Free College Essays - Change of Characters in Shakespeares Othello :: GCSE Coursework Shakespeare Othello

Change of Characters in Othello Othello's character during the play is first shown as a hero of war and a man of great pride and courage. The other main characters in the play all form their own opinions of him and as the play continues, his character begins to deteriorate and become less noble. Chronologically through the play Othello's character changes from a flawless military leader, to become a murderer. Also as the play progresses, the other characters in the play change their opinions of Othello which causes the plot to happen the way it did. Throughout the first act of the play, Othello was shown as many different characters depending on who was speaking. Iago complains of Othello's pride and "bombast circumstance" and is angered by the appointment of Cassio, and educated military theoretician of Florence to lieutenant, instead of himself. Although he knows Othello is a proud man, his open and trusting nature in the beginning of the play will be eroded by the conclusion of the plot. As Iago is spe aking to Brabantio about Othello, he uses the term "white ewe" to represent Desdemona, and "black ram" when referring to Othello. By using these terms, it shows that he is trying to give a bad impression of Othello when he is speaking to the royal family in Venice, because Othello is a Moor or a Negro. Iago shows his black hatred for the Moor, and his jealousy of Cassio in his first soliloquy and also reveals his evil intentions. As the act continues and Othello is being searched for by a group of people, Iago attempts to incite Othello into anger against Brabantio, but Othello does not take the bait. He feels that he (Brabantio) may do his worst because Othello is assured that his military services to the government will outweigh Brabantio's complaints of him marrying Desdemona. These answers to Iago's persistence show that he is still a character of calmness and dignity, and he still has the self-assurance suitable to command armies of men. When Othello is foun d by Cassio, he seems to be relieved because he does not like personal conflict, which would have occurred if Brabantio had found him instead. After he is found, Othello is taken to Brabantio where he is interrogated on how he possessed Desdemona enough in order to make her run off with him.

Organizational and Management Theories Essay

Abstract The purpose of this paper is to explain why reframing can be so important to a business. In today’s world, businesses must stay on top of the competition and in touch with the ever-changing world of technology. Over time, a business can become stagnant, may be running on cruise-control or run out of new ideas. Sales may even start to slip with new competition affecting the bottom line. Initially a business is organized and it begins to function on a structural level that works for the business. In time, minds can become hard-wired to continue to function within that initial frame; however, framing is simply a concept. It can be changed by altering the conceptual and emotional setting or viewpoint of the business. Reframing allows a business to break free from the limits of the original frame. The business first assesses its operations via multiple outlooks and frames. There are four common frames used to analyze operations and those include the Structural Frame, the Human Reso urce Frame, Political Frame, and the Symbolic Frame. Each frame has its own emphasis and key concepts and each will be further explained in this paper. Vision 2011 Organizations are complex entities. There are many factors that make organizational life complicated, ambiguous, and unpredictable. â€Å"The biggest challenge for managers and leaders is to find the right way to frame our organizations in a world that has become more global, competitive, and turbulent (Stadtlander, n.d.) Organizational framing is a theory in which the management of a business assesses its operation via multiple outlooks. The ability for a leader to make sense of the complex and ambiguous work world depends on the mental models or â€Å"frames† applied to the task (DeGrosky, 2011). A frame â€Å"is a mental model-a set of ideas and assumptions-that you carry in your head to help you understand and negotiate a particular â€Å"territory† (Bolman & Deal, 2008, p. 11). It helps managers understand the situation at hand so they are able to make decisions. There are different angles for managers to consider while making decisions in their organizations. Each angle gives the manager a different view of the situation and helps them capture what is actually going on. The Four Frames Bolman and Deal (2008) developed an organizational theory that consists of four frames. The organizational theory â€Å"prescribes a multi-dimensional or multi-frame approach in understanding the attributes and situational contexts of organizational behavior† (Thompson, n.d.). The four frames are: Structural, Human Resource, Political, and Symbolic. Structural Frame â€Å"The structural frame is the view that an organization is a â€Å"factory† or a â€Å"machine†. â€Å"The structural frame depicts a rational world and emphasizes organizational architecture, including goals, structure, technology, specialized roles, coordination, and formal relationships† (Bolman & Deal, 2008). It defines the responsibilities of each position and the relationships between them. Six assumptions undergird the structural frame: 1. Organizations exist to achieve established goals and objectives. 2. Organizations increase efficiency and enhance performance through specialization and appropriate division of labor. 3. Suitable forms of coordination and control ensure that diverse efforts of individuals and units mesh. 4. Organizations work best when rationality prevails over personal agendas and extraneous pressures. 5. Structures must be designed to fit an organization’s current circumstances (including its goals, technology, workforce, and environment). 6. Problems arise and performance suffers from structural deficiencies, which can be remedied through analysis and restructuring. Human Resource Frame â€Å"The human resource frame centers on what organizations and people do to and  for one another† (Bolman & Deal, 2008, p. 117). It focuses on the individuals that work in an organization and their skills, attitudes, energy, and commitment. The human resource frame is built on core assumptions that highlight the following linkages: * Organizations exist to serve human needs rather than the converse. * People and organizations need each other. Organizations need ideas, energy, and talent; people need careers, salaries, and opportunities. * When the fit between individual and system is poor, one or both suffer. Individuals are exploited or exploit the organization-or both become victims. * A good fit benefits both. Individuals find meaningful and satisfying work, and organizations get the talent and energy they need to succeed. (Bolman & Deal, 2008, p. 122). Political Frame â€Å"The political frame views organizations as roiling arenas hosting ongoing contests of individual and group interests† (Bolman & Deal, 2008, p. 194). Politics occurs because employees are trying to obtain power. The individuals with the most power will be the individuals that will get want they want. There are five propositions to summarize this frame: 1. Organizations are coalitions of assorted individuals and interest groups. 2. Coalition members have enduring differences in values, beliefs, information, interests, and perceptions of reality. 3. Most important decisions involve allocating scarce resources-who gets what. 4. Scarce resources and enduring differences put conflict at the center of day-to day dynamics and make power the most important asset. 