The play of Romeo and Juliet Essay Example For Students

The play of Romeo and Juliet Essay The play of Romeo and Juliet is still very popular today. The themes of love, feud and tragedy are very interesting which makes it have a lot of suspense; furthermore, it makes the play very exciting, as it has universal themes. The position of women in society was very different to men. Women were supposed to be obedient, quiet and done whatever a man wants them to. There was a lack of womens rights, for example, women were not allowed to make their own choices, about who they could marry. Despite the fact that at that time, England was ruled by a female monarch, women had very little control over the direction of their life. Families during this time centred on the traditional patriarchal paradigm that of domination and submission. The father was the head of the household and rule over his wife and children. This also meant that the father would choose his daughters future husband; this means the father would arrange the marriage. In those days marriage was a way of inheriting money and land, shall you this night inherit at my house. Women were merely a tool for whatever a use a man wanted them for. The focus of my work will be on Juliet and how she interacts with the other characters to make the play dramatic for the audience. We will write a custom essay on The play of Romeo and Juliet specifically for you for only $16.38 $13.9/page Order now Juliet is a young, 14 year old, who is the daughter of Capulet and Lady Capulet. She is an only child of Capulet, since all of the other children have passed away, earth hath swallowed all my hopes but she. Her social situation means she should behave in a certain way. She should be quiet and do exactly what her father expects her to. She is supposed to marry according to her social status, whoever the father finds and only if he thinks the man is appropriate. In this case, the father Capulet has chosen Paris to marry Juliet, We have wrought so worthy a gentleman to be her bride? In act 1 scene 3, she learns that her father has found a husband for her, think of marriage now so how she behaves in act 2 scene 2, is really shocking for the audience. In act 2 scene 2, is when Juliet first sees Romeo, it is love at first sight, in this scene she behaves very differently. They are at a party, at the Capulets mansion. Romeo loves Juliet from the first moment he sees her, she falls instantly in love with him. Lines 92-105, when the lovers first meet, are written like a sonnet. Sonnet writing was a popular and highly esteemed activity at Queen Elizabeths court. Furthermore, Romeo compares Juliet to a shrine or saint. Religious imagery runs through their conversation, profane, faith. Romeo uses religious imagery; he is trying really hard to show Juliet that it is not lust that he is feeling but love. He is trying to say that he worships the ground that Juliet treads on. He uses his words very carefully so that he does not disrespect or profane her. Romeos language is d ifferent from how he spoke earlier in the play. He is more passionate, romantic and caring, my lips two blushing pilgrims ready stand, rather than upset and angry, which he had been in previous acts because he was upset over the rejection of Rosalines love, sad hours seem long. After this scene, Juliet starts to question her thoughts. She has found out by the nurse that Romeo is a Montague, my only love sprung from my only hate, and then she later questions herself about her feelings she has for Romeo and whether she should tell him, whether he will think she behaves like this around all men, or if thou thinkst I am too quickly won, even though he is a Montague. Juliet questions why a name should matter, whats in a name? That which we call a rose by any other word would smell as sweet and it is after this that Romeo also expresses his love for her. This is also linked with another of the main characters, Friar Lawrence. He plays a major part in what happens to Romeo and Juliet. Act 2 scene 3 is where we first meet him. In this scene, Friar Lawrence agrees to marry Romeo and Juliet because he believes their marriage will end the feuding of the Montagues and the Capulets. However, would changing someones and somethings name make a huge impact? This is not likely. Although if Juliet was found out, this would have caused a lot of uproar, confusion and sadness, as a Capulet would become a Montague, which would make the family very unhappy. Juliet is very polite towards her mother, I am here madam, what is your will? however in act 1 scene 3, she shows she can be very diplomatic if she ever needed to reject anything, it is an honour I dream not of. On the other hand, Capulet is certain that Juliet will obey him, I think she will be ruled in all aspects by me, nay more, I doubt it not, but in act 3 scene 5 this is not the case. .uc30279d6e50fce99e1074985299272c0 , .uc30279d6e50fce99e1074985299272c0 .postImageUrl , .uc30279d6e50fce99e1074985299272c0 .centered-text-area { min-height: 80px; position: relative; } .uc30279d6e50fce99e1074985299272c0 , .uc30279d6e50fce99e1074985299272c0:hover , .uc30279d6e50fce99e1074985299272c0:visited , .uc30279d6e50fce99e1074985299272c0:active { border:0!important; } .uc30279d6e50fce99e1074985299272c0 .clearfix:after { content: ""; display: table; clear: both; } .uc30279d6e50fce99e1074985299272c0 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uc30279d6e50fce99e1074985299272c0:active , .uc30279d6e50fce99e1074985299272c0:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uc30279d6e50fce99e1074985299272c0 .centered-text-area { width: 100%; position: relative ; } .uc30279d6e50fce99e1074985299272c0 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uc30279d6e50fce99e1074985299272c0 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uc30279d6e50fce99e1074985299272c0 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uc30279d6e50fce99e1074985299272c0:hover .ctaButton { background-color: #34495E!important; } .uc30279d6e50fce99e1074985299272c0 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uc30279d6e50fce99e1074985299272c0 .uc30279d6e50fce99e1074985299272c0-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uc30279d6e50fce99e1074985299272c0:after { content: ""; display: block; clear: both; } READ: Romeo and Juliet - Romeos' diary EssayForeshadowing is a dramatic technique used by Shakespeare, I would the fool were married to her grave, ironically, this is spoken by her mother about Juliet; as the audience already knows her fate is death, it is a way of startling, and reminding, them. Moreover, Juliet makes the play very dramatic, for example act 3 scene 4 is full of dramatic irony, eg even as Capulet plans Juliets marriage, she is eagerly awaiting her husband in her bedroom. This makes the audience feel a lot of suspension as to what will happen next. It makes them use their judgement on what the characters should do, to question if Romeo and Juliet are right to do what they are doing, if they are in love or whether it is wrong, as family honour should come first. Act 3 scene 5 begins the morning after their wedding. Juliet tries to persuade Romeo that it is not yet dawn, and not time to leave her. At first he says he must go, but then resolves to say to stay and face capture and death, Juliet then reluctantly accepts this and they say their good byes. Then the nurse warns the lovers that lady Capulet is coming. As Romeo leaves, Juliets words are filled with foreboding. When lady Capulet arrives, she instantly mistakes Juliets tears for Romeo, as grief for Tybalts death. Juliets replies strengthen her mothers mistaken belief, and she threatens vengeance, promising to have Romeo poisoned in Mantua. Lady Capulet tells Juliet she must marry Paris on Thursday. Juliet appalled, refuses to do so. Capulet then comes in and mistakes Juliets tears for sorrow for Tybalts death as well. Capulet flies into a towering rage on hearing the refusal to marry Paris. He then insults her and threatens her. This scene is very important. Shakespeare uses a lot of d ramatic effects, the way the characters act and the language is also very important. Just before act 3 scene 5, Capulet is organising the marriage of Juliet and Paris, not knowing that Romeo and Juliet are upstairs in her bedroom. At this point, Shakespeare is using dramatic irony, to build up the suspense in the audience, which makes the next scene even more dramatic. Also the position of this scene is very important, because after this scene Juliet turns to Friar Lawrence for advice on what to do. But if act 3 scene 5 hadnt have existed, then she wouldnt have gone to see Friar Lawrence and therefore the story wouldnt end the way it does. In act 3 scene 5, Romeo and Juliet laugh about death, let me taken, let me be put to death. Shakespeare makes the play dramatic by putting words into characters mouths, which then later on happen. When the scene begins, the two characters talk about birds. It was the nightingale; it was the lark. The birds could be use to symbolise the situation that they are in, for instance, the lark is said to divide people, so in this case it would be dividing Romeo and Juliet. The lark is described as making straining harsh discords and unpleasing sharps, which could be symbolising what is going to happen, which is that is upsetting to hear, and which could potentially divide the family. The nightingale is described as being good; even though Juliet wants the bird that she hears to be a nightingale, as this represents sweetness, Romeo realises the reality of the situation, which is not sweet at all. There is such an overwhelming amount of secrets and lies that in act 3 scene 5, it becomes breaking point, so anger and rage flares, even though the characters are oblivious to what is actually happening. It is in this scene, Capulet finds out that Juliet refuses to marry Paris, which is the cause of the massive argument between the characters. In the arguments we can see the social statuses of the characters, for example it is Capulet that said the most, it is him that is allowed to insult whom ever he wants, he calls Juliet names; tallow face, young baggage, this is the mildest insult. The reason for this could be that Capulet feels disappointed or embarrassed that his plans have now been spoilt; it could also be the acting as the patriarch, Capulet is the ruler of the family, and he is demanding his daughter to marry Paris but she does not want to. He wants complete obedience, silence and consent. So when she does not comply he humiliates Juliet, hurdle and threatens her, An you b e mine. Capulets language is exaggerated a lot; this is to show how upset he is feeling. Shakespeare wants the audience to be very shocked by this; it was certainly unheard of for a daughter to behave like this. It would have made all the fathers in the play very angry with her. During the argument we see that lady Capulet doesnt say very much. This is because women were not allowed to because of the patriarchal society they lived in. She does however; try to calm down Capulet, you are too hot, but she has very little effect in the argument. After the argument, Juliet asks her mother for sympathy is there no pity. She also asks her will she delay the marriage, which then Shakespeare uses dramatic irony, or if not, make the bridal bed in that dim monument where Tybalt lies. But Lady Capulet is not willing to contradict Capulet, and therefore said, Talk to me not, for Ill not speak a word. After this Lady Capulet exists, leaving the nurse and Juliet alone. Juliet then tries to get sympathy and advice from the nurse, oh nurse, how shall this be prevented. .u0fe67840693e4983b12376ec5887da43 , .u0fe67840693e4983b12376ec5887da43 .postImageUrl , .u0fe67840693e4983b12376ec5887da43 .centered-text-area { min-height: 80px; position: relative; } .u0fe67840693e4983b12376ec5887da43 , .u0fe67840693e4983b12376ec5887da43:hover , .u0fe67840693e4983b12376ec5887da43:visited , .u0fe67840693e4983b12376ec5887da43:active { border:0!important; } .u0fe67840693e4983b12376ec5887da43 .clearfix:after { content: ""; display: table; clear: both; } .u0fe67840693e4983b12376ec5887da43 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u0fe67840693e4983b12376ec5887da43:active , .u0fe67840693e4983b12376ec5887da43:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u0fe67840693e4983b12376ec5887da43 .centered-text-area { width: 100%; position: relative ; } .u0fe67840693e4983b12376ec5887da43 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u0fe67840693e4983b12376ec5887da43 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u0fe67840693e4983b12376ec5887da43 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u0fe67840693e4983b12376ec5887da43:hover .ctaButton { background-color: #34495E!important; } .u0fe67840693e4983b12376ec5887da43 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u0fe67840693e4983b12376ec5887da43 .u0fe67840693e4983b12376ec5887da43-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u0fe67840693e4983b12376ec5887da43:after { content: ""; display: block; clear: both; } READ: It is the love between Romeo and Juliet that makes the play so enduringly popular To what extent do you agree with this statement? EssayShe then gets very annoyed with the nurse, as the nurse said she should marry Paris, I think it best you marry with the county. Juliet then becomes rude and demanding, like she is taking her place in the paradigm society because of her social status. She then tells the nurse to tell lady Capulet that she is going to Friar Lawrence for advice. In the end of act 3 scene 5, Juliet is left on her own, she is angry and wants to blame God for what has happened and what is happening, but she doesnt and instead she goes to see Friar Lawrence. She is deliberately isolated away from the other characters. This is done by Shakespeare, to ensure that Juliet goes to Friar Lawrence, who plays a major part in their fate. As Juliet pleads the Friar Lawrence for advice, he devises a plan to prevent Juliets marriage to Paris. Juliet declares she will do anything to escape the wedding. Friar Lawrence explains that he will give Juliet a potion to make her seem dead. She will then be placed in the Capulet vault, where Romeo will be with her when she awakens to take her to Mantua. However, Romeo hears that Juliet is dead, so he buys poison from the apothecary, and said he will kill himself that night in the tomb with Juliet. Paris comes to the tomb to lay flowers and mourn. But his page whistles to warn him someone is coming. Romeo, determined to force open the tomb, dismisses Balthasar on pain of death. Balthasar then plans to stay and watch. As Romeo begins to force entry, Paris steps forward to challenge him. Paris tries to arrest Romeo, but is slain by him instead. Romeo is dismayed to find whom he has killed, decides to grant Pariss dying wish, and lays his body beside Juliets. Romeo drinks the poison. Entering the vault, the Friar finds the dead Romeo and Paris, whilst Juliet begins to awaken. Friar Lawrence, fearful of the discovery, leaves the tomb, begging Juliet to go with him. She refuses, and stabs herself because she prefers to join Romeo in death. This shows the audience that this isnt a simple love story; and raises the question about the way love works when everything is decided by men struggling for possession of women. Also, how can a woman, like Juliet, ever get what she really wanted in a patriarchal society, where they arent supposed to speak. Juliet dies by her own hand, after she discovers Romeo dead. An important difference in their deaths, Is that Juliet dies, knowing the truth. This puts her in a heroic light. To conclude, Shakespeare makes Juliets characters very dramatic by using a lot of dramatic affects. The most commonly used effect is dramatic irony. Juliet has a big impact on the audience; because even though she had previously shocked the audience before with her rebellious behaviour, the audiences final impression of her is someone of has had a problematic and helpless life, who has had an inevitable tragic fate of that of death. On the other hand, Juliets character is interpreted in various ways. For instance, in Romeo and Juliet (1996), this is a contemporary view of the play, and Romeo and Juliet (1968), this is an old fashioned view of the play, so therefore the character of Juliet comes across differently. She is presented like a spoilt little girl in Romeo and Juliet (1968). On the other hand she seems to be a genuinely nice person in Romeo and Juliet (1996). The way she was presented was effective as even though in act 3 scene 5 she was presented as being disobedient and rebellious, in the end she showed that maybe what somebody wants for someone else is just not meant to be. That trying to control everything can have traumatic affects, a cause a lot of trouble and in this case death. In fact this still happens today.

