The Kind of Allow Steel Assignment Example | Topics and Well Written Essays - 750 words - 3

The Kind of Allow Steel - Assignment Example This will at that point be trailed by cooling the warmed metal noticeable all around until it completely cools. This will empower the metal to accomplish a base yield quality of around 900-1100Mpa which is inside the range that was required. Surface solidifying is a type of erosion that happens on the external surface of the metal that is brought about by direct electrochemical or concoction assault on the outside of the metal. It is described by scratching of the outside of the metal and testimony of the fine items that outcome from the substance assault on the outside of the metal This sort of consumption is strongly restricted that regularly happens inside hole and other protected regions that are on the outside of the metal however presented to a given destructive. This consumption happens when a little volume of a stale arrangement erodes little openings in the outside of the metal, for example, in gasket surfaces, jolt and bolt heads just as in lap joints. Pitting consumption is additionally a type of confined erosion that happens on the outside of a metal. This sort of consumption brings about the development of gaps or pits on the outside of the metal. These pits are typically extremely little and they will in general be confined in a specific district of the metal. They are now and then so small and near one another and might will in general resemble an unpleasant surface of the metal. This sort of consumption is portrayed by little restricted gaps that are as a rule of a similar profundity Indeed, iron can be eroded by de-circulated air through weaken hydrochloric corrosive. This can be demonstrated by estimation of the Gibbs vitality during the procedure. The response between hydrochloric corrosive and Iron is as demonstrated as follows Wrench marks, then again, are a marker of stress fixation in one specific zone prompting disappointment. The little however immediate zones may show that the pressure was low during crack. Nonetheless, various source ratchet marks demonstrate that there was adequate of enough worry to cause breaking in that locale.

summary of totalitarian essays

rundown of authoritarian expositions Tyranny is the possibility that all movements, buisness, thought, religion, are managed by the state or the decision high ground that controlls the individuals. It centers around the more established thoughts of tyanny, absolutism, and numerous others things that were seen preceding the breakout of this mindstate in the twentieth century. Notwithstanding, in these more seasoned frameworks of absolutism or tyanny individuals could have their individual idea, as long as it didnt relate to governmental issues or get the opportunity of harming the ruler. In the cutting edge authoritarian framework the individuals are compelled to be totally dependant on the rulers and his partys wishes. In past extremist like types of government, it was normally a ruler, or administering family which controlled the individuals, and to a limited degree. In these later extremist occasions theyre managed by a despot and his gathering, which is regularly most of the more grounded political figures in the region. From the beginning of time, government and prevalent sentiment has consistently controlled over the average folks and the gauges these individuals live by. During the medieval times with the Catholic Church, the purposeful publicity and the practically mesmerizing conditioning of the individuals of Germany under Hitlers rule, Stalins iron clench hand over a feeble Russian people groups are all instances of the authoritarian spot as a main priority these individuals or foundations had. Individuals are frequently sheep, however by and large the shepards set the canines on the ... <!

Preparing For Your First MBA Essay

Preparing For Your First MBA EssayAs a new graduate from a reputable MBA program, you've probably already started preparing for your first Stanford MBA essay. In this case, the prompt will be relatively simple. However, many candidates do not realize what sort of questions to ask when preparing to write one.As with other essay prompts, the Stanford MBA essay prompt is generally for candidates to create a response. The following questions should be included, along with other important things that candidates should know. However, some of these questions should be included for different purposes, such as discussing a specific executive. For example, an executive interviewing committee might include questions about his educational background and previous leadership roles.The interviewers for this program are very well aware of the value of successful networking. Therefore, candidates should understand how it is relevant to their responses. The interviewers might even instruct them to ide ntify if they were involved in the local or national organizations they're mentioned in. Candidates should also realize that knowing their strengths will allow them to demonstrate why they would make a good Executive Team Leader.The tone should be a warm and welcoming one, which is to allow candidates to engage with the applicants. This is because the Stanford MBA program is very diverse, and that there are a variety of different types of people who will be attending. Knowing that diversity is the common theme of the program, candidates need to have a very positive attitude to be prepared for the potential for great differences in opinion.Interviewers are looking for candidates to be a well-rounded person. This means candidates need to be ready to give answers to questions, even those that they know are awkward, depending on the situation. Candidates should realize that this is the goal of the interviewers and be ready to adapt their own answer accordingly.Interviewers are also look ing for candidates to present themselves as someone who understands both sides of the issue. Interviewers often want to see candidates who are well versed in the facts, and who are willing to take a side. Being able to distinguish the reality from fiction is the key to winning the role.Candidates should also be well-versed in the organization. Interviewers may also be looking for candidates who are extremely dedicated to the organization, and who will put in a full day's work for a small salary. This is one of the most common aspects of interviews, as most candidates are interested in making a difference within the organization.A huge benefit of answering these prompts is being able to demonstrate that candidates are dedicated to the organization. The majority of interviews will last an hour or so, and candidates need to be ready to speak and relay a very interesting story. It is very important to remember that the interviewers have been studying candidates for a long time, and that they're expecting something extraordinary from their candidates. If candidates can be prepared for these requirements, then they'll be much more likely to get the job.

Conjugating Irregular German Strong Verbs

The Salem Witch Trials Questionable And Scandalous Time

The Salem Witch Trials were a questionable and scandalous time in New England history that led to the deaths of 14 women and 6 men, all of whom had been charged with practicing witchcraft. The trials were the result of the strange and unexplainable behavior of two young girls, who exhibited violent convulsions and uncontrollable outburst of screaming and fits that left them unable to see,speak or hear. After a local doctor examined them and found no physical reason for their fits, diagnosed them as bewitched. This diagnosis sent salem into hysteria and in the summer of 1692, nearly 200 people were accused and arrested for practicing witchcraft. In January of 1692, Betty Parris, age nine, and Abigail Williams, age eleven, the daughter and niece of Reverend Samuel Parris, began having what was recorded as fits. The girls threw things around the room, uttered strange sounds and contorted their bodies. They also started covering their ears during sermons. After their diagnosis, other you ng girls in the village began exhibiting the same symptoms. In February, scared by events, the villagers held fasts and prayed for the afflicted. Wanting the influence of witchcraft out of the village, the girls were pressured into providing names of whomever had bewitched them. Three women were named, Sarah Good, Sarah Osburne and an old slave named Tituba. It was easy to believe that the three women were guilty due to them being unpopular within the village. Sarah Good was a beggar and had

Rhetorical Analysis Essay Cunt, a Declaration of...

