King Richard III by William Shakespeare Essay Example for Free

King Richard III by William Shakespeare Essay T he plays depict the collapse of English control over parts of France and the bitter and fierce internal struggles between the Houses of Lancaster and York in the fight to gain the crown of England. King Richard III is regarded (Hume 202) as a piece of prop aganda support ing the Tudor monarchs who succeeded Richard after he was killed in battle . This essay examine s how the theme of conscience is evidenced in Shakespeare’s play, and how the issues addressed are reflected in my daily life. (100 words) One prominent theme in the drama is the theme of conscience. Throughout the drama, Richard,  Duke of Gloucester, murders and betrays to gain the English crown. His conscience , however, is evident. In Act I scene iii, Margaret, an exiled former queen , has a special curse for Richard , who kille d her husband and her son (lines 224 9) : The worm of conscience still begnaw thy soul. Thy friends suspect for traitors while thou liv’st, And take deep traitors for thy dearest friends. No sleep close up that deadly eye of thine, Unless it be while some tormenting dream Affrights thee with a hell of ugly devils. Most of Margaret’s curses are fulfilled during the play. Richard struggles  with his heavy conscience. In Act IV scene I Lady An ne , his wife is distressed to learn that she is to be crowned his queen, and speaks of her unhappiness and his guilty conscience: For never yet one hour in his bed Have I enjoyd the golden dew of sleep, But have been waked by his timorous dreams. Spec tacularly, in the scene before the battle at Bosworth, King Richard is visited by the ghosts of h i s victims . His soliloquy in Act V scene iii suggests that he is overcome by a ‘coward conscience’ (lines 191 6) : O coward conscience, how dost thou afflict me! The lights burn blue. It is now dead midnight. Cold fearful drops stand on my trembling flesh. 2 The theme is developed . Co nscience can be a manipulative tool used by cowards , Richard declares: Let not our babbling dreams affright our souls: Conscience is but a word that cowards use, Devised at first to keep the strong in awe: Our strong arms be our conscience, swords our law. I shall now consider how conscience relates to my daily life. It has often been remarked (e. g. G ui 203; Palfreyman 80) that Richard’s assertiveness, his strength and determination command a respect of their own, his crimes aside. Every day, I read in the papers that someone has exercised ruthless power over other people in some way, and so made ‘swords [their] law’ to wi n a contest, whether it be in the form of school bullying, or rise to political power as in this play. I am still unclear as to how far we should assert ourselves to gain things that we want at others’ expense like this. It frightens me that I can understa nd such tyrants and see them as essentially very human. Such things are an integral part of life and ourselves and will never go away. I believe, though, that  there is such a thing as conscience, yet whether it is only something we have been taught is har d to establish. It is possible to see Shakespeare’s play as an elaborate wish fulfillment or fantasy, therefore. In sum, Shakespeare directs us to focus , non simplistically, on tyranny and ruthlessness in our midst. In a sense , the portrayal of Richard as a man with a conscience and, at the same time, with astute manipulative powers gives the drama unresolved humanistic problems. We may need to ask ourselves how far we can go to attain our ends while still sleeping at night.