5. Goals and decisions emerge from bargaining and negotiation among competing stakeholders jockeying for their own interests. (Bolman & Deal, 2008, p. 194-195). Symbolic Frame The symbolic frame â€Å"views an organization as a tribe or nation† (Henderson, 2011). It helps to give employees a meaning to their work. There is a traditional way of completing tasks. It is the way that an organization forms its culture. The organizational culture shows the internal (employees) and external (customers & stakeholders) how the company wants to be perceived. The symbolic frame distills ideas from diverse sources into five suppositions: * What is most important is not what happens but what it  means. * Activity and meaning are loosely coupled; events and actions have multiple interpretations as people experience life differently. * Facing uncertainty and ambiguity, people create symbols to resolve confusion, find direction, and anchor hope and faith. * Events and processes are often more important for what is expressed than for what is produced. Their emblematic form weaves a tapestry of secular myths, heroes and heroines, rituals, ceremonies, and stories to help people find purpose and passion. * Culture forms the superglue that bonds an organization, unites people, and helps an enterprise accomplish desired ends. (Bolman & Deal, 2008, p. 253). Background Steve Jacobs worked as an engineer in the US Army. After serving for 15 years he retired and he started a small workshop that manufactured parts for industrial boilers. The company was called Steve Jacobs Engineering however with the growth he changed it to Steve Jacobs Engineering LLC. From the start hard work and luck seem to have paid off and over the years the company continued to grow in capital and production. By the time his great grandson Martin Jacobs took over the company in 2007 as the CEO the company had 2200 employees and an annual turnover of $3.2 billion. An engineering graduate with an MBA, he had worked in the company during his student days and was concerned about the company and its tread based on the changing business environment. Despite the growth in capital, labor force, market and profits the company had outdated management systems that made it venerable to a crisis in a changing business environment. Martin Jacobs spent his first year as CEO identifying the challenges being faced by the organization. He figures he need to change the * Structure of the organization to make it more decentralized and open where employees can share ideas within divisions and ranks. The old system was based on a top down system that he believes cannot be sustained. * Groupings in the organization based on position, skills, age and department * Training, motivation and compensation of the workforce is not in sync with current economy * Technology which is outdated * â€Å"Way things are being done now† Martin Jacobs ponders on these changes and as he contemplates on how to  roll them out the United States Congress, in their infinite wisdom and pressures of the global economy has elected to change the formal U.S. weights and measures standards to the metric system, effective by 2010. Changing into metric system will be good for the company and the country as all the exported goods have to be labeled in metric system or they will not sell. For the CEO Steve Jacobs Engineering has to change the way it operates or it will not survive. This provides an opportunity for him not only to change the metrics system but the entire operations of the company. Analysis of Theories being used Maslow’s hierarchy of need-people are motivated by a variety of wants, some more fundamental than others. (Human Resource Frame). * Basic needs for physical well-being and safety are â€Å"prepotent; they have to be satisfied first. Once lower needs are fulfilled, individuals are motivated by social needs and ego needs. At the top of the hierarchy is self-actualization. * When changes occur in organizations, people become fearful of the new changes and the unknown of the future. * Managers need to decrease this fear by providing employees with psychological support and training to help them overcome this fear. When this fear is overcome; they can move up in the hierarchy of needs and take a step closer to reaching self-actualization-developing to one’s fullest and actualizing one’s ultimate potential. *Andrew will be writing the analysis once everyone has provided their root theories. Academic Literature Review Needs to include at least 5 peer-reviewed journal sources. 1. de Jager, P. (2001). Resistance to change: A new view of an old problem. The Futurist, 35 (3), 24-27. Retrieved from http://search.proquest.com/docview/218565953?accountid=40635 2. Tan, N. (2005). Maximising Human Resource Potential in the Midst of Organizational Change. SingaporeManagement Review, 27(2), 25-35. Retrieved from: http://search.proquest.com/docview/226853640?accountid=40635 3. Sigler, K. J. (1999). Challenges of employee retention. Management Research Review, 22(10), 1-5. Retrieved from http://search.proquest.com/docview/223553576?accountid=40635. Comprehensive Business Literature Review 1. Case Studies 2. News Reports 3. Service Offerings. Predictions of Major Challenges Structural Frame The Structural Frame emphasizes goals, specialized roles, and formal relationships; this frame can be used to organize and structure groups and teams to get results and fit an organization’s environment and technology. The process of organization design matches people, information, and technology to the purpose, vision, and strategy of the organization. Structure is designed to enhance communication and information flow among people. Systems are designed to encourage individual responsibility and decision making. Technology is used to enhance human capabilities to accomplish meaningful work. The end product is an integrated system of people and resources, tailored to the specific direction of the organization. Good organizational design helps communications, productivity, and innovation. It creates an environment where people can work effectively. The fundamental responsibility of managers and leaders is to clarify organizational goals, to attend to the relationship between structure and environment, and to develop a structure that is clear and appropriate to the goals, the task, and the environment. Without such a structure, people become unsure about what they are supposed to be doing. The result is confusion, frustration, and conflict. In an effective organization, individuals are clear about their responsibilities and their contribution. Policies, linkages, and lines of authority are well-defined. When an organization has the right structure and people understand it, the organization can achieve its goals and individuals can be effective in their roles. Major challenges: * Lack of structural design to enhance communication and information flow among people. * Outdated technology to enhance human capabilities to accomplish meaningful work. Human Resource Frame The human resource frame â€Å"highlights the relationship between people and organizations† (Bolman & Deal, 2008, p. 137). â€Å"It includes people’s skills, attitudes, energy, commitment and relationships as fundamental resources of organizations† (DeGrosky, 2011). During times of change, managers need to consider the effects the changes will have on the workforce. If the changes that occur do not align with the employee’s needs and wants; it could cause negative impacts on the organization. Managers need to understand that whenever changes occur; resistance will happen. â€Å"Resistance is simply a very effective, very powerful, very useful survival mechanism (de Jager, 2001). Employees question the reasons things need to change when they have worked in the past or are currently working. Losing employees that resist the change process is one of the biggest risks in managing business change. The employees that make the greatest contribution to your business are usually heavily invested in their role and your business operations. Often these employees are the most challenged by change process. â€Å"Research has shown organizational change to be a primary cause of stress. Because of the feelings of uncertainty, insecurity, and threat that it invokes† (Tan, 2005). Organizations that have employees that are overly stressed or burned out have more cases of absenteeism, lower productivity, lower job satisfaction, and low morale. Major challenges: * Resistance to change due to not being involved in the change decisions and/or implementation process; and fear of having to learn something new * Retaining employees through the changes * Increased stress on employees Political Frame Bowman and Deal (B & D) describe organizations as â€Å"living, screaming political arenas that host a complex web of individual and group interests.