Christian environment Essay Example for Free

Christian environment Essay â€Å"Today’s Stock market dropped 5%, unemployment rate reaching 10%, Gross Domestic Products dropped for the sixth month in a row. † This economic crisis happened in South Korea in 1999. For sure it was a big trouble for those who lost the job they thought will be their permanent job, like a government owned financial company which I worked for. I witnessed many employees laid off and they were unable to find a new job for a long time due to the lack of technical skills. This event got me thinking of changing my career. My job as an investment bank teller, was very simple and was being replaced by machine. I quit my banking job and started to study in America in 2000. Everything from language to culture was hard for me to adapt but the dream of finding a meaningful career for the rest of my life was a motivation enough to keep me going. Fortunately, I met a good Christian family who introduced me to nursing and it was so attractive to me. First it is its need to solve common societal issues as caring for aging population and Second I thought nursing always needed human touch. One of the new cultures I have observed while living in America is the stress on personal right. Most of the time I hear how important it is to speak up for your own right or people will intimidate or rip you off. I might be wrong because I am an immigrant as I don’t fully understand American society, but can you imagine I never used to speak up for my own interest in a group of people working together? I had to leave my own interest and think about others and the whole organizations. That is how I was taught at home and school in Korea and I learned that practicing these values, altruism and respecting wholeness, brings more joy than loss to my life. Moral Re Armament; was a name of group activity that I was involved in high school. From this group activity,I found myself volunteering for the community. We learned dancing and songs and performed at elderly care centers and orphanages. We visited them with food, helped them clean and played with them regularly. For me it was heart breaking to see how people could be lonely and living in a poor condition. However, these experiences opened my eyes to the world surrounding me as I had thought that I was the poor and the unfortunate one by not having both parents. I started to appreciate the little things such as living in a home, seeing my family each day and laughing with my friends. Most important of all that I learned was extending my hands to those who need help and knowing that there are people in need of help. The reason I chose Loma Linda University Nursing School is because of its Christian environment. I used to believe there was some power handling world beyond human’ limitation, I learned it was God’s hands. Nine years ago when I arrived in America , I needed help desperately, I went to a Korean church. In there I found God’s existence and saw people living as Christians. For me becoming a nurse wouldnt be possible if there’s no God’s intervention. I have now decided to step towards new nursing knowledge. I believe a good nurse needs to have humbleness, compassion and caring mind for the sick like what we were taught by Jesus. These Christian perspectives in nursing education at Loma Linda University will play an important role in my career to become a good nurse caring for aging population.

Impact of Employee Retention Essay Example for Free

Impact of Employee Retention Essay Griffeth Hom (2001) have argued that employee turnover is assuming crisis proportions for many employers who struggle to retain people in the tightest labour market. Griffeth Hom (2001, Pg 1) 52% of companies report that their turnover is increasing and quit rates are running high of 1.1% a month.† Turnover can be a real problem in many organisations. Companies spend a great deal of time and money recruiting and training employees and the cost of replacing staff members lost through turnover are great. The monetary cost of replacing one employee is generally estimated to range from 50 percent to 200 percent of the annual salary for the position, and may even be higher in very specialized fields. Furthermore, poor employee retention can have a negative impact on workplace productivity, job satisfaction, and also on the overall morale of the organisation. It is proven that a high turnover percentage can cost employers a great deal of financial distress. Depending on the size of the company, to many employers it can make the difference in staying or going out of business. Phillips (2003,Pg 4) noted that, â€Å"of late employee retention has captured the attention of the business, financial, and executive community as a critically important strategic issue that can have a dramatic effect on productivity and profits.