Araby Essay Example | Topics and Well Written Essays - 500 words

Araby - Essay Example The concepts of trauma and memory play a central role for development of many popular psychoanalytic ideas. According to Freud, many childhood experiences in early family life can subsequently produce repercussions in adult life. They can also play a significant role in structuring a road-map for the future. All psychoanalytic models are used to explain human behaviour of different kinds. They help to understand why people, though same on the surface, tend to act in different ways practically. Psychoanalytic perspective helps to understand the young boy in Araby. Through the lens of psychoanalysis, we can scrutinize the state of mind of that boy who is also the narrator. He, as a child, is surrounded by such events which deeply influence him in deciding to attend the bazaar which marks the end of his adolescence. He is frustrated by the mundane details of everyday life and wants to seek escape. Attending the bazaar to buy a gift for the girl he likes is his way of escape from his mundane life. He does not like the loneliness which envelops him. Psychoanalysts stress that social environment and relationships can have good and bad influences. Social relationships influence personality development not only in childhood, but throughout life (Cherry, 2014). Now, Dublin’s social environment, which is heavily influenced by the Catholic Church, sees desire as immoral. This is why the young boy in Araby is filled with shame at the end of the story when his pursuit of desire and love turns out to be fruitless. This suggests that external factors are often responsible for the dark and acutely distressing loneliness which resides inside people. Melanie Klein is another renowned psychoanalyst who is often credited with the concept of inner representations. She claimed that behavioural development is essentially dependent on â€Å"the relationships between young child and the objects in its environment† (Bell, 2011). If we

Analysis Of Indira Gandhis Leadership Style Politics Essay

Analysis Of Indira Gandhis Leadership Style Politics Essay Indira Gandhi-one of the first female prime ministers in the world (preceded only by Sirimavo Bandaranaike who became prime minister of Sri Lanka in 1960), as well as the longest serving prime minister of India, the most populous democracy in the world-was an ideal candidate for this assignment. An exceedingly complex individual, Indira Gandhi was frequently perceived as a shy, aloof young woman. And yet her behavior as Prime Minister was engaged and aggressive, climaxing in her declaration of a State of Emergency in 1975. Born into Indias most prominent political family in 1917, Indira Nehru was immersed in politics from an early age. Stepping into the void left by her mothers untimely death in 1936, as a young woman she became her fathers hostess, a role that expanded into confidant and advisor over the ensuing years. After her fathers death in 1964, she accepted a minor portfolio in the Shastri government. Lal Bahadur Shastris subsequent death, two years later, made her the compromise choice of the ruling Congress Party hierarchy for the post of the prime minister, since she was thought to harbour no political ambitions of her own. Over the next 11 years, she proved to be a formidable political leader, consolidating her control over the party and the country, winning the 1971 war with Pakistan that saw the creation of Bangladesh, and declaring a State of Emergency in 1975. This latter action, a culmination of bitter relations with the opposition, led to her political defeat in the 1977 elections. Out of power for the next three years, she returned triumphantly in 1980, and ruled India with an increased determination to maintain herself in office. Not above manipulating communal grievances to stay in power, ironically she, herself, eventually fell victim of one of these crises. In 1984, she was assassinated by her own bodyguards, members of the Sikh community, thus ending a remarkable political career. Leadership Style: A New Synthesis While every scholar seems to have his or her own definition of leadership style, the underlying concepts appear to be similar-how the leader carries out the responsibilities of his or her office; more specifically, the leaders work habits, and how they relate to those around them. After reviewing various studies of presidential leadership style Hermann and Preston (1994) distilled five common leadership style variables involvement in the policymaking process, willingness to tolerate conflict, motivation for leading, and preferred strategies for resolving conflict. Kaarbo (1997, pp. 561-563) adopted and modified these five variables and added two variables from the literature on organizational leadership style-relations with members of the cabinet and task orientation. This study adapted five of the variables (motivation for leading, task orien- tation, cabinet management strategy, information management strategy, and rela- tions with the party) developed by Hermann and Preston (1980) and Kaarbo (1997, pp. 561-563), and added another five variables that examine the prime ministers relations with personnel, opposition parties, the media, and the public, and his/her investment in job performance. These have been grouped into three spheres of activity: first, the leader and his/her motivation, task orientation, and investment in job performance; second, the leader and the executive-cabinet and information management strategies; and third, the leader and relations with other personnel, caucus, the party, the opposition, and the media. Leadership Style of Indira Gandhi This section examines the empirical evidence of Gandhis leadership style: motivation for leading; task orientation; investment in job performance; management style, both with the cabinet and in the realm of information gathering; and her interpersonal relations with her associates, the caucus, the extra-parliamentary party, the opposition, the media, and the public. Results showed that she was motivated primarily by pragmatism and power, focusing on goals rather than process. With her cabinet, she functioned largely as an advocate for her goals and preferred to rely on independent sources of information. In her dealings with personnel, the party caucus, the extra-parliamentary party organization and the opposition parties, she was largely demanding, domineering, competitive, controlling, and oppositional. She was capable of being both accessible and friendly to the media as well as being hostile and closed, depending on the time period. It was only with the public that Indira