Inga Muscio is a very influential writer. Over the years she has earned tremendous credibility within the feminist world. In the chapter, â€Å"Rape not Cunt,† from her well known book Cunt, a Declaration of Independence, Inga passionately writes of her feelings about violence against women. She attempts to use rhetoric and captures the reader with a call of action to help prevent further violence against women. However, although Inga Muscio had many valid points about violence against women, her rhetoric does not appeal to all audiences. Generally speaking, when someone speaks of an emotional topic such as rape or abuse, they are sympathetic and supporting. However, in Inga’s writing she exhibits neither of these characteristics. In her†¦show more content†¦I do not feel that any progress would be made if our men just sat in the background watching when there is so much that needs to be done. Inga discredits our men and ignores the fact that any help efforts are good whether they be from a male or a female. Furthermore, Inga’s suggested solutions to the issue of violence against women are ridiculous. In the chapter she suggests that women use â€Å"Cuntlovin Public Relations† (Muscio 170) to resolve the issue. In her opinion, packing the car of a known rapist with rotting fish heads and Limburger cheese, or covering him in bloody tampons, would solve the problem. However, solutions such as these would just seem immature to many of Inga’s readers. Inga’s readers are in sea rch of clear-cut solutions that will without a doubt prevent future sexual assaults. Inga’s solutions would do nothing other than let the rapist know that you act much younger than your actual age. She states in her writing, â€Å"Wouldn’t you just hate like the devil to be pilloried, smeared with dogshit, forced to kneel in front of a high-powered microphone on a raised platform and apologize to the ten thousand women who have solemnly marched by you (Muscio 170)?† Public humiliation of every rapist is not the proper way to prevent violence against women. Acting in this manner just makes the rapist appear as a victim to the torture of ten thousand crazy feminists. We do not want to make the rapist

Foundations of Language Development

Question: Describe how you would use Sunday in the Park for your own educational context. Explain how would you exploit this text for language teacher development? Answer: In Bel Kaufman's "Sunday in the Park", there are several themes and truths discussed in an ordinary scene. The speech used by the author is Heteroglossia as it has more than one expressed viewpoints in the text. One of the major challenges in a language learner experience is the proper use of adjectives for describing characters, events and settings. There are a few tasks that can be pursued by the teacher for influencing efficiency in the language class. The different characters and view-point form a situation for debate for the speech by the lead characters of the story (Lenneberg and Lenneberg 2014). There are two methods through which language can be developed for the story- Debate from humanity point of view and writing a dialog journal for helping the students properly use adjectives. For debate, the student would be divided into two groups to stand in favor or against of the woman. Time must be allowed for discussion. The debate activity can help in knowing different viewpoints from humanity point of view. The activity can deepen understanding and influence viewpoints of students through debating. By writing the dialog journal, the different viewpoints can be addressed. The ideas, experiences and reflections can be shared for improving communication between teachers and students (Hoff 2013). In conclusion, the two methodologies- debate and dialogue journal, used for language development help in defining students responses. The cultural elements, grammar structure and vocabulary can help the students in improving interaction skills. The exchange of ideas and experiences gives a synthesis of personal evaluation and shows literature from multiple standpoints. The debate and dialogue journal would promote excitement and motivation among learners and learn the language written in it. Thus, teachers need to find their own way of manipulating the class in a seemingly desirable way (Lenneberg and Lenneberg 2014). References Hoff, E., 2013.Language development. 3rd ed. Belmont, CA: Wadsworth/Thomson Learning. Lenneberg, E. and Lenneberg, E., 2014.Foundations of language development. 3rd ed. New York: Academic Press.

