Illegal Insider Trading Essays - Stock Market, Insider Trading

Illegal Insider Trading Consider this: "Imagine a boardroom of corporate executives, along with their lawyers, accountants, and investment bankers, plotting to take over a public company. The date is set; an announcement is due within weeks. Meeting adjourned, many of them phone their brokers and load up on the stock of the target company. When the takeover is announced, the share price zooms up and the lucky 'investors' dump their holdings for millions in profits." First things first - insider trading is perfectly legal. Officers and directors who owe a fiduciary duty to stockholders have just as much right to trade a security as the next investor. But the crucial distinction between legal and illegal insider trading lies in intent. What this paper plans to investigate is the illegal aspects of insider trading. What is insider trading? According to Section 10(b) of the Securities Exchange Act of 1934, it is "any manipulative or deceptive device in connection with the purchase or sale of any security." This ruling served as a deterrent for the early part of this century before the stock market became such a vital part of our lives. But as the 1960's arrived and illegal insider activity began to pick up, courts were handcuffed by this vague definition. So judicial members were forced to interpret "on the fly" since Congress never gave a concrete definition. As a result, two theories of insider trading liability have evolved over the past three decades through judicial and administrative interpretation: the classical theory and the misappropriation theory. The classical theory is the type of illegal activity one usually thinks of when the words "insider trading" are mentioned. The theory's framework emerged from the 1961 SEC administrative case of Cady Roberts. This was the SEC's first attempt to regulate securities trading by corporate insiders. The ruling paved the way for the traditional way we define insider trading - "trading of a firm's stock or derivatives assets by its officers, directors and other key employees on the basis of information not available to the public." The Supreme Court officially recognized the classical theory in the 1980 case U.S. v. Chiarella. U.S. v. Chiarella was the first criminal case of insider trading. Vincent Chiarella was a printer who put together the coded packets used by companies preparing to launch a tender offer for other firms. Chiarella broke the code and bought shares of the target companies based on his knowledge of the takeover bid. He was eventually caught, and his case clarified the terms of what has come to be known as the classical theory of insider trading. However, the Supreme Court reversed his conviction on the grounds that the existing insider trading law only applied to people who owed a fiduciary responsibility to those involved in the transaction. This sent the SEC scrambling to find a way to hold these "outsiders" equally accountable. As a result, the misappropriation theory evolved over the last two decades. It attempted to include these "outsiders" under the broad classifications of insider trading. An outsider is a "person not within or affiliated with the corporation whose stock is traded." Before this theory came into existence, only people who worked for or had a direct legal relationship with a company could be held liable. Now casual investors in possession of sensitive information who were not involved with the company could be held to the same standards as CEOs and directors. This theory stemmed from a 1983 case, Dirks v. SEC, but the existence of the misappropriation theory had not been truly recognized until U.S. v. O'Hagan in 1995. The case - U.S. v. O'Hagan - involved an attorney at a Minneapolis law firm. He learned that a client of his firm (Grand Met) was about to launch a takeover bid for Pillsbury, even though he wasn't directly involved in the deal. The lawyer then bought a very sizable amount of Pillsbury stock options at a price of $39. After Grand Met announced its tender offer, the price of Pillsbury stock rose to nearly $60 a share. When the smoke finally cleared, O'Hagan had made a profit of more than $4.3 million. He was initially convicted, but the verdict was overturned. The case bounced around in the Court of Appeals for several years before it made its way to the Supreme Court. It is there the Supreme Court held that O'Hagan could be prosecuted for using inside information, even if he did not work for Pillsbury or owe any legal duty to the company. In a 6-3 ruling, the court indicted O'Hagan

