Internal And External Factors That Impact Organisational Business Essay

Internal And External Factors That Impact Organisational Business Essay Every company has an unique organisational culture. Its culture derives from its past, its present, its current people, technology and physical resources and from the aims, objectives and values of those who work in the organisation (Lynch 2003). In recent years there has been increasing recognition of the role that organisational culture plays in the formulation and implementation of firm strategies and in influencing the success of those strategies. According to Deal and Kennedy (1982) research, they also stated that organisational culture defines the success or failure of organisation. Therefore, it is important to understand culture in an organisation as to help organisational leader in making management decision and in achieving excellences strategy. It is necessary to view strategic management from a cultural perspective because successful organisational performance often rests upon the degree of support that strategies receive from the organisations culture (Hodge 1996). Organisational Culture Definition of Organisational culture and its importance to strategic management. When any group of people live and work together for any length of time, they form and share beliefs about what is right and proper. They establish behaviour patterns based on their beliefs, and their actions often become matters of habit which they follow routinely. These beliefs and ways of behaving create the culture of the organisation. Culture is a pattern of shared tacit assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, which has worked well enough to be considered valid in organisation and it is necessary to be taught to new members as the correct way to think, perceive, and feel in relation to those problems that occur in many organisation today (Schein 2009). Culture also influences the selection of people for particular jobs, which in turn affects the way in which tasks are carried out and decisions are made in an organisation. With the word of organisation added to the definition of culture, it can be defined as the patterns of beliefs, values and learned ways of coping with experience that have developed during organisations history, and which tend to be manifested in the behaviours of its members (Brown 1998). Organisational culture is the taken-for-granted assumptions and behaviours that make sense of peoples organisational context and it contributes to how groups of people respond and behave in relation to issue they face. It means that culture has important influences on the development of organisational strategy. Strong organisational cultures are important strategic asset as it is the heart of all strategy creation and implementation. In the early 1980s, Berry (1983) mentioned that by using culture, organisations could become more strategically effective. In order to support this statement, the popular global online book-seller known as amazon.com, used their culture which described as intensely customer-focused to drives their organisational strategy creation by focusing more on intensive training of each individual employee as these could reinforce the culture. As the result of using their culture and become more strategically effective, todays amazon.com has become one of the most successful online shop worldwide (Bezos 2007). Moreover, an effective strategic leader should understand and shape the culture of organisation in order that vision can be pursued and intended strategic implemented. This is something that leaders of Apple Inc. have applied, by leveraging their culture of innovation toward product as well as internal processes; they have been able to survive among their competitors as well as venture into new and profitable markets. In fact that in third quarter of 2012, Apple Inc. has made more than $35 billion revenue as this determine their success in technology industry (Fekete 2001). Moreover, organisational culture is dependent on the leadership such as particular individuals. For example, organisational culture of the body shop company is b ased on the commitment of their founder, Anita Roddick, to produce only environmentally friendly products (McGuire 2009). Through her commitment, nowadays The Body Shop has grown and prospers to become large and international businesses. From all examples above, it shows us the connection between culture and strategy of an organisation is necessary in order to understand roles of culture that affect the creation and implementation of strategy in an organisation. Key characteristics of culture in an organisation. There are some key characteristics of culture in an organisation. Firstly, culture can be shaped by people as employees personality and experience create the culture of an organisation. For example, if most of employees are very outgoing, the culture in the organisation likely to be open and sociable. The other characteristics are culture is negotiated; this is because culture cannot be created by only individual person. Employees must try to change the work environment, the direction, the way work is performed, or the manner in which decisions are made within the general norms of the workplace. Its difficulty to change is another characteristic of organisational culture (Heathfield 2012). Changing in culture require people to