‘Death of a Salesman’: Everyone fails in a waste of misplaced energy and Miller offers no comfort to his audience

‘Death of a Salesman' is dominated by the theme of failure and the protagonist Willy Loman is certainly the main exemplifier of this. The complexity of this play, however, makes it difficult to label with such a generalised comment. I would not disagree that the action of the play centres around failure but I feel that some comfort is offered through other characters such as Charley, Bernard, Howard and Ben. Willy Loman has undeniably failed in every aspect of his life. He has been defeated in business, he is a poor father and a poor husband. As Dukore says ‘The inadequacies of what he buys mirror the inadequacies in his sales, which in turn reflect his inadequacies as a parent'. Willy is not a success in business, despite describing himself as a ‘big-shot' to his sons. He dedicates a lot of time to his work and has been employed by the same firm for 34 years, however, he has to borrow money from his neighbour Charley as a means of survival as he is cruelly cast off by his ruthless boss, Howard. Willy unsurprisingly finds this humiliating and difficult to believe, ‘you can't eat the orange and throw the peel away – a man is not a piece of fruit'. Willy has no status as a businessman and he confesses that ‘the trouble is, Linda, people don't seem to take to me'. Willy believes in the fantasy of the American Dream which suggests that wealth and an attractive personality alone can make him happy. We even see Willy being patronised when his boss addresses Willy as ‘kid', representing that Willy is still seen as a kid in the business world. Willy is a failure at home and his sons, Biff and Happy, ‘both seem condemned to repeat their father's failure and relive his self-deception'. We see this as Biff steals a fountain pen from Bill Oliver as if the family are trying to grab onto any bit of success that they can find. Willy has brought his children up telling them that all they need is to be well liked to succeed. Happy rates success by how many girls he can seduce and he describes his relationships as ‘like bowling or something. I just keep knockin' them over and it doesn't mean anything'. Willy repeatedly sends contradicting messages to his sons desperately trying to find something to help them to become successes. Willy also fails as a husband. He had an affair which is only known to Biff, but Willy's guilt is represented through the stockings that Willy gave to his mistress. He has cheated Linda as she still has no knowledge of his affair. The play shows ‘a man's destruction through the tearing away of his protective covering of lies and self deceit' as Willy is constantly lying to himself and to his family about who he really is. Willy shares his faith in the American Dream with other fictional characters including Lennie and George in John Steinbeck's ‘Of Mice and Men' and others of Miller's characters like Marco and Rodolpho from Miller's play ‘A View From The Bridge'. Similar to this play, ‘Death of a Salesman' could be described as a modern Greek tragedy. Miller is very interested in this style of writing and applying it to a modern audience. ‘Death of a Salesman' could be described as a tragedy as it addresses many of the elements that Aristotle outlined. This play gives unity of time, place and action and we only see the last 24 hours of Willy's life. Again fitting in with Aristotle's ideas, the protagonist is flawed and this is Willy's determination and commitment to the American dream, and the play encourages the audience to feel catharsis at the catastrophe. Miller has, however, deliberately rejected Aristotle's idea of status and has made Willy an ‘un-heroic hero'. Miller wanted to show the ‘tragedy of a common man'. Even Willy's name ‘Loman' shows us that he is exactly that – a ‘low-man' and is similar to Elmer Rice's ‘Mr Zero' in his play ‘The Adding Machine' but Willy also seems to be an everyman and Miller said that ‘everyone knows Willy Loman' because as well as showing the destruction of one man. Despite its realistic trappings, ‘Death of a Salesman' is universal, thus a more vivid dramatisation of a modern everyman' – Willy is also representing the destruction of everyone who has bought in to the American dream, and in this way the play could also be called a political play. The mixture of traditional tragedy and Miller's own unique brand of drama allows the audience to recognise the protagonists' flaws in themselves. Willy's energy is certainly wasted as he spends the majority of his time at work, without anything to show for it. This could contribute to his failure as a husband and a father as dedicating more time to these things may help to repair broken relationships. Willy is so committed to the American Dream that everything else in his life seems to be breaking around him including household items like the fridge and the car. This symbolises Willy's race against age and limiting factors to be a success, and he fails to do this. We learn in the play that Willy is good at practical work and this work is admired by Charley, ‘That's a piece of work. To put up a ceiling is a mystery to me. How do you do it? ‘ Willy obviously has a skill but this skill is not used. Willy would be happier working in the country using his hands but he works in the city to try and satisfy his value of success which is to be working in the city and people have said of Willy that he has been ‘dwarfed by his surroundings' which I would agree with. Willy is in an environment in which he cannot survive and this idea is represented by the seeds that we see Willy desperately trying to plant at the end of the play. Like Willy, the seeds cannot grow in the environment that they are in. Willy wastes his energy as he ‘fears the present and romanticises the past' and his confusion of past and present is shown in the play through retrospective exposition. Willy spends a lot of his time talking to characters of the past instead of focussing on the present and facing up to his problems. The original title of the play was ‘The Inside of His Head' and this was because through the play we are seeing exactly what is happening inside Willy's head which is a mass of contradictions. He misplaces his energy in the past whilst still living in the present and this is what essentially causes Willy's eventual suicide. We see Happy also failing in the play as he is still a strong believer and follower of the American Dream to the end. He mirrors his father as he is still lying to himself about this fantasy and he refuses to admit that he is a failure. During The Requiem, Happy still insists that ‘He had a good dream. It's the only dream you can have – to come out number-one man'. Happy is still fooling himself and he has learnt very little even after this tragic experience, and this offers no comfort to the audience, it merely demonstrates how Willy's failure still lives on in Happy and shows Happy's wasted energy. Other characters in the play, however, are successful showing that not everyone in the play fails, and in contrast to Willy's downfall we hear the story of Bernard, Biff's school friend who succeeds due to hard work and becomes a lawyer. He shares our pity for Willy. The audience also meet Charley, Bernard's father who is a very compassionate, benevolent and caring man who is also a success in business and we see through Charley and Bernard that you do not have to be ruthless to be successful. There are, however, ruthless characters such as Bill Oliver, Biff's former boss, and Howard Wagner who was Willy's boss. These men are ruthless businessmen as we see through Howard's dismissal of Willy and Bill Oliver's unwillingness to speak to Biff about business propositions. Both Bill Oliver and Howard Wagner understand the business world – something which Willy fails to do. They both acknowledge that to succeed they need to be brutal and this is what we see Howard do. It could be said that Howard is a cruel man for dismissing Willy, however, for his business to survive it would seem the obvious thing to do as Willy no longer credited the company. I would disagree that Miller offers no comfort to his audience. By the end of the play, Biff admits to his father that ‘I'm a dozen, and so are you' and instructs his father to ‘take that phony dream and burn it before something happens'. Biff's turns his back on the American Dream and this is certainly comfort to the audience because he has found himself and knows who he is unlike his brother, and his father. There is a lot of failure in this tragedy. The focus of the play is Willy Loman who does fail and it would also be true to say that Willy does misplace his energy and there is little comfort due to the emotion of Willy's suicide. Miller said that ‘Most human enterprises disappoint' and this view is certainly shown throughout the play and through Willy's life. Bernard and Howard, however, are very successful due to hard work and if nothing else this is comfort to the audience as they represent a type of success which isn't based around being ‘well liked'. Biff's enlightenment at the end of the play is also comforting as there is now some hope of success beyond the American Dream and hope that Biff's energy will be used in a more constructive way.

