Shakespeares Othello - The Character of Iago :: GCSE English Literature Coursework

The Character of Iago in Othello  Ã‚      One of the most intriguing characters in the tragic play "Othello," by William Shakespeare, is Othello's "friend" Iago. At first glance, Iago seems to have no motive for the destruction he is causing. However, despite Iago's unquestionable malignancy, the motivation behind his actions lie more in Iago's quest for personal gain, as opposed to just being evil for evil's sake. In order to achieve his personal gain Iago manipulates Rodrigo, Cassio and, most importantly, Othello. Iago's main interest is the destruction of Othello. The reason being that Othello has chosen another man, Cassio, as his second-in-command, preferring him to Iago. This resentment, accompanied by Iago's fabricated accusations of adultery and his blatant racism, cause Iago to despise Othello, and shortly thereafter, begin to conspire against him. Instead of just killing Othello, Iago proceeds to attack him emotionally. Iago begins to manipulate the people around him in order to hurt Othello and make him think that his wife, Desdimona, and Cassio are having an affair. The first to fall victim to Iago's manipulation, is Rodrigo. Iago knows Rodrigo has feelings Desdemona, and would do anything to make her his own. Iago tells Rodrigo that the only way to win Desdemona's love, is to make money to procure gifts for her. "...put money in thy purse.." (Act 1, Scene 3, Line 339). However, Iago is just taking those gifts intended for Desdemona and keeping them for himself, and in doing so, making a substantial profit. "Thus do I ever make my fool my purse" (Act 1, Scene 3, Line 376). Rodrigo eventually starts to question Iago's honesty. When faced with this accusation, Iago simply offers that killing Cassio will aid his cause and the gullible Rodrigo falls for it. "I have no great devotion to the deed and yet he has given me satisfying reason," (Act 5, Scene 1, Line 8). In doing this, Iago keeps Rodrigo in the dark and continues to profit from him monetarily. Cassio, like Rodrigo, follows Iago blindly, thinking the whole time that Iago is trying to aid him , when in-fact, Iago, motivated by his lust for power, is attempting to depose Cassio of his position as lieutenant. Iago does this by getting Cassio drunk and causing him to get in a fight and disturb Othello, Othello then demotes Cassio of his rank as second-in-command thus securing the position for Iago.

Analysis essay of the film “Falling Down” Essay

The film Falling Down is about a man named Bill that loses control of his anger and frustration when confronted with typical everyday stress. He has reached his breaking point and loses his cool as well as his sense of self. The movie demonstrates examples of both cultural and social issues. Cultural issues explored by this movie are the existence of subcultures and countercultures in city life. The movie takes place in Los Angeles, California that is largely populated by Mexicans and Oriental migrants. The protagonist, played by Michael Douglas, encounters and oriental man that owns a local mini mart and two Mexican gang members. The oriental man represents the subculture and the gang members represent the counterculture. The social issues are reflected through gender relations, racial relations, and anomie, as well as traffic and violence. This film has great emphasis on the social aspect. The film places these factors in the context of a social setting with cultural influences. Social stratification plays a minor role in this movie. The only valid example of it is in the scenes involving the police officers. There is a rank system within the field of police work and the particular ranks are respected. Gender roles play a somewhat larger role within the context of the main character. There is a moderate amount of interaction between the protagonist and his ex-wife. However, the communications between them is brief and tense. The ex-wife fears him because of his uncontrollable temper. Bill, however, speaks to her under the disillusion that they are still a family. Read Also:  Which Would be the Best Topic for an Analytical Essay Race and ethnicity are important facets of the story line. The first meeting is between the protagonist and the oriental man that owns the local mini mart. After abandoning his car in a traffic jam. Bill goes to the payphone to call his wife. He realizes that he doesn’t have enough change and goes to the mini mart to change a dollar bill. The oriental man tells him he must make a purchase in order to get change. He opts to buy a coca-cola. The oriental man tells him the coke will cost him $0.85. Bill is very disturbed because this will not give him enough change to make the phone call. He feels cheated because a foreigner is overcharging him to buy American goods. At the end of the scene, he has his first outburst and damages many of the  goods and products and then buys the soda at a reasonable price. This scene also illustrates the main characters current social role as a consumer. The next meeting is with the Mexican gang members who threaten him in the name of territory. They look and communicate differently not only because they are Hispanic, but because they have their own internal communication system within the gang members. He uses the wooden bat that he took from the mini mart to physically defend himself against the gang members. The scene contains his second outburst. The film takes place in a city much like Miami. The mood in the metropolitan city is very busy, fast-paced, defensive, and stressed. The film opens in a scene where the protagonist is â€Å"trapped† in his car while stuck in traffic due to road construction. This is very typical of life here in Miami. The issues raised by the film are relative to the Miami lifestyle. Many of us can relate to the frustration we feel when stuck in traffic caused by roadwork during rush hour. We can also relate to the volume of shops and restaurants owned by foreigners and the ever -growing concern with inflation. This film seems to have been designed to entertain viewers. Nevertheless, it has some key social elements that express to the viewer about the sociology of urban life. This film encourages critical thinking to those who are willing to study this film for its true social value. Unfortunately, most people view this film for entertainment purposes and do not make the time to read into it. It seems that the overall public reaction is that this movie reflects the social nor, and that it will be accepted as such. Within that state of mind, people would see the film as a reflection of modern times and not wonder, â€Å"What we can do about it?†

