When to Capitalize Animal and Plant Names

When to Capitalize Animal and Plant Names When to Capitalize Animal and Plant Names When to Capitalize Animal and Plant Names By Mark Nichol Few technical writing errors drive editors to distraction like superfluous capitalization does. This eruption of capitalitis (a pathogen otherwise known as Uppercasis ludicrosii) is most often seen in references to plants and animals. Words that comprise the names of plant species are generally lowercase: â€Å"Lumber from the live oak is rarely used for furniture.† Exceptions occur when one or more of the words is named after a person or a geographical location, as in the name of the California poppy. (The flowering plant bougainvillea is named after French explorer Louis Antoine de Bougainville, but plant names so inspired are still lowercase.) An exception is also made for references to types of fruits and vegetables, such as Red Delicious apples or Early Girl tomatoes. Then there are names of cultivars, or cultivated varieties, of plants, such as that of a kind of broccoli, Brassica oleracea ‘Calabrese’. The convention in botany is to enclose the name of the cultivar in single quotation marks. Note also the exception to the rule about placing closing punctuation within quotation marks; this format, also employed in linguistics and philosophy, reflects the intention to clarify the precise terminology in question. Notice the italicized name mentioned just above, and the jocular one in the first paragraph: Those are examples, respectively authentic and artificial, of binomial nomenclature, the system of Latin-inspired scientific names for life-forms. The first element, the genus name, is capitalized; the second element, the species name, is not (even if it derives from a place name, as in Artemisia californica, the name of a plant found in California). Such terms, as shown here, are generally italicized. Binomial nomenclature is, of course, also used for animals, including the singularly curious one designated as Homo sapiens. However, as in the case of plant names, animal names are not capitalized (â€Å"I spotted a red-tailed hawk,† not â€Å"I spotted a Red-Tailed Hawk†), except when an element of the name is a proper noun, as in â€Å"Steller’s jay† and â€Å"Siberian tiger.† Animal breeds, unlike types of produce and plant cultivars, are given no special treatment: Your cocker spaniel is special, of course, but its breed name merits no capitalization. However, many names of breeds of dogs and cats are exceptions, such as those of the German shepherd, the Siamese cat, and the Thoroughbred horse. The preponderance of such examples may be the cause of confusion about capitalization of animal names. The rules are complicated, but it’s a simple enough matter to get a ruling: Check the dictionary. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Spelling category, check our popular posts, or choose a related post below:30 Synonyms for â€Å"Meeting†At Your DisposalWhat’s the Best Way to Refer to a Romantic Partner?

WEEK 6 LEADERSHIP Essay Example | Topics and Well Written Essays - 500 words

WEEK 6 LEADERSHIP - Essay Example The goal is not to eliminate feelings from the decision-making process. The more the decision maker knows about the decision-making process, the more the intuition (Parker, & Begnaud, 2004). In most cases, great decision makers are great leaders. Leadership entails dealing with people and making decisions that affect the organization. If a leader is not a good decision maker, organizational progress may be hampered. i. Directive style: this involves decision makers with low ambiguity tolerance. The decision-making style is rational, efficient, and employs a logical way of thinking. The style focuses on the short-term and rushes in making decisions. ii. Analytic style: the style has higher ambiguity tolerance. It involves careful decision-making that is well informed. It includes a thorough assessment of the options. The style involves coping with challenging situations (Parker, & Begnaud, 2004). I mainly use the analytic decision-making style. Before making a decision, I try to understand all the issues in depth and conduct a thorough assessment of the available alternatives. I think that some decision-making styles are better suited for public safety leaders that for CEOs of large companies. The behavioral style is best suited for public safety leadership because it entails consideration of all the parties involved in the decision-making process. A Chief Executive Officer of a popular company needs to employ the analytic style to ensure that the process impacts on the organization even in the

