The boy don’t seem to be very happy, does he?† â€Å"I reckon not,† I says, â€Å"but I think he’ll come around in a day or so. After all, he ain’t seen me in a pretty long time.† â€Å"Well, Gump, I think it might be a good thing for him to pull his weight around here, you know. Might make him grow up a little bit.† â€Å"Yeah,† I says, â€Å"maybe so.† I gone on to bed mysef an was feelin pretty low. I closed my eyes an tried to think about Jenny, hopin she’d turn up to help me, but she didn’t. This time, I am on my own. Next mornin I got little Forrest to help me slop the pigs, an the whole time he acted disgusted. All that day an the next, he didn’t say nothin to me cept when he had to, an then it wadn’t but a word or two. Finally I had a idea. â€Å"You got a dog or anythin at home?† I ast. â€Å"Nope.† â€Å"Well, you want a pet?† â€Å"Nope.† â€Å"You know, I bet you do, if I showed you one.† â€Å"Yeah? What sort of pet?† â€Å"Foller me,† I says. I took him to a little stall in the barn, an there is a big ole Duroc sow, nursin half-a-dozen piglets. They is about eight weeks ole, an I had my eye on one of them in particular for a while. I figger it be the pick-of-the-litter, so to speak. It has good clear eyes an comes when you call it, an it is white with little black spots, an its ears perk up when you talk to it. â€Å"I call this one Wanda,† I says, pickin it up an handin it to little Forrest. He don’t look too happy takin it, but he does, an Wanda begun rootin an lickin him like a puppy will. â€Å"How come you call her Wanda?† he says finally. â€Å"Oh, I dunno. I sort of named her after a ole friend of mine.† Well, after that, little Forrest seemed happier. Not so much with me, but Wanda become his constant companion. She was ready to be weaned anyhow, an Mister McGivver says it is okay with him, if it makes the boy happy. One day it is time to truck some hogs up to Wheeling for the auction. Little Forrest helped me load them in the truck, an we set off early in the morning. Took half a day to get there, an then we got to come back for another load. â€Å"How come you always drivin all those hogs up to Wheeling in this old truck?† he ast, which is probly the longest words he has had for me so far. â€Å"Cause we gotta get em there, I guess. Mister McGivver’s been doin it for years.† â€Å"Well, don’t you know there’s a railroad runs right through Coalville? Goes up to Wheeling, cause it said so when I rode in here on it. Why don’t you just put the hogs on the railroad an let them take em up?† â€Å"I dunno,† I says. â€Å"Why?† â€Å"Because you’d save time, for cryin out loud!† He looks very exasperated at me. â€Å"What’s time to a hog?† I ast. Little Forrest just shakes his head an looks out the winder. I guess he is now figgered out that he has got a pea brain for a daddy. â€Å"Well,† I says, â€Å"maybe that is a good idea. I’ll talk to Mister McGivver about it in the mornin.† But little Forrest ain’t impressed. He just settin there with Wanda in his lap. Lookin kinda scared an alone. â€Å"Fantastic!† shouts Mister McGivver. â€Å"Trains to carry the hogs to auction! It’ll save us thousands! Why in hell didn’t I think of that!† He is so excited he’s about to bust, an he picks up little Forrest an give him a big ole hug. â€Å"You’re a genius, my boy! Why, we’re all gonna be rich!† Anyhow, Mister McGivver give us both a raise an let us have Sunday an Saturday off, an so on weekends I’d take little Forrest down to Coalville to Etta’s diner an we’d get to talk to the ole miners an other folks that come around. They bein real nice to little Forrest, an he is all the time astin them questions about stuff. It weren’t a bad way to spend the summer, actually, an as the weeks gone by I felt that little Forrest an me is gettin somewhat closer. Meantime, Mister McGivver is tryin to solve a very messy problem, namely, what we gonna do with all the pig shit that is pilin up as our operation expands? By now, we has got more than ten thousan hogs, an that number is expandin ever day. By the end of the year, Mister McGivver say we ought to have upwards of twenty-five thousan hogs an, at about two pounds of pig shit per hog per day†¦ well, you can see where this is leadin to. Anyways, Mister McGivver is sellin the hog shit for manure at a pretty fast clip, but at this point he is about run out of folks to buy it, an besides, the folks in town are complainin louder an louder about the smell we are creatin. â€Å"We could try to burn it,† I says. â€Å"Hell, Gump, they already bitchin about the odor as it is. How you think they’d react to a bonfire of fifty thousand pounds of pig shit ever day?