† (2008, p. 194). Organizations comprise groups of people from diverse background with different beliefs, preferences, experiences and ideals. Organizations have goals to achieve and they hire people from diverse backgrounds to help them achieve them. On the other hand people come into organizations with their own expectations and desires which they expect to be fulfilled within the organization. Individuals in the  organization join groups that will advance their agendas or that share their ideas and desires. Due to scarce resources and differences in the organization conflicts erupts among different groups. To access more resources each group tries to use its power and skills to influence decisions that work to their advantage. However, the goal of the leaders is to bring different groups of people together and ensure they work together as a team in order to achieve organization goals. Leaders are the guardians of the organizations and its goals. Therefore they result to negotiations, bargaining and discussions with different groups to ensure despite their differences they are able to work together. Major Challenges * Divisions among groups that may affect productivity * Union resistance to changes arising from new metrics systems for fear of job loss * Inability of leaders to negotiate, bargain and jockey with different groups * Retraining of employees on the new metrics system may further divide the old and younger employees Symbolic Frame The Symbolic Frame describes the organizational culture, the rituals, the ceremonies; all the symbols and heroes that help us make meaning of organizational events and activities (Bolman & Deal 2008). In the symbolic frame, people judge organizations primarily by their appearance. It is in this frame that organizations create the image that is expected of them, reassure their constituencies, and generate support for their missions. The symbolic frame can offer insight into fundamental issues of meaning and belief within an organization and bring employees together if the leader is effective. Symbolic leaders are able to interpret experience and in that interpretation, they can bring meaning and purpose. Leaders of this type need to look for something visible and dramatic to signal that change is on the way. A key function of symbolic leadership is to offer plausible and hopeful interpretations of experience. An effective leader is able to do this is by painting a vision, a hopeful image of the future. The vision addresses both the challenges and the hopes and values of its followers. When employees are confused or uncertain in times of change, they seek hope  and direction – this is where a symbolic leader can bring people together and succeed. Symbolic leaders can create the vision – and then they can persuade others to follow it. Symbolic leaders tell stories. A successful way to do this is to embed their vision in a mythical story. A story that tells where the company has been, where it is, and where it is going in the future or looking back at the history of the company and the employees and what has brought you this far already. These types of stories will succeed because people want to believe them and it makes it personal. Even a flawed story will work if the leader is persuasive in the values and hopes of the listeners. Good stories and a genuine personal touch reflect the power and the danger of symbolic leadership. Power is positive in the right hands but power in the wrong hands, can create devastation (2004). Major challenges include: * Afraid of the changes and the impact it will have on their jobs * Can I learn the new ways-what if I can’t?  * The symbolic leader may fail to find symbols, rituals or hero’s that can bring the listeners together * The symbolic leader may fail at finding and incorporating humor and play at work to ease tensions during the times of change * The organization’s culture is not well aligned with the challenges the organization faces or the organizations symbols and customs lose meaning Assessments on How to Resolve Challenges Structural Frame Lack of structural design to enhance communication and information flow among people. The job of managers and leaders is to focus on task, facts, and logic, not personality and emotions. Most â€Å"people† problems really stem from structural flaws rather than from flaws in individuals. Structural managers and leaders are not necessarily authoritarian and do not necessarily solve every problem by issuing orders. Instead, they try to design and implement a process or structure appropriate to the problem and the circumstances. A structural scenario casts managers and leaders in fundamental roles of clarifying goals, attending to the relationship between structure and environment, and developing a structure that is clear to  everyone and appropriate to what needs to be done. This is a structural design to enhance communication and information flow among people. Without a workable structure, people become unsure about what they are supposed to be doing. The result is confusion, frustration, and conflict. In an effective organization, individuals are relatively clear about their responsibilities and their contribution to the mission. Policies, linkages, and lines of authority are straightforward and widely accepted. When you have the right structure, one that people understand, organizations can achieve goals and individuals can see their role in the big picture. Outdated technology to enhance human capabilities to accomplish meaningful work. Technology is about improving how we put our knowledge to work and increase our ability to produce valued results. Performance improvement continues to shape the future of many individuals and organizations around the world through learning, sharing, working together, and networking. If recent assertions are to be believed, the pace of implementation of Information Technology (IT) within organizations would appear to be relentless and its scope pervasive, with extravagant claims made in terms of IT’s organizational benefits such as increased efficiency and higher levels of customer service. IT has also been said to facilitate the way in which information is processed, with the potential to change the way in which decision making is undertaken, and even to effect a shift in the nature and scope of activities undertaken by the business. For example, IT at least promises dramatic repercussions for the form and content of inter-organizational relationships as well as intra-organizational communication; the bases on which organizations compete; the means of production; the process of distribution and service support; indeed for almost every aspect of accepted organizational activity. Human Resource Frame Resistance to change. The first challenge in the human resource frame that Martin Jacobs will need to face is resistance to change. Resistance to change can happen due to many reasons. Employees resist because they feel uninvolved and ignored. It is important to get employees involved either by letting them explore and provide some options in the decision-making process. When people are  involved in the decision-making and/or implementation of changes, they feel more committed to it. (de Jager, 2001). Another reason employees resist change is they fear having to learn something new. â€Å"It’s not that they disagree with the benefits of some new process; rather, they simply fear the unknown future and doubt their ability to adapt to it† (de Jager, 2001). This type of resistance can be overcome by creating an environment where learning is the norm. In this learning environment, â€Å"early failures of any learning endeavor are not frowned upon or punished, but are rewarded because failure is honored as evidence of effort (de Jager, 2001). Retaining employees through the changes The loss of talented employees may be very detrimental to the company’s future success. During times of change, outstanding employees may leave an organization because they become dissatisfied and/or feel unmotivated. Management can help keep employees by offering incentive pay, such as: cash bonuses and stock ownership. Another way that this company can help retain employees during times of change is through increase job satisfaction. â€Å"Management can insure talented employees are given autonomy in their job functions and are given meaning meaningful assignments, allowing them to be involved in the decision making for their area of expertise† (Sigler, 1999). Other ways that can help increase job satisfaction are making sure that the working conditions are pleasant and offering employees training to ensure they know how to use the new metric system within their job positions. Increased stress on employees When employees are overly stressed, it could cause more cases of absenteeism, lower productivity, lower job satisfaction, and low morale. Managers can help relieve the stress employees feel during the change and maximize their human resource through the following: 1. Increase communication and disseminate adequate information about the change. 