Claudius Hamlet Essays (2681 words) - Characters In Hamlet

Claudius Hamlet Claudius Hamlet, would the inhumane and sick character please step forth. Upon reading the sampling of "Hamlet" criticisms in John Jump's "Hamlet (Selections)" I disagreed with a few of the critics, but my analysis was the most different from Wilson Knight's interpretation. He labels Hamlet as "a sick, cynical, and inhumane prince" (Jump, 124) who vitiated a Denmark which was "one of healthy and robust life, good-nature, humor, romantic strength, and welfare." In his book, The Wheel of Fire, he continues this line of thought to conclude that Claudius is "a good and gentle king, enmeshed by the chain of causality linking him with his crime. And this chain he might, perhaps, have broken except for Hamlet" (Jump, 125). Although Knight's views of Hamlet and Claudius are almost the extreme opposite of my interpretation, I understand how he developed this interpretation. Hamlet becomes sick and cynical after the death of his father, whom he greatly admired, and the hasty remarriage of his mother to his uncle. Hamlet thinks his father was an "excellent king," who loved his mother so much "that he may might not beteem the winds of heaven/ Visit her face to roughly" (I, ii, 140-141). However, his mother mourned for "a little month" and then she married a man who was "no more like [his] father/ Than [he] to Hercules" (I, ii, 153-152). These extraordinary events cause him to launch into a state of melancholy and depression in which he desires "that this too too solid flesh would melt" (I, ii, 129). In this melancholy, Hamlet loses becomes disenchanted with life, and to him the world seems "weary, stale, flat, and unprofitable" (I, ii, 133). Later in the most famous of his soliloquy's, Hamlet contemplates committing suicide because he is troubled by "the slings and arrows of outrageous fortune" (III, i, 58). His disinterest for life, and his wishes for death are a definite indications of Hamlet's sickness. Hamlet's sickness is also shown through his strong relationship, bordering on obsession, with his mother. Throughout the play he constantly worries about her, and becomes angry when thinking of her relationship with Claudius. In his first soliloquy, Hamlet becomes enraged when he thinks about her "incestuous sheet," and in frustration he makes the irrational generalization that, "Frailty, thy name is woman!" (I, ii, 146). In the closet scene, Hamlet treats his mother cruelly, and he accuses her of being involved in the plot to kill his father. Once again, he dwells on her "enseam'd bed/ Stew'd in corruption" (III, iv, 92-93). In his parting words to Gertrude, Hamlet instructs her to not "let the bloat king tempt you again to his bed." (III, iv, 182). He is overly concerned with his mother's relationship with Claudius, and this is just a part of his complex sickness. Wilson Knight also claims that Hamlet is"inhumane." This is clearly demonstrated through his relationship with the fair Ophelia. Hamlet originally professes his love for Ophelia during his visitations to her closet, and through the love letter which he writes to her. However, during the nunnery scene, when Ophelia tries to return Hamlet's gifts, he retorts "I never gave you aught," (III, i, 97) and he goes on to tell her, "I loved you not" (III, i, 119). Later in this scene he tells Ophelia that she should go to a nunnery. He viciously insults the women whom he said he loved, and this greatly disturbs her. During The Mousetrap, Hamlet once again has no regard for Ophelia's feelings, and he mocks her by putting his head in her lap and bantering with her. Hamlet is also responsible for the death of Ophelia's father, Polonius. In the closet scene, Hamlet mistook her father for the king, and he fatally stabbed him. Gertrude called this "a rash and bloody deed" (III, iii, 27). He later shows that he has no remorse for this inhumane actions when he tells Claudius that Polonius is "at supper...not where he eats, but where he is eaten" (IV, ii, 18-20).Hamlet's harsh and cruel treatment of Ophelia and his murder of her father lead to the madness which eventually overtook her. She became distraught by Hamlet's rejection and the death of her father. This madness caused her to commit suicide by jumping from the bridge. Therefore, Hamlet can be held responsible for her death. If he hadn't treated her in such a cruel manner, her life would not have ended so soon. Hamlet also reveals an inhumane and cynical side at the grave scene. When Laertes proclaims his love for Ophelia and his sorrow for

Recommendation of Management Training Companies for Business Partnership Essay Example

Recommendation of Management Training Companies for Business Partnership Essay Example Recommendation of Management Training Companies for Business Partnership Essay Recommendation of Management Training Companies for Business Partnership Essay MEMORADUM To William HO, the Director of Gross saless and Selling From Victor Wong Kwun Kit, Management Trainee Date 7 May 2014 Capable Recommendation of Management Training Companies for Business Partnership Introduction In response to your petition in April 2014, I have conducted a comprehensive reappraisal on the preparation demands of Yummy Fast Food ( Yummy ) and evaluated the suitableness of our possible concern spouses – AP Corporate Training ( AP ) and Excel Management Consultants ( Excel ) . Due to Yummy’s concern sing the inadequacy of following merely one preparation attack in deciding their jobs, we would collaborate with either AP or Excel as a concern spouse to supply an effectual and all-rounded preparation plan. The intent of this study is to measure the two direction preparation companies and suggest the most suited concern spouse to join forces with us in functioning Yummy. This study is composed of the recommendation and decision subdivision, choice standards and justifications, and followed by a holistic analysis of the two companies based on preparation attack and suitableness, cost-effectiveness and repute. Recommendation and Decision After a careful comparing of the two companies, I would urge Excel alternatively of AP to be our concern spouse, chiefly because of their cost-efficient and good established preparation method. Equipped with the alone PARA attack, Excel will plan bespoke plans during the readying phase and guarantee the intended aims have been achieved during the post-event feedback session. Excel is able to integrate synergistic outdoor activities in cultural defining and squad edifice solutions that match the demands and corporate environment of Yummy, which are peculiarly effectual to energetic catering staff with lower instruction degree. Their short term experimental acquisition attack surely supplement good with our long term training doctrine in bring forthing immediate but long permanent effects to Yummy. Founded in 1962, Excel has developed sound path record and extended geographic coverage across 30 counties with 50 preparation Centres. Positive post-training feedbacks from