What is Architecture? Concepts in the UK

What is Architecture? Concepts in the UK ‘We shape our buildings, and afterwards they shape us’ [1] Architecture, like history, is unreliable, subjective, selective, rewritten, continues to be influenced by rich or powerful individuals or institutions, and is rarely a reflection of the common man. The vernacular aesthetic of a country has been carefully curated and developed over many years, to the point where it is no longer a true reflection of the common people. Much like national costume, country dancing or folk music, architecture is too often used to preserve the memory of a golden past. Architecture is an ideal.. It can and should evolve with the passing of time to reflect new challenges, aspirations and values. Modern western society has never been more egalitarian or democratic and its built environment caters to its inhabitants in all aspects of their existence: it’s where they live, work and play. As such the role of modern architecture is to benefit ordinary people while at the same time integrating the echoes of the past. Architecture has, and will, always be used as a symbol of power and wealth or promote ideologies. From the Roman Empire to the New York skyline, the intention of the enduring architecture of the past is to celebrate the triumph of the small class of ruling elite, despite masquerading as a cultural space, where political projects attempt to become socially meaningful.[2] Today, the majority of European national governments have an architectural policy designed to benefit their populations, and promote their unique national image or ‘brand’ abroad. This essay is intended as a limited examination of England as an example of how such a policy can reconcile the desire to preserve our heritage without hindering progress. Architecture as representation of national identity. In 2009 Denmark launched its first national architecture policy, ‘A Nation of Architecture’ with the intent of ensuring the production of high quality architecture, thereby guaranteeing a good quality of life and economic growth.[3] This policy was specifically introduced to promote the values that Danish architecture seeks to represent.[4] In 2013 Scotland introduced its own architecture policy, ‘Creating Places’, seeking to champion quality design which reflects Scotland as a modern, forward-thinking nation [5] England remains one of the only countries in the European Union without any sort of policy[6]. Earlier this year Ed Vaizey, Minister for Culture, Communications and Creative Industries, invited Terry Farrell to conduct one of the most extensive investigations into the UKs built environment.[7] Both Ed Vaizey and Terry Farrell have been outspoken about the importance of the built environment to the nation as a whole, yet a Built Environment was not a theme covered by the terms of reference for the Review[8] and even before the review had been published, Vaizey publicly stated, I havent anticipated that the report will result in any changes to legislation.[9] Architecture in the UK The Farrell Review The Farrell review is an analysis of the current built environment of Britain. It recognises that Britain has always played a significant role in architectural innovation, and that in general the standard of architectural design has improved.[10] However, this does not mean that current standards are sufficient; English architectural design has stalled and is facing new challenges. The review highlights areas which are in need of improvement over the coming years.[11] An Architecture Policy for 21st Century England In the 1970s, England moved away from its industrial past, and previous regional manufacturing powerhouses, such as Birmingham, Newcastle and Manchester were eclipsed by London’s stranglehold on the financial market. [12] In 21st century England there is once again a demand for change and a shift in emphasis from the capital to the regions.[13] RIBA argues that a Minister for the Built Environment should be appointed to sit within the Cabinet Office â€Å"promoting quality in the built environment and implementing a Design Policy across government.†[14] While ‘core’ departments such as the Treasury, Foreign Office and Home Office have continuity from government to government, architecture, housing, infrastructure, transport and planning are liable to be lumped in with any number of other ‘minor’ ministries.