Sleight of Hand

Sleight of Hand Sleight of Hand Sleight of Hand By Maeve Maddox A reader asks, What exactly is meant by â€Å"sleight of hand† and how do you pronounce â€Å"sleight†? First the pronunciation: sleight rhymes with light and might. The noun sleight has been in the language since the 13th century. In early use, it meant â€Å"cunning employed so as to deceive† and was often paired with words like strength and might to contrast force with subtlety. For example, in folk tales, weak animals that lack physical strength often prevail over their stronger enemies by means of sleight. Likewise, politicians might seek to obtain their aims â€Å"by sleight† rather than â€Å"by force.† Later, the skills of jugglers were referred to as sleight: The juggler’s sleight, That with facility of motion cheats The eye.- 1850 The phrase â€Å"sleight of hand† is a translation of a French expression: là ©ger de main, â€Å"light of hand.† The French expression refers to the performance of tricks in which nimble action with the fingers deceives the eye of the beholder. The French expression exists in English spelled as one word: legerdemain. â€Å"Sleight of hand† is used literally to describe a magician’s techniques: Because of his familiarity with the illusions of stage magic and sleight of hand, Houdini was particularly adept at spotting the trickery that the so-called psychics and spirit mediums then hawking their services as conduits to the afterlife to the credulous grieving public commonly used. More often, the expression is used figuratively to describe rhetorical techniques used to mislead and shape public opinion: Politicians love pitting us against the rich. It’s a slick political sleight-of-hand where politicians and their allies amongst the intellectuals, talking heads and the news media get us caught up in the politics of envy as part of their agenda for greater control over our lives. [Educational problems] can be papered over by focusing still more blame on teachers and teacher educators rather than the underlying causes. Duncans rhetoric provides a perfect example of this political sleight of hand. The fact that these prisons are modern is not because they are privatised, but because government policy has allowed only the private sector to build new prisons. To conclude that private prisons in the UK boast modern conditions simply because they are privatised is to fall victim to a political sleight of hand. Synonyms for the literal meaning of â€Å"sleight of hand†: adroitness deftness dexterity legerdemain skill Synonyms for the figurative meaning of â€Å"sleight of hand†: deception deceit dissimulation chicanery trickery Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Expressions category, check our popular posts, or choose a related post below:Avoid Beginning a Sentence with â€Å"With†Expanded and Extended10 Tips for Clean, Clear Writing