SOCIOLOGY - Intellectuals and Revolutionary Politics Term Paper

SOCIOLOGY - Intellectuals and Revolutionary Politics - Term Paper Example Adam Smith in the Wealth of Nations describes this phenomenon in the following way: â€Å"proclaimed the principle of the ‘invisible Hand’; every individual, in pursuing only his own selfish good, [is] led as if by an invisible hand, to achieve the best good for all...† (Buchholz, 1999). Thus Smith underlines that in the first place of the modern Western society is selfish interests of every individual. Everybody thinks that the more money he earns the less problems he would have. Of course, some contemporaries think that in case they had a lot of money they would share it with poor people. In reality, even if a person succeeds and gains lots of money there are only a few who share it with the poor. It also can be argued that the modern world is being developed at full speed and it is necessary to earn money to keep pace with this progress. Moreover, world’s economics is being developed following the main principle: to make the greatest profits. From this p erspective, a root of monetary obsession of the modern Westerners is involuntarily dictated by external conditions. Furthermore, from the perspective of economics it may be claimed that â€Å"Money ...provides the measuring rod of values† (Buchholz, 1999). ... In order to define values, intellectuals claimed that there was an â€Å"interior need to penetrate beyond the screen of immediate concrete experience† (Shils 1972, p. 3). In such a way, money as a value is argued by Shils for sure. This value is relevant to modern society, but ‘beyond the screen of immediate concrete experience’ it is not a value. The members of the Western society hardly realize that a deep-rooted system of values is good, but it’s not the system to be deeply rooted. For example, in the earlier society the one of the basic values and an honor was to die for one’s country. This value could hardly exist in the ‘monetized’ society nowadays. Therefore if to discuss the deep rooted system of values of the Western society it can be metaphorically explained what this really means: â€Å"Everyone has a god, but not everyone is aware of who or what that god is†Ã‚  (Buchholz, 1999). Q 2 Romantic German nationalism as a tr igger of Nazi politics The upheaval of national consciousness is triggered by intervention of aliens in the territory of a certain nation. Romanticism and ‘wars of liberation’ of different classes in Germany triggered Nazi politics. From one perspective it may seem that there is nothing in common between Romanticism and Nazism. There is a perfect explanation of German nationalism that occurred under influence of Romanticism: â€Å"When, later, the last hopes which the German patriots had rested on liberation from the foreign yoke had burst like over-blown bubbles, their spirits sought refuge in the moonlit magic night and the fairy world of dreamy longing conjured up for them by romanticism, in order to forget the gray reality of life and its shameful disappointments† (Romanticism and Nationalism). Partially, German

Cost Accounting and Cost Accounting System Assignment

Cost Accounting and Cost Accounting System - Assignment Example 2008). The most important feature of a cost accounting system is the regularity with which relevant cost information is provided to users. There are two types of cost accounting systems the job order cost and process order systems. Job order cost system operates by provides I cost information in regard to each quantity of product/ service in batches. It is mostly applicable in factories with wide variety of product/service lines e.g. accounting firms and apparel manufacturing industry. Secondly, process order cost system refers to the process of accumulating costs by department or process in a factory. It is applicable mostly in cases of continuous productions such as oil refineries and food processing industries. Several companies use both types of cost accounting systems due to the diversity of their product/services pressing and the need for a cost system that provides relevant decision making information. In addition, it enhances flexibility and accuracy contributing to a more effective operational and strategic