† Cascio, 2000 and Johnson,1995 cited in Griffeth Hom, Retaining Valued Employees (2001), are of the opinion that, human resources professionals and researchers project that the cost of one turnover incidence ranges from between 93% to 200% of a leavers salary, depending on his or her skill and level of job responsibility. Labour turnover has a negative impact on the organizations. Although every manager and team member is aware of problems associated with high turnover, a review of its foremost consequences puts employee retention in the appropriate perspective. Patricia (2002, pg 4, 5) noted that â€Å"employee turnover has a serious impact on organisations. Firstly high financial costs, which is both in terms of direct and indirect costs and the performance of companies has been inhibited in many ways by high turnover rates. Sometimes the costs alone causes turnover to become a critical strategic issue. Secondly, in terms of survival as an issue, where in a tight labour market in which the company depends on having employees with critical skills, recruiting and retaining the appropriate talent can determine the success or failure of the organisation. Thirdly in terms of productivity loses and workflow interruptions , where an employee who quits abruptly not only leaves a productivity gap but also causes problems for others on the same team and within the same flow of work. Fourthly in terms of loss of know-how especially with regards to knowledge industry, where a departing employee may have the critical knowledge and skills needed for working with specific software. This can be a negative impact at least in the short run. Fifthly, turnover can have a serious impact on the image of the organisations.† Patricia (2002) also noted that some of the other impacts of turnover on organisations may be with regards to loss of business opportunities, administrative problems, disruption of social and communication networks, and job satisfaction of remaining employees. Patricia (2002) noted that it is important to remember that turnover can have a negative impact on the individual, particularly if an employee is leaving because of problems that could have been prevented. Furthermore, Patricia (2002) noted that a voluntary turnover because of problems that could have been avoided creates a variety of consequences such as loss of employee benefits or job seniority, financial difficulties, loss of social network, relocation costs, wasted efforts and uncompleted projects, and even more in terms of career problems. Branham (2005) noted that employees quit because of the disengagement process and deliberation process. Branham (2005) also noted that there are 7 reasons as to why employees leave organisations. They are as follows: 1. The job or the workplace was not expected. 2. The mismatch between job and person. 3. Very little coaching and feedback. 4. Few growth and advancement opportunities. 5. Feeling devalued and unrecognised. 6. Stress from overwork and work-life imbalance. 7. Loss of trust and confidence in senior leaders. There is no set level of employee turnover that determines at what point turnover starts to have a negative impact on an organisations performance. Everything depends on the type of labour markets in which you compete. Where it is relatively easy to find and train new employees quickly and at relatively little cost (that is where the labour market is loose), it is possible to sustain high quality levels of service provision despite having a high turnover rate. By contrast, where skills are relatively scarce, where recruitment is costly or where it takes several weeks to fill a vacancy, turnover is likely to be problematic for the organisation. This is especially true of situations in which you are losing staff to direct competitors or where customers have developed relationships with individual employees. Some employee turnover positively benefits organisations. This happens when a poor performer is replaced by a more productive employee, and can happen when a senior retirement allows the promotion or acquisition of welcome fresh blood. The more valuable the employees in question the more damaging the resignation, particularly when they move on to work for competitors. Moderate levels of staff turnover can also help to reduce staff costs in organisations where business levels are unpredictable month on month. When business is slack it is straightforward to hold off filling recently created vacancies for some weeks. Staw (1980 cited in Griffeth and Hom (2002), argues that turnover is not always bad. For instance, vacating employees or employees who quit can increase promotional opportunities for other employees or can infuse new ideas and technologies when new employees replace those who left. Dalton, Krackhardt and Porter (1981cited in Griffeth and Hom (2002), are of the opinion that certain kinds of jobs exits or quits among marginal perfor mers are even desirable. Abelson Bay singer (1994, cited in Griffeth and Hom (2002) that a certain quit rate might be tolerated as a cost of doing business in a particular industry. Stephen Taylor (2002, Pg 15) noted that for many HR specialists, rising staff turnover is seen as being an important organisational problem. It follows that improving retention rates should be high on the management agenda, and it is proper for resources to be devoted to achieving this aim. However a certain amount of turnover is actively welcomed by many managers. â€Å"Nonetheless, Griffeth Hom (2001) have noticed that organisational-level research and corporate studies report that high exit rates generally worsen organisational effectiveness. Though there are diverse opinions from various authors, and taking the above argument into consideration, it is clear that employees play a fundamental role in the success of any organisation and therefore by retaining talented or rather key employees is a very important task that the managers should undertake. Phillips Connell (2002) noted that, some organisations do a superb job of managing retention, whereas others fail miserably. The issues are not always externally driven but often lie within the organisation.

Organizational Change In Lenovo Group

Organizational Change In Lenovo Group Business organizations have to change to adapt to the changing environment. Management of change has been a hot issue in academic research for years. One popular opinion considers that nowadays corporations will go to die without change. However, how to carry out right change is a challenging question for corporations. Bland and aimless change could be a disaster causing a fast fall to the organizations. Focusing on the issue of management of change in the organization, this essay attempts to take use of the relevant concepts to research and analyze the issue of change within a real organization. The target organization is Lenovo, one of the most famous IT companies in China, where the researcher had opportunity to work. Lenovo has experienced big changes in its development road, especially in 2005, it successfully acquired IBM Personal Computing Division. This acquisition is a milestone in Lenovos history, which has also been an earthquake within the organization. In this essay, the researcher tries to identify and analyze the issues brought by the change within the organization. There are three parts in the main body of this research. Firstly, Lenovos background will be presented briefly. In the second part, an overview of management of change will be made in the first place. Based on the theories and concepts, it moves to the case of Lenovo. The nature and type of change, and the triggers for change in Lenovo will be identified respectively. Moreover, problems caused by the change and Lenovos solution will be discussed in this part. In the third part, taking Lenovo as an example, this essay will provide recommendations for Chinese corporations pursuing change in its development. Company Background The company which this essay focuses is Lenovo Group, the leading IT company in China. Its main task is the manufacture and sale of personal computer. The history of this company can be dated back to 1981. The company was founded by only 11 employees and with the name of Legend, holding the philosophy that bringing IT to more Chinese consumers and businesses. With years of efforts, this company had become the top PC manufacture in China since 1996, and carries out internationalization steps from 2000. It changes the name form Legend to Lenovo, which is the combination of the Le from Legend with novo(meaning neew) from the Latin word in 2004. And year 2005 has witnessed the most significant change of Lenovo the acquisition of IBMs PC Division. This action is considered as a milestone in history of Lenovo, because it combines the leading PC manufactures both in US and China, making a new unified international PC leader. This business decision proves to be correct by the facts. With th is acquisition, Lenovo has become one of the largest PC manufacturers in the world scope. The annual revenue of the company has reached 21 billion US dollars, with a series of brands of PCs, like Thinkpad. Nowadays, Lenovo has been an international company, operating in more than sixty countries with 23,000 employees worldwide. The company has been the third largest PC producer and the fastest growing one in the world top 5 PC manufacturers, with a world market share of 10.2% (Lenovo Official Website, 2012). Change within Lenovo 3.1 Brief Review of Management of Change The necessity of change within the organization has been widely recognized. Though the cause for changes may be different for one corporation from another, the triggers could be summarized into two types, external factors and internal factors. According to Elving (2005), the business environment is constantly changing. Corporations have to keep pace with the changing environment to achieve their business aim according to the environment. This is the external trigger for organizational change. On the contrary, the internal triggers come from the organization inside. Elving (2005) points out that technique development and personnel promotion are important internal triggers. Diefenbach (2007) considers that companies demand of development is one significant internal factor for changing, especially when performance is declining. However, change needs careful consideration. Any imprudent action could be very dangerous. Successful changes are strategic and systematic. Brian and Walter (1993) identify the changes into different types according to the strategies used. They are planned changes, small changes and imploding changes. Donaldson (2000) divided changes into structure, personnel, and technique changes. Changes always face resistance from employees. According to Morrell et al. (2004), the root for resistance against change is peoples fear for risk. Some scholars go deep into the reasons for resistance. De Jager (2001) focuses on the old employees, indicating that changes are always resisted by old employees for their worries about losing the things and interest they have owned. Robbins (2009) emphasizes the cause of refusing change is due to peoples fear of uncertainty, as change could make things from familiar to unknown. Dent (1999) thinks that some resistance may come from employees consideration about the company goal and development instead of themselves. Hence, it is necessary for enterprises to effectively communicate with their employees to make them clear about the significance, purpose and method of change. According to Altman and Iles (1998), the ways of putting forward the change should be flexible and innovative. However, in some special situation, some tough measures c ould be used to show the organizations strong determination. 3.2 Analysis on Change in Lenovo In August 2004, the chairman of Lenovo Group, has officially announced the acquisition of IBMs PC Division with a total of $ 12.5 billion (Lenovo Official Website, 2012). It is completed in 2005. It is undoubted that this business action is an enormous change within the organization. The rapid growth of Lenovo after the acquisition has proved that this decision of change is correct and well handled. The experience of Lenovo makes a good example for those who are troubled by the change within the organization. Trigger for Change of Lenovo The acquisition of IBM is a big change for Lenovo. The process of this acquisition lasts for five years from 2000 to 2005. This change is carried out with careful consideration and prudent behaviors. As mentioned above, triggers for change could be external and internal. External triggers emphasize the changing environment which enterprises have to keep pace with so as to complete their business goal, while internal triggers come from the organization inside, such as technique, personnel, etc. (Elving, 2005) Looking into the case of Lenovos acquisition of IBM, it could be found that this big change is driven by both external and internal factors. The external triggers for this change are summarized as follows. First of all, it is a necessary step for Lenovo to fulfill internationalization. Nowadays, facing competition pressure, a number of successful enterprises go abroad for more chances and bigger markets. The internationalization provides enterprises opportunities for sustained development. Lenovos choice of being internationalized is to conform the world economic development, which strengthens its competitive edge. On the one hand, before the acquisition of IBM, Lenovo has been a leading company in Chinese PC market. The company has occupied 1/3 of the segment, and the top PC company in China for 8 years. For Lenovo, the market of China is too limited for Lenovo to pursue further development, and it has the capability to go internationalization. On the other hand, with Lenovos business becoming mature, the company faces more and more challenges. After Chinas entry into WTO, a number of famous PC companies pour into Chinese market, such as IBM, Toshiba, Dell. Besides the brand advantage s, these PC giants are strong enough to provide products at attractive price. This fierce competition causes price war in Chinese PC market. Under this circumstance, Lenovo bears unprecedented competitive pressure. To Lenovo, pursuing internationalization is not only for development, but also for survival. It is proved that the acquisition of IBM is a fast rout for Lenovo to carry out international expansion, which makes it the number five top PC producer globally. Secondly, through this change, the bargaining power with suppliers has been strengthened a lot. As mentioned above, the Chinese PC market falls into a price war. Thus, the cheap price raw materials are very important. The acquisition of IBM makes Lenovo the world leading PC company. It improves Lenovos position when bargaining with the suppliers. One of the most important internal triggers for Lenovo to conduct this change is to acquire the most developed PC technology. IBM is considered the pioneer in PC producing all over the world, and the IBM PC is generally acknowledged as high-ended brand. The acquisition of IBM makes it possible to access the most developed technique. Whats more, besides technique in research and development, tactics in management, production, marketing and after service are all valuable treasures for Lenovo. The technique and management skills sharpen competitive edge of Lenovo. According to Diefenbach (2007), companies demand of development is one important internal factor for change. Following this concept, Lenovo makes the decision of change in order to acquire the brand of Thinkpad, the word-famous PC brand, and to reach more customers. In this acquisition, Lenovo makes an agreement with IBM, that takes use of the brand of Thinkpad. This agreement avoids the risks of unrecognizing the Lenovo brand in international market. It is a safe step to introduce Lenovo to international market and makes it possible for consumers to try Lenovos products. Moreover, some of the foreign consumers hold negative opinions to products made in China, which are considered as low quality and lack of technique. The use of Thinkpad brand gains the access to the new customers and tries to change their impression on Chinese PC. Problems Arising with the Change within the Organization Changes always resisted by people for the uncertainty and risks. This change in Lenovo is an earthquake to the whole company, which faces a lot of problems. The most challenging one is about people. Human resources are considered the most valuable asset for modern enterprises. Generally, the turnover of employees in acquired company is always a critical issue for the buyers, Lenovo is no exception. IBM employees have strong enterprise culture background. How to minimize the turnover and make foreign employees accept the management of Lenovo, a Chinese localized corporation, is a big challenge for the company, especially in the high-level management team in US market. In addition, this change does not only concern the overseas employees but also is closely related to the original Chinese employees. How to balance the two groups and make them harmoniously integrate together are not easy tasks. Its known that the salary and remuneration system of the US and Chinese companies are totally different. Hence, the company needs to find out an effective way to satisfy both groups of employees, making them feel equally and well treated. Moreover, problem is also shown in culture integration. Cultural differences may cause misunderstanding and conflicts within the organization. For Lenovo and IBM, the cultural differences exist not only in the level of corporation but also the nationality. Peoples behavior and form of thinking are deeply rooted in the national culture. It is inevitable that the western and eastern culture collide with each other after the change. The point is how to improve the mutual understanding and make the two groups of people working in a harmonious environment. However, as a localized company, Lenovo has no enough experiences on culture integration. 3.3 Solution of Lenovo on Problems Caused by Change Considering the problems arising from the change, Lenovo carries out a set of measures to make the change grows in a positive way. On the one hand, at the first beginning of the change, Lenovo makes a survey to investigate employees opinion to the acquisition. Data collected shows that most of the employees both in IBM and Lenovo present positive attitude towards the event, though some of the foreign staff shows worries about the future. According to the survey result, Lenovo makes guarantees to the staff in IBM that the IBM PC division is managed in international style and the salary and remuneration system is not changed. This action eliminates the biggest worries from the IBM employees, and strengthens their confidence about the acquisition, which maintains a lot of IBM original staff. On the other hand, to the Chinese employees in Lenovo, the company offers a new set of salary and remuneration scheme, which deduces the gap of the treatment so as to balance between the two groups of employees. The efforts of Lenovo are effective and efficient, which reduces the resistance in the process of change. With regards of the cultural differences, Lenovo tries to find similarities between the two in corporate culture as the starting point. In the whole process of the acquisition, Lenovo seek common ground with IBM while reserving differences, which makes the employees in both teams set up a unified identify about the future of the company. But it does not mean Lenovo evades differences. The company takes use of tactics to increase the communication between the two. For example, it holds cocktail party, sets up culture integration discussion board, and builds cultural integration committee. For the management team, special training for cross-culture management and languages is also given to the employees in the company. Recommendations on the Resistance of Change The case of Lenovo makes a good example for Chinese enterprises, which are troubled by the resistance of Change. According to the case of Lenovo, this essay gives the following recommendations. First of all, as stated by Robbins (2009), communication is an excellent way to handle the resistance. In the case of Lenovo, the company pays attention to the effective communication with its employees about the change within the organization. At the very beginning of the change, it makes survey among employees in both US and China. Though this survey, the company conveys the initiative and the importance of the change. With data collected, the company knows about employees attitude towards and worries about this change. All the worries are carefully considered by the company, and solution and strategies are made accordingly, such as the guarantee about management system and the salary and remuneration system to IBM employees, and the adjustment of Chinese employees salary scheme. The fact proves that the communication before the acquisition is effective, which guarantees the change go smoothly. In general case, the resistance comes from employees feeling of uncertainty and fear of risks. Good communication could help the employees understanding about the whole facts, thus eliminate peoples doubt and resistance. Talks and discussion are two ways commonly used in communication. Additionally, one objective of communication is to know about employees thought about the change. Therefore, it is important for company to be willing to listen to different voices and accept the suggestions about the change. Making employees involved in the decision making process is an effective way to get their support (Lawrence, 1963). It should be noticed that to make the employees involvement contributes to the development of the company, employees training and development are necessary and important Secondly, conducting a change is a systematic work, which needs a careful plan. Blind action always causes failure. It takes five years for Lenovo to complete this change. During this process, Lenovo has never stopped for adjusting the plan for the acquisition, and it involves the management philosophy, human resources, corporate culture, technique, production, marketing etc. almost every aspects in a company. Although some changes may be very small, they still need careful plan in to ensure an effective implementation. Conclusion In conclusion, management of change has been a critical issue for enterprise. This essay takes use of the relevant concepts to research and analyze the issue of change within Lenovo, the leading IT company in China. It focuses on the event of acquisition of IBM, the biggest change within the organization, going deep inside of the issues brought by the change. The triggers for change could be external and internal. Enterprises have to be adopted to the changing environment. It is the external trigger for change. Internal triggers come from the organization inside, such as the technique, personnel. Moreover, the demand for development is another important internal trigger. The triggers for the change of Lenovo are the combination of the external and internal factors. For external triggers, on the one hand, internalization is the development trend for successful enterprises. On the other hand, the company faces strong competition from international PC companies like Dell, IBM. To enhance the competitive edge, the change for internalization is necessary. One of the most important triggers for Lenovo is the demand new technique from IBM. Whats more, through this change, Lenovo can acquire the brand of Thinkpad and reach out new customers in international market. According the theories of change, organization change is always resisted by the em ployees for the feeling of uncertainty and fears of risks. The biggest problem of this change for Lenovo also comes from people. On the one hand, IBM employees worry about changing to the Chinese management style, and losing interests in salary and remuneration. On the other hand, different salary and remuneration systems make Chinese employees feel unequal and dissatisfied. Whats more, this change may also cause cultural conflicts between the Chinese and the Americans. Recognizing these resistances, Lenovo takes some effective measures which ensure the implementation of the change. Lenovo sets up a good example for organization pursuing change. Its experiences are summarized and given as recommendations in this essay. Firstly, successful change is based on the effective communication with employees. Secondly, changes either big or small need careful consideration and plan. .

Whos Afraid of Edward Albee? :: Biography Biographies Essays

Who's Afraid of Edward Albee?      Ã‚   Edward Albee was considered the chief playwright of the Theater of the Absurd when his first successful one-act experimental plays emerged.   The Zoo Story, The Death of Bessie Smith, The Sandbox, and Quotations from Chairman Mao Tse-Tung were all released during Albee's thirties between 1959 and 1968 (Artists   1-2).   Edward Albee was born in the nation's capitol on March 12, 1928, and his career has brought him three Pulitzer Prizes over four decades, the first for A Delicate Balance in 1966 and the most recent in 1994 for Three Tall Women.   While Albee's original works established him as a leading voice in America's Theater of the Absurd, his more mature plays were representative of traditional playwrights like Eugene O'Neill and August Strindberg.      Unlike many successful writers, the childhood of Albee was not one of deprivation.   On the contrary,   Albee was adopted at the age of two weeks by a millionaire family.   From that point on he knew a life of wealth and privilege.   He resided with his family in Westchester, New York.   His childhood experience was quite remote from that of many writers who knew squalor and deprivation.   As one magazine article said regarding his childhood years, "It was a time of servants, tutors, riding lessons, winters in Miami, summers sailing on the Sound:   there was a Rolls Royce to bring him, smuggled in lap robes, to matinees in the city; an inexhaustible wardrobe housed in a closet as big as a room.   Albee has never made any explicit comments about the happiness of his childhood.   His father was believed, however, to be dominated by his wife, who was considerably younger than her husband and an avid athlete" (Biography   1).   His grandfather was one of the major f igures in the development of the razzmatazz of American show-business and the owner of a famous chain of vaudeville theaters.   Albee was named after him and this lineage gave him a great deal of exposure to plays and theater people at a young age.   Albee was not very adept at schoolwork though he showed promise as a writer from a young age.   He dropped out of Trinity College in Hartford, Connecticut, after a year and a half to pursue a writing career full time in New York.   However, while at Trinity, Albee did gain theater experience by playing a variety of characters in plays produced by the college drama department.

Free Soliloquies Essay - Othello’s Soliloquy :: GCSE Coursework Shakespeare Othello

Analysis of Othello’s Soliloquy During Othello’s soliloquy in Scene 3, ll. 299-318, Shakespeare uses the literary devices of imagery, symbolism, and antithesis to develop the state of mind of Othello during this strenuous time in his life. Othello, who seems to intrinsically believe that as a public figure he is fated to be unsuccessful at marriage, is torn between his love for Desdemona and the possibility that she is having an affair with Michael Cassio. This particular passage comes at a juncture after he denies that this could be true, and before he is finally convinced of his wife's infidelity. The fact that Othello is wavering between believing Iago and trusting his wife is reflected in the imagery Shakespeare uses in the soliloquy. The first image that is used is that of a falcon. Lines 301-304 read: â€Å"If I do prove her haggard, / Though that her jesses were my dear heartstrings, / I’d whistle her off and let her down the wind to prey at fortune.† This shows that Othello is still unsure about Desdemona, and claims that though he is in love with Desdemona, he would drop her if he found out she was cheating. This is quite a strong willed statement, but it is diminished by lines 319-320, which follow the entrance of Desdemona and Emilia into the chamber. Othello says, â€Å"If she be false, heaven mocks itself! / I’ll not believe ‘t.† This is an example of how turbulent Othello’s state of mind is. The steadfast determination expressed using the falcon image sort of â€Å"melts† when he sees Desdemona, and he immediately pro fesses denial that she could be untrue to him. Yet, just ten lines earlier (l. 308), Othello says, â€Å"She’s gone! I am abused!† and proceeds to lament the very institution of marriage: â€Å"O cure of marriage, ? That we can call these delicate creatures ours / And not their appetites!† Shakespeare’s placing of these three different conclusions Othello has drawn in such close proximity is an example of antithesis, and a testament to the changing and chaotic state of mind of Othello. Additional symbols are used in the soliloquy which exemplify this as well. In lines 311-314, he says: â€Å"I had rather be a toad / And live upon the vapor of a dungeon / Than to keep in the corner the thing I love / For others’ uses.

Istanbul: Memories and the City: Prhan Pamuk Essay -- Yahya Kemal, Ahm

Orhan Pamuk’s Istanbul: Memories and the City represents the first twenty-two years of his life using various approaches from autobiographical details of his own childhood memories, photographs from his family album, newspaper articles, paintings and writings on Istanbul by luminaries from different walks of life. Pamuk, appears intermittently as both the narrator and author who narrates his experiences of the city. The four famous Turkish stalwarts, Yahya Kemal, Ahmet Hamdi Tanpinar, Abdulhak Sinasi Hisar and Resat Ekrem Kocu, played a prominent role in the creation of Pamuk’s Istanbul hence providing him with an Istanbul he has never seen. Throughout the narrative, he refers to various Turkish and foreign authors who have lived, visited and written about his city. Although they had different styles, what these writers had in common was the love for the city. All four were influenced by the French tradition and attempted to express their feelings for Istanbul using Western style of writing. The writings of these four writers have provided Pamuk with the perspective of an Istanbul that he did not experience even though he has been staying there since his birth. These writers, who had witnessed the fall of the Ottoman Empire and the birth of the Turkish Republic, aimed to reinvent the identity of their city. Their aim was to create an image for Istanbul to which the people of the Turkish Republic could relate. In their attempt to create a national image for their city, these writers went into the poor back streets of Istanbul. The ruins, poverty and neglect dominating those parts of the city functioned like witnesses of the adversities that the city and its people had undergone. The ruins of the Ottoman Empire were consoling memo... ...hose parts of his city like a foreigner. He can thus become his own Westerner in the old neighborhoods, where he can feel like a stranger in the city where he has lived since his birth. The foreign gaze enables Pamuk to see the city as a new one, and explore it in a very peculiar manner because now a broken building means more than it did earlier. Before he read Gautier’s book about his experience in Istanbul a broken building was just a building destroyed due to the fall of the Empire, but now it has huzun, poetry and various other things that Pamuk can add to his narrative about his city of Istanbul. Works Cited Hande, Gurses. â€Å"Out of Place in Istanbul.† London: Ubiquity Press, 2010. Web. 7 Jan. 2014. Pamuk, Orhan, and Maureen Freely. Istanbul: Memories and the City. New York: Vintage International, 2006. Print.

Psychology spec Essay

We don’t aim to profit from education – we want you to. If you are an existing customer then we thank you for your support. If you are thinking of moving to AQA then we look forward to welcoming you. 1. 2 Why choose Psychology? The revised specification will provide students with a sound understanding of the various methods and approaches in psychology at an introductory level. Knowledge of methods and approaches will be illustrated through various topic areas representing the core areas of social, cognitive, developmental, biological and individual differences. The topic areas have been chosen because of their importance and prominence within the core area and their relevance to everyday life. The specification requires candidates to nderstand ethical issues that must be considered when conducting research in psychology. New content has been introduced, while less popular topics have been removed. Unit 1 of this specification can be delivered as a Short Course. GCSE psychology is no longer tiered; therefore the question papers have been designed to be accessible to candidates of all abilities. . 3 How do I start using this specification? Already using the existing AQA Psychology specification? Register to receive further information, such as mark schemes, past question papers, details of teacher support meetings, etc, at http://www. qa. org. uk/rn/askaqa. php Information will be available electronically or in print, for your convenience. Tell us that you intend to enter candidates. Then we can make sure that you receive all the material you need for the examinations. You can let us know by completing the appropriate Intention to Enter and Estimated Entry forms. We will send copies to your Exams Officer and they are also available on our website (http://www. aqa. org. uk/admin/p_entries. php). Not using the AQA specification currently? Almost all centres in England and Wales use AQA or have used AQA in the past and are approved AQA centres. A small minority are not. If your centre is new to AQA, please contact our centre approval team at centreapproval@aqa. org. uk 1. 4 How can I find out more? Teacher Support You have 24-hour access to useful information and answers to the most commonly-asked questions at Details of the full range of current Teacher Support and CPD courses are available on our web site at http://web. aqa. org. uk/qual/cpd/index. php If the answer to your question is not available, you can submit a query for our team. Our target response time is one day. There is also a link to our fast and convenient online ooking system for all of our courses at http://coursesandevents. aqa. org. k/training 2 Specification at a Glance (Short Course) 4181 Unit 1: aking Sense of other people (41801) Written Paper – 1 hour 30 mins 80 marks – 100% Candidates answer all questions (Full Course) 4182 Other People 80 marks – Unit 2: Understanding Other people (41802) plus For assessments and subject awards after June 2013 there is a requirement that 100% of the assessment is terminal. 3 Subject Content Students should have experience of designing and conducti ng informal classroom research using a variety of methods. They will be expected to analyse data collected in investigations at a descriptive level and draw conclusions based on research findings. They will be required to draw on these experiences to answer questions in the examination for these units. In the delivery of these units, it is expected that teachers will seek out contemporary examples of theories and research to develop their candidates’ understanding of the subject content. 3. 1 Unit 1 Making Sense of Other People Memory Processes of encoding, storage and retrieval. The multi-store, reconstructive and levels of processing explanations of memory. Description and evaluation of studies to investigate explanations of memory. Explanations and studies of forgetting including interference, context and brain damage (retrograde and anterograde amnesia). Eyewitness testimony. description and evaluation ot studies ot tactors which attect the reliability eyewitnesses’ accounts of people and incidents, including the research by Loftus (1974), Bruce and Young (1998). Contemporary practical applications derived from the explanations of memory and forgetting and their benefits and drawbacks.