History Story Teaches Us That History Teaches Nothing: Discuss Essay

1.0 INTRODUCTION All human cultures tell stories about the past, deeds of ancestors, heroes, gods, or animals. Songs sacred to particular peoples were chanted and memorized long before there was any writing with which to record them. Their truth was authenticated by the very fact of their continued repetition. History which can be considered as an account that purports to be true of events and ways of thinking and feeling in some part of the human past stems from this archetypal human narrative activity. While sharing a common ancestry with myth, legend, epic poetry, and the novel, history has of course diverged from these forms. Its claim to truth is based in part on the fact that all the persons or events it describes really existed or occurred at some time in the past. Historians can say nothing about these persons or events that cannot be supported, or at least suggested, by some kind of documentary evidence. Such evidence customarily takes the form of something written, such as a letter, a law, an administrative record, or the account of some previous historian. In addition, historians sometimes create their own evidence by interviewing people. In the 20th century, the scope of historical evidence was greatly expanded to include, inter alia, aerial photographs, clothes, motion pictures, and houses etc. Furthermore, all developed countries have their National Archives. This is in recognition of the simple fact that knowledge of the past is essential to society. What happens in the present, and what will happen in the future, is very much governed by what happened in the past. Without a thorough knowledge of past events and circumstances, we could not even attempt to grapple with these problems. Without knowledge of the past we would be without identity, we would be lost on an endless sea of time. However, it is obvious that knowledge of the past has not brought easy solutions to problems in, say, Nigeria, Mali, Zimbabwe, Palestine or even other parts of the world. Notwithstanding the fact that history is paramount in any society and in fact a necessary ingredient for its growth, but many practical facts staring us at the face have shown that people learn from  history that they do not learn from history. Thus, I would like to support and defend the assertion that ‘history teaches us that history teaches nothing’. But before delving into this argumentative cum intellectual excursus, I would like to clarify the term ‘History’ and ‘Why people study history’ 2.0 WHAT IS HISTORY? Etymologically, the term ‘history’ is from the Greek word ‘á ¼ ±ÃÆ'Ï„Î ¿Ã ÃŽ ¯ÃŽ ±Ã¢â‚¬â„¢ – historia, meaning â€Å"inquiry, knowledge acquired by investigation†. It was still in this Greek sense that Francis Bacon used the term in the late 16th century, when he wrote about â€Å"Natural History†. For him, history is â€Å"the knowledge of objects determined by space and time†. History is the study of the past, specifically how it relates to humans. It is an umbrella term that relates to past events as well as the discovery, collection, organization, and presentation of information about these events. Scholars who write about history are called historians whereas the events occurring prior to written record were considered prehistory. By â€Å"prehistory†, historians mean the recovery of knowledge of the past in an area where no written records exist, or where the writing of a culture is not understood. By studying painti ng, drawings, carvings, and other artefacts, some information can be recovered even in the absence of a written record. Since the 20th century, the study of prehistory is considered essential to avoid history’s implicit exclusion of certain civilizations, such as those of Sub-Saharan Africa and pre-Columbian America. In 1961, British historian E. H. Carr wrote; ‘the line of demarcation between prehistoric and historical times is crossed when people cease to live only in the present, and become consciously interested both in their past and in their future. History begins with the handing down of tradition; and tradition means the carrying of the habits and lessons of the past into the future. Records of the past begin to be kept for the benefit of future generations’1 Herodotus of Halicarnassus (484 BC – 425 BC) has generally been acclaimed as the â€Å"father of history†. However, his contemporary Thucydides (460 BC – 400 BC) is credited with having first approached history with a well-developed historical method in his work ‘the History of the Peloponnesian War’. In his historical method, Thucydides emphasized chronology, a neutral point of view, and that the human world was  the result of the actions of human beings. Greek historians also viewed history as cyclical, with events regularly recurring. Suffice to say that the word ‘history’ entered the English language in 1390 with the meaning of â€Å"relation of incidents or story†. Professor Richard J. Evans defines histo ry as an academic discipline which uses a narrative to examine and analyse a sequence of past events, and objectively determine the patterns of cause and effect that determine them. According to Professor Arthur Marwick in his article titled ‘The Fundamentals of History’, history is ‘the bodies of knowledge about the past produced by historians, together with everything that is involved in the production, communication of, and teaching about that knowledge’.3 In E. H. Carr’s ‘What Is History? Carr draws on sources from Nietzsche to Herodotus to argue for a more subtle definition of history as ‘an unending dialogue between the present and the past’.4 No wonder, Whitney says that history is facilitated by the formation of a ‘true discourse of past’5 through the production of narrative and analysis of past events relating to the human race. History is the analysis and interpretation of the human past that enables us to study continuity and change over time. It is an act of both investigation and imagination that seeks to explain how people have changed over time. Historians use all forms of evidence t o examine, interpret, revisit, and reinterpret the past. These include not just written documents, but also oral communication and objects such as buildings, artefacts, photographs, and paintings. Historians are trained in the methods of discovering and evaluating these sources, and the challenging task of making historical sense out of them, that is to say they are aesthetically disinterested in their approach to events. According to Encarta electronic dictionary, history is ‘a chronological account of past events, it is the branch of knowledge that records and analyses past events’6. More so, Encyclopaedia Britannica defines history as ‘the discipline that studies the chronological record of events (as affecting a nation or people), based on a critical examination of source materials and usually presenting an explanation of their causes’7. Understanding why historic events took place is important. To do this, historians often turn to geography. Weather patterns, the water supply, and the landscape of a place all affect the lives of the people who  live there. For example, to explain why the ancient Egyptians developed a successful civilization, st udying the geography of Egypt is essential. At this juncture, it is paramount to say that the writing of history, especially the writing of history based on the critical examination of sources, the selection of particular details from the authentic materials in those sources, and the synthesis of those details into a narrative that stands the test of critical examination is known as Historiography. 3.0 WHY THEN DO PEOPLE STUDY HISTORY? From my own personal observation, it does occur to me that people explore the field of history for myriads of reasons which are: History is a means to understand the past and present. The different interpretations of the past allow us to see the present differently and therefore imagine and work towards the future. Through the study of history we can investigate and interpret why society developed as it has and determine what influences have affected the past and present and shape the future. It helps one to understand the immense complexity of our world and provides insights to help cope with the problems and possibilities of the present and future. History also provides a sense of identity to understand the collective past that has made us what we are today. The way in which people identify and interact with one another is by and large a consequence of history, which shapes and conditions individuals and societies whether they fully understand it or not, relationship between differ ent ethnic groups in Nigeria can testify clearly to this. History is also a bridge to other disciplines. In order to understand the other humanities and sciences one needs a historical overview. Writers, artists, scientists, politicians, philosophers etc. are all conditioned by the historical milieu in which they lived. Historical knowledge is a prerequisite for understanding the world in which we live. History is magister vitae, â€Å"teacher of life.† History prepares us to live more humanely in the present and to meet the challenges of the future because it provides us with understanding of the human condition. Despite these reasons why people study history, it becomes disheartening to see that these reasons do not readily translate into practice considering what is on ground in the  world. Hence, one can say without any fear of equivocation or ambiguity that ‘history teaches us that history teaches nothing’. To explicate this standpoint further, I would like to delineate in a jiffy the essential factors to be consi dered in history, from there I would showcase why history teaches us that history teaches nothing. 3.1 ESSENTIAL FACTORS TO BE CONSIDERED WHY STUDYING HISTORY These are; Persons, ( personal element ), Time element, Event, Place, Circumstance, People’s reaction or Effects, Post Reactions and the Lessons. It is from the standpoint of lessons meant to be learnt from history that I would defend the assertion that ‘history teaches us that history teaches nothing’. 4.0 HISTORY TEACHES US THAT HISTORY TEACHES NOTHING: USING NIGERIA AS A CASE STUDY. Having explained the concept of history and why we study history, the problems that stare us at face are; how has the knowledge of the past positively influenced the present day society? To what extent is the history affecting the lives of people? Why is it that people, nations, continents etc. repeat the same mistake of the past? Does it mean that history has no positive influence on human development or that people have blatantly refused to learn from history? No wonder the prestigious German Philosopher, Georg Wilhelm Friedrich Hegel in his lectures on the philosophy of history said; â€Å"What experience and history teaches us is that people and governments have never learned anything from history, or acted on principles deduced from it†¦ We learn from history that we do not learn from history†¦ [Hence] History teaches that history teaches us nothing. If we go on to cast a look at the f ate of the world historical personalities†¦ we shall find it to have been no happy one. They attained no calm enjoyment; their whole nature was labour and trouble; their whole nature was nothing but their master’s passion. When their object is attained they fall off like empty hulls from the kernel† To expatiate on this assertion that history teaches us that history teaches nothing, I would like to use Nigeria as a case study because I am more familiar with Nigerian history. Before delving into this intellectual discuss, I would like to posit certain questions: What is the percentage of Nigerians that are productively engaged? How many of them can  pay their bills? Education is one factor that can lift the fortunes of a nation overnight: as it is today, what is the percentage of the population that attain school till tertiary institution? What percentage of the population can afford the fees for their education? What has the government done to entrenched unity rather than ethnicity? Why has the government being unable to address these nagging issues? The most suitable answer to these interrogatives is that the government has failed to learn from history. In fact, the history of Nigeria has taught nothing to the government of this country considering what is on ground. The blame is mostly shifted to the government because as Achebe wrote in his book, ‘The Trouble with Nigeria’, the problem of Nigeria is that of leadership. Let me succinctly delineate and expatiate on this assertion that history teaches us that history teaches nothing with some major events that have taken place in Nigeria. To be more precise, I hold the opinion that we have been stagnant in a lot of ways, we have degenerated in so many more ways while very little, if any progress, has been made in our march to meaningful nationhood. A key reason for our lacklustre performance at nation-building as Soyinka prescribes in the Dance of the Forest is the failure to draw lessons from the past at every turn in our history. That is an enterprise in which Nigeria still fails woefully. Hear what I read in one of the National Dailies that Chief Obafemi Awolowo, one of the active participants in the move towards independence, said in a speech he delivered on the floor of the House of Representatives in Lagos on March 31, 1953; â€Å"†¦It has been customary for our friends from the North to threaten the rest of Nigeria with secession if this is done or if that is not done†¦ We find the northern majority is not only being used (by the colonialists, I presume) in having their way, but it is also being used in preventing the minority from having their say†¦Ã¢â‚¬  Such was the suspicion and distrust that existed amongst major ethnic nationalities in the country at the attainment of independence. This suspicion eventually led to many coups like that of; 15th January 1966 Nigeria Major Kaduna Nzeogwu which led to the death of many including Alhaji Abubakar Tafawa Balewa, the then prime minister, 29th July 1966, a bloody coup led by Col. Yakubu Gowon, whichà ‚  claimed the life of Major General JTU Aguyi Ironsi and many others, 29th July 1975, by General Murtala Mohammed against General Yakubu Gowon and was successful, 13th February 1976, by Col. Dinka which resulted to the death of the then Head of State, General Murtala Mohammed, 31st December 1983, by Major General Ibrahim B. Buhari against Alhaji Shehu Shagari took place and was successful, 27th August 1985, by Major General Ibrahim B. Babangida against General Buhari. This suspicion also led to the civil war in which millions of lives were lost. Now, has Nigeria learnt anything from these? I think, NO. This is because, fifty three years old, national integration is still abysmal in Nigeria. There are verbal missiles across the country by individuals who desire to promote the interest of their ethnic groups, all of them fanning the embers of strife and war. Ethnic militias exist in almost different parts of the country threatening the lives and existence of those who do not share their ethnic or religious pedigree. Many Nigerians especially Southerners have lost their lives due to Boko Haram insurgency. This was a kind of situation which made Ojukwu to declare the Republic of Biafra due the massacre of the Igbos in the North. This declaration later led to civil war. We have even seen the â€Å"deportation† of hapless Nigerians from one state to the other and the attendant emotional outbursts that followed it. In fact, Nigeria has failed woefully to learn from history because the lessons of history are never applied to better the life of her citizenry. At the moment, seven gov ernors elected on the platform of the People’s Democratic Party (PDP) are on do or die mission to get a politician of northern extraction into the office of president come 2015. To them, it does not matter that the north had held that position for 37 out of Nigeria’s 53 years of independence, and that the region in particular and the nation in general, has nothing to show for it, all they are interested in is that the next President is from the North. To drive home the urgency of their desire, some of their supporters have actually threatened that Nigeria would be history if this pet project failed. Are these politicians unable to learn from history that born to rule mentality is a cankerworm that has threatened the fabrics of nationhood? Legendary writer, Chinua Achebe in his celebrated book, The Trouble with Nigeria once said: â€Å"But whereas tribalism might win  enough votes to install a reactionary jingoist in a tribal ghetto, the cult of mediocrity will bring the wheels of modernisation grinding to a halt throughout the land† That is the state of affairs in Nigeria currently. It is as bad as for past and present leaders in the country to brazenly tell the world that Nigeria’s major challenge is the lack of honest and dedicated leadership even as none of them has the nobility to plead guilty of the charge. This plague of bad leadership accounts for the frustrating level of ineptitude that we have in all areas of our national life. It seems to me that a cloud of cluelessness has descended on Nigeria over the years. Corruption in particular is one vice in which Nigeria has grown in leaps and bounds over the years. If there were pockets of corrupt practices in the country at the attainment of independence, Nigeria has within the last 53 years grown corruption to the extent that it has literarily acquired a life of its own. This has almost brought the nation to its knees with the resultant collapse of the middle class and the gap between the rich and the poor widening by the day. This means that Nigerian leaders in all sectors of life have failed to learn from history that corruptive practices retard the development of a nation and the excessive gap between the rich and poor can make the poor people to start a revolt against the rich. More still, agriculture which was the mainstay of the country’s economy up until the end of the First Republic has taken the back burner no thanks to the seeming ease with which petro-dollars have come to us since the oil boom in the 1970s. As Nigeria’s oil prospect increased, political leaders found more money to siphon or launder even as they neglect to sustain the structures which made life meaningful for the citizenry. Today, life is almost unbearable for the average Nigerian. Nigerian leaders seem to forget that it was this kind of atmosphere that ushered in the French revolution. Nigeria has not learnt from history. Hence, from this exposition of Nigerian experience, I continue to maintain that history teaches us that history teaches nothing because people have failed to learn from the lessons of history. 5.0 EVALUATION AND CONCLUSION Some may tend to argue that defending the idea that history teaches us that history teaches nothing is already affirming that history teaches something  because being aware that history teaches nothing is already learning something from history. Remember, the premise of my argument is that history teaches us that history teaches nothing, put in another way; we learn from history that we do not learn from history. This points to the fact that people and nations have failed woefully to apply the lessons of history to promote human well-fare. Thus, Hegel is right when he maintained that we learn very little from history in a global sense. Therefore, history teaches us nothing if we fail to observe the past, ask appropriate questions and learn from the lessons of history. BIBLIOGRAPHY 1 Carr, Edward H. (1961). What is History? p.108 2 Evans, Richard J. â€Å"The Two Faces of E.H. Carr†. History In Focus. An article published by Palgrave, 2001. 3 Marwick, Arthur ‘The Nature of History’ The MacMillian Press LTD. pg. 169, 1970. 4 Professor Arthur Marwick in his article titled ‘The Fundamentals of History’ In E. H. Carr’s ‘What Is History? 5 Whitney, W. D. The Century dictionary; an encyclopaedic lexicon of English language. New York: The Century Co, 1889. 6 Encarta Microsoft Electronic Dictionary 2010 edition 7 Encyclopà ¦dia Britannica Ultimate Reference Suite. Chicago: Encyclopà ¦dia Britannica, 2011. 8 Hegel’s Lectures on Philosophy of History which was assessed online on the 3rd of November, 2013. 9 Achebe, Chinua. The Trouble with Nigeria, Enugu: Fourth Dimension Publishing. Co. Ltd.Reprinted 1998. Print.

Organic Food Market in Hong Kong †Environmental Scan Essay

?Global trend of organic food In 1950s, consumers are starting to aware of organic product and in 1970s to 1980s, organic sector start to develop, e. g. set up regulation and certification around the world. In 1990s, the organic food market has a sharp growing, expanding at 20% a year. In 2006, the sales of organic baby food were increased 21. 6%. There are also has dramatically increase in variety, availability and decreasing the cost of organic food. ?Local trend of organic food. At the end of 1980s, there were many cases happened in Hong Kong that poisonous crops which are contaminated with pesticide, people in Hong Kong raise their awareness of health. Until 1990s, Organic foods have been selling in Hong Kong, most of them are imported from North America, Australia, New Zealand, Europe and Japan. In the few years ahead, consumption of organic food is increasing. In 2000s, the local market has a strong demand on fresh organic foods. International Trade Centre (ITC ) done a set of survey and observed some trends of Hong Kong. For example, there are more convenience organic food such as pre-packed organic salads; some public canteens and catering buy more organic food; provision of organic products with biodegradable packaging. Major competitor In Hong Kong, there are three major type of retail shops is selling organic food. First type is supermarket, e. g. Park n’ shop and Welcome are two major chains. Second type is department stores, e. g. Citysuper, Seibu, Jusco, Sogo. Third type is specialty healthy food shops, around 50 to health food shops selling organic, health and diet-supplement foods. Consumer ?General type of consumer Hong Kong Organic Resource Centre (HKORC) release the result of a survey on 7 Jan 2005, it shows that 30% of the respondents had purchased organic foods. It also shows us the people who are interested in buying organic food are high education qualification, executives, managers or professionals, and they are usually with a higher total household income, married and/or with children. The meaning of organic food in consumer view In Hong Kong people’s mind, â€Å"organic food† has the similar meaning as â€Å"healthy food†, they also care about the nutritional value and image of the product. The best selling of organic foods in Hong Kong are baby food, rice cake, grains, fruit juice and breakfast cereals, so we can see Hong Kong people are more health-conscious now.