Free sample - Edith stein. translation missing

Edith stein. Edith stein1. What type of experience does Stein argue for the temptations of Jesus of Nazareth? Stein argues that the temptations of Jesus were right from the beginning meant to open the doors of life without end for human being. She continues to argue that, following the temptations that Jesus underwent, Christians can only pay back by being strong not to be tempted just like Jesus. Prayers are the only surest way to resist temptations. Was the experience a historical event, vision, or subjective experience? Her experience on this was like a subjective experience because she even wrote a book on the same. Although she did not finish writing it she concluded it basing it on truth of temptations she had experienced so many times. She strongly believed that, as the disciple of Christ, temptations were a daily thing. What arguments does she use to support her answer? The fact that she had suffered so much in the hands of the then government due to her denomination made her to argue that, temptations usually come but they are not meant to last.   She also argues that, just like Jesus underwent temptations and did not give up, she is also not ready to give up. 2. What are the three temptations faced by Jesus? The first temptation is when Jesus was required to manufacture bread form stones. The second requires him to let himself fall from a cliff and let the angels rescue him. Finally the devil requests him to worship him and by so doing he will give him authority over the world. How do the temptations differ in Mark, Matthew and Luke? To begin with, Luke and Mathew differ on how the second and third temptations are arranged. In the gospel of Mark Jesus’ temptations are not even clear unless one clearly reads with a lot of keenness. The two books which one can easily read the temptations of Jesus and understand are Mathew and Luke. 3. According to Stein how are we to understand the term, â€Å"wilderness†? Wilderness according to Stein can be likened to the hardships that Christians are experiencing while serving Christ. Just like Jesus experienced hardships in the wilderness Christians are no exception as Jesus serves as role model. 4. What is the meaning of each temptation according to Stein? The first temptation serves as a wake up call on Christians to resist the worldly things just like Jesus because they will soon come to an end just like bread. The second temptation according to Stein is that Jesus set a classic example by not testing his father. She calls upon Christians not to do things deliberately looking forward to Christ to save them. That to her, is a sin. In the third temptation, although she is not specific, she says that many people have been driven by promises from friends and people close to them and have abandoned the word of god and have followed them. Just like Christ, she calls upon those people to remember eternal life cannot be compared to any worldly thing. 5. How does Stein understand Jesus’ concept of the â€Å"Kingdom of God†? She categorically said this about Jesus’ concept of the kingdom of God, that the kingdom is God in us and us in Him. The kingdom is God manifesting himself in Christians and Christians in return manifest themselves in Christ. 6. What is the significance of calling God, â€Å"Abba†? The significance of Abba in her life was that even when she is experiencing embarrassment, suffering and loneliness of the cross, she experiences Christ love and being there for her which gave her a back up when he really needed it. Abba is the one that protects her therefore having a sense of security. She continues to say that, in the arms of Abba, she feels like a child being protected by strong hands of the father. This sense of security has enabled her to commit herself fully to the work of Christ. Works cited: E. Stein: St. Teresa Benedicta of the Cross. Rome 1998

How to do good in school Essay Example | Topics and Well Written Essays - 500 words

How to do good in school - Essay Example First and foremost, a student needs discipline. This may seem difficult but what is really needed is for a person to decide to take all possible actions to plan and stick to his plans of action. It is then important to list activities and arrange them according to how they impact school performances. Allotting desired period of time is another important matter to consider in scheduling activities and sticking to the schedule regardless if the task is completed or not. This allows the student to adjust his pace in performing an activity rather than sacrificing other important tasks, allowing him to complete all that has been set for a day’s work. This could sometimes be discouraging during the first days however, once one has gotten into the habit of working in a timed manner, the body adjusts to the demands of discipline. Lectures are very helpful in improving a person’s school performances so it is also important to listen well and take notes. When a student takes notes while lectures are going on, he is strengthening his understanding of the topic and his retention of the information being discussed. In addition, during reviews, a person can always verify discussions with other resources based from what has been noted during lectures. Therefore, one has to learn how to take notes, study shorthand writing or make personal codes for an understandable outline, which will then be re-written if needed. Before every lecture, it is also most helpful for students to read in advance to have some idea what is to be discussed in class. This will enable an individual to grasp more details as compared to having no foreknowledge of the topic. Taking notes about important information that could possibly be discussed in class is also helpful, making note-taking during lectures easier and more complete. In taking personal notes during advance readings, a student should make an outline with special marks like asterisks, boxes,

Memo 1-follow intructions below Case Study Example | Topics and Well Written Essays - 250 words

Memo 1-follow intructions below - Case Study Example According to an email sent, there were examples of adjustments made as a result of budget cut. It is better to understand these adjustments were not done intentionally but as a result of drastic change in Budget cost. Lake Clarke National Park offers services which everyone would look forward to enjoy. The mail was not written without the right consent. The relevant individuals had tried all they could squeeze the park’s budget in the new reduced budget. It is at times impossible to shift to a new budget line. Low service-adjustment caused by changes in reduced Budget cost can close down the company’s operations. Lake Clarke National Park was forced to lower some services it offered to its customers. Poor financial situation of the park led to changes in services it offered. My intention is to make the park’s customers understand the financial position of it. The mail used had good means to reach the

