Invisible Man By Ellison Essays (2055 words) - Invisible Man

Invisible Man By Ellison "Who the hell am I?" (Ellison 386) This question puzzled the invisible man, the unidentified, anonymous narrator of Ralph Ellison's acclaimed novel Invisible Man. Throughout the story, the narrator embarks on a mental and physical journey to seek what the narrator believes is "true identity," a belief quite mistaken, for he, although unaware of it, had already been inhabiting true identities all along. The narrator's life is filled with constant eruptions of mental traumas. The biggest psychological burden he has is his identity, or rather his misidentity. He feels "wearing on the nerves" (Ellison 3) for people to see him as what they like to believe he is and not see him as what he really is. Throughout his life, he takes on several different identities and none, he thinks, adequately represents his true self, until his final one, as an invisible man. The narrator thinks the many identities he possesses does not reflect himself, but he fails to recognize that identity is simply a mirror that reflects the surrounding and the person who looks into it. It is only in this reflection of the immediate surrounding can the viewers relate the narrator's identity to. The viewers see only the part of the narrator that is apparently connected to the viewer's own world. The part obscured is unknown and therefore insignificant. Lucius Brockway, an old operator of the paint factory, saw the narrator only as an existence threatening his job, despite that the narrator is sent there to merely assist him. Brockway repeatedly question the narrator of his purpose there and his mechanical credentials but never even bother to inquire his name. Because to the old fellow, who the narrator is as a person is uninterested. What he is as an object, and what that object's relationship is to Lucius Brockway's engine room is important. The narrator's identity is derived from this relationship, and this relationship suggests to Brockway that his identity is a "threat". However the viewer decides to see someone is the identity they assign to that person. The Closing of The American Mind, by Allan Bloom, explains this identity phenomenon by comparing two "ships of states" (Bloom 113). If one ship "is to be forever at sea, [and] K another is to reach port and the passengers go their separate ways, they think about one another and their relationships on the ship very differently in the two cases" (Bloom 113). In the first state, friends will be acquainted and enemies will be formed, while in the second state, the passengers will most likely not bother to know anyone new, and everyone will get off the ship and remain strangers to one another. A person's identity is unalike to every different viewer at every different location and situation. This point the narrator senses but does not fully understand. During his first Brotherhood meeting, he exclaimed, "I am a new citizen of the country of your vision, a native of your fraternal land!" (Ellison 328) He preaches to others the fact that identity is transitional yet he does not accept it himself. Maybe he thought it distressing being liked not for being his true self but because of the identity he puts on or being hated not for being himself but because of his identity. To Dr. Bledsoe, the principal of the black southern university where the narrator attended, the narrator is a petty "black educated fool" (Ellison 141). To Mr. Norton, a rich white trustee of the black university, the narrator is a simple object intertwined with his fate, a mere somebody, he explained to the narrator, that "were somehow connected with [his (Mr. Norton's)] destiny" (Ellison 41). To the organizers of the Brotherhood, Jack, Tobitt, and the others, the narrator is what they designed him to be. They designed for him an identity of a social speaker and leader, and to his listeners and followers, he is just that. Those were his multiple identities and none were less authentic than the others because to his onlookers, he is what his identities say he is, even if he thinks differently. The narrator always had a desire for people "who could give [him] a proper reflection of [his] importance" (Ellison 160). But there is no such thing as a proper reflection because his importance varies among different people. Subconsciously, he craves attention. He wants recognition and status, and wants to be honored as someone special. He must feel that he "can have no dignity if his status is not special, if he is not essentially different"(Bloom

Apply to, Apply for, and Apply with

Apply to, Apply for, and Apply with Apply to, Apply for, and Apply with Apply to, Apply for, and Apply with By Maeve Maddox How does one know which of these three idioms to use? Does an undergraduate apply for a graduate program or to it? Does a job applicant apply to a company or with it? The following examples illustrate mistaken use of â€Å"apply for† and â€Å"apply with† in contexts calling for â€Å"apply to†: Winston is applying for the teaching program at Harvard. Interested in applying with the worlds largest retailer? Customer Service Careers | Apply with DISH apply to This is the idiom to use when you are putting yourself forward as a candidate for something such as a course of study, or a job. You apply to graduate school. You apply to a company for employment. You apply to a bank’s loan department for a loan. apply for This is the expression to use if your intention is to obtain something. You apply for scholarship money. You apply for admission. You apply for a job. apply with The word with in this idiom implies agency, the means â€Å"by which† you apply. You can apply with the click of a mouse. You can apply with a printed application. You can apply with a program like Compass, or a service like Monster. The correct usage for the three examples given above: Winston is applying to the teaching program at Harvard. Interested in applying to the world’s largest retailer? Customer Service Careers | Apply to DISH Here are some other uses of the verb apply, with and without dependent prepositions: apply paint to a surface apply ointment to a wound apply oneself to one’s studies apply a cause to a quarrel apply a remedy to a problem apply a rule to a situation apply pressure to a wound apply pressure to a person apply one’s talents apply a patch to a garment Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Grammar category, check our popular posts, or choose a related post below:How Many Tenses in English?Difference between "Pressing" and "Ironing"Honorary vs. Honourary

Political ideologies in Brazil Essay Example | Topics and Well Written Essays - 500 words

Political ideologies in Brazil - Essay Example Brazil has become an important country not only in the Latin America but also in the world. In the Latin America, Brazil’s economy is the largest, and it is placed eighth worldwide by the nominal GDP. Additionally, it is currently positioned seventh in the world as per purchasing power parity. As of 2012, the country’s economy growth rate was 5%, and it surpassed United Kingdom’s though there has been a deceleration since (Kiernan, p.5). In light of these, the country’s politics tend to focus mainly on the management and improvement of the economy. To do so, two factions hold different views on the precise methods to improve the country’s economy. While one political group argues that only internationalism would remedy the country’s economic crisis, another vehemently opposes the notion. A statist nationalist is a political group whose ideology is that the government ought to control some areas that crucial to the economy (Almond, p. 45). Using the term, ‘interventionism’, and this political ideology holds the view that only an inward-oriented economy would improve the country’s economic and overall state. Some of the steps proposed by the group is that foreign policies ought to focus what will benefit the country first. The importance of interventionism, it is argued, is that the state corrects market failures while promoting general welfare.

