Definition and Examples of the Second Persona

Second persona is a term introduced by rhetorician Edwin Black (see below) to describe the role assumed by an audience in response to a speech or other text. Also called an implied auditor. The concept of the second persona is related to the concept of the implied audience. Examples and Observations We have learned to keep continuously before us the possibility, and in some cases the probability, that the author implied by the discourse is an artificial creation: a persona, but not necessarily a person. . . . What equally well solicits our attention is that there is a second persona also implied by a discourse, and that persona is its implied auditor. This notion is not a novel one, but its uses to criticism deserve more attention.In the classical theories of rhetoric the implied auditor--this second persona--is but cursorily treated. We are told that he is sometimes sitting in judgment of the past, sometimes of the present, and sometimes of the future, depending on whether the discourse is forensic, epideictic, or deliberative. We are informed too that a discourse may imply an elderly auditor or a youthful one. More recently we have learned that the second persona may be favorably or unfavorably disposed toward the thesis of the discourse, or he may have a neutral attitude towa rd it.These typologies have been presented as a way of classifying real audiences. They are what has been yielded when theorists focused on the relationship between a discourse and some specific group responding to it. . . .[B]ut even after one has noted of a discourse that it implies an auditor who is old, uncommitted, and sitting in judgment of the past, one has left to say--well, everything.Especially must we note what is important in characterizing personae. It is not age or temperament or even discrete attitude. It is ideology . . ..It is this perspective on ideology that may inform our attention to the auditor implied by the discourse. It seems a useful methodological assumption to hold that rhetorical discourses, either singly or cumulatively in a persuasive movement, will imply an auditor, and that in most cases the implication will be sufficiently suggestive as to enable the critic to link this implied auditor to an ideology.(Edwin Black, The Second Persona. The Quarterly J ournal of Speech, April 1970)The second persona means that the actual people making up the audience at the beginning of the speech take on another identity that the speaker convinces them to inhabit through the course of the speech itself. For example, if a speaker says, We, as concerned citizens, must act to take care of the environment, he is not only trying to get the audience to do something about the environment but also attempting to get them to identify themselves as concerned citizens.(William M. Keith and Christian O. Lundberg, The Essential Guide to Rhetoric. Bedord/St. Martins, 2008)The second persona relationship provides interpretative frameworks for making sense of the information enacted in communication. How that information is interpreted and acted on is likely to be the result of what receivers see as the intended second persona and whether they are willing or able to accept that persona and act from that point of view.(Robert L. Heath, Management of Corporate Comm unication. Routledge, 1994) Isaac Disraeli on the Role of the Reader [R]eaders must not imagine that all the pleasures of composition depend on the author; for there is something which a reader himself must bring to the book, that the book may please. . . . There is something in composition like the game of shuttlecock, where if the reader do not quickly rebound the feathered cock to the author, the game is destroyed, and the whole spirit of the work falls extinct.(Isaac Disraeli, On Reading. Literary Character of Men of Genius, 1800)

The Social Structures Of Women - 1038 Words

Data Set 1 Studies have suggested that students who sit closer to the front tend to be more successful (Cuseo, Fecas, Thompson). There is also evidence that fewer women than men make it to the most upper level careers (â€Å"Women in Leadership†). With this knowledge, I hypothesized that women sit on the back row more often than the front row. The social structures that cause women to keep from these careers may also cause them to sit farther back in class, being less engaged during school. Women at BYU especially are socially pressured to stay in the home, so they will likely respond to this and be less engaged in school rather than preparing for a career. I expect front row seating to be negatively correlated with females. I collected my data†¦show more content†¦The data carries some validity because it was taken in a class required by two majors, and the class contains both men and women. Validity is also provided because the people did not know that they were being observed, so the behavior I observed was unaffected by my data collection. I used column percentages to compare the variables and test for substantive significance. I used this test because both of my variables yielded categorical data. 53.6 percent of males chose to sit on the front row and 53.8 percent of females chose to as well. There is no difference between these values, so the data is not substantively significant. This test shows that in the class I observed, the choice to sit in the front or back rows is not affected by a person’s gender. I used the computer to run a Chi square test to determine statistical significance because both my dependent and independent variables were dichotomous. It was unnecessary to use comparison of means because both variables were dummy variables. I expect these variables to be positively correlated. The Chi square value of 0.987 yielded a p value of 0.3205, so I can reject the null hypothesis with only 68 percent confidence; therefore I fail to reject the null hypothesis. This means that gender is not a significant factor in seat choice. With more data the relationship could be tested more effectively and with more validity, but my research has been