† Over the next few days we kicked around a few more ideas, but ain’t none of them gonna work, an then one night at the supper table when the conversation turned to pig shit again, little Forrest piped up. â€Å"I been thinkin,† he says, â€Å"suppose we use it to generate power?† â€Å"Do what?† ast Mister McGivver. â€Å"Look here,† Little Forrest says, â€Å"we got that big ole coal seam runnin right underneath our property†¦.† â€Å"What makes you think that?† says Mister McGivver. â€Å"Cause one of the miners tole me so. He says the coal mine goes for nearly two miles from where the entrance is in town right across this land where the hogs are, and stops just before it gets to the swamp.† â€Å"Is that so?† â€Å"It’s what he tole me,† little Forrest says. â€Å"Now, looka here†¦Ã¢â‚¬  He pulls out a composition book he has brought an lays it out on the table. When he opens it up, damned if it don’t contain some of weirdest drawins I have ever seen, but it look like little Forrest might have saved our asses again. â€Å"My God!† Mister McGivver hollers after he has looked at the drawins. â€Å"This is wonderful! First rate! You deserve a Nobel Prize, young man!† What little Forrest has come up with is this: First we plug up the entrance to the coal mine back in town. Next, we drill holes down to the shaft under our property an bulldoze the pig shit into it ever day. After a while, the pig shit will begin to ferment an give off methane gas. Once that happens, we have a vent for the gas that runs through some kind of machinery an stuff that little Forrest has figgered out, an in the end winds up in a big ole generator that will produce enough power not only to run our farm, but it will run the power for the whole town of Coalville! â€Å"Just think of it,† Mister McGivver shouts, â€Å"a whole city run on pig shit! And furthermore, it’s so simple an idiot can run it!† I am not so sure about this last statement. Well, that was just the beginnin. It took the rest of the summer to get the operation goin. Mister McGivver had to talk to the city fathers, but they come up with a government grant to let us start the deal. Pretty soon we got all sorts of engineers an drillers an EPA people an equipment drivers an construction workers millin around on the farm, an people are installin the machinery in a big ole blockhouse they built. Little Forrest is named â€Å"honorary chief engineer.† He is so proud, he is about to bust! I gone on about my duties sloppin hogs an cleanin barns an pens an so on, but one day Mister McGivver comes an says for me to get the bulldozer, because it is time to start shovelin the pig shit into the mine shaft. I worked at that bidness for a week or so, an when I am done, they put a big mechanical seal over the holes they has drilled an little Forrest say now all we got to do is set an wait. That afternoon as the sun begins to go down, I watched him disappear over a little hill that leads down to the swamp, ole Wanda trottin along beside him. She’s gettin big now, an so is he, an I ain’t never been prouder of anythin in my life. A week or two later, when it is almost the end of summer, little Forrest come an say it is finally time to start up the pig-shit-power operation. He took Mister McGivver an me into the blockhouse just before dark, where there is a big heap of machinery with a bunch of pipes an dials an gauges, an he begun to explain to us how the thing works. â€Å"First,† he says, â€Å"the methane gas is released from the mine shaft through this pipe, an a flame ignites it here.† He points to what look like a big ole hot water heater. â€Å"Then,† he says, â€Å"the condenser gets the steam compressed an it turns this generator, which makes electricity that moves out through these wires, and that’s where the power comes from.† He stands back, grinnin from ear to ear. â€Å"This is wonderful!† cries Mister McGivver. â€Å"Edison, Fulton, Whitney, Einstein – none of them have done better!† Little Forrest suddenly begun turnin valves an handles an thowin switches, an pretty soon the needles on the pressure gauges begun to climb an the meters on the wall begun to turn around. All of a sudden, lights flickerd on in the blockhouse an we is all jumpin for joy. Mister McGivver rushes outside an begun to holler – all the lights in the house an barns be on, bright as day, an in the distance we can see lights comin on in Coalville, too. â€Å"Eureeka!