Psychoanalysis Of Hamlet And Oedipus Essay Example | Topics and Well Written Essays - 1250 words

Psychoanalysis Of Hamlet And Oedipus - Essay Example Sigmund Freud mentions that the repressed attraction may cause a form of psychodrama. This psychodrama has affected Hamlet to the point of losing his senses. Moreover, Hamlet had lost interest in his girlfriend Ophelia indicating that his sexual attraction had shifted to his mother. Sigmund Freud highlighted that sons attracted to their mothers do not seek for love from other members of the society. They have a conviction that their mother is the best. However, this does not happen consciously. The unconscious mind, which bears these thoughts, exerts influence on the conscious mind. Hamlet’s obsession with the issues surrounding his mother’s remarriage compelled him to leave Ophelia completely prompting her to commit suicide. The fact that Hamlet exhibited extreme anger towards his mother who had married Claudius, instead of focusing on the revenge mission, prompted Freud to see the effects of the Oedipus complex. Evidently, Sigmund Freud received criticism for his theo ry of the Oedipus complex. Many scholars focused on conducting psychoanalysis of the play after Freud associated what had happened to Oedipus with the mysteries surrounding the play Hamlet. The Oedipus complex is a repressed attraction in the unconscious mind. However, there are instances when it gets too strong and reveals itself. Boys are likely to be jealous of their fathers because of the repressed attraction. As highlighted above, both Hamlet and Oedipus depicted behaviors that served to ascertain that they were victims of the Oedipus complex.

What Is Community in Of Mice and Men Essay Example for Free

What Is Community in Of Mice and Men Essay Explain what community is-group of likeminded/brought together people. Group or society, helping each other. Introduction- talk about various methods/techniques Steinbeck uses to portray community in 1930s America. -structure; animal imagery; symbolism -Steinbeck’s use of language reinforces his depiction of community The novel starts with an idyllic, natural scene. This creates a sense of peacefulness and calm. However, this scene is disrupted by George and Lennie’s arrival. Key parts through the story: When G +L come down the path to the clearing, G is leading the way and L is following him. (This shows that in 1930s American community, there were those at the top of the hierarchy that ultimately controlled those at the lower end of the hierarchy. G+L are on their way to the nearby ranch, but the bus driver dropped them of 4 miles away. This is significant as it is the first sign that they never end up where they want to be. (Also shows community was selfish, as the driver dropped them of 4 miles away) The boss is suspicious of G. He has never seen â€Å"one guy take so much trouble for another guy† he’s not used to kindness or decency. (Shows lack of community, as G’s kindness for lennie seems suspicious towards the boss) When G tells Curley that he and L are travelling together, Curley says â€Å"oh, so it’s that way†-he doesn’t think it’s normal for two men to travel together. Carlson tries to start a fight with Curley, calling him â€Å"yella as a frog belly†-Candy joins in too. Fighting seems to bring the men together. (Shows community follows the ‘use and abuse’ system. Shows that to an extent, there is a sense of community in the form of support. After L and Curley’s fight scene, slim takes control of the situation and persuades Curley to say his hand was crushed in a machine. (Shows the community coming together to support one another.) The chapter set in crooks’ room highlights one of the key themes-prejudice. Crook’s room is completely separate from the bunkhouse. He is kept away from white men. He is segregated from the other ranchers. He isn’t welcome in the bunk house- â€Å"they say I stink† as a result, crooks won’t welcome the other ranchers into his room. (shows community was racist and prejudiced) Over his bed, crooks has lots of medicine bottles, â€Å"both for himself and for the horses†. Crooks doesn’t keep the bottles separate as he doesn’t see himself as different form the animals. His room is just off the barn-lives right next to the horses.† Horses are a symbol that crooks is treated like an animal on the ranch. (shows racist, inhumane, brutal community.) Steinbeck shows that the community revolves around power most times. Whoever is at the top, or near the top of the hierarchy has the most power Despite the unhappy working environment, to an extent, there is a level of support. The ranch workers live/cope with each other.