demonst rated a consistent pattern or openness and warmth. Motivation The first leadership style variable centers around the question of a prime ministers motivation for leading. A survey of the literature has suggested that a variety of needs and incentives induce individuals to assume leadership positions in politics (see Kaarbo Hermann, 1998, pp. 251-252). The leader may be motivated by pragmatism (a belief in an obligation to the party to shape government policies along incremental lines); by personal validation (the wish to be popular and to be accepted); by an ideological agenda (a coherent system of political beliefs that shapes government policy); or a desire for power (dominance and control). In the area of motivation, it can be observed that notwithstanding a brief flirtation with socialism, Indira Gandhi was a decidedly non-ideological leader. Investment in Job Performance The amount of energy and time that a prime minister brings to the office is another variable of leadership style (Barber, 1972/1992). It demonstrates whether the leader places limits on the extent of the commitment to the office or whether there is a tireless outpouring of energy. Prime ministers may be interested primarily in the process of government, the building of concurrence, and the development of good relations among the members of cabinet, or they may be more goal oriented, focusing on specific ends and their implementation. Indira Gandhi was heavily involved in her role as Prime Minister. Politics took over her life as she travelled extensively crisscrossing India with extraordinary energy (Gupte, 1992, p. 331). A 16-hour or longer working day was the norm with very little time for family, friends, or relaxation (Frank, 2001, p. 355). Task Orientation The way in which the prime minister organizes the composition of and manages the decision-making process within the cabinet is another facet of leadership style. How are policy dilemmas resolved? To what extent is there involvement in the policy process? Who becomes part of the locus of decision making is also something the prime minister decides. In these activities, the prime ministers style may run the gamut from being largely uninvolved, to a consensus builder, to an arbitrator, and finally, to a strong advocate The empirical evidence indicates that Indira Gandhi was overwhelmingly concerned about task implementation and little concerned with the issue of building concurrence among her cabinet. Rather, she treated many of her cabinet colleagues as potential challengers, and if any grew too powerful, she saw to it that their powers were curbed, even if it meant dismissing capable individuals. Cabinet Management Although information in a cabinet setting is usually channelled through the various ministries, prime ministers will differ as to how they choose to review such information and how they relate to their close advisers. The same, of course, is true for presidents in a presidential system (George, 1980, 1988; George George, 1998; Hermann, 1978, 1987; Hermann Preston, 1995; Kaarbo, 1997). They may want all the facts about the problem or situation and do the interpretation themselves, or they may only be interested in seeing summaries and policy options. Of interest here is how much input the prime minister wants into the way problems and issues are framed and get onto the agenda. Strategy Indira Gandhis dealings with her cabinet demonstrated overwhelmingly that her preferred role was to act as an advocate, rather than a consensus builder, or arbitrator between various government ministers. But advocacy only partly captures the extent to which she dominated her colleagues; she dismissed those who might have challenged her and placed her favourites in senior government posts. Her advocacy was, in fact, an authoritative, peremptory exercise of power. Information Management Strategy In managing the flow of information that comes to the office, does the prime minister use a system of individuals to filter information and minimize direct involvement, or is close scrutiny more likely? Closely related is the question on which the prime minister relies for information. Does the prime minister prefer to receive policy relevant data from his cabinet and senior civil servants, or is there a reliance on other sources? As part of her overall activist stance as Prime Minister, Indira Gandhi demonstrated a high degree of involvement in the management of information, prefer- ring to search out what she wanted to know, rather than waiting for it to be presented to her. Relations with Personnel The final cluster of leadership style variables focuses on the prime ministers interpersonal relations with those with whom he/she works, i.e., state-level., governmental officials, members of the judiciary, etc., with his or her own party, with the opposition, the media, and the public. The prime minister interacts with a number of individuals on a daily basis. The extent of the involvement may be high or low; stylistically it may encompass patterns ranging from solicitous, to polite, attention seeking, demanding, and even exploitative. With both the caucus and the extra-parliamentary party organization, the prime minister may behave cooperatively or be competitive or combative and overbearing. Since conflict is a very pervasive element in cabinet life, especially in highly factional single party cabinets and in coalition cabinets (see t Hart, 1994), the management of party relations by a prime minister is extremely important. Indira Gandhis dealings with her aides, advisers, and members of other branches of government were coded for the degree of involvement and the type of behavior exhibited. Relations with other stakeholders Analysts have also focused on how the leader carries out or implements decisions, the way in which the leader mobilizes, orchestrates, and consolidates support for his or her policy decisions (Renshon, 1996a, 1996b). Does the prime minister attempt to sell policies by going beyond the party and parliament to appeal to the public at large? Does he or she try to educate or manipulate the public? Or does the leader display little direct engagement with the public, preferring government officials to articulate and defend government policy? Those prime ministers who focus on policy achievements are more likely to use the office of the prime minister as a bully pulpit, while those who stress the policy process will be less inclined to try to generate additional support among the attendant public. I . Party Caucus and Extra-Parliamentary Party Organization Indira Gandhis relationship with the party caucus-and more particularly her cabinet