[15] Currently, architecture is a subset of Heritage within the Department for Culture, Media Sport (DCMS).[16] The consequence of this constant shifting around is a haphazard and disjointed system that surely indicates the dismissive attitude of central government to the role of the built environment. This lack of focus must be rectified. Nor is there any existing government appointed (or other official) representative to champion the cause of design[17] Farrell recommends that the current Design Review should be reinvented under the acronym PLACE Planning, Landscape, Architecture, Conservation and Engineering.[18] All government departments and government-funded bodies would then sign up to an agreed set of principles and a design policy statement, which would set out how they intend to co-ordinate the design quality of their respective built environment ambitions, activities and responsibilities. [19] Such a policy would also take account of â€Å"procurement (of services and products), accessibility, sustainability, information and communications technology, maintenance and stewardship a nd the public realm†. [20] This more cohesive approach lends itself not only to greater efficiency and economy, but also represent a ‘kitemark’ of uniquely English architectural design, rather than simply current British standards of constructions. Perceptions of English Architecture Scotland and Denmark are confident that their particular national identities are reflected in the values they intend their architecture to convey. If such a policy were to exist in England what would its identity be based upon? As the central, dominant nation in Great Britain for more than 300 years[21], and founder of the British Empire[22], the English have not needed in the past to worry about a specifically English national identity: the seat of government has always been in London, the common language has always been English and the established religion has been the Church of England. England equated to Britain. However the recent vote on Scottish independence was a sharp reminder that nothing is set in stone. The Empire, maritime and manufacturing supremacy have all gone, and now there is a need to rediscover an identity that is uniquely English and not simply a rehash of British clichà ©s. The danger is that a policy based on national identity might get hijacked by jingoists, sentimentalists and traditionalists. In a speech on St. George’s day, 1993, John Major attempted to dispel public fears of joining the European Union, by claiming that Britain would always remain, â€Å"†¦distinctive and in Europe. Fifty years from now, Britain will still be the country of long shadows on county grounds, warm beer, invincible green suburbs, dog lovers and as George Orwell said old maids bicycling to Holy Communion through the morning mist . . .† [23] What he was describing was middle-class, conservative, Home Counties England, which has always resisted change and modernity. This nostalgic and rural English idyll is not a true reflection of English national identity and is precisely what has to be avoided if a national Architectural policy is to be truly beneficial to the English nation. The defenders of chocolate box England side-line the impact of the industrial revolution, which funded the manor houses and mansions, and the civic buildings so dear to the hearts of conservationists, ignore the slum clearances done in the name of social justice in post-war urban planning, and hold in check building work of national importance that would benefit the vast majority of the population, in order to protect the privileged few[24]. Such attitudes in no way reflect English national character traits of ‘pragmatism, puritanism and utilitarianism that are aligned with (rather than hostile to) urbanism and economic growth’. [25] There is a real disparity between what is promoted and protected as ‘English’ architecture by these privileged classes, and what ordinary people need. Introducing an architectural policy to England would not only ensure some kind of minimum design standard, but could also stamp inclusivity, innovation and individualism as the watchwords of modern English values. â€Å"The distinction between historical and recent is redundant. All that is past is our history. That which is most ancient is likely to be valued more highly because of its rarity†¦. Our recent history may prove to be enormously important to future generations so we should attempt at least to anticipate this.