Hrm Practices In Hotel Industry In Australia Management Essay

Hrm Practices In Hotel Industry In Australia Management Essay There has been widening recognition that human resource management strategies (HRM) impact organisational performance and overall effectiveness particularly in the service industry where strategic HR practices can contribute to competitive edge (Cheng Brown, 1998). The hospitality and tourism industry essentially comprises a service and production sector and with the immense emphasis on service quality, people essentially represent the entire industry. The success of the industry is dependant on the calibre of its employees and how they are managed in order to help the organisation achieve its objectives. HRM practices in smaller organisations are given comparatively a lower priority with larger hospitality organisations. (Kelliher Johnson, 1987)have recorded studies to suggest that even larger hotels have not yet developed a model for HRM but is moving away from personnel management in the past two decades. The major challenges faced by the hospitality industry and organisations w ithin this industry are that the industry is known for poor pay and employment conditions and a low take-up of HR practices. It is also generally believed that the industry has relied extensively on low-cost, numerically flexible and disposable workforce. Within the Australian context, there has been controversy regarding the extent to which organisations are moving away from a low wage, low-road approach to HRM exemplified by high levels of contingent labour towards a more systematic high commitment approach consistent with functionally flexible, enabling work practices (Angela Knox Walsh, 2005). The key issues that have central implications for strategic HRM are the casualisation of the workforce and high employee turnover within the industry and human resource managers need to utilise practices that enable them to have flexibility with respect to employment contracts and casual labour and also have strategic objectives to reduce the high employee turnover. This report attempts t o identify the key issues within the Hospitality and tourism industry like casualisation of the workforce, employee turnover and its implications for strategic human resource management. The report also discusses the case of Marriott International Inc., a large hotel chain operating within Australia and world over and attempts to identify if there are trends of best practices within its HR department which can be applicable to the entire industry. 2. HRM practices in Hotel industry in Australia (Lockyer Scholaris, 2004)conducted a survey that revealed that there was a lack of systematic selection procedures in the hotel industry particularly the small hotels and the larger hotel chains were having difficulties meeting the demands imposed by the labour market and other recruitment constraints. HR practitioners must have a tacit knowledge of a hotels local labour market and customer base to be able to make strategic selection procedures. Recruiting and selecting staff members is essential to an organisation and since the hospitality industry is largely a service industry, the employees should also be considered as assets. Hiring practices in Australia have moved from traditional methods (advertising, walk-ins, selection interviews, reference checking, etc.) to more strategic approaches like networking, internal labour market, behavioural interviewing, targeted selection, etc. Australian hospitality industry trends suggest that there is more internal recruitment within organi sations and internal recruitment is inclusive of transfers and promotions of casual and part time staff. Recruiting methods in Australia are seen to be predominantly strategic but less innovative. Australian hotels place high emphasis on the recruitment and selection process to attempt to reduce employee turnover and there is a large number of casual labour hired especially amongst the young because of the ease of entry. Consequently it can also be recognised that effective training and development practices within the service industries is imperative to providing a unique and differentiating standard of service, enabling increased profitability and bottom line results. According to the World Tourism Organisation (WTO), the hospitality and tourism industry is the largest sector and effective HR practices like training and remuneration and will benefit the organisation succinctly through their implementation (Taylor Davies, 2004). Australian hotels use a number of methods to identify the training needs of the employees by usually analysing guest comment cards, consultation sessions amongst employees etc. The industry being highly labour intensive poses a major task for the management of this labour as the product delivery is conversely based on the effectiveness and manner in which service is delivered within the industry. The hotel industry is associated with long, unsociable hours and poor working conditions highlights the poor pay, low skills and lack of career opportunities as characteristics that influence the attraction, development and retention of managers.