The Barriers for Women in Career Advancement

The Barriers for Women in Career Advancement Chapter 2 LITERATURE REVIEW This sections presents a review of literature pertinent to this study including a history of mentoring, the barriers for women in career advancement, the relationship between mentoring and career advancement, mentoring in healthcare administration, and the advantages and disadvantages of formal and informal mentoring. History of Mentoring Mentoring is rooted in Greek mythology and arose as a concept in a story where Athena, the goddess of wisdom, assumed a male form and called herself Mentor. Athena acted as a surrogate parent to Telemachus when the boys father, Odysseus, fought in the Trojan War. Athena provided guidance and instruction to the boy as the latter assumed the leadership of the household and groomed him to be Ithacas future ruler (Butler, 1944). Hence, the concept of mentoring has been shaped by the notion of a relationship where a more experienced adult guides a youthful individual (Kram, 1985). More specifically, Kram (1985) describes mentoring as â€Å"a relationship between a younger adult and an older, more experienced adult [who] helps the younger individual learn to navigate the adult world and the world of work† (p. 2). Lacey (2001) states that the term â€Å"mentor† has since evolved to represent either a counselor, teacher, or friend and the mentoring relationship now connotes a p artnership where the primary purpose is the exchange of information and knowledge distinct to a given industry or organization. Other authors refer to mentoring relationships as â€Å"sponsor, patron, and godfather† relationships (Rowe, 1978, as cited in Kram, 1985). A literature review on mentoring across various disciplines by Hayes (2001) produced the definition of mentoring â€Å"as a process of building trust between two people, one is experienced and the other is a newcomer† (p. 29). Carmin (1988) provides a comprehensive definition of mentoring: Mentoring is a complex, interactive process, occurring between individuals of differing levels of experience and expertise that incorporates interpersonal or psychosocial development, career, and/or educational development, and socialization functions into the relationship. This one-to-one relationship is itself developmental and proceeds through a series of stages which help to determine both the conditions affecting the outcomes of the process. (p. 10) Mentoring as a field of study started with the 1978 research of Levinson et al. on adult mens career development experiences (as cited in Kram, 1985). Levinson and his colleagues concluded that the mentoring relationship was a pivotal experience in a young adults life because aside from receiving knowledge from mentors, the experience also shapes a persons self-esteem and professional identity. Kram (1995) identifies two broad types of mentor functions: career-related support and psychosocial support. Career-related support refers to the support mechanisms provided by the mentor that boosts the mentees career advancement within the organization. Component functions associated with career-related mentoring include â€Å"sponsorship, exposure and visibility, coaching, protection, and challenging assignments† (p. 86). Due to the mentors influence and high status, experience, and leadership position in the organization, the mentee receives the best hands-on training and gets assistance on learning more about the organization itself and its inner workings, receives exposure to the mentors social networks, and acquires promotions. In this regard, the mentor sees him or herself in the mentees shoes and want to groom a future executive in his or her fashion. Allen Eby (2002) view that mentors and mentee alike benefit from the mentoring relationship and that mentors are fuel ed by the desire to ensure the success of the next generation of leaders. Kram (1985) theorized the mentors can provide five specific career development functions (as cited in Ragins Cotton, 1999): Sponsoring promotions and lateral moves (sponsorship); Coaching the protà ©gà © (coaching); Protecting the protà ©gà © from adverse forces (protection); Providing challenging assignments (challenging assignments); and Increasing the protà ©gà ©s exposure and visibility (exposure). (p. 530) The second mentoring function is psychosocial in nature. The psychosocial function of mentoring addresses â€Å"those aspects of a relationship that enhance an individuals sense of competence, identity, and effectiveness in a professional role† (Kram, 1985, p. 32). Krams mentor role theory (1985) suggests that there are four components of psychosocial support that mentors can provide to mentees (as cited in Ragins Cotton, 1999): Helping the protà ©gà © develop a sense of professional self (acceptance and confirmation); Providing problem-solving and a sounding board (counseling); Giving respect and support (friendship); and Providing identification and role modeling. (p. 530) Where career support is dependent upon the mentors power and influence within the organization, psychosocial support focus on the emotional bond and the interpersonal relationship underlying the mentoring relationship. Career support aims at advancing the protà ©gà ©s career while psychosocial support is