participants have appreciated the profound impacts and first quality of their services. Given the sensible monetary value charged and ideal length of the plans, I would urge Excel over AP for the concern partnership. Choice Criteria and Justification To choose the concern spouse that best fit the specific demands of Yummy, I have weighed the two companies by the undermentioned subdivision standards and justifications. The subdivision is listed in falling order of importance: 1. Training attack and Suitability to the demands of Yummy This is of paramount importance that the corporate preparation attack of the concern spouse stresses the practical application of developing experience in existent concern environment and straight addresses the cardinal jobs of Yummy, since this would find the range and nature of the preparation merchandises offered and their effectivity. It is indispensable for the concern spouse to transport out an in-depth diagnosing sing the demands of Yummy during the readying phase to orient made preparation services that well strengthen direction effectivity, readily work out cultural struggles and develop common apprehension between squads in Yummy. Apart from that, the concern spouses should be able to bring forth synergism with Vertex, either by complementing the inadequacy of Vertex’s service coverage or by reenforcing the effects of Vertex’s preparations. It is important that the preparation attack of the concern spouse creates no struggle with that of Vertex. Otherwise, it would take to inauspicious effects that undermine the overall preparation consequence. An optimum pick of concern spouse with suited preparation attack and tight coaction with Vertex would supply maximised benefits to Yummy. 2. Cost-Effectiveness of the Program Cost-effectiveness of preparation services is another major demand of Yummy, as stated in their old electronic mails. In visible radiation of this, I will carry on a cost-benefit analysis on the plans provided by the two preparation companies, which take into history factors such as monetary value, continuance, characteristics of the plans and back uping services provided. In the rating of each of the above factors, the measuring is based on the suitableness to Yummy’s specific corporate environment, effectivity in deciding corporate challenges and attraction of the characteristics towards the employees. A desirable plan should give immediate but long permanent effects to Yummy while bear downing a sensible monetary value. 3. Repute and Path Record Repute and experience of the concern spouses are another cardinal standards. The repute of the preparation company can guarantee that their services are of high quality. The market place of the company will connote whether the preparation attack is widely recognised by different clients in assorted geographicss. To place jobs and design matching solution in a more efficient mode, a concern spouse demands to hold in-depth experience, extended web and strong relationship in a wide scope of industries, in peculiar catering. The feedbacks from old clients will farther determine the consequence of their preparations and whether the preparation advisers are professional. Findingss and Analysis 1. Training attack and Suitability to the demands of Yummy Excel uses a well-recognized experiential acquisition attack, which means acquisition by making. It combines out-of-door activities with activities to accomplish an optimum mix of larning experience delivered to the participants. Under the alone acquisition model PARA , which refers to readying, action, contemplation and application, Excel seamster made their preparations to aim specific demands of their clients. Their PARA attack is consistent with Vertex’s end puting attack, since both of which emphasis on pre-training readying and post-training monitoring and contemplation. Having strong accent on teamwork and compassion aided with existent life experience for the receivers, Excel’s developing doctrine lucifers precisely with Yummy’s demands and enhances the effectivity on squad coaction and cultural alteration. Excel’s Culture Programme and People Program could undertake critical challenges of Yummy by constructing trust and facilitating relationship development across the squads. A major concern sing the range of services provided by Excel is that all the preparations requires at least 10 participants. Therefore, Excel is unable to sharpen the leading accomplishments of the 4 directors of Yummy. However, this hazard is safely mitigated by the leading coaching services provided by Vertex. In contrast, even though AP provides another well-known acquisition attack based on acquisition and application of cognition with customized characteristics, the range and nature of their merchandise offering are unsuitable to the demands and environment of Yummy. The overemphasis on theoretical cognition and instance surveies may take to limited immediate impact on the catering operation of Yummy. While preparations for directors are comparatively solid with Manager as Appraiser and The Effective Management for Managers , their maps are overlapping with Leadership Coaching and 360 Assessment provided by Vertex. Furthermore, merely one plan, How to Win Friendship in Workplace , is applicable to the staff, who are the bulk of the participants, and this plan is unable to decide Yummy’s major job created by cultural struggle. Overall, I anticipate that Excel’s attack would bring forth a stronger synergism with Vertex and supply a more comprehensive solution that suits the demands of Yummy. 2. Cost-Effectiveness of the Program I believe that Excel’s services will be more cost-efficient sing their sensible monetary value and higher quality of service. On norm, each of their plan take 2.5 to 3 yearss, which includes one twenty-four hours of post-event feedback session to guarantee planed aims are achieved. The plan continuance is optimum to trip cultural alteration and construct long lasting relationship. A series of out-of-door activities will take topographic point in Excel’s sophisticated preparation sites located in Tai Mong Tsai and Wong Wan Chau. These synergistic and piquant activities could promote active engagement from Yummy’s staff and are peculiarly effectual since employees in catering industry are by and large energetic and have lower instruction degree. The cost of each customised plan is $ 5,600 per caput with a 20 % price reduction is considered acceptable to Yummy. On the other manus, the preparation bundle offered by AP might be less attractive to Yummy given the short continuance of the plans, schoolroom styled acquisition and deficiency of back uping services. Two out of the three suited plans offered by AP last for merely 1 twenty-four hours and the staying one last for 3 yearss. I am rather dubious whether the staff and directors can to the full absorb the cognition taught in such short clip frame and use them in existent concern environment. Sing the instruction degree of Yummy’s staff, the theoretical acquisition and instance surveies approach might render the preparation uneffective by demotivating the group with notes and talks, despite the potentially interesting function drama subdivision. There are no station event feedback or rating session offered to determine intended ends are attained. The fees construction of each customised plan is the same as Excel. However, it is more expensive after taking into history the shorter co ntinuance of the plans. 