Managing Change The Case of FastLink Logistics Company

Introduction Contextual Information Cut-throat competition, technological advances, geopolitical realignments and other related pressures are combining with concerns for security, shifting customer demands, expansion urges and organizational governance to generate momentous pressure for organizational change (Howard, 1994). Current literature as demonstrated by Kotter (2007) reveals that organizations need to continually change and reinvent their strategies, structures, processes and culture to remain relevant as well as maintain competitive advantage.Advertising We will write a custom essay sample on Managing Change: The Case of FastLink Logistics Company specifically for you for only $16.05 $11/page Learn More But as observed by McGahan (2004), the change process itself need to be planned beforehand and aligned to the business strategy and objectives if it is to achieve success. The capacity of an organization to plan and implement the change process is therefore fundamental for success. By presenting a case of the current challenges facing FastLink Logistics Company, this paper will focus on providing an outline through which the underlying challenges can be adequately addressed by initiating a change process. Headquartered in Boston, MA, FastLink Logistics has been in operation for the last 20 years, and has consistently maintained a leadership position in the industry judging from its financial returns and competitiveness. An interview with the company’s operations manager revealed that the company operates a fleet of 3000 trucks and 10 cargo airplanes for purposes of transporting goods to various destinations across the U.S. and internationally. From the beginning of the current financial year, however, the company’s management has been receiving sustained customer complaints regarding delayed deliveries of their orders, especially from truck drivers. Indeed, some of FastLink’s traditional customers have opted to look for other logistics companies who keep their word on deliveries, implying that profits for FastLink Logistics have been on a downward trend. The management, having studied all the facts, identified massive paperwork in cargo clearing departments and irresponsible behaviour on the part of truck drivers, who engage in personal business while performing official duties. Upon holding several consultative meetings, the management decided to undertake a change process that will automate the clearing departments and install remote sensors on their trucks to monitor their movements and timeliness. The intended change process, however, is likely to experience some challenges, especially from employees who may oppose the intended automation of duties for fear of being rendered redundant. Still, truck drivers may feel that the intended introduction of remote sensors on their trucks may impinge on their privacy, hence perceive the new system negatively. Overall, the change proces s may be resisted by employees since it requires dramatic shifts in business processes and employee roles (Suntano et al., 2008). The management, therefore, must come up with strategies that ensure employee participation, commitment and identification to the change process so as to achieve success. In line with the above, FastLink’s management decides to enrol the services of a consultant to prepare a project feasibility study that could be effectively used to manage the change process.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Project Feasibility Study for FastLink Logistics Company The Project Scope Greer Conradi (2009) observes that â€Å"†¦the feasibility study usually refers to an assessment of the product/project against technical, operational, financial and social/political criteria† (p. 357). Academics and practitioners are in agreement that recognizing the challenges facing an organization and justifying the need for change must form the initial step of a system change effort (Suntano et al., 2008). Section A of this report demonstrates that FastLink is currently being faced with challenges arising from slower business processes and inability of some employees, particularly truck drivers, to identify with the values of the company. These challenges have caused the company to lose its traditional customers to competitors due to late delivery of orders, implying that the company’s profitability and competitive advantage in the market have been negatively affected. This particular feasibility study, hereafter identified as PFS, will therefore aim to come up with ways to balance business processes and technology constraints facing the firm so as to select a cost-effective solution. More importantly, the PFS will also involve matching the new system to organizational objectives in terms of deliverables, ability to meet customersâ⠂¬â„¢ requirements, efficient utilization of resources, budgetary allocations and time-frames. The PFS will be presented in the form of a short report. The Current Analysis FastLink logistics has for a very long time employed a manual process in its operations across all the offices located in the U.S. and abroad. This implies that the work environment has been largely paper-based and personnel-intensive. It is also imperative to note that FastLink’s working environment has been largely distributed over expansive geographical areas due to the nature of the transportation business. The advantages derived from the above working methodology may in fact be minimal as opposed to the disadvantages. In terms of advantages of the ‘status-quo’, it is important to note that manual processes of doing business in a way motivates employees to offer more, not mentioning that they are beneficial in aligning members of staff to organizational objectives and strategies (McGahan, 2004). A paper-based working environment also implies that information can be retrieved from the cabinets anytime without undue regard to other externalities such as the availability of power to run the machines, computer viruses, and end-user capabilities. In terms of the disadvantages arising from the current business processes, it is evident that FastLink has been losing, productively, due to delay occasioned by the tedious paper-based working environment and centralized information architecture.Advertising We will write a custom essay sample on Managing Change: The Case of FastLink Logistics Company specifically for you for only $16.05 $11/page Learn More Preliminary observations reveals that the distributed information architecture coupled with lax rules are to blame for the truck drivers’ unbecoming behaviour by virtue of the fact that critical information aimed at necessitating effective order deliveries to customers is either delayed due to the manual operational processes, or the information does not get to the intended recipients at all due to lax operational rules. Another problematic area for the company is the fact that it has to employ a large number of employees to do the paperwork needed to necessitate order deliveries, implying that the company’s wage bill may exceed profitable limits. These disadvantages, according to preliminary observations, are to blame for the company’s continued dip in profitability and competitive advantage within the logistics industry. According to Davies (1994), these challenges are functional in nature owing to the fact that they hinder effective work-flow processes for the company, thus they demand functional solutions. Benefits Pitfalls of the Proposed System The next stage of designing a project feasibility study, according to Greer Conradi (2009), is to develop specific objectives and limits of the proposed system. Here, it is proposed that the company redesig n and automate its database management system for the obvious advantages of faster and better customer service as well as ensuring the distributed use and processing of order information. Automated work systems, according to Howard (1994), not only simplify and streamline work processes, but they also enhance efficiency by curtailing excessive use of an organization’s scarce resources. The proposed remote sensors to be installed on trucks will go a long way to ensure that truck drivers follow their routes in the process of delivering orders to customers, and the orders are delivered on a timely basis. However, financial resources must be channelled to purchase the needed automation hardware and software as well as the remote sensors. The decisions to automate the offices and install remote sensors on trucks will most probably be met with resistance from members of staff who may fear loosing their jobs or who may argue that their privacy is being impinged on. Here, Suntano et al (2008) advises that the company should take an all-inclusive approach to enable employees participate in the change process; hence offer their views, fears and expectations as concerns the intended change. In addition, the management should exercise an open-door policy, whereby employees should be encouraged to raise any underlying issues and seek clarifications to better understand the proposed change.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More According to Davies (1994), involving employees and effectively answering their concerns in any change process is advantageous since it minimizes resistance during the implementation process, not mentioning that it facilitates employees to identify more with the change process once it is operationalized. Alternatives Companies in the 21st century are increasingly faced with the dilemma of whether to automate their operations or to continue with paper-based working environment (Alkuwaiti, 2010). In the present case, one of the viable alternatives would be to recruit more human resources to clear the backlog, hence necessitate timely delivery of orders to customers. Another alternative would be to enlist the services of security firms to escort trucks so that drivers do not engage in personal business during official working hours. The company may also consider investing in telecommunications to facilitate a more distributed information infrastructure. Assessment The assessment of any viable change process or alternatives must be evaluated against a backdrop of risk management controls, ability to meet fundamental objectives of the project’s attention, program needs and costs, intensity of effort, time-scale, security features, and flexibility for future modification and expansion, among others (Kotter, 2007; Bryce, 2011). It is indeed true that the proposed automated process may in the short-term be costly for the company in terms of purchasing the needed hardware and software as well as training staff members to operate the automated systems. In the long-term, however, the company will largely benefit from enhanced customer satisfaction, improved sales and reduced overhead costs. The alternative of employing more members of staff to clear the backlog may not be tenable in these circumstances, especially when the company is working on new modalities that will enable it to return to profitability and maintain competitive advantage. The time-scale needed f or implementing automated systems and installing the remote sensors may indeed be minimal when it is compared to the time-scale and resources needed to advertise for positions, recruit, orient and train new members of staff. According to Howard (1994), companies must always be on the lookout for proposals that enhance value creation as well as offer viable solutions to the problems that triggered the change process. In this perspective, the proposed system change should be recommended over the other stated alternatives. Automation of business process and introduction of remote sensors for trucks seem the only way to go for FastLink Logistics Company if it has to overcome its present challenges. Lastly, it is indeed true that automated systems can be expanded or modified to meet future needs and expectations (Suntano et al., 2008). The same cannot be said of other alternatives such as utilizing security firms to make the company drivers toe the line. List of References Alkuwaiti, A. J. (2010). The Project Book: A Simple and Direct Approach to Project Management. New York, NY: Create Space. Bryce, T. (2011). The Elements of a Good Feasibility Study. Web. Davis, S. M. (1994). Attempting Major Change? 10 Pitfalls to Avoid – And How. Human Resource Planning, Vol. 7, Issue 4, pp 175-188. Greer, D., Conradi, R. (2009) Software Project Initiation and Planning – An Empirical Study. IET Software, Vol. 3, Issue 5, pp 356-368. Howard, A. (1994). Diagnosis for Organizational Change: Methods and Models. New York, NY: The Guilford Press. Kotter, J. P. (2007). Leading Change. Harvard Business Review, Vol. 85, Issue 1, pp 96-103. McGahan, A. M. (2004). How Industries Change. Harvard Business Review, Vol. 82, Issue 10, pp 86-94. Suntano, J., Kankanhalli, A., Tay, J., Raman, K. S., Tan, B. C. Y. (2008). Change Management in Interorganizational Systems for the Public. Journal of Management Information Systems, Vol. 25, Issue 3, pp 133-175. Wischnevsky, J. D. (2007 ). Change as the Winds Change: The Impact of Organizational Transformation on Firm Survival in a Shifting Environment. Organizational Analysis, Vol. 12, Issue. 4 pp 361-377. This essay on Managing Change: The Case of FastLink Logistics Company was written and submitted by user Ian U. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Charlemagne Essays - Early Middle Ages, Merovingian Dynasty

Charlemagne Essays - Early Middle Ages, Merovingian Dynasty Charlemagne Charlemagne 1. The Merovingian Family The Merovingian family, from which the Franks used to choose their kings, is commonly said to have lasted until the time of Childeric [III, 743-752] who was deposed, shaved, and thrust into the cloister by command of the Roman Pontiff Stephen [II (or III) 752-757]. But although, to all outward appearance, it ended with him, it had long since been devoid of vital strength, and conspicuous only from bearing the empty epithet Royal; the real power and authority in the kingdom lay in the hands of the chief officer of the court, the so-called Mayor of the Palace, and he was at the head of affairs. There was nothing left the King to do but to be content with his name of King, his flowing hair, and long beard, to sit on his throne and play the ruler, to give ear to the ambassadors that came from all quarters, and to dismiss them, as if on his own responsibility, in words that were, in fact, suggested to him, or even imposed upon him. He had nothing that he could call his own beyond this vai n title of King and the precarious support allowed by the Mayor of the Palace in his discretion, except a single country seat, that brought him but a very small income. There was a dwelling house upon this, and a small number of servants attached to it, sufficient to perform the necessary offices. When he had to go abroad, he used to ride in a cart, drawn by a yoke of oxen driven, peasant-fashion, by a Ploughman; he rode in this way to the palace and to the general assembly of the people, that met once a year for the welfare of the kingdom, and he returned him in like manner. The Mayor of the Palace took charge of the government and of everything that had to be planned or executed at home or abroad. 2. Charlemagne's Ancestors At the time of Childeric's deposition, Pepin, the father of King Charles, held this office of Mayor of the Palace, one might almost say, by hereditary right; for Pepin's father, Charles [Martel 715-41], had received it at the hands of his father, Pepin, and filled it with distinction. It was this Charles that crushed the tyrants who claimed to rule the whole Frank land as their own, and that utterly routed the Saracens, when they attempted the conquest of Gaul, in - -two great battles-one in Aquitania, near the town of Poitiers , and the other on the River Berre, near Narbonne-and compelled them to return to Spain. This honor was usually conferred by the people only upon men eminent from their illustrious birth and ample wealth. For some years, ostensibly under King the father of King Charles, Childeric, Pepin, shared the duties inherited from his father and grandfather most amicably with his brother, Carloman. The latter, then, for reasons unknown, renounced the heavy cares of an ea rthly crown and retired to Rome [747]. Here he exchanged his worldly garb for a cowl, and built a monastery on Mt. Oreste, near the Church of St. Sylvester, where he enjoyed for several years the seclusion that he desired, in company with certain others who had the same object in view. But so many distinguished Franks made the pilgrimage to Rome to fulfill their vows, and insisted upon paying their respects to him, as their former lord, on the way, that the repose which he so much loved was broken by these frequent visits, and he was driven to change his abode. Accordingly when he found that his plans were frustrated by his many visitors, he abandoned the mountain, and withdrew to the Monastery of St. Benedict, on Monte Cassino, in the province of Samnium [in 754], and passed the rest there in the exercise of religion. 3. Charlemagne's Accession Pepin, however, was raised by decree of the Roman pontiff, from the rank of Mayor of the Palace to that of King, and ruled alone over the Franks for fifteen years or more [752-768]. He died of dropsy [Sept. 24, 768] in Paris at the close of the Aquitanian War, which he had waged with William, Duke of Aquitania, for nine successive

LOGISTICS & OPERATIONS MANAGEMENT 2 Essay Example | Topics and Well Written Essays - 500 words

LOGISTICS & OPERATIONS MANAGEMENT 2 - Essay Example There are a wide range of definitions based on main logistics functions within organizational and production processes. Taking into account business definition, "logistics is defined as a business planning framework for the management of material, service, information and capital flows. It includes the increasingly complex information, communication and control systems required in today's business environment " (Logistix Partners Oy, Helsinki, FI, 1996, cited What is logistics 2005). Another definition reflects overall purpose of logistics and states that: "Logistics means having the right thing, at the right place, at the right time" (What is logistics 2005). The latter definition is more appropriate for today's business environment because it reflects the nature of business itself and customers expectations typical for present day economics. For many years, production inefficiencies have been criticized and scrutinized in order to increase productivity. There has been little close examination of possible savings in the area of physical distribution, now known as logistics. There is a movement towards a closer analysis of all aspects of logistics. This is particularly important where selling and distribution costs are high (Barnett, 1996).

GM crops food Essay Example | Topics and Well Written Essays - 250 words

GM crops food - Essay Example he customers or the industrial world consumers play a significant role in the GM crops food, as they are the potential basis on which the biotechnology organization can evaluate the effects of these foods on human health (Canavari, 2009). For the biotechnology industry of GM crops food, social media could be a better tool of communication as it will provide information to the public about his product, the services, and the enterprise itself. From this tool, the industry can get back the opinions from other people and try to rectify where critics are experienced. This can help the producers look into the health aspect of the food in a better way (Smith & Zook, 2011). Consumers on the other hand can use direct mails to the organizations whenever they find an issue regarding the product. This aims at making the suppliers to act immediately basing on the feedback from the customers. An example of a direct mail may be a suggestion for a certain method to reduce the health risks in the foods. Retrieved 2 Dec. 20120 from http://ic.galegroup.com.ezproxy1.lib.asu.edu/ic/ovic/ViewpointsDetailsPage/Viewpoints

Models Of Organisational Culture Management Essay

Models Of Organisational Culture Management Essay The research will present literature of various models of organisational culture. The research will concentrate on models of organisational culture by Schein, Hofstede, Denison and competing value framework models. This model will be presented to give a framework for organisational culture. The models of organisational culture are very important to the study as they explore the various perspectives of authors and how they are applied in organisational setting. The study will focus on the Denison model of organisational culture. 2.2.1 Schein (1992) discusses the levels of culture namely; artefact, espoused value, basic underlying assumption. 2.2.2 Artefacts Artefacts deal with organisational attribute that can be perceived, felt and heard as new members join the organisation, they are difficult to measure. According to Du Toit (2002), artefacts are visible, obvious expressions of culture. They are the tangible and audible demonstration of behaviour supported by organisational norms, values and assumptions. They range from aspects such as architecture, office design, language, rituals and celebrations. 2.2.3 Espoused Values This level deals with espoused goals, norms, standard, morals and principle, and it is measureable. It is the value from the foundation as to what is acceptable and what is not acceptable. They represent what is considered as right and wrong and forms an ethical code of the organisation. Norms relate to value that indicate the expectancy amongst members in the organisation. Norms offers the organisation with unwritten rules that shows the expectations in terms of actions appropriate to certain situation. Norms and values support the artefact of a culture (Du Toit, 2002). 2.2.4 Basic Underlying Assumption This level is the basis of the culture of an organisation. Basic assumptions are unconscious and are often taken for granted, but they are often how employees feel in an organisation. The basic assumptions are often taken for granted to the degree that there is little variation within culture unit. They serve as a guiding behaviour that tell people how to think, feel and perceive work, performance goals relationships and performance of co-workers. (Du Toit, 2002) Figure 1 Scheins Model of organisational Culture Source: Schein, E.H. organisational culture and leadership, Jossey-Bass, San Francisco, 1992, figure 9. 2.3 Hofstedes Model of organisational Culture Hofstedes four levels of culture are symbols, heroes, rituals, and values. This cultural model was for the relationship between organisational culture and local cultures. . 2.3.1 Symbols Symbols is the first level of this cultural model. Symbols convey a specific meaning within a culture, (Davidson, 2004). According to Denison (1990), symbols are the most obvious elements of culture, presenting the gestures, objects or words, which are acknowledged by those who belong to the same organisational culture. 2.3.2 Heroes Heroes according to Davidson (2004) are people who are recognised to have characteristics that are highly valued and most times are winners in the organisation. They function as models of behaviour within the organisation (Hofstede, 1985). 2.3.3 Rituals Rituals represent a number of activities in the culture that are extra but are considered socially vital. According to Hofstede (1985), symbols, heroes and rituals can be termed as practices, because they can be seen and observe. 2.3.4 Values According to Hofstede, the essential aspect of culture is formed by values, which are broad propensities to have a preference of certain state to others which are the deepest level of culture (Denison, 1990). Figure 2 Hofstede organisational culture model Source Adapted from Davidson (2004, p.47) 2.4 Competing Value Framework Model The competing value framework consists of two dimensions which have been encompassed into four groups. The first dimension is allied to organisational focus, from an internal emphasis on the well-being and development of individuals in the organisation and to an external emphasis on the well-being and development of the organisation itself. The second dimension distinguishes organisational preference for structure and signifies the difference between stability, control, flexibility and change. The two dimensions form the four quadrants of the model (Cameron and Quinn, 2006). 2.4.1 Clan Model The clan model in the upper left quadrant places a great importance on the flexibility and internal focus, and stresses on cohesion, moral and human resource development as standard for effectiveness. This model focuses on friendly working environment, like one big family where individuals have a lot in common and share things among themselves. Leaders are seen as mentor, and they represent a parental symbol. What keeps the organisation together is loyalty, custom and teamwork. The organisation focuses on long-run remunerations of individuals development with a sense of high unity and morale being important, whilst commitment becomes very high (Cameron Ettington, 1988). Accordingly, Cameron and Quinn (1991) argued that clannish organisations place importance on attachment, affiliation and membership support. The definition of achievement at this level is in terms of thoughtfulness to clients and concern for people, exceptional focus is on teamwork, involvement and harmony in the org anisation (Cameron Quinn, 2006). 2.4.2 Adhocracy model The Adhocracy model is located in the upper right quadrant emphasising on flexibility and external focus, and highlight on readiness, growth, resource, acquisition and external support. The organisation is measured as a vigorous, enterprising, and resourceful workplace, where employees stick their necks out to take risks for the organisation. Leaders are ambitious, productive and risk-oriented. The organisation is held together by commitment to experiment and invention. The focus is being at the foremost edge of work knowledge, products and other services. Willingness for change and meeting new challenges are significant. The organisations long- run emphasis is on fast growth and obtaining new resources. Denison and Spreitzer (1991) argued that, the resources are predicted to cultivate innovation and cutting-edge output. Behaviours come from members creativity, self-determination and adaptability (Cameron and Quinn, 2006). 2.4.3 Market model This model is located in the lower right quadrant with emphasis on control. It has internal focus, and stresses on the role of information management, communication, stability and control. The most important attention is for work to done. Leaders become motivating creators, directors, and contestants. Leaders are tough and demanding. The bond that holds the organisation together is on importance on winning. The long-run concern is on competitive movements and achieving strategic goals and targets. The style of the organisation is striving on competiveness (Cameron and Quinn, 2006). 2.4.4 Hierarchy model Hierarchy model is in the lower left quadrant. This model emphasises on control. It has external focus, and views planning, goal setting, productivity and efficiency as effective. It is branded as a formal and organized place to work. Measures and well define practice govern what people do. Leaders in the organisation are good coordinators, planners, and efficient experts. The long-run of the organisation are constancy, expectedness and efficiency. Official guidelines and policies hold the organisation together (Cameron Quinn 2006). Behaviours that affect these values consist of conformity and predictability. Denison and Spreitzer (1991) argued that these values, in turn, promote efficiency, timeliness, and smooth functioning. Figure 3 Competing Value Framework Source from Cameron and Quinn (1999) 2.5 The Denison Organisational Culture Model. Denison (1990) established four basic views of organisational culture traits namely; mission, consistency, involvement and adaptability 2.5.1Mission Denison (1990) postulates that, culture that offers a shared definition of the role and purpose of the organisation is not only positively linked with putting in their efforts in the interests of the organisation, but also helps in finding the direction and goals which makes it easier to select appropriate course of action for the organisation. A sense of mission permits an organisation to shape present behaviours by predicting a desired future state. Being able to adopt and recognise with an organisations mission contributes both short and long-term commitment to the organisation. Organisations that have low mission scores usually have top executives who concentrate on controlling their organisation, second-guess their direct report and make thorough decisions about products, people and resources. Also, organisation with low mission scores respond to competitors who have redefined the rules, goals and not very understanding to many employees and the long term drive of the organisation is not very motivating. The mission model has three divisions; 2.5.1a. Strategic Direction and Intent A clear strategy intention communicates the organisations purpose and has a clear indication on how everyone in organisation can contribute and make an impact in the organisation (Denison et al., 2006). This affirms the argument by (Baker., 2002) that strategic planning and identification are very important for maintaining organisational culture (Baker., 2002). 2.5.1b Goals and Objectives According to Denison et al (2006), a clear set goals and objective can be associated to the mission, vision and strategy and this give a clear direction to employees in an organisation. To be able to function effectively an organisation should be able to plan future course of action and also have a well-defined understanding of where they are going and the strategy to get there. 2.5.1cVision Denison et al (2006) posit that, the organisation has a shared view of preferred future and it stands for core values and apprehends the heart and minds of the members of the organisation, whiles giving guiding principle and direction. Mobley et al (2005) discovered from a study when assessing a global office furniture firm that, high score on vision may be indicative to people in the organisation having a clear idea as to the vision of the organisation. Denison and Fey (2006) argued that mission is the most significant cultural characteristics for the organisations concentrating on sales growth. 