Advanced Practice Nursing Scope of Practice Essay

Advanced Practice Nursing Scope of Practice - Essay Example The present malady also arises from the licensing system and odious licensure laws, which leaves a large gap between the Registered Medical Practitioners and other HCP, in terms of medical autonomy and work ethos. The profession of RMP has evolved in such a way that there is no difficulty in reconciling their clinical abilities with their legal authority. Therefore, there are no legal barriers for doctors to venture into medical areas that lie outside their medical domain, or field of study and training. There are no legal implications, only their self control and self knowledge may be the restraining factors. But this is not so in the case of other HCP, especially in the nursing profession. Since, on their own, they do not have legal authority to do certain actions relating to the welfare of the patients. They may not interpret patient clinical data or act independently on such data; (Practice Alerts & Guidelines. 2006). Till the recent past, even routine practices could only be per formed with the consent of, and under the supervision of attending doctors. The crux of the issue lies in the fact that they are not in a position to take medical decisions which are outside their legal scope and could only act in patients care and executing medical regimens prescribed by a licensed physician, (Practice Alerts & Guidelines. 2006). It may be argued that just as Doctors referred serious cases to specialists, nurses could be entrusted with the care and treatment of minor ailments, and serious ailments could be referred to registered doctors for treatment. Doctors feel that their medical school education and professional training could not be undertaken by other HCP, and only, they are best suited to treat patients, irrespective of the severity of the disease the patient is suffering from. The Licensing regime has, by far, been the strongest impediment in the way of reforms in the medical field, since a license alone could justify grant legal authority

City of God Essay Example | Topics and Well Written Essays - 750 words

City of God - Essay Example According to the essay "City of God" findings, the film portrays very scenes of bloodshed and barbarity. For instance, the film bombards shocking images of brutality that leaves an individual emotionally numb. Meirelles paints a horrible convincing portrait of young spoilt youth with shattered innocence. It becomes a pity to view young children roaming the streets with guns giving all their lives for the sake of their gangs. The paper, therefore, analyses of the film on issues relating to planning, design, culture, environment, and society. Proficient planning tilts between the bureaucratically mundane and wildly imaginative. It becomes hard to navigate the miasma of rules and regulations yet maintaining a social vision of a movie set. ‘City of God’ has outstandingly undergone planning to reveal the influence built by the environment to its characters. The movie reveals social networks in a planned community built to replace a community destroyed in a natural disaster. Moreover, pandemonium moments in the characters’ lives at odds with their ordered and sterile public housing. In addition, the movie has been designed to reveal the poor and life to risk the life of slums in the modern society. The film portrays a society full of moral deficiency. As an economically poor slum, the youth involve themselves in acts of outrageous violence. Crimes appear to be the only option in the moral and economic wasteland of the Brazilian favelas. The film revolves around a society that is poor both economically and politically. Drug abuse and drug trafficking is not an astonishing deed in the society. The main character in the movie, Rocket, narrates of his journey in the slums of Rio de Janeiro where he witnesses for two decades greed, rape, barbarity, and revenge. The movie portrays a poorly developed environment not worth human sustainability. The city is depicted to maintain low environmental measures. The place was initially built for those who could not afford housing and living essentials. Poor infrastructure, housing, security, and lack of the employment opportunities eventually led to the growth of gangs and murderous drug dealers. The city portrays the hardships people have to experience and go through in order to make ends meets in their lives. The movie further shows how the residents of the city live in doubt, as they fear frequent bloody gunfires from neighborhood kids who kill efficiently as the grownups. The city lacks a peaceful environment where an individual can settle and m aintain a prosperous life. The slum has no electricity, paved streets or even transportation. Crime and football are depicted as the cultural ways out of the slum. Meirelles portrays a bunch of kids who gather around to play football but all of a sudden, this becomes history as three hoodlums find their way on to the pitch seeking refuge from police officer. Suddenly the once football game ends up in a violence game of intimidation and rape. As the gangsters kill the chicken, Rocket is terrified with the thought that he is about to face murder but this turns out to be the opposite. The sacrificial purpose of the chicken portrays with force of a blunt instrument how cheap life has turned to be for the residents at the slum. It also conveys how aggression and

Service recovery in consumer banking in China Dissertation - 1

Service recovery in consumer banking in China - Dissertation Example Moreover, the study also showed that the effectiveness of the same positively influenced the intention of the customers to stay with the banks (CUSTOMER LOYALTY). The importance of service recovery is usually taken into consideration when something in a service delivery goes wrong, Segelstrom and Howard (n.d.) discusses. Basically, the concept of service recovery is based on the fact that a company must take action to ensure that their customers or clients get the desired outcome notwithstanding the fact that the prior delivery has already failed. In addition thereto, it is through service recovery that the company in question rectifies their own processes in order to avoid the same mistake (Segelstrom and Howard n.d.). The importance of service recovery is usually the focus of researches within service management and service marketing (Bell and Zemke 1987; Bitner, Booms and Mohr 1994; Bitner, Booms and Tetreault 1990; Hart, Hesskett and Sasser Jr. 2000). According to the studies con ducted with respect to the said matter, service recovery is of paramount importance to the companies as the cost of attracting a new customer is significantly larger than retaining a new one (Bell and Zemke 1987; Hart, Heskett and Sasser Jr. 2000; Segelstorm and Howard n.d.). In addition thereto, researches conducted also pointed out that service failure and subsequent recovery positively affects the loyalty of the customers toward a certain company providing them with different kinds of services. The importance of service recovery was also discovered to be of paramount importance in financial institutions such as banks. In view of the same, this paper focuses on the analysis of service recovery and how it influences customer loyalty in banks.

Main Report Essay Example | Topics and Well Written Essays - 750 words

Main Report - Essay Example The present study also makes SWOT analysis of the topic under study keeping in view cultural factors and global phenomenon within which the industry observes significant boost during the last century. The future trends and dimensions of the industry have also come in the fold of present study. The contemporary world is the world of technological advancement and hi-tech industrialization. The invention of computer sciences, information technology, internet and mobile phones have revolutionised the world at large. The businesses in the contemporary era revolve round technological advancements and industrial expertise. It is therefore, our business plan is also related to the modern technology i.e. mobile phone PDAs. PDA refers to the personal digital assistant, which interlinks telephone, internet, fax and computers with networking characteristics. "A typical PDA can function as a cellular phone, fax sender, Web browser and personal organizer. Unlike portable computers, most PDAs began as pen-based, using a stylus rather than a keyboard for input.† (Quoted in webopedia.com/TERM/P/PDA.html) Before entering into a business, it is an essential matter to have a comprehensive knowledge and information regarding the particular field where one is going to exercise his abilities on the one hand and allocate his energies and concentration on the other. Gates declares knowledge and information a reason, which distinguish an enterprise from its competitors and rivals. â€Å"The most meaningful way to differentiate your company from your competitor, the best way to put distance between you and the crowd, is to do an outstanding job with information. How you gather, manage, and use information will determine whether you win or loose.† (Gates, 1999 p 1). Strategy is an inevitable part of every corporate firm’s management plan on which all its functioning stands. All the organizations either large or small devise methods and apply techniques

Company law Coursework Example | Topics and Well Written Essays - 1750 words

Company law - Coursework Example Dissolution of a company can be voluntary or through winding up. Voluntary liquidation of a  company  occurs when the shareholders of a company come to a consensus,  pass  a resolution saying that they have agreed to  dissolve  the company. On the other hand, the court may  give  out an  order  for the winding up of a company commonly done at the behest of a creditor who has not been paid.  According to Ahmadu and Robert (425) global trends have led companies to be cautious in the way their operations  are halted. Question 1 Liquidation of any company entails the winding up of financial statements in order to  create  time  for effective dismantling of the structure of the company and  help  in  fairly  distributing the assets of the company to its creditors.  Liquidation provides the only  true  way of ending the activities and operations of a company because both the assets and  financial  structure  are evaluated  (Ahmadu and Rob ert, 471). The court order for compulsory winding up Zed Ltd provides both the company and creditors with transparency and accountability because an independent entity, the liquidator,  is given  the task of protecting the interests of the shareholders, directors, creditors, and members. Since the court has appointed a liquidator, it shows that the creditor had enough  proof  to show that Zed Ltd truly is not able to pay all its debts. In addition, the company has in the recent past had cash flow problems. Therefore, Zed Ltd is insolvent. In the case of Niger Merchants Co. v Copper (1877) 185 ChD 557n, Jessel MR proposed that pursuing a winding-up petition for a solvent company is an abuse of the court’s process (Hicks and Goo, 609). Other such cases include Mann v Goldstein, and the sentiments of Malins VC in Cadiz Waterworks Co. v Barnett (1874) LR 19 Eq 182. Zed Ltd is unable to pay its debts; hence the creditor can apply to the court for a petition for winding-up. Section 123 provides information that can be used to substantiate whether or not a company is unable to pay its debts. The companies act provides provisions that are to be followed during liquidation as asserted by OECD (246). Although Zed Ltd was not aware of the petition filed in court by one of their creditors, the law requires the company not to  accept  any deliveries of goods for which it has not prepared any payment procedures. Also, the company  is supposed  to maintain the current status of its creditors, but it should not improve or  make  worse the situation. Nonetheless, any improvement or worsening of the situation may  lead  the directors to incur personal liability or be liable for misfeasance (Debt UK, 2008). The company has to ensure that no assets fall into the hands of creditors  because  they may be available for set off. Zed Ltd was under pressure to  pay  up its outstanding bills and debts; it sold a spare machine for ?10,000 whose  i nitial  price  was ?9,000. Moreover, the company had donated a minibus to a charity in an  attempt  to promote the company’s image. However, Zed Ltd was not aware of the petition filed against it in court. The sale of the  spare  machine and the issuance of the minibus to  charity  involve  company assets. However, the minibus  was given  to charity on 15 October 2009; creditor cannot  challenge  this  move  because it had taken  place before the petition

How Safe are Federal Regulations on Occupational Alcohol Use Essay

How Safe are Federal Regulations on Occupational Alcohol Use - Essay Example following budget tables have been presented by CEOs of two different t companies in the transportation, A & B, experiencing occupational alcohol use and the other not experiencing the same respectively. The figures in the tables represent the expenditures expected to be incurred as overheads for the financial year 2011. Neurocgnitive behaviors are behaviors that are controlled by the central nervous system. They involve conscious and subconscious decisions and reactions by an individual to stimuli in the environment. Occupational behaviors are decisions that are made by an individual in the course of his official duty. They may include decisions that may have significant impact on the overall organization, and even on an individual’s life. It is important to discuss how alcohol affects the behavior of an individual. In a research done by Zeigler et.al. (2004), the findings were discussed in four main headings namely: 1) the epidemiology of alcohol use in adolescents and young adults; (2) the pharmacology of alcohol; a (3) Pharmacodynamics; and 4) hangover. A survey carried out by National Household Survey on Drug Abuse (NHSDA) between 1995 and 2000 found that the number of young people aged 12–17 years who first used alcohol increased from 2.2 to 3.1 million. The prevalence of alcohol use increases with age, from 2.6% at 12 years of age to 67% of persons aged 21 years. If this research was done between 1995 and 2000, then it means that the population represented then is now among the American workforce. The report also found that 19% of the represented population represented binge drinkers. This means that a majority of the population take alcohol in low doses. The study also found that chronic diseases are common among alcohol drinkers with the following complications being among them: appetite changes, weight loss, eczema, headaches, and sleep disturbance and Serum enzyme, a major cause of liver damage. The survey further argues that 40% of individuals who

Business Decision Making Essay Example | Topics and Well Written Essays - 1000 words - 1