(OLeary Deegan, 2005), (G. Martin Woldring, 2001). Therefore a high emphasis must also be laid on the development of managers. (Brophy Keily, 2002) developed a competency framework for middle level hotel managers by mapping these to the key results areas of customer care, quality and standards, managing staff, achieving profitability and growing the business. They highlight the importance of operational activities for middle managers, concurring with the finding of (Watson McCracken, 2002)and (Watson, McCracken, Hughes, 2004) Another area of importance is performance management and most hotels practice procedures like the performance development plan (PDP) which involves employee feedback and input and are integrated into the performance appraisal plan (Cheng Brown, 1998). The practices adopted in Austrlian hospitality firms are a combination of self appraisal in conjunction with supervisor subordinate evaluation. This practice has been widely adopted by a number of Australian firms because it is perceived to be a more balanced assessment of the employees but a strategic and functional practice which can be adopted is the 360 degree feedback because this is a service oriented industry and the feedback from customers and peers would certainly benefit the evaluation of an employees performance. There is also an underlying practice amongst Australian hotel industry employers regarding employment relations and they engage directly in firm-level bargaining with trade unions. The Australian hotel industry was characterised by poor union participation but in recent years, evidence from (Angie Knox Nickson, 2007) suggests that this is not the case especially in larger firms. The union representation of this industry approximates about 37 percent density according to Australian Workplace Industrial Relations Survey. Wages and employment conditions are regulated by legally enforceable awards and Australian hotels are regulated by a combination of federal awards and collective agreements (Angie Knox Nickson, 2007). This in turn has a cascading effect on the type of employment relationship in existence and also introduces the issues pertaining to the hiring of causal labour, part time employment of majority of the entry level service jobs and also the prominent problem of employee retention. The most significant challenge faced by HR practioners is to work effectively with other function managers within the hotel to create integrative plans that help the firms achieve their business objectives and to link the strategic goals of the Human Resource function to that of the other departments and the organisation as a whole (Tracey Charpentier, 2004). This involves intensive practices of Corporate Social Responsibility implemented by the HR function but aligned with the organisational objectives. The interest in business ethics in Australia has also increased with significant research being conducted not only on the role of the HR function but also its ethical implementation. There is a low consensus among HR managers in translating ethical principles into organisational practice and strategic HRM helps to implement these principles and minimise the deficit in transfer of knowledge. Business ethics and the role of HRM is significant here as it includes the concept of product ivity, profitability, efficiency and effectiveness in achieving the organizations basic purposes, comply with legal requirements, or, alternatively, that they succeed in avoiding legal threats and to improve quality of work life, to ensure fairness in policies, and to foster harmonious relationships between management and workers. Therefore strategic HRM is important to achieve organisational goals and therefore achieve better firm performance (A. Martin, Mactaggart, Bowden, 2006). This sort of Strategic HRM practices can be seen in the case analysed below of Marriott International Inc. which is a large international hotel chain also operating within Australia. 3. Marriott International Inc. The case of Marriott International Inc. illustrates some best practice principles which have resulted in the organisation being awarded the employer of choice awards a number of times and placed 50th in a leading newspaper as the Best Company to Work For. Marriott uses its employees as a brand differentiation strategy as revealed by their surveys with employees which was the outstanding service qualities delivered by the employees. Marriott International Inc. has an organisational culture of spirit to serve whereby they use a three stage approach to implementing these strategies. Training programs lasting five days are conducted on a periodic basis for their leaders and managers and have a map of customer expectations created and a plan to exceed those predicted expectations. Managers are given techniques to improve self motivation and that of their team through positive attitude including visualisation, writing goals down, and positive vocabulary. They are also equipped with culture change to drive their business. They also deliver 15 minute training sessions that cover major aspects of job quality and also have a daily basics training that covers on one of the basics to deliver good products. Marriott has recognised that the only way to deliver the brand is through their people (Anonymous, 2003). Marriott is committed to fair treatment of associates and to providing training and advancement opportunities to all employees. Diversity is also an important policy in Marriott. The company believes that this is the way they attract, develop and retain talent people. Such diversity is not only within group, but also applies to suppliers, customers, owners and so on. Marriott states that one of major efforts are devoted to recognize associate hard work, provide health care, and create opportunity for growth and career development. The company is trying to build an associate-centered environment. Therefore, it provides a total compensation package which include: à ¢Ã¢â€š ¬Ã‚ ¢ Medical, Dental, Life, and Disability Insurance à ¢Ã¢â€š ¬Ã‚ ¢ Annual Salary Increases à ¢Ã¢â€š ¬Ã‚ ¢ 401(k) Retirement Savings Plan à ¢Ã¢â€š ¬Ã‚ ¢ Continuing Education/Tuition Reimbursement à ¢Ã¢â€š ¬Ã‚ ¢ Hotel Room and Food Beverage