Business Assignment 2 Essay Example | Topics and Well Written Essays - 1500 words

Business Assignment 2 - Essay Example s  better, for in human society.† Management today is not just restricted to human resource but is now divided into various segments like management of finances, strategic management, operations management, time management, marketing management and crises management. (Finkelman, 2006). There are various functions of management that includes planning, organizing, staffing, directing, coordinating, reporting and budgeting. It is through these functions that complete and successful management can be done in an effective and efficient manner. (Finkelman, 2006). There are three different role of management or a manager that are interpersonal roles, informational roles and decisional roles. (Covey, 1992). Interpersonal roles includes role of a figurehead, leader and liaison. Informational manager’s role is of monitoring, disseminator and as a spokesperson. Decisional roles include entrepreneur, disturbance handler, resource allocator and negotiator (Mintzberg, 1973). In general, there are two approaches to management, the industrial organization approach and the sociological approach. (Covey, 1992). Industrial organization approach deals with economic theory focusing on competitive rivalry, resource allocation and economies of scale. (Finkelman, 2006). Sociological approach deals with human interaction assuming rationality, satisfying behavior and profit sub-optimality. Thus a good management style is a mixture of efficiency and effectiveness without which the desired result can not be reached. (Bush, 2003). A leader  is a person who guides others toward a common goal, showing the way by example, and creating an environment in which other team members feel actively involved in the entire process. A leader is not the boss of the team but a person that is focused to carrying out the mission of the organization. (Bush, 2003). Therefore leadership is the process by which an individual influences others to achieve a common goal and creating an environment in which

History of Greenpeace Organization Essay Example | Topics and Well Written Essays - 2000 words

History of Greenpeace Organization - Essay Example The campaigns to address these fundamental issues has garnered the organization its fair share of victories that is both incessant and remarkable considering the adversity of almost a David and Goliath proportion. Throughout the years, Greenpeace has continually fostered its rapport for trustworthiness and consistence. It has sprouted out from the plan of co-founder Irving Stowe to sail to the Arctic Ocean to protest a nuclear bomb testing. Dubbed the Greenpeace trip, 16,000 people gathered in a benefit concert to support the cause which ignited the continuing legacy of the project. The actions of the group can be described through their peaceful and inventive ways to voice out the concerns of many individuals for the benefit of all human beings. Since then, the revolution that was started by one campaign has materialized into a plethora that has spread across continents. Greenpeace International provides for the linkages among national or regional offices that are most visible in th e local level fortified by the help and support of its international counterpart. There are five core values upheld by the organization that is composed of bearing witness, nonviolence, independence, has no permanent friends or foes and promoting solutions. Being established by Quakers, hippies and other groups as acknowledged by Greenpeace itself, the need to be on the site of environmental destruction first hand is incorporated as there is no place far enough for them to reach and no amount of time long enough to make them leave. The passive and non-aggressive stance is another attribute that they are known for. The demonstrations are usually unconventional but they are never violent. They credit this as the main reason why the group had always been accorded a great amount of respect even among the governments and companies that they fight against including the trust of the general public. The indispensability of financial independence is crucial in the impartiality of any organiz ation. This is why Greenpeace has taken measures to ensure that there is no interest, whether political or economic, that would sway them from their mission by declining any contribution from such. They sustain trough personal contributions and grants from foundations. The possibility of any amicable settlement is not at a lost and this is even more imperative in a way that conjuring up solutions through peaceful settlements can be reached for the benefit of all those involved. Another noteworthy aspect of the Greenpeace projects is the inclusion of scientific studies and other works that are incorporated into the general solution process of all their advocacies. Greenpeace and Climate Change The most pressing and perhaps the primary crusade in the activities of Greenpeace is its battle against climate change. This is focused on energy [r]evolution, oil, cool IT, quit coal, climate impacts, arctic and solutions. All of these are parallel to each other and that the battle for one is not mutually exclusive of the other. In fact, they are all correlated in the effect that the campaign against climate change should inevitably need the concurrence of all. The organization is constantly updating its various national and regional branches on the campaigns that each of them are faced with. In the same way that many scholars coordinate with them to provide for updates on the latest studies that augment the level of awareness of people and how this helps in the campaigns against climate c

Intercultural Relations Essay Example | Topics and Well Written Essays - 2000 words

Intercultural Relations - Essay Example However, critics believe otherwise. Pointing to its â€Å"anarchic and competitive character† (Cox 2), they instead see globalisation â€Å"an exploitative phenomenon† (Prempeh 586) that â€Å"has often perpetuated poverty, widened material inequalities, increased ecological degradation, sustained militarism, fragmented communities, marginalised subordinated groups, fed intolerance and deepened crises of democracy† (Scholte 53). These adverse effects of globalisation as encapsulated in the following terms: â€Å"disempowerment, marginalisation, exclusion and inequality† (Prempeh 596) cultivate and encourage racial discrimination, especially so that historically racism has been an effective tool in rationalising and covering-up exploitation (Shah, section 1, par. 2; Sivanandan, par. 1) in favour of the powerful. Globalisation proponents proudly claim globalisation has equalised the playing field for all nations and races in almost all spheres of life; thus, it has transcended nation-states; that today we are more than our nationality but citizens of the world – we are a cosmopolitan – a multi-cultural world free from national prejudices. With this rosy picture being painted about globalisation, this world could have been a better and safer place to live in. But then, why do we have ogre things such as ethnic tensions/wars (â€Å"Greek Albanians† BBC News), racial profiling (Monbiot, par. 2), racial crimes like racial bombing (â€Å"Racist bomb† BBC News) and race riots (â€Å"Spain Struggles† BBC News), and war on terrorism (Bidwai, par. 18-19)? With these grim pictures around the world, anti-globalisation forces see globalisation nothing but a tool of neo-liberal market forces to systematically exploit the economy of the world through â€Å"racism, sexism, xenophobia, and other oppressions† (Gorski 4). Anytime, anywhere and anyhow, racism is evil. It is damaging as it disempowers people by