† shouts Mister McGivver. â€Å"We have turned a sow’s ear into a silk purse, an we are now eatin high on the hog!† Anyhow, next day little Forrest got me back into the blockhouse an begun showin me how the operation ran. He explained all the valves an gauges an meters, an after a while, they didn’t seem so hard to understand. I just had to check it all once a day an make sure that one or two of the gauges was not registerin more than they should be, an that this or that valve was turned on or off. I guess Mister McGivver was right, even a idiot like me could run this thing. â€Å"There is somethin else I been thinkin about,† little Forrest says at supper that night. â€Å"What is that, my brilliant lad?† says Mister McGivver. â€Å"Well, I been thinking. You said you were having to slow down the breeding a little bit cause there are just so many hogs you can sell in Wheeling and the other places around here.† â€Å"That is correct.† â€Å"So what I’m thinking is, why not ship the hogs overseas? South America, Europe – even China?† â€Å"Ah, well, my boy,† says Mister McGivver, â€Å"that is another fine idea. The problem is, it costs so much to ship hogs that it becomes uneconomical. I mean, time you get em to some foreign port, the shipping costs eat up your profit.† â€Å"That’s what I been thinkin about,† he says, an he pulls out the little composition book, an damned if they ain’t another whole section of sketches he’s drawn. â€Å"Fantastic! Unbelievable! Terrific!† Mister McGivver cries, leaping up. â€Å"Why, you should be in the Congress or something!† Little Forrest has been at it again. He has done sketched a model of a hog transport ship. I did not understand all of it exactly, but the gist of it is this: Inside the ship the hogs is kept in layers from top to bottom. The floorin is nothin but heavy mesh steel, an so when the hogs on the top layer shit, it drops on the second layer an the second on the third an so on, until finally all the hog shit winds up in the bottom of the boat, where there is a machine like we have made here that runs the entire ship. â€Å"So the energy costs are virtually nil!† Mister McGivver roars. â€Å"Why, think of the possibilities! Shipping hogs for less than half the normal cost! This is simply amazing! Whole fleets of ships powered by shit! And it doesn’t have to stop there, either! Think of it – trains, planes, airplanes! All of it! Even washers and dryers and television sets! Screw atomic energy. This may usher in a whole new era!† He is so excited he is now wavin his hands, an for a minute I worry he is gonna have a fit or somethin. â€Å"I’m gonna turn this over to somebody first thing in the mornin,† Mister McGivver says. â€Å"But first, I want to make an announcement. Gump, you have been so helpful around here that I want to show my gratitude by cutting you in on one third of our profits. Now, how about that?† Well, I was kind of surprised, but it sounded pretty good, an I tole him so. â€Å"Thanks,† I said. Finally the time come for little Forrest to go back to school. I was not lookin forward to it, but it had to be. The leafs was just beginnin to turn on the sycamore trees when I carried him to the train station in the truck. Wanda was ridin in the back, account of she was too big now for the cab. â€Å"I want to ask you somethin,† little Forrest says. â€Å"What is that?† â€Å"It’s about Wanda. I mean, you ain’t gonna†¦Ã¢â‚¬  â€Å"Oh, no – no, I ain’t gonna do anythin like that. I think we’ll keep her on here as a brood hog, you know? She’ll be fine.† â€Å"You promise?† â€Å"Yeah.† â€Å"Well, thanks.† â€Å"I want you to be good when you get home, hear? An do what your grandma tells you, okay?† â€Å"Yeah.† He just set there lookin out the winder, an I got the feelin there was somethin wrong. â€Å"You ain’t unhappy about anythin, is you?† â€Å"Well, I was sort of wondering, why can’t I just stay here and help run the hog farm?† â€Å"Cause you too young, an you gotta go back to school. We’ll see about that later, you know? But it ain’t time right now, okay. Maybe you can come back for Christmas or somethin, huh?† â€Å"Yeah, that’d be good.