geared at improving the protà ©gà ©s personal development. Barriers for Women in Career Advancement Compared to several decades past, women have made leaps in terms of advancing toward senior executive positions formerly monopolized by men. However, career advancement opportunities for women still lag considerably compared to the men. Tharenou (1999) estimates that although women in developing countries make up almost half of the entire workforce, only 5 percent of them are situated in top executive positions. A worrisome fact is that while there seems to be equal opportunities for men and women in entry-level positions, the road toward the more senior levels are unfortunately blocked for women. While is undeniable that the greater workforce composition of women is one of the most positive social changes in the twenty-first century, struggle for equal opportunity persist as women are still excluded from the top positions in the organizational hierarchy. This phenomenon has been referred to as the â€Å"glass ceiling,† a term originally used in 1986 by a Wall Street journalist to connote the status of women in the corporate world. The term was coined as a description of the complex barriers that block womens opportunities to break through the top levels in the organization. This â€Å"glass ceiling† is especially evident when one looks at rarity of female senior executives in organizations of virtually all disciplines. The concept of the glass ceiling was recognized and accepted as a public term when the 1992 Federal Glass Ceiling Commission concluded that there were indeed several barriers that hindered women and other minority groups to achieve their full potential within the career ladder. The same study confirmed that â€Å"gendered† structural and organizational barriers prevented women from attaining the most senior level positions in several companies. Moreover, it lamented on the so-called â€Å"hegemonic masculinity† that is pervasive in the organizational culture in corporate America (Woody Weiss, 1994). Many studies have reported on the various barriers that women encounter during professional advancement. A report by womens group Catalyst (1994) listed the most common barriers identified by mid-level managers that prevent them from advancing further into the top-level positions. These barriers include (as cited in Arnold Shinew, 1997): stereotyping and preconcepts about suitability for leadership positions; exclusion from informal networks of communication; absence of effective management training for female employees; failure to hold upper level managers accountable for developing and advancing women; inadequate appraisal and compensation systems, leading to inequities in salaries; inflexibility in defining work schedules; and absence of programs that enable employees to balance work/non-work responsibilities. (pp. 42-43) The work of researchers Henderson and Bialeschki (1995) has been influential in comprehensive studies that aim to identify the different barriers that women face in their pursuit of upward career mobility. They conducted a nationwide survey among women practitioners in the recreation and leisure industry. The researchers grouped the different barriers into three broad categories: individual, organizational, and home/family. By examining career patterns, family situations, career satisfaction, and equity in the workplace issues, they found that stereotyping and gender-based discrimination remains the greatest barrier for women that prevent them from advancing to the top tier of the corporate ladder. More than half of them also reported being sexually harassed. Other identified barriers include the lack of training, lack of mentors, and womens exclusion from â€Å"male-only† networks. Another study by Frisby and Brown (1991) surveyed 30 women mid-level managers belonging to leisure-oriented organizations in order to examine their career experiences as they struggled their way to the top. Consistent with previous findings, women in middle management reported that the most common barriers they encountered from advancing in their careers include career interruptions due to pregnancy or family issues, the lack of role models or mentors, the lack of support from senior executive to promote women, exclusion, gender stereotyping, personal factors, and exclusion from male-dominated social networks. Frisby (1992) did a follow-up study to examine in a more comprehensive manner the factors that hinder the career development of women in leisure organizations. Using a descriptive-quantitative design, Frisby grouped the various barriers reported by women managers that have influenced their career direction and mobility. There were legislative factors such as gender discrimination, pay equity, and laws on sexual harassment; organizational factors such as patriarchy, exclusion from networks, flexible work options, difficulty in dealing with male-dominated organizational culture, lack of training and mentoring opportunity; and individual factors such as gender, education, and geographical mobility; and lastly, family factors that include lack of support from spouse and difficulty balancing work-family responsibilities. Due to the complex and varied nature of identified barriers for women, studies by Henderson Bialeschki (1995) and by Woody Weiss (1994) have grouped these barriers into three categories: a) Individual factors; b) Organizational/Structural factors; and c) Family or Home-related factors. Individual factors as barriers Individual traits and skills are often attributed for laggard career advancement among females. Individual factors such as age, educational attainment, skills, experience, proficiency, or ability are related to advancement. There remains gender stereotypes on what men can do that women cannot that justifies greater upward mobility for males. Some express that women lack the necessary attributes such as assertiveness, motivation, or networking skills to advance in careers (Vecchio 2002). The simple fact of â€Å"being female† thus becomes a potent barrier for career advancement among women. For instance, there is a double standard when it comes to appreciating leadership in females. Morrison, Greene and Tischler (1985) opine that when women display competence in leadership, they are viewed negatively while men who visibly lead are appreciated. Similarly, succession in vacated executive positions is usually based on the gender of the previous occupant of the position or the job. Since most senior executive positions are dominated by males, women are immediately excluded from consideration. Moreover, females are placed in â€Å"traditionally-female† positions such as staffing and human resources and cannot be promoted to higher positions that are â€Å"traditionally-male† in nature. Age can also be a barrier as individuals who are deemed â€Å"too young† or â€Å"too old† may not be deemed suitable for senior executive positions. Organizational factors as barriers Most research studies conclude that the biggest barriers to career advancement among women are beyond their personal control. The Glass Ceiling Commission indicts organizational and structural barriers as the most predominant barrier toward womens upward climb in the career ladder (Woody Weiss, 1994). Bergmann (1986) opined that organizational structures specifically job assignments are designed to prevent women from ascending to the top. Job assignments are considered to be the primary route for career advancement. Organizational structures â€Å"steer away† womens potential for upward mobility by confining them to work roles that are considered to be â€Å"womens occupations.† Bergmann cites a study by Forbes that the quickest way to the top of corporations is placement in functional areas or crucial job assignments that lead to the accomplishment of critical organizational tasks (p. 88). Klenke (1996) suggests that women face an exclusion policy that prevents them from penetrating the â€Å"old boys† network. Access to such networks is considered a significant step to gaining upward mobility in organizations. One can access information and learn more about the organization not possible in regular communication channels. Another barrier cited by women is the lack of mentoring opportunities from male superiors. For instance, Dreher and Cox (1996) found that females find it difficult to gain informal mentors who are male. If they do find a male mentor, they also face challenges in the course of the mentoring relationships especially in relation to its nature and possibility of misinterpretation. Some female managers even report being subjected to sexual harassment. Cooper Jackson (2001) contends that the scarcity of women role models is another perceived barrier toward advancement. Organizational leadership is predominantly patterned after the male form of leadership. Since acquiring senior executive positions are blocked, developing women role models that would inspire and motivate women and neutralize male-dominate culture in the organization becomes challenging. Moreover, because women lack opportunities for role modeling or mentoring relationships, they often fail to plan their career and build effective networking strategies. The reality of stereotyping has been found to affect womens career advancement deeply. Because of gender stereotyping, women feel isolated and discouraged because they perceive themselves unable to blend well or fit in with the patriarchal culture of senior executive leadership. Sometimes, this perception leads them to believe that have to change considerably in order to suit the male-dominated culture of the top hierarchy. Davidson and Cooper (1986) report that gender stereotyping in the organization leads to higher stress levels among women than men. This is because gender stereotyping often pressures women to exert extra effort or to work harder and perform better than their male counterparts in order to prove themselves equal to them. Women tend to believe that in order to achieve their career goals, they have to over-perform to counter the effects of negative gender stereotyping. Even when women are promoted and do acquire senior executive status, there is a prevailing norm that they have to perform even better than their male colleagues to prove themselves worthy of the position. Powell and Butterfield (as cited in Collinson Hean, 2001) state that stereotyping also leads to social isolation among female managers and their heavy dependence on formalized relationships for career advancement. Female managers put a prime on their professional