colleagues-was overwhelmingly contentious from 1966 until 1970. From 1970 on, as power shifted from the Cabinet to the Prime Ministers Secretariat, her relations with the party caucus became manipulative/exploitative. Later, power would shift even more to the Prime Ministers house next door (Frank, 2001, p. 354). The party caucus and the cabinet increasingly assumed a rubber stamp function and the cabinet no longer operated as a center of policy making. Indiras relations with the party organization largely mirrored those with the party caucus. Given the nature of her competitive and controlling relationships with both her caucus and the Congress party organization, it is hardly surprising that Gandhi would manifest the same type of behavior with the various opposition parties. Born into Indias most prominent political family in 1917, Indira Nehru was immersed in politics from an early age. Stepping into the void left by her mothers untimely death in 1936, as a young woman she became her fathers hostess, a role that expanded into confidant and advisor over the ensuing years. After her fathers death in 1964, she accepted a minor portfolio in the Shastri government. Lal Bahadur Shastris subsequent death, two years later, made her the compromise choice of the ruling Congress Party hierarchy for the post of the prime minister, since she was thought to harbour no political ambitions of her own. Over the next 11 years, she proved to be a formidable political leader, consolidating her control over the party and the country, winning the 1971 war with Pakistan that saw the creation of Bangladesh, and declaring a State of Emergency in 1975. This latter action, a culmination of bitter relations with the opposition, led to her political defeat in the 1977 elections. Out of power for the next three years, she returned triumphantly in 1980, and ruled India with an increased determination to maintain herself in office. Not above manipulating communal grievances to stay in power, ironically she, herself, eventually fell victim of one of these crises. In 1984, she was assassinated by her own bodyguards, members of the Sikh community, thus ending a remarkable political career. Born into Indias most prominent political family in 1917, Indira Nehru was immersed in politics from an early age. Stepping into the void left by her mothers untimely death in 1936, as a young woman she became her fathers hostess, a role that expanded into confidant and advisor over the ensuing years. After her fathers death in 1964, she accepted a minor portfolio in the Shastri government. Lal Bahadur Shastris subsequent death, two years later, made her the compromise choice of the ruling Congress Party hierarchy for the post of the prime minister, since she was thought to harbour no political ambitions of her own. Over the next 11 years, she proved to be a formidable political leader, consolidating her control over the party and the country, winning the 1971 war with Pakistan that saw the creation of Bangladesh, and declaring a State of Emergency in 1975. This latter action, a culmination of bitter relations with the opposition, led to her political defeat in the 1977 elections. Out of power for the next three years, she returned triumphantly in 1980, and ruled India with an increased determination to maintain herself in office. Not above manipulating communal grievances to stay in power, ironically she, herself, eventually fell victim of one of these crises. In 1984, she was assassinated by her own bodyguards, members of the Sikh community, thus ending a remarkable political career. II. Media and Public Lastly, in relations with the media, the prime minister may be accessible and informative or inaccessible and hostile. Prime ministers who emphasize the implementation of significant policy changes are more likely to generate greater opposition, which in turn will be reflected in some parts of the media, than those who are more concerned with maintaining the political process with incremental changes. In the face of hostility on the part of the media, the Prime Minister is more likely to become less accessible and more hostile. Gandhis relations with the media vacillated between being accessible, informative, and friendly to being uninformative, inaccessible, and unfriendly after the imposition of Emergency Rule in 1975. However, in her relations with the public, Indira Gandhis leadership style was extremely open. The Indian crowds seemed to energize her, and she felt a special bond with the Indian masses who loved the combination of her aristocratic background and her simple down-to-earth manner. Over the next 11 years, she proved to be a formidable political leader, consolidating her control over the party and the country, winning the 1971 war with Pakistan that saw the creation of Bangladesh, and declaring a State of Emergency in 1975. This latter action, a culmination of bitter relations with the opposition, led to her political defeat in the 1977 elections. Out of power for the next three years, she returned triumphantly in 1980, and ruled India with an increased determination to maintain herself in office. Not above manipulating communal grievances to stay in power, ironically she, herself, eventually fell victim of one of these crises. In 1984, she was assassinated by her own bodyguards, members of the Sikh community, thus ending a remarkable political career. Conclusion Analysis shows Indira Gandhi as strongly goal-oriented, tireless in the exercise of her job, an advocate within her cabinet with a preference for receiving information from independent sources. As well, the type of involvement she exhibited with associates, the caucus, the party organization, and the opposition, which was largely competitive and controlling, also fitted expectations for the Ambitious, Controlling, and Contentious leader. Indira Gandhis leadership behavior in the selected categories revealed that her leadership style patterns strongly indicate toward her Ambitious, Dominant, and Contentious personality as well as Reticent, Retiring, and Aggrieved personality patterns. Although, Indira Gandhi demonstrated some Reticent personality traits when she assumed the office of the Prime Minister, the demands of the job and the initial hostility she encountered from the Congress elites-the Syndicate-seem to have galvanized the Ambitious, Dominant, and Contentious dimensions of her personality into action. Compensatory narcissism allowed Indira to appeal over the heads of the Syndicate and establish a strongly personal and very effective relationship with the masses that bolstered her self-esteem and fueled this aspect of her personality.