change their behaviours. It is often hard for people to unlearn their old way of doing things, and to start performing the new behaviours consistently. It takes time and effort to change the culture in an organisation especially in firms with strong culture. Ol der strong culture organisations have established stories, use symbols, conduct rituals and even use their own language. In this type of strong culture organisations, the core values are widely shared, respected and protected. However, according to Beamish (2008) research, he argued that culture is not static. He mentioned although a strong culture is extremely resistant to change but culture is not static. Once a culture is established in an organisation, it tends to be reinforced by the types of leaders chosen, by the selection, induction and training processes, by the systems, procedures and structures, and by the statements and communications of senior leaders about the way things are done around organisation. In addition, overtime, the environment changes, new technologies develop, new social norms occur, and new competitors emerge, cultures will evolve to match these developments (Beamish 2008). For example, as new technology developed, CEO of General Electronic (GE), Jack Wel ch develop new strategy calledGrowYourBusiness.com, aimed at getting the various businesses to embrace electronic commerce as the new way of doing business and this had a significant effect on the required culture (McGuire and Rhodes 1999). Benefits of electronic commerce are cost saving, provide faster answers for customers and offer more interesting assignments for employees. Nowadays most of GEs customers are using web to track orders, sometimes right to the location of a delivery van and instantly getting details of products. The last characteristics of organizational culture is more than one culture might which means that two or more subcultures might exist in same organisation. However, most of the researchers assume that there should be a single culture for the organisation (Stanford 2010). It might be true for small or extremely focused or geographically concentrated organisations, but for organisations with a broad range of products, customers and geographical locations, se parate subcultures are necessary. For examples, the China operation of a multinational manufacturer seeking low-cost production will have quite a different culture from its sales and marketing operation in Singapore and Australia, where the company is trying to present an up-market image. Therefore it is important for an organisation to have appropriate cultures in each unit and to be able to coordinate these cultures for the benefit of the organisation as a whole. Internal and external factors that impact organisational culture. Organisational culture is subjective by several factors which affect its development, performance and growth. Organisational culture originates and keeps evolving from the dynamics of the interaction between internal and external factors (Wilson and Bates 2003). Internal factors consist of organisations values, leadership style and structure (Kwamme 2010). Values in an organisation determine the inner culture of each individual employee. Moreover, managerial focus and leadership style has known as the contributor of shaping organisational culture as it could preserve an innovative and creative culture in an organisation. Healthy organisational structure includes procedures, expectations and policies are likely for employee to be motivated, more efficient and creative that could influence the culture in an organisation. On the other, external factors that affect organisational culture, includes business relationships, technology, laws and policies (Kwamme 2010). Business relationships have a great impact on employees behaviour and the culture in an organisation. For instance, if an organisation has association with a further business and that business is based on high prospects, staff may react in their working as the reason of those high prospects. As the result of todays technology advancement, it could lead to changing in culture of an organisation particularly with an increasing interaction between human and machine. Furthermore, technological creating competitive organisational culture as it reduces face-to-face interaction between human. Lastly, organisational regulations, policies and external work related acts significantly influences organisational culture, for example employee who work in organisation that performs a strict work to rule policy, they exhibit characteristics such as do things as they are told, less passionate about their job and refuse to be creative, thus it could directly change the whole culture in an organisation. This combination of internal and external factors will influence the organisations culture and have an effect on interpersonal relations. What is important is to be aware of it and to take account of how plans to develop the organisation may be affected by and affect its culture (Wilson and Bates 2003). Organisational cultures and organisations performance Studies of Peter and Waterman (1982) stated that high-performance organisations usually have strong organisational culture. A strong culture will help to align the elements required for effective implementation. Each organisation in same industry requires different business strategies. Different strategies