2. Create a supportive environment at the workplace. 3. Empower their employees to play a more active role in the implementation of change. (Tan, 2005). Political Frame Changing the company to metric system may elicit different opinions from different groups in the organization. New alliances will be formed between those who support the changes and those resistant to them. This will call for new bargaining and negotiations that may affect the morale and production. Union within the organization will seek assurances that the changes will not lead to layoffs and changes in benefits. Management assurance of availability of expanded market due changes may motivate the unions to negotiate. In their bargaining management must educate employees the benefit of being proactive in a changing economic environment. The younger groups of employees who are more technologically advanced and curious may immediately embrace the changes. On the other hand older employees with more experience and dedication to the organization may feel threatened. This can strain relations between the groups. Careful planning will need to be implemented to ensure both groups embrace the change within workable differences. Managers will spend more time communicating changes and answering questions. This is important to prevent grapevine and rumors that may undermine the changes. Managers will be called upon to hold meetings with different groups to discuss progress and updates. Symbolic Frame Resolving the changes in the symbolic frame include finding a way to bring employees together using stories, symbols, rituals or finding hero’s that unite the group. The group is looking for hope, a role model, a history that shows they will get through this change. Simple actions can unite. Things such as sharing stories, talking to the group or individuals about positive attributes of the companies history, being positive yourself, recognizing the fears and concerns and reassuring, celebrating the things you can to bring the group together. A good visual that unites by telling a story without actually even being present is to put up bulletin boards, photos, birthday or anniversary lists†¦the pictures from last years Christmas party or picnic will bring the group together and offer support and reassurance for the coming year. It’s all about being able to inspire and create a vision. The symbolic frame relates to the human needs theory but goes even beyond that by asserting that organizations are populated by people who strive for self-actualization through cooperative efforts. Forecast of the Future Impact of the Recommended Changes Structural Frame *Waiting for Joe to provide his information. Human Resource Frame (Topics discussing) * Employees may need to be dismissed if their role becomes redundant after the change occurs. * Attitudes may change in the workplace; this could cause a negative/positive work environment; low employee morale * Decrease of productivity; costing the company money. * Relationships grow stronger or weaken between management and the employees. * Loss of talented employees Political Frame (Topics discussing) * New groups and alliances will emerge and some groups may be formed or eliminated * Union and management will have to compromise and failure to agree may result to strained relations or strikes * There will be intensive negotiations, bargaining and jockeying within the first one year until a balance is reached among different groups * There could emerge strained relationships between some technologically challenged and technologically savvy workers Symbolic Frame Changing from the formal U.S. weights and measures standards to the metric system will impact everyone at our company. The symbolic frame leads us to find a unifying them that will bond everyone together, a common ground to rally around. For this change in our company, we are going to go back to the beginning, what brought everyone to this company and the longevity of the company. * Afraid of the changes and the impact it will have on their jobs Each employee has their own concerns and worries about this change. Am I too old to learn this is one concern along with what was wrong with the â€Å"old†Ã‚  way of doing things† This is where the symbolic leader must assure employees that there will be a learning curve for sure but everyone will be worked with to help them understand the new changes. * Can I learn the new ways-what if I can’t? It will not be an overnight change and everyone will learn at their own pace. The organization is committed to the employees and their jobs are not on the line. * The symbolic leader may fail to find symbols, rituals or hero’s that can bring the listeners together The symbolic leader will focus on the companies founder and how the company was able to make it to this point. All the years of commitment from the employees rallying around the company. The company will not turn their backs on the employees over this change but this will just be another challenge for us to all ALL overcome. And we will. * The symbolic leader may fail at finding and incorporating humor and play at work to ease tensions during the times of change This is where the symbolic leader must find that unifying symbol. The founder of this company and his vision. The company was founded by the great-grandfather of the current CEO, back in the days when Henry Taylor and Scientific Management was all the rage. Today the company needs to keep up with the global economy and this is one way of assuring we are staying current and up-to-date. This will unify us with the world and allow us to go forward with our vision. Focus on the grandfather, father etc. – a family owned company and each employee is part of that family. * The organization’s culture is not well aligned with the challenges the organization faces or the organizations symbols and customs lose meaning In this case with changing to the metric system, most employees will only fear the change as far as learning it and how it will affect their job. As long as the symbolic leader keeps this change in perspective as one small piece of the changes that have occurred over the history of the company, he will put this change into perspective for them. The symbols and customs will have meaning using the family company angle and how they are part of that family. Conclusion *Completed by Andrew once paper has been fully written. References. Bolman, L.G. & Deal, T.E. (2008). Reframing organizations artistry, choice, and leadership. San Francisco, CA: Jossey-Bass Critical leadership skill: Multi-frame thinking. (2004, November). Wildfire Magazine, Retrieved from http://www.guidancegroup.org/k2news/Uploads/WTL-11-2004.pdf DeGrosky, M. Wildfire. (2011). What Does This Viewpoint Suggest? Retrieved on December 3 2011 from: http://wildfiremag.com/command/viewpoint_suggest/ de Jager, P. (2001). Resistance to change: A new view of an old problem. The Futurist, 35 (3), 24-27. Retrieved from http://search.proquest.com/docview/218565953?accountid=40635 Henderson, KJ. chron.com. (2011). Strategies on Reframing Change in Your Organization. Retrieved on November 3, 2011 from: http://smallbusiness.chron.com/strategies- reframing-change-organization-3113.html. Morgan, G. (1986). Images of organization. Beverly Hills, CA: Sage Publications, Inc. Sigler, K. J. (1999). Challenges of employee retention. Management Research Review, 22(10), 1-5. Retrieved from http://search.proquest.com/docview/223553576?accountid=40635. Stadtlander, C.T.K.-H. (2007). Reframing Organizations: Artistry, Choice, and Leadership Book Review. Electronic Journal of Business Ethics and Organization Studies, 12(1). Retrieved from: http://ejbo.jyu.fi/pdf/ejbo_vol12_no1_pages_48-49.pdf http://guweb2.gonzaga.edu/orgl/orgl500/Module2/Mod2pg26.htm Tan, N. (2005). Maximising Human Resource Potential in the Midst of Organizational Change. Singapore Management Review, 27(2), 25-35. Retrieved from: http://search.proquest.com/docview/226853640?accountid=40635

Common Themes in Speeches by Passionate Leaders - 791 Words

An effective and enthralling speech does not only relate to the content or context, but to the appropriate utilisation of rhetorical techniques and structure that contest universal requisite ideas, past, present and future that captivate and engage audiences. Since the beginning of time, society has been presented with inspirational and passionate leaders who deliver speeches that remain invaluable due to their themes regarding peace, security, prejudice, equality and basic human rights. These themes are explored in Anwar Sadats, Aung San Suu Kyi and Faith Bandlers unique speeches â€Å"Statement to the Knesset† (1977), â€Å"Keynote Address at the Beijing World Conference on Women† (1995) and â€Å"Hope, Faith and Reconciliation† (1999) which allow the memory of the past and a reminder of who we are today. Continuous battles and terrorism between Israel and Egypt had been occurring four years preceding to Anwar Sadat’s â€Å"Statement to the Knesset† (1977). Anwar Sadat, the Prime Minister of Egypt, address to the Israeli Knesset was presented to an audience which involved both parties and persons who supported and resented him. Sadat draws upon religious, political and personal values to motivate and propose to the Israeli Knesset a solution for peace to the extremity of an age long conflict between the Egypt and Israel. Beginning his speech, Sadat employs the use of religious allusions and pathos in order to set the foundations of his argument to bring unity to both countries through theShow MoreRelatedTheme Of Martin Luther King And Obamas Speech1405 Words   |  6 Pages The Progressive Theme of Martin Luther King’s and Obama’s Speeches President Obama’s victory speech and Martine Luther King’s speech are two of the most famous discourses that everybody is discussing today, which they delivered 50 years apart. 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The Effects Of Domestic Violence On Teens - 1386 Words

1 out of every 3 teenagers will experience some form of domestic violence within a relationship before they turn 25. Out of these people, only 1 out of every 3 will tell someone about it (PDVG). Dating violence among teenagers has risen alarmingly in the past few years, and unfortunately many people in this age group do not have the maturity or common sense to recognize warning signs of an unhealthy relationship. Due to this, many teenagers become trapped in toxic relationships and it can damage them mentally and physically. Domestic violence amongst teens is a complicated, touchy subject with complex causes that can cause many psychological effects as well as lead to problems for the teenage victims later in life. Abusive behavior in teenage relationships can stem from many different complicated sources. According to a study on teen dating abuse done by Liz Claiborne 72% of teens say that serious boyfriend/girlfriend relationships usually start at the age of 14. At this young age, many teens are easily influenced by what they see around them and are unable to properly channel their emotions. Due to their impressionability, seeing violence and aggression around them, especially if they themselves have or have had an abusive family member, can cause teens to believe it is acceptable to act this was towards others. â€Å"Teen dating violence† as it is often called, can also be caused by mental illnesses such as depression, paranoia, or schizophrenia. Teenagers with these,Show MoreRelatedDomestic Violence : The United States And Around The World Essay979 Words   |  4 PagesKnowledge of domestic violence is becoming prevalent in the United States and around the world. Family violence, teen dating violence and intimate partner violence are being talked about openly more; they are also becoming known as abuse and not something that is just â€Å"ok† or â€Å"just how a person is†. 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The abuser tortures and controls the victim by calculated threats, intimidation, and physical violence. Actual physical violence is often the end result of months or years of intimidation and control. Defining the problem: Domestic violence is violence between adult intimate partners. Though the definition above seems simple enough (it is widely acceptedRead MoreDomestic Violence And Its Effects On People1708 Words   |  7 Pages What is domestic violence? Domestic violence is when a person uses a physical violence such as threats, intimidation, isolation, stalking, emotional abuse, sexual abuse, and taking control over another partner in a relationship (Understanding abuse). This happens every day to thousands of people all over the world. It’s a serious issue and people don t realize how serious it is. It’s killing people, ruining families, and leaving a lasting impact on people. Each year, 2 million people are injuredRead MoreEffects of Domestic Violence on Children908 Words   |  4 PagesEffects of Domestic Violence on Children by Mary Pelham English 1010-19 5 October 2011 Pelham i Outline I. Effects on younger children A. Feelings of deprivation Read MoreArgumentative Essay On Domestic Abuse1312 Words   |  6 PagesDomestic abuse has touched the lives of most people, whether the victim was themselves, a family member, or a friend. They’ve seen it happen to countless women and men too. It’s incredibly important to start education of domestic abuse awareness early, because the effects of abuse go far deeper into the lives of survivors than is acknowledged, and the effects can be present for years after the abuse stops. Even teenagers -- still literal children -- are at risk for this new epidemic. Most teenagersRead MoreThe Cost Of Domestic Violence1662 Words   |  7 PagesCenteria Cooley Sociology 101 Professor Nelms 20 November 2015 The Cost of Domestic Violence in America â€Å"Just because the scare have healed, doesn’t mean the pain has.† –healthyplace.com Domestic violence is a pattern of behavior used to exhibit control over another person through fear and intimidation by threat, force, or use of violence in intimate relationships. This issue has been an overlooked problem in American society for ages however as it becomes mainstream time and time again and theRead MoreChild Exposure to Domestic Violence1163 Words   |  5 PagesChild Exposure to Domestic Violence Introduction: Domestic Violence is any willful intimidations, sexual assault, physical assaults, or any other forms of physical or verbal violent behavior by one intimate partner towards another. 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My Interview On My Roommate s Boyfriend - 1711 Words

For this assignment, I chose to perform my interview on my roommate’s boyfriend; Jose Sandoval. I have been friends with him for about one year, the time that he has been dating my roommate. I have to say that we get along very well, he often comes to hang out at our apartment and we have shared some good times; the three of us together. To be honest, I thought I knew him pretty well up to this point. Well, I was wrong. After completing the interview, I was able to learn so many new things about his background, which I will happily share now for this assignment. This paper will transcribe his life story with three major areas of focus. My first focus will revolve around his life before moving to the United States. Secondly, I will describe his immigration process and lastly, the paper will also touch on how his life progressed once living in the United States. First and foremost, this section carries out a detailed interview on Jose’s life before his arrival to the United States of America. Where I discussed his family bond and focused on his growing up environment and his biculturalism through playing Mexican and American games and the constant migration and tourism that revolved around this city. My interviewer made reference of having a strong bond among his family while growing up. His family was composed by his father, mother and two older siblings; brother and sister, who always treated him, like their own son. They spoke to each other in Spanish, did everythingShow MoreRelatedInterview From My Subculture Of People With Siblings Who Have Developmental Disabilities1073 Words   |  5 Pageschose to interview from my subculture of people with siblings who have developmental disabilities is my roommate Hannah Dorough. 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The Secret Circle The Divide Chapter 23 Free Essays

Darkness for miles, that was all Cassie could see. A red-toned darkness like the insides of her own eyelids, but her eyes were wide open. She sensed the ramshackle house far out in the distance, hidden within the blackened night. We will write a custom essay sample on The Secret Circle: The Divide Chapter 23 or any similar topic only for you Order Now She called out, Scarlett! Scarlett didn’t come to Cassie in this dream – Cassie went to her. She forced her way through the pitch-black night as if blind and mad, holl ering Scarlett’s name. It was like traveling through outer space in a starless universe, but with persistence Cassie hit upon what she was searching for. The house. And through the rickety door of the house, Cassie discovered Scarlett. She was bound at the wrists and ankles to a splintered wooden post, and she was screaming. They were whipping her. Whoever they were. Cassie tried to make out the hunters’ faces, but she couldn’t. They didn’t have faces; they were formless black entities like ghosts. She could only sense their trembling dark souls and how they were frightened to the point of brutality. It was their fear driving them, fear of the unknown, of the supernatural, of witchcraft. Like Holy War soldiers, their faith in their own righteousness was unbreakable, and their capacity for violence against their enemies was extreme. They whipped Scarlett mercilessly over and over again, unaffected by her screams. Cassie wondered why the hunters didn’t tape Scarlett’s mouth shut, to quiet her. And then the thought occurred to her like a light being switched on. The hunters wanted Scarlett to talk, to spil information – not only the secrets of her magic, Cassie realized, but the secrets of the Circle, who they were and where to find them. Scarlett cried and shrieked and spit at the shapeless hunters, but no words escaped her bruised mouth. Was she bearing all this pain to protect the Circle? And to protect Cassie? Her beaten body hung from the wooden post limp and wilted like a dying flower. Her face was a mess of blood and dirt, and one of her eyes had swelled completely shut. Her damp red hair dripped like blood down her bony shoulders. She’d been stripped almost nude; her torso and legs were streaked with lash marks and purple welts. How much longer could she possibly take such abuse? Like in the last dream she’d had, Cassie couldn’t move. Her feet were frozen in place at the doorway – from where she could see Scarlett but wasn’t sure if Scarlett could see her. She called out to her from where she stood. Scarlett, I know where you are, she said. And I’ll be there soon. I promise. With that, she jolted awake. My sister, Cassie thought, my poor, dear sister. She’d rather Scarlett give the hunters what they wanted, to tell them the entire truth about the Circle, if it meant they’d release her alive. Better that than seeing her die to protect them. Scarlett had come to New Salem to seek out the them. Scarlett had come to New Salem to seek out the safety of the Circle, not the other way around. How had the situation come to this? But Scarlett was still alive, that much Cassie was sure of. And as long as she was still alive, there was still time to rescue her. Maybe if the Circle understood that Scarlett was being tortured for protecting them, they’d consider rescuing her a little more seriously. Maybe they’d finally accept her as one of their own. And then there was a piercingly loud sound in Cassie’s ear. She looked over at her nightstand and realized her phone was ringing, but who could be calling at this time of night? â€Å"hello?† Cassie answered cautiously, half-believing it was going to be one of the ancient witch hunters from her dream on the other end of the line. But the scratchy voice that apologized for waking her belonged to Deborah. â€Å"What’s happened?† Cassie knew if Deborah was calling her in the middle of the night that someone was either hurt or dead, possibly both. â€Å"Someone set Laurel’s lawn on fire,† Deborah said. â€Å"Burning in the shape of the hunter symbol.† If Cassie hadn’t just woken from a nightmare, she would have sworn she’d just entered one. â€Å"Laurel’s been marked,† Deborah added, in case Cassie didn’t comprehend the full magnitude of the situation. Cassie suddenly felt like she was suffocating, like one of the hunters from her nightmare had grabbed hold of her neck and was squeezing the breath out of her. â€Å"Cassie?† Deborah said. â€Å"Are you okay?† Cassie coughed. Laurel. Of all people to be marked, they’d gotten to sweet, peace-loving Laurel. How could this be happening? â€Å"I’m just shocked,† Cassie said. â€Å"Go on.† Deborah resumed speaking in her gravelly whisper. â€Å"So we’re going to have a Circle meeting early tomorrow before school. To figure out what to do.† â€Å"Of course,† Cassie said. â€Å"I’ll be there.† â€Å"We’re meeting at Diana’s. At six thirty A.M.† â€Å"Okay.† Cassie felt shaky and weird. Her voice didn’t come out sounding like her own. Those invisible hands were still squeezing her throat closed, making it hard for her to breathe. â€Å"Is Laurel all right?† she managed to ask. But the phone clicked. Deborah had already hung up. It struck Cassie as strange that of all the Circle members who could have called her with this news, it was Deborah who did it. Not Adam or Diana. Careful not to wake her mother, Cassie got out of bed, slipped on her sneakers, and wrapped her jacket around her shoulders. Then she unlatched the front door and slinked out to the edge of their property. From high up on the bluff she had a long view of the whole block, every old house on crooked Crowhaven Road – the ones in good repair as well as the ones that looked as if they might tip over into splintering timbers in a strong wind. Cassie strained her eyes to see far out. First, she saw that the fire had been extinguished, but she could still smell the remnants of smoke and burnt grass in the air. And then she noticed two bodies moving around in the dark, along she noticed two bodies moving around in the dark, along the outskirts of the lawn. It was difficult to make out who it was through the lingering smoke. Cassie squinted her eyes, but it was no use. She considered taking the walk down. It had to be someone in the Circle. But then the bodies began moving closer, and Cassie recognized who it was. It was Adam and Diana. Diana’s long blonde hair shined beneath the streetlights as she walked, closely and carefully with Adam, toward her house. Cassie felt a pang of resentment. They were both up and out, together. And neither of them took the time to call Cassie themselves. How had she drifted so far from the two most important people in her life? Cassie turned around and went home with an emptiness in her stomach. She tiptoed across the living room floor, back to her bedroom, and gently closed the door. Then she kicked off her shoes and climbed into bed, sorry she’d ever left it in the first place. She could guess what they were doing. They were planning, strategizing, and plotting the meeting that would happen in a few hours. That was just who they were and how they would always be. The brave knight and the high priestess, ever vigilant. They were the real influence behind the group, no matter who was called leader or who wore the Tools. Adam may have been Cassie’s soul mate, but there would always be the Circle. And the Circle, if represented by one person, would be Diana. Not for one second did Cassie suspect that Adam was cheating on her with Diana. He didn’t have to. What he shared with Diana was something above and beyond cheating. Cassie stared up at her ceiling, sleepless. Let them strategize. Cassie was done waiting on the sidelines. She would go to rescue Scarlett herself and destroy the hunters before they marked anyone else – and before they had the opportunity to kill Laurel. But Cassie knew she’d need two things if she was going to fight the hunters by herself: the diadem and garter from Diana and Faye. How to cite The Secret Circle: The Divide Chapter 23, Essay examples

I. Current Situation (1991

I. Current Situation (1991-1993) Essay IBMI. Current Situation(1991-1993)1. History of IBM:IBM is a multinational corporation that started its activities in 1911. But its origins can be traced back to 1890, during the height of the Industrial Revolution. It was first known as the Computing-Recording Company, and then in 1924, it took the name of International Business Machines. Nowadays, this multinational company is known as the Big Blue2. Mission statementIBM main activity is to find solutions to its wide range of clients using advanced information technology. Its clients are individual users, specialized businesses, and institutions such as government, science, defense, and spatial and educational organizations. To meet and respond to its customers needs, IBM creates, develops and manufactures many of the worlds most advanced technologies, ranging from computer systems and software to networking systems, storage devices and microelectronics. Indeed, IBM has various product lines and services a few of which are: the Personal Computer that was first created in 1981, AS/400 business system, RS/6000 family of workstations and server systems, S/390 enterprise server, groundbreaking ThinkPad notebook computer; the award-winning IBM Netfinity and finally, PC Servers. It is an important supplier of hard disks, random access memories, and liquid crystal monitors. IBM has created the image Solutions for a Little World. Its products and components in other firm products are so widespread that people around the world associate the name IBM with computing functions. 3. OrganizationIBM is a global information system and computing company. It is organized in 5 worldwide regions, and the following business units:1.Application Business Systems2.Application Solutions3.Enterprise Systems4.Networking Systems5.Pennant Systems Company6.Personal Systems7.Programming Systems8.Storage Products9.Technology Products4. Past and current performance:For many years, IBM succeeded in holding a very good market position. In fact, the company achieved a very high market share and huge profits. However, this situation did not last forever. In 1990, IBM experienced its first quarterly loss of $2billion due to some unexpected accounting charges. However, revenues increased from $62.7 billion in the previous year to $96 billion. In 1991, the company faced a net loss of $2.83 billion that was mainly due to downsizing and restructuring costs. In addition, total hardware sales were down by 16%. The years 1992 and 1993 knew a slight increase in revenues that reached $13.4 b illion and a net loss of $399 million that changed to a net profit of $392 million in the first quarter of 1994. 5. Industry trends:IBMs old belief was that personal computers are a vital part of their overall strategy to link personal computers, minicomputers, and mainframes, their preferred product in this line. It was not quick in adapting this belief to the new reality and importance of the PC potential, so during the 1980s and early 1990s, IBM was thrown into turmoil by back-to-back revolutions in the trends of the computer industry. The PC revolution placed computers directly in the hands of millions of people, and then, the client/server revolution sought to link all of those PCs (the clients) with larger computers that labored in the background (the servers that served data and applications to client machines). Both revolutions transformed the way customers viewed, used and bought technology, and both fundamentally rocked IBM. 6. Tactics at IBM were as follows:Marketing at IBM has often been based on recycling and updating older proprietary systems architectures in which it had a vested interest. It was a product rather than consumer oriented strategy. ? IBM has made modest moves towards more industry specific approaches to problem solutions in an effort to better meet customer needs. ? 1988 attempt to restructure decision making from HQ to 6 group executives failed. ? Due to its size, IBM makes sure that when introducing a project, worldwide capacity is available to manufacture it, and those foreign manufacturing requirements are met. 7. 1991-1993 CEO Akers undertook a major overhaul of IBM: he believed the problem was high centralization, so he followed a decentralizing strategy that would greatly reduce employee levels. Layoffs were as follows: 1991 20,000, 1992 20,000. Although a $3 billion charge was made against 4th quarter earnings, IBM expected savings of $1 billion in 1992, followed by $2 billion in later years. Restructuring objectives:a- Accelerate product deliveries. b- To avoid or minimize costly delays and disruptions IBM would have to completely separate its units into distinct independent divisions with greater control over development strategies, including financial independence. IBM HQ would become a holding company with 6 autonomous divisions reporting to senior vice presidents. Divisions are to present annual plans to executive committee, set goals for return on investment, share in profits, issue stocks in some cases. Each individual unit to report its results separately thus allowing managers to gain responsibility for controlling costs and developing competitive product marketing strategies. Emphasis to be placed on return on invested capital. Executive pay to be tied to unit profitsc- Encourage 3d party relationshipsd- Reduce staff. e- Reduce product prices to match competitor prices. For example, IBMs lap top model costs about $2,500 more than Dell or AST models. 8. Gerstners strategy is to maintain IBMs broadness to take advantage of consumer confusion in the market. Consumers will recognize IBMs name in different products and purchase it. This will keep costs high however because the different units need to stay coordinated. According to him, IBMs challenge is to develop good working relations across the various operating units. It doesnt need an overall vision but a series of tough minded, market driven strategies for each of its businesses. Balancing shareholder needs of higher margins with customer needs of lower margin open system products.Gerstner brought with him a customer-oriented sensibility and the strategic-thinking. He tried to rebuild IBMs product line, to reduce the workforce and to make significant cost reductions. Despite mounting pressure to split IBM into separate, independent companies, Gerstner decided to keep the company together. He recognized that one of IBMs enduring strengths was its ability to provide integrated so lutions for customers someone to represent more than piece parts or components. Splitting the company would have destroyed a unique IBM advantage. II. SWOT analysis:? External environment:1.OPPORTUNITIES:1.1. E-business: the use of the Internet is rapidly becoming an important distribution method for multinational companies, and a source of products for businesses and consumers. it is a way of doing business electronically using new concepts. By emphasizing on marketing this kind of operations, IBM will increase its presence in world operations, by making easier for a company to trade with another one, without any physical contact. 1.2. Strategic alliances: three days ago, IBM announced its alliance with a huge IT company, DELL. This constitutes an opportunity for IBM to become stronger and acquire new knowledge. This part will be discussed later in the presentation. 1.3.As a third point, it seems that IBM should change its image among customers: when you think of IBM, the first image that comes to you is that of a computer, whereas IBM manufactures much more products: servers, mainframes, supercomputers, Internet services, and so on. Therefore, a good opportunity for the Big Blue would be to change this conception and make its diversified range of products better known. There must be more advertising made about the other products in order to make people aware of IBM diversity. 2. Threats:2.1.IBM most important competition is not within the mainframe market, but outside it, in the increasing range of other machines that can do much of what a mainframe does. Civics Essay4. One important way of reducing costs and be better prepared for the future is to make strategic alliances, thus, building sustainable competitive advantages. 5. The internal culture should be changed. Give more importance to team work. IV. Strategic Recommendations1. Even if it is currently one of the leaders in the computer industry, IBM should prepare itself for the future especially for the high competitiveness that engulfs the industry. For instance, very known competitors, such as Compaq, are increasingly doing well and can easily surpass IBM if it defaults on meeting customers?demands and being innovative by having a truly sophisticated R;D. In fact, IBM should try to provide integrated system solutions to customers not only to ease the way of using them but also to ease the life of its customers. 2. One of IBMs problems is the operational conflict between its units, especially between the Personal Systems Unit, which produces PCs and workstations for one market, and the other units that provide integrated package solutions for a different market. The conflict in this case is due to the Personal Systems units two functions:? Selling products to the individuals market? Providing other units with products that are to be used as components in integrated package solutions to be sold to organizations. The Personal Systems market is very competitive with many PC producers getting their product on the market fast. An autonomy strategy would benefit the Personal Systems unit, which would be able to focus on its sales without losing time in coordinating with the other units. On the other hand, the other units would suffer under this strategy because they would lose a supplier of made to specification components. Our strategic recommendation is that the units should operate as separate businesses, coordinating only when the performance of the individual units will not suffer. The Personal Systems unit produces standard products for an enormous market, so they should not waste time in adapting to the other units. When the other units require components they should buy them from Personal Systems. If these components are incompatible, they should adapt their package system or outsource (out of IBM) the components. The personal systems industry is very competitive because it is simple comp ared to integrated solutions, services, and products, with lower and decreasing margins. IBM will outsource low margin products and keep high margin integrated products in house. 3. IBM should further integrate the separate systems of its different vendors in order to have satisfied customers4. IBM employees are experts in products, so they should strengthen ties with firms specialized in applications. V. IBM vision and strategy of growth today:1. Todays mission statement:We create, develop and manufacture the industrys most advanced information technologies, including computer systems, software, networking systems, storage devices and microelectronics.?It has two fundamental missions: ? Strive to lead in the creation, development and manufacture of the most advanced information technologies. ? Translate advanced technologies into value for its customers as the worlds largest information services company. IBM professionals worldwide provide expertise within specific industries, consulting services, systems integration and solution development and technical support. 2. Todays objectives: 1) Build marketing for IBM middleware on NT with its channel partners. 2) Be the leader in market share by 1998 on the NT platform. 3. Today strategy:Continue to deliver solutions-Cross industry-IBM and partnersContinue to deliver best of breed product-IBM and partnersManiacal focus on customer satisfaction3.1) IBMs strategy of acquisitions. In 1995, IBM acquired Lotus Development Corp., and the next year acquired Tivoli Systems Inc. Services became the fastest growing segment of the company, with growth at more than 20 percent per year. 3.2) IBM Technologies, whose role is supplying advanced technologies, is currently looking for computer producers with whom it can form alliances. IBM and Dell were in discussions since June 1998 and the result is a strategic agreement worth $16.6 billion over 7 years for IBM. Under this deal they will share their competencies and technologies, and cooperate in developing future technologies. Dell will acquire IBM components for its computers, and database, network, and microelectronic technologies, and they will exchange a large array of licenses. Further areas of cooperation wi ll follow. Dells general director says that a company cant do everything alone. Dells share of the US market for servers jumped 95% in 1998 to 5.6%, making it the 5th. IBM is 1st with 30.5%. 3.3) In May 1997, IBM dramatically demonstrated computing potential with Deep Blue, a 32-node IBM RS/6000 SP computer programmed to play chess on a world class level. Deep Blue defeated Garry Kasparov. World Chess champion. 3.4) In October 1998, IBM has created a division that could take advantage of opportunities for growth in the sale and service of guiding technologies, and would develop its relations with computer producers. 4. Today vision: Nowadays, IBMs CEO states it clear that the net is the future. The net has changed the way business is done and provides a great network of communication. According to Gerstner the net is a vocational medium-a place where real work gets done, real competitive advantage is gained, and real growth is generated. ? Indeed, with the Internet a company can increase its sales and profits. It can enhance communication between employees and thus provide a better internal environment.More than that, it can strengthen employees-customers relationships and better meet customers?needs. It also provides a fast and efficient way of doing business between partners in a supply chain. E-business can also provide an environment of customizable communications through which you better serve customer needs and reflect a good product image. Thats why IBM is getting more involved in e-business. For 1996 the top computer companies in the world were ranked: 1.IBM 2.Fujitsu3.Hewlett-Packard4.N EC,5.Compaq. VI. IBM in Morocco:In 1939, IBM France launched in Morocco the first agency in Africa. Morocco was chosen because it represents an open door to Africa. IBM MAROC employs 85 employees and has almost 500 clients (ministries, banks, insurance companies, Al Akhawayn University, etc..). The main activities of IBM MAROC are to meet all customers needs, to provide high quality tools, and to create a structure that will guarantee high quality maintenance services. IBM has two important strategies, which are:? direct marketing: it means selling directly to the consumer through the mail, by telephone, or door-to-door. By having direct contact with the customer, the company knows what are the needs, the preferences, and then can effectively choose the kind of products it will sell in the Moroccan market. ? Commercial partnership: IBM has 22 commercial partners that sell its products in many different regions in Morocco. Thus, IBM MAROC is not obliged to create agencies in many cities, rather, its products are sold with other firms articles, which increases the competition.