Drama in Raging Bull (1980 film) Essay Example | Topics and Well Written Essays - 1500 words

Drama in Raging Bull (1980 film) - Essay Example tic and sport films that are deal with the emotional issues that the characters have to undergo in order to achieve their aims or in order to achieve a happy life. The centre of these films is often based on characters that undergo some form of conflict at very important moments in their lives, especially when it seems that they have everything that anybody could want. The aim of these films is to ensure that their audiences are able to have a peek into their own lives and ask themselves some pertinent questions concerning the way that they live. Moreover, these films normally touch on the emotions of ordinary people as they come to view the tragic things which affect people who live similar lives to them (Robà © 71). In most instances, the plot in drama is centred around a tragic event and how the various characters within it come to deal with these events and survive it, achieving redemption. Among the best film performances come from the drama genre and this is mainly because the y allow actors to immerse themselves into their roles so that they can make them as realistic as possible; a feature which other film genres normally cannot achieve. Among the greatest films of the drama genre is 1980’s Raging Bull, which starred Robert De Niro as the boxer Jake La Motta and all the evidence from the film suggests that De Niro paid a lot of attention to the details concerning La Motta’s life so as to be as close to the historical record as possible. The making of Raging Bull seems to pay a lot of attention to the issues concerning realism, history and artistic truth, which are the main ingredients in the making of successful dramas. The way through which the actor perceives his role on screen allows him to make an accurate depiction of the emotions that a real life individual, such a Jake La Motta, experienced. The heart of Raging Bull is based on the ability of De Niro to recreate the life of La Motta in particular moments of his life since this enable his to

Feminism in the Light of Feminist Narratives Essay

Feminism in the Light of Feminist Narratives - Essay Example Barbara Findlen’s Listen Up: Voices from the Next Feminist Generation is able to provide me a new way of understanding women’s struggle in the third wave. My previous understanding of feminism resolves in the surge of women’s situation from their old tradition as mere caretakers of the household, denied of education and employment, and had a limited right to suffrage. Feminism had been a political idea, had always been, and still is. When women earned their right to education and employment, bid goodbye to being merely relegated to the sidelines as a mother and wife, and finally being able to vote, I thought that the woman is then free and all she has to do is to ensure that this freedom is not taken from her. However, the third wave feminism proves that the feminist struggle continues on and the issues that every female must resolve are reflected on language, gestures, and movements of people and society in everyday living. My perceptions about the third wave feminist struggle made a shift or would I say, an improved turn over the course of the semester as aided by the authors of Listen Up. Not being a racist, but my previous consciousness on feminism has always been directed towards Europe, the proponent of feminism, neglecting or putting into sidelines the other female experiences in other parts of the world. The feminist struggle is not limited to a certain race, social class, or ethnicity, but encompasses all these and Findlen’s Listen Up was able to reiterate this point.