require different cultures. Clearly, the culture of the organisation needs to be matched to the business strategy of the organisation. The issue is to align the culture with the strategy, not to seek some ideal culture. There are some views on the relationship between organisational cultures on organisations performance. The most common one known as strong-culture thesis, that assumed the commitment of employees and managers to the same set of values, beliefs and norms will have positive results that directly correlated with the level of profits in a company (Dess 2008). It is possible that success brings about a common set of orientations, beliefs and values. This culture may be m ore than just a by-product of high performances, but values and meanings may reproduce a successful organisation and thus contribute to performances. Since the cultural values are observable and measurable, it can be compared directly between organisations, employees and organisational performance. Recently, employee engagement has become a key measure of peoples commitment to the organisational culture and high scores have been linked to high organisational performance. For example, Italian eye ware and eye care company Luxottica improved its employee engagement and achieved improved performance. This company found that employees in its Australian and New Zealand operation of total 6500 people were disengaged and 56% of them did not understand the business strategy. However after employee engagement program was constructed which include understanding the culture of the organisation, Luxottica has achieved 15% of improvement in engagement, 30% reduction in recruitment costs and an 8 % reduction in turnover (Story 2009). Many business leaders are convinced that culture does have a substantial influence on performance. Therefore, when an organisation performs consistently at their capability, the outcome is not only improved strategic success but also an organisational culture permeated with a spirit of high organisational performance. Organisational culture influence on strategy Because of its crucial role in organisation performance, it is necessary to examine the relationship between culture and strategy because chance of success will be higher if there is a close incident fit between culture and strategy. Organisational cultures should be accompanied by any changes in strategy of organisation; otherwise the strategy is probably failed. In other hand, if supportive cultural arrangement is supported by right strategy, most likely the strategy will be succeeding (Montanari, Morgan and Bracker 1990). The taken-for-granted nature of culture makes it centrally important in relation to strategy and the management of strategy. George Davis (2010), the founder of clothing retailers Next and GIVe, sees culture as central to management. He added that culture is the thing that makes us do things and stops us doing things. There are benefits in the taken-for-granted nature of culture. Josephine Dumont (2010) supported this view and stated that because of all employees take as given the way the firm operates, it reduces the need for constant supervision. The stronger the fit between culture and strategy, the less managers have to depend on policies, rules and procedures, which means that lesser supervision needed to enforce what people should and should not do. There are then benefits to the taken-for-granted aspect of culture. Moreover, a positive culture might influence in achieving strategy in an organisation. For example, Hong Kong and Shanghai Banking Corporation (HSBC) is the second largest financial institution in the world which comprises of more than 10,000 offices in eighty countries. HSBC has their own unique and effective culture as part of its strategic management. One of the known practices within the HSBC organisational culture is its regard for work-ethic endorsement. This practice involves the careful screening of employees with the necessary skills and high potential for improvement. Through this culture, the HSBC are able to cr eate an effective workforce that is determined to succeed and is highly committed to work. It believes that when employees are highly committed with their job and always do their very best, it could help in achieving strategy and plan in an organisation. Business strategies of HSBC are to increase revenue growth, developing brand strategy further, improving productivity and maintaining the companys prudent risk management and strong financial position (HSBC 2011). According to appendix 1, it shows the effect of culture in an organisation to strategy development. In the situation of declining performance of an organisation, managers or leaders need to improve the implementation of existing strategy such as trying to lower cost, improve efficiency, tighten controls or improve accepted way of doing things. If this not effective, a change of strategy may occur, however change in line with the existing culture. For example, when there are attempts to change highly bureaucratic organisations to be customer-oriented so there is a need to change a cultures of an organisation. However, some employees do not readily to accept the cultural change in an organisation as they are used to the culture they had before. People prefer the familiar and typical culture as to minimise uncertainty or ambiguity in the organisation. The connection