Business Decision Making - Essay Example The data is about the education level of the selected population. There are seven sub-categories in which the data is distributed. It explains the different levels of educational qualification for the population. Classification into seven categories is too detailed and is not relevant for the company's marketing strategies. The Company is engaged in the business of snack foods, an item that is favored by almost all sections of the society. Moreover some category contains data that are too small to be of significance. Hence the numbers of categories have been reduced to three. The methodology used was to aggregate all data that showed a value of less than 10%. Only Bachelor's Degree (44.9%) and Graduate Degree (33.99%) have been shown separately. All the rest of the categories have been shown under the heading "Others'. The table indicates that out of every 100 persons, about 44 people are having qualified with a Bachelors Degree and almost 40 persons have a Graduate Degree. The category others include persons holding other degrees, undergraduates, those who have attended college but do not possess any degrees (probably because they dropped out) and those who have attended school. It can be assumed that targeting those with degrees could be more rewarding since they are in a position to earn better salaries. Snack foods do not come under the category of necessities and hence people with more income tend to spend more on such items. So the last category can be given the least importance. Data has not been reduced, only aggregated. Since the data is given in percentages and adds up to 100, the value of 21.82% pertaining to "Others' was obtained through simple addition of values of the individual categories included there. Census Trend 1980 to 2000 Summary Report - Basic Variables: The table shows the increase in population starting form 1980 to 2000. 1980 1990 2000 Total Population: Male + Female 57,441 61,469 64,637 Male Only 29410 31964 33030 Female only 28031 29505 31607 It can be seen that the number of males and females are almost equal and hence both of them should be given importance when formulating marketing strategies. There is a small growth in population to the tune of 7% in 1990 and 5% in 2000. Average number of persons living in a house is low. This indicates that there is a large number of people living alone. Data has been reduced as well as aggregated. The point has been put across sufficiently with the data in the above table. Occupation and Employment Summary Report - Means of Transportation to Work: This indicates the different modes of transport used by people going for work. This is relevant since people could eat snack food during time spent in traveling. Those driving alone are not in a position to do this and they are not included here. So the table has been prepared according to the possibility of eating while traveling. Mode Percentage Time Taken (In Minutes) Possibility Subway 22.6 45 - 59 Yes - Has most time and high numbers Bus or Trolley 15.5 5 - 9 Yes - Less time Carpooled 7.0 10 - 14 Yes - More time, but less chance Walked 6.0 90 or more Yes - Low numbers, highest time Worked at home 4.3 Work at home Yes - High chance but low numbers Taxi 2.4 60 - 89 Yes - High Chance but low numbers Others who can eat 0.9 35 - 44 Yes- High chance but

Swinburne, His Poetry and Religion Essay Example for Free

Swinburne, His Poetry and Religion Essay Before one can attack an individual, group, or ideology, it is a logical requirement to achieve a considerable amount of knowledge on the particular subject. This was adhered to by Swinburne, whose familial background and values necessitated his education in the Anglican Church. He knew much about the scriptures, as well as the corresponding interpretative methods of apocalyptics, prophecy, and typology. With this knowledge, Swinburne was equipped with means and ways to express his own interpretations through poetry. Acknowledging the Victorian society’s preference for biblical allusions, he regularly made use of language that contained religious references that often challenged the issues of the Roman Catholic Church. Swinburne took a fancy to attacking organized religion, particularly the Catholic Church’s involvement in a divided Italy. Parody and blasphemy started to make their way into Swinburne’s works, although he never dismissed the existence of the Church—in fact, its absolute presence became the foundation for his poetry. In â€Å"Hymn To Proserpine†, a 100-line dramatic monologue, is all about the mythological figure Proserpine, offspring of Zeus and Demeter, who eventually became queen of darkness, and, in Swinburne’s terms, death. The Roman Emperor Julian the Apostate, historically known to have opposed Christianity, takes on the main task of being the voice of the poem. Included in the epic are mentions of a â€Å"pale Galilean†, which is a thinly-veiled reference to Jesus Christ. Such a bold statement completely revealed Swinburne’s ties to paganism and atheism, which was soon criticised by the press. Another work, â€Å"Atalanta in Calydon†, also surprised readers due to its dramatic entrance in the literary world, which was maintained by poetry of subtle and mostly quiet character. Patterned closely after classic Greek drama, it also utilises elements unique to this traditional form—but with the signature style in rhythm and metrical agility. With its Greek structure and ancient themes of being in control of your own fate and the belief in divine intervention, Swinburne succeeded in going beyond the typical Greek tradition of religious acceptance, and appeals to the spirit of man to overcome and conquer the tyrannical rule of the gods. Quintessentially Swinburne, with his partiality and focus on sensual and sexual pleasures, upheld the beauty and spirit of life by denouncing the forces that controlled death and decay. On the other hand, one of Swinburne’s most popular works, â€Å"Poems and Ballads†, no longer attempted to hide behind the cloak of traditional styles or references. It outwardly declared the poet’s trashing of convention, and introduced themes that celebrated immoralities such as sexual freedom and philistinism. Within the work, the subjects of â€Å"The Leper†, â€Å"Anactoria†, â€Å"Faustine†, and â€Å"Laus Veneris† were all directly proclaiming the benefits of physical and sexual obsession, as well as excessive and abusive living. Once more, paganism figured prominently as Swinburne’s larger theme, with the work dedicated solely to the cult of the goddess of pain—from whom escape will only result in death. But like the previous â€Å"Atalanta†, Swinburne’s use of rhythm and magical verse was worthy of applause; his ability to move within the restricted format nimbly yet exuding the emotions designed per work is a feat still left unchallenged even by many modern poets. Movement appears to be Swinburne’s skill—as evidenced by the slow and unhurried â€Å"Laus Veneris†, the haste and quickness in â€Å"The Triumph of Time†, the carefree lightness of â€Å"Faustine†, and the swiftness in â€Å"Dolores†.

Ticketing offices in airline company on the influx of tourist in Davao City Essay Example for Free

Ticketing offices in airline company on the influx of tourist in Davao City Essay Ticketing Offices is an office of Transportation Company, theatrical or entertainment enterprise or ticket agency where tickets are sold and reservation made. A Computer Reservations System or central reservation system (CRS) is a computerized system used to store and retrieve information and conduct transactions related to air travel. Originally designed and operated by airlines, CRSes were later extended for the use of travel agencies. Major CRS operations that book and sell tickets for multiple airlines are known as Global Distribution Systems (GDS). Airlines have divested most of their direct holdings to dedicated GDS companies, who make their systems accessible to consumers through Internet gateways. Modern GDSes typically allow users to book airline tickets as well as activities and tours. Electronic Ticketing in the airline industry was devised in about 1994. E-ticketing has largely replaced the older multi-layered paper ticketing systems, and since 1 June 2008, it has been mandatory for IATA members. Where paper tickets are still available, some airlines charge a fee for issuing paper tickets. When a reservation is confirmed, the airline keeps a record of the booking in its computer reservations system. Customers can print out or are provided with a copy of their e-ticket itinerary receipt which contains the record locator or reservation number and the e-ticket number. It is possible to print multiple copies of an e-ticket itinerary receipt. An airfare is the price a passenger pays in order to travel by air. The types of fares, rules and restrictions, taxes, etc., are all components that complicate the price involved for a passenger to fly from one place to another. Fares are most often based on one-way or round-trip travel. Fares may be published, unpublished and/or negotiated fares (corporations, or government agencies/organizations may have fares negotiated with an airline at a lower rate). Unpublished fares are also known as consolidated fares and are offered by consolidators and bucket shops. Objectives of the Study The general objective of the study is to determine the contribution of ticketing offices on the influx of tourist in Davao City. Specifically the study aims to: 1. Different ticketing offices in Davao City and the services offered 2. Find out the tourist arrival (2012-2013) in Davao City 3. Determine the advantages of ticketing offices in Davao City. 4. Find out the elicit suggestions of respondents Expected Output 1. Different ticketing offices in Davao City and the services offered. 2. Found out the tourist arrival (2012-2013) in Davao City 3. Determined the advantages of ticketing offices in Davao City. 4. Found out the elicit suggestions of respondents. Scope Limitation of the Study This study limited only the contribution of ticketing offices in airline company on the influx of tourist in Davao City, their tourist arrival 2012-2013, the advantages of the ticketing offices and find out the elicit suggestions of travelers as respondents. Time Place of the Study This study entitled â€Å"Ticketing Offices: Its Contribution to the Influx of Tourist in Davao City† will be conducted in the City, Southern Mindanao, Philippines. From September to October 2013. Definition of Terms Airline ticket is a document, issued by an airline or a travel agency, to confirm that an individual has purchased a seat on a flight on an aircraft. This document is then used to obtain a boarding pass, at the airport. Then with the boarding pass and the attached ticket, the passenger is allowed to board the aircraft. There are two sorts of airline tickets the older style with coupons now referred to as a paper ticket, and the now more  common electronic ticket usually referred to as an e-ticket. Electronic ticket an electronic form of an airline ticket Influx – an arrival or entry of large numbers of people or things Tourist a person who is traveling, especially for pleasure. TICKETING OFFICES: IT’S CONTRIBUTION OF THE INFUX OF TOURIST IN DAVAO CITY SHAHONEY D. DIWAN A Thesis Outline Submitted to the Department of International Hospitality, Travel and Tourism Management, College of Human Ecology and Food Sciences, University of Southern Mindanao, Kabacan, Cotabato, in Partial, Fulfilment of the Requirements for the Degree of BACHELOR OF SCIENCE IN TRAVEL MANAGEMENT OCTOBER 2013 Republic of the Philippines UNIVERSITY OF SOUTHERN MINDANAO Kabacan, Cotabato COLLEGE OF HUMAN ECOLOGY AND FOOD SCIENCES APPROVAL OF THESIS OUTLINE Name: SHAHONEY D. DIWAN Degree Sought: BS IN TRAVEL MANAGEMENT Thesis Title: TICKETING OFFICES: IT’S CONTRIBUTION OF THE INFLUX OF TOURIST IN DAVAO CITY. APPROVED BY THE GUIDANCE COMMITTEE Adviser Department Statistician Date Date Department Chairperson Dept. Research Coordinator Date Date College Research Coordinator Dean Date Date Study No.: ________ Recorded by: ________ RECEIVED: Director for Research Development Date Index No.: _______ Recorded by: _______ ACCEPTANCE The thesis outline attached here to entitled â€Å"TICKETING OFFICES: ITS CONTRIBUTION OF THE INFLUX OF TOURIST IN DAVAO CITY†, prepared and submitted by SHAHONEY D. DIWAN, in partial fulfilled of the requirements for the degree of Bachelor of Science in Travel Management, is here by accepted. Adviser Date Accepted as a partial fulfilled of the requirements for the degree of Bachelor of Science in Travel Management. Research Coordinator, CHEFS Date TABLE OF CONTENTS PRELIMINARIES Title Page Approval of Thesis Outline Acceptance Sheet Table of Contents List of Dummy Tables List of Appendices INTRODUCTION Significance of the Study Objectives of the Study Expected Output Scope and Limitation of the Study Time and Place of the Study Definition of Terms REVIEW LITERATURE Ticketing Offices MATERIALS AND METHODS Research Design Location of the Study Respondents of the Study Sampling Procedures Research Instrument Data Gathering Procedure Statistical Analysis LITERATURE CITED APPENDICES LIST OF TABLES Number Title Page 1 Ticketing Offices in Davao City and the services offered 2 Tourist Arrival (2012-2013) 3 Advantages of Ticketing Offices 4 Elicit suggestions of respondents LIST OF FIGURES Number 1 Title The Location of Davao City Page LIST OF APPENDICES Appendix Letter Title Page A Letter of Application for Thesis Adviser B Letter of Application for Thesis Title C Letter of Permission to the Manager/owner D Cover Letter E Sample Questionnaire F Schedule of Research Activities G Gantt Chart H Budgetary Requirements I Dummy Tables J Processing Form TICKETING Improve productivity with transparent, traceable and flexible ticketing Airlines are well aware of the need to evolve sales activities and harness the advantage of paperless, electronic ticketing. SITA’s Ticketing improves your airline’s productivity by reducing document issue times by automatically generating travel documents in multiple formats with minimal errors. Ticketing also gives you full control over your electronic miscellaneous document (EMD) products. SITA’s Ticketing enables to you use EMDs to generate substantially higher revenues by selling ancillary service products. OVERVIEW Positive feedback SITA’s Ticketing lets you save costs and boost revenue with real-time sales reporting technology that displays detailed revenue generation indexes. Ticketing collates up-to-date, accurate and detailed sales activity and financial reports from your entire airline, all ticket agents and independent sales offices. e-Ticket innovation The e-ticket database is separate from the airline’s reservation database. With SITA’s Ticketing,e-tickets can be sold by the airline, a global distribution system or an interline partner. SITA’s Ticketing makes e-tickets independently accessible and unlike paper documents, it tracks the use of the ticket. Fully compatible Ticketing is a part of SITA’s Horizon portfolio and is an industry compliant platform designed for airlines using SITA Reservations. SITA Ticketing is also designed to meet IATA’s standard traffic documents (STD) format. BENEFITS SITAs Ticketing provides the following benefits. Expedited and less expensive passenger transactions Improved accuracy and legibility Increased security Increased customer retention Ability to meet changing demands of your business environment Ensured compliance with International Air Transport Association (IATA) and Air Transport Association (ATA) standards E-ticketing provides the following benefits. Reduced costs Saves money by eliminating paper and postage-related costs Promotes low cost distribution channels, such as airline Web sites Enhances passenger handling with automation for example, using kiosks, the Internet and mobile phones Increased productivity and control Maximizes agent productivity by turning call centres into revenue centres Eliminates lost and stolen tickets Reduces the opportunities for fraud Improved service delivery Supports alliance and partner airline interline e-ticketing requirements Ticket changes and/or refund requests are processed more easily Supports ground handling options (i.e., where your airline is ground handled) FEATURES Ticketing offers a wide range of features to improve the productivity of both ticketing and financial management. Multiple ticket formats can be generated automatically (e.g., TAT, OPTAT, ATB2, OPTATB and electronic tickets) Automated Ticket and Boarding pass 2 (ATB2) functionality includes credit  card charge forms, itinerary and address cards ATB2 coupons, with encoded magnetic strips, may be read at check-in and/or used to read ticket data at revenue accounting Electronic tickets may be sold by partner airlines and global distribution systems for both online and interline itineraries Conjunction tickets are issued automatically and an itinerary of up to 20 segments may be issued Easy-to-use document issuance screens are provided for user guidance Multiple printer types are supported allowing you to use your own choice of equipment and vendor The system also has state-of-the-art interfaces to Reservations and Airfare Financial intelligence Ticketing also offers on-demand and automated printing of management reports. These include: Sales summaries of agent and office productivity  Sales reports including refund and exchange information  Real-time financial data can be electronically distributed as required, based on specified financial periods. Financial data can also be reported to the bank settlement plan (BSP) or in-house system based on specified or user-defined financial periods. SITA Global Services (SGS) Ticketing is supported by SITA Global Services (SGS) which provides you with global business continuity through a flexible service model. Our monitoring service ensures your IT systems are reliable and available, around the clock, around the world. Our experts proactively monitor your infrastructure, identifying and resolving problems often before they impact your services. SITA HISTORY SITA was a pioneer in international telecommunications for the air transport industry and has continued to operate at the forefront of technology. From its foundation as Socià ©tà © Internationale de Tà ©là ©communications Aà ©ronautiques, SITA has aimed to bring airlines existing air transport communications facilities together. This allows organizations and the wider industry to take advantage of shared infrastructure cost efficiencies. SITA now serves around 450 members worldwide. These members include airlines, airports, aerospace companies, GDSs, air traffic management organizations, air freight businesses, governments and international organizations. Ticket beefits Biggest Savings: You are guaranteed the best price on your seats. Best Seat Location: We reserve the best available seat locations for you, our Season Ticket Holder. Exclusive Access: Receive behind-the-scenes tours and access to front office and team personnel through exclusive Season Ticket Holder Events. Ticket Usage Flexibility: With our flexible ticket policies, you are able to exchange, re-sell, or donate any unused ticket. First Class Customer Service: Your dedicated Season Ticket Service Account Manager provides you a single point of contact to assist you with your account.

Development Of Honorifics Within Cultures Cultural Studies Essay

Development Of Honorifics Within Cultures Cultural Studies Essay How does social hierarchy affect linguistic politeness and the development of honorifics within cultures. Japanese, Chinese English will be examined. Politeness is a cultural phenomenon. What is considered polite in one culture can be quite rude or just simply strange in another. An honorific on the other hand is a word, title or expression, which conveys politeness under certain cultural norms when addressing or referring to another person (Brown, 1987). In languages such as Chinese, honorifics operate under a self-denigration Maxim where one either elevates the other partys status and therefore conveying esteem or respect, and/or denigrating the self and thus elevating the relative status of a second or third person (Gu, 1990). To do otherwise is seen as being arrogant boasting, or self-conceited. In some languages such as Japanese, honorifics are also often used together with varying systems of honorific speech, which are grammatical or morphological ways of encoding the relative social status of speakers (Haugh et. al., 2003). Agha (1994) goes on to suggest individuals who use more honorifics are further educated and mature, a nd therefore, of higher social status. Thus it can be hypothesized that politeness is intrinsically intertwined with the speakers cultural understanding and subsequent social status. This paper will explore how social hierarchy affects politeness through the changing use of honorifics. Chinese, Japanese and English will be examined to gain a wider understanding of this phenomenon. The closest Chinese translation of politeness is à §Ã‚ ¤Ã‚ ¼ à ¨Ã‚ ²Ã…’, meaning polite appearance. à §Ã‚ ¤Ã‚ ¼ à ¨Ã‚ ²Ã…’ is derived from the archaic Chinese wordà §Ã‚ ¦Ã‚ ®Ãƒ §Ã‚ ¦Ã‚ ®. To have a better understanding of the modern conception of à §Ã‚ ¤Ã‚ ¼ à ¨Ã‚ ²Ã…’, it may be helpful to review the classical notion of à §Ã‚ ¦Ã‚ ®Ãƒ §Ã‚ ¦Ã‚ ® formulated by Confucius. Confucius lived at a time when there was constant war between feudal states, partly due to a rapidly deteriorating slavery system. The former aristocratic social hierarchy was shattered, and chaos practically reigned over the land. One of the measures Confucius advocated towards stability was to restore à §Ã‚ ¦Ã‚ ®Ãƒ §Ã‚ ¦Ã‚ ®. This à §Ã‚ ¦Ã‚ ®Ãƒ §Ã‚ ¦Ã‚ ® does not mean politeness; it refers to the social hierarchy and order of the slavery system of the Zhou Dynasty, which was regarded by Confucius as an ideal model of any society. In order to restore à §Ã‚ ¦Ã‚ ®Ãƒ §Ã‚ ¦Ã‚ ® it is necessary to à ¦Ã‚ ­  £Ãƒ ¥Ã‚ Ã‚  i.e. rectify names. To à ¦Ã‚ ­Ã‚ £Ãƒ ¥Ã‚ Ã‚  is to put each individual in his/her place in the web of relationships that create community, and behaving accordingly to his/her social position so as to ensure social harmony (Taylor, 2003; Warren, 1980). This is important because: if ming is not properly rectified, speech cannot be used appropriately; if speech is not used appropriately, nothing can be achieved; if nothing is achieved, li cannot be restored: if li is not restored, law and justice cannot be exercised: and if law and justice are not exercised, people will not know how to behave. (Confucius, zilu , quoted by Yang (1987)) Thus speech had to be used appropriately in accordance with the users status in the social hierarchy so thatà §Ã‚ ¦Ã‚ ®Ãƒ §Ã‚ ¦Ã‚ ®could be restored. For instance, a servant was required to call himself or herself à ¥Ã‚ ¥Ã‚ ´Ãƒ ¦Ã¢â‚¬ °Ã‚  (slave), while addressing his/her master as à ¥Ã‚ ¤Ãƒ ¤Ã‚ ºÃ‚ º (great man) or à ¤Ã‚ ¸Ã‚ »Ãƒ ¥Ã‚ ­Ã‚  (master). Deviation from this usage, in Confucius view, would disrupt the established social order, hence creating social chaos. An inferiors violation of this usage, at that time, would have been considered as being à §Ã…  Ã‚ ¯Ãƒ ¤Ã‚ ¸Ã…   (offending the superior). This was a serious breach of à §Ã‚ ¦Ã‚ ®Ãƒ §Ã‚ ¦Ã‚ ®which could result in the severe punishment of the offender (Gu, 1990). Since the founding of the Peoples Republic in 1949, the feudal system, which has overseen China for over 5000 years, was abolished. A new order of social structure, the communist system was adapted where ideologically, everyone is an equal. Politeness and its role in this new way of life among the people were drastically changed as the pre-existing social hierarchy was viciously torn down. Consequently, many classical terms, which sounded either too denigrative or elevative in the contemporary political atmosphere, became obsolete. Examples of classical and contemporary denigrating and elevating honorifics from Gu (1990) include (Attachment 1) After the communist revolution, honorifics are only used for formal or volatile circumstances. Extreme honorifics such as the ones mentioned above are saved for TV shows and situations of extreme emphasis. A prime example of modern use of the self-denigration maxim is extracted from Gu (1990) below. (Attachment 2) Gu (1990) explains as thus: When M refers to Ss surname [I], he elevates it as precious surname, whereas in mentioning his own surname [4], he denigrates it by calling it worthless surname. S, on his part, though he does not denigrate his surname in response to As enquiry [2], denigrates instead himself as little brother (implicating that he is inferior to M). In his enquiry about Ms surname, on the other hand, S exhilarates it as respectable surname [3]. It is evident that the distance between self-denigration and other elevation was much larger in ancient China than that in modern China. Elevated honorifics are rarely used outside formal occasions; however the self-denigration maxim still underlines linguistic constructs in Chinese social interaction. The self-denigration maxim is also present in the Japanese politeness or teineisa known as rei. As the Japanese language was greatly influenced by Chinese, some parts copied directly such as the Kanji system, there are bound to be similarities pertaining to social hierarchy and its role in politeness. Rei is a Japanese version of the original Chinese à §Ã‚ ¦Ã‚ ®Ãƒ §Ã‚ ¦Ã‚ ®, however slightly diverged from the original concept. In spoken Japanese, with an honorific o-prefix, o-rei is commonly used in such expressions as o-rei wo suru (to do rei) meaning to express rei as an action; to give a gift to someone whom one is indebted to, or to bow (with no o-prefix). Also o-rei wo iu (to say rei) means to verbally express rei. It is often associated with using the arigatou thanking speech formula, and other speech formulae for apology, such as sumimasen, moushiwake arimasen (Ohashi, 2008). Before World War II, Japan was a Feudal society which placed extreme emphasis on class distinctions and social hierarchies. The variant factor which differentiated Japanese with Chinas changing attitude to politeness was the lack of a violent cultural revolution. Japans transition from a monarchy to the democracy it is today, saw little change in the populaces feelings towards social hierarchy. Therefore we see a broad array of honorific used for addressing or referring to people beyond that of the self-denigration maxim in everyday life. Third-person honorifics such as ore-sama and name+suffix referring to one-self are rarely used outside of popular culture. Commonly seen honorifics are generally gender-neutral and suffixed to first names as well as surnames. Some common affixual honorifics are as follows: Nominal(common): -san The minimal politeness necessary when there is a lack of familiarly between the speakers. Diminutive(common): -chan, -kun Where the addressee is usually that of a lower social status or has a close familiarity with the speaker. Elevative: -sama, -sempai, -sensei, -shi  ­Where the addressee is that or a higher social status or held in great respect by the speaker. Dropping the honorific referred to as yobisute implies a high degree of intimacy, however if used mistakenly or out of such boundaries, social backlash can occur as this is a serious breach of teineisa. Okamoto (1999) views the use of honorifics as determined by features of the context. Honorifics are commonly said to be used in reference to the relevant individual who is perceived as distant from the speaker. Other factors such as formality of the setting, means of communication and topic discussed, have also been noted to affect the use of honorifics and honorific speech. In Japanese, honorifics are also often used together with varying systems of honorific speech, by either grammatically or morphologically changing what is being said. This results in varying ways of saying the exact same thing albeit with varying levels of teineisa. For example, Haugh et al. (2003) illustrates the different ways of saying today is Saturday to varying circumstances below. (32a) (to a close friend) Kyoo wa doyoobi da. today Top Saturday Cop(NonPol) (32b) (to an acquaintance) Kyoo wa doyoobi desu. today Top Saturday Cop(Pol) (32c) (to a guest on a formal occasion) Kyoo wa doyoobi degozaimasu. today Top Saturday Cop(SuperPol) (ibid: 415). The last sentence (32c) is what would be referred as keigo. To go a step further, we have three sub-categories of honorific speech: sonkeigo , respectful language; kensongo or kenjÃ…Â go, humble language; and teineigo, polite language. Below is a chart from Wikipedia which outlines the various morphological changes in words necessary for varying situations. (Attachment 3) To make a mistake in such complex mutilation of language is easy indeed! Due to the complexity of honorific speech, Agha (1994) even suggests individuals who use more honorifics are further educated and mature, and therefore, are of a higher social status. However, one must keep in mind, similar to the many archaic honorifics in Chinese, these specialized forms are rarely if ever used outside extremely formal or special circumstances. Agha (1994) further notes modern Japanese, especially the newer generations, seem to deemphasize hierarchy, where those in higher standing would use honorifics towards their subordinates. The author interprets such use of honorifics as an attempt to reduce the hierarchically defined distance by reciprocating respect. This phenomenon suggests a change in the ideology of honorifics that reflects ongoing social change in Japan. Modern English has a very few Honorifics, all of which are titles pre-fixing a persons name. This exhaustive list from Wikipedia is shown below Ms: default use for women regardless of marital status. Miss: for use by unmarried women only. Mrs: for use by married women only. Mr: for men. Master: for boys or very young men. Dr: a person who has obtained a doctorate, such as the Doctor of Medicine (M.D.) or Doctor of Philosophy (Ph.D.) Rev: for Christian clergy Fr: for priests in Catholic and Orthodox Christianity, and some Anglican or Episcopalian groups The first four are simple variations of standard title. Master is uncommonly heard and the latter three examples are titles of profession. There is also no official honorific speech in modern English, the closest relative to that in Chinese and Japanese would be the languages used towards royalty in old English. The lack of honorifics can be attributed to drastic cultural aversion towards large gaps in the social hierarchy. Most leading western countries operate under some form of democracy, where wars were fought over to take power out of a single persons hands and spread equally to the populace. Regardless of how effective this is in practice, the people still perceive equality as paramount in social hierarchy; that the leader of state is just another person elected by the masses. This is in direct contradiction to thought prevalent in the past when Asian languages were being developed. The head of state, otherwise, emperor was usually symbolized as a divine being with a god-given right to rule. This is similar to European feudal thought towards monarchies; however one has to take into account the time it takes for languages to develop. Indeed if the English monarchy had a history as long as Chinas five thousand years, the western world today would be talking in flowery honorifics. Interestingly, in western culture, honorifics are more commonly used in religion, most notably Christianity. Every station in the Christian religion has an honorific, with the Pope associated with holiness at the pinnacle of the hierarchy. The development and contemporary usage of such honorifics can be attributed to the continual existence and popular belief of the Christian religion over the last two millennia. Ultimately politeness and honorifics reflect cultural values towards social hierarchies. Many of these systems operate under a self-denigration maxim, to do otherwise is seen as breaching etiquette and may have severe repercussions. Honorifics are also often used together with varying systems of honorific speech, many of which are obsolete in modern society. Not only is politeness intrinsically intertwined with the cultural values, but as discussed, it takes a long period where a stable social hierarchy with clearly distinguished levels exists for the continual development and use of honorifics. Nevertheless, politeness will always be integral to human nature and the manner or form of how we execute civility are fundamentally ever-changing.