portfolio and credentials when they pursue promotional opportunities whereas men can depend on informal networks to advance in their careers. Collinson and Hearn (2001) believe that unless the patriarchal nature of institutions are broken down, women will find it difficult to advance their careers in what is considered male territory. They define patriarchy as a process and a context through which male supremacy is promoted by men and institutions. Patriarchy is a stumbling block for women because it â€Å"control[s] access to hierarchical power and characteristics of knowledge claims† (Collinson and Hearn, 2001, p. 23). In this environment, cultural practices and information flow signify male authority, hence, placing women as mere subordinates to men. However, the problem with patriarchy is that it is a â€Å"complementary process† that is legitimized by both women and men and forms part of the organizational culture. In this manner, male dominance becomes a self-perpetuating phenomenon in organizations. Moreover, Collison and Hearn (2001) opine that executive culture is a male realm. They believe that wome n are not accepted wholly into the workforce but are merely tolerated. Hence, the notion of â€Å"patriarchal elitism† especially in top executive culture is widespread (p. 8). Pringle (1999) contends that female managers lack access to networks, trainings, and mentoring programs because they are usually gender-based and male-gendered. The domination of men in organizations is sustained with constant identification with one another. Perpetuating a gendered organizational culture leaves women managers isolated and places them in a situation where executive leadership feels very much like engaging in constant â€Å"physical combat† (Sinclair, as cited in Pringle, 1999, p.8). Home-related factors as barriers The barriers that women encounter extend far beyond the confines of the workplace to the home. For many female managers, the home environment presents several obstacles that must be overcome in order to achieve upward mobility. One obstacle is that some women managers, especially, those with families, experience the so-called â€Å"second shift syndrome† where they must work on the first shift in the workplace and continue on the second shift in the home environment. The burden of juggling work-related goals with family responsibilities is a serious concern for some women. Women who find themselves in this circumstance are also called â€Å"dual career women† where performance at work and at home are necessary. To perform this balancing act between professional development and personal life may prove too difficult for some women in many ways. Some of them eventually may find inadequate support from their respective families to pursue career advancement goals. A 1995 survey by recruiting company Robert Haff and Associates (1995) found that more than 80 percent of women managers who were interviewed preferred a job that featured more flexible hours, provided more family time, and slow-paced advancement than grueling jobs that featured rapid career mobility. In a sense, because of additional responsibility at home and with their families, women do not perceive career mobility as â€Å"a methodical rise to power† (Aburdene Naisbitt, as cited in Pringle, 1999, p. 43). Unlike the men, women do not focus on the singular objective of professional advancement but struggle to â€Å"do it all† and come up with more creative ways to reap professional success. Research also reports that women managers continue to bear the brunt of carrying the â€Å"double burden† of family and work. They have to be successful equally in the home and at work. In the home environment, they need to assume the manifold tasks of wife and homemaker and struggle to become equals with men in the workplace at the same time. Sue Newell opines that so long as women continue to juggle these dual roles, they may never achieve the parity they need and deserve in relation to men in the work environment (Newell, 1992). However, studies have also found the home and family-related barriers do not necessarily interfere with motivation and career success among many women. The problem with having the additional burden of family responsibility for women is that it is viewed as a negative thing. Research has suggested that many companies look at women with home-related commitments with disfavor (Swiss Walker, as cited in Pringle, 1999). What is worse is that some women may even be penalized career-wise for having commitments outside of the professional realm. Having marital and family responsibilities may not interfere in terms of commitment among women but these factors might slow down the promotional opportunities of woman managers. Some women have reported that the workplace was inviting and conducive to success when they were single and changed considerably to a more unwelcome environment when they got married and had children. In an article, management expert Douglas T. Hall (1990) suggested that in order to provide more access for women in terms of career advancement, companies need to come up with strategies that promote balance between work and family responsibilities. Among the strategies he recommend were more flexible work schedules and expanded use of home-based work option.