between success and culture may seem obvious as successful business is the result of successful execution of a good strategy, and therefore culture is all about execution (Stanford 2010). Strategy can be effectively implemented only when an organisations culture is both strong (consistent) and healthy (employees are engaged and committed, customers are satisfied and other stakeholders are included in organisational discussions). Appendix 2 summarises the link between the two through the case of Southern Airlines. They believe that the link between strategy and its culture are the one of the reasons that makes this organisation become successful. The culture in an organisation is strong as there is consistency of what people see, hear and feel about it and employees are clear of how things are done and are willing and able to help the airline achieve its goals. Furthermore, their business strategy is good includes stretching and addressing short-term and longer-term goa ls and they are clearly articulated. As the result of the strong culture and good strategy, Southern Airlines has reached their business success in airline industry. The CEO of Southeast Airline, Gary Kelly (2009) added that strong culture contributes to business success and is instrumental in some of the strategic decision of the organisation. Organisational Culture and Strategic Decision Nowadays, terms of strategic is used more often in its broader sense, including strategic decision. There are some important key elements of strategic decisions that are related primarily to the organisations ability to add value and compete in market place (Lynch 2003). This include making sustainable decisions that can be maintained over time, it must be able to delivers sustainable competitive advantages over its actual or potential competitors, it has to exploit the many linkages that exist between the organisation and its environment and lastly it must have the ability to move the organisation forward a significant way beyond the current environment. Therefore, it is the responsibility of strategic decision maker to reach and maintain key elements of good strategic decision to an organisation. It is important to a strategic decision maker to make decisions by considering the different cultures, agencies, agendas, personalities and desires in an organisation (Guillot 2003). Strat egic decision makers must not only be aware of the culture within an organisation, but they must also work to shape an organisations culture to help achieve its objectives. If an organisation needs to improve the publics perception of its customer service, then strategic decision makers must steer the organizations culture so it promotes or encourages high achievement in customer service activities. Changing an organisations culture helps guard against unethical or illegal behaviour by members of the organization. Organisational culture directly affects how the members of the organisation view and interact with the environment the organisation operates in, including their interactions with the general public. For example, Howard Levin, President and CEO of Digicon Electronics, he took the time to understand the company as an organisation and he even undertook the benchmarking the companys culture against companies with reportedly effective business culture and not just in that indus try. Every operational improvement and new strategic decisions he undertook was linked to the new culture that he was building for the company. He was determined that the company would have a culture that would support enlightened leadership. Over time, the student of culture became the teacher as Digicon became an industry leader (Want 2006). Conclusion In conclusion, this academic essay has explored the role of culture in the overall scheme of organisation in terms of strategic management. An organisational culture is observable and powerful force in organizational that can influence the development and change of organizational strategy. Culture and strategic management of the organisation are closely tied together. Adjustment in one often signals the need for changes in the other. Therefore, strategic system approach emphasizes the need for alignment between culture and all other aspects of the organisation. It is important for organisation to have creative and learning organization in order to improve companys efficiency and effectiveness, as well as being the source of inspiration on changing and improving organisation. Moreover, it is a power and beneficial potential when culture and organisations performance well integrated in a set of effective values, beliefs and behaviours with the purpose of achieving organisations systems since cultural values are observable and measureable through stakeholders (organization, employees and organizational performance). In addition, a chance of success will be higher in organization if there is a close incident fit between culture and strategy. When culture has clear values, beliefs and behaviours and it connects to the vision, objectives and strategic, it will encourage to the right behaviours and actions on supporting the strategy. Therefore, with understanding of organisational culture, strategic leader will be able to make a wiser decision by means adapting with external environment on strategy formulation and encourage and leads his/her people on strategy implementation.

