The Tragedy Of Macbeth By William Shakespeare - 739 Words

In William Shakespeare’s play, The Tragedy of Macbeth, the Death of King Duncan of Scotland occurred at Thane Macbeth’s castle, Inverness, at around four in the morning in about the year 1300. Before the murder, Macbeth imagined seeing a bloody dagger floating before him, making it appear as if he was not totally sane. The reason the murder happened was because Macbeth had met three witches in the woods that prophesized to him that he would become king of Scotland. Afterwards, Macbeth sent a letter home to his wife to tell her all about it. She then decided that she would have Macbeth kill Duncan. When Macbeth arrived home he then told his Lady Macbeth that Duncan was coming to visit their castle in the following days. In return she revealed to him her plan, while Duncan was sleeping she would drug his guards and Macbeth would take their daggers, stab Duncan to death, then return the daggers, blaming the whole thing on the guards. Macbeth was appalled at her idea and wa nted nothing to do with it, but Lady Macbeth was very persuasive and eventually convinced Macbeth that it was what was needed to be done. As defined by Diffen.com, first degree murder is, â€Å"A deliberate planning, premeditation, and intent to kill†¦Ã¢â‚¬  (First Degree Murder vs Second Degree Murder. Diffen.com. Diffen LLC, n.d. Web. 18 Nov 2015.). I would not say that Macbeth is guilty of first degree murder and my reasoning is that although he had intent to kill, he did not plan the murder. Lady Macbeth, however,Show MoreRelatedThe Tragedy Of Macbeth By William Shakespeare1205 Words   |  5 PagesThe first tragic story created in ancient Greece. Tragedies were written as a form of catharsis or purgation of emotions. In these types of plays, the audience finds characters in which they can relate to which is a tragic hero. The tragic hero creates his own failures based upon their own actions and produces a detrimental fate for himself. The process of the protagonist’s fall is based upon the tragic structure. The structure of a tragedy consists of the exposition, exciting force, hamartia, theRead More The Tragedy Of Macbeth By William Shakespeare892 Words   |  4 Pages‘The Tragedy of Macbeth’, written between 1599 and 1606 by William Shakespeare, has been reinterpreted in the 2010 film ‘Macbeth’. The 2010 film successfully takes its own reading of Shakespeare s play; by changing the setting, the director, Rupert Goold, effectively conveys many of the key themes and issues found in the original text. Whilst transforming some on the underlying meanings to correspond to the alternative readings contemporary audiences might take from Shakespeare s Macbeth. The objectiveRead MoreThe Tragedy Of Macbeth By William Shakespeare1724 Words   |  7 PagesAs humans we are attracted to tragedy in our everyday lives. For the horror, understanding and contemplation of human nature what else can offer a better summary than Shakespeare? In the play the Tragedy of Macbeth by William Shakespeare the story progresses through the vision of the protagonist, Macbeth. Throu ghout the story Macbeth aspires to obtain more power than his original position, as sergeant, provides. With many dastardly deeds he achieves the position of king, although he becomes a tyrantRead MoreThe Tragedy Of Macbeth By William Shakespeare1497 Words   |  6 PagesPractise Essay William Shakespeare effectively explores and follows the framework of the tragedy, Macbeth; a tale of systematic suffering, which foreshadows and imminently leads to the death of a great man. Essentially, it is Macbeth’s flaw – his growing ambition – which leads to these harsh repercussions. Shakespeare demonstrates his tragedy, through Aristotle’s elements and definition of tragedy, which ultimately concerns the reversal of good fortune to bad. In â€Å"Macbeth†, ambition conspires withRead MoreThe Tragedy Of Macbeth By William Shakespeare1023 Words   |  5 PagesWilliam Shakespeare is one the greatest writer of all time. Writing hundreds of books and scripts, Shakespeare founded his most success in his plays in the 1589-1613. One of his most popular plays is the Tragedy of Macbeth. The Tragedy of Macbeth was a turn from glory to tragedy. A story of a true tragic hero. Macbeth is a brave soldier in a war for Scotland. A tale of a great soilder that was highly praise in his kingdom turn to a tragic murderous sinful king. Macbeth kill his friends and hisRead MoreThe Tragedy Of Macbeth By William Shakespeare1090 Words   |  5 PagesThe Tragedy of Macbeth Literary Analysis In the play The Tragedy of Macbeth, William Shakespeare uses satire as tone and irony as points of view to portray Macbeth’s unfortunately placed ambition and the manipulation that is used on him. His ambition to gain a higher status as king ends with consequences to himself and the others in his path. Shakespeare adds dramatic irony, verbal irony, and situational irony to keep the readers at the edge of their seats as well as engaged in each lie and mishapRead MoreThe Tragedy Of Macbeth By William Shakespeare972 Words   |  4 PagesIn the Tragedy of Macbeth, William Shakespeare utilizes a series of themes through the behaviors of many different characters. Some themes seen more clearly throughout the play are those of monarchy, tyranny, and gender. Perhaps the most prominent theme in the whole play is that of the â€Å"unsexing† of Lacy Macbeth’s character. Lady Macbeth wants to act in such a way that is not connected to her gender; we see this and how it rela tes to the plot and her part in both the rising action and climax in theRead MoreThe Tragedy Of Macbeth By William Shakespeare1052 Words   |  5 PagesEnglish II 2 October, 2015 â€Å"Tragedy† of Macbeth Macbeth, a play written by one of the most influential English writers of all time William Shakespeare. It was created to be a Shakespearean tragedy. A tragedy as Aristotle defines it as: â€Å"Tragedy, then, is an imitation of an action that is serious, complete, and of a certain magnitude †¦. through pity and fear effecting the proper purgation of these emotions† (Aristotle: Poetics). What this is saying for a tragedy is that it should have the audienceRead MoreThe Tragedy Of Macbeth By William Shakespeare1582 Words   |  7 Pagesto you and told you would be king would you trust them? Macbeth did and ultimately it led to his tragic demise. The tragedy of Macbeth was written by famous poet William Shakespeare in the earl sixteen hundredth. The play dramatizes the destructive physical and mental effects of radical ambition for people who seek authority for the benefit of an individual. Macbeth’s theme of ambition, lust for power, faith, and gullibility makes Macbeth his own antagonist, which is directly correlated to his deathRead MoreThe Tragedy Of Macbeth By William Shakespeare1290 Words   |  6 Pagesdetrimentally. This is evident in the play, The Tragedy of Macbeth, written by William Shakespeare through Macbeth’s interpretation of the witches’ prophecies, perception of the security of his throne, and interpretation of what his life has become. First, Macbeth’s interpretation of the witches’ prophecies became the principle of his actions that caused for his identity to descent. To begin with, the three weird sisters presented Macbeth with three prophecies where the first two, Thane

“Tyronian” Tragedy Free Essays

In Eugene O’Neill’s agonizingly autobiographical play Long Day’s Journey into Night, readers are introduced a dismal family situation. Drugs, death, illness and failure lace each conversation, and regret flows almost as unreservedly as the alcohol. In such a tragedy, one would expect to have a clear idea of with whom the blame lies. We will write a custom essay sample on â€Å"Tyronian† Tragedy or any similar topic only for you Order Now In this piece of drama, however, there is a distinct inability to do so. Eugene O’Neill persistently manipulates the emotional responses of the reader. This manipulation keeps partiality off balance and uncertain. O’Neill accomplishes this by allowing readers to sympathize with one family member. Once sympathy is established for one particular character, that character promptly says, or does, something that loses the reader’s alliance, along with the alliance of whichever character he or she is berating at that particular moment. This results in the reader’s inability to discern who, precisely, is culpable for the Tyrone family’s situation. The idea of assigning culpability in Long Day’s Journey Into Night is almost humourous. Even if one wanted to, it would be difficult to sort through years of built up anger, layer upon layer of repression, and huge amounts of guilt in each character; for each character is at fault for one thing or another, and, in addition, each character blames someone else for his or her problem. For example, Mary blames her husband and his tightfistedness for her addiction to morphine. Due to their mother being an addict, Jamie is unable to bring girls home, thus he visits prostitutes. Such behavior has influenced his younger brother Edmund, â€Å"making him old before his time† (35). Consequently, Jamie is at fault for Edmund’s poor health. In turn, his mother, for causing the addiction by being brought into the world, as well as worsening it with his own illness, blames Edmund. And so, the vicious circle continues. However, if one does not wish to inflict upon one’s distinguished teaching assistant a painfully long dissertation of each member’s contributions to the tragedy and the results thereof, one ought to maintain, for argument’s sake, that the majority of the culpability lies with James Tyrone, for his behaviour in regards to money, alcohol, and his own status as a failed actor. James’s father had left the family when James was only ten years of age. This left James as the man of the family, working twelve hours each day to help provide for his mother and three sisters. As James explains, â€Å"It was in those days I learned to be a miser†(151). He feels proud of his savings, and announces to his family in regards to buying something: â€Å"I got them dead cheap†(15). His own early recognition of the importance of money explains his continual contempt for his own children’s lack of concern when it comes to working: â€Å"What do you know of the value of a dollar? (150). He accuses Jamie of being lazy and having no ambition. Not only does James Tyrone wish his sons understood the value of money, but since they do not, he is forced to be miserly enough for the whole family. Consequently, the family resents his overly economic ways. There are many attacks throughout the play on James Tyrone for this, the first one being Jamie accusing him of not sending Edmund to a real doctor for his illness when he first got sick. Jamie says, â€Å"Hardy only charges a dollar. That’s what makes you think he’s a fine doctor! â€Å"(31). Later, another dialogue gives an even worse view of the situation; Tyrone sending Edmund to a cheap sanatorium, but spending money on real estate: JAMIE: Well, for God’s sake, pick out a good place and not some cheap dump! TYRONE: (Stung) I’ll send him wherever Hardy thinks best! JAMIE: Well, don’t give Hardy your old over-the-hills-to-the-poorhouse song about taxes and mortgages. TYRONE: I’m no millionaire who can throw money away! Why shouldn’t I tell Hardy the truth? JAMIE: Because he’ll think you want him to pick a cheap dump, and because he’ll now it isn’t the truth i especially if he hears afterwards you’ve seen McGuire and let that flannel-mouth, gold-brick merchant sting you with another piece of bum property! (82) Later realizing the anger this statement comes from, James Tyrone offers Edmund â€Å"any place you like! Never mind what it costs! Any place I can afford. Any place you like†. Sadly, there follows the stipulation Tyrone cannot seem to shake off: â€Å"Within reason. â€Å"(151). Cheap medical care seems to be Tyrone’s weakness. As Mary Tyrone makes clear, his tightfisted ways result, though inadvertently, in her downfall as well, due to a doctor giving her morphine as an easy fix. â€Å"But bearing Edmund was the last straw. I was so sick afterwards, and that ignorant quack of a cheap hotel doctor-All he knew was I was in pain. It was easy for him to stop the pain. â€Å"(90) Tyrone is also to blame for his wife’s general unhappiness, not just her addiction to morphine. Mary says to Edmund that she has never been happy in the house, because â€Å"Everything was done in the cheapest way. Your father would never spend the money to make it right. (45). The subsequent scene has Mary come downstairs (60), in a detached sort of manner. She complains bitterly to Edmund about Tyrone’s inability to make a real home. He is too stingy to build a real home, with good servants, and so she has suffered all her life. When Tyrone himself comes in, she says in continuation of her previous statements † I’m sick and tired of pretending this is a home! You won’t help me! â€Å"(69). She goes on to say that had he remained a bachelor â€Å"Then nothing would have happened. † This indicates strongly that she blames him too. Tyrone condemns Mary for her addiction, yet feels no guilt or responsibility for it, taking away any amount of forgiveness readers may have parted with in Tyrone’s favour. The amusing part of this however, is while he condemns his wife for substance abuse, the same thing is his own major vice. Mary tells her husband: † I would never have married you if I’d known you drank so much† (115). She also launches into a story about their honeymoon, when Tyrone was dragged home intoxicated. It appears that in a fashion similar to that of their father, Jamie and Edmund seem quite partial to alcohol. In fact, the entire family seems unable to confront reality without chemical assistance. Mary’s words indicate that drinking all day is a common Tyrone family activity: â€Å"I know what to expect. You will be drunk tonight. Well, it won’t be the first time, will it i or the thousandth? † (72). The Tyrone men validate their drinking habits with folk wisdom about whiskey’s alleged health benefits: â€Å"It’s before a meal and I’ve always found that good whiskey, taken in moderation as an appetizer, is the best of tonics† (68). Alcohol has contributed to Jamie’s failures. It has hurt Edmund’s health. And it becomes a source of conflict between Jamie and Tyrone, as Jamie consistently steals his father’s whiskey, replacing the amount taken with water, so his father won’t take notice. Regrettably, the alcohol solves no problems, and problems get more intricate as the tongues loosen from the booze. The three men share a drink, but none of the social magic of alcohol seems to work. Tyrone, Edmund and Jamie remain as miserable as ever. The last, most driving element of James Tyrone’s guilt is his status as a failed actor. In act four of the play, James Tyrone relates something to his youngest son that he has never told anyone before. He explains that since his father left the family when he was ten, he grew up to be miserly. Thus he was quick to give up artistic fulfillment in exchange for financial security, ruining his career as † one of the three or four young actors with the greatest artistic promise in America†(153). James Tyrone now muses that he doesn’t even know what it was he had wanted to buy. It appears that James has never forgiven himself for this, and therefore inflicts it on his family and neighbours. Mary says in regards to the neighbours: â€Å"they bowed to your father and he bowed back as if he were taking a curtain call†(44). Jamie relates that Tyrone puts on an act for everybody (57). Tyrone begins to quote a play almost as tragic as his own family life, but his son, obviously well versed in his father’s repertoire of chastisements from King Lear, finishes the sentence before his father can continue, with † ‘to have a thankless child’. I know†(92). His sons also immediately think in terms of tragedy when referring to their father, quoting Othello in reference to James’s snoring: † ‘The Moor, I know his trumpet'†(21). It appears that Tyrone turns his own life into a tragedy, like the ones he once portrayed so well upon the stage, switching affections and emotions like he would have to between scenes, although his family isn’t as accepting of this as Edwin Booth and the critics obviously were. But why bother to deal with the question of fault? After all, the characters themselves claim not to care about it, such as in act two, scene two, when James Tyrone tries to blame Edmund’s consumptive state on Mary’s side of the family. Jamie cries out against blame: â€Å"Who gives a damn about that part of it! â€Å" How to cite â€Å"Tyronian† Tragedy, Papers

Business for Economics

Question: Discuss about theBusiness for Economics. Answer: Discussion Due to thoughtful influence created by wages for the livelihood of beneficiary is largely contested as the current issues prevailing in the present economic market across various occupations, which are intensely scrutinised. Variations amid numerous industries are explained through simple demand and supply mechanism. It is important to denote that in order to produce goods an organisation needs labour whereas the supply of labour in the labour market is limited (Brochu Green, 2013). Wages vary due to the limited amount of labour skill while performing a specific job. Wage Differentials The wage, which is paid to workers, varies greatly. Such difference is mostly due to the result of ability of the workers and the workers capacity to diligently perform a specific job. There is a significant amount of wage difference across different occupations due to the differences of demand and supply along with the degree of educations or training required to perform a desired level of work. Large number of governments have imposed minimum wage, which is the minimum amount of wages paid by the employer to a worker. The main objective of minimum wages is to enable the workers who are unskilled to earn a livelihood. As stated by (Addison et al., 2012) there are several number of economist who have viewed their critical opinion on the minimum wages. Economist have argued that differential wage structure reduces the employment level as few workers get the benefit from higher wages while other remains unemployed. Unemployment is largely due to the lower demand from high price of the labour. In addition to this, there are large number of people who are benefited from the minimum wages as because they do not need to maintain their daily living. Other argues that minimum wages is so minimal that it creates small impact on the actual employment as it helps in reducing the labour turnover. The census states that the reimbursement of the minimum amount of wage have the ability to o utweigh the drawbacks, as increase in the minimum wages has not created a measurable impact on employment (Georgiadis, 2013). Figure 1 Representing labour demand based on wage rate (Source Weiss, 2014) Occupational Wage Difference: It is worth mentioning that there are certain numbers of occupations, which pay more wages than the others do. For example, surgeons make more than the teachers do. Hence, it is rightly said that most of the wage difference arises due to the differences in the level of educations and training which is often sometimes referred to as human capital. Surgeons require usually requires more than 10 years of teaching and practical training after completion of high school before making a living wage as surgeon. Schooling and practical training restricts the supply of labour as they undertake definite quantity of time to achieve the desired level of skill. Another noteworthy factor, which determines the demand and supply of labour, is dependent on the product or services provided by the workers (Weiss, 2014). If the labour offers goods and services which is highly desirable in the consumer market then there will be a higher rate of prevailing wages for a given supply of workers who could perform a specified amount of job. Compensating Differentials: Some of the jobs require more pay because they are less desirable in the labour market. Performing such job may be hazardous, dirty and the degree of employment depends upon the seasons. For example, an individual employed in the work of construction is paid more than the retail sales due to the compensating differentials. These are non-monetary in nature due the differences in the rates of wages depending upon the desirability of jobs. In few occasions status or power might also be a contributing a factor in determining the compensating differences. Difference in Wages Due to Market Imperfections: In terms of the economic viewpoint, there is a belief that people will shift to those jobs which have higher pay from lower jobs of lower pay have same type of requirements (Khamis, 2013). However, this can take place only people look for jobs in their own locality. Hence, poor information can lead to prevailing differences in wage for the same type of jobs. Interactions between the degree of labour supply is depends upon the two factors which are namely price and the labour equilibrium. If there is a soaring demand for manual labour, which requires fewer skills, then such labour will fetch a high price and demand for such labour is usally high in the labour market. Hence, it should be noted that the overall structure of wages in a country is largely dependent upon the Gross domestic product along with the productivity of the worker. In order to determine the differences within the industries and occupations the above stated rules of labour equilibrium is still applicable so that the desired level of skills offer high amount of wages (Georgiadis, 2013). Whereas some of the other factors like labour experience and performance is often an important determinant at this level due to the higher amount of wages offered for positive productivity. On the other hand, other factors like wealthy and high cost area often cover high wages for higher similar work as because the wages offered must meet the cost of livelihood for an individual. Demographic structure of the workers also an important potential factor in the determination of wages. For instance, the prevailing situation of pay gap amid male and female has received much attention from every quarter. However, it is worth mentioning that the objectivity of information on this topic is unusual as opinionated points are often considered for discussion (Wilkinson, 2013). In most of the cases, a perceived gap among the economic and business factors can be explained with the help of experience and continuity within the organisation. To conclude with, there are large number of occupations that pay a wage rate, which is commensurable with performance as performance pay help to solve the principle problems of wages in occupations and industry. Reference List: Addison, J. T., Blackburn, M. L., Cotti, C. D. (2012). The Effect of Minimum Wages on Labour Market Outcomes: Countyà ¢Ã¢â€š ¬Ã‚ Level Estimates from the Restaurantà ¢Ã¢â€š ¬Ã‚ andà ¢Ã¢â€š ¬Ã‚ Bar Sector.British Journal of Industrial Relations,50(3), 412-435. Brochu, P., Green, D. A. (2013). The impact of minimum wages on labour market transitions.The Economic Journal,123(573), 1203-1235. Dustmann, C., Frattini, T., Preston, I. P. (2013). The effect of immigration along the distribution of wages.The Review of Economic Studies,80(1), 145-173. Georgiadis, A. (2013). Efficiency Wages and the Economic Effects of the Minimum Wage: Evidence from a Lowà ¢Ã¢â€š ¬Ã‚ Wage Labour Market.Oxford Bulletin of Economics and Statistics,75(6), 962-979. Khamis, M. (2013). Does the minimum wage have a higher impact on the informal than on the formal labour market? Evidence from quasi-experiments.Applied Economics,45(4), 477-495. Lindley, J., Machin, S. (2014). Spatial changes in labour market inequality.Journal of Urban Economics,79, 121-138. Weiss, A. (2014).Efficiency wages: Models of unemployment, layoffs, and wage dispersion. Princeton University Press. Wilkinson, F. (Ed.). (2013).The dynamics of labour market segmentation. Elsevier.

Management Practice and the Role of Theory

Introduction Management is one of the most important human activities. From the time human beings began forming social organizations to accomplish aims and objectives they could not accomplish as individuals, management has been essential to ensure the coordination of individual efforts (Chatterjee Hambrick, 2011).Advertising We will write a custom essay sample on Management Practice and the Role of Theory specifically for you for only $16.05 $11/page Learn More As society continues to rely on group effort, and as many organized groups become large, the task of managers keeps on gaining importance and complexity (Gibson, Ragins Kram, 2009). Consequently, this has made managerial theory to become very critical in the management of organizations. The central thesis of this paper is that although some managers in different parts of the world could have achieved managerial success without having basic theoretical knowledge in management, it is important to emphasize the fact that managers who have mixed management theory in their day to day management practice, have had better chances of managing their organizations more efficiently and effectively to achieve both individual as well as organizational objectives. Managers of contemporary organizations therefore, ought to appreciate the important role played by theoretical knowledge in their respective organizations if they are to achieve the desired goals (Mills Margulies, 1980). In addition, there is need to promote excellence among all persons in an organization, especially among managers themselves. To address these concerns, the paper will start by first explaining what management is for purposes of conceptual clarity. It will then proceed to look at management objectives, functions, goals, and essentiality. Towards the end, different management theories and the role of theory in management practice will be examined. Definition of Management Management may be defined as the art, or science, of achieving goals through effective management of people. Considering that part of what managers do is to supervise staff, management may also be interpreted to refer to the act of making sure that people do what they are supposed to do. Managers are, therefore, expected to ensure greater productivity or continuous improvement in the way an organization performs. More broadly, management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish set objectives aims (Koontz Weihrich, 1990).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In its expanded form, this basic definition means several things. First, as managers, people carry out the managerial functions of planning, organizing, staffing, directing, and controlling. Second, management applies to any kind of organization. Third, management is an ac tivity that has to be undertaken by managers at all levels of the organization. Fourth, the aim of all managers is to create surplus for the organization. Finally, managing is concerned with productivity and this implies effectiveness as well as efficiency. Management therefore refers to the development of official procedures that derives their importance from the need for strategic planning, coordination, directing and controlling of large and complex decision making processes. However, procedures or rules should not be seen as ends in themselves. They are simply avenues to arrive at the intended aims. Essentially, therefore, management entails the acquisition of managerial competence, and effectiveness in the areas of problem solving, administration, human resource management, and organizational leadership. Problems keep emerging all the time in the course of an organization struggling to achieve its goals and objectives and they must be solved. In the process of solving a problem it is critical for manager to clearly identify the problem, analysis it and implement the suggested remedies (Connolly, Conlon Deutsch, 1980). Administration involves following laid down procedures for the execution, control, communication, delegation and crisis management while human resource management should be based on strategic integration of human resource, assessment of workers, and exchange of ideas between shareholders and workers. Finally, organizational leadership should be developed along the lines of interpersonal relationship, teamwork, self motivation to perform, emotional strength and maturity to handle situations, personal integrity, and general management skills. Management Objectives, Functions, Goals, and Essentiality Management Objectives There are basically three management objectives. One objective is ensuring that organizational goals and targets are met with least cost and minimum waste. The second objective is to look after the health, safety and welfare of all staff. The third objective is to protect the machinery and resources of the organization, which also includes the human resources.Advertising We will write a custom essay sample on Management Practice and the Role of Theory specifically for you for only $16.05 $11/page Learn More Management Functions To understand management, it is imperative to break it down into five managerial functions. These are; planning, organizing, staffing, directing, and controlling. Planning involves selecting missions and objectives as well as the necessary actions required to achieve them. It requires decision making to choose future courses of action from among the available alternatives. Typically, plans will range from overall purposes and objectives to of the organization the most detailed actions to be taken. Practically, no real plan exists until a decision has been made. By arriving at a decision, an organization is, in essence, agreeing to make a commitment o f human as well as material resources. In other words, before a decision is made, all that exists is a proposal and a not a real plan. People working together in groups to achieve set goals must have roles to play. Generally, these roles have to be defined and structured by someone who wants to make sure that people contribute in a specific way to group effort. Organizing, therefore, is that part of management that involves establishing an intentional structure of roles for people to fill in an organization. Intentional in that all tasks necessary to accomplish goals are assigned to people who can do them best. Indeed, the purpose of an organizational structure is to help in creating an environment for human performance (Ng Sears, 2012). However, designing an organizational structure is not an easy managerial task considering that many problems are encountered in making structures fit situations, including both defining the kind of jobs that must be done and finding the people to d o them. Staffing involves filling, and keeping filled, the positions as depicted in the organization structure. This may be done by identifying work force requirements, having an inventory of the people available, and recruiting, selecting, placing, promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders to accomplish their tasks effectively and efficiently. Directing has to do with influencing people so that they will contribute to organization and group goals. It has to do predominantly with the interpersonal aspect of management. The most important problems to managers arise from people’s desires and attitudes as well as their behavior as individuals and in groups. Effective managers therefore, need to be effective leaders as well.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Controlling is the act of measuring and correcting activities of subordinates to ensure that events conform to stipulated plans. It measures performance against goals and plans, shows where negative deviations exist and, by putting in motion actions to correct deviations, helps to ensure that plans are accomplished. Although planning must precede controlling, plans are not self achieving (Toor Ofori, 2009). Plans guide managers in the use of resources to accomplish specific goals and to ensure that activities are checked to determine whether they conform to the plans. Persons who are responsible for results that differ from planned actions have to be located and necessary steps taken to improve performance. Therefore, by controlling what people do, managers are able to control the organizational outcomes. Finally, coordination is the essence of managing so as to achieve harmony among individual efforts toward the accomplishment of group goals. Each of the managerial functions discu ssed earlier is an exercise contributing to the aspect of coordination. Considering that individuals often interpret similar interests in different ways, and their efforts toward mutual goals do not automatically agree with the efforts of others, it becomes important for the manager to reconcile the differences in approach, timing, effort, or interest, and to ensure that individual goals are harmonized to contribute to organizational goals. Although these management functions concern the internal environment for performance within an organization, managers must operate in the external environment of an organization as well. Clearly, managers cannot perform their tasks well unless they have an understanding of, and are responsive to, the many elements of the external environment that affect their areas of operations. These external elements include economic, technological, ethical and social as well as political elements. Management Goals First and foremost, the logical and publicly desirable aim of all managers in all kinds of organizations, whether business or non-business, should be a surplus. Managers must therefore establish an environment in which people can accomplish group goals with the least amount of time, money, materials, and personal dissatisfaction or in which they can achieve as much as possible of a desired goal with available resources. The second goal or aim of all managers is that they must be productive. As a matter of fact, government and the private sector generally recognize the urgent need for productivity improvement. Productivity improvement is about effectively performing the basic managerial and non-managerial activities. Simply defined, productivity is about the output-input ratio within a time period with due consideration for equality (Barling, Christie Turner, 2008). Lastly, productivity implies effectiveness and efficiency in individual and organizational performance. Effectiveness is the achievement of objectives while effici ency is the achievement of the ends with the least amount of resources. Management as Practice Managing, like all other practices is an art. It generally refers to the act of operating based on the reality and not assumptions. By making reference to existing knowledge, research has demonstrated that managers can perform in a more efficient manner. It is this knowledge that constitutes science. However, the science of management is fairly crude and inexact (Fleet, 1994). This is true because the many variables with which managers deal are extremely complex. This not withstanding, the use of existing knowledge will certainly make the practice of management better. Without making reference to the available management theories, managers are bound to make mistakes that may easily be avoided. It is therefore extremely essential for management practitioners to use the available pool of knowledge to improve performance at all levels of the organization (Ghoshal, 2007). The pool of knowledge is what is commonly referred to as theory. For practical purposes, all managers must develop three sets of skills namely; conceptual, technical, and human (Peterson Fleet, 2004). Conceptual skills allow the manager to develop relationships between factors that other people may not see. Managers who have well developed conceptual skills are able to apply different management theories to the same situation. For a manager to be technical, it implies that he or she is able to act professionally. Professionalism demands that the manager performs his or her duties within established procedures, rules and regulations. Any behavior that compromises the manager’s professional etiquette is certainly bound to interfere adversely with the organization’s productivity. Lastly, a manager should be able to see members of the organization as human beings who have needs and psychological feelings and emotions. These needs and feelings must be positively harnessed for the good of the o rganization. Motivation of the employees, therefore, becomes a critical factor in increasing productivity. The Importance of Management in any Organization Managers are charged with the responsibility of taking actions that will make it possible for individuals to make their best contributions to group objectives. Management therefore applies to small as well as large organizations, to profit and not for profit organizations, to manufacturing and service industries. However, a given situation may differ considerably among various levels in an organization or various types of organizations (Umstot, 1980). The scope of authority held may vary and the types of problems dealt with may be considerably different. To obtain results, all managers must establish an environment for effective group endeavor. Even though all managers carry out managerial functions, the time spent for each function may differ. It is typical for top level managers to spend more time on planning and organizing tha n lower level managers. On the other hand, directing takes a great deal of time for first line supervisors (Rousseau McCarthy, 2007). The difference in the amount of time spent on controlling varies only slightly for managers at various levels. The manager is, therefore, the dynamic, life giving element in every single business. Without the leadership of the manager, resources meant for production remain mere resources and never become production (Pfeffer Fong). In a competitive economy, the quality and performance of the managers determine the success of a business and by extension, its survival. Management Theories Contemporary theories of management tend to account for and help interpret the rapidly changing nature of today’s organizational environments. Some of these theories are discussed as follows. Scientific Management School This theory was started by Frederick Taylor who considered the inefficient movement of men and women as a national loss. Taylor was convinced that science offered the best solution to human injustice. According to Taylor, the management approach described above offered no opportunity for improving performance. He was therefore, convinced that system had to change. Taylor’s strongest positive legacy was the concept of breaking a complex task down into a number of subtasks, and optimizing the performance of the subtasks. His suggestions were, however, met with so many criticisms. Classical Organizational Theory School In this category of management theory are the works of Max Weber’s bureaucratic theory and Henri Fayol’s administrative theory. According to Weber many people had to change tact and embrace new approaches to management. He was convinced that the humanistic style of management was eventually going to be done away with in favor of the new technically oriented styles of management. Behavioral School This was invented by Elton Mayo and his associates after they performed experiments that appea red to disprove Taylor’s beliefs. The origin of the behavioral school of thought is the human relations movement that was a result of the Hawthorne Works. Other categories include the systems approach, situational or contingency theory, chaos theory, as well as the team building theory. The Role of Theory in Management Practice Typically, every single managerial act rests on assumptions, generalizations, and hypotheses. This is to say that managerial actions are generally based on theory. Theories generally are closely linked to the way people perceive the experiences gathered over time (Stoner, Freeman Gilbert, 2003). It is a systematic grouping of interdependent concepts and principles that give a framework to, or tie together, a significant area of knowledge. Scattered data, for example, are not information unless the observer has knowledge of the theory that will explain relationships (Homans, 1958). There are a variety of approaches to management analysis, the mass of r esearch, and the number of differing views have resulted in much confusion as to what management really is, what management theory and science is, and how managerial events should be analyzed (Koontz, 1980). There is a body of opinion that says that management theory evolved during and after Second World War and has only been studied in depth since then. For better organizational performance, it is important for managers who apply theory to management to blend principles with realities. Generally, as soon as managers know about theory, they will have the capacity to anticipate future problems that may occur in the enterprise. In the field of management, then, the role of theory is to provide a means of classifying significant and relevant management knowledge. For example, in the area of designing an effective organization structure, there are several principles that are interrelated and that have a predictive value for managers (Hood, 2003). The theory of management is grouped into the five functions of management. There are basically three main reasons for studying management theory. First, theories provide a stable focus for understanding what is experienced. By and large, a theory provides criteria for what is relevant (Pitts, 1980). Second, theories enable us to communicate efficiently and thus move into more and more complex relationships with other people. Third, theories present a challenge for people to keep learning about the world and hence devise innovative ways to tackle problems encountered (Kalev, Shenhav Vries, 2008). There are also other important considerations for studying management theory. Among many others, it will help a manager to view the interrelationships between the development of management theory, behavior in organizations and management practice. A good understanding of the development of management thinking will also help a manager to understand the key principles that underlie the entire management process and hence be able to perform effectively. With a good knowledge of the available history, a manager will be able to understand the nature of management as well as organizational behavior. Finally, management theories are interpretive and evolve in line with changes in the organizational environment. Generally, theory provides a sound basis for carrying out any action. However, if action is to be effective, the theory must be adequate and appropriate to the task and to improved organizational performance. In other words, it must be a good theory. Conclusion A central part of the study of organization and management is the development of management thinking and what might be termed management theory. The application of theory brings about change in actual behavior. Managers reading the work of leading writers on the subject might see in their ideas and conclusions a message about how they should behave. This will influence their attitudes towards management practice. While organization as practice is art , organized knowledge about management is science. The development of management theory involves the development of concepts, principles, and techniques. Many theories about management exist and it is important for managers to combine their practice with theory for greater performance. Each approach or theory has its own characteristics and advantages as well as limitations. In some cases, it may be necessary to integrate different management theories. Finally, it is also important to recognize the fact that an organization is an open system that operates within and interacts with the environment. When the systems approach to management is used, inputs from the external environment and claimants is captured, processed and an output generated. It therefore follows that a manager who makes serious attempts to translate theory into reality is bound to increase productivity more than a manager who chooses to use the trial and error approach. Reference List Barling, J., Christie, A. Tur ner, N., 2008. Pseudo-Transformational Leadership: Towards the Development and Test of a Model. Journal of Business Ethics, 81 (4): 851 – 861. Chatterjee, A. Hambrick, D. C., 2011. Executive Personality, Capability Cues, and Risk Taking: How Narcissistic CEOs React to Their Successes and Stumbles. Administrative Science Quarterly, 56: 202 – 237. Connolly, T., Conlon, E. J. Deutsch, S. J., 1980. Organizational Effectiveness: A Multiple-Constituency Approach. The Academy of Management Review, 5 (2): 211 – 217. Fleet, D. D. V., 1994. Contemporary Management. Boston, MA: Houghton Mifflin Co. Ghoshal, S., 2007. Bad Management Theories are Destroying Good Management Practices. Academy of Management Learning and Education, 4(1): 75 – 91. Gibson, D. E., Ragins, B. R. Kram, K. E., 2009. The Handbook of Mentoring at Work: Theory, Research, and Practice. Administrative Science Quarterly, 54: 158 – 161. Homans, G., 1958. Social Behavior as Exchange. America n Journal of Sociology, 62: 597 – 606. Kalev, A., Shenhav, Y. Vries, D. D., 2008. The State, the Labor Process, and the Diffusion of Managerial Models. Administrative Science Quarterly March, 53: 1 – 28. Hood, J. N., 2003. The Relationship of Leadership Style and CEO Values to Ethical Practices in Organizations. Journal of Business Ethics, 43 (4): 263 – 273. Koontz H., 1980. The Management Theory Jungle Revisited. The Academy of Management Review, 5 (2): 175 – 187. Koontz, H. Weihrich, H., 1990. Essentials of Management. New York, NY: McGraw-Hill. Mills, P. K. Margulies, N., 1980. Toward a Core Typology of Service Organizations. The Academy of Management Review, 5 (2): 255 – 265. Ng, E. S. Sears, G. J., 2012. CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age. Journal of Business Ethics, 105 (1): 41 – 52. Peterson, T. O. Fleet, D. D. V., 2004. The Ongoing Legac y of R.L. Katz: An Updated Typology of Management Skills. Management Decision, 42 (10): 1297 – 1308. Pfeffer, J. Fong, C., 2003. The End of Business Schools: Less Success than Meets the Eye. Academy of Management Learning and Education, 1(1): 78-95. Pitts, R. A., 1980. Toward a Contingency Theory of Multibusiness Organization Design. The Academy of Management Review, 5 (2): 203-210. Rousseau, D. M. McCarthy, S., 2007. Educating Managers from an Evidence-based Perspective. Academy of Management Learning and Education, 6(1): 84 – 101. Stoner, J. A. F., Freeman R. E. Gilbert, D. R., 2003. Management. New Delhi, India: Prentice-Hall of India., 5 (2): 189 – 201. This essay on Management Practice and the Role of Theory was written and submitted by user Rihanna Key to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Free Essays on Dominican Republic Carnival

The carnival is the most traditional popular festivity of the Dominican Republic. It goes back to the colony, on the eve of lent when people in Santo Domingo disguised themselves to imitate the European Shrovetide. The origin of the word "Carnival" comes from the Italian word carne vale, which means a removing of meat, as a proof of the sensual licenses given to the faithful during Shrovetide. Intense colors, music, religion are expressions of the joy and warmth of being a Dominican. Original masks, costumes, floats and masqueraded dance groups from different regions of the country come together to celebrate. In some towns the masqueraded dance groups parade the streets each Sunday of February while in other towns carnival traditions differ completely as to format and dates. For examples in Santiago the costumes represent the "Diablos Cojuelo" (devil) which are ornated with number of decorative elements: small round square mirrors, small bells, cowbells, ribbons, whistle, tiny dolls, etc. In Cotui, costumes are made of papers called platanuses and papeluses and in Montecristi, it is the Toros costumes (bulls). Each Sunday of February, Montecristi's street are the settings for tough and v iolent fights between toros (bulls) and civiles (civvies) with the use of whips. Undisguised and unprotected, the toros take on the challenge of the civvies and punish themselves by voluntarily accepting the furious whiplashes inflicted on them by the toros. The origin of this rivalry dates back to the first decade of our century. The most popular of all is in La Vega where thousands of people go out every Sunday of February to celebrate on the street. In addition to these festivities, many towns hold also other cultural popular festivities such as: Roba la gallina: A transvestite "Roba la gallina" is the most widespread character in the Dominican Carnival. This character has always had a presence throughout the national territory. Th... Free Essays on Dominican Republic Carnival Free Essays on Dominican Republic Carnival The carnival is the most traditional popular festivity of the Dominican Republic. It goes back to the colony, on the eve of lent when people in Santo Domingo disguised themselves to imitate the European Shrovetide. The origin of the word "Carnival" comes from the Italian word carne vale, which means a removing of meat, as a proof of the sensual licenses given to the faithful during Shrovetide. Intense colors, music, religion are expressions of the joy and warmth of being a Dominican. Original masks, costumes, floats and masqueraded dance groups from different regions of the country come together to celebrate. In some towns the masqueraded dance groups parade the streets each Sunday of February while in other towns carnival traditions differ completely as to format and dates. For examples in Santiago the costumes represent the "Diablos Cojuelo" (devil) which are ornated with number of decorative elements: small round square mirrors, small bells, cowbells, ribbons, whistle, tiny dolls, etc. In Cotui, costumes are made of papers called platanuses and papeluses and in Montecristi, it is the Toros costumes (bulls). Each Sunday of February, Montecristi's street are the settings for tough and v iolent fights between toros (bulls) and civiles (civvies) with the use of whips. Undisguised and unprotected, the toros take on the challenge of the civvies and punish themselves by voluntarily accepting the furious whiplashes inflicted on them by the toros. The origin of this rivalry dates back to the first decade of our century. The most popular of all is in La Vega where thousands of people go out every Sunday of February to celebrate on the street. In addition to these festivities, many towns hold also other cultural popular festivities such as: Roba la gallina: A transvestite "Roba la gallina" is the most widespread character in the Dominican Carnival. This character has always had a presence throughout the national territory. Th...

The 1993 Battle of Mogadishu, Somalia

The 1993 Battle of Mogadishu, Somalia The Battle of Mogadishu was fought on October 3-4, 1993, during the Somali Civil War in Mogadishu, Somalia, between forces of the United States military supported by United Nations troops and Somali militiamen loyal to the self-proclaimed Somalian president-to-be Mohamed Farrah Aidid. Key Takeaways: Battle of Mogadishu The Battle of Mogadishu was fought in Mogadishu, Somalia, on October 3-4, 1993, as part of the Somali Civil War. The battle was fought between a United States Special Forces team and Somali rebels loyal to the self-proclaimed Somalian president-to-be Mohamed Farrah Aidid.When two U.S. Black Hawk helicopters were shot down, the initially successful operation degenerated into a desperate overnight rescue mission.A total of 18 American soldiers were killed during the 15-hour battle eventually depicted in the 2001 movie â€Å"Black Hawk Down. On October 3, 1993, a special operations unit of U.S. Army Ranger and Delta Force troops headed for the center of Mogadishu, Somalia to capture three rebel leaders. The mission was thought to be relatively straightforward, but when two U.S. Blackhawk helicopters were shot down, the mission took a disastrous turn for the worse. By the time the sun set over Somalia the next day, a total of 18 Americans had been killed and another 73 wounded. U.S. helicopter pilot Michael Durant had been taken prisoner, and hundreds of Somali civilians had died in what would become known as the Battle of Mogadishu. While many of the exact details of the fighting remain lost in the fog or war, a brief history of why U.S. military forces were fighting in Somalia in the first place may help bring clarity to the chaos that ensued. Background: The Somali Civil War In 1960, Somalia - now an impoverished Arab state of about 10.6 million people located on the eastern horn of Africa - gained its independence from France. In 1969, after nine years of democratic rule, the freely-elected Somali government was overthrown in a military coup mounted by a tribal warlord named Muhammad Siad Barre. In a failed attempt to establish what he called â€Å"scientific socialism,† Barre placed much of Somalia’s failing economy under government control enforced by his bloodthirsty military regime. Far from prospering under Barre’s rule, the Somali people fell even deeper into poverty. Starvation, crippling drought, and a costly ten-year war with neighboring Ethiopia plunged the nation deeper into despair. In 1991, Barre was overthrown by opposing clans of tribal warlords who proceeded to fight each other for control of the country in the Somali Civil War. As the fighting moved from town-to-town, the impoverished Somali capital city of Mogadishu became, as it was portrayed by author Mark Bowden in his 1999 novel â€Å"Black Hawk Down† to be â€Å"the world capital of things-gone-completely-to-hell.† By the end of 1991, fighting in Mogadishu alone had resulted in the deaths or injury of over 20,000 people. Battles between the clans had destroyed Somalia’s agriculture, leaving most of the country in starvation. Humanitarian relief efforts undertaken by the international community were thwarted by local warlords who hijacked an estimated 80% of the food intended for the Somali people. Despite the relief efforts, an estimated 300,000 Somalis died of starvation during 1991 and 1992. Following a temporary ceasefire between the warring clans in July 1992, the United Nations sent 50 military observers to Somalia to safeguard the relief efforts. US Involvement in Somalia Begins and Grows U.S. military involvement in Somalia began in August 1992, when President George H. W. Bush sent 400 troops and ten C-130 transport planes to the region to support the multinational U.N. relief effort. Flying out of nearby Mombasa, Kenya, the C-130s delivered over 48,000 tons of food and medical supplies in the mission officially called Operation Provide Relief. The efforts of Operation Provide Relief failed to stem the rising tide of suffering in Somalia as the number of dead rose to an estimated 500,000, with another 1.5 million displaced. In December 1992, the U.S. launched Operation Restore Hope, a major joint-command military mission to better protect the U.N. humanitarian effort. With the U.S. providing overall command of the operation, elements of the U.S. Marine Corps quickly secured control of nearly one-third of Mogadishu including its seaport and airport. After a rebel militia led by Somali warlord and clan leader Mohamed Farrah Aidid ambushed a Pakistani peacekeeping team in June 1993, the UN representative in Somalia ordered Aidid’s arrest. The U.S. Marines were assigned the job of capturing Aidid and his top lieutenants, leading to the ill-fated Battle of Mogadishu. Battle of Mogadishu: A Mission Gone Bad On October 3, 1993, Task Force Ranger, composed of elite U.S. Army, Air Force, and Navy special operations troops, launched a mission intended to capture warlord Mohamed Far Aidid and two top leaders of his Habr Gidr clan. Task Force Ranger consisted of 160 men, 19 aircraft, and 12 vehicles. In a mission planned to take no longer than one hour, Task Force Ranger was to travel from its camp on the outskirts of the city to a burned-out building near the center of Mogadishu where Aidid and his lieutenants were believed to be meeting. While the operation initially succeeded, the situation quickly spiraled out of control as Task Force Range attempted to return to headquarters. Within minutes, the â€Å"one-hour† mission would turn into a deadly overnight rescue campaign that became the Battle of Mogadishu. Blackhawk Down Minutes after Task Force Ranger began to leave the scene, they were attacked by Somali militia and armed civilians. Two U.S. Black Hawk helicopters were shot down by rocket-propelled-grenades (RPGs) and three others were badly damaged. Among the crew of the first Blackhawk shot down, the pilot and co-pilot were killed, and five soldiers on board were injured in the crash, including one who later died of his wounds. While some of the crash survivors were able to evacuate, others remained pinned down by enemy small arms fire. In the battle to protect crash survivors, two Delta Force soldiers, Sgt. Gary Gordon and Sgt. First Class Randall Shughart, were killed by enemy gunfire and were posthumously awarded the Medal of Honor in 1994. As it circled the crash scene providing covering fire, a second Blackhawk was shot down. While three crewmembers were killed, pilot Michael Durant, though suffering a broken back and leg, lived, only to be taken prisoner by Somali militiamen. The urban battle to rescue Durant and other crash survivors would continue through the night of October 3 and well into the afternoon of October 4. Though physically mistreated by his captors, Durant was released 11 days later after negotiations led by U.S. diplomat Robert Oakley. Along with the 18 Americans who lost their lives during the 15-hour battle, an unknown number of Somali militiamen and civilians were killed or injured. Estimates of Somali militia killed range from several hundred to over a thousand, with another 3,000 to 4,000 injured. The Red Cross estimated that some 200 Somali civilians - some of whom reportedly attacked Americans - were killed in the fighting. Somalia Since  the Battle of Mogadishu Days after the fighting ended, President Bill Clinton ordered the withdrawal of all U.S. troops from Somalia within six months. By 1995, the UN’s humanitarian relief mission in Somalia ended in failure. While Somali warlord Aidid survived the battle and enjoyed local fame for â€Å"defeating† the Americans, he reportedly died of a heart attack after surgery for a gunshot wound less than three years later. Today, Somalia remains one of the most impoverished and dangerous countries in the world. According to the international Human Rights Watch, Somali civilians continue to endure dire humanitarian conditions along with physical abuse by warring tribal leaders. Despite the installation of an internationally-backed government in 2012, the nation is now threatened by al-Shabab, a terror group associated with Al-Qaeda. Human Rights Watch reports that during 2016, al-Shabab committed targeted killings, beheadings, and executions, particularly of those accused of spying and collaborating with the government. â€Å"The armed group continues to administer arbitrary justice, forcibly recruits children, and severely restricts basic rights in areas under its control,† stated the organization. On October 14, 2017, two terrorist bombings in Mogadishu killed more than 350 people. While no terror group claimed responsibility for the bombings, the U.N.-backed Somali government blamed al-Shabab. Two weeks later, on October 28, 2017, a deadly overnight siege of a Mogadishu hotel killed at least 23 people. Al-Shabab claimed the attack was part of its ongoing insurgency in Somalia.

Jesus and Gospels Essay Example | Topics and Well Written Essays - 500 words

Jesus and Gospels - Essay Example 2. Jesus used parables to teach his disciples and anyone who wanted to listen because it was the easiest form to talk about theological aspects. The Jews were simple people and enjoyed listening to stories. The parables that Jesus used were supposed to show that He could connect with the world and understood its problems. Many of the parables that Jesus used were culturally relevant for the Jews at that time and so they had a better time understanding them. 3. Before Jesus was born, many Jews wanted the Messiah to come as a military strongman and free them from the Romans, who controlled Israel at that time. Many Jews despised the Romans because they were required to pay taxes to the Caesar. The Jews worshipped at Synagogues on every Saturday. It was here that Jesus first was able to speak to Jews about the reasons why he had come and what he needed to do. The Jewish people were crying out for a savior because the economy was not favorable for Jews and it was dominated by Roman rule. 4. For the immediate years after the death and resurrection of Jesus, His story was passed down through oral tradition. Mark was the first book to be written, around 60 to 70 AD, while Matthew and Luke were written partly based of this book twenty to thirty years later. All of these books were written in Greek. The book of John was written in the late first century and took Lukes Gospel as inspiration. The reason why the first three are called the Synoptic Gospels is because they have much of the same information but told from a different point of view. Unlike John, the Synoptic Gospels include stories from first-hand witnesses. 5. Jesus concept of the Kingdom of God was that it was open to anyone who chose to receive Him. Jesus used many parables to portray the Kingdom of God, including one that said how hard it would be to enter the Kingdom. Although Jesus encouraged good works, He proclaimed that no one could come to the