Transformation And Growth In The Uk Commerce Essay

Transformation And Growth In The Uk Commerce Essay The emergence of Santander into the UK market with the acquisition of Abbey represents a big move across Europe in the banking industry. This report aims to evaluate the effect of the move across border while analysing various strategy and tools which were used in the process. This report shows the structure and dynamics of the industry in which Santander competes and the effect it has on the industry. It also analyses the industry in which Santander competes in using the Positioning school, Resource Based View and analytical tools such as the five forces framework, PEST, VRIN and Porters generic strategy to analysing the transformation and growth of Santander in the UK since its acquisition of Abbey in 2004. Introduction to strategy Strategy is the direction and scope of an organisation over a long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations (Gerry Johnson, Kevan Scholes and Richard Whittington, 2008). They also explained that the word strategy is associated with different issues, one of which is the strategic fit with the business environment. Here, organisations need appropriate positioning in their environment i.e. the product or service should meet clearly identified market needs. While the Resource-Based View of strategy is about exploiting the strategic capability of an organisation, in terms of its resources and competences, to provide competitive advantage and/or yield new opportunities. Mintzbergs (1987) view of strategy as a Plan, Ploy, Pattern, Position and Perspective covers the various ways which strategy is defined. He stated that strategy is a plan used to carry out an objective. It is a unified, comprehensive, and integrated plan designed to ensure that the basic objectives of the enterprise are achieved (Glueck, 1980:9). As a plan, a strategy can be a ploy; too, really just a specific manoeuvre intended to outwit an opponent or competitor. Strategy is a pattern- specifically, a pattern in a stream of actions. It is a position; a means of locating an organization in what theorists like to call an environment. It is also a perspective, its content consisting not just of a chosen position, but of an ingrained way of perceiving the world. Santander, the Spanish financial heavyweight in retail banking acquired Abbey, the British mortgage lender in late 2004. After stabilizing Abbey in 2005, it developed a three (3) year ambitious plan with the purpose of maintaining the performance of products with already high significant market value and share position, increasing its presence in other banking segments such as consumer finance, insurance and SME and Commercial lending in order to transform the institution into a full-service retail bank with a wide range of product and service offerings. Santander initially embarked on its strategy largely by exploiting its internal resources through Integration of human resources, introduction of its Technology, revenue growth and efficiency, maintaining a prudent approach to risk management. Industry and Market in which Santander competes The industry consists of a group of firms producing products or services that are essentially the same (Gerry Johnson, Richard Whittington and Kevan Scholes, Exploring Strategy, 2011). Santander competes in banking industry where it faces stiff competition from other major players in the industry like Barclays, Lloyds TSB, HSBC, HBOS and Royal Bank of Scotland (RBS) otherwise known as the big 5 and its major line of business is the retail banking which accounts for over half of its net income. Its core market in the UK is centred on Mortgages, Savings and protection while it also competes in Brazil and other parts of Europe including Portugal where it is recognized as the fourth largest retail bank with a customer base of 1.7 million, 670 branches, 6000 employees, a mortgage market share of 16% and over 18% in mutual funds. Structure and dynamics of the market in which Santander competes As explained by (Porter 1985), the strength of each of the five competitive forces is a function of industry structure, or the underlying economic and technical characteristics of an industry (Competitive Advantage: Creating and Sustaining Superior Performance by Michael Porter, 1985). To analyse the structure and dynamics of the market in which Santander operates, it is imperative to understand the major factors which affect the Industry in general which in this case includes other major banks, their products and services, structure and also their strengths and weaknesses as this forms the competitive forces in the market 4.1 The threat of entry These are the barriers that need to be overcome by new entrants if they are to compete successfully (Gerry Johnson, Kevan Scholes and Richard Whittington, 2008). Entry barrier for competing in this area is high because it is a capital intensive industry. Achieving economies of scale is a factor for competing in the banking industry as it would require new entrants to compete on the same level of the other major players in the industry if they are to survive. As seen from the case, Santander was able to gain entrance with a  £9 billion acquisition of Abbey in 2004 which was at the time, Europes biggest cross-border banking deal and it already had experience in European retail banking which at the time, accounted for over half of its net income before the acquisition of Abbey. As it is a highly contested market for customer base, the level of difficulty in entry is quite high because the market is already controlled by the major banks with strong brands like Barclays, LTSB, HSBC, HBOS and Royal Bank of Scotland and It would be quite difficult for beginners to convince customers to move from these already known and established brands. Santander was able to gain entrance into the market through the acquisition of Abbey which already had a strong customer base of 18 million and a well-known brand name. It also had a competitive edge. Santander introduced Partenon, its successful core banking platform and this technology enabled Santander to perform a seamless integration, launch new products with minimal lead time. Entry barrier into the corporate and SME sector is also high. Although Abbey achieved significant growth in that area, it was still largely controlled by the Big 5 banks. Abbeys plan to successfully enter and compete in that segment will be dependent on the introduction of its Partenon system. 4.2. Bargaining power of Supplier The bargaining power of suppliers is high. The Big 5 banks (Barclays, HSBC, LTSB, RBS HBOS) control almost the same amount of share in some areas like the Credit Card Market and SME Banking and offer similar services. A supplier group is powerful where it is dominated by a few companies and is more concentrated than the industry it sells to (Porter 1980). 4.3 Bargaining Power of Buyers Buyers compete with the industry by forcing competition on prices, bargaining for higher quality or more services, and playing competition against each other- all at the expense of industry profitability (Porter 1980). With this being a highly competitive market, the bargaining power of buyers is also high and there is competition on price. 4.4 Threat of Substitutes According to Porter 1980, the threat of substitute is high if it offers an attractive price performance trade-off to the industrys product. In this area, the threat of substitutes is quite low. 4.5 Rivalry among existing competitors The rivalry among existing competitors is high especially among the Big 5 banks and this reflects in the close similarity in their market shares. As mention by Porter (1980), the intensity of rivalry is greatest if competitors are numerous or are roughly equal in size and power. Critical success factors for competing in the industry Critical success factors (CSF) are those factors that are particularly valued by a group of customers and, therefore, where the organisation must excel to outperform competition (Gerry Johnson, Kevan Scholes and Richard Whittington, 2008). To compete in its market, its new CEO Francisco Gomez- Roldan presented a three year ambitious plan for achieving success which was tagged The Three Year Plan: A Blueprint for success and this was a key factor to be implemented for them to compete in the financial market with the other major banks. This new plan was put in place in order to achieve the Groups vision of becoming the best retail bank in the UK. To begin with, the plan was aimed at maintaining the performance of products like mortgages which already had a high market share position and increase its revenue in other banking segments such as finance, insurance, SME and commercial lending so as to transform the institution into a full service retail bank with a wide range of products. The plan focused on increasing its revenue, efficiency and maintaining a prudent approach to risk management. To achieve this, it further grouped its operation into three main divisions and this was centred on Retail, Insurance and Asset Mana gement (IAM) and Abbey Financial Market (AFM). In the retail section, its target to achieve 75% in revenue and 70% of pre-tax profit would be through increased sales, customer and savings retention, cross sales and exploitation of new growth opportunities. The Insurance and asset management (IAM) section was to contribute 13% of its revenue before tax through its back book management. With a new regulation which allowed an individual considerable freedom in their pension contributions been put in place and becoming effective as of 6 April 2006 in the UK, it was envisaged that there would be increased demand for pension related products and advisory services and would lead to new opportunities for investment across sales. To key-in and compete in this section, Abbey will do so by developing its intermediary and end-customer focused retention programmes, introduce new stake-holder-focused communication strategies and remediation projects in order to reduce risks. Another area which would contribute 10% of Abbeys revenue and 17% of profit after tax is its financial market (AFM) and this was to be achieved by increasing its product range, customer base and transaction flow. In addition to the above, rebuilding Abbeys sales capabilities in mortgages, savings and protection, increasing its presence in bank accounts, unsecured personal loans (UPL), investment and pensions through the implementation of retention and incentive schemes proposed to target higher-value segments, developing a sustainable strategy for its online business Cahoot, increasing its telephone sales capabilities and also creating new branch sales system with sophisticated pricing by customer segment and increased focus on existing clients and cross sales for the unsecured personal loan segment will play a major role in competing successfully in its market. Its resources, competences, capabilities and how Santander differentiates itself from competitors Resources are the assets that an organisation have or can call upon and competences are the ways those assets are used or deployed effectively (Gerry Johnson, Richard Whittington and Kevan Scholes, 2011) while capabilities refers to the ability to integrate, build, and configure internal and external competences to address rapidly changing environments. Thus, it reflect an organisations ability to achieve new and innovative form of competitive advantage given path dependencies and market positions (Leonard-Barton, 1992) Santanders competence and capability in retail banking in Spain which accounts for half of its income is a strong advantage for them in terms of competing in the UK. They have an experienced and brilliant CEO in Antonio Horta-Osorio, who succeeded Francisco Gomez- Roldan after he passed away. His vision of making Santander the best commercial bank in the UK by focusing on efficiency, service quality, customer loyalty, teamwork and meritocracy showed his importance as a strong force which reflected on the growth of Santander since its entrance into the UK. Another great resource which Santander holds is its technology. The introduction of Partenon, its biggest technological asset which helped in the seamless integration and enabled them launch new products with minimal lead time. Their ability to outsource processes to Spain, Portugal and Poland in other to reduce the cost-to-income ratio while still maintaining physical interface with customers. With this resource, they were able