International Marketing: Franchising and Entrepreneurship

International Marketing: Franchising and Entrepreneurship The past twenty years has seen an unprecedented internationalisation of business and growth of multinational organisations.   Some analysts credit these large multinational firms with more economic impact than many nation states.   This has greatly changed the way marketing is done.   Global markets are extremely difficult to define, and variables significantly more complex and diverse.   The decision to take a company outside the UK involves careful analysis of risk and benefit factors, consideration and selection of potential markets, planned market entry, and development of market penetration over time.   While this can be done through a number of strategies, franchising is a growing means of achieving international presence.   In particular, McDonald’s and The United Colors of Benetton represent two distinct yet successful examples of effective international marketing in globally franchising firms. DECIDING TO FRANCHISE INTERNATIONALLY With the increase in international franchising and its impact on marketing, a number of studies have been conducted on various related aspects.   One first consideration in literature is what leads to the decision to go international, and how this stimulates marketing within the firm.   It is first helpful to consider the relationship between parent companies and their subsidiaries, whether franchises, partnerships, or company-owned outlets.   Structurally, large multinationals such as McDonald’s and Benetton are â€Å"better viewed as inter-organisational networks than monolithic hierarchies,† because each subsidiary can take actions that affect the company as a whole (Birkinshaw 2000, 2).   Corporate structure is determined by interplay between parent and subsidiary, with both responding to and driving needed changes in the business environment (Birkinshaw 2000, 4).   Sometimes it will be the subsidiary that pursues markets, making a â€Å"proactive and del iberate pursuit of a new business opportunity† in order to â€Å"expand its scope of responsibility† (Birkinshaw 2000, 2). Eroglu (1992) studied determinants in firms’ decisions to franchise internationally.   He found two sets of â€Å"perceptual variables – perceived risks and perceived benefits – † determine a company’s decision (19).   When the perceived benefits outweighed the perceived risks, the company would proceed with expansion.   Cost/benefit analysis in one common method for measuring benefits versus risk, but again, is filtered through the perceptual opinions of decision makers.   It is therefore to consider the variables as perceived benefits and perceived risks (Eroglu 1992, 23). Additional research cites factors leading to international franchising as either push factors or pull factors.   Push factors include market saturation, competition, and diminishing domestic profits (Alon and McKee 1999, 76).   For example, after fifty years of franchising in the United States, there are a limited number of good locations for domestic franchises that do not already have a McDonald’s restaurant.   Should McDonald’s continue to build restaurants in a saturated market, they will begin to cannibalise each other, with one McDonald’s competing with another nearby for market share.   This is not a healthy long-term scenario for either the franchisee or the parent company.   In the case of Benetton, more and more fashion retailers start-ups and expansions have greatly increased competition within the sector (Barela 2003, 114). This competition reduces the potential and actual profits of both current and future outlets, causing the firm to explo re other markets where competition is less intense, and market share more easily won.   Pull factors include political changes, such as the opening of Eastern block countries to Western investment, economic changes, such as the growth of a formerly underdeveloped nation to the point it can sustain retail outlets, and the formation of regional trading units that seek out franchise opportunities (Alon and McKee 1999, 76).   Both McDonald’s and Benetton have been swift to move into emerging markets, even when other multinationals have delayed.   For example, franchises in Kazakhstan require complex business licenses, which has deterred foreign investors.   Benetton is one of the few Western companies to move into Kazakhstan, doing so through its typical franchise license method (Anon 2001, 5).   Nigeria was not an initial new market target for McDonald’s, as the average worker there will work over eleven hours to pay for a value meal.   However, the company has entered the country successfully at the initiation of local franchisees, who locate their restaurants in more economically viable areas of the country (Vignali 2001, 97).   Global market initiatives are often â€Å"driven by unmet product or market needs amongst non-local suppliers and customers (Birkinshaw 2000, 23).   In addition to push and pull factors, there are two theories in the study of franchising that explain the decision to move into international locations.   Both address one of the most debated topics in franchising research: why the parent company would want to franchise, when company-owned units provide a higher rate of return (Elango and Fried 1997, 69).   Once a business achieves a certain size, it is more profitable to the parent company if wholly owned.   For example, a typical franchisee may make a forty percent margin, and pay half of that to the parent company.   â€Å"With the right economies of scale, the franchisor could recoup more of that profit margin by owning the company outright† (Hoar 2003, 78). The first, resource scarcity theory, contends that companies lack the resources such as capital, local market knowledge, and managerial talent to open international outlets on their own (Altinay 2004, 427).   By recruiting local franchisees who supply capital, management, and knowledge of the local market, franchising organisations can achieve internationalisation not otherwise possible (Altinay 2004, 427).   The parent company would not be able to expand, particularly on an international level, without the assets offered by the franchisee.   This theory is more easily applied to small and medium-sized firms which obviously lack the assets for internationalisation than it is to either McDonald’s or Benetton.   Interestingly both organisations do have some company-owned holdings.   For McDonald’s part, Ray Kroc once contended he was in the real estate business, not the restaurant business, citing the large passive income generated from the leasing of McDonaldâ €™s properties to individual franchisees (Vignali 2001, 97).   Agency theory is based on the relationship between the principal party, in this case the parent company, who owns or control a set of economic assets or functions.   They delegate work to the agent, in this case the franchisee, who operate on the principal’s behalf (Doherty and Quinn 1999, 227).   The theory stresses the importance of the process of the transfer of information, the problem of information asymmetry, and monitoring costs associated with both (Doherty and Quinn 1999, 224).   Jensen and Meckling (1975) explain information asymmetry problems occur because the franchisee has detailed information about franchise operations that are not communicated to the parent company, and this causes division between the aims of the parent company and the franchisee.   This is enhanced by the natural tendency for franchisees to operate in their own best interests, even at the expense of the parent company (Altinay 2004, 427).   Applying Agency Theory to a firm’s d ecision to franchise internationally, the company usually does so on the basis of lower costs and decreased risk.   Since salaried managers would be likely to under perform, going with franchisees increases the likelihood of dedicated performance, and therefore reduced monitoring costs (Elango and Fried 1997, 71).   This theory contends that while both McDonald’s and Benetton could open company-owned outlets instead of franchise, the inherent risk and monitoring requirements to the parent company outweigh the economic gains versus franchising.   Internationalisation of a retail entity, such as Benetton, involves the development of operations, sourcing of products, and transfer of expertise.   Doherty and Quinn (1999) cite a number of research studies, which conclude that franchising is a highly effective way to achieve desired results in all three areas in the retail sector (225).   Franchises â€Å"provide the parent company advantages such as economies of scale in marketing and production, while providing or entrepreneurial discretion at the unit level† (Elango and Fried 1997, 68).   In addition, franchises impact the overall marketing strategy and specific marketing activities of the firm as a whole.   Any increase in business activity, such as new outlets or product, should generate additional marketing.   In particular, international franchising usually requires adaptation of marketing products to the local cultures.   In the case of Benetton’s social awareness campaigns, marketing product was intended to be used globally, although some areas and retailers found some of the photos disturbing or inappropriate (Barela 2003, 118).   While the series certainly raised awareness and sales did increase during the time they were in use, there is contention whether the marketing scheme helped or hurt retailers’ bottom line in many locations (Barela 2003, 118).   While McDonald’s has had its own less effective marketing programmes, it has not created the same type of reaction as Benetton.   McDonald’s thoroughly researches each new market to determine the best, most effective, and least offensive marketing practices.   Only then is a marketing mix de veloped.   This often leads to the company adapting its global marketing strategy and components for a specific geographical region or cultural group (Vignali 2001, 97).   MARKET CHOICE Choice of market has also been a subject of much research.   â€Å"Each   concept and country must be considered separately in relation to a multitude of issues about the market, potential franchisees, legal matters, receptivity to franchising in general, and feasibility of the particular concept† (Maynard 1995, 69).   â€Å"In international markets, franchise relations are influenced by the extent to which the overseas franchise system can be transferred into the local market in terms of product acceptance, suitable local presentation and transferable support services† (Connell 1999, 86).   Legal concerns are of particular importance, since they differ so greatly from country to country.   For example, there is currently no legislation in the UK that regulates franchising (Hoar 2003, 77).   