† We got to the station an little Forrest gone around to the back of the pickup truck an got Wanda down. We set on the depot platform, an he was huggin her around the neck an kind of talkin to her, an I felt real sorry for him. But I knowed I was doin the right thing. Anyhow, the train come along an he hugged Wanda one last time an got on board. Him an me, we just shook hands, an I watched him through the winder as the train pulled out. He give me an Wanda a little wave, an then we gone on back to the farm. Well, let me say this: The days that follered was crazy, an Mister McGivver, he was busy as a one-legged man at an ass-kickin contest! First, he done expanded the hog breedin operation tenfold. He is even buyin hogs from all over, an so in the months that come, we has got upward of fifty or sixty thousan hogs – they is so many of them, we lost count. But it don’t matter, cause the more hogs we got, the more methane gas we produce, an by now we is not only lightin up Coalville, but two other little towns down the road. People from the federal government up at Washington says they is gonna use us as a model example an even want to give us an award ceremony. Next, Mister McGivver has gone to work on the project of buildin the pig-shit fleet, an almost within no time, he has got three huge ships under construction over on the Atlantic Ocean at Norfolk, Virginia. This is where he spends so much of his time now, he has left most of the hog farmin bidness to me. Also, we has had to employ about a hundrit workers from the town, which was a great relief to them, as most was out-of-work miners. Furthermore, Mister McGivver has expanded the hog-slop garbage collection to ever military base within three hundrit miles, an we is got fleets of trucks pickin up the garbage, an what we don’t use ourselfs, we sell to other farmers. â€Å"We are becoming a great national enterprise,† Mister McGivver says, â€Å"but we are leveraged up to the hilt.† I ast him what that meant, an he says, â€Å"Debt, Gump, debt! We have had to borrow millions to build those ships and buy more land for the hog farm and trucks for the garbage operation. Sometimes at night I worry about goin broke, but we are in too deep now to quit. We are gonna have to expand the methane gas operation to meet expenses, and I’m afraid we’re gonna have to raise our prices.† I ast him what I could do to help. â€Å"Just keep shoveling shit fast as you can,† he says. So that’s what I did. By the end of that fall, I figgered that we has got somewhere between eight hundrit thousan an one million pounds of pig shit down in the mine, an the operation is runnin full steam night an day. We had to double the size of the plant just to keep it goin. Little Forrest is due to arrive for Christmas, but about two weeks before that they has scheduled the ceremony to honor us for our contributions to society. The whole town of Coalville is decked out in Christmas decorations an little colored lights an stuff – all run by our plant. Mister McGivver cannot come home for the celebration on account of he is too busy tryin to get the ship fleet built, but he tells me to accept the award in his absence. The day of the ceremony, I put on my suit an tie an drove into town. There is people there from all over – not only Coalville, but the little towns nearby an also a bunch of buses with folks representin civic an environmental organizations. From Wheeling, the governor an the attorney general has come down, an from Washington, they has come a United States senator of West Virginia. Sergeant Kranz has also come over from the army post, an the mayor of Coalville is already makin a speech when I arrive. â€Å"Never in our wildest dreams,† he says, â€Å"did we ever believe that our deliverance was at hand – saved, as it were, by a herd of swine, an the ingenuity of Mr. McGivver and Mr. Gump!† The ceremony was takin place in the town square below the little hill where the mine entrance was, an the platform was decked out with red, white, an blue buntin an little American flags. When they seen me comin, the high school band interrupted the mayor’s speech an begun playin â€Å"God Bless America,† an the five or six thousan people in the crowd begun to holler an clap an cheer as I walked up the platform steps. Everbody there shook my hand – the mayor, governor, attorney general, an the senator, as well as they wives – even Sergeant Kranz, who was wearin his dress uniform. The mayor concludes his talk by sayin what a fine feller I am, an thankin me for â€Å"revitalizin the town of Coalville by creatin this marvelous invention.† He then says everbody should stand for the playin of â€Å"The Star-Spangled Banner.