Platinum Rule Assessment

Behavior happens to be a very vital component in an individual’s life in as far as good image of one’s personality is concerned. Though it does not necessary portray the real picture of one; as it is dynamic. Different individuals behave differently in different situations. This by and large depends with the set rules and expectations of any particular setting. According to the Disc Platinum Rule Behavioral Assessment there are four basic styles of behaviors; Dominance style, Interactive style, Steadiness style and Cautious style. (Alessandra, 2008, p. 28)The biggest challenge is how one can cope with all these different styles with little or no difficulty. Everyone is expected to at least formulate his/ her own mechanism that puts him/her in a better position to comfortably accommodate and bring negotiations with all the behavioral style. This ability to amicably relate with people with different personality according to DPRA has been compared to Intelligence Quotient since it positions people to stand high chance of interacting smoothly and as a consequence they add up a taste in their lives. (Alessandra, 2008, p. 6)The social scientists have renamed this ability as social Intelligence from adaptability since everyone strives to meet his /her different needs through interaction. They have argued out that social Intelligence has gained a great deal of importance to an extent that it is at times considered more essential than the natural Intelligence Quotient. This is because social intelligent people have that tendency to draw a line between their personality and their behaviors with reference to their actions after being triggered by different situations. (Alessandra, 2008, p. 6)In a group of individuals these different behavior styles are portrayed. Like for instance in this youth group that was formed to minimize abject poverty among the youth, most of the members had Dominance and Steadiness styles of behavior. The ones with the Dominance beh avioral style had uncontrollable zeal to be the key office bearers and by chance almost all of them were the ones who occupied the key positions within the group and beside that they were the ones who speeded up the decision making processes following their desires to achieve great things within short periods.On the other hand, those with Steadiness style of behavior were so fond of working with several rest periods incorporated in between, enjoyed delegating and making follow ups on group’s activities. Much of the long term planning was being handled by them. (Alessandra, 2008, p. 5) The ones with the dominance behavioral style were risk takers and they took great pleasure to experiment new things and being the ones in charge of every group’s activity.They seemed to be fascinated by the fact that they were hard working especially after realizing that they were being driven by their strong desire to achieve greater things without impediments on the way. The ones with t he Steadiness style of behavior were quite proactive and they enjoyed working in communal with full anticipation that the entire group will benefit from their efforts. (Alessandra, 2008, p. 6) The dominance behavioral stylists were very impatient when things went at a slow pace. They were naturally fast-paced and enjoyed doing things in great speed.Their counterparts, the Steadiness stylists, took things slowly and with great care. The dominance behavioral stylists were product-oriented and innovators. They loved seeing their efforts give rise to fruits as quick as they exerted and without taking precautions, they enjoyed trying new ideas. The Steadiness behavioral stylists on the other hand, were slow but sure. They were not that much concerned about the quick feedbacks in terms of result since they were quite patient and usually took the back seat and gave a keen look as things rolled out. (Alessandra, 2008, p. 31)The dominance behavioral stylists were quite self-centered in that they concentrated all their efforts on a particular activity with the ultimate intension of satisfying their ego. The Steadiness behavioral stylists worked extra hard and found great pleasure in things that worked best for the good of all. The dominance behavioral stylists had a â€Å"don’t care† attitude. They did things deliberately and with less concern about other people’s feelings. They were willing to provoke and make others mad with the mentality that their offended will without hesitation find it easy to forgive them.They believed in apologizing rather than seeking for permission to do things. (Alessandra, 2008, p. 14) The dominance behavioral stylists believed in being good at multitasking thus they went for several activities with a greedy anticipation that they would all be achieved within a stipulated duration. The Steadiness behavioral stylists enjoyed doing their things one after the other at ago. They seemed not to worry so much about time so long as what they intended to do came to be realized or implemented finally. (Alessandra, 2008, p. 15)The dominance behavior stylists were quite bold and took up new challenges with full authority and tackled problems as they emerged. The Steadiness stylists were a bit reluctant when faced by challenges following their strong belief in team work. For matters to be solved in short time, the entire group had to be assigned the duty to deliberate over it and come up with a tangible solution. The dominance behavioral stylists were never contented by the status quo opportunities. They liked dramatic changes and new exposures. Thus they were adventurous.The Steadiness behavioral stylists on the other hand had no problem with the status quo though at times they raised their eye brows when they felt the status quo tended to be an impediment for the group’s growth and development. (Alessandra, 2008, p. 14) The dominance behavior stylists and the Steadiness behavior stylists were both goal oriented. They were both driven by the innate force to have things done with an overall intension of improving the situation of the group. Both the dominance behavioral