Discounts à ¢Ã¢â€š ¬Ã‚ ¢ Ongoing Training and Career Development Marriott International Inc has a formal corporate culture; there are also holistically planned HR policies, although there are different emphases between those formal corporate culture and HR policies (Fu Liu, 2005). Marriott award their employees with the highest award, which is the J. Willard Marriott Award of Excellence and the selection is made from over 300,000 employees (Anonymous, 1996). The company also awards employees on their excellence towards corporate social responsibility with the Alice S. Marriott Award for Community Service which goes to show their efforts towards building an ethical and socially responsible organisation through their spirit to serve our community efforts (Anonymous, 2003). Marriott International Inc., also has programs with its low-skilled, low-wage workers to offer them opportunities with day care, English classes, and other social services for loyalty, enthusiasm, and a low turnover rate. Employee stock options are also part of the package. This is one instance where the self-interest of low-skilled, low-wage employees coincides with the self-interest of their employer (Bethesda, 2009). It can clearly be noted here that considering the levels of the casual workforce in Australia, Marriott has made arrangements to attract and retain even these types of employees. Since, Marriott, have recognised that the hospitality industry is a labour-intensive service industry, depending for its success on the social and technical skills of its personnel, their ingenuity and hard work, their commitment and attitude, they have created a conducive environment to treat their internal customers with priority and it permeates to all the HR functions. 4. Casualisation of the workforce in Australia The Australian context of the tourism and hospitality industry has been characterised by casual employment which has been permitted under labour regulation with concerns of it being precarious (Campbell Brosnan). (Wooden Warren, 2004) also emphasises that this is one of the distinctive features of the Austrlian labour market and the Australian Bureau of Statistics (ABS) data suggest that just over 27 percent of all employees were employed on a casual basis. Australian Employment law Guide reports that this percentage has been progressively increasing in the past 5 years as shown in Appendix 1 in terms of the number of labour hours worked. Milman suggests that 51.3 percent of teens are employed on a casual basis within the hospitality tourism and retail industries which is a significantly large number of casual workers. On the other hand (Angela Knox Walsh, 2005) suggests that research shows that a number of managers are employing temporary and casual workers and, to a lesser exten t, part-time employees, as well as female, ethnic minority and immigrant labour. The increased number of casual employees is largely filled by young workers especially in the Food and Beverage outlets, Banquets and Housekeeping. There is almost no qualification required for these entry level positions and employees are usually trained on the job. The employment of temporary and casual workers is shaped by fluctuations in customer demand and the size and number of extra events and functions that are scheduled during the day and tight labour cost-control practices are considered to be a key characteristic of HRM in the Australian hotel industry. These characteristics have been the primary reason for the employment of causal and temporary workers based on demand. This form of employment can be seen as employment that falls under Total Quality Management, where employment is on the basis of production, or in this case service demands. As labour regulation has developed, casual employment has come to be firmly embedded in labour regulation. Casual employment has a number of characteristics irrespective of the industry being examined and this can be further reiterated by the laws that provide for casual and temporary employment. The Australian Employment Guide says that it is important to distinguish casual contracts from continuing contracts because by definition casual contracts impose no obligation on either party to continue the relationship. Each period of hiring is distinct and severable and any continuing relationship does not mean in law a continuing contract. In casual contracts, therefore, there is a work/pay bargain that: à ¢Ã¢â€š ¬Ã‚ ¢ provides no continuity of employment, and consequently no obligation on the employer to provide, or continue to provide, work; and à ¢Ã¢â€š ¬Ã‚ ¢ directly ties work, output or time spent to the rate of pay. This is so whether the nature of the payment is on a piece-work or time-rate basis. The issues here that develop as a direct consequence of this kind of employment include but are not limited to greater job insecurity, low pay, limited opportunities for career progression, unsatisfactory working hours, low levels of access to work-related training and low levels of union representation. Even though the union membership has increased significantly over the past few years within the hospitality industry, the union membership for casual employees is virtually non existent. Wooden conducted research which provides conclusive evidence that although there are negative attributes of casual employment, it is extremely misleading to characterise non-standard jobs as sub-standard jobs. It thus follows that initiatives intended to inhibit the diversity of employment options that are available to employers will often not result in changes in working arrangements that will be unambiguously preferred by employees. If Australia wishes to develop