Environmental Destruction: A Philosophical-Anthropological Perspective

Environmental Destruction: A Philosophical-Anthropological Perspective It is no secret anylonger that the ecological crisis puts mankind as a whole to an existential test which have to be solved in practice and in theory. So, by this the vast amount of literature can be explained which consequently led to the emergence of an own "genre" — the so called "ecoliterature" which herself is really dissonant and ambigious. In the meantime — besides other sources — almost all sciences take part in such kind of discussions what obviously can be traced back to the fact that the ecological crisis is such a substantial phenomena which leads therefore to numerous perceptions and different point of views. Considering philosophy — for some the "royal discipline" per se — we can claim that she has forcefully regarded the ecological problems as a challenge in the last decade. But, she has owed her resources first and foremost to ethical considerations. Because of this an ecological ethics has — admittedly not undisputed — developed as a new special ethics. Besides this and apart from an aesthetics of nature as well as from a philosophy of nature different sections of philosophy acting in a much more restraint and careful way. Neither the social philosophy nor the one of history or metaphysics — only to name a few — have seriously engaged in the ecology although it is evident that they are really needed as competent participants. Generally, each section can participate on environmental dialogues. The current role of philosophical anthropology The outlined moderate discussions about ecological and environmental problems can also be observed within the philosophical anthropology which is — according to my opinion — not tenable. One... ...ces JONAS, H.: Das Prinzip Verantwortung. Versuch einer Ethik fà ¼r die technologische Zivilisation. Frankfurt a.M. 1979. LENK, H.: Wie philosophisch ist die Philosophische Anthropologie? Methodologische Bewertung zu den anthropologischen Grundlagen der Sozialwissenschaften. In: FREY, C. / ZELGER, J. (Hrsg.): Der Mensch und die Wissenschaft vom Menschen. Bd. 1. Innsbruck 1983, 145 ff. MAQUARD, O.: Homo Compensator. Zur anthropologischen Karriere eines metaphysischen Begriffs. In: FREY, C. / ZELGER, J. (Hrsg.): Der Mensch und die Wissenschaft vom Menschen. Bd. 1. Innsbruck 1983, 63 ff. MEINBERG, E.: Das Menschenbild der MEINBERG, E.: Homo Oecologicus. Das neue Menschenbild im Zeichen der à ¶kologischen Krise. Darmstadt 1995. PLESSNER, H.: Gesammelte Schriften. Frankfurt a.M. 1985. SCHELER, M.: Die Stellung des Menschen im Kosmos. Bern, Mà ¼nchen 1966.