Fresh Direct Case Study Essay Sample free essay sample

Please read the Fresh Direct ( C 19 ) instance analysis carefully and bring forth a instance analysis study following the instructions that are given in the Case Analysis study papers in Doc Sharing. Company NAME/WEBSITE/ INDUSTRY Fresh Direct/Freshdirect. com/Food and Grocery BACKGROUND/HISTORY Cofounder and former main executive officer Joseph Fedele was able to convey a wealth of experience in New York City’s nutrient industry to FreshDirect. FreshDirect offers on-line food market shopping and bringing service to more than 300 nothing codifications in Manhattan. Queens. Brooklyn. Nassau County. Riverdale. Westchester. choice countries of Staten Island. New Jersey. and parts of Connecticut. Fresh Direct is a company that allows you to order your nutrient online and acquire following twenty-four hours bringing. their moto is â€Å"Our Food is fresh. our clients are spoiled†¦ . . Order on the web today and acquire next-day bringing of the best nutrient at the best monetary value. precisely the manner you want it with 100 % satisfaction guaranteed. We will write a custom essay sample on Fresh Direct Case Study Essay Sample or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page † The primary concern is to let clients to order their nutrient online and avoid traveling to a food market shop they can purchase anything they want on-line and you can hold it delivered to you house. Cardinal participants would be the people who launched the concern in 2001 Joseph Fedele and Jason Ackerman. Many companies have fallen online with the food market service and they boldly stated they were the â€Å"greatest manner to shop for food† this once more was a bold statement in many of these ironss have fallen. Company launched in 2001 and by 2011 you had to hold a order of 30 $ with a bringing fee associated with it. The company started to fall apart when the competition start to raise in the industry that is when they started offering local grown and organic but their were some Fieldss they merely couldn’t compete with. FreshDirect acquired the majority of its $ 100 million investing from several private beginnings. with a little part coming from the State of New York. Briefly describe the company in the instance survey. What is their primary concern. who were the officers or cardinal participants described in the instance survey? If the instance survey company is presently in concern. name the company’s current CEO. entire gross revenues and net income or loss for the last twelvemonth where information is available. Identify cardinal events or stages in the company’s history. Describe the public presentation of this company in the industry. Visit the company’s web site and usage hypertext transfer protocol: //finance. yokel. com and or some other fiscal hunt engine to happen this information. ( 25 points ) Grocery shopping with bringing services of fresh green goods merchandises delivered right to your door. The cofounder and former main executive officer is Joseph Fedele. SWOT ANALYSIS Using the information in the instance survey. execute a SWOT analysis on this company. Remember Strengths and Weaknesses are internal to the company. Opportunities and menaces lie outside of the company and are in the external environment. Sum up your cardinal points in a SWOT matrix. ( 25 points ) Strength Failing Opportunity Menace A competition for Fresh Direct is YourGrocer. YourGrocer created with a bulk-buying scheme. believing that clients would order big. economical measures of goods from the web site and the company would do place bringings in company trucks. strengths ( internal ) ( 3 ) failings ( internal ) chances ( external ) strengths/opportunities obvious natural precedences Has strong fiscal assets Powerful on-line food market trade name Advanced nutrient engineering with package system Strong relationship with local shops and distributers Approach is really advanced Excellent client service Warehouse had 12 separate temp zones Extreme high criterion for cleanness Refrigerated loaded trucks to keep†¦ weaknesses/opportunities potentially attractive options †¢ One of the biggest obstructions to the growing of on-line ordination of food markets had been the inability to position and touch nutrient. peculiarly fresh green goods and meat.†¢ This deficiency of control over placing the freshness of the nutrient caused major concerns for the clients. Merely basic consciousness. planning. and execution required to run into these challenges.Investing in these issues is by and large safe and necessary. Executive inquiry: â€Å"Are we decently informed and organized to cover with these issues. and are we certain there are no concealed surprises? † – and – â€Å"Since we are strong here. can any of these menaces be turned into chances? † weaknesses/threats potentially high hazard Appraisal of hazard crucial. Where hazard is low so we must disregard these issues and non be distracted by them.Where hazard is high we must measure capableness spreads and program to defend/avert in really specific controlled ways.Executive inquiry: â€Å"Have we accurately assessed the hazards of these issues. and where the hazards are high do we hold specific controlled dependable programs to avoid/avert/defend? † ANALYSIS VIA PORTER’S FIVE FORCES MODEL Analyze the competitory environment by naming the menace of new entrants. the dickering power of purchasers. the dickering power of providers. the menace of replacement merchandises and services. and the strength of competition among rivals in the industry ( Chapter 2 ) . Sum up your cardinal points in a Figure. ( 25 points ) Scheme USED How does this company create and prolong a competitory advantage? What scheme was undertaken by this company? Were they successful? Can all companies use this scheme? How is the scheme affected by the life rhythm in the industry? Remember to cite Porter’s generic schemes identified in Chapter 5 of the text edition. ( 20 points ) Overall cost leading – Low cost place relation to a firm’s equals Manage relationships throughout the full value concatenation Differentiation – Create merchandises and/or services that are alone and valued Non-price properties for which clients will pay a premium Focus scheme – Narrow merchandise lines purchaser sections or targeted geographic marketsAttain advantages either through distinction or cost leading. THE ISSUES AND CHALLENGES FACING THIS COMPANY Can the company’s competitory advantage be sustained? How will that be accomplished? Where are they in the merchandise life rhythm? What is the company civilization like? Do they need to alter it? What jobs is this company holding and why? ( 20 points ) Product life rhythm Company civilization Identify jobs Course of action and scheme COURSE OF ACTION RECOMMENDED If you were in a place to rede this company. what scheme would you urge to prolong competitory advantage and achieve hereafter growing? Be specific and list the stairss the company should take for successful execution of your class of action. ( 20 points ) Opinion I found this instance survey to be really interesting and enlightening. I learned about the organisation and the jobs it presently faces. After analysing and making a SWOT analysis of the instance assist me to understand where it stands and ends of the company. There are many solutions I feel that will profitthis organisation. Mentions hypertext transfer protocol: //www. freshdirect. com/about/index. jsp ; jsessionid=HNYFQP7JLx22DchQ6vLm12gGrVb5P12tD7sH4TVYLnqnXX9pHNbT! -244301007! -408313503? siteAccessPage=aboutus A ; successPage=/index. jsp Dess. Strategic Management text and instances. 6th Edition. McGraw-Hill Learning Solutions. 2012.