a committed, highly skilled workforce, it must offer jobs which are secure and where the employees receive benefits commensurate with their skills and experience; in other words the many holes in the legislative and administrative framework need to be tightened up so that casual work is not abused. The practices used by Marriott International Inc. as described earlier have been very useful in preserving the ethical integrity of casual employment within the hospitality industry in Australia and even hotels like Hilton offer its employees a work at home option to improve both company as well as employee growth and performance. The research findings of (Angela Knox Walsh, 2005) also suggest that a number of recent studies have challenged the notion that the hotel industry takes an unequivocally low-road approach to employment and HRM matters and this reflects insights from research studies on the hotel industry that suggest that differences in employer po licy and practice may well reflect variations in organisational size and market position. As in the case of Marriott which is a large company with 300, 000 employees and with percentage of net profit to be 14.4 percent (appendix 2), the company size and market position have allowed it to take the high road and utilise the HRM function as a source of competitive advantage and align it consistently with the business strategy, goals and objectives. 5. Staff retention and high turnover The Australian hospitality and tourism industry not unlike the rest of the world is notably a highly labour intensive industry with employees often taking on varying degrees of work load and pressure within the service construct. Employees, especially entry level, casual, part time and temporary employees are often faced with high pressure work systems where performance is given considerable importance which has direct impacts on firm performance on the whole. Most leading hotel chains even have regulations on grooming standards and codes of conduct of employees and employees can be dismissed based on those grounds. This puts added pressure on the workers which can lead to an increased percentage of staff turnovers. The prominent issue that arises from high staff turnover is naturally increased personnel costs incurred because of recruiting and training new replacements, but the turnover analysis is often ignored within the Australian hospitality industry as it is seen as a hidden cost and is considered a normality within the industry itself (Cheng Brown, 1998) (Dibble, 1999) suggests that turnover may be caused by personal or personality factors, family issues, work, team relations, as well as organisational structure and strategic human resource practices. (Cheng Brown, 1998)Cheng and brown here suggest that HR practices should pervade every HR function and the organisation itself to reduce the turnover within the industry. Organisations that employ more flexible HR practices have a greater probability to induce low employee turnover. (Davies, Taylor, Savery, 2001) conducted research in hotels in western Australia that enlightened the fact that although researchers have long spoken about the numerous HR functions like training, performance appraisal, remuneration, employee development and their effect in reducing turnover, the most prominent function that indicates an improvement in quality, productivity and reduced employee turnover is the training function. Employees feel empowered and committed to the organisation for the training re ceived by them. The kind of training within the hotel industry can be skills acquisition, performance management training, leadership and development etc. Although the current economic crisis has increased the availability of talented labour for the hospitality it is still imperative to integrate HRM functions to retain employees within the organisation. 6. Recommendations The HRM department of Australian hospitality and tourism industry although strategic in their approach towards their function, needs to adapt to the increasing demands of the industry and the high increase in casual work force. HR managers need to conduct substanstiative training and development activities to empower even their casual staff to reduce turnover and utilise employees as a source of competitive advantage for firms. They need to align their strategy with the goals and objectives of the organisation itself so as to be able to recruit and select appropriate employees whether it is causal, part time or full time employees. Increasing the benefits and compensation given to employees also reduces the turnover in the industry as clearly indicated by the Marriott case. Providing low cost benefits for casual employees and training reduces the annual turnover and increases firm performance. 7. Conclusion The Australian hotel industry is highly dynamic and has various attributes to it; most significant of those are the casualisation of the workforce and high turnover. The recommendations put to practice certainly aides organisations perform better and reduces the negative implications for the HR department within these organisations. Taking a High road approach and focussing on delivery of quality helps the HR managers to focus on training and development of the employees and to increase higher commitment from them. The areas of significant change likely within the hospitality industry are technology, power paradigms, training and development, compensation programs, employee relations and family, social and work life balance. These areas need to be facilitated by the Human resource managers by integrating their practices to ensure high firm performance and low turnover by empowering employees.