Kfc Pizzahut Supply Chain

KFC/Pizza Hut makes efficiency gains with Zap Business Intelligence Businesses become more agile, responsive and performance-focused Situation There are over 120 KFC and Pizza Hut outlets in Singapore, employing about 5,000 staff. Both brands also offer Singapore-wide delivery services. In the face of rapid business growth, KFC/Pizza Hut found that their business intelligence (BI) system was unable to cope. It fared badly when meeting corporate reporting requirements, benchmarking store performance, and reducing the time and costs spent on day-to-day reporting across multiple business systems. We faced daily challenges in producing timely reports and complex analysis across our many restaurants and product lines to make informed decisions,† said Mr Tan Teng Sern, System Analyst with KFC/ Pizza Hut in Singapore. For example, day-to-day operational reporting is required to calculate the pay to daily-rated workers like delivery staff. Using the old BI system, it could take restaur ant managers hours at the end of each day to tally the number of deliveries that each rider had made, resulting in restaurant managers working overtime, and riders waiting for their payment.The system was also difficult to use and rigid in design. Work which could take up to a few days every month also went into generating reports to meet corporate requirements. The problem in generating timely reports also hindered KFC/ Pizza Hut’s ability to respond quickly to changes in the business environment. What they needed was a solution that would let them set different objectives for different departments, and monitor each department’s performance. Case Study Name: KFC & Pizza Hut Overview: KFC and Pizza Hut are major players in the local food and beverage market.Since establishing the first KFC outlet in Singapore in 1977, the chain has grown to over 120 outlets employing about 5,000 staff. KFC/Pizza Hut faced difficulties when meeting corporate reporting requirements, benc hmarking store performance, and reducing the time and costs spent on reporting across multiple business systems. Products Used: Zap Business Intelligence â€Å"Improving reporting and analysis across our restaurants and head offices offers considerable gains in efficiency and will enable our businesses to become more agile, responsive and performance-focused. Mr Tan Teng Sern System Analyst KFC/Pizza Hut Solution KFC/Pizza Hut embarked on a search for an affordable, high-performance and easy to maintain business intelligence and data warehousing solution. â€Å"We could not afford to have a data warehouse project that would take months or years to implement,† said Mr Tan. â€Å"With the scale of hundreds of users, it would have been very costly for us to adopt most of the available solutions in the market. † These requirements led KFC/Pizza Hut to Zap and its solution, Zap Business Intelligence. We chose Zap Business Intelligence because it offers powerful functionali ty and proven scalability, and yet is easy to install, maintain, and use,† said Mr Tan. The deployment aced its test with KFC/Pizza Hut when Zap was rolled out in the production environment. Here, users wanted to incorporate other data sources to complete the corporate data warehouse, including Pointof-Sale, Marketing, HR/Payroll, and Supply Chain Management. â€Å"With Zap’s help, we built the data warehouse, OLAP cubes and business analytics content for the delivery service business in 10 days.After two months of parallel run and testing, we went live with the Zap Business Intelligence in September 2009,† said Mr Tan. The Zap solution supports close to 400 users, including restaurant managers, operations managers, and back office directors. It brings together key BI capabilities including dashboards, analysis, reporting, KPIs and scorecards, all in a user-friendly web portal. â€Å"We chose Zap Business Intelligence because it offers powerful functionality and proven scalability, and yet is easy to install, maintain, and use,† Mr Tan Teng Sern System Analyst KFC/Pizza HutBenefits Zap’s Business Intelligence has resulted in many significant benefits for KFC/Pizza Hut. â€Å"Improving reporting and analysis across our restaurants and head offices offers considerable gains in efficiency and will enable our businesses to become more agile, responsive and performance-focused,† said Mr Tan. The BI system contributes to greater business agility in several ways: 1) Optimizing marketing spend: The system allows KFC/Pizza Hut to evaluate the effectiveness of marketing campaigns, enabling immediate adjustment of these campaigns to target them more effectively. ) Enabling strategic restaurant planning: By analyzing sales and demand, KFC/Pizza Hut can conduct more effective strategic planning to open the right restaurant at the right location at the right time. 3) Enhancing customer service: The system analyzes delivery punctualit y, and correlates it with parameters such as restaurant and rider, allowing management to make decisions to fine-tune operations, and improve customer service. 4) Improving sales: The analysis of point-of-sale data enables KFC/Pizza Hut to measure the effectiveness of their package deals in order to improve sales.Cost savings Mr Tan estimated that KFC/Pizza Hut will gain a return on investment from Zap Business Intelligence within 12 months, particularly in reducing the amount of staff time spent on daily reporting. The Zap solution has resulted in cost savings in several areas, including improving labor efficiency. With Zap, the time taken for restaurant managers to check reports has been reduced from 30 minutes to about five minutes, and while operation managers and administrators used to spend about an hour a day retrieving reports, this can now be done almost instantly.This has resulted in significant labor cost savings. Another cost saving measure has been reducing the reliance on IT. â€Å"Improving reporting and analysis across our restaurants and head offices offers considerable gains in efficiency and will enable our businesses to become more agile, responsive and performance-focused,† Mr Tan Teng Sern System Analyst KFC/Pizza Hut www. zaptechnology. com  © 2010 Zap Technology – v0510

Commedia Del’Arte †Character Analysis Essay

PANTALONE: Pantalone is of top pecking order. He is wealthy and controls the finance in the character world of commedia, therefore his orders are usually obeyed by all. He is the father of Isabella. He wears dark colours of black, grey and red; dynamic Pantaloons, tight-fitting long red trousers or red breeches and stockings, a short tight-fitting jacket, a loose long black cloak with plain sleeves, red-woollen skull-cap and yellow turkish slippers. He is lean and scrawny and often short in stature. He wears a mask with a long, hooked nose with bushy eyebrows, sometimes also a moustache. Pointed beard just forward as if to meet the nose coming down, thus giving a very dynamic profile. His signature props are a gold chain hung around his neck with a large medallion as well as a dagger and a money pouch. He also carried a ubiquitous handkerchief and used a walking cane. His back bends giving him a hunched old man’s stoop, which protected his purse and effectively restricted the motion of his legs. His feet are together, toes apart, knees well bent and facing apart creating a focus on his crutch. His legs are also much more muscled with the possibility of sustaining extreme forward positions of the torso or making large strides. Bullying, aggressively and mean-minded, Pantalone, a pauper who had squandered his dignity