3. Repute and Path Record Excel has a much longer history ( 50+ old ages ) than AP ( 17 old ages ) , with operation commenced since 1962 in Britain. It has the most extended geographic coverage in the industry with 50 preparation Centres located in more than 30 states and possesses the most constituted preparation methodological analysis in the field of experiential instruction, which non merely indicated Excel’s matchless repute, but their various abilities to function companies with different civilizations and demands globally. Meanwhile, positive post-training remarks from pervious participants have pinpointed their effectivity on furthering squad cooperation and relationship edifice. This is peculiarly relevant in covering with the current challenges of Yummy. Relatively, AP has its border on serving a assortment of esteemed local clients in assorted industries such as Hyatt ( Hotel Industry ) , IBM ( Technology Industry ) and most significantly Maxim’s Cafe ( Catering Industry ) . This implies that AP would hold an accurate apprehension on the demands of the catering industry and could plan industry specific plans to Yummy consequently. In add-on, AP has achieved an outstanding client satisfaction rate of 97 % over the old ages which serves as a strong prove of their quality of service. Although both Excel and AP have solid path record and sound client feedbacks, Excel somewhat triumph over AP in its expertness on advancing coaction and developing common apprehension between squads, which are important to Yummy. Excel’s deficiency of providing industry experience would be readily covered by the in-depth analysis performed by Vertex over the past months. Shutting Remarks Sing the aforesaid choice standards and findings, Excel Management Consultants would be a better concern spouse than AP to collaborate with us in supplying a comprehensive, impactful and well-structured preparation plan for Yummy. Should you hold any questions on the rating, delight kindly allow me cognize and I am happy to explicate and supply more inside informations for you. VWKK

A Lifestyle by Fernando Sorrentino Essay Example | Topics and Well Written Essays - 250 words

A Lifestyle by Fernando Sorrentino - Essay Example This change in his outlook and lifestyle did not happen voluntarily but was forced upon him by circumstances. While the story may sound far-fetched, the character underlines human capacity to adjust to circumstances and more importantly, to remain â€Å"relatively happy† in the end without the usual trappings. Conflict Both internal and external conflicts exist in this story (Garp, online). The inner conflict is the narrator’s physical, social and psychological struggle with the circumstances that he faced. This internal conflict makes him wonder how to cope with a difficult situation and survive. His external conflict is with the society, of which he was a part not so long ago and leading a normal life, unaware of the ridiculous extent to which urban life and social relations have descended to. (your last name) 2 Theme and central idea Thematically it is a humorous story. Humor is noted throughout the story’s incidents like the pompous declaration of a locksmith about his association’s Magna Carta and the ethics of and restrictions on its members, the vicarious pleasure of the janitor/girl-friend/colleagues at the bank at his discomfiture, and his gradual adjustment from dependence to independence.

STIGMA and prejudice can have a big impact on the lives of people Essay

STIGMA and prejudice can have a big impact on the lives of people dealing with mental illness - Essay Example In addition, the paper will allow an in-depth analysis of the ways treatment can be provided to schizophrenic people. Understanding the Peculiar Terms In literal terms, schizophrenia is a mental disorder in which an individual who breaks down his or her thought process depending upon the emotional experience. Schizophrenia is greatly characterized by a number of factors of which stigma is one with profound impact (Lucas & Phelan, 2012). Stigma is referred to as resistance by public and person’s own attitude towards schizophrenic situation. Also to note is the fact that critical attitude have created notions and prejudice in societies where it has become critical for the schizophrenic patients. Herein, prejudice means an act of decision-making without making any necessary investigation into the issue (Ries, Miller, & Fiellin, 2009). According to the article entitled, â€Å"STIGMA and prejudice can have a big impact on the lives of people dealing with mental illness†, peo ple with mental illness have delayed early treatments because they have been under severe stigmatic fears. The questions remain regarding the factors which have rather created the fear of stigma among mentally ill person to a high degree (Heath, 2013). As a matter of fact, the factors involved with stigma against schizophrenic people are no different from other mental sickness such as depression, anxiety, hypertension etc (Knifton & Quinn, 2013). Public Stigma There are a number of factors and issues which have made stigma and prejudice a critical barrier for people with mental illness in seeking early treatment. General public involved in stereotyping and prejudice making stigma as a critical hindrance point against people with mental illness, especially patients with schizophrenia, include employers, relatives, family, friends and service providers. Each set of these people have maintained different attitudes and behaviors against mentally ill person. It is one true fact that almo st every person in the world has one or more mental problems that they deal with each day. Some of them reach to a higher degree of mental state which is probably treatable when they are provided a normal daily routine with maintained social interactions with other members of the societies (Goffman, 2009). It has often been noted that employers deny opportunities to employees with mental illness. This takes away job and accommodation from a person. It will not be incorrect to state that such an attitude towards mentally ill person creates an air of stigma in the society. This clearly gives an idea that a person who might be aware of his or her symptoms indicating schizophrenia would not opt for treatment from a psychiatrist because of the fear of stigma (Osuji, 2012). Thus, it can be said that employers play a major role in creating stigma for people with mental illness. Stigma, often called as social distancing has been noted in different walks of life. Be it relatives who would no t like to associate with a schizophrenic person. In addition it is expected of inconsiderate relatives that they would make it more critical for the person with mental illne