to achieve economies of scale and offer reasonably priced products and services which meant higher income and increased customer loyalty. The proper utilisation of these human and technological resources by its management team led Abbey to win the Euromoney award for best Bank in the UK in mid-2008. Its sources of competitive advantage Competitive advantage is how an SBU (Strategic business unit) creates value for its users both greater than the cost of supplying them and superior to that of rival SBUs (Gerry Johnson, Richard Whittington and Kevan Scholes, 2011). It is further explained that to have an advantage, they must be able to create greater value than competitors because in the absence of a competitive advantage, the SBU is always vulnerable to attack by competitors. Barneys (1991) VRIN framework is also used to determine if a resource is a source of sustainable competitive advantage. To serve as a basis for sustainable competitive advantage, resources must be valuable, rare, inimitable and non-substitutable (fig 2). Competitive advantage is realised based on three factors (Sudarshan D, 1995): (1) the firms marketing strategy, (2) implementation of this strategy and (3) the industry context which refers to Porters generic strategy. Previous study by Porter (1980) introduces generic competitive strategies for gaining competitive advantage as: Overall cost leadership Differentiation Focus The differentiation strategy is one of differentiating the product or service offering of a firm, creating something that is perceived industrywide as being unique (fig 1). Santanders main source of competitive advantage which is unique is its IT Partenon banking platform. They differentiated themselves and gained a competitive advantage over its competitors through the use of Partenon. With this advanced business mode of operation, they were able to operate from their German and Italian centre through their data centre in Madrid, gain the trust of their customers, introduce a more secure way of doing business and offer a higher quality of service compared to its major competitors. In addition, it gave them a first mover advantage meaning they were able to eliminate duplicated processes, reduce the cost per transaction, and release new products into the market with minimal lead time before their competitors. Santander also gained competitive advantage by being the cost leader. According to Porter (1980), Cost leadership requires aggressive construction of efficient-scale facilities, vigorous pursuit of cost reductions from experience, tight cost and overhead control, avoidance of marginal customer accounts, and cost minimization in areas like RD, service, sales force, advertising, and so on. With Santanders experienced management team coupled with their experience in retail banking, they were able to introduce best practices into the UK market at low cost and with an advantage in inputs in terms of its Partenon system, they were able to cut cost in operations while providing quality services for their customers. The major Macro/Micro environmental strategic marketing issues facing Santander, its view as an opportunity or threat, time frame for which each issue will be most relevant and the level of priority to be assigned to them The Macro/Micro environment consist of broad environmental factors that impact to a greater or lesser extent on almost all organisation and the PEST framework identifies how future trends in political, economic, social, technological, environmental and legal environments might impinge on organisations (Gerry Johnson, Kevan Scholes and Richard Whittington, 2008). The analysis below shows the various environmental marketing issues faced by Santander. 8.1 Political issues The new regulation in the UK which became effective as of 6th April, 2006 A Day afforded individuals considerable freedom in their contributions to the pension schemes and other investment assets. This development is an opportunity for Abbey as it will bring about an increase in demand in the pension schemes and investment area through new product and advisory services offering. 8.2 Economic issues The British market for motor finance which was still fragmented with the three leading providers holding a combined market share of 30% presents an opportunity for Santander to increase its activities in consumer finance in the UK as it is a leading car finance provider in Continental Europe, its expertise, product range and economies of scale coupled with a joint with a joint venture with Abbey would develop the British market. With the general business climate in the UK housing market slowing down, the mortgage lending and market share faced a downward slide and this represents a threat to Santanders 10% market share in mortgages. Its counter-intuitive decision to cut down its market share from 10% to 6% prior to the downward change in the area due to its cautious and prudent approach to business was a timely and good decision made by Santander. A repeat of economic recession which happened in the past could be a threat to Santander. 8.3 Sociological issues Cultural differences With the acquisition of Abbey and entrance into the British market without prior operations in the UK market, Santander could face a brick wall at the initial stages of it operation in the UK because of the differences in national culture and business organisational culture. It is assumed that with the introduction of experienced management running the operations, and with the gradual introduction of its other resources, the effect of change can be cushioned. At the time of its acquisition, it was noted that Abbey had a total of 18 million customers, a strong brand which was built over time, but had weaknesses in customer relationship, poor sales productivity and sales culture. This was a weakness for Abbey because customer relationship and loyalty is a key factor for success in the industry. In other words, they were poor in customer orientation. This issue should be apportioned top priority considering that Santander had just gained entrance into the UK market by acquiring Abbey. Further operation under those poor customer relationship circumstances would most likely lead to loss in customer base and have a negative effect on Santanders total income. 8.4 Technological issues Technology enhancement through Partenon remains one of Santanders marketing assets which have helped to further strengthen the growth of the company since its introduction into Abbeys operations. The timely introduction of Partenon afforded Santander an opportunity to reduce cost of operation and allowed them release new products into the market in lesser time. The introduction of Partenon could be a challenge and an opportunity for Abbey. As it was a new system introduced, it required a lot of time and training before it could be fully implemented but proper training and gradual implementation, it turned into a major source of competitive advantage for Santander. The domination of the credit card section by the big clearing banks such as Barclays (16%), LTSB (11), RBS (16), HSBC (14), RBOS (6), and MBNA (9%) meant Abbey had little or no control in the market and this was as a result of its lack of experience in the area. Its plan to build a new credit business by target its existing customer base and prospects in the UK through strong product offerings will be a welcome development for Santander. However, this will be more relevant in the future after Santander must have cemented its position in the market along with the big banks. To what extent can Santanders strategy be described as being marketing oriented, what other strategic orientations could be considered A firm characterised as market oriented might have: developed an appreciation that understanding present and potential customer needs is fundamental to providing superior customer value; encouraged systematic gathering and sharing of information regarding present and potential customers and competitors as well as other related constituencies; and installed the sine qua non of an integrated, organisation-wide priority to respond to changing customer needs and competitor activities in order to exploit opportunities and circumvent threats (Hunt and Morgan, 1995; Kohli and Jaworski, 190; Narver and Slater, 1990). Considering Santanders plan to build selected products areas on a stand- alone basis, both organically and by acquisitions for its Corporate and SME segment, it can be said that it is quite market oriented. It can also be argued that Santander is not very market oriented because they mainly act and operate using their internal capabilities such as human, financial and technological resources to gain market presence and share without regarding the needs and wants of the customers. For instance, it acquired Abbey for its large customer base and geographical location and figured they could offer their services by mode of operation and technology (Partenon) to gain more customers and market shares even though they had no prior experience in the UK market. Other strategic orientation that could be considered Santander should consider a more aggressive oriented approach to compete in the market as against its prudent approach which it is currently known for. As explained by (Clark and Montgomery, 1996; Fombrum and Ginsberg, 1990), aggressiveness captures the facet of a firms strategic orientation that, in comparison with its competitors, rapidly deploys resources to improve market position. High concentration on RD in other to identify new services or products with high demand in other to create a first mover advantage while improving on its IT platform which remains one of its major sources of competitive advantage. Strategy evaluation methods utilised The strategy evaluation method utilised in section I II was from the position school and the Resource Based perspective of strategy and the Porters five forces theory as they relate to the way in which Santander operate in the UK market and the forces which affect the market in general. Similarities and differences of the different schools in analysing Santander Findings show similarities and differences in the position school and RBV. While the RBV refer to the internal capabilities, some of which are intangible and mostly unique assets of an organisation which they apply to gain competitive advantage, the positioning school revolves around competing with unique resources based on the analysed competitive forces of the industry. As explained with Porters three generic strategies which are; cost leadership, differentiation, and focus strategy (fig 1), organisations compete using rare resources to position themselves in a profitable environment thereby gaining competitive advantage. Both of these strategies seek to exploit the organisations capabilities in other to achieve a sustainable competitive advantage. Appropriate strategy approach With this case and having applied both the positioning and resource-based view strategy, both strategies seem to work for Santander as they both revolve around capitalising on capabilities either by fitting into places of advantage revealed in the external environment by the five forces or by using internal capabilities or organisational resources/capabilities to create competitive advantage. In strategizing, whichever fits an organisation and allows it operate successfully should be used. Other issues that would minimise the likelihood of implementing the option and ways of overcoming these challenges As most organisations compete using their source of competitive advantage by applying it through positioning or RBV strategy, an issue that could minimise the likelihood of implement the options is the thought of a rare resource becoming available to competitors, this might cause it to lose its competitive edge over it competitors. To overcome this change, continuous development and innovation is necessary for an organisation for it to continue to stay relevant and compete over time. Recommendation Santander has shown strong desire to compete and become one of the best banks in the UK since its entrance. However, for it to continue in its growth, high concentration on market orientation is very important in other to increase business performance across all areas of its operation. Also, continuous development of its product range should be put into consideration while it continues further development on its technology system as this has shown to be one of its driving forces in competing with the other major banks.