Acid Rain Case Study

Acid Rain: The Southern Company (A) Problem Statement In 1992, executives at the Southern Company have three years to formulate a robust and complex strategy that will involve massive capital outlay and substantial modifications to processes and procedures as it works to comply with provisions enacted in 1990 to the amendments of the Clean Air Act, while simultaneously ensuring they remain sustainable and profitable. Analysis The Southern Company is an American based electric utilities company in Alabama, Georgia, Florida, and Mississippi.It is the fourth largest in the U. S. The case surrounds the challenges the company’s Bowen plant in Georgia faces as it attempts to conform to the new 1990 Clean Air Act Amendments. The Bowen plant is a coal fired plant capable of producing enough power to serve residential, commercial, and industrial demands of over one million people. The Clean Air Act recognizes sulfur as a contributor to the acid rain problem and enacted a goal to reduce total national sulfur dioxide emissions to half of 1990 levels.The Act describes the cap and trade approach whereby companies are permitted to pollute a certain amount of sulfur dioxide compared to levels of electricity output they produce. Rainwater is naturally acidic with a pH of around 5. 7. Acid rain can be defined by anthropogenic acidification caused by nitrogen compounds and sulfur dioxide, formed as particulate matter released in man-made products such as smoke stack emissions and automobiles. Environmentalists have grown more concerned about the effects of acid rain which contains lower than normal pH levels in water.The effects of the lowered pH as surface water streams into rivers and threatens aquatic species, disappearance of sensitive coral reefs, disrupts microorganisms and natural acid buffers in soil, weakens tree roots, causes leaf loss, and corrodes limestone and buildings. The case serves to examine the methods and alternatives for which sulfur dioxide is utili zed, and the relation with its pollution within coal-fired energy plants. Through new provisions passed in the Clean Air Act of 1990, the Southern Company’s Bowen plant in Georgia will require strategic action in order to comply with the new law.They must reduce their sulfur dioxide emissions from 262,800 tons per year to 254,580 per year, as well as steeper reductions in subsequent years. If it does not, it will be allowed to buy allowances from other plants or companies to meet the legislative requirements. Conversely, the Bowen plant can work to significantly lower sulfur dioxide emissions and sell their excess pollution allowances to other plants or companies. To this end, the case discusses three options the Bowen plant is investigating in order to comply with the new Clean Air provisions, which are: 1.Option 1: Burn high-sulfur coal without scrubbers and purchase allowances 2. Option 2: Burn high-sulfur coal with scrubbers and sell allowances 3. Option 3: Burn low-sulfu r coal and have potential to sell allowances The Southern Company must consider certain ambiguities as they evaluate their options. First, the pricing of pollution allowances are established estimates and could vary depending on projected levels and future government protocol.Second, if the Bowen plant selects the option that would produce the greatest amount of pollution, it would counter the intent of the Clean Air Act and therefore, even if the option chosen is most advantageous from a profitability standpoint, the company should consider a balance of profitability and adherence to the progression of global conservation. The Southern Company has certain advantages in working toward a solution to bring their plants up to code and in line with new regulations. They have four plants in the southeast, representing a strong energy producing market share in the region.Each plant is in a different stage of code adherence, so the company has flexibility as it considers its options for th e Bowen plant. As a standard, the coal plants have low variable costs, and operate continuously with reliability. The Bowen facility offers affordable electricity, serving residential, commercial, and industrial segments. Some of the company’s weaknesses is they manage a large scale operation and a single strategic business decision may have downstream effects on other plants.In addition, they have dependencies on their external coal suppliers, the fact that their current operations and capital equipment only support emissions of sulfur dioxide requiring government regulation. As Coase indicates, â€Å"when property rights are not defined and enforced, or when transaction costs are high, the contentious parties can call on government to deal with the issue† (Myer), which is exactly what has occurred. Coase reminds us that external effects are reciprocal. There would be no acid rain harm if it were not for economic pursuit that values environmental use.In contrast, ther e would be no discharge of waste were it not for economic activity that values environmental use. Therefore, the focus of the acid rain dilemma is on the producers and users of electricity and the owners of coal companies and their employees, not the owners of the buildings, property tax collectors, environmentalists, or other interest groups wanting to place restrictions on environmental users. Recommendation: The recommendation for this case is largely represented in the Excel spreadsheet that accompanies this paper.Specifically, the lines 2 through 12 on the spreadsheet cite the assumptions that are common among all three options. Option 1: Burn High-Sulfur Coal without Scrubbers: Purchase Allowances Without utilizing the scrubbers, 266,550 tons of sulfur dioxide will emit into the atmosphere. It is impossible to meet input requirements of 8,338 tons of coal and still emit low enough levels to meet the Clean Air Act standards. Bowen’s coal varies widely both in delivered p rices per ton and in heat content per pound; therefore prices are expressed in dollars per ton.From 1992-1995, high sulfur Kentucky coal burned at $41. 46 per ton. From 1995-2016, the price was expected to fall to $39. 82 per ton. They would have to purchase pollution allowances in addition to paying the operating costs for this option. Summary of Assumptions| Description of Value | Cost per Ton – High Sulfur Coal (bottom of pg. 3)| 1992-1995 cost per ton is $41. 46; 1996-2016, price drops to $29. 82| Cost per Ton – Low Sulfur Coal (pg. 5)| For option 3: Starting in 1996, cost for low sulfur is $30. 37 per ton. | Estimated Price of Allowances (pg. )| 1995 allowance is $250; and increase 10% in 1996 on through 2016| Tons of High Sulfur Coal per Year (pg. 4-top)| Annual hi-sulfur coal needed to sustain operations (reference cell C8) 8. 338M tons| Tons of Low Sulfur Coal per Year (pg. 5)| Annual low-sulfur coal needed to sustain operations (reference cell C9) 8. 391M tons | Sulfur Dioxide allowances received /yr. (pg. 2)| 254,580 tons of sulfur dioxide in 1995-1999; and 122,198 in years 2000-2016| Revenue from electricity sales (pg. 4, option 2)| Reference value for option 2 that contributes to loss of 2% revenue (see option 2, line 41). 1551000000 kw*0. 056) = 1206856000| OPTION 1: HIGH-SULFUR COAL WITHOUT SCRUBBERS| Description of Value| Sulfur Dioxide Emitted (pg. 4)| Bowen plant burns 1. 6% sulfur by weight, burning 8. 338M tons, generating 266,550 tons of sulfur dioxide emissions. All years included| Allowances Bought (pg. 2)| Option 1 would require Bowen to buy allowances. Figure is 266,550 tons of sulfur dioxide generated minus the 254,580 allowances afforded, starting in 1995 – 2016| Allowance Cost (pg. 3)| Price of allowances bought times the price, starting in 1995 – 2016 | Fuel Cost| N/A|Additional Operating Cost| N/A| Lost Revenue| N/A| Pre-tax Total| Adds allowance, fuel, additional operating, and lost revenue costs (lines 19 through 22)| After-tax Cost| Adds 37. 7% tax rate starting in 1995 through 2016| Capital Cost| N/A| Depreciation| N/A| Total| After tax cost + capital cost – depreciation (if applicable)| PV| Present value year over year| NPV = | 266. 38 Millions| Option 2: Burn High-Sulfur Coal with Scrubbers and sell allowances Wet limestone flue gas desulfurization (FGD) equipment, commonly referred to s scrubbers, are as large as generators and expensive to install. The gas with 90% of the sulfur dioxide removed would then be vented to the air. Bowen could install the scrubbers during Phase 1 period, and allow them to sell allowances to other utility plants. During Phase 2, Bowen will have to meet the new requirements and would delay capital outplays of installing the scrubbers by five years, however, in Phase 1 period they would have to buy allowances or burn lower-sulfur coal. OPTION 2: HIGH-SULFUR COAL WITH SCRUBBERS| Description of Value| Sulfur Dioxide Emitted| Bowen plant burns 1 . % sulfur by weight, burning 8. 338M tons, generating 266,550 tons of sulfur dioxide emissions before scrubbers installed. Thereafter, beginning in 1995, emissions drop to 26,655| Allowances Bought| Option 2 would require Bowen to buy allowances. Figure is 26,650 tons of sulfur dioxide generated minus the 254,580 allowances afforded, starting in 1995 – 2016, hence allowance cost is much less than option 1, due to less emissions generated| Allowance Cost| Price of allowances bought times the price, starting in 1995 – 2016 | Fuel Cost| N/A|Additional Operating Cost (pg. 7)| Scrubbers add 0. 13 per kwh to operating costs for purchase of limestone and disposal of sludge| Lost Revenue| Additional energy consumption costs impact revenue by 2%| Pre-tax Total| Adds allowance, fuel, additional operating, and lost revenue costs (lines 36 through 39)| After-tax Cost| Adds 37. 7% tax rate starting in 1995 through 2016| Capital Cost| $143. 85M in year 0, $503. 61M in year 1, $71. 97M in year 2| Capitalized Value| $143. 85M in year 0, $503. 61M in year 1, $71. 7M in year 2 = added| Depreciation| Capitalized value * 14% depreciation (1995 – 1999); 2% depreciation (2000-2016)| Tax Benefit from Depreciation| Straight line depreciation | Total| After tax cost + capital cost + tax benefit from depreciation | PV| Present value year over year| NPV = | 309. 90 Millions| Option 3: Burn Low-Sulfur Coal. Compared with the coal burned at Bowen that contained an average weight of 1. 6% sulfur, the low-sulfur coal contains only 1% by weight, but its cost is greater than the expected 1996 cost of high-sulfur coal. There is a capital expenditure of $22. million to change the electrostatic precipitation used to control airborne particulate matter. Prices will rise after the year 2000 because in Phase 2 its price was expected to rise as the tighter control drove up demand. It will take more low-sulfur coal per year to generate electricity versus high-sulfur coal. The lo w-sulfur coal would still emit 167,650 tons of sulfur dioxide per year which is less than half the 266,550 tons of high-sulfur coal. The problem with low-sulfur coal is that it is rare and expensive to mine. OPTION 3: LOW-SULFUR COAL WITHOUT SCRUBBERS| Description of Value| Sulfur Dioxide Emitted| Bowen plant burns 1. % sulfur by weight, burning 8. 338M tons, generating 266,550 tons of sulfur dioxide emissions before scrubbers installed. Thereafter, beginning in 1995, emissions drop to 26,655| Allowances Bought| Option 3 would require Bowen to buy allowances. Figure is 26,650 tons of sulfur dioxide generated minus the 254,580 allowances afforded, starting in 1995 – 2016, hence allowance cost is much less than option 1, due to less emissions generated| Allowance Cost| Price of allowances bought times the price, starting in 1995 – 2016 | Fuel Cost| Additional low-sulfur fuel cost begin in 1996 – 2000 ($30. 7 per ton), and new rate from 2000 – 2016 ($34. 92 per ton)| Additional Operating Cost| N/A| Lost Revenue| N/A| Pre-tax Total| Adds allowance, fuel, additional operating, and lost revenue costs (lines 55 through 58)| After-tax Cost| Adds 37. 7% tax rate starting in 1995 through 2016| Capital Cost| $22. 1M one-time purchase for electrostatic precipitators | Depreciation| Straight-line depreciation beginning in 1997 of 14%| Tax Benefit from Depreciation| Capitalized value * 14% depreciation (1997 – 2000)| Total| Straight line depreciation |PV| Present value year over year | NPV = | 176. 98 Millions| From the suggested assumptions presented above, and the detail from the discounted cash flow Excel spreadsheet, a recommendation is evident to suggest the best option for the Southern Company to adopt, which is option 2 that yields the highest net present value. Continuing the processes of burning high emitting sulfur dioxide coal, with the investment of scrubbers is the most cost effective solution given the company’s conclu sion to retire the plant in 2016.The company must now decide whether to install pollution control equipment and generate excess permits for sale to other companies, or to emit larger quantities of sulfur dioxide, save capital costs, and purchase pollution permits. Considering the discounted cash flow analysis of a make versus buy decision, the company should also consider issues of expected cost minimization, questions of economic and political uncertainty, and the value of flexibility. The analysis depends on assumptions of the behavior of emissions permit prices over time, which a discussion of externalities (acid rain) links to the company’s cost of capital.Various factors complicate the decisions, including real options characteristics, emissions market evolution, substitute investment prices, and public policy. The company should develop a comprehensive risk assessment process that includes all the areas of significant risks to the Company, including potential price impa cts on customers, reliability risk, regulatory risk, impacts on customer behavior, reputational risk, etc. These integrated processes consider multiple environmental considerations and requirements rather than solely on the greenhouse gas regulations.Even though the Southern Company does not have a greenhouse gas emissions reduction target, they should be committed to improving their environmental performance and the communities it serves by being a good environmental steward and working to conserve valuable natural resources. Further, Southern Company employees, customers, and the public, and the protection of the natural environment should be among the Company's highest priorities. The Southern Company is going to face major challenges throughout their daily operations as they implement option 2.The first challenge will be their ability to conduct traditional electricity business operations effectively while transforming the Bowen plant. The new regulations, changes in the energy environment, and transmitting electricity securely are all reasons that could affect their earnings. The Southern Company must work toward balancing the required costs and capital expenditures with their customer’s prices during the renovation period, with ability to sustain future profit margins.To begin the process of exercising Option 2 will require a firm commitment to install scrubbers and that plan needs to begin now with the creation of Requests for Proposals (RFP’s). Company executives have estimates of how long will it take to implement the scrubbers but do not address if they will require additional manpower to handle the maintenance for the scrubbers. The company should be prepared to add new labor which will stimulate additional jobs which will make for a positive public relations story.Option 2 will also place the company in a position light with the ability to sell allowances versus worrying about buying allowances. As society progresses, so too is the se nsitivity to pollution and operating a plant that exceeds the Clean Air Act requirements will position the company more favorably in the industry. The need to cut emissions to conform to Clean Air Act requirements and the anticipated high costs to conform will likely result in an emerging market for emissions trading. To this end, trade allowance prices are likely to increase, thereby potentially generating additional revenues for the company.The company should consider capitalizing on partnerships with environmentalists or green conscious companies by creating a marketing campaign that promotes the purchase of pollution credits so they are not sold to other polluters. Such a campaign could allow people and companies to buy pollution credits to support their social causes, such as students and schools and universities, as well as individuals buying credits for birthday, wedding, or retirement gifts. Because of the Clean Air Act provisions, coal-firing generating facilities must redu ce their greenhouse gas pollution before 2016; it is probable that he company should consider that coal-firing plant operations will not be profitable in the future. Therefore, in addition to implementing option 2 to conform to reduced emission coal fired electricity production, the company needs to consider exploration of other emerging markets for producing energy such as oil, nuclear power, natural gas, and renewables. The strategy process should anticipate cost, emissions, and performance characteristics of each of these options, as