Mathematics of the Human Eye :: Math Vision

The Human Eye: Just what exactly goes on in our eye to produce images? Why can't some people see as well as others? Well my friend, look no further... the answers to your 2 most burning questions are about to come! First of all, what happens when we see images? Our eye acts as a simple model of a lens system. The average adult eye is about 25 mm in diameter. As light enters our eye, it is refracted first through the cornea which does about 80% of the refracting. The crystalline lens which is located after the aqueous humour (just under the cornea) approximately contributes the rest. Muscles around the crystyalline lens will contract or expand to adjust to the light rays entering so as to focus them onto the retina, just located at the back of the eye (assuming paraxial light rays). This adjusting process is called accomodation. For people who have no vision problems, all the light rays are focussed onto the retina as it should. Let's call this distance, from where the light enters at the crystalline lens to the retina as f (focal point). For people who don't have 20/20 vision, the light rays entering do not land on the fovea (majority of light rays strike at on the focal plane). People who can see close up objects but not far-sighted images, they're near-sighted. Why can't they see clearly? Well, the light rays that enter their eye is refracted too much and the focal point is located before the retina. Whereas, people who cannot see far away but can see close up objects, are far-sighted. This usually occurs in older people because the crystalline lens grows "stiffer", thus impeding it's ability to accomdate so there is less refraction and the focal point is located behind the retina. To correct both these common vision problems, glasses and contacts redirect the rays so that they may land on the retina. Nearsighted people need a lens system that will diverge the rays so that as it enters the cornea, it will refract light rays onto the fovea. Farsighted people need a lens system that will converge the rays so that as it enters the cornea, it will refract light rays onto the fovea. Astigmatism is also another common vision problem in people these days. When the cornea is irregularly shaped, ie. its' surface is not uniform due to greater thicknesses in certain parts of the cornea, light rays from objects refract all at different rates. Mathematics of the Human Eye :: Math Vision The Human Eye: Just what exactly goes on in our eye to produce images? Why can't some people see as well as others? Well my friend, look no further... the answers to your 2 most burning questions are about to come! First of all, what happens when we see images? Our eye acts as a simple model of a lens system. The average adult eye is about 25 mm in diameter. As light enters our eye, it is refracted first through the cornea which does about 80% of the refracting. The crystalline lens which is located after the aqueous humour (just under the cornea) approximately contributes the rest. Muscles around the crystyalline lens will contract or expand to adjust to the light rays entering so as to focus them onto the retina, just located at the back of the eye (assuming paraxial light rays). This adjusting process is called accomodation. For people who have no vision problems, all the light rays are focussed onto the retina as it should. Let's call this distance, from where the light enters at the crystalline lens to the retina as f (focal point). For people who don't have 20/20 vision, the light rays entering do not land on the fovea (majority of light rays strike at on the focal plane). People who can see close up objects but not far-sighted images, they're near-sighted. Why can't they see clearly? Well, the light rays that enter their eye is refracted too much and the focal point is located before the retina. Whereas, people who cannot see far away but can see close up objects, are far-sighted. This usually occurs in older people because the crystalline lens grows "stiffer", thus impeding it's ability to accomdate so there is less refraction and the focal point is located behind the retina. To correct both these common vision problems, glasses and contacts redirect the rays so that they may land on the retina. Nearsighted people need a lens system that will diverge the rays so that as it enters the cornea, it will refract light rays onto the fovea. Farsighted people need a lens system that will converge the rays so that as it enters the cornea, it will refract light rays onto the fovea. Astigmatism is also another common vision problem in people these days. When the cornea is irregularly shaped, ie. its' surface is not uniform due to greater thicknesses in certain parts of the cornea, light rays from objects refract all at different rates.

Discourse on Religion: Nietzsche and Edwards Essay -- Philosophy, Chri

Friedrich Nietzsche certainly serves as a model for the single best critic of religion. At the other end of this spectrum, Jonathan Edwards emerges as his archrival in terms of religious discourse. Nietzsche argues that Christianity’s stance toward all that is sensual is that grounded in hostility, out to tame all that rests on nature, or is natural, akin to Nietzsche’s position in the world and his views. Taking this into account, Edwards’s views on Christianity should be observed in context targeted at those who agree with his idea, that G-d is great and beyond the capacity of human reason. Edwards reaffirms for his audience G-d’s Spiritual and Divine Light. This light imparted to the soul by G-d, is of a different nature from any that is obtained by natural means (Edwards, 214). Edwards spells out that his sermon was not intended to address the men who believe solely in life’s natural condition and the anger of G-d. Spiritual light is also something that cannot be witnessed by eye, only by â€Å"due apprehension of those things that are taught in the word of G-d.† It is at this juncture that Nietzsche wholeheartedly agrees, affirming that the ‘Kingdom of Heaven’ is a condition of the heart and is not something that emanates from death or comes ‘upon the earth’ (Nietzsche, Sec. 34). However, Nietzsche debunks Edward’s idea of sin, claiming it as a contrivance used to invoke fear in the believers of Christianity and to denote ruling power to the Priest (Nietzsche, Sec. 49). Nietzsche proceeds to deride the value system of Christianity, spelling out what he sees through the will to power as definitions for happiness, good, and bad (Nietzsche, Sec. 2). For Nietzsche, happiness is the feeling bolstered by power: â€Å"that a resistanc... ...y, according to Nietzsche, still exists as part of certain individuals’ subconscious states. Since that individual has a preconceived notion of it in their mind before they achieve a higher state of being, it provides light at the end of the tunnel to fuel their mental digression. Pity too must be a product of that individual’s emotional state. For people who desire self-pity, the idea of Christianity offers them closure, a rationalized conclusion, at the end of the pathway of the individual’s subconscious. In their eyes, the idea of Christianity affords them some level of higher status within their community, which they would not otherwise be able to attain. Christianity rationalizes for the individual his state of depravity. Had this individual been able to see reality from the get-go, achieve some modicum of societal power, they would not require self-pity today.

Reason and Irrationality in King Lear :: William Shakespeare Love Essays

Reason and Irrationality in King Lear In King Lear, Shakespeare deals with the issue of reason and irrationality namely by contrasting the Machiavellian tactics of Goneril, Regan, and Edmund with the love Edgar, Gloster, Lear, and Cordelia experience. In doing so, he makes a very profound statement about the nature of human existence—he condemns reason and natural order while promoting the most nonsensical thing in the world: human love. From the text, I ascertain that Shakespeare believes that all anybody needs to survive in the unjust world is love. I, however, believe that this is an unreasonable and unattainable expectation for the world we live in. In order to understand how Shakespeare arrived at his conclusion, it is first necessary to see how he characterized reason and unreason in the text. Reason was found in the egoists, the characters that would be considered the villains or antagonists of the play. Edmund, Goneril, and Regan displayed behavior of methodical ambition for status and power. Their actions reflected the desire to revert to what I deem â€Å"the natural† and discard the contrived conventions of society. For example, Edmund desired to be treated like the human being he was instead of the bastard he was known in society. Goneril and Regan’s treason against their father, though considered disrespectful by society, would be perfectly normal in nature where survival depends on the strongest and fittest. Thus, this conduct is based on reason and the basic means to survive and thrive without interventions from emotions or moral dilemmas. The behavior of these characters is symbolically reflected in the storm. The storm, a natural event, was destructive and nondiscriminatory. It did not care whether there was a king or a beggar in its path. Although the storm appeared to be chaotic, its behavior can be described in scientific terms. When we do this, we find that its movements are very precise and that lightning does not strike randomly but due to the buildup of excess charge in the sky. Thus, the storm, and in fact all things in nature, behaves in calculating and precise manners. Edmund, Goneril, and Regan’s behavior was no different from what can be found in nature. Certain species of animals will kill â€Å"family† members in order to gain territory or become alpha male of the pack.