Another New Horizon :: Personal Narrative Writing

Another New Horizon What did Mississippi have in common with New York, Hong Kong, Boston, Australia, Vancouver, Venezuela, Montreal, the Philippines, China, and Toronto? Nothing. Those were my exact thoughts as my parents tried to explain why we had to move once again. With a missionary as a father, our family constantly moved from country to country. When we had finally settled down in Canada, I had hoped that I would, for the first time, find some stability in my life. I listened to my parents and nodded while my heart broke for the thousandth time. Though I was only nine years old, I felt like I had already lived a lifetime of good-byes. As I stumbled up the stairs, I didn’t even remember where we were moving to; all I knew was that it was my world we were now moving from. I thought of all the friends I had already left behind, and I couldn’t even bear to think of the friends I would now have to leave. On the morning we left for Mississippi, my father picked me and my brother up from our beds and gently laid us down on the back seat of our small car. He never woke us up, knowing I would cry all the way to the airport. I thought about my best friend, Tim, as we waited to board the plane. I had promised him I would never forget him. But my greatest fear every time we moved was that I would forget. I was afraid of losing mymemories—the only things I could keep with me no matter where I went. I feared that if I just looked away for a second, I would lose my most precious possessions. I wanted never to lose the memory of Tim’s face whenever he laughed at my jokes or the feeling of invincibility when I finally made my Australian school’s soccer team or even the boring French songs we sang in our Canadian classes. I worried that once the bruises from my Kung-Fu classes had healed, perhaps all of Sensei’s teachings would just fade away. I feared most of all that I would forget who I was—that once the memories had passed, the very soul of my being would slip through my fingers. I thought that perhaps with every place I left, an irreplaceable part of me would also be left behind. The passengers began boarding the plane, and my brother and I fought only half-heartedly for the window seat.

Kite Runner Film Adaption Essay

â€Å"The Kite Runner† is a movie that has been adapted from the novel written by Khaled Hosseini. According to the past, certain characters and events of the films that had been based on the novels have been left out. Unexpectedly, there are merits in this film that should be acknowledged. The movie follows the story quite closely through those points, and telling the story adequately. They are the additions to the screenplay, the sensory experience and the narration respectively. The changes made in the movie had a significant effect on the overall message of the story. One of the parts in the film that differs from the novel is the birthday gift for Hassan. When Hassan’s birthday takes place in the novel, he gets paid a surgery by Baba to get rid of his harelip. But in the film, when Hassan celebrates his birthday, he receives a kite from Baba. Apparently, the kite is more suitable in the context, because it completely relates to the title, but also a symbol of friendship. The film helps the audience to have a thoroughly understanding of the culture of Afghan. It attempts to present the cultural sights and sounds of Afghan life. By transferring the story to screen, it has taken advantage of visual elements, showing sensory experience of the kite combat and the appearance of bazaar. Moreover, Afghan’s music is added in the movie to increase the mood and realistic. The replacement of the first person narration plays an essential part in the movie. The novel is written from Admir’s point of view where his own thoughts and opinions are also included. The personal narrative of the book is what makes the story poignant. Therefore, the third person point of view in the movie would be completely different. It is more objective and immediate, and more details are included. The deletion from the novel, sensory experience, and the replacing of the narration has made a slightly difference form the novel. But still, they are essential to the movements of the story and play an important role in the film.