An Exhibition of Portraits by Alice Neel Essay -- Art Appreciation

An Exhibition of Portraits by Alice Neel An exhibition of portraits of the family by Alice Neel, one of the finest painters of her generation, is at the Norton Museum of Art February 14 through March 29, 1998. Both critics and the subjects of her paintings have written of Neel's ability to portray the dynamics of relationships. Kinships focuses on particular family relationships: siblings, domestic pairs, parents and children, and members of her own family. The exhibition was organized by the Tacoma Art Museum, and is sponsored by The Elizabeth Norton Society. Born in 1900, Alice Neel worked as a figurative painter during the decades of WPA realism, postwar abstract expressionism, and 1970s minimalism. She persevered in her work despite a turbulent personal life that included a year of hospitalization after a nervous breakdown, the destruction in 1934 of over two hundred and fifty paintings and drawings, and little attention to her work until the 1960s. Her art demonstrates a vigorous working manner, an unsparing skill in observation and a generous tolerance for the unpredictability of human nature. Neel disliked being called a portraitist, but rather labeled herself as a "collector of souls." She believed that each person has an identity, an essential core of personality, and it was this that she sought to reveal in her paintings. She often captured aspects of relationships of which her subjects were not aware, and combined in her work her stringent analysis of their interactions with a broad acceptance of the depth of human emotions. She painted her subjects as distinct individuals, in the poses that were natural to them; poses that, in Neel's words, "involve ... all their character and social standing ... what the world has done to them, and their retaliation." The compositions, as well as the subjects' body language, of such works as The Black Spanish American Family or Annemarie and Georgia, allows the viewer to observe how family members draw together tenderly or reluctantly, look away, touch one another, draw back, or open up. The arms of the parents often encircle their children in Neel's paintings. The early Mother and Child, Havana, 1926, uses this pose to depict a simple, secure relationship. However, in later works, such as Mother and Child (Nancy and Olivia), 1967, the poses are more attuned to the ambivalent emotions present in... ...t on Neel's own art. No better evidence exists than her portraits of pregnant nudes. It was a subject she first approached in 1964, ultimately painting a total of seven such portraits, with Evans's being her last. The subject had a powerful resonance at a time when women were newly educating themselves about the form and function of their anatomies. The Boston Women's Health Book Collective published Our Bodies, Ourselves in 1973, while Adrienne Rich's classic Of Woman Born: Motherhood as Experience and Institution appeared in 1976. As opportunities for women widened dramatically, debate and discussion about their biological destinies and responsibilities intensified. Neel's paintings of pregnant women offered no clear opinions or solutions. But, in retrospect, as with all of Neel's best work, Margaret Evans Pregnant endures as both a portrait of a person and a picture of a time. Ann Temkin is the Muriel and Philip Berman curator of modern and contemporary art at the Philadelphia Museum of Art. She organized the Alice Neel exhibition that opens at the Whitney Museum of American Art next month and travels to the Philadelphia Museum of Art, February 18 through April 15, 2001.

Elementary Examination Type Examples

David, Alyssa Marie L. EDUC05A BEEd/A34(Miss Oharrah Mae Bernardez) SCIENCE III Test I: Multiple Choice: DIRECTION: Encircle the letter of the correct answer. 1. ) These foods are the energy-giving foods. a. ) Go Foodsc. ) Grow Foods b. ) Glow Foodsd. ) Junk Foods 2. ) These foods are the body-building foods. a. ) Go Foodsc. ) Grow Foods b. ) Glow Foodsd. ) Junk Foods 3. ) These foods are the regulating foods. a. ) Go Foodsc. ) Grow Foods b. ) Glow Foodsd. ) Junk Foods 4. ) Unhealthy foods belongs to ____________.a. Go Foodsc. ) Grow Foods b. ) Glow Foodsd. ) Junk Foods 5. ) Chicken, egg, fish and meat are ___________. a. ) Go Foodsc. ) Grow Foods b. ) Glow Foodsd. ) Junk Foods 6. ) Fruits and vegetables group belongs to ___________. a. ) Go Foodsc. ) Grow Foods b. ) Glow Foodsd. ) Junk Foods 7. ) Which of the following foods does NOT belong to the group? a. ) Cheese Curlsc. ) Apple b. ) Bananad. ) Eggplant 8. ) Which of the following statements is TRUE?a. ) Man can live without food c. ) Food is not important to man b. Man cannot live without foodd. ) Food doesn’t give energy to man 9. ) Glow Foods makes our bones ___________. a. ) grow tallerc. ) be attentive b. ) be strongd. ) be active 10. ) Grow Foods helps young children __________. a. ) grow tallerc. ) be attentive b. ) be strongd. ) be active 11. ) Go Foods keeps us ___________. a. ) alert and activec. ) sleepy and tired b. ) grow tallerd. ) strong 12. ) Man takes food to have the needed __________ to be able to do activities. a. ) boredomc. ) attention b. ) energyd. ) friends 1