The European Union adopted block exemption for franchises, which protects them from antitrust laws.   â€Å"France, Mexico, and Brazil have enacted laws similar to th ose of the United States, requiring franchisors to provide presale disclosure to prospective franchisees, while Australia and Italy have adopted voluntary codes pertaining to presale disclosure and other requirements† (Maynard 1995, 71).   Atlinay (2004), citing a number of research studies, determined that several organisational determinants directly impact market choice.   Organisation size greatly determines the number of franchises that can be supported, as each must be supplied with product and support (Altinay 2004, 429).   Operating and international experience have both been shown to positively effect the decision to franchise.   In general, the greater the experience of decision-makers, particularly if they have lived or worked abroad successfully, the greater likelihood they will pursue markets beyond current operations.   (Altinay 2004, 429).   Company leaders may also recognise that competitive pressures in current markets make growth and expansion there unlikely or prohibitively expensive.   Similarly, the external environment of the markets under consideration may make them more or less attractive to potential investors (Altinay 2004, 429).   For example, some governments have highly restric tive business laws, while others provide little or no protection for franchisers.   The former makes both starting and doing business difficult, while the latter puts the franchiser at risk.   A supposed franchisee could simply take the business model or proprietary systems and go out on their own, cutting the franchiser out of their rightful position in the relationship. Other researchers have concluded geographical and cultural proximity are major determinants of market choice (Alon and McKee 1999, 76-77).   Specifically, organisations will choose markets based on their physical closeness or cultural similarities to the head office.   For example, the areas most likely to begin franchises of UK businesses are Ireland and France, while US franchisers first target Canada and Mexico (Alexander and Doherty 2003, 15).   The logistical issues of transporting people and product are greatly reduced when franchises expand into nearby countries, rather than ones far removed.   After geographically immediate countries, the next areas targeted for franchise are those with similar cultures to the organisation’s host country (Alexander and Doherty 2003, 15).   For example, UK retailers franchising in the US, Canada, or Australia can expect relatively similar customer groups, requiring little adaptation of product or marketing materials.   Train ing, advertising, and other organisation material can remain in English, with no need for translation or significant cultural variations (Alexander and Doherty 2003, 16).   In practice, some franchisers leave market choice almost entirely up to the initiation of franchisees, while others are more proactive.   In a best-case scenario, both the subsidiary and parent company evaluate the local market, the internal market, and the global market when considering possible markets (Birkinshaw 2000, 9).   For example, McDonald’s both requires market justification from franchisees and carefully evaluates each new market opportunity before allowing franchisees to proceed (Vignali 2001, 97).   Market approval is heavily dependent on resource allocation, that is, there must be sufficient resources available and available at that location for the market choice to go forward (Birkinshaw 2000, 45).   MARKET ENTRY Various factors have been found to contribute to the method, location, and timing of market entry.   First, there are a number of different methods used in international expansion and franchising.   Direct franchising, joint ventures, and master franchising are all common.   In direct franchising, the parent company seeks out potential franchisees in market areas it has selected for development (Maynard 1995, 66).   While it requires greater involvement by the parent company, it also allows the organisation to be more selective in franchisee choice and therefore have more control over the foreign operation (Maynard 1995, 68).   Franchisees may be solicited through newspapers or similar media outlets, but are more commonly sought through recommendations of other successful franchisees (Noren 2001, 62).   This method is similar to the licensing franchise arrangement typical of Benetton retailers worldwide; in some areas Benetton relies on a master franchiser, described belo w (Barela 2003, 116).   McDonald’s develops most of its franchises through a hybrid form of direct franchising, although individual franchisees initiate the franchising opportunity with McDonald’s, rather than the organisation needing to seek them out (Noren 2001, 63). Sometimes the parent company actually joins with a local firm to move into a foreign market.   This can be through acquisition or merger, but is more commonly accomplished through a joint venture.   This is when the companies join forces to create a distinct third company owned by both partner firms† (Maynard 1995, 66).   â€Å"Joint ventures create more-cumber-some tax and financial issues than the other two approaches, but they have other advantages, which vary depending on the partnership arrangement† (Maynard 1995, 68).  Ã‚   The created company then sometimes initiates or supervises franchise relations within its country or geographical region, and sometimes oversees company-owned units (Maynard 1995, 68). The most common approach to international franchising, and one used in part by Benetton, is the master franchisee.   This person is typically a well-capitalized local businessperson, with good understanding of local laws and culture, established relationships, and knowledge of the marketplace (Maynard 1995, 67).   They are recruited through local media such as newspapers, industry sources such as trade magazines, and international brokers.   Some governments also assist in the process; for example, the United States Department of commerce â€Å"seeks out foreign partners for US companies through its Gold Key program† (Maynard 1995, 69).   In this model, the master franchisee purchases the rights to develop franchise units within a specific area; this territory is often an entire country.   â€Å"After establishing a successful track record, the franchisee may be granted additional territories† (Maynard 1995, 67).   Master franchising requires minimal cost an d involvement on the part of the parent company, yet provides some accountability within the geographic region (Maynard 1995, 68).   Most importantly, â€Å"the master franchisee provides local expertise and oversight of the sub-franchisees whom it chooses to operate individual stores† (Maynard 1995, 68).   Finally, franchisers are â€Å"often approached by would-be master franchisees, who perceive a market for the product or service in a region† (Maynard 1995, 69).   Such contacts â€Å"have opened the door to international expansion for many companies† (Maynard 1995, 69).   Some initiatives put forth by franchisees involve operations within the company.   â€Å"The most critical facilitator of internal market initiatives is the credibility of the subsidiary in the eyes of the parent company† (Birkinshaw 2000, 26).   Such initiatives are geared towards rationalising and reconfiguring the systems within the parent company and increasing the efficiency of resource use, rather than improving external variables or increasing the firm’s resource base (Birkinshaw 2000, 27-28).  Ã‚   McDonald’s has is positioned itself as inexpensive fast food in the United States; its pricing is relatively low as are customers’ quality expectations (Vignali 2001, 97).   In the UK, restaurant prices are significantly higher in general.   Consumers are willing to spend more for restaurant food but also have higher expectations of product quality and service (Vignali 2001, 97).   McDonald’s determines prices for its franchisees based on their local positioning and the prices of competitors (Vignali 2001, 97). In addition, McDonalds’ strategy of place is standardised; the organisation seeks easily-access, high traffic locations regardless of the country or region where the restaurant will be located.   Facilities are also similar, although with subtle regional variations (Vignali 2001, 97).   Benetton similarly emphasises location; as a high-end fashion retailer it is imperative its retailers locate in upscale shopping areas, again regardless of the country where the new outlet is located (Barela 2003, 116).   This allows them to support the higher prices and quality of their products.   For these reasons both organisations require location approval from their franchisees, and do not allow movement of outlets without permission from the head office (Vignali 2001, 97; Barela 2003, 116). Overall, direct and master franchising are the most commonly used methods for market entry by UK firms.   They allow firms of various sizes, from small chains to large multinationals, to successfully internationalise.   Companies can both grow globally and â€Å"reap the benefits of size without sacrificing the benefits of local presence† (Birkinshaw 2000, 1).   The British Franchise Association (BFA) reports nearly seven hundred franchise systems are currently operational in the UK, accounting for more than 30,000 business units (Hoar 2003, 77).   These franchises employ 330,000 people, and represented a total turnover of  £9.5 billion in 2002 (Hoar 2003, 77).   While British firms have been slow to franchise overseas, particularly compared to companies from the US and Japan, they are rapidly catching up.   Over one-third of British retailers with operations outside the country employ franchising to some degree (Doherty and Quinn 1999, 225).   This number incr eases with the number of countries in which a particular firm has operations (Hoar 2003, 77). Factors driving franchisings international expansion â€Å"include heightened awareness of global markets, relaxation of trade barriers, saturation of some existing domestic markets, increasing prosperity and demand for consumer goods in many regions overseas, and increasing ease of doing business internationally because of improved communications and transportation systems† (Maynard 1995, 66).   Both McDonald’s and Benetton have been impacted by at least three of these variables. DEVELOPING THE LOCAL MARKET Finally, entrepreneurs exhibit various strategies to develop the local market, even if they do so as agents or franchisees of a global firm.   The traditional role of a subsidiary or franchisee is to adapt the parent company’s product to local tastes, â€Å"then act as a ‘global scanner,’ sending signals about changing demands back to the head office† (Birkinshaw 2000, 21).   