† Just before the band begun to play, there was a slight sort of tremor in the ground, but nobody much seemed to notice it but me. Durin the first verse, the rumblin in the ground begun again, an this time some folks started lookin around kinda nervous like. When they got to the high part of the song, there was a third rumble, a lot louder than the first, an it caused the ground to shake, an a pane fell out of a winder of a store across the street. It was about now it dawned on me that somethin bad was fixin to happen. I had been so nervous that mornin when I was tryin to get into my suit an my tie an all that I had forgot to release the main pressure gauge at the power plant. Little Forrest had always tole me this was the most important thing to do ever day, account of somethin serious might go wrong. By now, most folks are still singin, but some is sort of mumblin to each other an turnin they heads to see what is happenin. Sergeant Kranz lean over to me an ast, â€Å"Gump, what in hell is goin on?† I was fixin to tell him, when he found out for hissef. I looked up at the hill where the plugged-up mine entrance was, an suddenly they was this humongous explosion! A big flash of light an flames, an then KA-BLOOIE! the whole thing done blowed up! Next instant, everthin got completely dark, an I thought we had all been kilt! But soon I heard a kind of low moanin around me, an when I wiped my eyes an looked around, it was a sight to see. Everbody on the speakin platform was still standin there, kinda in shock or somethin, an they was all covered in pig shit, head to toe. â€Å"Oh, my God!† shouts the governor’s wife. â€Å"Oh, my God!† I looked around some more, an damned if the whole town ain’t covered in pig shit, includin, of course, the five or six thousan people in the crowd out in front. The buildins, cars, buses, ground, streets, trees – everthin, about three or four inches deep! The guy playin the tuba in the band was the strangest sight of all. He was so surprised, I guess, that when the explosion happened, he was blowin a long note an didn’t quit – just kept on tryin to blow his note with the tuba full of pig shit, an it looked sort of like a souffle about to get done. I turned around again, an there was Sergeant Kranz, starin me right in the face, eyes all bugged out, teeth bared – somehow he’d even managed to keep his army hat on. â€Å"Gump!† he hollers. â€Å"You fuckin idiot! What is the meaning of this?† Before I could answer, he reach out to grap me by the throat, an I figgered what is comin next, so I leaped over the railin an run away as fast as I can. Sergeant Kranz an everbody else, them what was able, anyway, begun to chase me, too. It seemed like a familiar situation. I was tryin to get home to the farm, but I realized they ain’t no place to hide there, probly – at least not from a mob that has just been hit with a million pounds of Poland China pig shit, an blamin it on me. But I runned just as fast as I could, which is considerable, an by the time I got to the house, I has outdistanced them somewhat. I was gonna try an pack my bag, but suddenly, here they come up the road, hollerin an yellin, an so I run out the back door an go into the barn an get Wanda, who look at me kinda funny but follows me anyhow. I runned past the pens an across the pasture, an damn if all the hogs don’t start chasin us, too – even the ones in the pens, what broke through an joined the mob. Only thing I can think of is maybe to get into the swamp, so that’s what I did. I hid there till sundown, while there was a lot of cussin an shoutin all around me. Wanda, she had enough sense to keep quiet, but when night come, it is cold an wet an there is flashlights shinin through the swamp, an ever so often I can pick out a person carryin a pitchfork or hoe, just like in the Frankenstein movie. They even got helicopters overhead, shinin their lights, an loudspeakers demandin that I come out an surrender. To hell with that! I say, an then along comes my salvation. I hear a train in the distance on the far side of the swamp an figger this is my only chance to make a break for it! Wanda an me, we slogged out onto higher ground an by some miracle managed to jump on board a boxcar. Inside, there is a little dim candle burnin, an I make out a feller settin there in a heap of straw. â€Å"Who in hell is you?† he ast. â€Å"Gump’s my name,† I says. â€Å"Yeah, who’s that with you?† â€Å"Her name’s Wanda.† â€Å"You got a girl with you?† â€Å"Sort of,† I says. â€Å"What you mean, sort of – you got some kind of transvestite there?† â€Å"Nope. She’s a polled Duroc hog, might win some prizes one day.† â€Å"Hog?† he says. â€Å"Greatgodamighty! I ain’t had nothin to eat in a week.† I can see this might be a long trip. How to cite Gump and Co. Chapter 4, Essay examples