† Steven Bee [26] England drastically needs to change its attitude to architecture and identity and recognise that a national identity is about the present and should not just be based on the past. Its irrefutable reputation for preservation and conservation is a relatively recent phenomenon: 75 years ago there were no listed buildings, whereas today there are over 375,000. [27]However, these are primarily buildings which are sometimes referred to as â€Å"poster British heritage† fiercely defended by certain clique of British society whose tastes are selective and blinkered.[28] Only 0.5% of all listed buildings are modern, built after 1945. [29] The architecture of the industrial Revolution (much of it based in the Midlands and the North) are less prized than the Georgian mansions of the south-east. This is not a rejection of the past: there is an undeniable relationship between heritage, place and identity.[30]However, the past is only an aspect of who we are. Individuals have dreams and amb itions, and in the same way places should be aspirational. Even HRH Prince Charles who recently released his own recommendations intended to protect English design, insists that he is not against modern design, and stresses that buildings must take peoples’ needs into consideration.[31] Rather than being run by a self-serving elite of upper and middle-class traditionalists, an effective policy should be carefully curated by a panel of experts who are in tune with the people and the nation’s needs, able to judge without prejudice the best direction for a modern England on a world stage and willing to adapt and amend plans to reflect changing circumstances. â€Å"(Britain) stands out †¦ as a country with an immensely strong and diverse cultural identity and memory expressed in its built and natural environment to which we all†¦ can relate It is those foundations of identity and memory that provide Britain with its successful future in a competitive and fast-changing world.† Alan Baxter[32] Design for the Future The term ‘heritage’ is extremely limiting, it is often only associated with the distant past. [33] The current generation does not separate traditional and modern design as it was in the 20th Century, this current mindset recognises sees the potential in what is already there, the value of place, identity and sustainability.[34] The approach is no longer to build to be remembered, but to build to benefit future generations. â€Å"‘New’ and ‘old’ need not compete.† Lucy Musgrave.[35] After publishing his review Farrell suggests that in fact England is a country which would not benefit from total, inclusive formal ‘English’ policy, and would actually benefit from regional policies which reflected our truly unique and diverse country. A policy that might work for central London could have very little relevance to a village in Wiltshire or a Northern industrial city. Such an all-inclusive formal policy is more effective on smaller countries, [36] a country like England has such a unique and vast range of regional identities that need to be protected, and perhaps England’s long history and international presence means that it is not as easy for it to present a single, universal image. Farrell also calls for a Chief Architect, similar to a Chief Planner, which would mean a consistent high standard of design our built environment must perform successfully, we must have enough homes for our population, we must tackle climate change, and even how can we design to deal with our changing environment, such as the floods which hit Britain every year.[37] Conclusion â€Å"History is not defined by the ‘discrete projects’ (one-off buildings such as stately homes or castles) but is continuous.† Hank Dittmar [38] If England is to have national identity as an aspect of national planning we must ensure that it is the best qualities that are in evidence. Whether the solution is a one size fits all approach as suggested by Prince Charles, or a more localised, regional policy, as proposed by Farrell, the aim should be to benefit the entire community by establishing standard values in architecture. That way ‘good’ builds are designed before they are erected as opposed to identifying them as worthy or significant long after they have been built. A design policy offers a centralised goal for all those contributing to the built environment. It goes beyond just design, to a aim and ultimate goal to produce well designed quality building which fully benefit the inhabitants of England. Regardless of whether a policy is for a whole country or a single village, it should be developed and enabled by government, but led independently by industry. The stewardship, long-term planning and identity of real places should be a fundamental part of built environment policies.