stylists and the steadiness behavioral stylists took up responsibilities differently.Thus the combination of their efforts and fortitude made the group achieve greater and greater set goals since everyone’s contributions counted. The tasks handled by both stylists formed a strong basis upon which goals and aspirations concerning the growth of the group were realized. . (Alessandra, 2008, p. 5) Both the dominance behavioral stylists and the steadiness behavioral stylists were quite optimistic in that they constantly indulged themselves in activities with a broader picture of bringing considerable benefit for the group.Both the dominance behavioral stylists and the steadiness behavioral stylists were receptive to challenges and acted upon them differently. They were positive on taking up challenges thus they we re not easily brought down or distorted from what they were doing for the group. Both the dominance behavioral stylists and the steadiness behavioral stylists took up active roles in conducting the group’s activities. Every one had certain expectations when it came about performing their duties for the group and with that the work load was shared equally among the members.Both the dominance behavioral stylists and the steadiness stylists planned before they took action though the time frames differed. . (Alessandra, 2008, p. 14) The benefit of having these two behavioral styles being predominant in the youth group was that most of the members were exposed to learn the skills of coping well with the different personalities. This was especially during the conduct of tasks where after being assigned different duties different members were expected to deliver their best for the betterment of the good.Therefore, through cooperation among and within the members all came to be reali zed. (Alessandra, 2008, p. 34) Having the two behavioral styles in the group enabled every member to have an inner cognition and appreciation of the nature and ability in terms of performance that different individuals had without underrating and despising one another. The group members came into terms with the fact that constant earlier experienced group’s dynamics were problematic and mostly were the cause of underperformance that the group experienced.The problem was discovered to be promoted by the misinterpretation that initially most of the members had over others, and thus the idea of keenly understanding one another much deeper helped a lot to minimize the wrangles. (Alessandra, 2008, p. 6) The skills of multitasking by the dominance behavioral stylists was disseminated to the Steadiness behavioral stylists and others thus the group faced little difficulties in terms of implementing activities that require bigger man power. The members could take up tasks that initial ly they thought were meant to be for the best of the best individuals.Leadership positions kept on rotating from one individual to another since everyone was deemed a potential leader. With this the group kept on doing quite well as new and new ideas on how to better the group were brought forward by the different leaders. Encouragement and motivational comments were also given out to every member so as to boost their self esteem. The fact that these two behavioral styles happened to be predominant in the group gave a room for social learning where at least every was made to discover his/ her strength and weaknesses in as far as good behavior is concerned.(Alessandra, 2008, p. 6) CONCLUSION The Disc Platinum Rule of Behavioral Style is a form of gauging tool that tries to give a clear picture of the personality composition that different individuals have. The major behavioral styles that have been highlightened above show the differences associated with different personalities. Ever y individual is therefore expected to force him/her self to accommodate and relate comfortably with people who happen to have different behavioral style.The best way recommended by DPRA for proper interaction is for individuals to treat others fairly well the same way they expect others to treat them. With this tension will be minimized and as a result unity and harmony will prevail among a group of people, besides the rapport among them being strong. The different behavioral styles to some extent form a strong basis upon which individuals can be categorized with reference to their temperaments. The behavioral styles make a clear resemblance of the different temperaments though in an indirect version.The behavioral styles by and large march with the four major temperaments. Thus it is worth noting that there is a strong connection between an individual’s behavior and his/her temperament despite the slight differences that might be noticed. REFERENCE Alessandra, T. , (2008) Pl atinum Rule Behavioral Style Assessment. Custom edition from The University of Phoenix. Available at http://UOP. BlanchardAssessments. com Accessed on July 17, 2008. Alessandra, T. & O’Connor, M, J. (1996) The Platinum Rule: Discover the Four BasicBusiness Personalities. -And How They Can Lead You to Success. Available at www. amazon. com/ The Platinum Rule: Discover the Four Basic Business Personalities. Accessed on July 17, 2008. Alessandra, T. , O’Connor, M, J. & Dyke, J, V. People Smarts – Bending the Golden Rule to Give Others What They Want. Available at www. amazon. com/People-Smarts-Bending-Golden-Others. . Accessed on July 17, 2008. Bonnstetter, J. & Suiter, R. (2001). The Universal Language DISC, Skills Training Manual for Treating behaviour.. Available at www. dropbears.com/b/broughsbooks/health/psychology_personality. htm . Accessed on July 17, 2008. Ritchey, T. & Koehler, B. (1998) I’m Stuck, You’re Stuck. The Power of 360 Feedback. Gu lf Publishers. Straw, J. & Koehler, B, (2002) The 4-Dimensional Manager. Disc strategies for managing Different people in the best ways. Available at www. amazon. com/Dimensional-Manager-Strategies-Managing-Different. Accessed on July 17, 2008 Hersey, P. , Blanchard, K, H,(1993),Management of Organizational Behavior, A guide to utilizing human resource. Prentice Hall.