Leadership styles and strategic management

Leadership styles and strategic management Introduction Link between strategic management and leadership Analyse the Impact of management and leadership styles on strategic decision Evaluate how leadership styles can be adapted to different situation Example . INTRODUCTION: Managers are who do things right and leaders are who do the right thing The general concept according to my understanding from various literature reviews are that Leaders leads people and managers manage all things in organization, furthermore to my concepts the important point is that leaders are the people who bring changes in organizations and managers may be considered as people who sustain the day to day organisational activities. The main point in this task 1, to explain the link between Leadership and management of an organisation, here I am elaborating leadership and management of Martin McColl, this organisation having approximately 1,000 outlets and 50,000 employees across United Kingdom, the main focus of the company is on Books, Cards, Magazines, Confectionary, Toys and Drinks etc. Link between strategic management and leadership: Orders which are passed down from leader and the managers role is to pass orders down the chain of command A leader is described as someone who has the capacity to create a vision, and to translate it into action and sustain it (Bennis, 1989), this statement can also be justified as there are differences between management and leadership, although functionally they can be combined in the same individual (John Kotter, 1990). Leadership without Easy Answers by Ronald A. Heifetz, According to In business, we see an evolution of the concept of leadership. For decades, the term leadership referred to the people who hold top management positions and the functions they serve. In our common usage, it still does. Recently, however, business people have made a difference between leadership and management, and applying leadership has also approached to require delivering a vision and affecting others to understand it through non-coercive means. Roosevelt says about link between leaders and managers that People ask the difference between a leader and a boss, the leader works in the open, and the boss in secret. The leader leads and the boss drive. This report review explains the relationship between leaders and managers that they perform on their capacity within the company, they effort together to complete the targets of company. Leaders consider about targets and are effective instead of responsive in molding concepts. Managers perform to control choices. Leaders progress fresh methods to long-standing difficulties and open concerns to new possibilities. A manager is a trouble solver- what troubles have to be resolved and what are the finest means to complete outcomes? Link between leaders and management has robust domination in organization. Managers Leadership Managers administer. Leaders innovate. Pursue the established course. Create the course that managers Pursue. Safeguard that people complete objects. Safeguard that people want to complete objects. Safeguard that people complete objects. Safeguard that people complete the right objects. Safeguard that people complete objects better. Safeguard that people complete better objects. Source: international business-society management by Tulder, Zwart. Example in Mc Coll: As I defined the report review over, I am assessing these reports with the assistance of Martin McColl example. Martin McColl under the Steve Leadership management is extremely victorious. There is a solid link between leader and management. Leader and managers retains link over video meetings, mails and telephone. Meetings for internal dialogues are maintained to a set of procedures calculated to maximize production, and reduce expense, to complete a result. Centre is on external factors, especially the customer and the impact of the company. Importance in Martin is known always to action that boosts the consumer experience, increases competency or enhances income and profitability. There is a huge understating of mutual regard developed between the leadership group and the teams. People are suitably interested, and satisfied for their functioning which is based upon their rewarded modality. It is valuable to remember here, that not everyone is encouraged by a regulatory reward, or a paradigm trophy. A Great Leader recognizes this, and exercises to their improvement. On 28 Nov 2010 major snow fall hits Scotland. There were difficulties with many ways. Managers must come on time thats managers responsibility. On the day of snow martin McColl managers arrived on time in all branches while journey was very problematic due to the heavy snow but all managers came on time and have done their work because it was not easy for anyone to come out house. So that was a great success under the best leadership. Managers are also leaders. Link between leaders and management has strong impact in decision making in organization and this impact effect in every place and every area in McColl such as finance, marketing, policies. impact of management and leadership style on Strategic Decision: Decisions are at the heart of leader success, and at times there are critical moments when they can be difficult Organizations all over the world are entirely involved with knowing, finding and rising leadership. Irrespective of the kind of organization, leadership is perceived to perform a dynamic role in forming high performing teams. Leaders are handling greater confronts than ever earlier due to the amplified environmental trouble and the varying nature of the organization. The existing era not only needs having a reasonable edge and constant profitability then again also the safeguarding of ethical values, submitting with civic responsibilities and forming a safe and fair job environment. Leadership is one of the serious elements in improving organizational functioning. Being accountable for the growth and implementation of tactical organizational decisions, leaders must obtain, develop and utilize organizational capitals optimally in manner to carry out the best goods and facilities in the best value of participants. In short, valuable leadership is the major cause of reasonable benefit f or every type of establishment (Zhu et al., 2005; Avolio, 