appropriate, for individual units.Further, the company should develop environmental strategy schedules that include long term emission control plans. Another avenue the Southern Company should be aware of is its ability to create mergers with other power-generating companies. It is likely in subsequent years, with regulation, alternative fuel sources, and technology advancement changing industry dynamics, power generating companies may see this speci al characteristic of mergers and acquisitions, which can significantly reduce costs while increasing generating capacity and market share.In closing, all three options are going to cause a certain amount of operating energy, management headache, and expense. It is option 2 that appears to be the least painful in that it forces the Southern Company to elevate their Bowen plant with the newest technology with the installation of scrubber systems, while also stimulating labor growth. It also allows the greatest ability to produce excess allowances (except for option 3) that can be sold for revenue.Option 3 is too unstable with the company having to terminate contracts with coal suppliers and convert to a low-sulfur coal product which is scarce and more costly. When the Bowen plant retires its operations in 2016, the company should have mostly converted from coal to newer energy sources, and can liquidate the remaining assets for a higher value versus not making equipment conversions wi th options 1 and 3.Finally, option 2 can be viewed positively by environmentalists, shareholders, and employees by signifying a committed investment in the Bowen plant. References: Reinhardt, F. , (1992). Acid Rain: The Southern Company (A). HBS No. 9-792-060. Boston, MA: Harvard Business School Publishing Meyer, R. , and Yandle, B. , (1987) The Political Economy of Acid Rain Cato Journal, Vol. 7, No. 2. The Cato Institute

Authors Choice Leader Member Exchange Model

Authors Choice Leader Member Exchange Model Abstract The essay examines how Abraham Lincoln’s leadership style can be analyzed using Leader Member Exchange model. The essay shows various facets of Lincoln’s character, which score high on LMX. Further, it also shows that his leadership style was transformational in nature.Advertising We will write a custom essay sample on Author’s Choice: Leader Member Exchange Model specifically for you for only $16.05 $11/page Learn More History holds account of many great leaders and one of them, undoubtedly, is Abraham Lincoln. This paper will study Abraham Lincoln’s leadership style using the Leader-Member Exchange Theory (LMX). The paper first explains the LMX model, and then demonstrates how the model explains Lincoln’s leadership style. LMX theory follows the basic principle of forming two groups around a leader – the inner group and the outer group. The followers belonging to the inner group of the leader immediately g ain greater responsibility, attention, and rewards. On the other hand, the followers belonging to the outer group receive less attention and rewards. The followers belonging to the inner circle of the leader directly communicate with the leader and the leader allows special treatment for them. In analyzing a leadership style using the LMX, it must be noted that a leader’s relationship with each follower is analyzed using a dyad. Each of the links or relationships will differ in their very nature. For instance, a leader may have poor relation with one of his/her followers, yet enjoy an open and trusting relation with others. Further, LMX leadership model helps in developing transformational leadership, as the model stresses highly on relationship of the leader with his/her followers. Thus, a leader who scores high in LMX model will help in transforming followers and motivate them to assume leadership roles. The leader gets an opportunity to deliver his visions to his close fol lowers. Hence, this helps in developing charismatic leaders. Quality LMX leads to satisfaction of the followers increasing their commitment and performance towards the leader’s goal. Further, a high LMX can transform the whole work-experience of a follower.Advertising Looking for essay on government? Let's see if we can help you! Get your first paper with 15% OFF Learn More Abraham Lincoln was open to ideas. He adapted to situations quickly. He listened to his followers and was ready to act on the suggestions of his followers. This shows that Lincoln had positive relationship with his followers. However, in his relationships with his followers one must not forget that Lincoln was a constitutional leader and he, at times, had to work alone, as has been observed in the issue related to the abolition of slavery. Lincoln was criticized by many radical leaders of the time, as they believed that he was a ‘soft’ leader. Many believed that slavery was not abolished immediately because of Lincoln’s tepid decision-making . They believed that Lincoln took soft stance by not adopting emancipation in 1862. The radicals, who evidently belonged to the outer group of Lincoln, believed that Lincoln’s pragmatic decision making was not enough. However, Lincoln’s in-group believed that his decision relied on a broader perspective. Lincoln’s leadership style was that of a military commander who drove his followers to war. Nevertheless, he was not autocratic. Rather, he was a flexible and responsive leader. Further, Lincoln was a transformational leader who did not rely on overpowering his civilian subjects. When some suggested that force should be used to squash a rebellion, Lincoln dismissed the idea, even though it made him appear to be a hardline politician instead of a libertine. According to LMX model, in such a situation Lincoln should have pacified a few of his followers instead of following his individ ual decision. Abraham Lincoln was definitely a great leader. His leadership style was that of a calculative, shrewd politician with a great vision. Maybe he was not successful in delivering his vision to his followers and at times fell short of charisma. Nevertheless, he had a very strong band of followers. References Lunenburg, F. C. (2010). Leader-Member Exchange Theory: Another Perspective on the Leadership Process. International Journal of Management, Business, and Administration, 13 (1), 1-5.Advertising We will write a custom essay sample on Author’s Choice: Leader Member Exchange Model specifically for you for only $16.05 $11/page Learn More Schneider, T. E. (2007). Lincoln and Leadership. Perspectives on Political Science, 36 (2), 69-72.

Can money buy you happiness

Can money buy you happiness Can money buy you happiness? Can money buy you happiness?Do you feel happy? What does make you feel happy? What are the keys for being happy? Well, people all over the world try to provide themselves and their families with happy life. But each person sees happiness in different aspects. Some may feel happy for getting a highly paid job, some are happy because they have overcome a hard illness and others are happy to have a place to live in. If we ask people from different societies about happiness, so we will be surprised to know about so varied answers. If we speak about those people who live in poverty; let’s take African tribes or Indian people in slums – what is happiness for them? They live in bad conditions, but they have very big families; there are many children who should be provided with food and attention. But in these places, parents cannot send the kids to school; so boys and girls do not get any education. Instead of it, children go to the street in order to save money for the whole family. Can you imagine? But in spite of it, people do feel happy. What make them feel so? If taking into consideration a European person or an American one, they wouldn’t ever survive in such conditions, as they are used to have a luxurious house and the ability to travel all around the world. So is money the key of happiness for them? You may see two different worlds: the one, where money doesn’t have any matter and the second one, where people cannot live without having enough hard cash. So what people from these worlds can feel happy? Telling the truth, no European could get used to a poor society after living in prosperity; and no Indian would know what to do with money. But these poor people who live in big families in humble houses know what happiness is better, than the others. What is the reason for that? Well, it is quite simple. They just see this world from other point of view. They do not corrupt yet, they are not spoiled. They are real; they are honest an d fair. But someone would say: how do they live? How do they provide the family with all necessary things? Well, of course, they do not have an opportunity to buy brand clothes, to fly to another countries or to eat everyday outside. But exactly because poor people don’t spend money on entertainments, they have much love and respect towards each other. Their heart is full of real emotions; they do care about the children, as parents spend a lot of time with them. Instead, rich people usually hire a baby sitter who becomes the parent, friend and teacher of the child. The world of the kid is surrounded around the baby sitter – and that’s it. Yes, maybe, he will have a possibility to watch cartoon all day, but he will be alone. Will it make him happy? The main problem of people of Earth is feeling loneliness. There are many cases when parents who need to spend much time at work, forget about the kids. They try to work hard in order to earn money, but soon they do n ot have any other activity to do except the job. But at this time the child is dreaming about having a friendly and tight family; to have parents who will spend with him the weekends playing football or watching him riding the bike. Such dreams of kids sound silly for adults, but this is the truth. In our modern society the children are lack of attention. So how do parents compensate it? The common thing is to buy something: a lollypop or a toy; sometimes, they just give money and say: here you are, go and buy something. The child will accept the gift, but will it really offset him the love of his mom and dad? From another point of view, poor children dream about having those toys, as they do not have any opportunity to play with such one. The kids are sure that this piece of plastic is the key for joy. We can understand them, as they have never seen something of the kind: it is colorful, bright and it can move or talk – incredible! But how these kids spend their free time? T hey do not watch the TV, they do not go to restaurants. They have a ball or a bicycle – they take them and go outside; call for some friends and can invent all sorts of games with the two subjects. But all of you should agree that living in the 21th century without big income is a problem. Many couples divorce because they cannot earn for living. According the last research of scientists people really feel happier with money. Nowadays this index shows us how much the person is satisfied with his life. It sounds pity. But just think over it: what can be bought or where is it possible to go for free? Even for staying in parks you have to pay. Imagine the situation when you have to buy a gift for your friend’s or child’s birthday. The kid has a dream to get a guitar; but you don’t have money to buy it. In this case both of you will be upset and you even will be irritated, asking yourself: why don’t I have enough money? Why my salary is so poor that I cannot buy even a present for my child’s birthday? It is a sad situation. Or you want to spend your holiday in some beautiful place in nature; you have to spend money on accommodation, meals and transport. After you have counted all costs, many of you will be surprised, as the number will be very high. Do you agree? So, the question of money can affect on the happiness of a person, unfortunately. But still we have to try not to make this problem the one which will destroy our relations with other people.

Write job descriptions to attract the best candidates

Write job descriptions to attract the best candidates There’s a definite art to crafting application materials, like your resume or cover letter. But think about the flip side of that equation. What about when you’re the recruiter or HR person in charge of writing the job description that will bring in all the best candidates? If you’ve ever seen those job descriptions that are so full of jargon that no one understands what the job is, or the job description that is so long and detailed that maybe one person out of a thousand would feel qualified enough to apply, you know that there’s a balance needed.As a hiring professional, you know that if you want to fill a position well, you have to get the best possible candidates to apply (or you’ll find yourself staring down this same job description a few months from now). So how do you write a solid job description that will attract the right people? Let’s look at some writing tips and strategies.Skip the buzzwords.When you see buzzwords or other lang uage that’s clearly trying to cater to a young, hip, start-up-style crowd, it can come off as more like a parent trying to sound cool. And no one (especially the uncool parent) wants to be seen that way. It feels awkward to read a job description looking for a â€Å"code ninja† or â€Å"marketing superstar.† Remember: people are coming to your job description because they’re looking for an opportunity. You don’t have to be flashy to get attention. It’s better to focus on providing a clear, accurate job description than trying to sound edgy or innovative.Ditching the buzzwords can also help your searchability factor. Job seekers aren’t searching for terms like â€Å"guru† or â€Å"rockstar.† They’re searching for â€Å"specialist† or â€Å"supervisor.† And if your job description isn’t coming up in keyword searches, you’ll risk losing out on potentially great candidates who are searching for more targeted terms. Accurate information is more important than charm here.Be detailed.You may think it’s obvious what a Data Analyst does, and that people searching for jobs in this area probably have at least a passing idea. But you don’t want to take for granted that potential applicants will magically know what the job entails. It’s important to give a clear, detailed synopsis of the work involved in this role. A detailed job description should include:hbspt.cta.load(2785852, '9e52c197-5b5b-45e6-af34-d56403f973c5', {});A specific job title. This may seem like a no-brainer, but the job title is going to set the tone for both the job description and the kinds of applicants you get. If you just say â€Å"coordinator,† you could get a whole range of people who may or may not be suited for the open role. If you say â€Å"data analysis coordinator,† you get a winnowed-down pool of applicants looking specifically for that kind of job.A general o verview of the role. How does this job fit in with the organization? Are there direct reports? Who will this person be reporting to themselves? No personal details, of course, but this quick one- or two- sentence overview would let the reader know that, say, the marketing coordinator position reports to the VP of marketing, or that the coordinator is responsible for managing interns.The day-to-day responsibilities of the job. You don’t need to provide a minute-by-minute breakdown, of course, but you can choose some highlights that cover the most important aspects of the job. If you know percentages, those are great to include here. (For example: 50% client service, 40% business development, 10% sales analysis.) By including this information, candidates know what to expect and are better able to match up their own skills and experience before applying.A salary range. This one isn’t necessary, but it can help avoid wasted time with candidates who are qualified but are se eking a higher salary. It can also set reasonable expectations, if an entry-level employee is somehow thinking about executive-level compensation.Desired level of experience. If you’re hiring someone for a mid-career role, it’s important to note that a certain level of experience is necessary. If it’s more of an entry-level role, specify that as well. This can help weed out applicants that are either overqualified or under-qualified for the job.Benefits  and perks. Part of attracting candidates is showing what your company offers outside of the day-to-day work. A general overview of the benefits an employee could expect is a good way to flesh out a job description. For example, types of insurance offered, HSA savings plans, retirement savings, flexible hours, education reimbursement. A quick benefit list (nothing too detailed) is a way to add some quick selling points to the job description. Phrases like â€Å"competitive benefits† are not very useful; they don’t tell the reader anything, and don’t showcase what your company has to offer candidates.Use strong action words.Like in a resume, you want to keep the reader’s interest. Keywords are not only important in online and database searches, but also for regular readers as well. By nature, we look for words that stand out, and help us scan effectively. Just like your own eyes would glaze over at the fifth use of â€Å"responsibilities† on an applicant resume, a job seeker would similarly tune out the word used multiple times in a job listing as well. For example, a word like â€Å"oversee† or â€Å"administer† may stand out better than â€Å"manage.†Find the right length.Somewhere between 700 and 1,200 words is the sweet spot for job descriptions. It’s substantive enough that potential applicants are likely to understand the most important tasks and qualifications, but shorter than Moby Dick.Focus on where the company is goi ng.Is your company award-winning? That’s great. But if you give a laundry list of all the great things your company has done in the past, it can be hard for a job seeker to relate. Credentials are impressive, but your job description should also give a sense of what the company is hoping to accomplish with this role or in general. If your company values creativity and innovation, emphasize that. If there’s a mission statement, include that in your job description. If you want the best applicants to see themselves joining your team, you have to let them in on (the general version of) your vision and goals.Be realistic.This might be the most important part of crafting an effective job description. And it’s most applicable if this is a new position. Ask yourself: is this job realistic for one person? Or is it more like several jobs merged into one? You may think that the role should only be filled by someone who’s trilingual, with a Ph.D. in modern dance and 10 years’ experience in office management, but†¦how many of those people are a) out there; and b) likely to come across your job posting? If you have some wiggle room on the qualifications, try not to be so specific. A reality check can be as easy as having the job description reviewed by someone who’s already done the job, or people who will be working directly with the new person.There’s no great mystery to writing a job description that will attract the people you’d want to hire for the position. When you offer clearly presented details, combined with company highlights, you’re targeting your job description effectively. There’s no guarantee that the perfect applicant will walk through the door, but when you put care and a good amount of careful editing into the job description, you’re helping to ensure that you’ll get some high quality interest.

Principles of entrepreneurship Essay Example | Topics and Well Written Essays - 1000 words

Principles of entrepreneurship - Essay Example Finally, the paper looks at how entrepreneurs can recognize opportunities and generate business ideas. Introduction An entrepreneur is an individual who establishes a new organization without the benefit of corporate sponsorship. Entrepreneurs venture into new business opportunities with the aim of having growth and high profitability as their primary objectives. Several myths have been developed concerning entrepreneurs. Most people believe that entrepreneurs can start new businesses, they are gamblers, they always want to own business and be completely independent, entrepreneurs work longer and harder than managers in big companies, they experience a great deal of stress and pay a high price and they are always solely motivated by the quest for the almighty dollar. In addition to this, entrepreneurs seek power and control over others and they are talented and have good ideas (Acs Z. and Audretsch, 2010). Most entrepreneurs venture into businesses for various reasons such as to gain better quality lives, to increase their profit potentials, as well as desire for independence. Most entrepreneurs possess certain elements like innovation and creativity, management skills, social networks, and effective communication (Ramoglou, 2013). . The following figure summarizes the characteristics of entrepreneurs. Literature Review Value proposition is creating utility of a product or a service to the customers thi is according to (Bovert and Martha, 2000). On the other hand, (Best, 2007) defines value proposition as all key elements included I a situation and the benefits the target customer is searching for while purchasing a product or a service. However, Sheehy, Bracey and Frazier, 1996) defines value proposition as the bundle of value that an organization delivers to its customers and this does not only include the price, selection, service, but also the intangibles like brand image and equity. The authors believe that value proposition is not only purchasing the prod uct or the service but what the customer is thinking about while purchasing the product. The following diagram shows the components of value proposition. From the diagram above it is evident that value proposition contains components such as value expectations on one side and a partners role and relative competitive position on the side of the organization. From the diagram above, value proposition entails various factors such as the market value of the proposition being created. The customer’s experiences with the value are also considered while the product and service offered is also put into consideration. Entrepreneurs then look at the benefits that will be derived from the product and services and look at alternatives that the market provides for its products and services. Finally, the entrepreneur must think about substantiate evidence that the proposition is offering. After this, the entrepreneurs are expected to review the benefits, costs, and value that the organizat ion is offering to the customers, prospective customers both within and outside the organization. In summary, the value proposition is a promise of value to be delivered and a belief from the customer that value will be experienced. There is the need for entrepreneurs to understand that there are those customers who are slow to adapt to the value proposi