[39] It is vital that if a policy is ever put in place it must be correctly implemented. Past RIBA President Sunand Prasad succinctly states, â€Å"It is people that make the difference not policy. Crudely put, good people can work round bad polices but good policies cannot work round bad people.† [40] Policy is not about creating a vernacular style, or trying to mimic the past, it is about ensuring quality design for buildings which properly benefit their users. [1] Churchill, Winston. Never Give In! Winston Churchill’s Greatest Speeches. United States: Sound Library, 2005, 298. [2] Jones, Paul. The Sociology of Architecture. Liverpool: Liverpool University Press, 2011, 2. [3] ‘2007 Architectural Policy’ (Danish Architecture Centre), accessed 20 December 2014, http://www.dac.dk/en/dac-cities/architectural-policy/architectural-policy-2007. [4] Danish Ministry of Culture, A Nation of Architecture Denmark Settings for Life and Growth, May 2007, 4. [5] The Scottish Government, Creating Places. A Policy Statement on Architecture and a Place for Scotland., 24 June 2013, 4-5. [6] Farrell, Terry. ‘Why the UK Does Not Need a Formal Architecture Policy’.The Guardian. The Guardian, March 31, 2014. http://www.theguardian.com/commentisfree/2014/mar/31/uk-architecture-policy-review-built-environment. [7] Terry Farrell, ‘The Farrell Review’, 31 March 2014, 2-3. [8] Terry Farrell, ‘The Farrell Review’, 147. [9] Wainwright, Oliver. ‘What Should the Government’s Architecture Review Focus on? | Oliver Wainwright’.The Guardian. The Guardian, March 25, 2013. [10] Terry Farrell, ‘The Farrell Review’, 9 [11] Terry Farrell, ‘The Farrell Review’, 8. [12] Terry Farrell, ‘The Farrell Review’, 31. [13] Terry Farrell, ‘The Farrell Review’, 31. [14] Terry Farrell, ‘The Farrell Review’, 148. [15] Terry Farrell, ‘The Farrell Review’, 30. [16] Terry Farrell, ‘The Farrell Review’, 148. [17] Terry Farrell, ‘The Farrell Review’, 149. [18] Terry Farrell, ‘The Farrell Review’, 157. [19] Terry Farrell, ‘The Farrell Review’, 152. [20] Terry Farrell, ‘The Farrell Review’, 152. [21] Krishan Kumar, Jeffrey C. Alexander (Contribution by),The Making of English National Identity, 227. [22] Krishan Kumar, Jeffrey C. Alexander (Contribution by),The Making of English National Identity, 1st ed. (United Kingdom: Cambridge University Press, 2003), ix. [23] Lawson, Mark. ‘The Inter-Continental Address: An Analysis’. The Independent. Independent, April 27, 1993. http://www.independent.co.uk/voices/the-intercontinental-address-an-analysis-1457731.html. [24] Peter Mandler, ‘Against â€Å"Englishness†: English Culture and the Limits to Rural Nostalgia, 1850-1940’,Transactions of the Royal Historical Society7 (1 January 1997), 155. [25] Peter Mandler, ‘Against â€Å"Englishness†: English Culture and the Limits to Rural Nostalgia, 1850-1940’,155. [26]Terry Farrell, ‘The Farrell Review’, 100. [27]Terry Farrell, ‘The Farrell Review’, 101. [28] Terry Farrell, ‘The Farrell Review’, 22. [29] Terry Farrell, ‘The Farrell Review’, 23. [30] Terry Farrell, ‘The Farrell Review’, 23. [31] HRH Prince Charles, ‘Facing up to the Future: Prince Charles on 21st Century Architecture’, Architectural Review (Architectural Review, 20 December 2014), http://www.architectural-review.com/essays/facing-up-to-the-future-prince-charles-on-21st-century-architecture/8674119.article?referrer=RSS. [32]Terry Farrell, ‘The Farrell Review’, 102. [33]Terry Farrell, ‘The Farrell Review’, 104. [34]Terry Farrell, ‘The Farrell Review’, 108. [35]Terry Farrell, ‘The Farrell Review’, 101. [36] Farrell, Terry. ‘Why the UK Does Not Need a Formal Architecture Policy’. The Guardian. The Guardian, March 31, 2014. http://www.theguardian.com/commentisfree/2014/mar/31/uk-architecture-policy-review-built-environment. [37] Farrell, Terry. ‘Why the UK Does Not Need a Formal Architecture Policy’. [38]Terry Farrell, ‘The Farrell Review’, 101. [39] Terry Farrell, ‘The Farrell Review’, 150. [40] Terry Farrell, ‘The Farrell Review’, 149.

Managing Culture Essay

A central issue in management of organizational culture is how to overcome the Principle-Agent Problem and how to deal with the institutional theory. If a business is to effectively deal with an expanding government, it must make sure that its culture is well managed. To do so, organizational managers must learn how to prevail over the Principal Agent problem and the institutional theory. The Principal Agent problem is a description of a conflict of interests; that the principle (principle stakeholders, shareholders, etc. ) earns profits on the performance of the organization whereby the agents (employees) usually earn unconditional wages. They are parallel but conflicting wants; the principle seeks the greatest return for the least pay whereby the agent seeks to do the least work for the greatest pay. The Principle-Agent Problem is found in many employer/employee associations especially when stakeholders employ top executives of corporations (Jackson and Carter 2000). The principle must always settle conflicts between organizational objectives and the incentives of the different subgroups within the organization. Good managers employ incentives, commands, and organizational culture to make sure that this is achieved. On the other hand, institutional theory deals with the deeper and more flexible features of social structure. It lays emphasis to the procedures through which structures, regulations, norms, and customs develop as reliable guiding principles for social behavior. It finds out how these elements are developed, diffused, implemented, and adapted in an organization. The notion of Institutional theory and organizational culture is important in organizations. The building blocks of institutions and cultures have the capacity of carrying with them different meanings even in a single organization or culture. Differences in interpretations of mutual symbols support the multiplicity on which cultures flourish and institutions rely. In the theory of organizational culture, issues of diversity are mainly dealt with through studying the different subcultures while institutional theory deals with diversify in institutional logistics (Jackson and Carter 2000). Therefore, the management has a role to play in mediating between these two issues (Principle-Agent Problem the institutional theory). This essay develops the argument that organizational culture can and should be managed in corporations in five sections. Section 1 defines the meaning of organisational culture †¢ Section 2 outlines the importance of organisational culture †¢ Section 3 describes how organisational culture can be managed †¢ Section 4 describes Culture and Management of Organizational Change Section 5 describes the implications for culture management This essay will thus show that organizational culture should be managed since it leads to improved coordination and integration in organizations with the result being improved organizational effectiveness. What is Organizational Culture? Organizational culture refers to the set of mutual values, beliefs and expectations that govern the way members of an organization approach their duties in the work place and interrelate with one another. Research shows that organizational culture is quite different from other world cultures. It lays emphasis on how workers describe their colleagues and the kind of stories they share with one another. According to Schein 1980, organizational culture is â€Å"a pattern of shared basic assumptions that organizational members learn as it solves its problems of external adaptation and internal integration that works well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems† (Schein 1980:12). The figure below shows that organizational culture is divided into five levels, that is, fundamental assumptions, values, behavioral norms, pattern of behavior and Artifacts and Symbols. [pic] Figure 1: Levels of Organizational Culture (Adapted from Schein 1980) Importance of Organizational Culture Literature on organizational effectiveness shows that organizational culture plays a significant role in motivating and augmenting the value of intellectuals particularly the employees. The concept of organizational culture is important in knowledge intensive corporations. This paper makes it clear that culture is an essential factor in organizations and helps maximize the value of human resources. Schein 1990 advocates that organizational culture is even more significant in contemporary organizations than it was in the past. Organizational culture leads to improved coordination and integration in organizations with the result being improved organizational effectiveness. Through organizational culture, an organization is able to process invention and the capacity to successfully bring in new technologies. Organizational culture also enables organizations to effectively control dispersed work units and augment employee diversity. It also allows for cross-cultural management of international ventures and multi-national corporations. Besides the greater need to cope with the external and interior factors, organizational culture has become increasingly important since, for many organizations, intellectual assets now comprise the major source of value. Augmenting the value of workers as intellectual assets calls for a culture that encourages their intellectual participation and, eases both personal and organizational learning. It also calls for the creation and application of new knowledge and the readiness to share new ideas with others (Sennet 1998). Managing Organizational Culture With the fast changing environment and ongoing insights into organizational efficiency, business organizations are seriously rethinking how they should manage their cultures to achieve their goals and objectives. It is necessary for these organizations to identify the type of culture that is necessary to accomplish their goals and objectives and make certain the successful execution of the required changes (Ogbonna and Wilkinson 2003). Culture extends over the range of management thinking and corporate culture has been one of the most continuing catchphrases of organizational management. The appeal of the context is that corporate culture is ostensibly unifying and this clearly appeals to management’s involvement in forecasting an image of the corporation as a community of people’s interests. Possibly, culture penetrates to the core of an organization-it is almost similar to the context of personality regarding an individual and the critical sense of what defines an organization; its mission and core values. As a result, the management of culture should become a critical area of management competency in organizations. It should, however, be noted that adoption of the best culture is a prerequisite if an organization is to succeed. Managers should determine the most efficient culture for their organization and, if need be how to effectively change these cultures. The success of contemporary business organizations could be highly attributed to corporate culture. Research shows that organizational culture is a major pointer to organizational performance and this culture can be managed to enhance an organization’s competitive advantage. Organizational culture is a good image for an enterprise whose top management would like to develop. The image of a corporation differs in terms of how one views the organization. Research shows that even organizations with strong cultures have a broad social distance between senior management and employees. Organizational culture is barely planned or predictable; it is the ordinary results of social interrelations and, therefore, evolves and emerges with time. As a result, this should be managed to fit certain strategic ends since organizations have the ability of transforming themselves and the management of culture is such a good way of avoiding such incidents. According to Ogbonna and Wilkinson (2003), organizational culture should be managed as a device for augmenting company effectiveness (Ogbonna and Wilkinson 2003). Management of organizational culture can be more readily enumerated and empirically evaluated based on the interpersonal and symbolic features of management. This requires deep qualitative management of the organizational lives of every employee. Managers while managing organizational culture should put into consideration certain factors such as change-oriented culture, education culture, inventive culture and project-oriented culture. Management of organizational culture should identify and develop an organizational culture that allows for agility, encourages alliances, companionships and networks; promotes knowledge management; promotes corporate responsibility and proper integrity and incorporates diversity. Culture and Management of Organizational Change If real change is to take place in corporations rather than short-lived change, then it has to take place at the cultural perspective. Organizational culture has many strong attractions as a facilitator for change. Firstly, cultures can be plainly created-managers need to be aware of what is needed to change an already existing culture. The capacity of organizations to be culturally inventive is associated with leadership. The top management in any organization must be responsible for developing powerful cultures. This is because organizational leaders develop the social reality of a corporation; they shape organizational beliefs and deal with the drama and visualization of the corporation (Mir and Mir 2009). Research shows that culture is often counter posed to prescribed rationality- In this sense culture is significant in resolving the predicaments associated with bureaucracy in an organization; formal procedures are vital for organizational integrity though they also restrain autonomy and invention. Today, organizations are growing in an uncertain manner and the adoption of adaptable cultures that are receptive to change to deal with the changing environment and crises has become essential. Ackroyd and Crowdy, (1990) focus on the relationship between culture and the management of organizational change through the cultivation of friendly interactions at all levels, the amalgamation of individuals with shared goals and dependence on employee responsibility (Ackroyd and Crowdy 1990). Implications for The Management Of Culture In an Organization Research shows that there are two fundamental approaches to the management of culture in organizations and, by implication, this include strategy conforming (upholding order and continuity) and transforming (altering and breaking already existing patterns). As demonstrated by the successive poor performance of many companies, the efficiency of the selected approach to corporate culture and strategy depends on the conceptual factors relating to both the inner and the exterior business environment. Thus, organizational culture needs to be managed though the adopted strategies are highly determined by the prototype and prospect subscribed to by the manager. In coping with the management of organizational culture, it is important to identify as much as possible the features of the present or new target culture; the illusions, symbols, customs and assumptions that add force to the culture. Consequently, action can be initiated in any of the key areas listed below: †¢ Enrollment, selection and substitution- Culture management can be influenced by making certain that appointments make the existing culture stronger or encourage a culture shift; removal and substitution may be used to significantly change the culture of an organization. †¢ Socialization- stimulation and successive development and training can lead to acculturation to an already existing or new culture. This can also enhance interpersonal exchange of ideas and team work, which is vital in fragmented corporate cultures. Performance management/compensation systems- This can be used to encourage preferred behaviors, which may result to changed organizational values. †¢ Leadership- Managers can strengthen or assist in the abolishment of existing illusions, symbols, behaviors, and beliefs. †¢ Participation- of all corporate members in cultural rebuilding or management activities and related inputs, decision-making and improvement activities is important if long-term cultural change and management is to be achieved. Interpersonal communication- Meeting the needs of interpersonal interactions is vital in promoting an existing corporate culture and integrating organizational members into that culture. †¢ Effective teamwork- This encourages change and developments in cultural communication. †¢ Structures, principles, processes, and resource allocation- This need to be compatible with the culture of an organization (Boston, Istensaker and Falkenberg 2007). The above represent several strategies that can be used in corporations to manipulate it in terms of the cultures and subcultures that make it up.  The management of organizational culture is based on a complicated comprehension of the tacit and explicit features that make up the already existing culture. Conclusion This essay has shown that organizational culture can and should be managed. What makes up organizational culture and its alleged role in corporate success are contested, resting on prospects of culture either as traditionally based, change resilient, deep societal system which emphasizes all company strategies and activities. Organizational culture should thus be managed to provide for organizational success.

Effects Of Binge Eating On Eating Disorders - 969 Words

Purging Disorder is characterized by recurrent purging (self -induced vomiting, misuse of laxatives, diuretics, or enemas) to control weight or shape in the absence of binge eating episodes. (Forney, Haedt-Matt, Keel, 2014) There are many behaviors associated with purging disorder such as binge eating which leads to loss of control, or overeating in anorexia nervosa. (Goldschmidt et al., 2015) Sociocultural and psychiatric factors are also believed to be important in the subject of weight concerns, dieting, and unhealthy weight control practices. (Simone et al., 1996; Symth et al., 2008) Binge eating is the strongest predictor of purging, loss of control, and overeating. Each were associated with a higher likelihood of purging than non-pathological eating. (Goldschmidt et al., 2015) Researchers had participants trained in how to record mood, stressful events, and behavior for event contingent (completed after any eating episodes or anorexia nervosa behaviors such as binge eating and purging), interval-contingent (nightly assessments) and signal-contingent recordings (completed response to six daily semi-random prompts by investigators occurring every 2-3 hours. Participants recorded their behaviors and results showed that purging (in the absence of loss of control, and/overeating) may serve to regulate negative affect in a similar way as binge eating. Purging may simply delay the experience of a negative mood. 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Rotten teeth, pale and dry skin, and even failingRead MoreEssay on The Dangers of Eating Disorders795 Words   |  4 PagesThe Dangers of Eating Disorders How a person perceives their body is influenced by what it looks like to them and what it looks like to others. Our society teaches us through media and social pressure that body image is important. Feeling attractive is an important part of self worth and for many, feeling attractive means matching a certain ideal appearance. Most of us will never be able to look like this ideal, but the message we get is that we risk social failure if we do not try

Linda Lynn Hog An Exotic Dancer Essay - 2017 Words

Vickie Lynn Hogan grew up in a small, Texas town. She was a product of a difficult childhood due to poverty, her father leaving, and her mother having little to do with her, Feeling the pressures of poverty and the lack of love shown by her mother, Vickie eventually dropped out of school and married Billy Smith at the age of 17. As a teenager, Smith worked at a local fried chicken restaurant. A year after the nuptials, she gave birth to a baby boy by the name of Daniel for which she claims she devoted her life. The marriage to Billy was short lived, and within a year after the birth of their son, she divorced him (Anna, 2008). She was not content with small town life. Smith quoted that, She was going to be the next Marilyn Monroe. As a single mother, Vickie worked multiple low paying jobs like: Wal-Mart, and then became an exotic dancer. Exotic dancing was done under various assumed names for which she became known as Anna Nicole Smith. While dancing Anna scoped out older men and eventually tied the knot with an 89-year-old, oil tycoon (J. Howard). Anna only 26 years old claimed she was in love and age did not matter, However, Anna showed no love for her husband as she did not sleep in the same part of his house, had multiple affairs, and showed no empathy towards her husband even when he was dying. The oil tycoon was only a financial means to glamour and stardom. Anna treated herself to extravagant, celebrity lifestyle she had always wanted, starting with a breast