2.5.2 Consistency Denison (1990) suggests that, a reliable procedure for exchanging information is communication because it brings about an agreement on the meaning of words, actions and other symbols and further argued that organisational members will enhance their internal co-ordination and stimulate meaning and a sense of identification when they have a common perspective, shared beliefs and communal values. Organisations are effective when they are consistent and well incorporated (Safflord, 1998). To back this view, Denison, 2006; Gordon and Ditomaso,1992; Schein, 1992; argued that, behaviour is rooted in the set of core value, that leaders and followers are capable in agreeing and including various points of view and that the organisations activities are well coordinated and integrates. A consistent organisation cultivates an idea and produce organisational systems that build an essential system of authority based on consensual support. 2.5.2a Core Value Members of organisations often share a set of values which generates a sense of identity and a clear set of expectation. A research in Russia, conducted by Denison and Fey (2006) indicated that employees viewed core values to be important. The response of employees showed that the main purpose of the firm is to uphold the integrity of the current authority structure. 2.5.2b Agreement When members of organisations are able to reach agreement on critical issues, there is an agreement. This involves the fundamental level of agreement and the capacity to settle the differences as they happen (Denison et al., 2006). A study conducted on the effect of organisational practices on individual attitudes and behaviour by Fisher and Alford (2000) discovered that it is important to establish if agreement within the organisation is about the main organisational practices. Agreement will build up the impact of organisational practices of individual work behaviour. Disagreement on the other hand will weaken the connection between organisational practices and work attitude and behaviour. 2.5.2c Co-ordination and Integration Different departments of organisation are able to work together to accomplish a common goal whiles organisational boundaries do not affect getting the work done (Denison et al., 2006). The Wyandotte city council did a research to determine ways to decrease operational cost and to enhance customer service. The Denison culture survey was administered and the outcome was low consistency scores which point out that the city council should enhance integration and co-ordination in order to increase operational effectiveness, (Buno and Bowditch, 1998). Organisations that have low consistency score most of the times have customers who get unsatisfied for the reason that no one seems to be able to speak for the whole organisation. According to Rondeau and Wagner (1999), strong consistency cultures which highlight adherence to formal roles, rules and regulation and traditions, were discovered to be usually less likely to use systematic approaches when reacting to change. 2.5.3 Involvement Involvement incorporates the significance that the organisation places on building the capabilities of its professional and administrative employees. The value that the organisation has on team orientation against individual accomplishment and the feeling of ownership is created by the high level involvement. According to Denison, Jonovics Young and Cho (2006), employees are committed to their work when they feel a strong sense of ownership. They indicated that, people at all levels believe that they have some contribution into decisions that will affect their work and will make them believe that their work is directly connected to the organisational goals. The involvement view on organisational culture postulates that, the role of organisational effectiveness is the level of involvement of organisations members participation. A sense of ownership and responsibility is created by a high level of involvement and participation. This ownership produces a high level of commitment to the organisation and an increasing ability to operate under circumstances of ambiguity. The outcome is an increase in the level of employee commitment to the organisation which tends to reduce the needs for formal systems of control in organisation and leading to performance improvement (Denison, 1990). Organisation with a high level of involvement depends on informal, voluntary and implicit control system instead of formal, explicit, bureaucratic control systems. On the other hand, organisation with low involvement generally shows an organisation whose employees are detached from their work, ignorant of its importance and its link to the rest of the organisation, reluctant to accept greater responsibility and are tentative about working with people who are not from their immediate circle (Denison et al., 2006) The involvement part of the Denison model has three divisions. 2.5.3a Empowerment According to Denison et al (2006), people have the authority, initiative and aptitude to manage their own work. This produces a sense of ownership and responsibility to the organisation. Greastey, Bryman, Dairity, Prince, Soetanto and King (2005) did an investigation on how empowerment is perceived by employees in a construction firm and discovered that the strict regulations and rules under which construction workers operate, hinder their freedom to impact the work that they do. Additional discoveries suggest that the role of the employees direct supervisor has a strong impact on the diffusion of empowerment. To concur this view, findings of an investigation done by Benko (2001) perceived that if employees were not constrained by rules, regulation and limitations, they were able work more efficiently, promptly and effectively. 2.5.3b Team Orientation Denison et el (2006) postulate that, organisation depends on team effort to get work done as value is placed on working together towards a common goal for which every employee feel jointly responsible. Scott et al (2003) conducted a research on team orientation; they found out that, group association and teamwork have been linked with greater implementation of continuous quality development practice. 2.5.3c Capability Development According to Denison et al (2006), capability development of the organisation is the continuously investment in the development of employees skills to enable the organisation to stay competitive and meet on-going business demands. Managers and employees must learn how they can work well in a market economy, so an organisational culture that place importance on training and capability development of workers is very essential, (Puffer, 1992). Research point out those effective organisations empowers and engages their employees, build their organisation around teams and develop human skill at all levels (Block, 1991; Buckingham Coffman, 1999; Lawler, 1996; Spreitzer, 1995). Fey and Denison (2006) discovered that involvement is the most key dimension of organisational culture for organisation whose primary aim is employees satisfaction. To harmonise this view, research conducted examining organisational culture in a hospital setting found that strong involvement cultures were possible to increase employee participation, increase employee training and development expenditure, and increase use of self-managed work teams (Rondeau and Wagner, 1999). 2.5.4 Adaptability Denison and Mishra (1995) argue that organisation which has a strong adaptability generally experience sales and growth market share. Organisations which have low adaptability score generally have an internal focus and struggle to respond to competitors, customers and employees with new ideas. Low adaptability organisations operate on apathy and their past accomplishment may possibly create barriers for future success. Top managers in these organisations devote their time responding to results of standard operating procedures, controlling the organisation and managing short-term performance, instead of leading change or long-term thinking (Denison et al., 2006). 2.5.4a Creating Change Denison et al (2006) argued that, an organisation is able to create adaptive ways to meet changing needs. It is also able to read the business environment to react quickly to trends and predict future changes. A research conducted by Price (2003) in assessing organisational culture in a manufacturing firm, discovered that most employees showed that they were not rewarded or respected for discovering new and better ways of doing things, and they are not able to quickly adapt, change is met with opposition and the organisation is not taking the initiative. Areas that need improvement were identified in order for the organisation to adapt to the external environment. 2.5.4b Customer Focus Customer focus mirrors the extent to which the organisation is motivated by a concern to satisfy its customers. The organisation recognises and responds to their customers and predicts their future needs (Denison et al., 2006). Price (2003) when assessing the organisational culture of the manufacturing firm reached that most employees felt that they were meeting the needs and expectations of the customers. 2.5.4c. Organisational Learning The organisation obtains, interpret indicators from the environment into opportunities. The opportunities serve as a means to inspire innovation, gain knowledge and develop competences (Denison et al., 2006). Rondeau and Wagner (1999) from the study they conducted reported that strong adaptability cultures emphasis employees innovation, risk-taking, internal flexibility and entrepreneurialism. Also according to Doherty and Hardy (1996) adaptability to the environment is an essential element in ensuring innovative success. Figure 4: Denison organisational culture model Adapted from www.denisonconsulting.com 2.6 ORGANISATIONAL COMMIMENT The idea of organisational commitment has increase in the literature on industrial and organisational psychology (Cohen, 2003). The theory of organisational commitment is a concept different from other concepts such as job satisfaction, job involvement, career salience, occupational commitment, turnover intentions and work group attachment (Cohen, 1993; Mathieu Farr, 1991; Meyer et al.,1993; Morrow McElroy, 1986; Mueller et al; 1992). Apart from being a different concept, organisational commitment adds exclusively to the forecast of important outcome variables such as performance, turnover and withdrawal behaviours (Mathieu and Zajac, 1990; Meyer et al, 1993; Tett and Meyer, 1993). Research has emphasised that commitment has a great impact on the successful performance of an organisation. A highly committed employee in an organisation will identify with the goals, objectives and values of the organisation and will have a strong desire of being associated with the organisation. 