Shakespeare’s Powerful use of Characterization in The Tempest Essay

Shakespeare’s Powerful use of Characterization in The Tempest In The Tempest, Shakespeare investigates the process of creativity as well as the idea that knowledge is equivalent to power. The Bard draws on both Christian and Aristotelian philosophy to support the premise that morality and creativity are made possible only through the acquisition of knowledge. The characters of Prospero, Ariel, Caliban, and Miranda each represent a different factor in the creative process: knowledge, creativity, medium, and final product, art. Yet they represent something else, as well: the deep divide between the social classes. The same imagery used to illustrate the creative process is used to support the European class system and the subjugation of the native peoples of the new world. Prospero as Knowledge Prospero symbolizes the first step in the creative process. He is knowledge, thought, and idea (Neilson 105). It was his idea to bring about the storm that would bring the ship to the island, facilitating the reconciliation between himself, his brother, and the king. Through his scheming, Miranda and Ferdinand met and became betrothed. Yet his ideas could not be put into effect without the help of Ariel (103). Ariel was freed by Prospero, and became his instrument. Neilson writes, "Prospero thinks-plans, but cannot practice. He needs a working agent to carry out his schemes" (105). Caliban, Prospero's wayward servant, warns the co-conspirators in his plot to kill Prospero, "Remember/First to possess his books, for without them/He's but a sot as I am, nor hath not/One spirit to command" (3.2.86-89). Without the knowledge he has gained from his books, Prospero would have no more power than Caliban. Prospero is a magician, yet h... ...om/servlet/LitRC Johnson, W. Stacy. "The Genesis of Ariel." Shakespeare Quarterly. 11.3 (July 1951): 205-210. Rpt. in Shakespeare for Students. Book II. Literature Resource Center. Gale Group. Payson Lib., Malibu. 20 Feb. 2001. http://www.galenet.com/servlet/LitRC Jones, Norman. "Shakespeare's England." A Companion to Shakespeare. Ed. David Scott Kastan. Oxford: Blackwell, 1999. 25-42. Lee, Sir Sidney. "Caliban's Visits to England." Cornhill Magazine. 201 (March 1913): 333, 341-45. Rpt. in Caliban. Ed. Harold Bloom. New York: Chelsea, 1992. 19-23. Martz, William J. The Place of the Tempest in Shakespeare's Universe of Comedy. Kansas: Coronado P, 1978. Neilson, Francis. Shakespeare and the Tempest. Rindge, NH: Smith, 1956. Skura, Meredith Anne. "The Case of Colonialism in the Tempest." Caliban.. Ed. Harold Bloom. New York: Chelsea, 1992. 221-241.

Minds Are Opened When Our Hearts Opened Essay

Dr. ARAVIND MALAGATTIDr. Aravind Malagatti is a well-known name in Kannada literature. He has earned this name by his contribution to the field of critical writing, research and creative writing. He has given more than forty competent works to Kannada literature in varied forms like poetry, prose, essays, criticism and folklore study. Karnataka government has bestowed the prestigious Ambedkar Fellowship Award to him considering his corpus of writing. His Government Brahamana being the first Dalit autobiography in Kannada has got the Karnataka Sahitya academy Award. Apart from these, the Honorary Award of Karnataka Sahitya Academy was conferred on him for his total contribution to Kannada literature. It is highly creditable in spite of all these credentials, Dr. Malagatti maintains simple city. The social aspects of Dalits are his area of concern. In profounder of Kannada Dalit literature. Dr. Malagatti catches the attention of people as an orator and makes them think over issues. His writing are equally sharp. He has founded a number of Dalit organizations and has taken active role in Dalit movement. At present Dr. Malagatti is serving as professor of Kannada in the Kuvempu Institute of Kannada Studies, Mysore University. He has also served as the Director of the Institute and as the Director of Prasaranga, the publication wing of Mysore University, prior to this. He is also serving as the Hon. Director of Jayalakshmi Vilas Palace Museum, Mysore University.| | CURRICULUM VITATName : Aravind MalagattiMother’s Name: BasavvaFather’s Name: YallappaProfession : Professor, Kuvempu Institute of Kannada Studies Mysore University, MysoreDate of Birth : 01.05.1956Place of Birth : Muddebihal, Bijapur District, KarnatakaMarriage : With Dharani Devi. Deputy Superintendent of Police Karnataka State Police Service-in 1992Childern : Two sons –1. Daksha 2. YakshaEducation : Pre University and Graduation-From 1973 to 1978 M G V C Colleage, MuddebhihalPost Graduation-M.A. form Karnataka University Dharwad From 1978 to 1980 with a first class. Ph.D in 1985-gold medal for the Thesis from Karnataka University Dharwad.Experience: . Editorial Committee member of Vidyarthi Bharathi-Jounal 1981-KarnatakaUniversity Dharwad. Editor of Sahitya Sagathi-a literary magazine –  from 1988 – 1995. Member of the Editorial Committee of Folklore News letter formMangalore University Campus.Teaching Experience Research Experience from 30.09 .1980 to 30.10.1983, Under U G C Fellowship As a lecture-From 30.10.1983 to 31.08.1987, Government College, Mangalore. Experience as a Rader-From 07.07.1987 to 03.04.1994 Mangalore University. Professor-from 04.04.1994, Kuvempu Institute of Kannada studies, Mysore University, Manasagongotri, Mysore. Administration / Membership of Academic BodiesArts Faculty Dean – 2000 to 2001, 2004 to 2006 Univesity of MysoreAcademic council Member Univesity of Mysore BOS, BOE, BOA Member for various UniversityChairman of Kannada Department – Mangalore University Form 02.11.1992 to 03.04.1994.Director, Kuvempu Institute of Kannada Studies, from- 03.01.2000 to 01.01.2001 and from 15.04.2004 to 01.06.2006.Hon. Director Mysore University, Jayalakshmi Vilas palace Museum from 27.10.2007Dirctor, Prasaranga, Manasagangotri, Mysore 1995 to 2000 University of MysoreMembership of Government Committee`s and InstitutionMember of Wholesales Book Purchase Committee, Government of Karnataka, Kannada and Culture Department 1991 to 1993Member of the Publication Committee of Popular Book Series of the Government of Karnataka, Kannada Culture Department 1991 to 1993.Member of Kannada Pustaka Pradhikara of the Government of Karnataka-from 1991 to 1995.Text book Committee member for the Pre University Board, Bangalore, 1995-1996.Film Pre-Review and Selection Committee member for Bangalore Doordarshan Kendra from 1997 to 2000.Member of Karnataka Sahitya Academy, of the Government o f Karnataka from 1998 to 2000.Member of Executive committee Kannada Sahity Parishat Bangalore From 1998 to 2000 and from 2000 to 2003.Member of Chayan Parishat, Saraswati Samman, Bhirla foundation-Delhi from 2003 to 2006. Published Works of Dr. Aravinda MalagattiI. Poetry 1. When the dumb opens his mouth (Mookanige Baayi Bandaaga. 1982)2. Balck Poetry (Kappu Kavya. 1985)3. The Third Eye (Mooraneya Kannu, 1996) 4. Rhythm Re-Rhythm (Naada Nianaada, 1999)5. Aneel Aradhana (Composite Poetry-2002)6. Silicon City and the Cuckoo (Silicon City Mattu Kogile, 2003)7. The Untouchable Ascends to Heaven (Chandaal Swargaarohanam, 2003)8. Selected Poems of Aravind Malagatti (Aravinda Malagattiyavara Ayda Kavithegalu, 2004)9. Kavyakumkume (Selected Poems of Aravinda Malagatti – 2009)10. The Dark Cosmos (Selected Poems of Aravinda Malagatti – 2009 Translated in English by – Dr. C. Naganna11. Towards the universe (Vishwatomukha, 2010)12. Flower is too heavy (Huvu Balubhara 2010)II. Short Stories 1. Unending Stories (Mugiyada Kategalu, 2000)III. Novel 1. The Death Ceremony (Karya – 1988)IV. Drama 1. The Ablution (Masthakaabhisheka, 1983)2. The Inner Salt of the Ocean ! (Samudradolagana Uppu, 1999)V. Criticism, Literary and Social Thought 1. Dalit Millennium and Kannada Literature (Dalitha Yuga Mattu Kannada Sahithya, 1999) 2. Dalit Consciousness: Literature, society and Culture (Dalita Prange: Sahithya, Samaaja Mattu Samskuthi, 2003) 3. Cultural mutiny (Samskuthika Dange, 2004) 4. Fire and Moonlight (Benki Beldingalu 2006) 5. Sahitya Saakshi (A Collection of Critical Essays – 2009) 6. Selected writing`s of Aravind Malagatti (Translated works – 2011) Ed. Prof: D.A.ShankarVI. Autobiography Government Brahmana. 1994 (Translated to English-Pub. Oriental  Longman)VII. Reasearch in Folklore and other works 1. Anipeeni (Anipeeni-Janapada Samshodhane, 1983)2. Study of Floklore (Jaanapada Vyasanga, 1985)3. Search for Floklore (Jaanapada Shobha, 1990)4. Thuluvara Aati Kalenja (Thuluvara Aati Kalenja-Janapada Samshodane, 1993)5. Folk Games (Janapada Aatagalu, 1993)6. Thalikote Dyamavva (Thalikote Dyamavva-Vayaskara Shikshanada Kruthi 1995)VIII. Research 1. Devil Worship (Bhootaradhane, 1991)2. Theoretical Study of Dalit Literary Movement (Dalita Sahithya Chalvaliy thatvika Chinthane, 1991) 3. Myth, Folklore and Nativism (Purana Jaanapada mattu Deshivaada, 1998) 4. Folk Games (Janapada Aatagalu, Ph.D. Thesis-1985)5. Folk Journey (Janapada Abhiyana-2005)IX. Studies and Reflections 1. An Introduction to Dalit Literature (Dalitha Sahithya Praveshike, 1996)2. How Progressive is Intercaste-Marriage ? (Antharjaathiy Vivaaha yeshtu pragathipar ? 1996)3. Puna Pact and whither Should Dalits go (Poonapyakt Mattu Dalitarettha Sagabeku ? 1998)X. Editing 1. Conference (Co-Editor) (Samaavesh-Saha Sampaadane, 1983)2. Four Dalitist Novels (Nalku Daliteeya Kadambariglu-Ed. 1990)3. Ideology of Ambedkar (Ambedkar Vichaara DHare-Ed. 1991)4. Koraga Community: A Study (Co-Author) (Koraga Janaanga Ondu Adhyayana, 1991) 5. Ambedkar-Ism and Counter-Ism (Ambedkar Vaada Samvaada-Ed. 1992)6. From Grazing Ground to Gangotri (Goomaaladinda Gangotrige, 1993)7. Foundation and background of Dalit Literature (Dalitha Sahighya nele-hinnele-Ed.1997)8. Book industry in  Kannada (Kannada Granthodyama, 1997)9. Folk Theoretical Consciousness and nativism (Jaanapada saiddhanthika Prangne Mattu Desivaada, 1998)10. Principles of Folklore (Jaanapada Thathvaglu, 1999)11. Criticism on Dalit Novels (Kadambarigala Vimarshe-Ed. 2000)12. Male Mahadeshwara (Male Mahadeshwara, 2001)13. Sweetness and Bitterness (Co-editing) (Bevu Bella, 2001)14. Dalit Approach (Criticism) (Dalitha Maarga, 2002)15. Aneela Aradhana (Composite Poetry, 2002)16. What Gandhi says about Ambedkar (Pub. Prasranga Myore University 2000)XI. Editor of Encyclopedias and Works of Similar nature 1. Kannada Encyclopedia-Volume 14. Chief Editor, Kuvempu Institute of Kannada Studies- Mysore University-year 2005 1. C.D. S of Kannada Encyclopedia-14 volumes, Chief Editor Kuvempu Institute of Kannada Studies- Mysore University-year 2006 1. Kannada Vishaya Vishwa Kosh – Karnataka –(R evised)-Chief Editor- Kuvempu Institute of Kannada Studies- Mysore University-year 2005 1. Kannada Vishaya Vishwa Kosh – Folklore–Chief Editor- Kuvempu Institute of Kannada Studies- Mysore University-year 2006 1. Kannada Vishaya Vishwa Kosha-Zoology. Chief Editor, Institute of Kannada Studies-Mysore University –year 2006 1. Epigraphia Karnatica-(Volume 12) Chief Editor, Kuvempu Institute of Kannada Studies- Mysore University-year 2006 1. Kuvempu Kriti Vimarshe, Chief Editor, Kuvempu Institute of Kannada Studies- Mysore University-year 2006XII. Journalistic Work Sahitya Sangagti, (Perodical) 1988-1995: (Editor) Vidyarthi Bharati- Quarterly, Karnataka University Journal, member of the Editorial Board -1981-1983.Karnataka Folklore News letter – member of the Editorial Board, Mangalore- 1988-1991.Vishwa Sampada-Monthly, Mysore University Journal, member of the Editorial Board-1999-2000Prabuddha Karnataka, Quarterly – Mysore University Journal -Chairman of the Editorial Board 1995, 2000. Manavika Karnataka, Quarterly – Mysore University Journal Chairman of the Editorial Board – 2008 OnwardsXIII. Awards & Prizes Gold medal for the Ph.D thesis – 1985 Karnataka University DharwadDevaraj Bhaddur Award – 1982 Recipient : Karnataka Government BangaloreNarashimhaia Award – 1996 Kannada Sahithya Parishat- Dr. Ambedkar Fellowship Award – 1996 Bharatiya Dalit Sahithya Academy –Delhi Karnataka Sahitya Academy Award – 1996 for the Autobiography titled Government Brahmana Bangalore Karnataka Sahitya Academy Fellowship Award – 2002 (for Total Contribution to Kannada Literature) Bangalore Ambedkar Award – 2005 Govt. Karnataka, Bangalore XIV. Awared`s Conferred but not Accepted: Shiksha Rattan Puraskar-2007 India International Friendship Society. New Delhi-110001 Rashtriya Gaurav Award – 2009 India International Friendship Society. New Delhi-110001 Best Citizens of India – 2009 International publishing House New Delhi-110001 Twenty Ten National Academy Award for Literature Academy of Bengali Poetry Kolkata – 700054XV. Works on Aravind Malagatti’s Wittings1. Critical Responses to â€Å"Karya† (Ed.) Sabiha Bhumigowad-1989 2. â€Å"Dalitagna† (Dalit Scholar Par Excellance) A seminar was conducted on the literature of Dr.Aravinda Malagatti in – 1998 (Ed) Dr. Arjuna Golasangi – 20003. Aravind Malagatti Avara Kavyanusandhana (Critical Essay on Aravinda Malagatti poetry ) Dr. Dushala Bargur 2005 4. Prof. Aravind Malagattiyavara Marga-Sahitya Dr. K. Deshava Sharma 2006 5. Prof. Aravind Malagattiyavara Sahithya Mattu Chinthanne- (Ph.D. Thesis work) Dr. N.S. Shankare Gowda 20056. â€Å"Novu Hetta Preethi† A critical essay on ‘Government Brahmana’ (Ed) Dr. Appagere D. Somashekara and Dr. Malligahalli Narendrakumar 20037. Sharadey Kunisidha Kavi Prof. Arvind Malagatti Dr. H.S.K. Chethana Book House, Mysore 20078. Pagadiya Kowdiyali Deepagalu Belagi A Collection of Research articles – 2009 By : Dr. S.D. Shashikala9. Kavya Manthana – A Criticism Articles on Aranind Malagatti Poems – 200910. Vada Vagvada Samvada – 2009 A Collection of Interviews Ed- by Dr.Bislehalli Prabhu 11. Malagatti Mathu Mathana – 2010 A Collection of Interviews By – G.S. Bhat12. Depiction of poor in the Wores of Aravind Malagatti – 2008 By : Vijayakumar, C.E. M.Phil Thesis, Madurai Kamaraj University – Madurai13. Two versions of dalit growing up : A Comparative study of Vasanth Moon`s Growing up untouchable in India and Aravind Malagatti Government Bhahmana by – Banshelkar Yashpal Murhari M.Phil Thesis, Pandicherry University – 2008XVI. OTHER INFORMATION 1. Presided jIlla Kannada Sahitya Sammelan-Bijapur in the year 2006-(The literary meet was held for two days on 25th and 26th November 2006) 2. Prsided Dasara Kavigoshti-on 08.10.2005 at Jaganmohan Palace Mysore. 1. Participated in national seminar on history of folklore studies in India-held on 23-25 October 1998 in Manasagangotri, Mysore 1. Participated in other national seminars and presided many seminars and workshops in kannada. 1. Brought forth more than 200 seminar papers and research articles 1. NAVIKA Frist Kannada Summit-2010 (Pasadena Convention Center) Los Angleles, CaliforniaResidence AddressDr. Aravind Malagatti MIG 29, Gangotri Layour 1st Main, Saraswathipurm Mysore-9Ph. No. Res. 0821-2516927 Mobile : 9448342469 Office : 0821- 2419787|