along with his cash. He’s always on the prowl and he could be termed a Beelzebub of sex. Any woman who happens to cross his path becomes at once an object of winks, leers and nudges†¦ he parades up and down in a series of showily self-important struts, trips, trots and sudden halts. His walk is small and slow and he can only walk at one pace; whatever his feet do his legs cannot go any faster, whatever the motive or stimulus. He’s  old in body, but his head, feet and hands are still active. The hands (which he can’t keep to himself) flutter continuously, gesticulating each thought as it comes into his head. The only way he can stop this is to hold them behind his back, underneath his cloak. His voice is similar to a high pitched squawk that continuously breaks. It’s cold and prudish and demanding. Pantalone gives voice to the darker side of the male consciousness, a secret hero to the unenlightened males in the audience. He is mean to his servants, narrow-mindedly proscriptive to his children, fawning to Il’ Dottore, scheming with Il’ Capitano, lecherous with Colombina and indulgent to himself. He is too self-interested to be aware of spectators, therefore takes no notice of them. Pantalone operates on the assumption that everything can be bought and sold, and this turns out to be true, with the exception of loyalty (and love). But he also loves money for its own sake and will therefore only part with it when there is no other option. He always wants to marry his daughter to a wealthy man – and avoid giving her a dowry. When things do not go his way he quickly slips into emotional extremes, particularly enraged petty tyranny. He has a long memory and never forgets or forgives the slightest past transgression. Pantalone is action, not words. IL CAPITANO: Il’Capitano is a loner. He is never indigenous to the town where the scenario is set and is able to pretend to high status as a result. His downfall to the level of actual social standing is an essential part of the denouement. Being a ‘Capitan’ he wore a feathered helmet or hat, huge boots and exaggerated garters. His clothes were sometimes diagonally striped or slashed, but whatever the style, close scrutiny reveals the truth: Magnificent in words, but his purse is always empty and under his beautifully richly damascened cuirass he wears but a frayed and tattered leather jerkin. Il Capitano himself, however, always claims that his  tattered undergarments are caused by the amazing virility of his body hair bursting through whenever he gets angry. Il Capitano appears large, whether physically or egotistically, he is a large presence on stage. He try’s to attract attention from women and intimidate men. He wears a mask with a great menacing nose and  fierce, bristling moustaches, which seemed like veritable iron spikes defending the entrance to a citadel only too ready to capitulate. The mask, in its general aspect, was intended to emphasize the contrast between a brave appearance and a craven nature. His signature prop is a long sword that he never actually uses for fighting. His feet are planted apart in order to occupy maximum space, his chest is pushed forward and his back is always straight and tall standing with his hips wide. His walk is a long stride where the heels of his boots come down first, then the foot rolls onto the ball, then he steps again off the ball of his foot giving him rise and bounce in his step so his head can be among the clouds. However, his actual steps are small (he is in no hurry to get to war, but wants to do so with maximum effect). When he hears a frightening noise he drops everything, but only succeeds in running on the spot, head thrown back, arms in the air, kicking his feet forward and howling piteously. When he hears a wolf (or small dog) he shrinks little by little until he has made himself unnoticeable as possible, then scurries away in a crouch. When fleeing from a mouse he adopts a kind of leaping promenade walk in order to prevent it running up his legs. When scared witless he occasionally runs to be seen, to show off his legs. He often stands at attention or with his hand on his sword, nose in the air and his chest puffed out. When he’s not pretending to be brave he is cowering with fear. His movements are slow, deliberate and mechanical with his gestures being extravagant and sustained. His speech is loud and proud turning to a squeak when frightened. He was originally employed by Pantalone to do his dirty work for him. They worked  well together as lechers with financial aspirations: Il’Capitano to get rich, Pantalone to remain so. Pantalone would often congratulate Il Capitano on his efforts, and then betray him to others. He is almost used as a prop by all the other characters. The whole world is an audience. He stops whenever he sees the actual audience and makes a salutation so that he can be admired. Initially his magnificence may take in the other characters, but never the audience: something in his very first entrance (a trip for example) should give him away. IL DOTTORE: Il Dottore is the head of another family and is often the father of a lover, usually Lelio. He is the equivalent of Pantalone who thinks he has brains. He wears a black academic dress satirising Bolognese scholars, a long jacket with black coat over-reaching to his heels, black shoes, stockings and breeches, and black skull-cap. His appearance is grand: his huge size comes directly from Carnival and contrasts with Pantalone. His mask covers the nose and forehead and sometimes the cheeks, which are red as he is apparently fond of the bottle. His signature props include a book and a white handkerchief. He would stand with his weight back on his heels, belly forward and his hands gesturing in front. He walks peripatetically in figures of eight, using tiny, mincing steps. His walking posture descends while he thinks (out loud, of course) and rises up again on the solution of the problem. When posing, he leans forward with a hand on his face, usually tapping his forehead or stroking his beard in a pensive manner. When posing behind another performer, he sometimes does something malicious such as preparing to knock them out with a mallet. His movements are relatively static in front of the audience. He needs all  the space to himself and gains it by gesturing out from the body as if sowing a seed. He ‘parps’ like a trombone when speaking and pronounces â€Å"S† as â€Å"Sh†. He is a neighbour and friend or rival of Pantalone (either way, the two are inseparable), and since he is a natural parasite, sees the advantage of being patronized by him. To acknowledge or talk to the audience he needs a context in order to make a direct address – the giving of a lecture for example. He gives the other characters a break from physical exertion by his prolixity – sometimes to the point where he has to be carried off by them, still talking. For this reason he stays a relatively long time onstage. A survivor, not a target figure like Pantalone. He is essentially belly, not intellect and is extremely vocal. Il’Dottore is inclined, like Pantalone, to be stingy, but in his case it is because he doesn’t have any money. The doctor is an eternal gasbag; he cannot open his mouth without spitting out a Latin phrase or quotation. He believes someone suffers from an ailment, which they obviously do not, and offers to cure them. He spontaneously diagnoses performers on stage, tries to enlist assistance to help him perform experimental surgeries on himself and others, as well as performs random experiments in the name of science and medicine.

obsessive compulsive behaviour essays

obsessive compulsive behaviour essays Websters dictionary defines a hero as a mythological or legendary figure often of divine descent endowed with great strength or ability, an illustrious warrior, a man admired for his achievements and noble qualities, and one that shows great courage. In the book The Time Machine, the hero is the traveler. He is not only ambitious, but he is also courageous. He faces many difficult situations which using his brilliance, his vast amounts of knowledge and his will to survive is able to cheat death on many occasions. His friends all look up to him, and admire his radiance. The traveler survived more than any average man would have ever been able to endure. One would be amazed to see the time line which the traveler had spent over his highly adventurous eight days. He not only sacrificed himself physically, he was also on the brink of insanity. With his highly advanced knowledge of science and mathematics, he was able to not only stay aware of his position, but he stayed on top of his problems. His ambition carried him farther than any other emotion ever could have. His courage allowed for his exploratory searches of the new world. It helped him get as far as it did. Without it, he probably would have been killed very early into his quest. On many occasions the traveler explains his willingness to gain more and more knowledge, I have thought since how particularly ill-equipped I was for such an experience. When I had started with the time machine, I had started with the assumption that the men of the future would certainly be infinitely ahead of our selves in all their appliances. I had come without arms, without medicine, without anything to smoke at times I missed tobacco frightfully even without enough matches. If only I had a glimpse of the Underworld in a second, and examined it at leisure (page 70). This quote clearly allows us to see how the traveler,...

Analyzing Wal-Mart competition - Smart Custom Writing Samples

Analyzing Wal-Mart competition - Smart Custom Writing Group councelingGroup counceling is usually held in small groups of 7-10 people. Included in this group of people, sharing their thoughts, feelings and behavior problems, they provide a topic for discussion. It is assumed that each team member is involved in the process by responding to other members through feedback, support, and providing solutions to problems. The leader, or team leader, usually has special training in methods of group counceling and strives to create an atmosphere of trust, openness, responsibility and interdependence. Facilitator demonstrates the typical behavior patterns and guide the process of understanding, caring about others, and resolve conflicts. Differences between group counceling and group psycho therapy are mainly related mainly to the group, the expected depths of personal changes of its members and the nature of the preparation of its head. Methods and procedures used in the group counceling and groups therapy are very similar. In fact, members of the advisory group may be people of any origin, and any profession, usually falling in the normal range of adaptability and ability to cope with life situations. They join the group to achieve a deeper understanding of themselves as individuals and develop their individual potency. Members of the therapeutic group bring to the discussion of more serious personal problems and may have neurotic symptoms or neurotic to be chronic with limited ability to cope with life's problems. Normally, more intensive individual work is needed for them in order to change the basic structures of the individual. The leaders of consulting and treatment groups should have special training in leadership groups. Consultants tend to focus on issues of normal development throughout life. In preparation psychotherapists, usually, more time is devoted to mastering the methods of working with abnormal populations and to study psychopathology. Groups are natural phenomena in human history. Organized groups were preceded by various religious movements, drama and miracle. Some historians refer to the work of Mesmer as the predecessor of group treatment. There are many people who recognize the work of John G. Pratt and its essential connection with "class method" which was the beginning of scientific group treatment in the United States. Physician Pratt used the method of training policy, telling patients with tuberculosis, which he had treated about hygiene. His ideas were based on the need to raise the morality of patients, habituating them to maintain cleanliness. His method was more like what we call the "leadership". Soon, it became clear that his patients benefit more removed from the supportive atmosphere of the group than from the reported information in the classroom. In Europe, group methods have started to apply Alfred Adler and Jacob Levy Moreno. Adler advised the children in the presence of the group, the reason was to train other professionals to individual counseling. And again, it was noted that a group or audience had a positive impact on the outcome of counseling, if people included in it ask questions and interact. This methodological procedure used and present-day Adler's followers with a dual purpose of training and consulting. Moreno worked with homeless people in Vienna. He has worked with street children, displaced persons and prostitutes. Moreno introduced psychodrama in the United States and coined the term â€Å"group therapy† and â€Å"group psychotherapy†. Among those who had a great influence on the group therapy in the U.S., is Samuel R Slavson promoting methods, known as active group therapy. His methods were created in the course of working with socially maladjusted children. In Chicago, Rudolph Dreykurs, working with family groups and children used the Adler’s principles. Carl Rogers and client-centered or phenomenological approach helped to popularize group work. Lack of adequately trained staff and a great need for rehabilitation and maintenance therapy accelerated adaptation Roger’s principles to group work with veterans. Although, the practiconers tried to clarify the content of the terms "leadership" and "group counceling", the controversy on this issue escalated to the limit, as the authors continued to insist that counseling - highly personal process and should be done individually. The professionalism of school counselors, consultants working in public organizations and private practice, increased confidence in the group counceling Recognition of the variability of group counceling also helped the activists of the Movement for the human potential and such professional organization’s advisers, as the American Association of Personnel Management and the American Psychology Association. Each of these large organizationss have ethical codes related to the domain group work names. Gazda, Duncan and Sisson explain the distinctive features of diverse group methods: Guidelines Group and individual groups of human species potential are characterized as predominantly prevention for business purposes, group counceling, T-groups, groups of sensory, group meetings as a part of preventive and remedial causes an increase in the right place; group psychotherapy as therapeutic for other purposes. Range of clients, their psychological and physical health, working environment, the value of the group, length of sessions and duration of the course are also reflected in a special meaning or purpose of each of these three clearly distinct groupings. Corey and Corey proposed treatment, group counceling, adopted in the present-day practice: group counceling which is focuses on the problem of some kind educational, professional, social or personal and often performed in public institutions such as schools, institutions for the mentally sick. Health and various agencies which provide services to the public group counceling are usually different from the group therapy that has to deal with the problems which are conscious and aimed not at a serious change of personality and the resolution of specific current difficulties and are not associated with the treatment of neurotic or psychotic disorders. Yalom examines healing factors (as he calls them), working in group therapy of any type. In these diverse factors, it is easy to see real effects associated with the management teams and group dynamics and psychotherapy. Supply of information. This function covers the consultant carried out didactic instruction, as well as tips, tricks, or direct instruction offered by a consultant or other members of the team for solving the problems of life. Engendering of hope. Proved that the expressed expectations of success and belief in this method, potential members of the group associated with positive sharp group working in groups. Versatility. Participation in the group often helps people to understand that they are not alone in their experiences, their problems, which seem to be unique, are not so rare. This knowledge often brings a sense of relief. Altruism. The group members assist each other in substantial help by offering support and comfort, giving advice and giving insights, sharing with each other similar problems. It is important for group members to realize that they are capable of mutual aid. Corrective recapitulation of primary family group, according to Crothers, Ch. (1996), has similarities with the families of several important respects. Many of the team members have very bad experience in their primary families, and the group provides an opportunity to study and restructure of important family relationships, creating an atmosphere of support. Development of ways of socialization. Although used in different kinds of groups, methods can vary greatly (from the immediate, practical mastering of skills to master them indirectly), social learning takes place in all groups. The development of basic social skills or interpersonal skill the result of group counceling, to achieve which helps feedback between group members. Initiation of behavior. One member of the group often watches the other team member works with a similar problem. Thanks to the replacement therapy observer can include in your repertoire, or try out new patterns of behavior for themselves, proposed or simulated by group leader or other team members. The goal of therapy is to help team members learn more rational philosophy of life, to behave more intelligently and, therefore, to live a fuller life. This kinds of therapy made a furor in the world of psychology and brought a new understanding of the human being. References Scheidlinger, S., Schamess, G. (1992). Fifty Years of AGPA 1942-1992: An Overview. MacKenzie,R. (Ed). Classics in Group Psychotherapy. New York: Guilford Press. Trauma Treatment Initiatives: American Group Psychotherapy Association. New York Times Burns, T. R., Flam H. (1987). The Shaping of Social Organization: Social Rule System Theory with Applications London: Sage Crothers, Ch. (1996). Social Structure, London: Routledge Porpora, D. V. (1989). 'Four Concepts of Social Structure', Journal for the Theory of Social Behavior, 19 (2), pp. 195–211.