Taylorism And Management Essays - Organizational Behavior

Taylorism And Management Many people and companies have rejected the theory of scientific management that Frederic Taylor developed in the early 1900s because it wasnt working effectively for the companies. However as Rober Kanigel make clear in his biography of Frederick Taylor One Best Way the problem wasnt with the theory of scientific management , but with the Frederic Taylor and his attempts at managing his own theories. Frederic Taylor was an engineer, a perfectionist; he didnt have personality skills necessary to be an effective manager or leader. Someone how had these skills could manage a company well with his theory. What scientific management really is a complete method of creative problem solving and decision making. Many of the ideas in scientific management, like setting time goal and streamlining the workload are good ideas and are used presently in the work force. The primary objectives of scientific management are to maximize profit for the company, to use the fullest potential each employee and for prosperity for employees. To accomplish this people must exert themselves to their maximum potential every minute of the time at work. Still many of Taylors ideas did not work out because there he was too much like a robot and treated others like robots. He was inflexible, and failed to consider human emotions. For example he timed each person with a stopwatch and forced him or her to meet an inflexible and extreme time goal everyday no matter what. The job was not adjusted to meet the person but the person was forced to adjust to the job. Frederick Taylor wasnt capable of managing people under the scientific management theory the way he designed it. His use of the system eliminated the human aspect of the workplace, by treating people like machines. He described people as in capable of working in anything but what they were currently doing. Furthermore he doubled their work load and made them work at the most efficient pace that he conceived of and enforced this by timing people with a stop watch. His essential theory was: management decided what a fair day of work was and made all the decisions. The employees were only capable of doing manual work and were hired only for their manual labor. Scientific management the Taylor way was imperfect because he eliminated the human part. No one can manage other people efficiently if they treat them like machines. Positive implementation could have occurred if Taylor wasnt implementing and using it. Taylor did treat people like machines as he worked them as hard as possible, leaving them with no energy at the end of the day for leisure activities. His stop watch techniques making sure they met the time goals resulted in the feeling of a large amount of pressure. Taylors personality was of being a meticulous and Machiavellian, obsessive about details and overbearing. He was therefore one of the worst types of people to have as a manager is a very meticulous person as he was be very demanding and never pleased with the work. Taylor used what many people call a Theory X style of management, one that threats employees poorly and like machines. He assumed that people had of no initiative their own to work hard and were only capable of what they were during then and nothing else. To fully understand how poorly Taylor implemented his theory, one only needs to look at the companies he worked at; Bethlehem Steel is a prime example under Taylors management. Each task had an instruction card, which laid everything out in black and white and eliminated the need for the employees to think, and each task was figured out to the fraction of a second, which wore out employees faster than other systems this is not the life that people want to work for. While the Taylor system did pay more, employees did not feel that the money didnt compensated for the other problems that they endured. An example at the Link Belt Foundry of Bethlehem Steel the Taylor system resulted in long-standing piece rates being totally reconfigured many old timers, people with 20-30 years of tenure at the company, quit because of the strain and the furious pace at which