How important was Bismark in the unification of Germany Essays

How important was Bismark in the unification of Germany Essays How important was Bismark in the unification of Germany Essay How important was Bismark in the unification of Germany Essay Unification in Germany was a long held aspiration. During the 18th and 19th centuries, the German people were looking for an identity as a country and as a united people. This sense of nationalism stemmed from many origins such as Cultural, Economic, Political and Military. Through the Burtschengadens, wars of unification and the Creation of the Zolverein we can see that national sentiments were a wide spread phenomenon within Germany at this time, with growth of nationalism especially predominant in the Prussian area. Germany was aiming for unification, and the one man who brought about change is Otto von Bismark, upon whom the topic of German Unification is often centered on. He was seen as the smith of the nation and the force behind the developments of Unity of German states. However, there is a notation that Bismarks role in the unification process is often exaggerated. His admirers often exaggerate the extent of the obstacles in his path Medlicott. There were other factors that were significant in the Bringing together of Germany, however Bismark was able to manipulate them and bring a rapid expansion of national sentiments throughout the country resulting in the unification of Germany. Undoubtedly, Bismark contributed to a great extent in the unification of Germany; however, his amazing diplomatic skill wasnt in having perfect planning to achieve the aim of unifying Germen states. He was a brilliant diplomat and statesman, but in his famous Blood and iron speech, he set the tone for his rule he would use force to achieve his goals if necessary. The ends justify the means, Bismarck had particularly conservative aspirations and wanted to solve the problem of Klein versus Gross Deutschland, a heavily debated topic within Germany at the time. He gave rise to the term Realpolitik government policy was divorced from moral considerations, but dictated by the practical necessities of power and judged by success. Bismarks leadership can be described as cleverly calculated as his use of planning and manipulation was prevalent throughout. This was seen in his planning for the Austrian war, The Treaty of Prague and the manipulation of France. Taking advantages in the weakening of Austria after the Crimean War, Bismark intensified the unification of Germany under Prussian will. However equally important was the opportunistic notation of his leadership. Bismark was a clever opportunist who took full advantage of events as they occurred to secure his aims. He played this role well because he had a realistic insight into the nature of European politics. Since he had served as Prussian delegate to the Diet of the German Confederation, and ambassadors to St. Petersburg and Paris, he acquired first-hand insight on the structure of the Confederation, the necessity of a Russo-Prussian understanding, and the weaknesses of Napoleon III of France. His clever use of opportunism was expressed through the Ems telegraph. Bismark re-wrote the text of the Ems Telegram which was sent by the King in Ems. Bismark garnered the title of an opportunistic leader, as he also expressed this in the Polish revolt. Thus, it is fair to say Bismark was an opportunist rather than a master planner in completing the unification of Germany. He intended to strengthen the power of Prussia among the Germen states. Facing the threat of Austria, unless Prussia took the leading role in unification process, otherwise, Prussia would never have chance to come up. Bismark achieved the goal by taking advantages in circumstances, to build up friendship with powers, to isolate his enemies and to extend Prussian power in the name of German nationalism. This notation is reinforced by Pflanze only under the stimulation provided by Bismark for his own political ends did German Nationalism begin to move the masses. His diplomatic skill made himself as a significant political figure in Prussian politics. As expressed by Mosse -If he played his hand with great skill, it was a good one in the first place. Only on analyzing other factors influencing the unification of Germany, can we really determine whether or not Bismark role was greatly exaggerated. There were in fact many internal factors which contributed to the rise of nationalism. In 1815, nationalist feelings were expressed in universities among Germanys writer and poets such as Hansel and Gretel by the Grimm Brothers. Cultural nationalism found a repetitive audience amongst the middle classes who attended Germanys better schools and universities. They formed the Burtschengadens and student societies. However these were outlawed by Metternich in the Carlsbad decrees. The German states were starting to experience the related processes of industrialization and urbanization. The former created a growing class of unemployed artisans whose skills had been replaced by machines. The latter created slums and squalor. The consequent discontent led to demands for political change, for governments that would be more responsive to needs of the poor; some of these demands included a demand for single German government. In addition, the growing middle classes saw the advantages of unity as the customs union or Zollverein led by Prussia had increased their prosperity as trade flourished; this was also emphasized by the creation of the Frankfurt Parliament. Moreover Prussia itself was becoming richer and more able to pay for a large army that might challenge Austria. Finally economic growth meant improved communications and great travel especially by rail; nationalist ideas could spread more easily. As Carr said Prussia became railway to success. Thus in several ways social and economic change helped the rise of German nationalism. The idea of a united Germany had deeper roots. United by language it was felt that they should be united politically as well. There were external factors, which we have to establish in identifying whether Bismark role was greatly exaggerated. The French conquest, under Napoleon, of the German states had profound consequences. Invasion, occupation by a foreign ruler and a war of liberation, all inspired a stronger sense of German identity. The French had rearranged the small states into 3 large ones demonstrating that change was possible. They had also introduced liberal laws which removed the power and privileges of the nobility. The spread of liberalism helped develop nationalism as it reinforced the idea that people with a common language, tradition and culture had a right to decide they should be part of one state. Political nationalism hinges on the collective weakness of the German states in the face of the foreign states. The German states faced threats expansionism from powers including Russia threatening Prussia and Austria, France threatening the west bank of the Rhine and Denmark threatened territory in the Duchies of Schleswig. Bismarks role has not been greatly exaggerated but it is important that it is kept in context. It is evident that many historical opinions have huge divided. It is clear that Bismark formed Germany in the manner in which it came about. For instance, the type of state that emerged and the timescale in which it emerged. However, it is equally clear that greater German unity was something that had a degree of unavoidability and that as Bismark himself remarked Marked cannot create the current of events, He can only float with it and steer.