Leadership in the 21st Century: Contrasting Views of Leadership and Their Utility for My Practice

HML 1001: Leadership of change S. McGowan. June 2008 Leadership in the 21st Century: Contrasting Views of Leadership and their Utility for My Practice Introduction In this paper I will examine two modern views of leadership. The leadership models I have decided to review are Servant-Leadership and Discretionary Leadership and my aim is to describe them, explore some of their similarities and differences and consider their usefulness for my own practice. Servant-Leadership Robert K Greenleaf defined Servant-Leadership in1970 in his essay ‘The Servant as Leader’ (Greenleaf, 1970). Greenleaf attributes the inspiration for his idea to the novel ‘Journey to the East’ by Herman Hesse (1932), where the central character Leo; servant to a party of travellers, proves ultimately to be the vital member of the group, whose mission fails without him. The servant-leadership theory is based on a model of empowerment and contrasts sharply with models of leadership that are based on power. Instead of concentrating on the acquisition of power and control, servant-leaders focus on helping people to grow and fulfil their potential. Greenleaf states: the servant-leader is servant first†¦ It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions’. (Greenleaf 1970) The servant-leadership theory advocates the role of leader as serv ing rather than controlling. By serving the needs of their workforce, clients and communities servant-leaders can harness the full force of an empowered group. Servant-leadership models promote a sense of community and an holistic approach to work and, ultimately, society. Steven R Covey, vice chairman of Franklin Covey, the world’s largest management and leadership development organisation, described four roles of leadership in his keynote speech to the Greenleaf Centre’s (www. greenleaf. org) 1999 conference (Covey 1999). These are: (i)Setting an Example: Leaders must work hard, contribute and model integrity, humility and the values of servant-leadership. Integrity breeds confidence and generates followers. ii)Pathfinding: Creating a vision that involves and inspires, and that through empowerment, mobilises the efforts of others. This way, strategic planning is values based and derived from an understanding of people’s needs. This is in stark contrast to power models, which espouse individualistic missions and goals for organisations to be ‘herded’ towards. (iii)Alignment: Aligning the systems and struct ures of an organisation to serve the agreed task and vision. Values need to be ‘institutionalised’ and language and action must be consistent. iv)Empowerment: This is what Covey describes as the ‘fruit’ of the first three roles: When you have a common vision and value system, and you have put into place structures and systems reinforcing that vision, when you have institutionalised that kind of moral authority – its like lifeblood feeding the culture, the feelings of people, the norms, the mores – feeding it constantly†¦You can†¦release the enormous human creativity, the human ingenuity, the resourcefulness, the intelligence of people to the accomplishment of those purposes. Everything connects together: the quality of the relationships, the common purpose and values. You find that people will organize themselves. They’ll manage themselves. People are drawn to doing their own best thing and accomplishing that worthy purpose, that vision. That’s empowerment! (Covey 1999) Max DePree has famously defined leadership as ‘a serious meddling in other people’s lives’ (DePree 2002). DePree is concerned with the interdependence of members of organisations and has argued that leadership can’t be just about the individual: When we think about the people with whom we work, people on whom we depend, we can see that without each individual, we are not going to go very far as a group. By ourselves, we suffer serious limitations. Together we can be something wonderful. (DePree 1990) DePree coined the term ‘Fiduciary Leadership’; one of the three things he believes to be vital to servant-leadership. Fiduciary leadership describes a model of leadership based on trust and reliance. With this model, leadership is a set of opportunities and accountabilities bestowed (temporarily) by followers, in the trust of the leader. Central to this concept is the idea that the ‘led’ are consenting to be led and this idea lies at the heart of democratic society. In the 18th Century Edmund Burke (1729-1797), Anglo–Irish statesman and political philosopher wrote: It is the love of the people; it is their attachment to their government, from the sense of the deep stake they have in such a glorious institution, which gives you both your army and your navy, and infuses into both that liberal obedience, without which your army would be a base rabble, and your navy nothing but rotten timber. Burke1775) With regard to fiduciary leadership Burke said: All persons possessing any portion of power ought to be strongly and awfully impressed with an idea that they act in trust. (Burke1790) And DePree says: Leadership is not a position†¦promotion has never made anyone a leader. Leadership is a fiduciary calling. Inherent in this calling is the knowledge that hope plays a critical part in the lives of fo llowers. Fiduciary leaders design, build and then then serve inclusive communities by liberating human spirit and potential’ (Depree 2002) Here again, then, the themes of leaders serving and harnessing human potential in organisations that are communities. Depree’s second ‘necessity’ vital to servant-leadership is broadenning the definition of leadership competence. He describes five areas of compertence: Firstly, defining and expressing reality for an organisation; second, vision and strategy; third, enabling creative people; fourth, transforming – by learning, risking and changing – and finally, unleashing the potential of all members of an organisation. Depree’s referrence to ‘transforming’ is important. Servant-leadership and fiduciary leadership are both examples of Transformational Leadership (Burns 1978). Transformational leadership is concerned with bringing about progress and accomplishing success through communication, influence and empowerment, as opposed to Transactional approaches, which favour activities such as resource management, and management by policy, proceedure and control. Transactional leaders prefer systematic approaches, organisational hierarchy, straightforward objectives and tried and tested techniques. They manage efficiently but are in danger of producing mediocrity and suffocating innovation and creativity (Fairholm 1991). Transformational leaders reject the rigidity of transactionalists, arguing that ideas such as Scientific Management (Taylor, 1910), with their focus on controlling the minute details of the means of production are restrictive , dehumanising, alienating (Marx, 1959) and, ultimately outdated. Conversely, the transformational model can be criticised as inefficient, wasteful and lacking focus and direction. The third of Depree’s three neccesities for servant-leadership is a clear moral purpose. He argues that leadership requires moral purpose to give it meaning, measures and a worthwhile goal. Keen on lists, DePree desribes six ‘signs’ of moral purpose. These are: (i)An acceptance of Human Authenticity: Organisations comprise individuals with a ‘cornucopia of gifts and talents’ and not just their ascribed roles or inherent characteristics. (ii)Rights: All are entitled to the right to belong; to ownership; to opportunity; to inclusion; to a covonatal relationship as ‘members’ of the organisation. iii)Truth: Consistent, multifaceted honesty is crucial to moral leadership (iv)Vulnerability: An absence of ego and openness to criticism. Willing to listen to others, to experiment, to make mistakes and to learn from them. (v)Equitable Distribution of Results: Distributing ‘profits’ fairly is a necessary and motivating feature of an org anisation that demands high levels of contribution from its members. Results or profits can be financial or else less tangiable outputs. (vi)Personal Restraint: Vulgar displays of power, wealth and status are offensive and demotivating to others. Ultimately, then, the servant-leadership theory regards leadership as a moral calling. Greenleaf’s leadership theory also has its basis in morality and latterly he concerned himself with the question of managing change in society, citing examples of immoral, senseless and destructive problems in the world. His view was that the system to deliver the necessary change would be the one that works best – in his view servant-leadership: The difference [between leader first and servant-leader] manifests itself in the care taken by the servant first to make sure that other people’s highest priority needs are being served. The best test, and the most difficult to administer, is this: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? (Greenleaf, 1970). To read Greenleaf and his followers, one might conclude that servant-leaders are essentially ordinary people drawn naturally, perhaps randomly, from the servant ‘classes’. People with philanthropic and selfless natures, who assume leadership positions only to spread their good deeds more widely. Interfering (DePree 1993) ‘do-gooders’ best suited to social and charitable enterprises! However servant leadership places as much emphasis on leadership as it does on servitude, even if the servant has to come first. Powerful servant-leaders can be found at the head of many serious, succesful, profit making organisations (e. g. Herb Kelleher, CEO South West Airlines, Jack Lowe, chairman of TDI Industries and Rich McClure, president of UniGroup Inc. [all US]) and, most recently, servant-leadership is the leadership philosophy espoused by newly elected President Lee Myung-bak of South Korea, who has called for servant-leadership as his primary presidential leadership vision (Hyun-kyung, 2008): Military leaders or professional politicians will be unable to manage the economy any longer mainly because they were born to wield power, instead of serving citizens. These leaders attempt to rule the country, while managers serve their customers. As a result, the boss is destined to wane, while servant leaders achieve mutually beneficial goals for the community. (Myung-bak, 2002) If we look more closely, then, servant-leadership, far from rejecting the idea that some people are natural leaders, actually shares many ideas with ‘trait’ models of leadership. Trait theories date back to the first half of the twentieth century and Weber’s thory of leadership-charisma (Webber 1947) is a good example. Trait theorists argue that leaders neither emerge naturally as a result of a personal ‘epiphany’, nor are they created by experience or training, but that they are born. Born leaders are the result of natural selection (Darwin 1859). Nicholson (2000) describes how evolutionary psychology has produced ‘alpha-males’: hard wired individuals with natural leadership qualities driven, by high levels of testosterone, to seek an optimal seratonin buz by taking charge and achieving personal success. Grrrrr! Foremost among these natural leadership qualites is charisma. Charismatic Leadership (House 1977, Burns 1978) concerns itself with the impact of charisma on the leader/follower relationship and the effect of charismatic leadership on the motivation and morale of followers. Charisma is regarded as an inate quality, a charm that compells others to follow. Freud described charisma as an ability to realise compliance from others (Freud 1922). Charismatic leaders are heroic, energetic and driven by dissatisfaction with the status quo. Although generally seen as a transactional model, charismatic leadership, when paired with a moral basis, is far from inconsistent with servant-leadership. In fact, many of the qualities required of the servant-leader such as vision, integrity and empowering others can be regarded as extremely attractive and thus charismatic qualites. Indeed Jesus Christ, cited by many servant-leadership disciples as the ultimatate servant-leader, was undoubtedly a charismatic leader. Discretionary Leadership In contrast to servant-leadership – which, whilst advocating a different moral basis for leadership, retains traditional ideas of hierarchy and organisational structure – discretionary or ‘shared’ leadership theory recognises the need for a number of leaders with different viewpoints and responsibilities to coexist and cooperate in organisations. Discretionary leadership has emerged as a model suitable for complex modern day organisations (Kakabadse, 2000) with complex environments, contexts, and structures or, as Hunt put it, ‘macro-variables’ (Hunt 1981). Modern organisations are frequently network based, where the sum of a wide and diverse set of functions and departments combine to form a ‘virtual’ whole. Discretionary leadership places high value on an organisations’ ability to respond effectively to multiple agendas and stakeholders in a variety of situations simultaneously: a challenge that would be impossible to meet with conventional hierarchical organisations where leadership authority is held by a small number of senior managers. In essence, modern complex organisations need to coordinate the actions of a broad group of employees who adopt leadership behaviours, when and as required, to tackle the issues they face. Discretion would seem to be a two way process with this model: Senior leaders still define the degree of leadership authority that is delegated at their discretion, whilst employees are expected to adopt leadership roles, when necessary, at their discretion. Not completely un-hierarchical, but certainly less paternal and more organic than traditional models of leadership. Thus roles are defined in terms of the breadth of their discretion. At one extreme, some employees will have minimal discretion and be expected to carry out their duties in strict accordance with prescribed procedures – a model akin to that of production line workers in a scientific management system (Taylor 1910). At the other extreme, the CEO of an organisation has ultimate discretion. Between these two extremes it is vital that the quantity and quality of available leadership is commensurate with the needs of the organisation. Discretionary leadership, it is argued, is not only a suitable model for complex network-based organisations, but also the model of leadership that will naturally emerge in response to the pace and pressure of organisational change in the twenty-first century: The nature of role discretionary boundaries is increasingly determined by personal views concerning the challenges leaders face and the nature of those with whom they interact†¦Thus, the idiosyncratic nature of the organisation, the peculiarities of each leader role and the characteristics of each individual occupying such a role, are critical considerations in determining role boundaries and parameters. Kakabadse & Kakabadse, 1999) Organisations that require/generate substantial numbers of discretionary leaders will, by definition, include a multitude of visions and ideologies. Achieving cohesion is the vital key for this group model of leadership to be effective. This is achieved by those in charge skilfully conducting multiple conversations (or ‘polylogue’ – Kakabadse, 2005); by discretionary leaders reflectively understanding their roles and relationships and acting responsibly, and by promoting a shared philosophy, core vision and value system. Kouzmin has described this as the role of the ‘organisational architect’: The focus [for Contemporary leaders] has shifted increasingly to the role of the ‘organisational architect’. The principal contributing skill of architects is an ability to design and develop organisations; skills that require considerable creative insights and technical knowledge about how to analyse, design and stimulate complex, increasingly globalising, social and communication networks supported by rapidly advancing IT. Kouzmin et al. , 2007) With this model, leadership is not simply about goal-oriented control and coordination. Leaders need to properly understand the context in which actions are exercised and the appropriate mobilisation of others (Kakabadse, 2005). The modern organisation will be flatter, less hierarchical and based more on networks. It will be founded on interdependency, communication and the flow of ideas (supported by ever more sophisticated information techn ologies) rather than command and control models. With discretionary leadership employees will be incentivised to produce value by being fully and intelligently involved in the overall purpose of their organisation rather than alienated in the way that Marx (1959) has criticised scientific management (Taylor 1910). However, discretionary leadership also has its critics. Variations and tensions among workers in leadership roles can lead to negativity, whilst success is highly dependent on cohesion and the quality of interactions; both notoriously hard to control in network-based organisations: Where discretionary role analysis highlights variation of experience, capability, values, personality, behaviours, and the exercise of choice among the leaders