Examples of this would be McDonald’s menu changes, often suggested or proposed by local franchisees, and the use of Ronald McDonald as a spokesman, which was first initiated by local franchisees (Anon 2003, 16).  Ã‚   It is imperative, therefore, that large organisations, particularly those that franchise, create systems and structural contexts in which local entrepreneurial activity is both encouraged and controlled (Birkinshaw 2000, 31).   If no such structure exists, franchisees will often act as free agents, making decisions and taking actions â€Å"that they believ e are in the best interests of the corporation as a whole,† whether or not these conform to the expressed desires of the parent company (Birkinshaw 2000, 2). Research indicates that four factors enhance initiative at the subsidiary or franchise level:   autonomy, resources, integration and communication (Birkinshaw 2000, 31).   High levels of autonomy and resources enhance local and global initiative, but detract from internal initiative.   High levels of integration and communication enhance internal initiative, but detract from local and global initiative (Birkinshaw 2000, 31).   â€Å"Local market initiatives are facilitated most effectively through a moderate level of autonomy in the subsidiary coupled with a fairly strong relationship with the parent company† (Birkinshaw 2000, 23).   In terms of marketing, local franchises have valuable input needed by the marketing teams at the corporate office, and should be respected for both their ideas and their first-hand knowledge of whether something is working.   If this does not occur, the company will suffer from information asymmetry problems, as previously discussed under agency theory (Doherty and Quinn 1999, 224).  Ã‚   When McDonalds decided to use famous athletes in its promotional materials, ads, and television commercials several years ago, they queried local franchisees for suggestions.   As a result, the company was able to choose sports figures recognised in each market area, rather than one internationally known athlete, such as a Tiger Woods, who might have less impact in local markets (Vignali 2001, 97).  Ã‚   A basketball star was featured in ads in the United States, a footballer in the UK, and so forth.   This allowed McDonalds to project a locally appropriate image through its marketing camp aign and further position align local franchises as part of the community, rather than as a foreign restaurant (Vignali 2001, 97).  Ã‚   The company was able to do this because they had previously established systems by which ideas and input could be communicated back and forth between franchisees and the corporate headquarters (Vignali 2001, 97).  Ã‚   Developing market requires initiating or building the demand of the public for a product, and positioning and pricing the product where it is available to meet such public demand (Johnson and Scholes 2002, 370).   The entrepreneur franchisee, therefore, has several strategies available.   He or she can make suggestions to the corporate office.   These are more likely to be well received if backed by solid market data, particularly data not available to headquarters.   The entrepreneur can produce his or her own marketing scheme, if not prohibited from doing so by headquarters.   He or she can become highly active in community activities and use the franchise or its products for market development.   In the case of Benetton, local retailers could, for example, become involved with groups addressing world hunger.   Whatever the strategy, it must result in an increased affinity for the consumer towards the product, brand or retailer, and a corresponding increase in purchas ing. MCDONALD’S CASE STUDY McDonald’s started as a single family-owned restaurant.   In 1948, Dick and Mac McDonald had started a self-service drive-up restaurant in California, using a very efficient delivery system they had invented and named the Speedee Service System.   Ray Kroc, a milkshake salesman, visited the restaurant in 1954, and was so impressed with the system that he convinced the brothers to franchise their restaurant, a novel approach to business expansion at the time (Anon 2003, 10).   The company incorporated and opened its first franchise in 1955, also in California (Anon 2003, 10).   Fifty years later McDonald’s was one of the world’s largest multi-national organisations, operating more than 31,000 stores in 119 countries.   Over eighty percent of restaurants, including almost all international outlets, are franchised (Anon 2003, 123).   McDonald’s actively promotes its core values of quality, service, cleanliness and value, and requires this emphasis of all its franchises, regardless of location or local culture (Anon 2003, 123).   When it comes to choosing franchisees, therefore, McDonald’s is highly selective (Noren 2001, 60).   Franchisees must go through a lengthy interviewing and training process, usually two years or more, without pay.   They are also required to make significant capital investments, a high percentage of which must be from their own (non-financed) resources (Noren 2001, 61-63).   â€Å"Franchisees are required in their contract to become involved in their local community,† a practise which further localises the international chain (Noren 2001, 62).   It is important to note that McDonald’s franchises are under a great deal more organisational control than many other companies’ franchising models.   This prevents devaluing the McDonald’s product through loss of uniformity or free-riding from local operators, but also inhibits entrepreneurial innovation (Noren 2001, 63).   For example, headquarters can relocate a restaurant if they so desire, and often own the property and facility, which is leased back to the franchisee.   Local operators are not allowed any variance in product without permission from the parent organisation (Noren 2001, 62).   Training is very specific and highly regulated throughout the company.   However, franchisees do have considerable input at the organisation, provided they follow the proper channels and secure approval before acting.   Many of McDonald’s promotional and menu items have come through the suggestion of local franchisees.   A franchisee in Cincinnati, Ohio, first suggested fish sandwiches so as to be able to attract Roman Catholic families on Fridays.   A franchisee in Pittsburgh suggested the Big Mac, another in California developed the Egg McMuffin, and two restaurant operators in Washington, DC, first used Ronald McDonald as their local spokesman (Anon 2003, 16).  Ã‚   Another supported the company’s first investment in what would become the Ronald McDonald House Charities (RMHC), a foundation began in 1974 that gave families of sick children a place to stay near their children’s hospital.   Besides providing a much-needed social service, the charities have been an excellent public relations strategy.   Current services ha ve been expanded to include scholarships and free health care through mobile health trucks.   RMHC currently operates in twenty-six countries (Anon 2003, 122).   In recent years McDonald’s has further increased the ability of local franchisees to run their own local promotions.   For example, a long-time McDonald’s owner in Florida (USA) reported a twenty-percent increase in same store sales, and attributed this increase to local advertising on television and in print.   He creates his own ads in line with national promotions, such as showing pictures of McDonald’s products at sale prices, with the national theme music of McDonald’s current marketing campaign playing in the background (Kramer 1999, 6).   Critics contend such loosening of marketing standards threatens brand dilution, although the company differs in opinion.   McDonalds has benefited from the input of their franchisees in other countries, who assist the restaurant in adapting the menu and marketing to local tastes and needs (Vignali 2001, 97).   Some McDonalds products are standard throughout the organisation.   For example, french fries are included on all McDonalds menus worldwide and are subjected to intense quality control to maintain sameness (Vignali 2001, 97).   Other products are adapted to the local tastes of the region.   At a McDonald’s in France, wine is available with a meal, while in the United States the strongest beverage on the menu is chocolate milk.   Israeli McDonald’s serve sandwiches without cheese, a kosher requirement, Japanese McDonald’s offer rice and salads featuring teriyaki, and some other Asian outlets offer goat (Vignali 2001, 97; Anon 2003a, 99).   The company’s primary product mix of hamburger, fries, and a coke, however, remains constant throughout McDonald’s worldwide.   Most importantly, the organisation provides a system of input to its franchisees that allows controlled entrepreneurial activity at the franchise level. BENETTON CASE STUDY Luciano Benetton founded his colourful sweater retailer shortly after the end of World War II, and the company remains family-owned and operated.   The company is known for its innovative operation and management methods, and its large network of subcontractors who produce the Benetton products (Barela 2003, 113).   Acting as a franchisor, Benetton â€Å"sells and distributes its products through regional agents, each of whom is responsible for developing a certain market area† (Barela 2003, 113).   The company arranges licensing agreements with local business people through these master franchisors, who then sell Benetton products.   There are eight-three agents internationally, who are supervised by seven area managers (Barela 2003, 115).   As a manufacturer, the company has high control of its product quality and design, and can control its franchisees through withdraw of product.   â€Å"Its success has become an example for multinational businesses around the world† (Barela 2003, 114).   Benetton currently has more than 7,000 franchises worldwide (Ivey 2002, 13). The company provides franchisees with product and the use of the Benetton name.   It â€Å"expects each store to develop its market successfully,† with the help of some global marketing support (Barela 2003, 115).   This allows a wide variety of entrepreneurial activity on the part of local franchisees, who can develop and run marketing programmes alongside those provided by corporate headquarters.   Store location and control, product display and choice, and community involvement are all decisions left up to the individual franchise owner (Ivey 2002, 14). The company has recently begun to move into directly operated stores, particularly in high-cost areas where franchisees have been difficult to attract, such as the Madison Avenue area of New York City and   High Street in London (Ivey 2002, 14).   This allows it to maintain its market position as a superior

The Corrupt Patriarchal Society of Jane Smileys A Thousand Acres :: Smiley Thousand Acres Essays

The Corrupt Patriarchal Society of A Thousand Acres      Ã‚   Jane Smiley's A Thousand Acres tells a dark tale of a corrupt patriarchal society which operates through concealment.   It is a story in which the characters attempt to manipulate one another through the secrets they possess and the subsequent revelation of those secrets.   In her novel, Smiley gives us a very simple moral regarding this patriarchal society: women who remain financially and emotionally dependent on men decay; those able to break the economic and emotional chains develop as women and as humans.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Roots of A Thousand Acres can be seen in numerous novels and plays, the most obvious of which is King Lear.   The parallels are too great to ignore. Smiley is successful because she fills in so many of the gaps left open in the play.   She gives us new and different perspectives.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   One of the particular strengths of the novel lies in its depiction of the place of women in a predominantly patriarchal culture.   In this male dominated culture, the values privileged in women include silence and subordination.   Ginny is acceptable as a woman as long as she remains "oblivious" (121).   She is allowed to disagree with men, contingent upon her doing so without fighting (104).   Ultimately, her opinion as a woman remains irrelevant.   Ginny remarks, "of course it was silly to talk about 'my po int of view.' When my father asserted his point of view, mine vanished" (176).   When she makes the "mistake" of crossing her father, she is referred to as a "bitch," "whore," and "slut" (181, 185).      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It could be argued that many of the male characters in the novel are suffering from a type of virgin/whore syndrome.   As long as the women remain docile receptacles they are "good"; when they resist or even question masculine authority, they are "bad."   Rose complains, "When we are good girls and accept our circumstances, we're glad about it....When we are bad girls, it drives us crazy" (99).   The women have been indoctrinated to the point that they initially buy into and accept these standards of judgem ent.   The type of patriarchy described by Smiley simply serves to show the inscription of the marginalization of women by men in the novel and in our society.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Another strength of the novel is its treatment of secrets and appearances.

Art is life Essay

Art is life, it is beauty, it is emotion, it is you, it is me, it is everything. Art defines all that we are, and all that we could become. Art is of the past and of the future, of the influences of our daily lives, of our pasts combined with who we are today. Art is an indescribable joy, an expansion of the mind, body and soul. We are art, every last individual of the human race. Art comes in the form of music, dance, theater, painting, drawing, blowing, throwing, and even in the math equations or scientific experiments of the right brained population. Art is feeling, seeing, smelling, tasting and hearing. Art is here to titillate our senses, to create emotional and physical reactions to the viewer. Art is healing. Art is loving. Art is†¦ everything. The Value of Art After a distinctly self-contemplative night, I began to wonder what it is that attracts people to art. Certainly I consider myself an artist of sorts†¦ but what is it that makes me an artist? Why do I practice art? Why does anyone immerse themselves in abstract activities that, for the most part, do not add to financial security or other measurable values? We know that art has been around before written language. Ancient carvings and cave-wall paintings attest to an early drive to participate in artistic endeavors. I would say that our skills as artists have improved since the first cave paintings†¦ but I think there must be the same seed of creativity that connects long forgotten ancestors and modern artists. I think that the most obvious similarity is that dedicated artists tend to create art that reflects important aspects of their lives. When it comes to ancient man, what could have been more important than food and reproduction? Ancient art is ripe with images of hunting and pregnant women. As human society evolved into more stable communities, the art changed. Over time the focus on survival was supplanted with self-emulation. In ancient Egypt, for example, the art turned to worshipping the value of great kings and all-powerful gods. The same happened in most cultures. I doubt that common slaves of Egypt felt that preserving kingly honor for eternity was a motivating factor; slaves probably would have produced an entirely different art than what we  find in tombs had they the resources to create art. What is telling is that the art that survived from ancient times reflects directly the values of the people producing and preserving it: in terms of Egypt†¦ it was of the Pharaohs. European Medieval art reflects a mixture of pagan and Christian ideals. We can deduce that local kings whose roots were largely pagan mixed with the influence of Rome. The artistic work commissioned throughout this time is a constant reminder of those influences. Take this on up to our own time. An important note to take is that as the traditional religious values of historic importance in the west have been challenged in intellectual circles, the focus of art has strayed. Prehistoric art was focused on life and death†¦ ancient art turned to the afterlife and mysticism; modern art has no focus. I am confident that mass media and the internet have a large role in the change†¦ perhaps we are still too early in the new era to be able to define the motivating factor behind the art that will last; but I feel that the reality is that art has no focus in our age because it is not the secluded craft of the gifted and appointed.

Global Logistics and Risk Management Essay Example

Global Logistics and Risk Management Essay Example Global Logistics and Risk Management Essay Global Logistics and Risk Management Essay EXECUTIVE SUMMARY GLOBAL LOGISTICS AND RISK MANAGEMENT Global supply chain enables companies to expand beyond their domestic markets and expand globally . International supply chain could be viewed as an extension of the domestic supply chain if managed well . There are several forces which determines the success of international supply chain. Global market forces involves pressures and opportunities created by the foreign companies and customers . Overseas business sometimes is a defensive mechanism to defend domestic markets . Another reason for expansion is because of the increased opportunities in emerging markets and the facilities provided by information technology and internet. Regional expertise in technology is another reason why firms look for overseas locations for production and research. This helps firms to improve the production facilities and use the best technology available across the world for better and effective production cycles. Cheap labor and lower costs could be a valid reason for global manufacturing locations . But the manufacturing supply chain in this case should be well integrated to avoid other operating costs which might increase due to remote locations . Political and economic factors like trade agreements, tariff rates, export restrictions and inflation,could positively or negatively affect the efficiency of global supply chain. Supply Chain Risk refers to an uncertainty or unpredictable event affecting one or more of the parties within the supply chain or its business setting, which can (negatively) influence the achievement of the business objectives. : Unpredictable and unquantifiable risks are known as unknown-unknown . where as quantifiable risks are known as known-unknown. To manage the unknown –unknown risks a required level of redundancy needs to built in the supply chain . This can be one through careful analysis of supply chain cost trade-offs. Sensing and responding quickly can also help the firm overcome unexpected supply chain problems . Adaptability is another key factor in managing this type of risks . Adaptive supply chain would require supply chain partners that morph and reorganize better react to sudden crisis situations. Global risks in supply chain could be managed through speculative strategies . This works when a company works on a speculative scenario and if that scenario is realized . Otherwise the results could be dismal. Another strategy which is known as hedge strategy. In this strategy a company designs the supply chain in such a way that any losses in part of the supply chain will be offset by gains in another part . Flexible strategies enable a company to take advantage of different scenarios . Flexible factories and suppliers which enables production shifting is very important . Market information sharing is another important aspect of flexible strategy. Global coordination and political leverage are other important factors which would contribute to the success of flexible strategies. A global strategy implementation would require five basic functional developments . Product development is the designing of products which can be modified for various markets . An international design team could be used for this . There should be a separate management team handling the purchase of important materials from vendors across the world . This way the quality and delivery options from various suppliers can be checked and ensured. Excess capacity and plants in several regions are essential to take full advantage of global supply chain by shifting production based on conditions . Centralized management and effective communication systems are essential for this system . This accounts to production development. Demand management should be based on regional basis in this system . A centralized system must be in place so that regional customers can receive deliveries from the global supply chain. There are several issues with international supply chain management . The main issue is with the international and regional products . Some products can be universally designed but some other products has to be designed based on the regional preferences . Another issue is the differences in terms of centralized control and local autonomy . Managers sometimes tend t overlook the learning from the global supply chain to use the local learning of supply chain . Other issues could be related to the socio economic reasons like inflation could be a major risk , if not managed well. Foreign government norms could be another potential threat to global supply chain. The main regional difference I global supply chain would be the cultural differences . Differences is languages ,beliefs and customs followed locally . Another aspect is the availability of infrastructure indifferent countries . The highway systems ,ports ,communication ,information and advanced manufacturing and ware housing technologies allow the development of advanced supply chain . Logistics infrastructure in many emerging markets are not fully in place due to the lack of adequate investments in this area . The logistics infrastructure and the other infrastructure in the third world nations is not always adequate enough to support the advanced global supply chain systems . Another area of difference is the difference in the operating levels and the performance evaluation and expectation . The operating standards of the developed world typically vary greatly . Some firms might have met high expectations and place great value on contracts and agreements Research and negotiations are essential to successful deal making in the emerging nations . And government also plays a large role in the business in these countries . In third world nations the traditional performance measures have no meaning . shortages are quite frequent and the service levels practiced in the west are not met in these places thus a firm has very little control over the timing and the availability of the inventory Another major concern is the availability of the information systems . Quick and prompt information sharing is very important for the success global supply chain . Support systems and the communication networks available in the emerging markets efficient information flow. Availability of technically and managerially competent workers is another problem faced by most of the global supply chain systems . The regional ,political and religious influences in man power selection mostly denies the opportunity to hire the best talent available for the success of global supply chain. In spite of all the regional, political and other differences, global supply chain is here to stay and grow. As the markets are getting saturated companies across the world has to grow beyond their domestic markets . So the relevance and importance of global supply chain is even more pronounced in today’s world IBS BANGALORE Muhammed Haneef 07BS0062

How to Alphabetize a List in Microsoft Word

How to Alphabetize a List in Microsoft Word Any list of items presented in either an ordered (i.e., numbered) or unordered (i.e., bulleted) manner within Microsoft Word may be sorted in alphabetical order, in either ascending or descending sequence. Word allows sorts by text, by number, and by date, and even permits three levels of sorting that either includes or ignores a header row, if the first item in the list is a header. Alphabetize a List in Word 2007 to Word 2019 Microsoft support provides these instructions, which are essentially identical to Word 2007: Select the text in a bulleted or numbered list.On the Home tab, in the Paragraph group, click Sort.In the Sort Text dialog box, under Sort by, click Paragraphs and then Text, and then click either Ascending or Descending. Modify these drop-downs and radio buttons to sort as you intend. In addition to sorting by text, you can sort by date and number. Paragraphs Within Lists Even though youre working with either a numbered or bulleted list, Word assumes that every item in the list is a paragraph and it will sort according to that logic. More Organizational Options in Word Word offers a range of possibilities for organizing your text. In addition to ordinary alphabetizing from A-Z, you can also: Alphabetize from Z-AOrganize numerically in ascending or descending orderOrganize by ascending or descending dateSort by fieldsSort by headersSort in one way and then in another (by number and then letter, for example, or by paragraph and then by header)

Rem Koolhass Essay Example | Topics and Well Written Essays - 2000 words

Rem Koolhass - Essay Example He orchestrated many works of brilliance in many cities the world over and his artistry has earned him many prestigious individual accolades from reputable institutions among them Summary: Why Is Koolhaas the World’s Most Controversial Architect? According to Nicolai Ourousoff, the Smithsonian Magazine, and September issue 2012. Rem Koolhaas is widely respected and critiqued in equal measures. It is noted that he has been this controversial ever since his studentship in the 70s in London. He is unlike the other architects who are ready to compromise their work ethics for economic gains. He is described as being highly provocative and ill-behaved professionally. He has won several architectural competitions with the most recent one being in China. He was commissioned to undertake the building of the Headquarters of China Central Television. This works has been a source of scathing attacks from pro-western institutions and powers who insinuated that he was helping in the expansi on of a Dictatorial regime in China. However, other sources described the building as a masterpiece. This is just an example of the mixed reactions his works have elicited. He has taken part in many competitions even though he won some; he has also lost quite a number. For instance, his proposal to spearhead the transformation of the Museum of modern Art into a ministry of self-proclamation known as MoMA Inc. was badly rejected. Even though he has been under pressure from various sources, he has been able to nurture several great modern day architects such as DjarkeIngels of Copenhagen based BIG, and Winy Maas of MVRDV firm in the Netherlands. His books are also widely used by many architectural students all over the world who always try to emulate him. He is quite unpredictable unlike most of his peers and other magnificent architects of his reputation such as FranskGehry and ZahaHadid, who maintained their focus over long careers. Apart from architecture, he is also a great theore tician of the industry and has written quite a number of books concerning different architectural ideologies on major urban cities. In one of his demonstrations in Venice, he was against the out brushing historic buildings that represented more uncomfortable chapters in our past. He further wonders why people incredibly fear change rather than embracing it. His company has since expanded to other cities outside its Headquarters such as Hong Kong and New York. It has employed some 325 employees all architects. However, he has a personal preference for Rotterdam due to its isolation and location as a port city. Even though he is highly reputed, he still takes part in competitions. He concurs that this that this allows for creative liberty due to the changing ideas and preference of the client. However, in this process a lot of risk is involved. A lot of resource is wasted in projects that will never take off. One of his first tests of his urban theories manifested itself in the form o f the Euralille development on the outskirts of the French city of Lille in the mid-1990s. It was to include a shopping mall, conference and exhibition center and office towers in the midst of train tracks and freeways. His work was to be complimented by other well-known architects who helped in designing the various buildings. Koolhaas personally designed

Case studies (local private college ) Essay Example | Topics and Well Written Essays - 750 words

Case studies (local private college ) - Essay Example The college does not receive any direct financial assistance from the federal government, but many of its students receive financial assistance in the form of Pell Grants, Direct Student Loans, and other federal student loans. Enrollment at the college is approximately 52% male and 48% female. Women's athletics teams at the college first reached varsity status in the early 1970s and continued to expand in number throughout the 1970s and 1980s. Women's softball was elevated from club to varsity status in 1985. Currently, women comprise approximately 39% of the athletes participating in varsity sports. After the budget cuts take effect, it is expected that women will comprise 38% of the college's participating varsity athletes. Since the announcement of the college's budget cuts, five of the thirteen members of this year's women's softball team have announced that they intend to transfer to other colleges. Although the men's swim team is among those teams that the college intends to el iminate, the women's varsity swim team, which has over 25 members, will be retained. 1. 1. Is the college subject to the requirements of Title IX (does it receive federal financial assistance) If so, is its athletic program subject to the requirements of Title IX Title IX protects people from discrimination based on sex in education programs or activities that receive federal financial assistance. Title IX states "No person in the United States shall on the basis of sex, be excluded from participation in, be denied the benefits of, or be subject to discrimination under any educational program or activity receiving federal financial assistance." Title IX, in relevant part, prohibits all public and private colleges and universities that receive federal funding from discriminating on the basis of sex in their intercollegiate athletics programs. Since most colleges and universities receive federal funds-most commonly through financial aid to students-nearly all must comply with Title IX (Education, 2007). Thus here, the athletic program subject to the requirements of Ti tle IX. 2. Has the college complied with Title IX's requirement that it effectively accommodate the interests and abilities of women students Title IX does not require identical athletics programs for males and females. Under Title IX, one team is not compared to the same team in each sport. OCR examines the total program afforded to male student-athletes and the total program afforded to female student-athletes and determines whether each program meets the standards of equal treatment. Title IX does not require that each team receive exactly the same services and supplies. Rather, Title IX requires that the men and women's program receive the similar/comparable level of service, facilities, supplies and etc. Variations within the men and women's program are allowed, as long as the variations are justified on a nondiscriminatory basis. Here, based upon the percentages presented in the Problem, 18, there appears to be no violation of Title IX. 3. On which of OCR's three "benchmarks" for measuring effective accommodation of student athletes' interests and abilities might the college base its defense What arguments could the college raise under each The issue here is a relatively simple one to wit: