Dimmesdales Guilt and Internal Struggle in Hawthornes The Scarlet Letter :: essays research papers

In Nathaniel Hawthorne’s The Scarlet Letter, Mr. Dimmesdale’s greatest fear is that the townspeople will find out about his sin of adultery with Hester Prynne. Mr. Dimmesdale fears that his soul could not take the shame of such a disclosure, as he is an important moral figure in society. However, in not confessing his sin to the public, he suffers through the guilt of his sin, a pain which is exacerbated by the tortures of Roger Chillingworth. Though he consistently chooses guilt over shame, Mr. Dimmesdale goes through a much more painful experience than Hester, who endured the public shame of the scarlet letter. Mr. Dimmesdale’s guilt is much more damaging to his soul than any shame that he might have endured. When the reader first meets Roger Chillingworth standing watching Hester on the scaffold, he says that he wishes the father could be on the scaffold with her. â€Å"‘It irks me, nevertheless, that the partner of her iniquity should not, at least, stand on the scaffold by her side† (46). At this point, Chillingworth wishes that Mr. Dimmesdale was also receiving the sort of shame Hester is being put through. Throughout the first few chapters of the novel, however, Chillingworth’s motives become more and more malicious. By the time Chillingworth meets Hester in her prison cell, he has decided to go after Mr. Dimmesdale’s soul. Chillingworth turns to this goal because Mr. Dimmesdale did not endure Hester’s shame on the scaffold. Had Mr. Dimmesdale chosen to reveal himself at the time of Hester’s shame, he would not have had to endure the pain of Roger Chillingworth’s tortures of his soul. When Mr. Dimmesdale finally confesses to the townspeople in the last hour of his life, he reveals what many saw to be a red A on his chest. Whether the letter was carved by him in an act of self-mutilation, if it was merely a figment of his guilt-ridden imagination, of if it was indeed created by Chillingworth’s torture, it is a symbol of the guilt that Mr. Dimmesdale endured. While it may seem like a poor mockery of Hester’s letter, which was visible to everyone, Mr. Dimmesdale’s caused him much more pain than Hester’s caused her. Over time, Hester’s letter came to be accepted by the townspeople, and once Hester had been accepted there was discussion of allowing her to remove it. In contrast, Mr. Dimmesdale’s letter was not visible to the public, though it caused him much pain. Dimmesdale's Guilt and Internal Struggle in Hawthorne's The Scarlet Letter :: essays research papers In Nathaniel Hawthorne’s The Scarlet Letter, Mr. Dimmesdale’s greatest fear is that the townspeople will find out about his sin of adultery with Hester Prynne. Mr. Dimmesdale fears that his soul could not take the shame of such a disclosure, as he is an important moral figure in society. However, in not confessing his sin to the public, he suffers through the guilt of his sin, a pain which is exacerbated by the tortures of Roger Chillingworth. Though he consistently chooses guilt over shame, Mr. Dimmesdale goes through a much more painful experience than Hester, who endured the public shame of the scarlet letter. Mr. Dimmesdale’s guilt is much more damaging to his soul than any shame that he might have endured. When the reader first meets Roger Chillingworth standing watching Hester on the scaffold, he says that he wishes the father could be on the scaffold with her. â€Å"‘It irks me, nevertheless, that the partner of her iniquity should not, at least, stand on the scaffold by her side† (46). At this point, Chillingworth wishes that Mr. Dimmesdale was also receiving the sort of shame Hester is being put through. Throughout the first few chapters of the novel, however, Chillingworth’s motives become more and more malicious. By the time Chillingworth meets Hester in her prison cell, he has decided to go after Mr. Dimmesdale’s soul. Chillingworth turns to this goal because Mr. Dimmesdale did not endure Hester’s shame on the scaffold. Had Mr. Dimmesdale chosen to reveal himself at the time of Hester’s shame, he would not have had to endure the pain of Roger Chillingworth’s tortures of his soul. When Mr. Dimmesdale finally confesses to the townspeople in the last hour of his life, he reveals what many saw to be a red A on his chest. Whether the letter was carved by him in an act of self-mutilation, if it was merely a figment of his guilt-ridden imagination, of if it was indeed created by Chillingworth’s torture, it is a symbol of the guilt that Mr. Dimmesdale endured. While it may seem like a poor mockery of Hester’s letter, which was visible to everyone, Mr. Dimmesdale’s caused him much more pain than Hester’s caused her. Over time, Hester’s letter came to be accepted by the townspeople, and once Hester had been accepted there was discussion of allowing her to remove it. In contrast, Mr. Dimmesdale’s letter was not visible to the public, though it caused him much pain.