2.6.1 Definition of organisational commitment. The concept of organisational commitment was defined by Mowday et al (1982, p.27) as, the relative strength of an individuals identification with and involvement in a particular organisation. OReilly and Chatman (1986, p.493), defined organisational commitment as the psychological attachment felt by the person for the organisation; it will reflect the degree to which the individual internalises or adopts characteristics or perspective of the organisation. Organisational commitment has been defined as a psychological state that binds the individuals to the organisation (Allen and Meyers, 1990, p.14). Mathieu and Zajac, (1990, p.171) also defines organisational commitment as a bond or link between the individual and the organisation. However, Steers (1977) defined organisational commitment as a comparative strength of an employees identification and participation with an organisation. According to Mowday, (1992), commitment consists of three components, it is identification with the goals and values of the organisation, a desire to belong to the organisation and willingness to display effort on organisations behalf. Researchers suggest that commitment impacts behaviour independently of other motives or attitudes and, might lead to the persistence in a course of action even in the face of conflicting motives or attitudes. Thus, commitment can lead individuals to behave in a way that, from the perspective of neutral observers, might seem in contrast to their own self-interest, e.g. a temporary employee who is productive despite having no job security (Meyer and Herscovitch, 2001, p. 301). For the purpose of this research, the definition and components given by Allen and Meyer (1990) will be used. 2.6.2 Models of organisational commitment The research will present literature of various models of organisational commitment. The research will concentrate on the Morrows model, OReilly Chatmans model, Etzionis model, and Allen and Meyer model. These models will be presented to give a framework for organisational culture. The models of organisational commitment are very important to the study as they explore the various perspectives of authors and how they are applied in organisational setting. The study will focus on the Allen and Meyers model of organisational commitment. 2.6.3 OReilly and Chatmans model of commitment The model of commitment by OReilly and Chatman according to Herscovitch and Meyer (2001), was based on the theory that commitment signifies a frame of mind towards an organisation, and that there are different ways through which attitude can be cultivated. OReilly and Chatman (1986) argued that commitment takes three different forms, established on Kelmans work on attitude and behaviour change. The three commitment forms are as follows: Compliance Commitment, which is the instrumental involvement for specific extrinsic rewards. Identification commitment, which involves attachment based on a desired for affiliation with the organisation Internalisation commitment which involves envisaged on congruence between the individual and the organisational values. 2.6.4 Morrows model of commitment Morrow (1983) gives five different forms of organisational commitment. The forms of commitment are divided into two broad categories. The first category looks at commitment that impact work attitude with no association to organisation where one is working. These are Protestant work ethic (Mirels and Garret, 1971), Career commitment (Greenhaus, 1971) and Job commitment. The second category looks at commitment that are impacted by the organisation where one is working, these are continuance and affective organisational commitment (Allen and Meyers, 1993) 2.6.4a Protestant Work ETHIC (PWE) Protestant work ethic (PWE) according to Aaron Cohen (1999), determining factor are felt to be a principally a function of personality and secondarily a function of culture (Morrow, 1983). The character connection is based on the observation that ethical authorization with stable personality and demographic traits. Power work ethical is related to work experience variables or to work outcomes (Morrow, 1983). 2.6.4b Job Commitment Job commitment according to Aaron Cohen is a function of personality or individual difference and the work situation (Morrow, 1993). Thus demographic and work experiences are expected to relate to job involvement (Blau and Boal, 1989). 2.6.4c Career Commitment Blau(1985) suggest that the principal determinants in career commitment are; individual differences and situational characteristics. Therefore, for the demography variables, the same pattern of relationship is expected for career commitment with the job involvement. 2.6.4d Affective Commitment Affective organisational commitment was discovered to be related to a wide variety of literatures. Affective commitment is related to both demographic characteristics and work experience. (Mowday, Porter and Steers, 1982; Morrow, 1993) 2.6.4e Continuance Commitment Continuance commitment, which reflects the recognition of costs associated with leaving the organisation, should be related to anything that increases perceived costs. Direct or indirect investments in the organisation, side bets, represents such costs bets, represents such cost best, and were operationalized mainly by variables like age, education and tenure (Becker, 1960). Morrow (1983) posits that career commitment is linked to continuance and affective commitment to the organisation. Also continuance commitment to the organisation relates to affective commitment, both of these commitment influence job involvement. Morrow further argued that there is a reciprocal between the different levels of commitment. 2.6.5 Etzionis model of commitment The Etzionis model of commitment has three different forms, namely Moral commitment, Calculative commitment and Alternative commitment. 2.6.5a Moral Commitment Moral commitment is classified Etinios (1961) originate from a symbolic compliance structure which can epitomise one of the two affective commitment. Moral commitment is categorised by positive affective attachment and internalisation of organisational goals and values based on an agreement structure that stresses on material or symbolic reward, shared norms and personal dedication (Etzionis 1975; Penley and Gould, 1988) cited in Hornung (2010). Moral commitment is categorised by its identification with organisational goals (Patchen, 1970). Hall (1970) argued that moral commitment can be seen as a kind of organisational identification. To concur this, Wiener (1982) argued by presenting moral commitment as a form of affective organisational attachment commitment. He aligned it with the commitment work of Porter and his colleagues (Porter, Steers, Mowday Boulian, 1974; Steers 1977). Therefore, arguments such as Hall (1970), and Porter (1974) are presently intented to operationalize af fective scopes of commitment, similar to Etzionis (1961) moral involvement. 2.6.5b Calculative commitment The calculative commitment is established on employee getting incentives to their match contributions. According to Etzioni (1996), this type of attachment to the organisation as typical agreement systems based on exchange. It is theoretically embedded in the theory of Barnard (1938) and the theory of March and Simon (1958). Calculative commitment needs not to be decreased to willingness to keep organisational members. It may be seen in a wider terms of contributory attachment. The traditional perception of calculative commitment retention of organisational members may be more closely linked to the affective form of organisational commitment. 2.6.5b Alienative commitment The alienative commitment is characterised by a negative form of attachment in light of being forced to a course of action by environmental pressure, experienced loss of control and lack of alternative (Hornung, 2010). According to Etzioni (1975), alienative commitment is emblematic of a prison which a force compliance system is prevalent. Alienative commitment can be regarded as a foundation for organisational commitment if one thinks of organisational members commitment to the organisation as a result of lack of control over the internal organisational environment and recognised absence of substitutes for organisational commitment (Etzioni, 1961) The word alienation was acquired from Karl Max who gave alienation its classic meaning, a lack of control. To the alienative committed employee, rewards and punishment may be seen accidental instead of lack of alternatives for organisational commitment (Etzioni, 1961). The worker may see the random 2.6.6 Allen and Meyers model of commitment However, Allen and Meyer (1991) also give three forms of organisational commitment has made the biggest contribution to organisational commitment literature. Their three models will be chosen because it has gone through a wide empirical evaluation to date. Allen and Meyers argued the belief that commitment binds people to an organisation, thus decrease the probability of turnover. The main alteration is in the mind-sets assumed to categorise the commitment. These reproduced the three different types of commitment: 2.6.6a Affective Commitment Affective Commitment is the employee emotional attachment and identification to the organisation. Affective commitment is also the individuals emotional connection to, acknowledgment with and partaking in the organisation, (Allen and Meyer, 1997). Employees who are affectively committed to the organisation will possibly continue working for it for the reason that they want to (Allen and Meyer, 1991). Employees who are dedicated at an emotional l