MPH503, Infertility and Public Health, Mod 3 Case Assignment Essay

MPH503, Infertility and Public Health, Mod 3 Case Assignment - Essay Example This paper will attempt to answer those questions in relation to the results of the Bragdon v Abbot case. According to Bragdon v Abbot there is a right to reproduce, similar to the right to breathe. The case is saying that reproduction is a major life function just like any other bodily function and a disability related to reproduction is as important as a disability related to asthma (Walker , 2010). Further, the Code of Federal Regulations according to Walker (2001) states that "any physiological disorder, or condition, cosmetic disfigurement, or anatomical loss affecting one or more of the following body systems: Neurological, musculoskeletal, special sense organs, respiratory (including speech organs), cardiovascular, reproductive, digestive, genital-urinary, hemi and lymphatic, skin, and endocrine." As is noted, reproductive is listed. There is a lot of disagreement at the moment as to whether or not infertility is a disability, in fact, it appears that all of the states supreme courts cannot seem to agree. However, in this particular case, it was determined to be a disability and unless another case comes along and determines the results of this one to be incorrect, it will be considered by insurance companies and employers to be so. Certainly insurance companies must respond by assuring that insurance cover infertility treatment. This writer does not believe this will last long. There will be another supreme court case to come along. It is not that this writer disagrees but certainly at the cost of such treatments insurance companies will either need to raise cost or find a way not to cover the treatment. It is thought that certainly most states will go for the attempt to get insurance companies to pay for infertility treatment, with the exception, possibly of self-insured cases. In some ways, mandating insurance to pay for infertility treatment

Lulu Hypermarkets In Dubai Commerce Essay

Lulu Hypermarkets In Dubai Commerce Essay Lulu Hypermarkets belongs to EMKE Group which is a leading consortium in Dubai. There are 78 hypermarkets of the group that are operating within the GCC Gulf Cooperation Council Countries (Bahrain, The Kingdom of Saudi Arabia, Kuwait, Oman, Qatar, and the UAE). The hypermarket competition in Oman is composed of: Lulu Hypermarkets with the French company Carrefour Hypermarkets, the Kuwait-based Sultan Center Hypermarkets, Oman-based Safeer Hypermarkets, the Dubai-based KM Trading Hypermarkets, and the new entrant from Dubai Al Maya Hypermarkets (opened in April 2009). Lulu is operating currently four (three in Muscat, one in Sohar) hypermarket retail outlets (in the metropolitan areas) and eight supermarket retail outlets (in small towns and upcountry areas) in Oman and will be opening its fifth hypermarket in Salalah the third largest city in Oman after Muscat and Sohar. The Companys central warehouse for Oman is located in the capital city Muscat. The Problem Situation Lulu Hypermarkets has been facing tough price competition from the Dubai-based: KM Trading Hypermarkets and the new entrant Al Maya Hypermarkets. With the current global economic crisis and fluctuating oil prices Oman too is facing the need to tighten finances and the same applies to consumers in Oman. The result is consumers have become more careful and frugal in spending and sometimes end up cutting their volume of purchases and are more motivated here in Oman by discounted prices and Sale since the middle of year 2008. A major proportion of the inventory of Lulu Hypermarkets is made up of imported grocery items and consumer electronic items, fashion goods, clothes, stationery, toys, and furniture) from Australia, India, China, the EC, Malaysia, the Kingdom of Saudi Arabia, and Thailand. This merchandise goes into stocking via Lulus vertically integrated supply chain. The stores staff in Lulu hypermarkets and supermarkets report to their floor supervisors and each of the supervisors (there are 3 floor supervisors one for each floor in each of the hypermarkets and 1 floor supervisor (only ground floor) in each of the supermarkets) directly report to the purchasing supervisor in each hypermarket and supermarket. The purchasing supervisors directly report to the Purchasing Manager (see Figure 1 below for a simplified Lulus organisation structure of its purchasing department). Figure 1: Organisation Structure of Lulus Purchasing Department, Oman The purchasing manager receives orders from the purchasing supervisors who base their order requisitions from the informational output generated from the EPOSs at each hypermarket/supermarket outlet. Thereafter the purchasing manager orders stocks from abroad and liaises with overseas suppliers through and with the Tendering Contract Specialist. [As is common here in the GCC countries, Lulu too has a very conservative top management that includes its Board of Directors]. However, currently Lulu is actively engaged in replacing the old IT architecture and revamping its Management Information Systems (MISs), including a Inventory Management System, soon (around end of September 2010) to take advantage of online ordering systems with the introduction of its own web-portal. Customer retention is a key factor for successfully operating any business at all times (Hurley, 2004). This is all the more critical now given the global economic crisis which most of the countries worldwide, including Oman, are going through. Of late (since mid 2008) there have been frequent shortages of stocks (spray dried milk and other staple grocery items leading international brands) and as a result Lulus customers (both the Omanis and expatriates) are unhappy over the non-availability of items/brands of their choice that were retailed by Lulu. In certain lines of grocery items there were excess stocking and on others there were shortages. And in order to overcome the shortages orders were made to be transported by air which significantly increased the freight cost of imported goods. On the other extreme, some grocery items (low bulk) that are supplied to small institutional buyers (e.g. coffee shops in Muscat) could not be sourced from the exporters in time for delivery as several orders had to wait to be bunched to make up the bulk to obtain low cost freight from the shipping companies. These mistakes have been caused by weak or bad decision making resulting from poor information and communication flows between the store outlets (sales) and purchasing department (purchases). For example, the Inventory Status Analysis Report and Customer Sales History have been found to be not that accurate during a specially commissioned operational audit in February 2009. Furthermore, Lulus warehousing space in (Muscat) Oman is limited. Although