Banyan Tree Brand Expansion Essay

1. Identify the primary issues in the case. When expanding the brand globally, the existing methods and new methods need to ensure that brand image and core value must not be diluted by too generic target market or vague market position. When expanding the brand into different countries and regions, the competition within a specific location and competition between different locations are impossible to neglect. 2. What value propositions does Banyan Tree offer as an experiential brand? By leveraging the natural surroundings unique to each location and adding consistency in the designs, facilities (including spas), ambience (including romance), and services (including warm hospitality) offered, Banyan Tree created strong brand identity and a unique value proposition that was associated with self-indulgence and pampering experience. 3. Evaluate Banyan Tree’s expansion plan. What are the potential risks that Banyan Tree should be aware of and how can it mitigate such risks? Banyan Tree’s expansion plan is fast and ambitious. It ensures the brand exist globally in most popular destinations. The positive aspect of the geographic expansion is that it helps to reduce low-revenue period caused by seasonality. It also allows the company to take advantage of cross-marketing opportunities. Besides the expansion plan of new resorts, existing resorts expansion also helps to increase the revenue, and it requires less capital expenditure and cash flow. To offset the investment layouts, plans were in place to commerce selling resort residential properties in Lijiang, China and Bangkok, Thailand. But there were risks involving in it. These include various uncontrollable circumstances other than natural and man-made crises. To mitigate such risks, management agreements are good approaches that can reduce the risks of loss and responsibilities of development and maintenance. Based on current resources, is it realistic and achievable? It is realistic and achievable, but requires time to complete it. Since at present Banyan Tree hotel or resort generally have interest on ownership dependent on a list of variables including familiarity, profitability and partner. It takes time to lease the ownership and to only focus on the management, and it also needs consideration on the benefits and drawbacks comparing with the ownership management. 4. Please take a look at the financial statements and make recommendations for its growth strategy.  According to Banyan Tree’s revenue by geographic region, it shows that there is a large potential market in North-East Asia. At present, the company has done successful business especially in South-East Asia. One of the reasons would be the geographic and cultural similarity. However, the North-East Asia is farther, and the political and economic reasons may also affect the business. What is more, the culture there is slightly different from the one in South-east Asia. However, the North-East Asia market is so big and potentially profitable. First reason is that people are getting richer and more purchasing power in this area, such as people in China. Second, there are abundant beautiful natural scenic destinations where are good locations for building new resorts. Third, at present the service standard in Singapore is still higher than the average level in this area. Therefore, Banyan Tree’s next step should invest on the resorts and hotels in this area, or establish management agreement in order to get into this market quicker with lower capital risks. 5. Explain Banyan Tree’s facilities design style. Banyan Tree’s facilities design style offers a more traditional, luxurious environment with a classic design. This especially is reflected in Banyan Tree Spas.

Dealing with Difficult Clients and Opposing Essay

The State Bar of California and the Office of Section Education and Meeting Services are approved State Bar of California MCLE providers. Points of view or opinions expressed in these pages are those of the speaker(s) and/or author(s). They have not been adopted or endorsed by the State Bar of California’s Board of Governors and do not constitute the official position or policy of the State Bar of California. Nothing contained herein is intended to address any specific legal inquiry, nor is it a substitute for independent legal research to original sources or obtaining separate legal advice regarding specific legal situations. Dealing with Difficult People by Steven G. Mehta There seems to be no shortage of difficult people in the practice of law. Perhaps there is something in the water, or perhaps it is the economy. But no matter where you go, difficult clients or opposing counsel seem to be popping up out of nowhere. Indeed, take the case of the hypothetical mediator who had a recent encounter with an extremely difficult party who wanted to sabotage the mediation from the very beginning. The client insulted her own attorney, wouldn’t let the other parties speak, accused her attorneys and every attorney in the world of having no heart or emotions and being liars and accused the mediator of lying about the merits of the case. To top off her venom, she had already reported her attorneys to the bar and at every turn was trying to avoid resolving the case. At one point, one of her attorneys walked out of the mediation. In short – she was the mother of all nightmare parties. Unfortunately for mo st attorneys and mediators, they have met this type of client/party at some point in their career. Therefore, it is critical to understand how to deal with such difficult clients and opposing counsel. First, this article will identify some of the different types of difficult clients. Second, it will discuss general strategies on how to deal with difficult people. Finally, it will provide specific tools on how to deal with difficult clients or opposing counsel. The following are the most common types of clients that can walk into your office. Usually, this angry client will be very hostile towards you and others. Your staff may dread dealing with this person. Sometimes, it is unclear why the person is so angry. Be assured that this person’s anger will only get worse during litigation. Moreover, some or all of that anger will spill over to you and your staff. †¢ The vengeful or zealous client. Typically a vengeful or zealous client will be vengeful about many things and not just the cause for what you are being hired. This person will usually make it known that they are bringing â€Å"the fight† based on principle. Many times this desire for vengeance will overcom e any sense of rationality. †¢ The obsessed client. This client cannot stop thinking about the case, the injury, the wrong, and what can be done to address this problem. This client could easily call you several times a day to make sure that you are on top of the case. You could likely get too much information rather than too little. †¢ The emotionally needy client. This client is often emotionally fragile and insecure. Many times this person will be in a co-dependent relationship and is seeking to embroil you in another co-dependent relationship. This person may find it very difficult to make decisions. Mediation Offices of Steve G. Mehta 25124 Springfield Court, Ste. 250, Valencia, CA 91355 Tel: (661) 284-1818 Fax: 661 284-1811 Email: Steve@mehtamann.com Offices: Valencia & Los Angeles ÂThe angry or hostile client. †¢ The dishonest or deceitful client. Often this client will not tell you all the information they know to be relevant or will tell you the wrong information. †¢ The unresponsive client. This client often wants the appearance of an attorney who is providing independent advice but in reality doesn’t want your advice. This client simply wants you to rubber stamp his or her actions. Often, this client will reject your advice because it is contrary to her own. As stated by Sheila Blackford, author of Recognizing Difficult Client Types, â€Å"Clients often come to lawyers to determine the consequences of actions they have already taken or have decided to take.† Often these clients don’t want you as a lawyer, but are â€Å"forced† by others or circumstance to hire a lawyer. Beware that just as they are unwilling to accept your advice, they may also be unwilling to pay the bill for advice they do not want. Finally, there may be a combination of these t ypes of clients. You could end up with an angry, vengeful client that is obsessed. If that is your client, turn in the other direction and run. If this ends up being your opposing counsel, then in the famous words of the Robot in Lost in Space, â€Å"Danger, Will Robinson, Danger!† Now that difficult clients have been identified, it is helpful to look at some strategies that attorneys can use to combat both difficult or nightmare clients and opposing counsel. First, start out by examining yourself. Everyone can be difficult to deal with at times. Before you can determine whether the other person is the problem, make sure that you aren’t the problem. Are you over overreacting? Are you having a bad day? Why is this person affecting you? What buttons of yours are being pushed, and why? After examining whether you may be part of the communication problem or that you have misinterpreted the comments made towards you, then you will have a better idea as to whether this person is being offensi ve or difficult or whether it is you. In examining yourself, it is important to understand that everybody has an instinctual reaction to act when attacked. This is hardwired in our brains from the stone age days where we had to either react to a threat (fight) or flee from the threat (flight). In modern days, the threat is usually not physical, yet the body still gives issues the same fight or flight reaction. People end up having an immediate need to affirmatively right a wrong or injustice against them. More likely, a person can end up wanting to immediately defend his or her actions or position. This is partially because the attack against a person is affecting his or her internal observation of self worth that person’s standing in the community or amongst his peers. Often people feel the need to show that they are correct and that the other person is wrong. This knee jerk reaction, however, can do more damage than good. Indeed, when having such a reaction, most people perceive that it makes them feel good; but shortly thereafter, they regret having said and done what they did in the heat of the moment. The strategies listed hereafter are not in chronological order; but instead are different strategies that can be employed depending on the situation. First, PRESS THE PAUSE BUTTON. In sports after a particularly difficult call by the referee the commentators will press the pause button on the action and show an instant replay at a slower pace. This tool is not just beneficial in sports. The pause button can be very powerful in helping to deal with difficult people. The length of the pause can depend on the situation. In the case of a minor issue, you might treat the matter with a small pause, giving yourself just enough time to think. Indeed, this is exactly what attorneys tell their clients in preparation for deposition. After the question is asked, wait for a brief second before answering. That pause can help to avoid making a huge blunder by saying the wrong thing. In other cases, you might need a longer pause. You could simply ask for a five-minute break or ask to use the restroom; whatever excuse you need to give to allow yourself a moment to think. Once you have hit the pause button, you can then consider the comment or action, its impact on the scheme of things, and what you might want to do in response. Take for example, the case of one mediator. In one particularly nasty mediation, when a party insulted the mediator’s integrity to its foundation, the mediator simply took a moment to pause in the mediation to let the sting of the initial insult pass. Then he asked take a five-minute break while he digested the information just conveyed. Then when he returned, he simply moved the mediation forward as if the comment had never been made. Once the party realized that she couldn’t get a reaction to her insulting comments, she was forced to stop making them. Another rule to consider is that â€Å"You don’t have to win every argument.† As noted above, often the reason a person jumps into the fray is because she wants to prove that she is right. This is difficult for lawyers because they are trained to advocate their position. However, proving that you are right with a difficult person can simply entrench that person even further; and even though you may feel that you are right, the other person will never agree. Sometimes the best response is to let it go and have the satisfaction that you know that you are right. Another important strategy is to employ ACTIVE LISTENING skills. An important sign of respect for another person is to actually listen to what that other person has to say. How many times have you been in a situation where someone has said:â€Å"You aren’t listening to me.† One of the most powerful tools in addressing difficult people is using active listening skills. Active listening skills include avoiding any distractions – such as that pesky Blackberry – and really trying t o understand the other person’s positions and concerns. All too often attorneys are already working on their response while the other person speaks. clarify what you understand about the other person’s statements. Ask whether your restatement is an accurate version of what the other person feels. Sometimes, depending on the person, you might mirror some of the nonverbal cues the person displays. Studies show that by mirroring non-verbal gestures, the other person will feel more connected with you. Ask questions that elicit more information from the other person. Depending on the person, you may have to spend a considerable amount of time using active listening skills. However, at the end of such a process you might find that the difficult person is much less difficult. It is also important when dealing with difficult people that you try not to give that person an excuse to be even more difficult. As such, when you communicate your concerns or feelings try to avoid using terms that target the other person, such as â€Å"you† phrases which target the other person’s behavior. Instead, talk about your experience s using â€Å"I† phrases, such as â€Å"I was upset when I heard the comments.† This approach helps to avoid attacking the other person or accusing the other person of something. Match communication styles. Generally, people fall into three categories: Audio learners, visual learners, or Kinesthetic (or touch) learners. You can tell which style a person favors by the language she uses. Think about whether the other person is using visual language such as color, seeing, and pictures or whether the person is using audio language such as hearing, sounds, vibrations, etc. Then try to match their language by using words that relate to those styles in your responses. For example, with a visual person you might comment, â€Å"I see your position,† but with an audio person you might say, â€Å"I hear what you are saying.† If the difficult person puts you in a position where you are required to respond, ask that person what exactly he is upset about. This will help to demonstrate that you are interested in solutions rather arguing. This strategy then can allow you to incorporate active listening once the person explains to you their concern (irrational or otherwise). Finally, if after an unreasonable attack against you, consider agreeing with a small portion of the statement. This can accomplish several things. First, it can help you avoid jumping in to defend yourself and continuing the unhealthy communication. More importantly, however, it can allow you to create something in common with the angry person and may appease their irrational anger. These general strategies can be very useful in dealing with all types of difficult people. But what about the difficult client or lawyer? There are several specific strategies to work with these individuals. First, there is a saying that the best client you will ever have is the one that you don’t take. In other words, sometimes it is far better to not take a client than to take a client and have nightmares wondering if you are going to be called by the Bar or se rved with an unjustified malpractice suit. matter how lucrative, are just not worth the risk and the stress. Many times if the client is difficult as a prospective client, that person will only get worse during the representation. If you don’t have the luxury of refusing to represent a certain person, establish boundaries. You can limit your involvement to specific interactions. You can also establish boundaries for when and how many calls you might take on a particular topic. One lawyer has a written guideline for all of his clients which establishes what the lawyer will and won’t do in the legal process, including responding to calls on the weekend. Third, you can establish specific requirements for your clients in the very first meeting and before you sign the retainer. Along those same lines, one of the major frustrations for attorneys is clients that have unreasonable expectations of the result and process. By providing the clients with a detailed explanation of what they can expect, and what you expect, y ou can minimize difficult communications. This principle can also work very effectively with opposing counsel. If counsel is abusive to you or your staff, you can set down ground rules for future communications. If those ground rules are not honored, then you can limit your communications. For example, one lawyer lets the opposing counsel know that if there are any further abusive phone calls, then all further interactions will have to be in writing. Moreover, if the opposing counsel persists in his or her actions, then all writings will not be by fax or email, and will only be accepted and given in the mail. One lawyer has gone so far as to require that all conferences be videotaped. Unfortunately due to the nature of the practice of law which involves conflict scenarios, there will continue to be difficult people in the practice of law. There are many strategies for dealing with difficult people. This article has only addressed a few of them. However, armed with these strategies, it is possible to substantially decrease the number of difficult interactions and the stress related to those interactions. Research sources: http://www.abanet.org/lpm/magazine/articles/v36/is4/pg41.shtml Pyschology Today. http://www.psychologytoday.com/articles/200609/dealing-difficultpeople Steven G. Mehta, Esq. is a full time mediator based in Los Angeles with offices in Downtown and Valencia and specializes in emotionally complex cases involving elder law, injury cases, and employment disputes. He can be reached through his website at www.stevemehta.com. Mediation is a tool to help people recognize their responsibility for things, to negotiate a solution and to move on with their lives. My role is to allow them to present their side, to ensure that they are heard and to help them achieve a resolution.† What, exactly, is Mehta’s magic? Understanding human dynamics. â€Å"Anyone can learn the law,† he points out. â€Å"Understanding people is where my expertise lies. There are two sides and two emotions to every story. I care about them both.† But there’s a huge chasm between understanding human dynamics and getting two frustrated, angry parties to agree. Mehta is very definitive about what it takes to bridge that gap and bring the parties together. â€Å"My ability to connect with each participant and develop trust is absolutely essential,† he says. â€Å"Then, I need to be creative about solutions. Finding a mutually satisfying settlement is as much art as it is law. Finally, I never give up. Nothing is impossible. The impossible just takes a little longer.† In the end, there is almost always an answer. When it’s over, it’s a solution the parties chose. â€Å"They feel empowered. Grateful. Relieved,† Mehta says. â€Å"Most importantly, they feel free to move on with their lives.† Now, that’s a masterful job.

Philippine Legend Of Calamba: In War And Peace By Demetrio L. Hilberio Essay

An excerpt from Calamba – In War and Peace by Demetrio L. Hilberio tells us of the legend of the name of Calamba. This legend is inscribed on a stone marker that can found at the base of the giant claypot and can be read as : The authentic legend goes that at about the turn of 16th century, two Spanish soldiers came to a village by the shore of Laguna de Bay. Attracted by the vast plain with verdant greeneries that spread up to a majestic mountain, the strangers became curious to learn the name of the place. Soon there came a native young lady carrying an earthen jar by her waist. She was to fetch water from the lake. Seizing the opportunity, the two soldiers inquired in Spanish from the young lady the name of the place. | Frightened with the sight of white strangers in colorful uniforms, the native damsel got confused. Thinking that the soldiers were asking what she was carrying, she answered nervously â€Å"Kalamba†¦Kalamba..† referring to the earthen jar she was clasping by her waist. There upon the girl scurried away until she was lost in the nearby forest. Themselves surprised, the two Spanish soldiers were left muttering â€Å"Kalamba†¦Kalamba† Since then the small village on a vast plain close to the Laguna de Bay has been known by the name of Kalamba. Legend of coconut Long ago there was a Chamorro family belonging to the Achote tribe. The family had a beautiful young daughter who was admired by everyone in the tribe. One day the girl became very thirsty. She wanted to drink the juice from a special fruit. Everyone tried to find the fruit she described but to no avail. Soon the girl became very ill and died. The father buried the girl on a hill over looking the village. He placed a beautiful headstone on her grave and the people covered it with many beautiful flowers. One day the villagers noticed a strange plant growing on the girl’s grave. They thought it was magic and built a shelter to protect it. Five years after the plant appeared, it had grown 20 feet tall, strange looking fruits appeared. One of the fruits dropped to the ground and cracked open. The chief called on the father of the dead girl to eat the strange fruit but he refused. He called his wife to eat the fruit. She said it was sweet and chewy and called it coconut. It remains one of the main foods eaten by the Chamorro people. Legend of makahiya Long time ago, there was a couple in Barangay Masagana (Pampanga today) who wanted a daughter. Their wish was granted and the wife gave birth to a baby girl. They called her Maria. Maria was very beautiful but very shy that she wouldn’t go out from their house. Weeks later, Spaniards came to their town. The Spaniards were very cruel that they get everything they wanted. They rob houses and kill everyone who gets in their way and who refused to give what they wanted.The couple was very frightened to lose their daughter so, they they hid Maria in the bushes so that the Spaniard coud’nt find her.After the Spaniards left their town, the couple tried to look for Maria but they couldn’t find her even in the bushes where they hid her, instead they found a little plant that is very sensitive that when you touch it, it would immidietlyclose. So they thought it was their daughter, Maria. They called the plant â€Å"Makahiya† that means â€Å"touch me not,† li ke their daughter who was very shy. LEGEND OF BANANA Long ago, before Philippines was invaded by other countries, the only religion Filipinos know is Paganism. They know no God until it was invaded by the Spaniards and killed everyone who refuses to give their riches. In the town of Vigan (in Philippines), one rich family planned to hide their beautiful daughter named Corazon because they heard that the Spaniard captain wanted their child. Corazon was one of the most beautiful maiden in their town. Every man there wants to have her hand in marriage.One day, when a group of Spaniard soldiers tried again to gather all the riches and properties and everything people have in every house, the parents of Corazon panicked knowing their daughter is missing. Corazon was helping other families to escape from the Spaniard soldiers because the soldiers where trying to kill them.When Corazon headed back to her parents, a Spaniard eventually caught her and brought her to their captain. The captain want Corazon as his bride but Corazon refused and the captain ordered to kill her and throw her body on the street. When her parents heard the news that their daughter was slaughtered, they gave Corazon a funeral. Because there were no coffin in their time, the townspeople buried Corazon’s body underground. The next day, the second ceremony is about to start, when the graveyard where Corazon was buried was very crowded. When the parents of Corazon arrived, they saw a plant growing from the soil. They were curious with the plant because they haven’t seen such plant. As the days pass, the plant grew and grew until a fruit came out. The people didn’t know exactly if it is a fruit or not because it was very unusual to them. The parents of Corazon concluded that it is their daughter and called the plant, Banana. When the Spaniard heard about unusual happening, they fled the town hurriedly. They were scared to death because they thought it was a curse or something. The thing that the invaders don’t know is, Banana was formed with pure heart. The townspeople don’t know why the parents of Corazon named it that way. But wise men of the town came to a conclusion why the plant was named Banana, it’s because the letters â€Å"ana† in the word Banana means â€Å"his/her or ownership of an individual† and the heart shaped fruit that came out from the plant was Corazon; and Corazon means â€Å"heart†. That’s why Banana was translated as â€Å"Her Heart† LEGEND OF butterfly The legend of the first butterflies say that there was upon a time in a village, an old woman used to have a beautiful flower garden by the shore of a lake. The fishermen from around the nearby villages were in love with her and used to come to her and exchange their fishes from flowers.Everyone in the village noticed something magical about her, because at night her house had a magical glow and once in a while some dwarfs were seen helping a beautiful young woman work in the garden. One day a young couple, very proud I must add, visited the village were the old woman lived, and while walking around, noticed the old woman’s beautiful flower garden.The couple decided to get inside the garden and grab some bouquets, when the old woman sees this, walks out of her house and ask the couple to leave, when they turn around to see who was talking to them, they make fun of her and ignore her. Then the old woman, insulted, touches the couple with her cane saying:†Since you love beautiful things, you will live from now on as beautiful insects†And that day was created the butterflies came to be, who always are found near beautiful flowers.And this is how the Butterflies came to be. FABLES The lion and the mouse Lion was sleeping peacefully when he was woken by something running up and down his back and over his face.Pretending to be still asleep, the Lion slowly opened one eye and saw that it was a little mouse.With lightening speed the Lion reached out and caught the little mouse in one of his large paws. He dangled it by its tail and roared, â€Å"I’m the King of Beasts! You’ll pay with your life for showing me such disrespect.†The Lion held the little mouse over his huge open jaws and prepared to swallow it.â€Å"Please, please don’t eat me, Mr King of Beasts, Sir,† squeaked the mouse. â€Å"If you forgive me this time and let me go I’ll never, never forget it.†Ã¢â‚¬Å"I may be able to do you a good turn in the future to repay your kindness,† it squeaked.â€Å"You, do me a favour!† roared the Lion with laughter. â€Å"That is the funniest thing I’ve ever heard.†Still laughing, the Lion put the mouse down on the ground and said; â€Å"You’ve made me laugh so much I can’t eat you now. Go on, off you go before I change my mind.†The little mouse scurried away as fast as its little legs could go.Not long after this the Lion was caught in a trap by some hunters. They tied him to a tree with rope while they went to get their wagon.The little mouse was nearby and came when he heard the mighty Lion’s roar for help.The mouse gnawed the rope with his sharp teeth and set the Lion free.â€Å"I know you didn’t believe me, but I told you I could help you one day,† squeaked the little mouse. â€Å"Even a little mouse like me can help some one as big and strong as you.†Ã¢â‚¬Å"Thank you my little friend. I won’t forget that lesson,† said the Lion as he ran away before the hunters returned. The fox and the crow One bright morning as the Fox was following his sharp nose through the wood in search of a bite to eat, he saw a Crow on the limb of a tree overhead. This was by no means the first Crow the Fox had ever seen. What caught his attention this time and made him stop for a second look, was that the lucky Crow held a bit of cheese in her beak. â€Å"No need to search any farther,† thought sly Master Fox. â€Å"Here is a dainty bite for my breakfast.† Up he trotted to the foot of the tree in which the Crow was sitting, and looking up admiringly, he cried, â€Å"Good-morning, beautiful creature!† The Crow, her head cocked on one side, watched the Fox suspiciously. But she kept her beak tightly closed on the cheese and did not return his greeting. â€Å"What a charming creature she is!† said the Fox. â€Å"How her feathers shine! What a beautiful form and what splendid wings! Such a wonderful Bird should have a very lovely voice, since everything else about her is so perfect. Could she sing just one song, I know I should hail her Queen of Birds.† Listening to these flattering words, the Crow forgot all her suspicion, and also her breakfast. She wanted very much to be called Queen of Birds. So she opened her beak wide to utter her loudest caw, and down fell the cheese straight into the Fox’s open mouth. â€Å"Thank you,† said Master Fox sweetly, as he walked off. â€Å"Though it is cracked, you have a voice sure enough. But where are your wits?† The Donkey And The Lapdog A MAN had a Donkey, and a Maltese Lapdog, a very great beauty. The Donkey was left in a stable and had plenty of oats and hay to eat, just as any other Donkey would. The Lapdog knew many tricks and was a great favorite with his master, who often fondled him and seldom went out to dine without bringing him home some tidbit to eat. The Donkey, on the contrary, had much work to do in grinding the corn-mill and in carrying wood from the forest or burdens from the farm. He often lamented his own hard fate and contrasted it with the luxury and idleness of the Lapdog, till at last one day he broke his cords and halter, and galloped into his master’s house, kicking up his heels without measure, and frisking and fawning as well as he could. He next tried to jump about his master as he had seen the Lapdog do, but he broke the table and smashed all the dishes upon it to atoms. He then attempted to lick his master, and jumped upon his back. The servants, hearing the strange hubbub and perceiving the danger of their master, quickly relieved him, and drove out The Donkey to his stable with kicks and clubs and cuffs. The Donkey, as he returned to his stall beaten nearly to death, thus lamented: â€Å"I have brought it all on myself! Why could I not have been contented to labor with my companions, and not wish to be idle all the day like that useless little Lapdog!† THE CAT AND THE MOUSE A cat and a mouse wanted to live together and keep house as a partnership. They prepared for winter by buying a pot of fat, and because they had no safer spot for it, they placed it under the alter in the church until such time that they would need it. However, one day the cat took a longing for it, and approached the mouse. â€Å"Listen, little mouse, my cousin has invited me to serve as godfather. She has given birth to a brown and white spotted little son, and I am supposed to carry him to his baptism. Is it all right for me to leave you home alone with the housework today?†Ã¢â‚¬ Go ahead,† said the mouse, â€Å"and if they serve you something good, just think of me. I would certainly welcome a drop of good red christening wine.† But the cat went straight to the church and ate the top off the fat and then went strolling about the town and did not return home until evening.†You must have had a good time,† said the mouse. â€Å"What name did they gi ve the child?†Ã¢â‚¬ Top-Off,† answered the cat.†Top-Off? That’s a strange name, one that I’ve not yet heard.†Soon afterward the cat took another longing, went to the mouse, and said, â€Å"I’ve been asked to serve as godfather once again. The child has a white ring around its body. I can’t say no. You’ll have to do me a favor and take care of the house by yourself today.†The mouse agreed, and the cat went and ate up half the fat. When she returned home, the mouse asked, â€Å"What name did this godchild receive?†Ã¢â‚¬ Half-Gone.†Half-Gone? What are you telling me? I’ve never heard that name. It certainly isn’t in the almanac.†Now the cat could not take his mind off the pot of fat. â€Å"I’ve been invited to serve as godfather for a third time,† he said. â€Å"The child is black and has white paws, but not another white hair on his entire body. That only happens once in a few years. You will let me go, won’t you?†Top-Off, Half-Gone,† said the mouse. â€Å"Those names are so curious that it makes me a bit suspicious, but go ahead.†The mouse took care of the house and cleaned up everything, while the cat finished off the pot of fat. Round and full, she did not return until nighttime.†What is the third child’s name?†Ã¢â‚¬ All-Gone.†Ã¢â‚¬ All-Gone! That is a worrisome name!† said the mouse. â€Å"All-Gone. Just what does this mean? I’ve never seen that name in print,† and she shook her head and went to bed. No one invited the cat to serve as godfather a fourth time. Winter soon came, and when they could no longer find anything to eat outside, the mouse said to the cat, â€Å"Let’s get the provisions that we’ve hid in the church under the altar.† They went there, but the pot was empty.†Now I see!† said the mouse. â€Å"You came here when you said you were invited to be a godfather. First came Top-Off, then it was Half-Gone, and then†¦Ã¢â‚¬ Ã¢â‚¬ Be still,† said the cat. â€Å"I’ll eat you up, if you say another word.†Ã¢â‚¬ All-Gone† was already in the poor mouse’s mouth, and she had scarcely sai d it before the cat jumped on her and swallowed her down.

Microsoft's Current Development Strategy Case Study

Microsoft's Current Development Strategy - Case Study Example As a company, Microsoft values integrity, honesty, openness, personal excellence, constructive self-criticism, continual self-improvement, and mutual respect. They are committed to their customers and partners and have a passion for technology. They take on big challenges. They hold themselves accountable to their customers, shareholders, partners, and employees by honoring their commitments, providing results, and striving for the highest quality.Microsoft’s best selling products are the Microsoft Windows operating system and the Microsoft Office suite of productivity software. These products have prominent positions in the desktop computer market, with market share estimates as high as 90% or more as of 2003 for Microsoft Office and 2006 for Microsoft Windows, in line with the company's original mission of "a computer on every desk and in every home, running Microsoft software".Microsoft has footholds in other markets besides operating systems and office suites, with assets such as the MSNBC cable television network, the MSN Internet portal, and the Microsoft Encarta multimedia encyclopedia. The company also markets both computer hardware products such as the Microsoft mouse and home entertainment products such as the Xbox, Xbox 360, Zune and MSN TV. Known for what is generally described as a developer-centric business culture, Microsoft has historically given customer support over Usenet newsgroups and the World Wide Web, and awards Microsoft MVP status to volunteers who are deemed helpful in assisting the company's customers.

Opium Perfume Sophie Dahl Advertisment Essay Example | Topics and Well Written Essays - 7000 words

Opium Perfume Sophie Dahl Advertisment - Essay Example In that quest for meaning we find the joy of the sensual body as an erotic vehicle for self-expression. The Sophie Dahl's advertisement for Yves Saint Laurent' s Opium perfume is an excellent example of Advertising as art. It follows the artistic tradition of Delacroix, Ingres and the Oriental nudes. Her provocative pose goes a little too far so it is considered to be part of Shock Advertising. It was banned by the Advertising Standards Authority (ASA) when it first appeared as posters in 2000, but it still remains in the minds of many viewers as an astounding example of advertising as a way of expressing all the eroticism of a beautiful woman in an orgasmic pose. It attracts the viewers' eyes with the provocative figure of Sophie Dahl lying on a cushion just wearing a necklace, earrings, a bracelet and high heels. The typeface helps a lot in giving the scene an atmosphere of elegance, beauty and sensuality. In this essay we will study Advertising as art taking the Sophie Dahl's advertisement as a guide. We will take a look at the following topics: Sophie Dahl, Opium perfume, the nude advertisement, shock advertising, Advertising as art, nude paintings by Delacroix, Ingres and the Orientals, and decoding the advertisement. ... Sophie Dahl Let's see the model behind the advertisement! Advertising Standards Authority (ASA) Director General Christopher Graham told Paul Taylor from Manchester Online his impression when he first saw the Opium perfume ad featuring a naked Sophie Dahl: "I am taking my kids to school and I am confronted by Sophie Dahl in a flight of sexual ecstasy," says Graham. "That's OK in a women's magazine, surrounded by ads for perfume and lingerie, but on a 48-sheet poster outside the local primary school, it's a problem. We upheld the complaints and it had to come down. It was the second most complained-of ad ever." (Taylor, 2004). The uproar caused by this ad is really very impressive mostly because of the medium where it was displayed. Sophie Dahl was born September 15, 1979, in England. Her father is the actor Julian Holloway, her grandmother is actress Patricia Neal, and her grandfather is the prolific novelist Roald Dahl. She always wanted to be a writer like her grandfather or maybe a movie actress like her father (Sophie-Dahl.Com, n.d.a). Sophie says: "I don't think I could be a wallflower with a body like this," () referring to her outgoing nature and her six foot, size 14 figure. At 21, Sophie has been credited with helping to bring back the curves into Nineties fashion, mesmerising designers like Karl Lagerfeld and Jean-Paul Gaultier with her voluptuous Fifties look." (Sophie-Dahl.Com, n.d.b). Sophie was the inspiration of one famous character in the novel The Big Friendly Giant (BFG) by her grandfather. "During her childhood she moved constantly from Los Angeles to her boarding school in the English countryside. Her unstable lifestyle led her to bouts of teenage depression and anorexia. One night in 1996 she was

Literature review on the determinants of managers' perfomance Dissertation

Literature review on the determinants of managers' perfomance - Dissertation Example In attaining this end, a number of scholarly articles and journals would be critiqued and examined to investigate the phenomenon. The research would look at four themes in management performance. This include the following: 1. Trust and management performance. 2. Job satisfaction and manager performance. 3. Salary disparity amongst managers and managers' performance. 4. Management styles and management performance. These four elements of managers' performance would be critiqued and examined by evaluating scholarly journals and scholarly sources. These would culminate in the identification of the most important elements and aspects of the determinants of of managers' performance. Trust and Managers' Performance Huff and Kelley (2003) identifies that trust is important to gain commitment from staff members. McEvily et al, identify that psychological and sociological micro foundations of trust form the main macrobusiness culture of the organization (2003). Paliczkiewicz (2012) undertake s a critical study of the relationship between managers' trust levels and their performance. In the literature review, Paliczkiewicz identifies that trust is central to the performance and operations of managers. He identifies that trust is the foundation of the linkage between managers and their workers. This is because trust defines the relationship between the manager and his followers. ... They need to ensure that their workers appreciate what is happening with them and remain optimistic and sure of continuing the relationship in order to navigate the organization to a better and more fruitful era. Huff and Kelley's study sought to examine the relationship between internal trust and external trust and how it is varied as a result of changes in cultural context (2003). To this end, Huff and Kelley (2003) interviewed 1,282 managers in Asia and the United States. This was to examine the differences in individualist and collectivist societies around the world. It was established that trust is important and internal trust is higher in collectivist societies like those in Asia. This is because the people valued internal trust and internal cohesion. However, external trust and linkages with external stakeholders were higher in individualist societies like the United States. The research indicates that managers would get the best results if they are able to identify the cultur al context and build a culture around that. Attaining the Best from Trust Relationships Another angle through which management results are determined is the way they utilize their trust relationships with their employees. Based on this, Davis et al, (2000) conducted a research into the main factors and indicators that leads to high performance is the extent to which they are able to nurture and enhance their trust relationships. Davis et al (2000) formulated three hypotheses which are tested in the research to attain results. They are: H1: Where Managers are trusted, employees work hard to attain higher results. H2: Higher trust leads to higher net profits H3: Managers can increase employee trust The research confirmed the three hypothesis. There was