College Research Paper Writing Service - a Quick Introduction

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The Life of Ernest Hemingway - 1411 Words

â€Å"Sometimes when I was starting a new story and I could not get it going, I would stand and look out over the roofs of Paris and think, â€Å"Do not worry. You have always written before and you will write now. All you have to do is write on true sentence. Write the truest sentence you know† (shmoop.com). Ernest Hemingway was an honest and noble man. His life was highlighted by his successful writing career that brought him fame, fortune, but ultimately loneliness. Ernest Hemingway fell into a hole of drinking and depression (lib.utexas.edu). It was odd for Hemingway to become so emotionally unstable after having a happy childhood, quality experiences, and a successful writing career. Ernest Hemingway was born in Oak Park Illinois in 1899. Oak Park was the town in which Ernest spent his childhood. Ernest later went on to say: â€Å"Oak Park was a place of wide lawns and narrow minds† (lib.utexas.edu). Life in Oak Park was a pleasant and peaceful place for Earnest. At home in Oak Park Ernest had two loving parents, his mother Grace Hall was an opera singer and a music teacher. She helped Ernest develop a love for art and literature. Ernest’s father, Clarence Edmonds, was a doctor and a naturalist. Ernest’s father helped him develop a passion for outdoor sports such as hunting, fishing, and woodcraft. Ernest also lived at home with a brother and four sisters (lib.utexas.edu). Despite his seemingly normal childhood, Ernest still had some odd experiences, but nothing that ever effectedShow MoreRelatedThe Life of Ernest Hemingway523 Words   |  2 Pages On July 21, 1899 Ernest Miller Hemingway was born in Cicero (Oak Park), Illinois. Clarence and Grace Hemingway, Ernest’s parents, raised him and his five siblings in the suburbs and spent time at their cottage in northern Michigan. This is where Ernest learned his love of the outdoors. His father taught him to row a boat, start a fire, clean and cook a fish, make a wild-onion sandwich and handle a gun (Reef, 2009). In high school Hemingway began to write for his school newspaper Trapeze and TabulaRead MoreThe Clouded Life Of Ernest Hemingway2032 Words   |  9 PagesThe Clouded Life of Ernest Hemingway â€Å"Every man s life ends the same way. It is only the details of how he lived and how he died that distinguish one man from another,† (Hemingway). The details of Ernest Hemingway’s life are nothing short of remarkable. The dash between the dates on his gravestone more than distinguish him from the notable mid-century authors he competed with. The life and works of Hemingway has stimulated the minds of people all over the world for the last one-hundred and sixteenRead MoreThe Life of Ernest Hemingway Essay1007 Words   |  5 PagesThe Life of Ernest Hemingway Ernest Hemingway relied on experiences and the time period that he wrote the novel The Sun Also Rises. Hemingway used symbolism and irony to express his own experiences that he went through after the war, in this novel. Gertrude Stein named the generation of adults that lived during World War I, The Lost Generation.People thought the phrase holds true to some people who fought or were involved in the war. Hemingway quotes Stein in passages saying The world remainsRead MoreLife And Death By Ernest Hemingway Essay1231 Words   |  5 PagesTwo short stories and one segment from a story that I have broke down have all been composed by the creator Ernest Hemingway, concentrating on the subject of Life and Death. Ernest Hemingway is a twentieth century American author, short story essayist and columnist. He was conceived on July 21st 1954 in Oak Park, Illinois. In the midst of his lifetime he was incorporated into World War I. He went to Italy to drive a crisis vehicle in the warzone. His relationship in the World War probably left aRead MoreThe Life of Ernest Hemingway Essay1191 Words   |  5 PagesErnest Hemingway â€Å"But man is not made for defeat, he said. A man can be destroyed but not defeated.