1999; Lado et al., 1992; Rowe, 2001) Decentralised structure: In Martin McColl autocratic leadership style portrays that manager keeps as much command and decision making authority as possible. These leadership kinds develop several sources of power and impact variously on the levels and extent to which staff consider them as making a impact to organizational decision making. Both the excellence and extent of staff contribution in decision-making cultivates to wane. Each store of McColl has a store manager who can make accurate decisions regarding their store. The store manager is accountable to a regional manager high-ranking managers have time to focus on the most essential decisions. Collaboration with group members: Martin McColl leader takes decisions in association with team partners, often using majority rules or similar social decision schemes, whereas a counselling leader takes decisions, after discussion with team fellows about their ideas. Empowerment: McColl managers manage to be more concentrated on output targets and attainment of goals. Their influence is based on their capability to complete targets, often as a outcome of quick decisions. Decision taking is a process of empowerment. In McColl stores, encouragement is increase motivation and therefore means that staff output increases. Knowledge skills: People lower down the chain have a greater understanding of the environment they work in and the people (customers and colleagues) that they interact with. This knowledge skills and experience may enable them to make more effective decisions than senior managers. Faster Changes: Participative styles in McColl enabling departments and their employees to respond faster to changes and new challenges. Whereas it may take senior managers longer to appreciate that business needs have changed. 1.2 Example in Martin McColl: Martin McColl is UK based corporate company. Martin McColl has a democratic leadership where subordinates involve in decision-making. Company has a board of directors and Steve is a head of directors. It is seen that Martin has authoritarian systems in which their people work as directed. Merger and acquisition continued in martin McColl. In 1998 Forbuoys acquired Martin Retail Group which was before RS McColl. In 1999 company launch new convenience concept McColls. In 2004 the company acquired Dillon stores. In 2005 company changed its name to Martin McColl Retail Group and now martin is the UKs leading neighbour retailing group. These changes allow leaders and managers to makes good decisions which give the strength to business. These changes brought many changes such as economic condition been changed, development changed, competition increased this changes brought new markets like stationery stores, specialist card shops. Furthermore supermarkets like Tesco and Sainsburys were selling everything that Martin did. So there was a big competition. Knowledge sharing and strong communication always been there so the strategy of Martin was focus on its core activities and increase, improving buying power sell higher margin items and makes their with sales of newer lines. Company have a wide variety of roles at two head offices in Scotland and Brentwood. Here company centralise core business divisions including Central Retail Operations, Trading, Marketing, Finance, Supply Chain, Business System etc. In all these above cases, management and leaders realized that changes were occurred and react actively. And in all these cases, they responded only when the competition forced them to do so. Conclusion: In taking decision, reflect the right between leadership type and the features of organization. Similar more significant, retain that things change. Look for adjustment. The well and good leaders are who have educated how to move from one leadership type to another as situations needs. If one candidate expresses evidence of being able to shift easily among several of these type, that might tip the balance. 1.3: Leadership style adaptation to different situation: Leadership style is the typical approach of a particular person used to lead people. Management theorists try to discover one best leadership style for all situations. Researchers say that there are internal and external environments that have significant impact on leader effectiveness. For example in restrained outer opportunities leaders are obliged by competition, legislation, technology, changing markets and restrained resources when taking planned decisions. Fiedler (1967), who led broad research on the situational aspects of leadership efficiency, recognized factors that define what style of leader-implemented best. He assessed connections between test scores of leaders and their function associated to situational issues. The relations-motivated leader performs best where the leader situation is not sound. Task-motivated leaders perform best when the leader-member relation is good and the leader power position is sound. The latter category represents irrelevant member relation and a weak leader who is trying to deal with an inadequate condition. Because that co ndition is critical, Fiedlers model would require a task-oriented leader to retain the situation from falling apart. An obvious substitute would be to replace the leader. To deal with the issue of identical style to the situation, Vroom and Yetton (1973) developed an attitude that deals with leader-subordinate communication. He identified that an applicable style depended on conditional variables involving the leaders capability, the job structure, and the employees enthusiasm to take a solution. They achieved that the main factors in contribution of leader power are the expansion of technical effectiveness and subordinate inspiration or recognition. If technical effectiveness is not critical and inspiration and recognition are not essential, the decisions are taken by the leader solely. On the an other hand, if the technical difficulties are significant but inspiration is low, the leader tries to get more information. When scientific effectiveness is irrelevant but inspiration and recognition are important, delegation gets a valuable method. Lastly, if the difficulty is extraordinary on the practical level and there is a demand for recognition, then the decision is distributed with the team. The conditional factors of leadership reveal there is frequently, but not essentially optimally, a stability in the performance of a leader when he or she presents in various situations. As the organization flourishes, team building and the exchange of views become more significant. Involvement tactics are used more often. Now the organizational divisions are produced and the major question is how the job should be divided. This needs discussion. Once the organization is into manufacture, duties are more regular, but time is critical. This asks for more focus. Throughout, indirection, utilization, redirection, and repudiation can be used. The tactics and when to exercise them are summarized in Table 2. According to Daniel Goleman six styles of leading have different effects on the emotions of the target followers and each style appropriately as the circumstances. Which are: Visionary leader, Coaching leader, Democratic leader, Affiliative leader, Pace-setting leader, Commanding leader. As Goleman provides a good framework of leadership styles so I can say that its certainly true that no leader always leads in a particular kind but adapts to situations. Few styles are there counting Goleman styles, these styles are generally the most effective. Attached table 1. There are five basis of power Coercive power, Reward power, Expert power, legitimate power, and Referent power. These five bases of power presented by French and Raven in 1959. Among the five bases of power there are three bases in which the Steve leadership is founded. These are legitimate power, expert power and referent power. Through his position he is able to lead the companys people. His practice in the company makes him very knowledgeable of the company and its customers. He encourages people and constantly empowers them. He is also charismatic. Example of Martin McColl: Employee Relationship: As a participating leadership in the past few years Martin performance and profitability have been transformed by employee engagement; which show a clear improving engagement and improving performance of employee. Martin engaged employees indicate they have a good understanding of how to meet customer needs. Individual employees in companies with strong engagement strategies described to us how their working lives have been transformed for the better. Customer focused strategy: Martin leaders have vision thats why they set objectives of company and have customer retention strategy for this they having promotional sale and delivering newspaper. Martin McColl customers are familiar with what newspapers and magazines in their local store and know the prices they normally paid. As a result, Martin delivering ordered newspapers at their home. Early experiments in began and, by the end of 2008, Martin was making 200 deliveries a week in an area a very small beginning. Ethical behaviour: McColl leadership thinking ethically and behaving ethically in UK thats why they are taking responsible decisions. They reduced to use of plastic bags. Martin business social liability is anxious with the methods in which an organization surpasses the minimum responsibilities to shareholders stated through regulation and commercial governance. Martin discussing better promotional prices from sellers that small individual chains are incompetent to fit. The goods and service improvement methods of the martin have been significantly re-engineered, to help better management of product developments and more progressive delivery of wide varieties of products to customers. Product interest has determined on enhancing main ranges and presenting quality products. Martins innovative modes of proceeding the customer shopping practice, as well as its strengths to branch out into finance and insurance have also capitalized on strong brand reputation Financial Environment: Under enormous leadership a robust financial functioning has been revealed by the business over the years, which emphasizes its tactical competences. According to Data observer (2010), Martin is a  £ 30billion revenue company verifying an growth of 14.9% when related to 2008. The primary policy that has been implemented by the business is the goods and services customization in contact with the market needs. The competency in functioning of the business over the last era can be abridged with the assistance of progress in subsequent vital indicators (Fame, 2010) Diversity: In the past, Martin approach to emerging markets has tended to be almost exclusively from their own perspective, seeing them simply as markets, with little real empathy for the new customers needs and desires. One of the big problems is that the vast majority of senior managers in corporations come from the home county but Martin Company and their leaders always ready to cope with such diversity at top executive level. Environmental factors: In environmentally as Martin proposed into further and further partnerships or joint ventures several of which are founded with companies from another cultures. So leaders who are capable to build and maintain such relationships provide their business a useful collaborative advantage. In my opinion, this association consider to business exemplifies a big challenge to Martin. By primary executives Martin verifying good personal relationships in which believe and reciprocal understanding can develop. Corporate culture Formative Vision Firm ways of preparing things Values system LEADERSHIP STYLES Different Situations Employees relationship Customer focused Production Financial Environment Diversity Environmental factors A good consideration of position teaches leaders to change their type, like a driver changes gear in a car. Martins achievement had come, even though many siren voices, from persevering with its original model, and Bradley, the companys chief operating of ¬Ã‚ cer, puts that down to the personal backing of Windsor, Martins low-key chief executive. One solidly based on experience, trust, and judgment. Conclusion Vigorous changing situations require distinct leader performances. These performances may take the kind of patterns of behaviours termed leadership style, or leadership strategies. Selecting leaders with different leadership styles is incompetent. It is far more useful to select flexible leaders who have the ability of using different strategies under unusual or various conditions. While the leaders may occasionally learn to change their styles to match the circumstances, leadership styles are likely to remain relatively stable overall. Therefore, a certain style affects the leaders/managers managerial decisions over extended periods, with a particular style being more efficient under a specific set of circumstance. Task 2 2 2.1 Review the impact that selected theories of management and leadership have on organizational strategy . 2.2 Create a leadership strategy that supports organizational direction . Example . 2.1 Impact of Theories on organizational strategy: When we think about management and leadership, the image comes in our mind that these are powerful vibrant individual who commands people. Yesterday principles and theories are contemporary and sophisticated. Some overlap and gaps occurs. Current theories fill these gaps and after to study that people are dealing to current situation. There are many theories of management and leadership, these are defined as: Behavioural theory, Contingency theory, Functional theory, Great man theory, Situational theory, Trait theory, Transactional theory, Transformational theory. Major models and approaches are: Adaptive leadership and appreciative leadership Many leaders and managers have his or her own quality. Some common quality are: Autocratic, Bureaucratic, Democratic, and Laissez-faire. There is a difference between theories and leadership models that leadership theory is an explanation of some aspect of leadership, these are used to better understand and control successful leadership and leadership model is an example for use in a given situation. Each one has strengths and weaknesses, and each one has its appropriate uses. Here I am selected two present management and leadership concepts which are Transactional leadership and Transformational Leadership. Transactional and transformational leadership has been of great interest to numerous examiners in the present era. Accepting transformational and transactional leadership manner assists in the success of the organization (Laohavichien et al., 2009). This might be the reason that various writers of the current past believed transactional and transformational leadership as building variables and examined their affiliation with other standard variables. Both transformational leadership and transactional leadership assist in calculating subordinates fulfilment with their leaders (Bennett, 2009) Transformational Leadership: Transformational leadership theory has captured the interest of many researchers in the field of organizational leadership over the past three decades. This theory was developed by Burns (1978) and later enhanced by Bass (1985, 1998) and others (Avolio Bass, 1988; Bass Avolio, 1994; Bennis Nanus, 1985; Tichy Devanna, 1986). The major premise of the transformational leadership theory is the leaders ability to motivate the follower to accomplish more than what the follower planned to accomplish (Krishnan, 2005). Transformational leadership has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985). Research has also shown that transformational leadership impacts employee commitment to organizational change (Yu, Leithwood, Jantzi, 2002) and organizational conditions (Lam, Wei, Pan, Chan, 2002). Due to its impact on organizational outcomes, transformational leadership is needed in all organizations (Tu cker Russell, 2004). Transformational leadership identifying and developing core values and unifying purpose, developing leadership and effective followership, utilizing interaction-focused organizational design, and building interconnectedness (Hickman, 1997, p. 2). Transformational leaders work to carry out around human and financial transformation. Within the organization they generate visions, missions, goals, and a culture that contributes to the ability of individuals, groups, and the organization to practice its values and serve its purpose (Hickman, 1997, p. 9). These leaders are reliable leaders who generate commitment from followers which results in a sense of shared purpose (Waddock Post, 1991). The leaders ability to inspire, motivate, and foster commitment to a shared purpose is crucial (Bass, Waldman et al., 1987). According to Bass and Avolio, transformational leaders display behaviours associated with five transformational styles wich are attached in table 4. Organizational culture: According to Schein (1985, 1995), the leaders beliefs, values, and assumptions shape the culture of the organization and these beliefs, values, and assumptions are then taught to other members of the organization. Schein also stated that leaders have the power to embed organizational culture through various methods such as mentoring, role modeling, and teaching. Bass and Avolio (1993). Organizational Vision Transformational leadership has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985) which involves motivating people, establishing a foundation for leadership authority and integrity, and inspiring a shared vision of the future (Tracey Hinkin, 1998). Idealized influence and inspirational motivation are connected with the leaders ability to formulate and articulate a shared vision (Dionne, Yammarino, Atwater, Spangler, 2004). Transformational leadership produces a appeal for people to act as a group, in pleasant and non-pressurising culture, yet forever with a hope of excellence. It makes a How To handle trouble solving and advancement of new ideas, it lets for initial cautions of imminent threats and weaknesses in the organization and strongly encourages celebration of potencies and insistent pursuit of properly eligible opportunities. Transformational Leadership is established from the top level in the establishment, and encouraged all the means through the management levels. It is magnetic, passionate and encouraging and appeals the outstanding candidates for available positions. Everybody in the establishment certainly realizes the culture, objectives and anticipations of the organization. Transactional Leadership: Transactional leadership is galloped on leader supporter contacts. Supporters implement according to the will and trend of the leaders and leaders certainly encourage the efforts. The model is reward which can be adverse like penalizing act, if supporters flop to fulfil with or it can be optimistic like admire and credit, if subordinates obey with the intent and path established by a leader and complete the given goals. Four major aspects of transactional leadership as explained by Schermerhorn et al., (2000) are contingent rewards, dynamic management by exception, and passive management by ammunition. Example of Bill Gates and Steve Jobs Leadership Styles: Bill Gates is a businessperson, and chairperson of Microsoft, the software company he established with Paul Allen. Gates is one of the best-recognized entrepreneurs of personal computer revolution. Steve jobs business magnate and creator. He is famous for being the co-founder and chief executive officer of Apple. Both have Transformational leadership style but both transformation styles have several effects on business in same industry. Bill Gates and Steve Jobs Leadership style: Bill Gates direction is participative type because he includes his employees in decision taking. He is an adjustable person and he acknowledged his position was to be creative of the business. Whenever needed he carry out professional manager for handling and best form of the company? Gates is a robust and refreshing person his eagerness, diligent nature, decision making abilities reflect his character. His encouraging power and including his friends to working with him became the success of Microsoft. On the other hand, Steve Jobs leadership is imperial style, because he merges the power, he certainly not given a possibility to employees to involving decision taking. He believes that whatever he do is right. His relation with employees not good, he fails to motivate his personnel in many times. Sometimes he acts as anti-Gates, and sometimes request Microsoft to develop software for his computer. His cocky attitude and lack of management skills became a threat of APPLES success. Impact of Management and leadership theories on organizational strategy. With the accomplishment of windows, Office Function and Internet explorer Microsoft became a household name and Bill gates turned out as business genius. Bill Gates using the modifies very fast his ingenious notice always busy to emerging goods. Currently Microsoft develops a amount of goods as smartphone including installed Microsoft window. On the other hand APPLE goes wrong way in 1990s. Because Steve Jobs is very slow to implementing changes thats the main reason falling the market share. When Jobs realize changes is the only way to survive the market then apple develops innovative iMac which is internet friendly stylist computer. After sometime Apple expands market. With the iPhone, Apple TV, and name charges job co are setting a new course for the outfit once knows only for its computer. 2.2 Leadership strategy that supports organizational direction: Transformational leaders also help in the acceptance of organizational change (Bommer et al., 2004) Transactional leadership style provides high satisfaction and organizational identification. (Wu, 2009; Epitropaki and Martin, 2005). Transformational and transactional leadership strategy support organizational direction in term of efficiency, reliability, innovation and adaptation, turnaround leadership etc. Efficiency: In apple company Transformational leadership extra applicable at generating and distributing information at the unit and unit levels, while transactional leadership is extra applicable at utilizing knowledge at the organizational standard. Reliability: Computers are an significant asset and in todays budget, more than forever, its significant for customers to identify the dependability of the goods they are buying. Apple dependability report, Rescuecom disclosed that Apple counted the maximum t with 700 points, with Panasonic subsequent in on its path with a count of 489. In a downward manner, Lenovo, Toshiba, and HP were registered with counts calculating 393, 299, and 184 points, respectively. Strategic Direction: Steve Jobs as the Apple CEO has turned out quite capable at setting tactical direction beside a upcoming timeline. As the calculus of the current criticism on Microsofts new Windows 7 operating system reveals Steve Jobs is also very expert and capable at holding back to control the exact timing to strike in a market. Steve Jobs as Apples CEO recognizes reasonable burdens and price proposals. Steve Jobs takes it, basic and easy he recognizes that the important role of the CEO is to set tactical direction and long period targets. He appreciates the real reason executive participation generates project success. Market segmentation strategy: Under Steve leadership Apple made Market segmentation strategy that enabling a company to drive complete, unified product solutions that are harmonious with messaging, customer outreach, and channel strategies for selling and supporting customers. In this regard, Apples product strategy is a study in market segmentation. Versus merely trying to stuff a product, burrito-style, with as many different featu

Horace Mann Essay -- essays research papers

Horace Mann was the father of the American School System. Horace Mann’s had many reforms on education. He was born in 1796. Mann determined what the purpose of education should be based on his own experience and observation. Mann also had many ideas how education could be improved. Many of these ideas have been followed by schools today as well. Mann also had ideas on topics which one considers today to be controversial. The public should take into account what Mann’s ideas were on these issues. Horace Mann’s reforms and ideas have had influence during his time, and now in our time on many issues. Some of issues the issues are the purpose of education and the improvement of education. The purpose of education is a large subject and Horace Mann covered it completely throughout his life. Even today the purpose of our schools is almost the same as what Horace Mann prescribed it should be long ago. Mann wanted the common schools to be available to everyone. He wanted it to be available to people that were rich, poor, and of different backgrounds. Public schools try to be this today; they are free to everyone and nondiscriminatory. Mann believed in public support and control of schools. Mann thought that education was a right that was passed on from generation to generation. Denying children this right was horrible to Mann. Today in the United States, education of the public is seen as a right and is partaken in by countless young people eve...

Explain Aristotle’s understanding of the Prime Mover Essay

Explain Aristotle’s understanding of the Prime Mover (25 marks) In Aristotle’s book the Metaphysics, he calls the cause of all movement the Prime Mover (P.M). The Prime Mover to Aristotle is the first of all substances, the necessary first sources of movement which itself is unmoved. It is a being which is eternal, and in Metaphysics Aristotle also calls this being ‘God’. However, before he came to know the existence of the P.M he first started noticing the constant changes around him, which led him to question the existence and the purpose of the world, universe and the things around us. He examined that everything that exists was in a permanent state of ‘movement’ or ‘motion’. By ‘motion’ Aristotle was linking it to the Greek word ‘motus’ which refers to change. He noticed that everything in the universe is in a state of change, for example, the weather and seasons are always changing. Even the human bod y is going through the process of change every single day. Everyday the body changes, we grow old and age, we lose hair and skin cells. This led Aristotle to observe four things: 1) The physical world was constantly in a state of motion and change. 2) The planets seemed to be moving eternally. 3) Change or motion is always caused by something. 4) Objects in the physical world were in a state of actuality and potentiality. Summing up from these four points Aristotle came to a conclusion that something must exist which causes the motion and change to occur without being moved itself and the ‘uncaused change’ must be eternal. Aristotle reached this conclusion by observing that if something can change, it exists in one ‘actual’ state and has the ‘potential’ to become another state, for example, an actual child is potentially an adult and a cow in a field is potentially a piece of roast beef. He realised that if things come to existence they must be caused to exist by something else and if something is capable of change that means it is potentially something else. He argued that behind every movement there must be a chain of events that brought about the movement that we see taking place, such as A to B to C and so on. However, he stated that this chain of events must lead back to something which moves it but does not move itself. Therefore the ‘uncaused cause’ must be different and separate from the rest of the chain inorder to start the whole process. So according to Aristotle the eternal cause of motion is the  Prime Mover. The Prime Mover causes the movement of other things, not as an efficient cause, but as a final cause. In other words, it does not start off the movement by giving it some kind of push, but it is the telos of the movement. This is important for Aristotle, because he thought that an effective cause, giving a push, would affect the P.M by the act of pushing and this could not happen because he thought that it would change the P.M’s knowledge. Aristotle believed the Prime Mover is the final goal of movement that is why it causes things to move by attraction in much the same way that a saucer of milk attracts a cat. The milk attracts the cat but cannot be sai d to be changed in the process. This is why Aristotle believed that the P.M is the source of all motion. To Aristotle the P.M is God (for this essay I will be refering to God as ‘He’). Aristotle believed that God exists necessarily, which means that God does not depend on anything else for it’s existence and is not capable of change because He is pure actuality by nature and its nature is good. He never changes or has any potential to change and Aristotle’s book ‘Metaphysics’ he states that God is ‘a living being, eternal, most goods†¦Ã¢â‚¬â„¢ therefore He never begins and never ends, and so is eternal. Aristotle argued that the P.M had to be immaterial meaning it could not be made of any kind of stuff because matter is potential to change. So since it is immaterial, it cannot perform any kind of physical, bodily action, therefore the activity of the P.M must be purely spiritual and intellectual. Aristotle also concluded that God only thinks about himself; so he do es not know about our physical world, he does not have a plan for us and he is not affected by us because if He was then it would mean that God changes, because his knowlege would change. He even defines God as ‘thought of thought’. Overall Aristotle’s understanding of the Prime Mover is that He is God, the cause of all motion and in his book the ‘Metaphysics’ he considers God as a leader and in the order of the universe. How far is Aristotle’s concept of the Prime Mover consistent with the biblical concept of God? (10) (AO2) Aristotle’s concept of the Prime Mover and the biblical (Judeo-Christian) concept of God is in many ways very similar. However, they are also very different and varied. Yet both Aristotle’s Prime Mover and the biblical God share the same foundations- they are both eternal and responsible for change in the world. Judeo-Christian God creates the universe from nothing (creatio ex nihilo)  and Aristotle argued that nothing existed before the Prime Mover started the chain of causes. Also the Judeo-Christian God is an intelligent designer who crafts a purposeful world (e.g. the purpose of the star s = light). Aristotle also believed that the universe was a purposeful (telelogical) place: individual objects have a ‘telos’ (e.g. chairs = sitting) and the ultimate Final Cause is the Prime Mover. Another similarity between the two is that the Judeo-Christian God is immaterial because creation is an ‘act of will’ and God creates through his word (‘Let there be light’) or spirit. Aristotle’s Prime Mover is also seen as immaterial. It is a spiritual energy and not made of the same physical materials as the material world. Lastly, the Judeo-Christian God is seen in Genesis 1 as a transcendent God. It is the cosmic creator who is removed from the universe. It is an impersonal being. Aristotl’s Prime Mover is also transcendent and immaterial. It ‘moves’ things not throught involvement with them but through ‘attracting’ them. However, they are in many ways different such as the Judeo-Christian view of God is that He is in volved with His creation and is personal. For example, the biblical God answers prayers. Whereas the Prime Mover is the opposite because it is a necessary being but one who does not in any way interact and act in the world. It is a impersonal being. Also the Judeo-Christian God is not completely immaterial. In Genesis 3, God ‘walks’ in the Garden of Eden and in the New Testament, God becomes man in the human form of Jesus. This belief is known as the incarnation (‘God becomes flesh’). Jesus walks on the earth and experiences pain, temptation and eventually dies. This is very different to the idea of Aristotle’s Prime Mover who is a ‘spiritual’ and ‘immaterial’ being. So overall I think that Aristotle’s Prime Mover and the biblical God are the same because they share the same characteristics and the reason why is because the Prime Mover idea influenced medieval thinking about the nature of God.

Victory Dance of the Lotha Nagas

VICTORY DANCE Rhanthungo Kikon INTRODUCTION: LOTHAS of TSUNGIKI village performed this dance in the days of old when young warriors from a CHUMPO (popularly known as MORUNG) visited other CHUMPOS in the different KHELS of the village. For the young warriors, this Victory Dance acted both as a fit reminder of the great victories their forefathers had over their enemies and also as an inspiration for them to replicate in the future. It was a time to take pride from their past achievements and to encourage and dare each other for the days to come. It prepared them for the future. Those were the days†¦ THE DANCE: Now, the present generation performs the Victory Dance on all occasions. But the spirit and zeal of the warriors performing this dance remain as spirited and as full of fervour since times immemorial. Behold! All the young warriors are out of the CHUMPOS bedecked in all their ornamental fineries. Among them include the round black head-wigs made of the long hair from the neck and shoulders of the Himalayan black bear, or of the fur of the arms of the male gibbon. On the head-wigs, as warriors of proven valours, are stuck in the feathers of the great bird, the Hornbill. On their arms, they have wristlets, bracelets and elbow armlets made of parts of sawn-off tubes of elephants’ tusks. Across their shoulders are thrown over colourful baldric-like woven strips of cloths. Joined to the end of the baldrics at the waist are the spikes’ holders – the spikes were used during raids over enemy camps. Kneecaps, the LENGTA and the colourfully decorated daos and spears complete their attire. Now the young warriors will go around dancing in two rows to finally make a circle. Singing along and shouting loud cries as they stamp their feet, twirl their daos and spears, they make the circle – an indication of having surrounded their enemies. When they have their enemies surrounded, they thrust up their spears and dare each other not to let any enemy warrior escape from their individual posts or positions. THE SHANTHA: An exciting, and perhaps the most important, part of the Victory dance is the SHANTHA. The name ‘Victory Dance’ rightly belongs to this part-dance within the dance. The SHANTHA is performed by four of the most-abled warriors. This group acts as the Escort of the warriors. It also is the rearguard and flanks protection of the warriors. The SHANTHA warriors are also wont to perform many skills and antics. Among them is the biting and holding of their daos on the blunt sides as they hop along – it is actually an oath-taking pledge not to die in enemies’ hands. They will also take a stance and hop forwards and backwards challenging their enemies making it clear what they will do to them with their daos and spears.