the EMKE Group is capable of building a new warehouse in Muscat, the mountainous terrain makes it difficult to construct warehouse buildings in the short run. In consequence, poor inventory management is a serious issue which is threatening Lulus efforts in customer retention and loyalty and the profitability of its business in Oman. An attempt has been made in this paper to analyse the above issue in Lulu, Oman by applying Checklands (1981; Checkland Scholes, 1990) Soft Systems Methodology (SSM). Metaphors Problem situations such as the above can be effectively tackled by the application of critical systems thinking (Jackson, 2003). Critical systems thinking approach employs a wide range of organisational metaphors (images) which can help in understanding the organisations as well as to explore and analyse the difficult problem situations which managers need to tackle (Flood Jackson, 1991). Metaphors can be viewed as cognitive lenses through which people make sense their situations for obtaining a better understanding of the same (Kendall Kendall, 1993). The most common archetypal metaphors that can be used to guide systems thinking are (Jackson, 1993; Morgan, 1997): Organisations as machines Organisations as organisms Organisations as brains Organisations as cultures Organisations as political systems Organisations as psychic prisons Organisations as flux and transformation Organisations as instruments of domination Metaphoric expression of the organisation helps to understand how its stakeholders make sense of their organisation and their worldviews and also encourages its managers to think creatively about their organisations as well (ibid). This is because metaphors provide a useful avenue to make creative assumptions in organisational analysis for describing and exploring the problem situation effectively (Morgan, 1980 1997). To guide the critical systems thinking, in relation to the above problem situation, the organisms metaphor has been chosen at the dominant metaphor and the machines metaphor as the dependent metaphor. The organisms metaphor represents open view and the machine metaphor represents closed view (Flood Jackson, 1991). According to Jackson (1993) an organisation when viewed as a machine is seen as a tool created for achieving the purposes of the owners of the organisation. Managers are assumed to be rational in their decision-making (ibid). Control in the organisation is enforced through strict rules and procedures within a rigid organisational hierarchy of authority (ibid). An organisation when viewed like an organism appears as a complex system composed of sub-systems that coexist together (ibid). The main aim of the organisation is survival from which the derivatory objectives are set for each of the organisations sub-systems to accomplish (ibid). If there are functional failures then the sub-systems should be examined as whether they continue to meet the organisations objectives and needs and also the organisation should be cross-checked as to whether it is properly aligned with and well-adjusted to its environment (ibid). To this end the managerial sub-system must be entrusted with this important task (ibid). Accordingly with regard to the Lulus problem situation above, the organism metaphor is considered as the dominant metaphor as the inventory management and costs involve external environmental participants (for e.g. suppliers and customers) and the machine metaphor as the dependent metaphor since it produced negative effects through poor information and communication flows in relation to purchases and sales as well as wrong decision making in relation to ordering supplies. Hard Systems Thinking and Soft Systems Thinking Problem situations in organisations can be tackled by managers by using a hard systems thinking approach or soft thinking approach. Hard systems thinking approach is useful when systems exist and the objectives of the system/s can be easily defined (Checkland, 1981 1988). Hard systems thinking approach is based upon rational and scientific methods where a single optimal solution is found (Checkland, 1981). However, the hard systems thinking approach is not useful to handle messy, unpredictable, and ill-structured problem situations wherein the human participants constitute an important variable in the complex problem situation (Checkland, 1981 1989). Soft systems thinking approach does not require systems to exist and views the human activity systems (HAS), which indicates the human activity to accomplish a certain goals, quite distinct from other systems in the organisation (Checkland, 1981). The strong emphasis placed upon systemness sets hard systems thinking approach distinctly separate and different from soft systems thinking approach (Checkland Holwell, 1998). The System of Systems Methodologies (SoSM) For exploring the complex problem situation of Lulu Checklands (1981; Checkland Scholes, 1990) Soft Systems Methodology has been chosen from Jackson and Keys (1984) the System of Systems Methodologies (see Table 1 below). The reason behind choosing SSM was that Lulus problem context involved unique participants separated by locations and the unique nature of the inventory system which is significant both in the problem context as well as for Lulu to satisfy its customers needs. Table 1: The System of Systems Methodologies (Jackson Keys, 1984). PARTICIPANTS Soft Systems Methodology SSM Checklands (1981; Checkland Scholes, 1990) Soft Systems Methodology is a useful methodology for applying systems thinking to complex problem situations in organisations to analyse both qualitative and quantitative information for the same, since Lulus problem situation involves complex human, political, and social elements. SSM Process The SSM is a 7 stage process of enquiry wherein the logical connections of the SSM process help the actual problem solving activity to move more flexibly between one stage and the other in the SSM (Flood Jackson, 1991). Although the SSM is a 7 stage process the stages need not necessarily to be used in a strict sequential order (Checkland Scholes, 1990). Figure 2 below illustrates the 7 stage SSM process. Figure 2: 7 Stage Model of SSM (Source: Adapted from Checkland Scholes, 1990) Stage 1- The Problem Situation In this first stage of the SSM the participants of the HAS start investigating the ill-structured problem situation without any assumptions which eventually lead to a common understanding of the messy-problem which requires immediate attention (Jackson, 2003). Lulus messy problem situation represents the shared need of the participants of the organisational (Lulu) human activity system (HAS) to collect the available information together as a team in order to explore. The HAS in Lulus problem situation is represented in the form of a Review-Group composed of: the Director and Assistant Director Purchasing Warehousing -, Purchasing Manager, Purchasing Supervisors (Muscat only), one floor staff from each of the Lulu Hypermarkets, two general stores staff members from Lulu hypermarkets and supermarkets, and the Tendering Contract Specialist. Accordingly, the information was gathered and sorted through data collection on physical and social structures and processes (departmental, for e.g. Accounts Finance) by studying the inventory records, large samples of daily till rolls, minutes of the purchasing department meetings, interacting with customers, etc. In addition to this 3 workshops were conducted, at Lulus Head Office (its first Hypermarket at Darsait a metro in Muscat) with the above participants where open discussions were encouraged. Stage 2- Problem Situation Expressed through Rich Pictures Rich picture/s is/are used to represent the available information which was gathered from stage 1 of the SSM process to depict the actual situation involving the human activity (Paucar-Caceres Rodriguez-Ulloa, 2007). In other words, the rich picture helps to visualise the generalised characteristics of the problem situation better. The following key characteristics emerged from the workshop with the participants of the Review-Group: Poor Inventory Management Stock-out situations Limited inventory storage space May lose customers to competitors Poor information and communication flows between the store outlets and purchasing department Inadequacy of the existing inventory management system. The rich picture shown in Figure 3 (on the next page) illustrates the review groups impressions and viewpoints on Lulus problem situation. Figure 3: Rich Picture for Lulu The above rich picture in Figure 3 illustrates the concerns of the Lulu staffs and the members of the Purchasing Department in the problem situation. Dotted line indicates the inadequacy/ lack of good communication and information flows. Stage 3- Root Definitions After examining the rich picture in detail, a systematic description of the viewpoints or the worldviews from different angles are made. Root definitions help capture the core purpose of the activity systems to explore effectively into the problem situation and improve it (Checkland Scholes, 1990). Root definitions in effect are verbal descriptions about the systems which are being examined (Hicks, 1991). The root definitions help to describe the transformation processes and the situational-changes in the real world (Paucar-Caceres Rodriguez-Ulloa, 2007). Accordingly a single root definition was derived from the above rich picture and has been reproduced below: An inventory management system owned by the Company with the objective of improving the inventory control through timely and efficient procuring and purchasing of goods by utilising the available resources effectively in order to sell profitably. This inventory management system will be used to manage the purchase routines effectively through better communication and exchange of information among all the staffs for satisfying customers by providing improved customer services. The abbreviation CATWOE is consisting of the six key elements: Customer, Actor, Transformation, Worldview, Owner, and Environment, are used for formulating the root definitions. The CATWOE elements for the above root definition are: Customers: Lulu and its customers Actors: The entire staffs of Lulu Transformation: Improved inventory control and better communication flows World view: Provision of improved customer services Owners: The Managing Director and Shareholders Environment: Market competition and the organisational sub-systems. Stage 4- Building Conceptual Models The root definitions serve as the basis for building the conceptual models for the problem situation. The conceptual model (see Figure 4 on the next page) from the above root definition indicates the following: The purchasing department of Lulu must establish an effective feedback system to improve decision making in purchasing as well as in inventory control. Effective management of information and communication flows. Motivate the staffs to participate positively in the inventory management. This feedback system should also inform Lulu about its customers needs. Figure 4: Conceptual Model The conceptual model in Figure 4 depicts the activities that are required to carry out the transformation processes from the above root definition. The conceptual model indicates that for timely imports to be made a number of key activities have to be carried out like inputting the customer history, maintaining an active cooperation with the overseas suppliers etc for improving the inventory management system and thus ensure that Lulus business operations run efficiently and effectively with least disturbances. Stage 5- Comparing Conceptual Models with the Real World This stage is to promote constructive debate (open discussion among the Review-Group participants) based on the conceptual model. This is carried out by comparing the conceptual model with the real world and identifying the differences therein to determine any changes for implementing them successfully in such a way that the reality matches closely to the conceptual model derived from the application of systems thinking approach (Jackson, 2003). Stage 6- Systematically Desirable and Culturally Feasible Changes The debate in the form of open discussion is continued in this stage as well. The main aim of this debate is to identify systematically desirable changes relevance and culturally feasible people oriented -. The purpose here is to determine changes that need to be made for improving the problem situation rather than the conceptual models (Checkland Scholes, 1990). The Review-Group identified the following systemically desirable and culturally feasible changes for intervention: Introduction of an up to date Inventory Management System (new application software) which is capable of keeping the stock levels under control such that adequate (optimal) quantity levels and lines of stocks are available at all times. Ensure that the staffs are motivated to work in a cooperative way, especially, the staffs that are involved in Lulus purchasing function. It would be necessary to incorporate customer sales history for having control over slow moving items (that still have customers who buy them but not frequently). Although Lulu maintains an excellent rapport with all its overseas suppliers, the group felt that more active cooperation from the suppliers should be elicited. Timely imports through enhanced purchasing procedures. With improved purchasing procedures and optimal re-order sizes better discount deals from the suppliers should be actively negotiated and obtained. This could give a competitive advantage for Lulu over its rivals in Oman through competitive pricing. Increasing the capacity of storage space for holding stocks would involve capital budgeting procedures by the Top Management. Stage 7- Taking Actions to Improve the Problem Situation This stage involves taking systematically desirable and culturally feasible actions for improving the problem situation. The taking of systematically desirable and culturally feasible actions can help further to improve the problem situation (Jackson, 2003). Accordingly, the information gathered from the 3 workshops with the Review-Group participants was helpful for Lulu in creating recommendations that require intervention in the real world for improving the problem situation, through the possible implementation of the systemically desirable and culturally feasible changes identified in Stage 6 above. Conclusion This paper attempted to apply the Soft Thinking approach to complex problem solving in the case of Lulu Hypermarkets, Oman through the application of Checklands (1981; Checkland Scholes, 1990) Soft Systems Methodology. Lulus operations in Oman is driven by the need to totally import all of its stocks from overseas (which is inevitable in Oman as the industrialisation is being developed only since 1995 after the implementation of privatisation by the Omani Government) and the objective of Lulu to keep all its customers satisfied with availability of goods as and when the customer requires. (Part A: 3,021 words without Contents References) Part B The present day business environment is dominated by rapid and continuous global changes, which businesses and other organisations as well as their managers cannot afford to ignore these changes today and continue (Turban et al, 2005). Further organisations have become and are becoming more complex due to the changes in the business environment in economic activity, population, and technology as a result of which organisations need to build their ability to adapt to these changes in order to meet the challenges imposed by the changes (Sterman, 1994). Todays managers require effective strategies to facilitate their organisations to adapt to the changing business environment and allow their organisations to continue their operational existence successfully into the future (Hitt, 1996). Fifth Discipline In order to face the changes in the business environment an organisation need to be a learning organisation (Senge, 1990). A learning organisation is one which is expanding its capacity continually for the purpose of obtaining a sustainable continued operational existence into future (ibid). In other words a learning organisation is one where it continually renews itself to stay in step with the changing times in the present as well as into the future. A learning organisation is distinctly unique from the other forms of traditional organisations in terms of the following five disciplines (ibid): Building shared vision Mental models Personal mastery Team learning Systems thinking. The Five Disciplines of Learning Organisation Building Shared Vision Shared vision according to Senge (1990) is the common mutual image /view which people in an organisation have in regard to the activities of the organisation they are in and the organisation itself. The main purpose of the shared vision discipline is to ensure that the individuals goals and objectives are aligned with the organisational goals and objectives in order to promote a mutual shared understanding of the organisation to which they belong. The discipline of shared vision is aimed at bringing about voluntary and wilful commitment from the people in an organisation. Mental Models Mental models are the embodiment of deeply seated generalisations and assumptions, images and pictures as to the worldview held by individual from his or her own perspectives (ibid). In other words, the mental models allow an individual carry out introspection for deeper exploration within him or her for the mutual benefit of the individual and the organisation. Personal Mastery This discipline involves the continual clarification and strengthening ones personal vision to facilitate concentrated focus of human energies by learning to be patient and developing the ability to see the real world in an objective way (ibid). This is usually the highest of human aspirations which we all strongly endeavour to achieve. Team Learning The team learning discipline is about individuals thinking in a unified way where US is more important than I. The core of the team learning discipline is about mutual dialogue that permits s thinking together (ibid). Team learning is indispensable for the learning organisation where teams are the dominant resource for learning in order to remain adaptable to changes in the organisational environment. Systems Thinking Systems thinking is a modern approach to decision making that is composed of valid knowledge that help in the understanding of the problem patterns more clearly to formulate better improved solutions (ibid). Systems thinking is the key discipline of the learning organisation. Thats why Senge (1990) calls it as the Fifth Discipline in his book. Senge states that the systems thinking discipline integrates the previous four disciplines of the learning organisation. In his view the systems thinking discipline facilitates managers to obtain a better understanding of their organisational systems in order to plan and carry out action that are more appropriate to the problem situations in question. Systems thinking implies and indicates to the modern approach to thinking about systems that systems are important (Forrester, 1994). Systems thinking can help managers to handle complex problems more effectively by allowing them to view their organisational systems holistically (Checkland, 1981). In other words, the systems thinking approach helps managers to reconceptualise complex issues as well as find workable solutions to them (Senge Sterman, 1992). Using the conventional approach, assuming linearity, managers used to break a problem into their separate constituent parts to formulate a solution by analysing each of these parts and form conclusions in a scientific way (Kofman Senge, 1993). However, the modern problem situations which managers face in todays complex world do not yield to the conventional linear approach and hence would require systems thinking that forces to look into the circularity of the variables that make up the problem situations (ibid). Further systems view manifest systems thinking approach by helping and banding people to make their mental models that can foster group learning and obtain a shared understanding of the purpose (Turban et al, 2005). Given the current globalised world it is imperative to understand the importance of systems thinking in making decisions to address the challenges imposed by the changes in the global business environment (ibid). According to Senge (1990) systems thinking has three core elements that provide the basis for systems view of the organisations. These are (ibid, p.373): Practices: What you do, Principles: Guiding ideas and insights, Essences: The state of being those with high levels of mastery in the discipline. Leaders and managers can bring about the desired behaviour from their people in the organisation by focusing on the four levels of the behavioural perspectives of their people (ibid). These are (ibid): Events observable behaviours and actions; Patterns of behaviour repetitive behaviours and actions; Systemic structures the interrelationships between the patterns of behaviour; and Purpose story forming mental models that keep that hold the systemic structures. Summary The cornerstone of Senges learning organisation is systems thinking discipline and systems thinking helps the individuals to learn in their organisations with a holistic view of their organisation as a system. This is because systems thinking is a unifying discipline which integrates all the other disciplines (the disciplines of: shared vision, mental models, personal mastery, and team learning) of the learning organisation to meet the challenges of changing and turbulent business environment in order to sustain the organisations continued existence. Systems in the learning organisation are composed of interrelated mental models (composed of each of the individuals perceptions) from its people. For a successful learning organisation to take place individuals must share their mental models without inhibition in order to obtain a coordinated understanding of the actual system holistically through a shared vision. It should be noted here that the concept of shared vision help individuals to learn more willingly and actively in a cooperative way. However, to do so managers should be free willing and equally actively extend their cooperation as well. Also managers should come out of their traditional mindsets to allow new systems thinking to get in (Senge, 1990). Fifth Discipline Lulu Hypermarkets (Muscat, Oman) Application of the Soft Systems Methodology, the soft systems thinking approach to Lulus complex problem situation, in Part A of this paper is good example of applying Senges Fifth Discipline Systems Thinking. Global Economic Crisis The current global economic crisis has impacted Oman also. As a result the private sector as well as the public sector is facing challenges due to the global economic crisis. One of the major effect of the current global economic crisis is businesses in Oman, including Lulu Hypermarkets, are cutting back on their investments as well as their current pending capital projects. A key challenge faced by Lulu is the reduced spending pattern that has become noticeable since August 2008 in Oman (as is indicated by the drastic fall in the resale-value of the beach-side prestigious properties of the Wave project in Muscat). Lulu wrongly estimated that its sales would remain either unaffected or marginally affected by the impact of the global economic crisis. This is because about 78% of Lulus sales revenue comes from selling food and grocery items. But the inventory management problem situation coupled with reduced customer spending on food and grocery items threatened not only Lulus sales but also made it vulnerable to tough price competition from its rival hypermarkets. Together these indicate the unpreparedness of Lulu to changes in the external environment such as the one caused by the current global economic crisis. Systems Thinking Systems thinking is the vital element for learning organisations that aim to continually have organisation renewal (Senge, 1990). And the use of systems thinking discipline implies that the organisation and its managers in question are willing to adapt to changes and meet the challenges posed by those changes to overcome them successfully. Systems thinking presupposes (although not necessarily) the use of shared vision, mental models, personal mastery, and team learning disciplines. The above SSM study for Lulu from Part A can be used to illustrate these disciplines in order to obtain a better understanding of the reduced spending arising from the impact of the global economic crisis. Shared Vision The formation of the Review-Group for applying the SSM process brought together the participants from Lulus different locations in Oman, though many of them were sharing similar job responsibilities, in a face-to-face and peer-to-peer contact with one another as a group as well as workshop participants, allowed direct personal and open interactions with the members of the top management (the Purchasing Director and the Purchasing Manager). During the entire period of each of the workshop debates within the SSM process the open interactions helped one another to share their ideas and opinions regarding the problem situation, more so due to the close proximity of the factors that revealed the inventory management problem. In doing so the Review-Group members and the members of the top management and thus Lulu were on the same track to address the problem situation. Mental Models The exercise of

Atmospheres Unlimited in Macbeth :: Free Macbeth Essays

Atmospheres Unlimited in Macbeth      Ã‚  Ã‚   Shakespeare becomes a master of diverse atmospheres in his tragedy Macbeth. We shall examine closely the changing, more forcefully developing atmospheres here.    Blanche Coles states in Shakespeare's Four Giants that he agrees with G. B. Harrison, that this play contains one of the finest examples of atmosphere ever created in drama:    Macbeth is overwhelmed with the significance of his filthy deed. His wife is concerned only with the details of what must be done next - with facts. She has no imagination. The passage between Macbeth and Lady Macbeth after the murder is one of the finest examples of atmosphere ever created in drama."(62)    In Fools of Time: Studies in Shakespearean Tragedy, Northrop Frye shows how the atmosphere is altered for the better at the end of the play:    This theme is at its clearest where we are most in sympathy with the nemesis. Thus at the end of Macbeth, after the proclamation "the time is free," and of promises to make reparations of Macbeth's tyranny "Which would be planted newly with the time," there will be a renewal not only of time but of the whole rhythm of nature symbolized by the word "measure," which includes both the music of the spheres and the dispensing of human justice [. . .]. (94-95)    D. F. Bratchell in Shakespearean Tragedy record's Charles Lamb's consideration of   Macbeth's atmosphere as essential to the purpose of the play:    For Lamb the essence of the tragedy in Macbeth lies in the poetically suggested atmosphere of horror and evil impulse, readily seized upon by the imagination of the perceptive reader, whereas stage representation concentrates the mind on the action. (133-34) Roger Warren comments in Shakespeare Survey 30 , regarding Trervor Nunn's direction of Macbeth at Stratford-upon-Avon in 1974-75, on opposing imagery used to support the opposing atmospheres of purity and black magic:    Much of the approach and detail was carried over, particularly the clash between religious purity and black magic. Purity was embodied by Duncan, very infirm (in 1974 he was blind), dressed in white and accompanied by church organ music, set against the black magic of the witches, who even chanted 'Double, double to the Dies Irae. (283)    L.C. Knights in the essay "Macbeth" mentions equivocation, unreality and unnaturalness in the play - contributors to an atmosphere that may not be very realistic: