Satire in Tartuffe and Candide

Satire in Tartuffe and Candide The period, known as the Age of Enlightenment or The Enlightenment Period, began in the late seventeenth century. It was a time of great turmoil and intellectual movements that ultimately led to the beginning of the French Revolution. Enlightenment thinkers were the ones who encouraged and proposed that we rely on and trust our instincts for decision making along with the actions that make. Many Enlightenment thinkers, such as Moliere and Voltaire, were famous for their works. They were two writers that used a very particular approach to their works. Tartuffe, by Moliere, and Candide, by Voltaire, both addressed similar topics and themes such as satire for example. Tartuffe and Candide satirized religious hypocrisy emphasizing on free thinking and reason. Jean-Baptiste Moliere, who was originally named Jean-Baptiste Poquelin, was one of the greatest and well-known comic dramatists. He was known as one of the greatest and famous comic writers mainly because his works challenged the imprudence of trusting reason for different life events. One of Molieres most famous works includes Tartuffe primarily for the amount of controversy it sparked related to satire. Tartuffe is a play that tells about a man named Orgon, who is a wealthy family man, who takes a stranger into his home named Tartuffe. He later indeed is discovered to be a religious hypocrite. He doesnt have any morals or indeed values religion. Tartuffe simply used religion as a disguise to manipulate people and do his crimes. He pretends to be extremely religious, but from his actions and behavior, it goes entirely against the morals of religion. For example, when Tartuffe sees Dorine in Act 3, Scene 2, he tells her: Cover your bust. The flesh is weak Souls are forever damaged by such sights, When sinful thoughts begin their evil flights. From this scene, there is clear evidence showing how Tartuffe is a hypocrite. Here, he preaches about the importance of chastity; however, in the scene that follows, he goes against this statement when he tries to pursue Elmire. Tartuffe tries to persuade Elmire to cheat on Orgon, but she comes up with a plan to expose Tartuffes true personality to Orgon as well as to show him how Tartuffe was trying to seduce her. As a result of this scheme, Orgon sees first-hand that Tartuffe is a religious hypocrite. The way that Moliere displays Tartuffes behavior, when comparing the two scenes, allows the audience to conclude that the way Tartuffe acts doesnt at all coincide with his words. The two different behaviors exemplified in the two scenes is meant to satirize the religious hypocrisy integrated into Tartuffe. A central theme of Tartuffe is religious moderation displayed through Cleante. He shows real pious virtue throughout the play by expressed ideas and thoughts opposed to religious hypocrisy embodied in Tartuffe. Religious moderation is communicated by Cleantes voice through his speeches: So nothing is more odious to me Than the display of specious piety Which I see in every charlatan Who tries to pass for a true holy man    Religious passion worn as a faà §ade Abuses whats sacred and mocks God. They dont exhibit zeal thats more intense Than heaven shows us in its own defense. Theyd never claim a knowledge thats divine And yet they live in virtues own design. They concentrate their hatred on the sin, And when the sinner grieves, invite him in. (Molià ¨re 24-25) This speech by Cleante in Act 1 Scene 5 is supported by a firmly structured argument to emphasize on Molià ¨res belief and support of religious moderation. Molià ¨re uses Cleantes speech to compare between the people that are actual pious against those individuals who are only pretending to be pious, like Tartuffe. Those who pretend to be pious do more talking and preaching versus actually showing actions to back up their words. The extremely holy people follow God as well as use actions more opposed to teaching. I think by Moliere using these statements in his play through Cleante; he is sending a message to his audience to exhibit religious moderation by being like Cleante. Francois-Marie Arouet, better known by his pen name Voltaire, was an outspoken and fearless writer. So much so, he landed himself in exile more than once. He was determined to have his work published by any means even if he had to do it secretly. One of Voltaires most notable works was Candide, which was written in response to news that Voltaire found to be disturbing. Unlike Tartuffe, where religious hypocrisy is embodied by one character, Voltaire attacks religious hypocrisy through religious communities. Like Moliere, Voltaire satirizes religious moderation as well. In Candide, Voltaire uses the character, Pangloss, as a way to mock his view on religious moderation. Voltaire believed humans should rely on their reason and senses to make decisions and understand the world. Throughout the novel, Pangloss has an optimistic view of how he sees the world. He believes that God made the best possible world that we can live in and that everything that happens is necessary. Candide recalls his mentors philosophy: It is clear, said he, that things cannot be otherwise than they are, for since everything is made to serve an end, everything necessarily serves the best end. (Voltaire, 101) Panglosss philosophy encourages and promotes that people should trust and follow their religious faith blindly. Voltaire satirizes this because he has a different belief. As demonstrated by Candides misfortunes throughout the novel, his mentors optimistic view and philosophy proved to be inaccurate, such as with the drowning of Jacques the Anabaptist. After this disaster and all the other horrible experiences, leads Candide to question Panglosss philosophy about whether or not his unfortunate experiences are part of the best of all possible worlds. Moliere and Voltaire successfully satirize their views on religious hypocrisy and moderation in Tartuffe and Candide. With each of their works, they hoped to get a message out to society that would catch attention as both did with the amount of controversy their works caused. Even though their works were written many centuries ago, it served as a foundation for satirical writers in the modern day. The world we live in today is still filled with negative aspects of religion such as with the Charlie Hebdo shooting in 2015. The messages Moliere and Voltaire communicated are still important to this day and probably needs to be addressed more elaborately in the present age than it was at the time their works were published. Works Cited Page Moliere. Tartuffe. The Norton Anthology World Literature, vol. 2, 3rd edition, pp. 12-68. Voltaire. Candide. The Norton Anthology World Literature, vol. 2, 3rd edition, pp. 97-159.

Role of Marketing Staff

The Role of the Marketing Staff DONALD R. LONGMAN Business management [S increasingly dependent upon marketing to gain enduring competitive advantage. This article describes the rich opportunities for success presented by a change rn the approach to marketing stafF work and acquisition of professional personnel for it. GREAT DEAL has been written in recent years about the marketing concept. We may expect to see much more; for competition in American industry is increasingly centered in marketing-. This is a substantial change from the situation only a few decades ago. Success then hung on creative skill in evolving substantially new types of products, new production processes, new efficiency systems. Each step forward in these areas produced relatively strong and enduring competitive advantages. This is much less true today. Mass training of skilled research and development men and of production engineers, increased mobility of manpower, and mass communication at the professional level have all served to spread technological know-how with amazing speed. Competitors employ research men and engineers of parallel training, professional contact, and skill. If one company's team seems relatively inept in the competitive battle, it is still possible to call upon a superior group of consulting engineers for help while a new team is being built. Under these conditions, competitors quickly identify and match successful innovations made by any company in their field. They may even improve on the original innovator's ideas. It would be vain to suppose that even such corporate giants as Esso, U. S. Steel, or^ General Motors could gain and hold for long a major competitive advantage in product or manufacturing process. Indeed, it has become common practice to grant licenses to competitors on a royalty basis, thus removing technical innovations as a basis of competitive advantage in the market. Competitive Opportunities It^ is this comparative equality in production skills that is forcing a shift in the weight of competition to marketing. Marketing is still a relatively unexplored area. Our customers are so many, so scattered, and so nonhomogeneous in nature and in demands that they are difficult to understand. We are not even sure how we can best serve them economically and efficiently. Changes are still commonplace among big, well-established companies in such basic elements as channels of distribution, discount systems, warehousing arrangements, and service policies. Such changes grow as much out of uncertainty and insecurity m marketing decision as out of changes in the market itself or m marketing institutions. Marketing offers a rich area of opportunity for competitive advantage, richer today than that offered by any other phase of business. But if a company is to seize this opportunity, a lot has to be done. 29 30 Journal of Marketing, July, 1962 Requirements for Efficient Marketing 1. A Sound Understanding of the Market First, it is essential to acquire a comprehensive understanding of the market itself. This is a matter of getting the facts, completely and accurately. One has to know the exact size of the market and its geographical distribution. One must know who make up the market, the numbers and kinds of people. Where do they buy, in what quantities, how often, why? What products are available for them to choose among? What are their characteristics, their prices, tbeir patterns of distribution? What are the products used for, what satisfactions do they provide? Why is one brand chosen over nother; and why do people change in their choices? There is so much that needs to be known, and known well. How else can we think constructively of the marketing process until we have a solid grasp of the facts, a sure sense of perspective? The truth is that little effort to think constructively about marketing was made during the decades when competitive success was estab lished by production efforts. Systematic collection and analysis of marketing facts have been undertaken, even by the largest and most progressive companies, only during the last fifteen or twenty years. Indeed, the evolution of marketing, research may serve as n index of the shift in competitive pressure toward marketing. We possess today the tools and techniques for acquiring quickly and efficiently almost all the basic data necessary to provide executives with a sound perspective in marketing. Yet marketing research is still inadequately utilized; there is ample room even now for a company to gain major marketing advantages over competitors simply by superior knowledge of the facts of the business. The 10,000 professional marketing research men today are probably not a third of the number we may expect when marketing has been developed to a peak of fficiency comparable to production. 2. Innovation The second requisite to superior marketing lies in innovation. There is no progress in acceptance of routine, in copying competitive practices, in turgid operation. Indeed, in the fiuid environment of marketing, with changes in policies, practices, and procedures borne no more of creative thought than of uncertainty, the well thought out, tested innovations may prove extremely rewarding. We must be prepared to consider alterations, often radical changes, in methods and policies. We must become creative, cultivating a flexibility of mind that seeks and considers ew approaches. We must be prepared to reexamine the basic premises upon which our policies rest. We must begin to ask the fundamental questions and to fix them in our mind, looking, looking always for new answers. There exists a unit expected to devise and explore new ideas in the production area. It is supposed to suggest innovations, to challenge current practices. It is staffed with men of imagination, men of specialized education, men whose minds are constantly stirred and challenged by contacts with ba sic research scientists in our universities, foundations, and government units. They are in continuous ontact with other professionals throughout the country, often in other countries, and are constantly stimulated by the ideas and exploratory efforts they encounter in a wide variety of industries. They are Research and Development men. There is no comparable unit in marketing, even in companies whose marketing costs far exceed manufacturing costs. The nearest marketing pai'- allel'is to be found in advertising agencies. These owe their independent existence to the very fact that creative imagination and innovation are obviously essential to advertising; and even the largest advertisers do not provide in their marketing rganizations a climate conductive to high quality creative work. But the advertising agency is concerned fundamentally with only one of many marketing activities. It is not well equipped to serve as the creative arm for the entire marketing function. It is not paid e nough to do the job; nor is the company advertising manager who works with the agency so positioned in his own company that he could spark the creative effort for the entire Marketing Department. This means that a new and different unit is needed to function within the company itself. It must be staffed with men of creative minds, trained n seeing and exploring possibilities not clear to others. They need to be observers of marketing in all of industry, stirred and challenged by professional association with creative men in universities, consulting firms, everywhere that pioneering thought g-oes on. They must imagine, synthesize ideas, experiment systematically. They may be engineers exploring the application of operations research to warehousing. They may be psychologists studying the foundations of sales- †¢ ABOUT THE AUTHOR. Donald Longman is Vice President and Director of Research for the J. Walter Thompson Company, New York. He is President f the American Marlteting Associ ation and Chairman of the International Marketing Federation. In earlier years Dr. Longman was a university professor and a government executive. He has held senior positions in business in both line and staff capacities. He is the author of a number of books and articles. The Role of the Marketing Staff 31 men's or dealers' morale and motivation. They may be marketing researchers probing ways to break old consumer buying habits and build new ones. They may be systematically testing consumer responses to a range of product styles, flavors, or scents. They must be the Marketing R and D. . Scientific Approach to Decision Making The third major requisite to superior marketing lies in hard-headed, scientific decision making. This requires a solid grasp of the facts of a business through research and through experience. More important, it requires imagination, perceptiveness, thoroughness, objectivity, analytical skill, and emotional stability. Few people acquire all these traits in the normal course of their lives; our marketing executives today introduce large portions of emotion, hunch, habit, and haste in their judgments. But needed qualities can be developed as a matter of explicit training. In increasing measure they are being developed in the best of our Schools of Business. Decision making is extraordinarily complex in the marketing field. When decision is required between alternative policies or procedures, it is necessary first to grasp fully and completely the exact nature of the alternatives and all their implications. It may seem simple, for example, to select a brand name for a new product; but this is only true for one who does not know both the values and dangers in a name. A name can convey a sense of quality, lend itself to easy recall, facilitate effective advertising, express values to be received in use; n sum, it can secure a privileged competitive position to its owner. Or it can be easily ridiculed or played upon, fail of copyright, be subject to confusion with other names, and so on. In truth, there are scores of facts to consider in selecting names, a wide variety of criteria to employ in judgment. There is a lot at stake. If this is true of names, i magine how much more true this is of issues concerning pricing, packaging, discount systems, employment and motivation of salesmen, advertising themes, and so on and on. Each issue must be studied objectively, its implications uncovered. All the facts relevant to ecision must be marshalled. The possible effects of alternative courses must be weighed. Experimentation or testing may be considered. This is the slow, arduous, but hard-headed and scientific approach to decision making. This is the way to confident action, desirable any time but mandatory when significantly new, creative innovations are put into effect. Those of us privileged to have close contact with marketing management over the past twenty years have seen a slow but steady progress toward this kind of decision making. Arbitrary, hasty, â€Å"seatof- the-pants† decisions based on hunch, enthusiasm, nd personal preferment for the individual advocates of one course are becoming less common. Yet there remains much room for improvement in decision making today. 4. Efficient Administration The fourth requisite to marketing success lies in efficient administration—the daily execution of policy and practice, the employment of facilities and men, the operating job. This is the field of marketing performance, so obviously necessary that it could not be overlooked. Here the need is for inspiring leadership of men, operating drive, astute supervision of performance in every detail, the building and aintenance of a morale that instills a motivation in the doers of the marketing job. Broadly speaking, marketing can claim credit for superior performance in this area; it has been given thought and attention at a senior business management level. By the same token, it is the marketing requisite least rich in opportunities for improvement and, therefore, least likely to yield a competitive advantage in marketing. The very obviousness of the need for sound administration has tended to obscure the nee d for the other three basic requisites in marketing—a full understanding of the market itself; the development f creative, new ideas or innovations; the making of decisions on a hard-headed, scientific basis. Administration is a big job, involving, the employment and supervision of hundreds, even thousands, of people, as well as the purchase, maintenance, and operation of equipment and facilities of countless kinds. And the huge expenditures for marketing lie under the administrator's control. Small wonder, then, that marketing administration was equated with all of marketing, until increasing competitive equality in other areas forced people to study more seriously the nature of the marketing function. Sound administration is a fundamental component of marketing, but is far from all of it. It is the operation of a gigantic â€Å"machine. † This marketing machine works on the materials provided it, and under the policies and procedures set for it. The machine operator, skilled as he may be in his function, is rarely qualified alone to conceive, test, and decide upon new ideas, on new policies and procedures. He is not an innovator. He is not a researcher. He is not a trained and objective decision maker. These are different problems, requiring skills and training different from his, perhaps even a different temperament. A New Organization of the Marketing Function The slowly growing recognition that marketing management requires much more than administra32 Journal of Marketing, July, 1962 tive skill has led our largest and most progressive companies to bring a new kind of man to the Marketing Vice Presidency. He tends to be more thoughtful, sometimes skilled more in handling ideas than in handling men. He is more objective, analytical, less emotionally involved in his assignment. He has begun demanding research—searching for ideas, thinking of both â€Å"strategy and tactics. † The basic administrative management of arketing, the line operating responsibility, is being delegated to a subordinate General Sales Manager or Director of Field Sales Activities. Concurrently, staff departments in marketing have grown in number and influence. New units have appeared. We now have Product Managers, Marketing Operations Managers, Research Managers, along with the older Advertising and Credit Mana gers. Even Marketing Accounting and Marketing Personnel Managers may serve as members of the Marketing Stafif. Functions and Operation of the Marketing Staff The functions of these several staff groups have not been clearly crystallized as yet. Broadly speaking. , most of them are supposed to study all phases of the company's marketing operations in the area of their specialization; keep the Marketing Vice President closely posted on trends and developments in their areas; check performance efficiency; and recommend policy or procedure changes when they seem needed. Thus, the Product Manager for a particular product keeps closely informed on all competitive conditions affecting his product, observes regional and district sales performance on the product, notes obstacles to sales success, and proposes means of overcoming them. The Operations Manager concerns imself with the supply, maintenance, and efficient performance of all physical facilities, stores, warehouses, delivery systems, etc. As a superior specialist in this area, he advises the Marketing Vice President on ways to improve efficiency and service, and to cut operating costs. The same kind of work is done by the Credit Manager, the Marketing Accounting and Personn el Managers, and the Advertising and Sales Promotion Manager. Collectively, the staff managers cover all the difiierent functions in marketing. When these Departments were set up, it was natural, of course, to staff them with young men ho had proved themselves successful in the company's marketing activities. So, they were drawn from the ranks of the administrators. Generally this is still true, for this is the logical source of men and these jobs are still not clearly enough defined to suggest the need to look elsewhere. But this will change, indeed is in the process of change. It is not enough for the Product Manager or Operations Manager to serve as an observer of operations, to be an administrative second-guesser in a particular area of specialty. This would be a most routine approach to a job, unworthy of senior personnel. Rather, the staff Manager and his assistants must use their advantageous positions to acquire all relevant information affecting their functions. They must assimilate, analyze, and evaluate these data constructively. They must add to this, the stimulus of wide-ranging contact and observation of their industry and of many others. They must cultivate a flexibility of mind inviting new ideas. They must become creative—considering all manner of policies, procedures, activities which can add to marketing opportunities or improve service and increase efficiency. They must develop and explore their creative deas, testing mentally or in the market place those which seem most promising. In handling such tasks, they develop habits of thoroughness and objectivity, making scores of decisions on the basis of a scientific approach. They are truly staff experts— observing, creating, testing, recommending ways of doing their part of the marketing job better than it has been done before . This is the basic job of the Product Manager. Concentrating all energies on the one product or product line for which he bears responsibility, it is his job to conceive new and better ways to market it. His work may lead to recommended product odifications, package changes, price or distribution revisions. He may study advertising, promotion, guarantees, and service, and come up with new recommendations. He is the innovator, the preliminary decision maker, working from intimate knowledge of all relevant facts. The same is true of the Marketing Operations Manager. He is studying the nature and design of his retail outlets, the number and location of warehouses, the packing and order-filling system, the volume and distribution of inventories. He has scores of subjects to study, each offering opportunities for significant improvement. If he can nly conceive a better type of retailing equipment for his stores, a better system of truck scheduling, a finer system of production-distribut ion coordination, he can strengthen his company's competitive position and add to its profits, just as can the Research and Development Manager or the Production Manager. What is true of Product and Operations Managers is just as true of the Advertising, Sales Promotion, and Public Relations Managers. It is just as true of the Marketing Personnel Manager. By use of cost analysis, the Marketing Accounting Manager can make significant contributions to policy on reas of operation, channels of distribution, a quantity discount system, and a hundred other things. We need an explicit, articulated understanding that this is the job of the Staff Manager. We need The Role of the Marketing Staff 33 to recognize formally, and afiirmatively that innovation and scientific decision making is the particular province of these men . . . that collectively they represent a kind of R and D for Marketing. The Staff as Professionals When this is done, we will have a very different set of specifications f or men to fill these jobs. They must possess keenly analytical but highly fiexible minds. They must be imaginative, creative. They must be objective, thorough, trained in the scientific approach to problems. They must know the rudiments of collection, assimilation, and evaluation of data. They must be well informed, with wide contacts in industry and education. In a word, they must be professionals. Broadly speaking, this is the kind of background and training we find most often today in marketingresearch men and consultants. This implies that in time most senior staff positions in marketing will be research positions. After all, research, viewed broadly, is nothing more than the systematic, horough, objective examination of a problem; the orderly acquisition of all relevant data bearing upon it; and the meaningful, creative evaluation of the data in terms of conclusions and recommendations. This is, indeed, what is expected of Marketing Staff Managers. With further passage of time, however, the specific functions of marketing research will be narrowed. Today anyone engag ed in simple fact gathering may be called a research man. Ten years from now, however, the term prohably will be reserved largely for those who by long, and specialized training have mastered the more complex and intricate echniques of research. They will be the specialists in sampling, in operations research, in projective techniques. The Marketing Research Department will not be large, and it will carry out its work on a service basis for all the Marketing Staff Managers. The changes ahead are already very much in the process of being made. Product Managers, Advertising Managers, staff men of every kind are addressing themselves ever more seriously to their Jobs, going farther and farther beyond routine, specialized, administrative observation and suggestion. They are getting into their jobs more deeply han ever, and so they feel impelled to creative and decision making roles. And more and more such jobs are going to research men and to men whose training and temperament commend t hem for a research approach to business. The trend will quicken as there is more widespread specific recognition and articulation of the ultimate character of staff work. MARKETING MEMO We Are Already Living in the Future . . . ^ Are you enjoying your life in 1985? Through no time machine, via no crystal ball, we are, today, living lives accurately predicted by early science forecasters and science fictioneers—but predicted for about 1985. Our age is a good quarter of a century ahead of its time, thanks to developments that would have waited many more years—except for urgent military necessity. Many of us resent defense spending. We begrudge its existence as a necessary waste that helps insure freedom, but yields no tangible return. How wrong we are! Our defense research dollars, aimed at strengthening our military muscle, are pushing civilians toward richer, healthier, safer, more convenient living. It was military money that led to the development of the safety door lock and the low-profile anti-skid tires now on many new automobiles. Military necessity mothered rainwear that remains indefinitely repellent to water, oil. and grease despite repeated laundering and dry cleaning. ^John G. Hubbell, â€Å"Life in 11)85 Today,† reprinted by permission of Quest . . . for tomorrow Magazine, Vol. 2 (Summer, 1961), p. 14. 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Leadership theme in Othello

William Shakespeare is one of the most profound writers that ever existed; his books have touched almost all aspects of life. I was drawn by Othello because of the natural skill and brilliance the author used. How Shakespeare builds character of the protagonists and antagonists is out of this world; the sequence of scenes and vocabulary in use is also unparalleled. Not only in Othello but also in his other plays. Love and romance is one of the themes that his plays revolved on; we can say he used it as device to attract more readers and viewers, but if we look at it as a non marketing tool we can also say that he centered in it to confuse the authorities of England that were ruthless when it came to dealing with anti government policies, e.g colonialism. I solely deployed the review method of research as it would give me the filtered thoughts of professionals on the matter. That said, neo-classic literature critics have come to a truce that Othello is a play that lays bare the qualities of a true leader and how the leadership can influence the political and economic sector. These traits can be laid bare if one deciphers the underlying message in the characters actions and words. All characters have different traits so I paid keen attention to the protagonist and antagonist; Othello and Lago. Their smooth distinction and how ones opinions and suggestions could affect the other lays bare the desirable and undesirable traits in leadership. The main purpose of this review is to try and show Shakespeare's honorable audience that there is more to his plays than just love themes. Leadership theme in OthelloI will have to begin this introduction by a praise to the play master himself; William Shakespeare. At the beginning of the play the writer portrays Othello as a very indecisive man and still hard lined to his shortcomings. Later on, the character takes a paradigm shift and he is able to be adored by the audience. This is made possible by his selfless actions capped with eloquent enticing skills. Lago who is the villain is seemingly attached to the main character, staying true to his malicious cause; he leads to the memorable demise of Othello. How this two interact should be an eye opener for leaders to be cautious and very selective of the company they keep and how that company influences his thoughts and delivery when in and out of duty. At the onset of the play we might have a likable feeling towards Lago but when detailing on the triggers of his actions we will see that he was created to clearly show shortcomings of any leader and what happens to them if they pushed to the breaking point by wrong influences. Lago's treacherous act were driven by human desires; he wanted Cassio's post as a lieutenant and that was his reason for spreading the rumor to his boss that his wife was having a secret affair with his enemy. We must also marvel at how Lago drew the equation and fixed Brabantio in it as he knew how much he detested the affair Othello had with Desdemona. The obvious notion that Lago had was that Othello would kill his competition. In contrast of notions and deeds, we see that Othello had positive thoughts and his dear friend and he even defended when need arose. Their relation only proves how any person can be vulnerable to deceit and self destruction. It is sad that Othello let Lago control his thoughts and deeds. The sequence of the scenes and how Othello behaves in different surroundings also profiles him as a very noble person. The scenes shift between being tense, romantic and spiteful, despite this we realize that protagonist behaves benevolently in most of them until the point he felt that he could take it no more; thanks to Lago. When cruising through the scenes, we realize that Lago has somewhat become the central character as when he is not there, his shadow is seen in how Othello behaves. The level of contact and communication between these two characters even surpasses how the protagonist relates to his own wife; Desdemona. The underlying message here is that the theme of leadership is the one that is on emphasis. The post Othello holds in the society and his racial background also gives the dynamics how leadership selection and election should be. The cases presented to the senate show a leader should behave and how cases should be handled. I think the last scenes were scripted to intentionally lean on the romantic theme so that the audience attention doesn't waver or as had said before; so that the authorities couldn't smell malice in the writing. Materials and methodsThe materials used were the play; OTHELLO written by William Shakespeare and the online articles that supported the analysis that leadership theme was central in the play in question. To get a clear view of the topic I had to keenly analyze the scenes in the play, notice the mood how the protagonist and antagonist behaved in them. I also used psychology scholarly articles to justify if the characters actions came out naturally or if there was a modicum of restraint and moderation despite the outward triggers to behave wildly. I gave an economic touch to this research by stating if the traits portrayed were beneficial or detrimental if possessed by leaders in organizations. Results obtainedThere was mixture of both bad and good qualities when Othello was the man in question. Among the good traits he possessed that made an astounding leader and likable characters were;Taking responsibility, he proved this when Lago came to warn him about the vengeful search that Brabantio had launched on him. Brabantio had an obvious dislike for Othello as he thought that he had used charm and voodoo to woe Desdemona, we can say that Brabantio used this claim on our protagonist as he was not from a white descent. Despite the warning and imminent threat of destruction that the latter faced, he stood firm to his ground as swore not to flee; a matter which he fulfilled (pluckrose-2017). He was ready to face the consequences if need be because he believed that what he did was true. He showed respect to his foes and elders whenever he was addressing them, such a scenario were when he was presented to the senate to answer a case where Brabantio had accused him of charming his daughter. He praised the senators by referring to them as his very noble and approved masters. The word masters is emphasized cause it meant that despite his post, he still acknowledged that he fell under the laws of the land.He was a peace maker; this was evident when an infuriated Brabantio approached him with his swordsmen. Instead of reacting in panic, fear or anger, he diffused the tension with a joke and proved he was a peace maker. It is evident that he had skills in war and he would have opted to use them in that moment if he was a selfish and ruthless leader. He opted not to because he knew there are civilized ways of solving matters.His composed and eloquent character made him stand out in all the scenes, the writer made it appear like he was the most learned person in the whole play. He maintains his composure When being presented at the senate for heinous claims and still achieves a rhyme when speaking, he says signor†¦masters..daughter†¦and her in one sentence. We see some senators showing admiration to the protagonist.Jealousy and gullibility are some of the negative traits that Othello exhibits. He lets Lago's words get into his and hood his judgment. He tends to lay so much trust in the antagonist that he doesn't bother verifying the authenticity of the words; a matter that culminated to his tragic demise. The jealous he feels for the rumored relationship between his wife and Cassio prove him emotionally weak, also a matter that leads to the tragic end of the play.He thought Self depreciation warranted him to depreciate Cassio's abilities. He acknowledged his own weaknesses and assumed that his love opponent that was a much lesser man than him. This is a very worrying trait for a business leader to posses as it doesn't lead to solving of a problem. He was overconfident in his doings and words. He used outrageous words to demean Cassio and filled his head with ideas that Cassio was lesser man hence could not compete with him in any way. It is by this assumptions that he starting plotting to kill his wife and her purported lover.He was emotionally weak. This trait was not evident at the beginning when he stayed to meet eye to eye with Brabantio but when he let Lago get into his head he lost his entire cool and behaved like an uncivilized moron by ending his own life. Discussion and conclusionFrom the above results we notice that all men can be vulnerable to bad influence, if only Othello had kept Lago a little bit far from him they he would have maintained his reputation as a perfect leader. The positive traits that have elaborated can help the managers in decision making and situation handling in the corporate world (stein-2005). A leader must learn to be responsible and accountable for his own actions when he feels that what he did was right. Even if he is wrong, he must judge himself harshly as failure leads to experience. From Othello's descent we learn that race does not determine ones traits, Othello was not a pure white man but he proved to be wiser and more composed than Lago. With inference from the original text and the examples I used, we reach a conclusion that leadership is truly the main theme in the play and that love is only used as style to attract the audience and capture its attention. ReferencesAn online article written by Helen Pluckrose on 19th January 2017Evolution psychology in the humanities: Shakespeare's Othellohttps://areomagazine.com/2017/01/19/evolution-psychology-in-the-humanities-shakespeare-othello/Scholarly journal by M Stein written in 2005The Othello conundrum: the inner contagion of leadershiphttps://journals.sagepub.com/doi/abs/10.1177/0170840605055339

Lance Armstron essays

Lance Armstron essays Its mid summer, a steamy 80-100 degrees farenheit, 15-35 mile per hour winds blow across the flatlands and mountains of one of the worlds most beautiful countries, France. 189 men, riding $5000 bicycles embark on a journey which will cover the flat lands of the north, and the treacherous mountain passes of the Pyrenean and Alpine mountain ranges of the south, totaling 3282 kilometers with only 2 rest days, each stage averaging 164 kilometers, for 22 days the race will be shaped by crashes, attacks, clash of wills and the struggle to be #1. For many, the race started on July 6 2002. But for one man, the race for his life began in the fall of 1996 Some of the most successful people in life have had to overcome disadvantages and obstacles that most others take for granted. I think Lance Armstrong is one of those successful people. Lisa, Lance's mother, knew things wouldn't be easy for him because she was only 17 when he was born and his father was never in the picture. She raised him enforcing an unbending rule: " make every obstacle an opportunity." Lance developed a love for endurance sports at an early age. He joined a local swim club when he was in the fifth grade and he trained with a coach that Lance says to this day is one of the best coaches he has ever had. When Lance was 13, he started riding a bike to swim practice. His daily workout routine consisted of 6 miles in the water and 20 miles on the bike. Pretty soon Lance became known all around the country because he was already a professional triathlete at the age of fifteen. Lance and his mom would travel all over Texas and other southern states entering as many race s as possible. When he was sixteen years old he was making about $20,000 a year racing. By the time he was a senior in high school his main interest was cycling. That year he was named to the U.S. national cycling team and he left home to g Sports Heroes In the world of sports, heroes are made each day. Some ...

Bone Density Testing essays

Bone Density Testing essays Bone densitometry (BD) or central dual-energy x-ray absorptiometry (DEXA), has become an established and a well-known tool for diagnosing and following up patients with disorders affecting the bone mineralization such as osteoporosis or osteopenia. Osteoporosis has been defined as a condition characterized by low bone mass and deterioration of bone tissue, leading to enhanced bone fragility and increase in fracture risk. Osteopenia refers to decreased calcification or density of the bone. DEXA results are measured in units of grams per square centimeter (g/cm2 ) and are expressed as a Z score and a T score. The value tested on an individual is compared to others of the same age, sex, and race. This is called the Z-score. It is given in standard deviations (SD) from the average value for the specific age group. A negative () value indicates that an individual has thinner bones (lower bone density) than the average of people in their group. A positive (+) value indicates that one has higher bone density than the average of people in the group. In BD, the T-score is expressed as a standard deviation (SD), which is a statistical measure of how closely each person in a group is to the average (mean) of the group. The average BD is determined by measuring the bone density of a large group of healthy 30-year-olds (young adult reference range). BD values are then reported as a standard deviation from the mean of this reference group. About 90% of people have a BD value within 2 standard deviations of this mean. Once again a negative value indicates that one has thinner bones (lower bone density) than an average 30-year-old and a positive value indicates that he/she has higher bone density than an average 30-year-old. The results are interpreted as follows: BD value in relation to young adult mean Classification ...

The Science of Giftcards Research Paper Example | Topics and Well Written Essays - 3750 words

The Science of Giftcards - Research Paper Example Cards issued by banks are also usually accepted at any vendor. Just as with anything else there are laws governing gift cards, though they vary quite a lot by different States. Provisions are in place regarding fees that may be assessed on them, rules concerning expiration dates, and still more rules governing escheat provisions, which are to describe when property considered abandoned or unclaimed can be reclaimed by the government. According to the Federal Reserve’s website as of July 2010, new laws will take effect governing gift cards, also another 20 iStates have legislation pending regarding gift certificates and gift cards. We will not look more closely at these laws in recognition of the fact that this report is being prepared for a National Company. 2011 saw over 25 billion dollars spent on cards of all kinds, from the traditional store valued, rebates, promotional and loyalty cards, electronic and e cards. Holiday gift cards have been the most requested gift the previous four years with no competition even close. National Retail Fashion estimated that more than 75% of shoppers purchased at least one this Christmas Season. In the past few years gift cards sales have increased exponentially. Bankers, merchants, retailers, credit card companies, and makers of consumer goods haven’t failed to take notice of this. A secondary market has even formed as backlash from the high success of the gift card market, where customers can sell, swap, and buy one another’s cards. Third party processors are now needed to manage the cards legal, regulatory and accounting issues. The last fact of these gift cards is quickly becoming a concern for some. Liabilities are complex when a gift card expires before the consumer has been able to redeem the card. Some States feel that unused breakage or balances are unclaimed property due them under State escheatment laws.

Movie Volcano 1997 Essay Example | Topics and Well Written Essays - 1250 words

Movie Volcano 1997 - Essay Example should have taken charge because he was the director of EOC and the situation required the center to take over control since none of the other departments were equipped to handle an emergency. Moreover, a team should have been developed that contained representatives from the departments being involved with Lee Jones heading the team. When Lee Jones came to know about the gas leak, he went to the site to inspect the damages himself. He started asking questions and demanded answers for the gas leak. He also proposed that the metro station be shut down for the safety of the public. He even went underground to investigate further without gaining proper access. The experts should be allowed to investigate further because they would analyze the seriousness of the issue. The experts have more knowledge about the issue. They would also be able to provide information on the flow, intensity and impact of the disaster. This would then help the Emergency Operations Center to be better prepared for the emergency. They would devise better plans based on the report by the experts. Assistant OEM Director took over command after the incidence at the subway train occurred. Before this, he was not willing to accept that an emergency of such big proportions was going to impact the state. However, after the incidence at the subway station, he had no choice but to take notice of the situation. The seriousness of the volcano was felt when the lava was seen for the first time just before the incident near the LA Brea Tar Pits in the subway train. An entire train derails and Lee Jones is present to witness the calamity with this daughter. Before this, the movie was building up for this scene where steam rising from the concrete led Dr. Barnes to conclude that a volcano was building. However, even then, the depth of the calamity was not understood. This happened only when casualties occurred in the form the train passengers and the onlookers. He called the OEM center and asked his