Colonialism and Imperialism in Conrads Heart of Darkness Essay

Imperialism Exposed in Conrad's Heart of Darkness      Ã‚   Joseph Conrad's 'Heart of Darkness' is a novel about European imperialism and its far-reaching effects. Conrad relates his personal opinions through the protagonist, Marlow, who learns a great deal about imperialism while on a journey to the African Congo. Although 'Heart of Darkness' seems to be an anti-imperialistic work, this is not entirely true. Conrad condemns the overly idealistic nature of imperialism, but does not attack Britain's competent employment of it.    "Heart of Darkness" opens with a discussion between Marlow and his friends concerning the idealistic imperialism of conquerors, especially English, who were "bearers of a spark from the sacred fire"-the fire of civilization (1428). Marlow himself had "tingled with enthusiasm" at the thought of imperialism, as his friends do during their recollection of the past, but this is all before his experience in the Congo, where he uncovers the crudeness of the Belgians. Marlow believes that imperialism is not always "a pretty thing," but if the conquest of land is approached in ... ...al, 1988. Edward W. Said, The World, the Text, and the Critic. (Cambridge, Massachusetts: Harvard University Press, 1983) 13. Hillman, James. "Notes on White Supremacy: Essaying an Archetypal Account of Historical Events," Spring (1986): 29-57. McLynn, Frank. Hearts of Darkness: The European Exploration of Africa. New York: Carol & Gey, 1992. Meyers, Jeffrey.   Joseph Conrad.   New York:   Charles Scribner's Sons, 1991. Patrick Brantlinger, "Heart of Darkness: Anti-Imperialism, Racism, or Impressionism?" Criticism (Fall, 1985) 364.    Colonialism and Imperialism in Conrad's Heart of Darkness Essay Imperialism Exposed in Conrad's Heart of Darkness      Ã‚   Joseph Conrad's 'Heart of Darkness' is a novel about European imperialism and its far-reaching effects. Conrad relates his personal opinions through the protagonist, Marlow, who learns a great deal about imperialism while on a journey to the African Congo. Although 'Heart of Darkness' seems to be an anti-imperialistic work, this is not entirely true. Conrad condemns the overly idealistic nature of imperialism, but does not attack Britain's competent employment of it.    "Heart of Darkness" opens with a discussion between Marlow and his friends concerning the idealistic imperialism of conquerors, especially English, who were "bearers of a spark from the sacred fire"-the fire of civilization (1428). Marlow himself had "tingled with enthusiasm" at the thought of imperialism, as his friends do during their recollection of the past, but this is all before his experience in the Congo, where he uncovers the crudeness of the Belgians. Marlow believes that imperialism is not always "a pretty thing," but if the conquest of land is approached in ... ...al, 1988. Edward W. Said, The World, the Text, and the Critic. (Cambridge, Massachusetts: Harvard University Press, 1983) 13. Hillman, James. "Notes on White Supremacy: Essaying an Archetypal Account of Historical Events," Spring (1986): 29-57. McLynn, Frank. Hearts of Darkness: The European Exploration of Africa. New York: Carol & Gey, 1992. Meyers, Jeffrey.   Joseph Conrad.   New York:   Charles Scribner's Sons, 1991. Patrick Brantlinger, "Heart of Darkness: Anti-Imperialism, Racism, or Impressionism?" Criticism (Fall, 1985) 364.   

Hamlet: Context of the Original Version Essay

Shakespeare uses words in his plays that are often confusing to modern readers. His wordplays, however, are what make his works worth reading. That is why there are available resources that attempt to explain at least some of the context of Shakespeare’s words in his plays. One of these resources is a website that offers a translation of the original work into the modern language. The service is called No Fear Shakespeare. The translations, however, does not provide the experience that is brought to the audience that using Shakespeare’s words does. One of the plays that No Fear Shakespeare translates into the modern version is Hamlet. We shall examine and compare how the original version differs in context and complexity from the modern version using Act III scene 4. This is where Hamlet met Gertrude in her room and had killed Polonius. First, we examine that Shakespeare’s words, while may be used in its literal sense, is also used to refer to something else. In fact, the English language is full of connotations and metaphorical usage that it is often easy to undermine the context of Shakespeare’s words by modern readers. Hamlet and Gertrude’s exchange of words in the beginning of the scene, for example, use words that, when translated into modern version, lose their symbolic meaning. The word â€Å"offended† was translated into the word â€Å"insulted† which is not as effective or powerful in use as the original term. â€Å"Idle tongue† was translated simply into â€Å"foolish† and â€Å"wicked tongue† simply into â€Å"evil. † â€Å"Tongue† in the original context is used to refer to the characters’ manner of speaking. Thus, an â€Å"idle tongue† means that Hamlet was speaking without meaning, purpose or basis and â€Å"wicked tongue† while may mean to be literally evil, may also refer to something with mischief. One must remember that Hamlet is very critical about those around him, treating the other characters with suspicion. He knew that there are those who contrive against him and his mother does not escape his doubts. Thus, Hamlet’s use of â€Å"wicked† is more closely applicable to â€Å"mischief† than to â€Å"evil. † Fact is the term â€Å"question† may actually mean â€Å"doubt† in the original context. It is important to note that while the translations closely resemble the meaning of the original, it loses the power of the original. Hamlet also referred to Polonius, although he was unaware that it was Polonius who was behind the tapestry, as a â€Å"rat. † One might be easily led in the modern translation that Hamlet simply means to regard the person literally as a rat which justifies killing it. Those aware of the English language know that the term rat could refer to someone who is despicable, or an informer of sort, a spy perhaps. This meaning is reinforced when Hamlet regarded Polonius as an â€Å"intruding fool† later on. Hamlet also regarded Polonius as â€Å"wretched† and was translated into simply â€Å"low-life,† which hardly compares to the power of the original term that means someone who is in a very unhappy or unfortunate state. The term is also used to express anger, hatred or annoyance. Gertrude’s expression confronting Hamlet stating that he dared to â€Å"wag thy tongue in a noise so rude† was simply translated to â€Å"talk to me so rudely.† One could immediately see the richness of the original passage as compared to the translation. While the meaning of the phrase was preserved, the power and drama of the original was not. The use of figurative speech was also disregarded in the modern translation. For example, when Hamlet cried â€Å"Rebellious hell,† the apostrophe was omitted from the modern translation. The lines were translated not as if Hamlet was calling out to hell, hence, does not retain the richness and complexity of the original. It must be noted that the use of figurative speech makes a literary work an art, and the failure of the translated version to maintain its use in the original passage is a failure to meet the excellence exemplified by the original. The problem that exists in the modern translation of Shakespeare’s plays lies in the context of the meaning of the words, the mystery of its use, and the application of figurative speech. Shakespeare’s words are often richer in context and complex in meaning that it is also the reason of the difficulty to understand some concepts and messages in the play. The meaning, context and complexity of the words as used in the original version disappear when translated into the modern version. Modern versions of the text are usually taken in its literal sense, thus, the author’s real purpose in using the words disappear. Furthermore, the art of using words by applying figurative speech was not preserved in the modern version. Modern translations of the text, while easier to understand, fail to meet the complexities of Shakespeare’s words and come short in the richness of its context.

Dépendre - French Verb Conjugations