Managing Change In Difficult Times Management Essay

Managing Change In Difficult Times Management Essay There is need for the Management of blue Marina to embrace change which will be offered in form of restructuring, outsourcing, culture change programmes, business process reengineering, the implementation of enterprise system ,development of competences and capabilities, new business models and introduction of new product and services. Blue Marina is a restaurant that specialises in the preparation, service and sale of choice menu to the general public, such as main courses, pastries and desserts. It is a Family owned business of Italian origin, and prides itself in its choice of clientele over the past years. It boasts of staff strength of about 40 people, of which 50% is on a permanent contract while the rest is shared within the part-time and relief workers. However, there has been a major concern for the Management of Blue Marina as the staff turnaround time has been on the high side which in turn affects both efficiency and service delivery to customers as they have to wait for longer period of time before being served. At present Blue Marina restaurant has recorded losses for the first time on its balance sheet and this has called for need for change within the establishment if it still want to remain in the food business. Managing change is perhaps difficult and risky why should this be so? One reason is the absence of a universal change theory, which requires an understanding of organisation, strategy and change. Before attempting to change something there must be an understanding of what needs to be changed as change in this context could mean the alteration of organisational components such as the strategy, goals, structure, processes, system, technology, and people to improve the effectiveness or efficiency of the organization. WHY CHANGE: It is very important to understand the range of approaches to change management that exist. One approach to understanding change management is the identification of major schools of thought. Burnes (2004a:262) highlights three schools of thought upon which he believes change management is based: the individual perspective school the group dynamics school, and the open system school. While Paton and McCalman (2000 :2) regard management and change as synonymous Hamlin (2001: 44) offers a typical overview of the mainstream theoretical perspective to understanding change management within an organisation CAUSES AND CONTEXTS OF CHANGE Triggers, drivers and tracers of change: Drifferent authors offer different degrees of sophistication in their specification of triggers and drivers. De Caluwe and Vermaak (2003:80) eloquently defined a trigger as the emotional characteristics that contribute to the emergence of a change idea. Tichy(1983:147) regarded large scale strategic change as being triggered by a large -scale uncertainty in the form of either a threat or an opportunity. More recently Patton and McCalman (2003:23) identified potential triggers that include: government legislation, advances in process or product technology, changing consumer requirements, expectation or taste, and competitor or supply chain activities. Drukker (1994) suggests that organisation should frequently challenge every product, every service, every policy, every distribution channel, with the question if we were not in it already, would we be going into it now? Before an effective change can take place within the Blue marina restaurant, there is need to understand the past, present and future of Blue marina restaurant in general. As in the case of Blue Marina the under mentioned reasons have necessitated the need for change. These reasons are as stated below: High turnaround time Long delay in preparation and service of food to customers Decrease in sales figure Low profits margin Low patronage External competitors Need for expansion ORGANISATIONAL CHANGE MODEL FOR BLUE MARINA RESTAURANT A model is a representation to show the construction or appearance of or explain something: Phil Kelly (2009:146-147).This enables an organisation to identify targets for change, diagnose problems, while it outlines the necessary action for change enabling it to create a road map and implementation strategy. Many models helps us to understand how organisations operate, what to change and how to effectively carry out the change. Change Models: an abstract representation of describing the content or process of changes. Mckinsey 7-S model; this is a model that looks into organisational analysis and dynamics including components: such as strategy, structure, systems, style, staff, shared value and skill. Nadler and Tushman congruence model: they both viewed an organisation as asset of internal, transformational, components that must be congruent with each other and the organisation strategy and environment Burke-Litwin model: a causal model that both looks into transformational and transactional organizational variables represented in an open system. Though all these models have their inherent strengths and weakness, but Nadler and Tushman model have been able to recognize the fact that organizations are influenced by its environment of which their models were divided into input, process and output. Nadler and Tushman(1989) argued that there is need for transformational process components to be congruent or fit with each other, which may either have its advantages and disadvantages. Their model suggests there is no one best way to organize change. Which is why it is been recommended for the Blue Marina Restaurant change Managers. BARRIER TO SUCCESSFUL CHANGE It is important for people managing change in Blue Marina restaurant to be aware of the nature of the resistance they may encounter from other managers as well as other workers. These difficulties must be addressed before unfreezing can take place. Fransella,(1975:135)argued that we may like change and regard it as essential feature of living ;it does not mean that we always welcome it. Similarly, Paton and McCalman (2000:47) have identified why organisations individuals and groups fear change which include the resulting organisational redesign, new technological challenges and challenges to old ideas. Lines (2004 :198) concludes that resistance towards change encompasses behaviours that are acted out by change recipients in order to slow down or terminate an intended organisational change. Dawson (2003:19) on his part identifies the following examples of organisational factors from which resistance can result: Substantive change in job Reduction in economic security or job placement. Psychological threat Disruption of social arrangements and lowering of status There is no concrete explanation of resistance to change that currently exists ,it is also unlikely that a single universal explanation of resistance to change will ever be sufficient. IMPLEMENTATION AND MANAGING CHANGE. Turning around Blue Marina Restaurant requires that the change Managers build a change team, develop detailed communication plans and understand how to manage the change transition. There is need to mobilise every staff of the restaurant to have a positive vision towards the proposed changed plan. However, there is need also to gain support from members of staff and as a consequence I would recommend an involvement strategy which involves attention to many areas just as Kotter and others (2007).had thought the following were proposed : Establish a sense of urgency Create a guiding coalition Develop a vision and strategy Communicate this with others Empower action Generate shot term win Consolidate gain Going further on how to manage and implement change in Blue Marina Restaurant, in the 1940s and 1950s, Kurt Lewin concluded that to be successful, the change process needs to follow a three step procedure namely : Unfreezing Moving Refreezing His theories were later expanded by Schein who described the three stages as : Unfreezing- creating motivation and readiness to change by demonstrating a need and vision for change in a manner that would not result in the blame being associated with the managers who had let the organization deteriorate. Changing- organizational members identify with a new model or way of doing things Refreezing- refreezing must occur at the individual level with employees accepting new behaviors and also at interpersonal and interdepartmental levels ensuring new behavious fit well with the rest of the organization. These three stages are highly recommended to the Change Managers of Blue Marina restaurant. Managers wanting to introduce change would understand and recognize that change occurs slowly and moves through a series of stages. For instance, one needs to recognize the need for change. Next step is to determine where Blue marina restaurant stands as it relates to the problem, where it plans and wants to be, and how it plans to get there. Bullock and batten after reviewing over 30 models of planned change ,came to the conclusion that change activities could be grouped into four phases namely: Exploration phase: recognizing the need for change, deciding on the type of changes and commit resources to planning the changes, sourcing for a consultant who assists with planning, implementation and defines everyones role as it affects Blue marina restaurant. Planning Phase: This is a phase where understanding Blue marinas restaurant problems set in. It involves gathering of information and useful data in order to diagnose the problem and proffering solution to them while seeking approvals from the necessary quarters. Action phase: implementation and arrangements of the changes to manage the change process and getting necessary feedbacks in other to make the needed adjustment. Integration Phase: consolidating and stabilizing the changes to become part of the new Blue marina restaurant organization in general PREPARING FOR CHANGE Phase 1 The first phase is targeted at being ready. There is need to answer the following question: how much of change management do we need for this project? The first phase is to provide the situation awareness which very critical for effective change management in the restaurant . Outputs of Phase 1: Change characteristics profile Organizational attributes profile Change management strategy Change management team structure Sponsor assessment, structure and roles ( i ) MANAGING CHANGE Phase 2 The second phase is based on plans that are imbibed into the project activities what people generally think of when they talk about change management. Based on research, carried out there are five main plans that should be considered to help Blue Marina Management move through the change Model. Outputs of Phase 2: Communication plan Sponsor roadmap Training plan Coaching plan Resistance management plan (ii) REINFORCING CHANGE Phase 3 Equally critical but most often overlooked is the third phase of where project teams create plans to make sure that the change plan is sustained. At this point , project teams leader create and develop measures to ensure the change has taken place and to also actually confirm if employees are doing their jobs the new way and to celebrate success. Outputs of Phase 3: Reinforcement mechanisms Compliance audit reports Corrective action plans Individual and group recognition approaches Success celebrations After action review (iii) CONCLUSION Finally, to make any change click, it should be part of Blue Marina restaurant. Corporate plans often determine what is done, so there is need for the proposed vision to show in day-to-day work. Continuous efforts should be imbibed to ensure that the change is seen and noticed in every areas of the organization. This will give the change a strong place in the organizations culture. It is also important that Blue Marina leaders continue to support the change. This will include staff and new change leaders who will be brought in. If the support of these people is lost, one could just end up where one started from. The following action plan should be put in place: Communicate effectively on the progress at every chance one gets. Tell a succes stories about the change process while repeating other stories one hears. Including the change ideas cum values when inducting and employing new staff Publicly recognise key members of your original change coalition and make sure the rest of the staff new and old remember their contributions. Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten. If you need help on enabling positive change to create the performance breakthroughs you need the honest answer which is that you manage it pretty much the same way you will manage anything else of a turbulent situation or chaotic nature, that is, you dont really manage it, you grapple with it.

Are Leave No Trace Principles Effective? Essays -- Environment Environ

Are Leave No Trace Principles Effective? Leave No Trace is philosophy of seven concepts that help minimize human recreational impact on wild lands. As wilderness recreation has become more popular, and the National Wilderness Preservation System has increased its wilderness lands from 9.1 million acres in 54 wildernesses in 1964 to 104 million acres in 628 wildernesses in 19991, the need for guidelines to help reduce degradation of these lands has become increasingly important. In 1979 Jim Bradley wrote about the need for an educational approach for managing recreation impacts instead of regulations that antagonize the public rather than win their support2. Teaching good practices is more effective than imposing strict regulations because most harms done to the wilderness by recreational activities is due to lack of knowledge of a less impacting technique, and because it is very difficult to enforce regulations in large tracts of wild and remote lands. Leave No Trace Principles: 1) Plan ahead and Prepare 2) Travel and camp on durable surfaces 3) Dispose of waste properly 4) Leave what you find 5) Minimize campfire impacts 6) Respect wildlife 7) Be considerate of other visitors Some of the concepts have effects that are less tangible or less able to be empirically evaluated, such as: ?be respectful of wildlife, and ?be considerate to other visitors. However, these two concepts have far reaching implications, and in a sense embody the other five guidelines: ?plan ahead and prepare, ?travel and camp on durable surfaces, ?minimize fires, ?leave what you find, ?properly dispose of waste. If one is respectful of wildlife, and considerate of other visitors, then they will plan ahead and prepare so that they ... ...ore aware of the consequences of littering, and also more aware of the positive effects of treating everything with more care and respect. Sources Cited 1 http://leopold.wilderness.net/research/nutshell/database 2 http://www.lnt.org (History of Leave No Trace) 3 Leave No Trace North America booklet (P. 10) available at www.lnt.org 4 www.lnt.org (History of Leave No Trace) 5 http://leopold.wilderness.net/research/nutshell/llama.pdf 6 Professor Ralf Buckley, â€Å"Breakdown of Human Waste in Three Sub-Tropical Australian Ecosystems† available at www.nols.edu/resources/research/abstracts.shtml 7 Professor Michael D. Ellis â€Å"The Fate of Feces and Fecal Microorganisms in Human waste in Alpine, Temperate, and Arid Environments and the Impact of Disposal Methods on Surrounding Environment† available at www.nols.edu/resources/research/humanwaste_Mt.Rainier.shtml

Philosophy in Mathematics Essay -- essays papers

Philosophy in Mathematics Mathematics has contributed to the alteration of technology over many years. The most noticeable mathematical technology is the evolution of the abacus to the many variations of the calculator. Some people argue that the changes in technology have been for the better while others argue they have been for the worse. While this paper does not address specifically technology, this paper rather addresses influential persons in philosophy to the field of mathematics. In order to understand the impact of mathematics, this paper will delve into the three philosophers of the past who have contributed to this academic. In this paper, I will cover the views of three philosophers of mathematics encompassing their history, views and effects on technology. Rene Descartes (1596-1650), G. W. Leibniz (1646-1716), and Blaise Pascal (1623-1662) (Ebersole, S. (#5)) are the three philosophers. Though all three of these philosophers contributed their own reviews on the subject of mathematical phil osophy, they all saw the world and thus it‘s mechanical contributions â€Å"as being controlled by mathematical principles.† (Ebersole, S.). Rene Descartes was born, March 31, 1596 near Tours, France (Weisstein, E.), to an important family; Descartes’ father held a position as â€Å"Councilor† in the local parliament. Rene was the 2nd of four children in his family, and suffered chronic illness’ (Wilkins, D.). At the young age of 8 years old, Descartes attended a school for which he would hold indubitable regard, the Jesuit School at La Flà ªche. Descartes would continue at this school for eight years until 1612 at which point the encountered the influential (on his life) Mydorge and Mersenne. Together Descartes would devot... ...d November 16, 2003, from ‘A Short Account of the History of Mathematics’ (4th edition, 1908) by W.W. Rouse Ball. Website: http://www.maths.tcd.ie/pub/HistMath/People/Pascal/RouseBall/RB_Pascal.html 7.) Zalta, E. (2003). Gottfried Wilhelm Leibniz. Retrieved November 16, 2003, from The Metaphysics Research Lab. Website: http://mally.stanford.edu/leibniz.html 8.) C.& G. Merriam Co. (1913) Definition. Retrieved November 16, 2003, from Webster’s Revised Unabridged Dictionary Version, Website:www.dictionary.com 9.) Garber, D. (1995). Review of G.W. Leibniz: Critical Assessments,' by Roger Woolhouse ISIS: Journal of History of Science in Society, Dec 95, Vol. 86 p. 651-53. 10.) Stephanos, S. (1977). Elaboration of the Psychosomatic Phenomenon: Observations on the Biography of Blaise Pascal. High Wire January 1,1977, Vol. 20 (2-3) p. 168-79

A New Vision of Science :: Science Scientific Papers

A New Vision of Science ABSTRACT: Traditional convictions regarding science (such as universalism, necessity and eternal validity) are currently in doubt. Relativism seems to destroy scientific claims to rationality. This paper shows a way to keep the traditional convictions of scientific knowledge while acknowledging relativism. With reference to the practicing scientist, we replace descriptivism with constructivism; we modify relative validity with the claim to understanding; and, we offer methodological strategies for acquiring understanding. These strategies we call strangification, which means taking a scientific proposition system out of its context and putting it in another context. We can thus see the implicit presuppositions of the given proposition system by means of the problems arising out of the application of this procedure. Such a change in the understanding of science holds important consequences. There is a personal background for the new understanding of science I am proposing in this article. These ideas that are now comprised within the notion Constructive Realism have been developed over the last twenty years during interactions and in cooperatio with other scientists. Now I am giving them my voice for a couple of short arguments why this new understanding isneeded today. It should be mentioned that the dialogue with my former friends from the Vienna Circle hs, to some extent, been important in this process. The Vienna Circle was so complex and encompassed so many different ideas that some traces of what I am argueing can be found there. Presently, however, my own understanding of sciencehas departed crucially from what is usually considered as the Vienna Circle's stance toward science. Without being aware of it, the Vienna Circle was the last great attempt for a rational metaphysics of science. It was trying to establish a correspondence of purified human mind with the w orld. Probably, this is why they argued so sharply against traditional, i.e. irrational metaphysics. Contrary to the declared position of most of the Vienna Circle's members, however, Constructive Realism does not struggle against metaphysics. I appreciated very much the example of Erwin Schrà ¶dinger because it has wonderfully shown in which degree a scientist is influenced by his metaphysical background. Checking the bckgound of scientific doing one is getting a lot of impressions about metaphysical world.comcepts, metaphysical concepts of knowledge etc. If we lay aside our apprehension to touch metaphysics, science can even bepushed forward by it. In fact we should have many metaphysics. They are offereing unusual perspectives and this is exactly what science needs to progress.

Master Student Strategies Multiple Choice Questions Essay

Which of the following is not a strategy of a master student? C a. Setting short term goals b. Setting long term goals c. Assessing your positive traits d. Avoiding an open? minded approach to problem solving 2. Completing self? discovery exercises assists students in C a. Assessing employment locations b. Assessing computer programs c. Assessing themselves as students/employees d. Assessing travel itineraries 3. Characteristics of a master student include B a. an unwillingness to change b. a willingness to take responsibility for actions in one’s life c. extreme focus on one’s grades d. positive attitude 4. The three sensory modes of learning discussed in class include: B a. Vivid, action, knowing b. Visual, auditory, kinesthetic c. Vital, anxious, kinesthetic d. Verbal, auditory, kinesthetic 5. When exhibiting master student strategies, one might demonstrate all of the following except: C a. Avoiding â€Å"thinking outside of the box† b. Self direction c. Optim ism d. Goal setting 6. The term â€Å"metacognition† is defined as: C a. Learning about objects b. Learning about science c. Learning about learning d. Acting without thinking 7. There are four questions connected to the modes of learning. They include all of the following except: D a. Why? b. What c. How? d. When? 8. Strong self motivation encourages all of the following except: B a. Changing one’s mind b. Ignoring goals c. Comparing benefits d. Requesting help 9. When attempting to bring about change in one’s behavior one should not consider: D a. Affirmations b. Requesting help from friends c. Starting with minor changes d. Setting unrealistic goals 10. Strategies for time management include all of the following except: D a. Monitoring work related tasks b. Setting a stopping time c. Maintaining a clear desk or work area d. Procrastination True/False Questions 11. Mnemonic Devices may not assist one in recalling information Flase 12. There is only one approach to becoming a critical thinker False 13. Successful students should try to connect their learning style to their education and their future career choices. True 14. Spending time with someone who demonstrates the types of success strategies that you are trying to implement is probably not a good idea. False 15. Feeling uncomfortable in a learning situation is not a normal part of the learning cycle. False 16. Motivation may result from clarifying one’s goals and acting upon them. True 17. Learning styles may be connected to study strategies that can be used to help a student succeed in a course. True 18. Visual learning means one is focusing on the kinesthetic section of the learning styles 19. A benefit of keeping a journal during the semester is that it may allow one to write about the connections between courses being studied. True 20. In an effort to become a master student, one should try to make predictions based on the strategies one has learned and check to see if his/her life experiences coincide with those predictions. True 21. Time is considered to be a renewable resource. False 22. Becoming aware of one’s particular style of procrastination may not assist in changing one’s behavior. True 23. Graphic signals are used to enhance a student’s class notes Flase Short Answers: 24. Please describe four characteristics of a master student. Provide specific examples of how these characteristics may be demonstrated. Set goals, achieving the goals in the time frame. Be able to manage time effectively. 25. Decision making skills are important for master students. Please explain how one may improve his/her skill at making decisions in life. By setting goals for their self.

Haas and Flower Reading Response Essay

â€Å"If readers construct the meaning of texts, how does information transmission work?† Through constructing the meaning of texts, a reader can interpret and summarize chunks of writing into something that is already processed by the reader. Personally, I know that if I begin reading a piece of text that I have never researched or learned in the past, obviously I cannot make an information transmission. On the other hand, when I read a piece of material that I’ve learned in the past, it helps me to fully interpret and think critically on the topic. If a reader can complete a create a connection between past learning and the newer topic, the reader can construct a personal judgment or opinion. The reader’s thesis is then developed and the reader can fully absorb and accomplish what is a â€Å"good read.† â€Å"What kinds of knowledge did you bring to this article that helped you make sense of it?† The information I brought to the article was really a collection of teachings I received through high school. The knowledge to re-read text if I don’t fully comprehend the author’s point. Also the ability to stop and evaluate the text to figure out what Haas and Flower were trying to explain. I received fairly intensive English courses in high school, from which I was able to transmission my past lessons to the text Haas and Flower presented. Without trying to sound repetitive, I was able to pick apart phrases of the text that I simply didn’t understand, even by rereading, and use the context to help make snese of the wording Haas and Flower use.