of the organisation, tension and conflict become endemic with potentially disastrous implications for individuals and the organisation. (Finklestein and Hambrick, 1996) Globalisation, fast moving technological development, the increased recognition and value of social capital, multi-faceted demands and accountabilities, and the need to respond simultaneously and effectively to a number of agendas, means that organisations need different leadership models in the twenty-first century. Models of leadership that might have been appropriate to the manufacturing industries of the nineteenth and twentieth centuries now seem increasingly inappropriate to the educated, informed, skilled and sophisticated workforce of the present day, whether working in manufacturing or (more probably) in paper-based organisations or the service sector. It can, therefore, be argued that discretionary leadership is the ideal solution for the future, but only in a carefully esigned and managed system that maturely accepts the inherent will and ability to lead that is both needed and to be found within many key members of complex organisations. The utility of these ideas for me The leadership theories that I have chosen to examine might be considered to have much in common and it might seem that more radical alternatives could have been examined in order to better illustrate the contrast between theories. I have however chosen to focus on these models because of their resonance with my own i deas about leadership and their utility for a modern health service. I would also refute the view that servant leadership and discretionary leadership are very similar. Yes, they are both progressive, placing as they do an emphasis on employee empowerment and the importance of shared values and vision. However, servant leadership takes a rather traditional and paternalistic view of the structure of organisations and those destined to lead them, whilst discretionary leadership is based on a much more sophisticated understanding of the structural configuration of modern organisations. Personally, I have found utility in each of these models. As service lead for a new specialist mental health service, I am acutely aware of the complexity of modern day organisations as described by Hunt (1981) and Kakabadse (2000) in their explorations of discretionary leadership. The multifarious environmental, contextual and structural variables of the NHS epitomise the challenges recognised by advocates of this model. The NHS is also increasingly network based and is certainly the sum of a wide and diverse set of functions. For my own service, the ability to respond effectively to multiple agendas and stakeholders in a variety of situations simultaneously is vital. Our structure, although not completely without hierarchy, is relatively flat. The largest group of employees in my service are senior, professionally qualified practitioners including nurses, doctors, psychologists, social workers and occupational therapists. Each of these practitioners is responsible not only to me but also to their professional bodies and, as such, have a substantial degree of authority devolved to them, and broad freedoms to act and make decisions. The need to coordinate the actions of this broad group of employees is central to my role as service lead, as is the need for these well-paid individuals to accept and adopt leadership behaviours, when and as required, without undue recourse to management advice or consent. Discretionary leadership theory also recognises the need for a number of leaders with different viewpoints and responsibilities to coexist and co-operate in organisations. This is extremely pertinent to modern mental health services, which are both multi-disciplinary and multi-agency. With multi-disciplinary teams, each different discipline ideally brings unique professional skills and ideologies to the service, which are then combined to produce a multi-dimensional ‘whole’ befitting of a service aimed at meeting the holistic needs of diverse individuals. For me, the achievement of cohesion is certainly the vital key to realising this ideal and Kakabadse’s (2005) notion of ‘polylogue’ resonates with me. Similarly, modern mental health services exist as components of broader networks that transcend the traditional boundaries of the NHS. In order to run an effective service I need to manage interfaces with a wide and diverse range of partner agencies and stakeholders that include GPs and other referrers, social care agencies, specialist providers, the criminal justice system, drug services, community and faith groups, and service users and their carers. Pollywollydollylogue! Central to the achievement of cohesion in my service has been the promotion of a shared philosophy, vision and value system and Kouzmin’s (2007) concept of the ‘organisational architect’ appeals to me in this sense, with its emphasis on leaders’ responsibility for designing and developing organisations with shared vision and effective communication networks. This concept of shared vision is also found in servant-leadership. Covey (1999) emphasised the need for leaders to create a vision that involves and inspires, and that mobilises the efforts of others, and Depree’s (2002) third neccesity for servant-leadership was a clear moral purpose, arguing that leadership requires moral purpose to give it meaning. It is not surprising that such sentiments should find esonnance in the NHS, or any other care sector organisation that has its base in social morality, and we are reminded of Bevan’s vision for a national health service, available to everyone and free at the point of access, sixty years ago: The collective principle asserts that†¦ no society can legitimately call itself civilized if a sick person is denied medical aid because of lack of means. (Bevan 1952) Interestingly, ‘moral purpose’ has played a significant role in influencing the development of my specialist field, Early Intervention in Psychosis (EI P), in this country. The introduction of this new model of mental health service has been extensively driven by a ‘bottom up’ approach that has witnessed the emergence of a ‘social movement’ for mental health reform (Bate et al, 2004): A diverse group of proponents, including statutory and non-statutory agencies, clinicians, service users and carer groups who are impatient for service reform and find commonality with the civil rights movement, equal rights for women campaigners and Gay Pride. Despite its diversity, this mental health social movement is connected by a shared view that that the suffering associated with the poor outcomes experienced by people with serious mental health problems is unnecessary, and largely a product of inadequate and ineffective services. It is argued that the kind of radical, transformational change required for mental health modernisation will not be achieved by top down, programmatic, transactional leadership approaches, but must be complemented by a grass roots desire for bold, sustainable change. Harnessing this shared sense of moral purpose has proved crucial to achieving cohesion in our complex service and is constantly and intentionally reinforced through team meetings, training and supervision. DePree’s (2002) notion of ‘fiduciary leadership’ also resonates and the sense that my position is one of responsibility and accountability both to and for a group of staff remains important for me. Having emerged from the ‘ranks’, my painfully slow rise to mediocrity might be seen as a good example of Greenleaf’s model, where individuals accept leadership, with modest reluctance, as a means to better serve others. In reality, my pathway has been determined by a combination of bossiness, laziness and poverty, fueled by a growing sense of moral purpose and by a personal philosophy that ‘it is better to lead, than be led by a w*nker’. I am, however, genuinely drawn to many of the core values of the servant-leader model: I believe that as leader I must work hard, contribute and model the values of the service. I believe that language and action must be consistent and that integrity breeds trust and confidence. I am keen to drive progress through experimentation and risk-taking but recognise interdependence with work colleagues and that change and improvement will only be delivered by harnessing human potential, empowering staff and clients, and by helping people to grow and fulfil their potential. In a service where ‘recovery’ is the product (or ‘profit’) it is vital that everybody’s contribution is acknowledged and people are fairly rewarded. Inevitably our system rewards some more than others and the recent introduction of ‘Agenda for Change’, the new NHS pay structure, has arguably made this harder. Never the less, I strongly agree with the need for personal restraint (DePree, 2002) in a system with such a wide range of pay scales. There is nothing more offensive than a highly paid NHS manager in an expensive sports car, no matter how severe their mid-life crisis. I do also recognise the reasonable criticisms of servant-leadership when presented as a purely transformational approach. Traditional transactional activities such as resource management, policy and proceedure are also necessary in a twenty-first century health service and some control remains necessary if outcomes are to be realised efficiently. Balancing these requirements with empowering models is the key, in my view, to enabling innovation and creativity whilst avoiding mediocrity and waste. Finally, as a big, hairy bossy-boots, I would need to declare some sympathy for the trait theorists. I think that I do have some natural in-built leadership qualities, as well as plenty of testosterone, and I enjoy seratonin as much as the next man (or woman)! Learning Points Foremost among the learning points stemming from this assignment for me was the relevance and usefulness of this subject to my work and this has been explored in the previous section. Also, I was surprised at just how large in both breadth and depth this subject is. Theories on leadership can be traced as far back as the ancient Greeks and Romans, with a massive expansion of interest dating back to the nineteenth century, culminating in a veritable explosion from the middle of the twentieth century onwards. And leadership theories stem from a wide spectrum of fields including industrial, religious, military, financial, educational, political and organisational. I have learned that no one model fully explains everything or is pertinent to all situations, and that leadership models, like history, are open to interpretation and reflective of the dominant culture of a particular place or time. Theories seem to exist, like most things, on a continuum, with poles that represent unworkable extremes such as dictatorship and anarchy. In between lie a spectrum of models that will have different levels of utility according to the presenting circumstances. I have reflected that there are times when strong, authoritarian leadership is necessary (such as wartime or when trying to organise a multi-agency conference! ) and there are times when more subtle influence is required. Coming from a health service management perspective, this assignment has reinforced my view, as illustrated by Covey’s (1999) description of servant leadership, that clinicians in caring roles have to want to perform well and that managers can’t force workers to ‘care’ – any more than the north wind could force the man to remove his cloak in Aesop’s sixth century BC fable of the wind and the sun: Kindness, gentleness, and persuasion win where force fails. (Aesop, 6BC) I have also learned to recognise that different, coexisting parts of the same organisation can be working to different leadership models simultaneously. For example, in our organisation, the IT and catering departments might be run along the lines of scientific management, the finance department (and in particular the director of finance) employ authoritarian transactional control, whilst our clinicians require engaging and empowering approaches to optimise their creativity and output. The CEO, as ‘organisational architect’ needs considerable skill to hold all of this together and I have learned that complex organisations like ours can only function when discretionary leadership roles are promoted. When thinking about the different types of leadership required in the NHS, I was also led to consider the problems that occur when leadership style conflicts with leadership need and there are many examples of organisational problems stemming from this kind of dichotomy. Similarly, problems occur when the ‘espoused’ (Argyris, 1974) theory of leadership differs from the theory in action. The starkest example of this, perhaps, would be Adolph Hitler, who espoused to be the natural leader (‘Ubermensch’ – Nietzsche, 1883) of national socialists but was in fact a nasty dictator. Speaking of dictatorship, in studying for this assignment I found myself naturally drawn to models of leadership that reflect my own values and beliefs and that vindicate my own approach. At the same time I found it useful to see these ideas in their broader context and contrasted with alternatives. I have become increasingly aware of the social, political, philosophical and spiritual dimensions of leadership theory and was struck by the strong link between Christianity and servant-leadership, with many of its exponents being unashamed god-botherers with evangelical tendencies. This led me to reflect on the way leadership theories have been influenced by dominant cultural models over time, and how we have seen a transition from authoritarian ‘old testament’ models of leadership at the start of the industrial revolution, to the scientific and evolutionary models of the twentieth century and, finally, to models based on the modern Christian/Humanistic values of empowerment. In the NHS we have witnessed a shift from leadership models based on power and status (Consultants, Medical Superintendents etc. to models based on emulating the business models and management control of business/industry, to the discretionary models of leadership that are increasingly found in large, complex, network-based NHS organisations. It remains to be seen whether the NHS will continue this evolutionary journey or, as some fear, pendulum back to models based on the divine power and status of medical leads and general managers. Conclusion This essay asked us to consider leadership requirements for the twenty-first century and I would be inclined to agree with Greenleaf’s (1970) axiomatic proposition that the system needed to deliver the necessary change would be the one that works best. For Greenleaf that was servant-leadership. Importantly Greenleaf identifies the requirement for leadership to deliver the ‘necessary change’, and this examination of leadership theories has shown me how the management of change is central to the purpose of leadership and how successfully managing change is a defining characteristic of leadership (Pedler et al, 2004). Pedler describes this in a way that both resonates with me and promotes simultaneously the ideas of discretionary leadership, servant leadership and transactional progress: Major change usually involves large numbers of people, and there are usually many agendas present concerning what the change should be, what it is for and how it is achieved. Listening to and balancing these views and concerns, whilst continuing to move forward is one of the hallmarks of good leadership. (Pedler et al, 2004) With regard to whether a different kind of leadership is required for the twenty-first century, I think that it can be concluded that different scenarios demand different models of leadership. Kakabadse (1999) argues that discretionary leadership will naturally emerge in response to the pace and pressure of organisational change in the twenty-first century. For me, the model of leadership needed in the twenty-first century, will be the one that best reflects the cultural norms and values of the century. For modern NHS organisations, I am inclined to agree with the discretionary leadership theorists that flexible, interdependent, multi-layered leadership based on shared values, relationships, communication and the flow of ideas is required. Gooding supports the view that the requirements of the twenty-first century will undoubtedly be different to those of the preceding centuries: The manager will become much more of a coach, positioned alongside rather than above his team, working with them, acknowledging their concerns, ideas and aspirations. (Gooding, 2005). According to Gooding, the ‘command and control’ culture is dying and the personality profile of successful managers will change, emphasising empathy and sensitivity. However, despite many examples of successful servant-leaders, I remain to be convinced that these models will soon be adopted in the ‘for-profit’ sector, where macho, transactional behaviour is still valued and rewarded: ‘You’re fired! ’ (Alan Sugar, 2008) References Aesop, (6BC). A Selection Of Aesop’s Fables From A New Translation For Modern Readers (1953), Wolverhampton College of Art Argyris, C and Schon D (1974). Theory in Practice, Jossey Bass Bate, P, Robert, G & Bevan, H (2004). 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