Drink up Majority essays

Drink up Majority essays From the time of prohibition up through 1970, the legal drinking age for the entire United States was twenty one. Over the next five years, twenty nine states lowered their statewide drinking ages to either eighteen, nineteen or twenty (AMA). After some research was conducted about the relationship of the lower drinking age versus motor vehicle accidents, many states were urged to restore the drinking age to twenty one. While some states obliged to this, others remained unchanged (AMA). The remaining states were then threatened with losing state highway funding if they did not restore the minimum drinking age back to twenty one. With this penalty looming, eventually all the states were practically forced to comply. Ever since the entire United States uniformly accepted twenty one as the legal drinking age, there has much debate as to whether or not to lower it again. Once a person turns eighteen or the age of majority, they are thrown into this adult world to learn adult things but are still held as children when it comes to consuming alcohol. At eighteen, individuals can no longer be charged as juveniles in a court of law; they can vote in political elections and can even enlist in the armed forces where they may be sent off to war to die for their country (Lower the Drinking Age). With these immense responsibilities suddenly handed to them, it would seem inappropriate to deny young adults of their drinking privileges. Much debate comes with the idea that when younger people drink, they are also going to drink and drive. In theory, this would then cause more accidents and alcohol related deaths but law makers do not take into consideration that people who legally drink also drink and drive. Perhaps the answer doesnt lie in barring younger people from drinking but instead the answer is to stop people from drunk driving all together. The penalty here in Maryland for a first offense DUI (driving under ...

Obesity in School Essay Example | Topics and Well Written Essays - 1500 words

Obesity in School - Essay Example It causes high blood pressure, as well as high blood cholesterol levels and decreases the ability of the child to be able to come out of this trap. (Barness LA, Opitz JM, Gilbert-Barness E) A child may also be prone to breathing problems and this reduces his ability to be able to carry out any physical activity whatsoever. Various other problems that are associated with the risk of obesity are gout, cancer and gallbladder problems. A number of children have also been known to suffer from gall stones and osteoarthritis because it tends to weaken the bones due to accumulation of fat in the body. Thus, these aspects need to be looked into in order to let the child live a happy life and not let him be prone to such diseases in his future. So what is causing such alarming rate of obesity among school students in USA? More and more children are now prone to obesity and the problem never ceases to go down with time, with parents getting tensed and worried for their children and looking for solution which could cater to the problem in the most effective and efficient manner. To highlight the solution to the problem, one of the main acts which needs to be initiated by schools is to foster an exercise module which shall incorporate physical fitness among the students of the school inside the school premises at regular intervals and throughout the week so that the students do not fall prone to ill health during their academic calendar. One of the primary problems which exist in schools is the availability of vendor machines in schools which cater to the needs of the students at any time. The vending machines consist of low nutrient fast food which is easily consumable by the children. The vending machines have been selling high fatty foods and more than... This report approves that obesity is a very dangerous problem even though prima facie it might not appear to be so. This is because fat cells accumulate in the body of a child and when he or she grows older, they refuse to burn, causing the child other problems like heart diseases and various body problems. Teachers must talk to the children in school and explain to them the growing problem of obesity and how children must cooperate with them in order to work things out because after all it is for the good of children. This essay makes a conclusion that teachers can even ask the children for some solutions that they deem fit and would be willing to cooperate with. The above mentioned solutions to this problem are only a few suggestions which the school may incorporate within its daily routine. Parents also need to understand that since their child spends the maximum time at school; he or she needs to comply with the above mentioned in order to be fit. Eating healthy should become a daily part of every child’s living so that they are able to lead a proper lifestyle. All schools across the country need to introduce various activities and campaigns in order to fight this problem and help children to lead a fit and healthy lifestyle and prepare them for the future as well. Physical exercises and healthy eating are merely one part of taking care of obesity. The school can always think of more suggestions and implement them, with regard to having on campus health checkups and regular obesity fighting programs.

Economics, Quality and Organisation Essay Example | Topics and Well Written Essays - 3000 words

Economics, Quality and Organisation - Essay Example A further stream of concepts such as total quality management (TQM), statistical process control, quality control, quality assurance, quality system and quality management will form the basis upon which manufacturing organization quality will be discussed to link firm’s success and achievement to attainment of an organization’s quality. Cost minimizing an output maximum remains the objectives of profit-oriented firms and this can only be achieved based on a good manufacturing organization. It is upon these bases that the paper lays its framework upon which a modern firm draws its competitive advantage by being efficiently organized. Consumer perception is a key in sales of any particular commodity, firm that are efficient in their organization will ensure a customer’s is nagged into buying through satisfaction of his perception of a commodity. A consumer post purchase evaluation determines his loyalty to the purchased brand and this will help a firm’s bran d sell since a satisfied customer will promote the firm’s product to his colleagues and relative at no pay. This was conducted by New Mexico Manufacturing Extension Partnership based on the analysis and review of the production process and the layout of the company’s production area. The researchers applied the Value Mapping Process and realized that ACs was able to rid out excess movement, materials and tooling which resulted to establishment of a greater streamlined commodity flow. The reported indicated a reduction in the company costs by 65% with its production being raised to 45 units from the initial 20 units per shift. Another remarkable benefit was a reduction in production facility size by 73% as well as scrap rates declined to 18% from the original figure of 24%. A research conducted by NC State University Industrial assessment Center and the NC state industrial Extension Service’s