† (Hemingway, 29). This is one of the lines that Ernest Hemingway uses in one of his books, titled, â€Å"The Old Man and The Sea.† It was published in 1952, and was awarded the Pulitzer Prize the following year. The story of an old fishermans journey, his long and lonely struggle with a fish and the sea, was considered to be the most popular of all his works. Fortunately for this well-known author, heRead MoreErnest Hemingway s Life As A Writer1074 Words   |  5 PagesErnest Miller Hemingway was born July 21, 1899 in Chicago, IL to Clarence and Grace Hill-Hemingway. Ernest’s parents were a physician and a musician, respectively, and were both well educated individuals who encouraged their children to follow in their footsteps educationally. Ernest Hemingway began his career as an author and journalist at the age of seventeen. Ernest took a high school course in Journalism ta ught by Fannie Biggs, which was taught, as though the classroom were a newspaper officeRead MoreEssay on The Life of Ernest Miller Hemingway3853 Words   |  16 Pages The Life of Ernest Miller Hemingway   Ã‚  Ã‚  Ã‚  Ã‚  There were several writers in the twentieth century, and among them was Ernest Miller Hemingway. Hemingway had a interesting, but strange life. By analyzing and exploring the literature and biographies of Ernest Hemingway, one will be able to understand the life of Ernest Hemingway and see the major contributions he had to literature.   Ã‚  Ã‚  Ã‚  Ã‚  He was born on July 21, 1899 in Oak Park, Illinois. Hemingway was born in the Hemingway family home, which was builtRead MoreEssay on The Life of Author, Ernest Hemingway638 Words   |  3 PagesThe Life of Author, Ernest Hemingway Earnest Miller Hemingway was borin in Oak Park Illinois. After graduating from high school, he got a job at a paper called Kansas City Star. Hemingway continually tried to enter the military, but his defective eye, hindered this task. Hemingway had managed to get a job driving an American Red Cross ambulance. During this expedition, he was injured and hospitalized. Hemingway had an affinity for a particular nurse at that hospital, her name wasRead MoreThe Theme Of Masculinity In The Short Happy Life Of Ernest Hemingway1689 Words   |  7 PagesHow can Hemingway make the themes in the books based on his experiences and thoughts? Hemingway writes the books based on his experiences and thoughts like masculinity from a character to showing his self-confidence, death from alcohol which is showing the self-injury, fatalistic heroism like the character, Schatz from the book, A Day’s Wait and nature from mountain and safari (Africa) in The Snows of Kilimanjaro and The Short Happy Life of Francis Macomber or other books. Hemingway puts the meaningfulRead More The Troubled Life of Ernest Hemingway Reflected in His Writing2492 Words   |  10 PagesThe Troubled Life of Ernest Hemingway Reflected in His Writing The period between World War I and World War II was a very turbulent time in America. Ernest Hemingway most represented this period with his unrestrained lifestyle. This lifestyle brought him many successes, but it eventually destroyed him in the end. His stories are read in classrooms across America, but his semi-autobiographical writings are horrible role models for the students who read them. Hemingway’s lifestyle greatly influenced