Achilles, Aeneas, and Roland

Imagine living in a turbulent world, where people lived their day to day lives praying that they would see the next sunrise. That was life for villagers that lived during the times of the ancient Greeks and Romans, as well as during the medieval period when Germanic tribes ruled Europe. To help them get through their very insecure days, people would tell oral stories of great heroes, like those of Achilles, Aeneas, and Roland. Achilles was a Greek war hero who fights in the Trojan War, a ten year long war between Greece and Troy (present day Turkey). Aeneas was an epic hero in ancient Roman folklore. He was a soldier who fought in the Trojan War and after surviving the destruction of Troy, he later founded the city of Rome. Roland was an epic hero of the Franks, a Germanic tribe in present day France. All three of these heroes played vital roles in giving strength and hope to the peoples of their respective cultures. The Illiad was an epic written by a Greek poet named Homer. It takes place in the last days of the Trojan War. Achilles was an integral part of the war. He helped raise the Greek soldiers’ moral, he was an excellent fighter and swordsmen, and he killed Hector, who was the leader of the Trojan forces and son of the King of Troy. It is said that Achilles was half man and half god. He is the offspring of Peleus, King of Thessaly, and the sea nymph Thetis, who had dipped her infant son in the river Styx, thus making him invulnerable except for the hell by which she held him. In the epic, Homer gave Achilles many human characteristics, including revenge, anger, and love. He even gave him many challenges to overcome. In the beginning of the war, he did not fight because of an affront to his honor that angered him. However struck with grief when his dearest friend Patroclus is killed by Hector, he in revenge joins the war. Throughout the Illiad, this male protagonist is on a quest to reconcile selfhood and communal responsibility. After killing Hector, Achilles shows his humanity by sparing Priam, the King of Troy, when he sneaks in to the Greek camp. He even grants the kings request by giving back his dead son’s body, so that he can have a proper burial. He could have killed Priam and ended the ten year long war, however he chose to act on good virtue and morals and that showed his humanity. Aeneas, the Trojan born epic hero in Virgil’s Aeneid, was Rome’s mythical founder. His father was Prince Anchiseses, who was the second cousin of the King of Troy, King Priam. His mother was Venus, the god of love, beauty, and procreation. Like Achilles, Aeneas was also part god, part man. His mission was to gather any survivors from Troy and take them on a journey to Italy, where he will establish the city of Rome. On his journey however they end up settling in Carthage where he meets and has a long affair with the beautiful Carthaginian princess, Dido. While in Carthage, the messenger god, Mercury, leaves Aeneas a message. The message was to remind him to leave Carthage and proceed to Italy and end his love affair with princess Dido. Despite the fact that he loved Dido very much, his Stoic sense of duty overcomes his desire for personal fulfillment. That is the characteristic of a true hero. He told Dido that he never asked for any of what happened. He said if he had his way, he would be watching over the city of Troy, and caring for his people. Also, Priam’s palace would still be standing. The last thing he tells her was that he goes to Italy not because he wanted to. He was asked by the God’s to move to Italy and he will not fail the duties that are installed for him. That is what makes him a pious man. Roland, the last of the greatest epic heroes, was the nephew of Charlemagne, a Frankish chieftain who was crowned by the pope as â€Å"Emperor of the Romans. † In The Song of Roland, Roland was described as a very modest yet arrogant man. He said that he could strike great blows to the pagans with his sword, Durandel. In the story, he faced the challenge of halting the Muslim invasion of France. The Saracens were the Muslims invading France. He was described as a model medieval hero, because he was a natural Christian leader who was sent on a holy war to stop the Muslims from invading and converting France. He was a noble Frenchman, who died at the hand of power and land hungry, Islamic forces. At the end of the story, it is said that he died while he was chasing away the pagans. To this day, in the 21st century, homo sapiens still write stories about heroes that will save them and society. The number one characteristic that describes a hero is one that has a Stoic sense of duty that can overcome the desire for personal fulfillment. Achilles, Aeneas, and Roland were all created to create personal comfort for their people that lived in such a hectic and dangerous world. These three protagonists who were viewed by their cultures as gods also showed their people that they did portray human characterists (two out of the three even die) and that anyone can be like them if they tried. In a way they were used to inspire their respective residents to be better civilians in their community. If everyone could follow that, than living in a turbulent world would go from reality to fiction.

Something Precious

I have earned recently that sometimes we lose something to gain something. I have experienced a hurt that was so deep that it was my belief that it would never end. I recently was blessed to have a brand new grandchild a girl. This little girl could not have come at a better time in my life. Brianna Scott was born on November 30. 2010 at 8:14 pm. This could not have been better timing. Three years ago one of my grandsons’s hung himself and now lives in a vegetative state. I lost all joy around the holidays, because this little boy always wanted to be with me during the holidays. I lost the holiday spirit after this tragedy happened I found myself in a deep depression state. There was days when I did not want to do anything but cry. I prayed to no end for a miracle to happen. I finally had to accept that here would be no miracle this time. I experienced so many different emotions on a daily basis and for the life of me I could not get a grip on any of my emotions. I begin to question whether or not I could have done something to prevent this tragedy. It took intense therapy to find my way out of this hole. There was nothing I could have done to prevent this tragedy. I was simply co-existing prior to Brianna being born. This little girl has no idea what her birth has brought into my life. I feel as if God has given me a new joy and a fresh breath into my life. I look at this little girl and my heart smiles again. When I talk to Brianna and tell her I love her she looks at me and smiles. I know that Brianna is only six weeks old but I truly believe she understands me when I tell her that I love her. I sometimes catch myself wondering if my grandson would be jealous of her. I believe that I knew this little boy better than his own parents. He would not have been jealous but instead embraced her. Chances are I would have had to ask him to move over and let me have some time with Brianna. I do indeed believe that Brianna is something precious sent to me by God to ease the pain that I have been forced to live with. If you could see this little girl you too would believe that she understands when you tell her that you love her. I always tell her how precious she is and that she has brought unspeakable joy to my life. I wish that I could put into words how much this little girl has done for me emotionally. I have joy once again and believe it or not I actually celebrated the holidays. I did not have a sad moment for a change and took the time to thank God for such a precious gift. This is the gift that keeps on giving. If someone had told me that when this little girl was born the pain I was enduring would ease up I would have called them a lie. I now can live with the pain and my heart doesn’t ache as much as it did prior to Brianna’s birth. I can get threw the day now without crying and feeling so empty. I look forward to keeping this bundle of joy now. Even though she has her day’s mixed up with her nights I would not change a thing about her. After all Brianna truly is something precious to my whole family.

To what extent is the true of Middleton’s The Revenger’s Tragedy?

‘Sternly moral and strangely perverse' (Schoenbaum 1955:6), The Revenger's Tragedy explores the ethical complexities of the revenger figure, Vindice, through his determination to take vengeance upon the lecherous Duke. The very nature of revenge tragedy shows an inversion of the morality play, in which the protagonist would face a series of temptations and ultimately choose a virtuous life over one of evil. Revenge plays on the other hand invariably include; secret murders and plots, disguises, violence and catastrophe, all of which are presented in The Revenger's Tragedy, but also within the character of Vindice. He is not, however, the soul revenger in the play. Irving Ribner lists nine different situations which involve revenge (1962:80) and therefore it is not surprising that some critics argue that Middleton's1 work should be more accurately named ‘The Revengers' Tragedy' (Adams 1965:61). In order for Vindice, and the other malicious characters, to exact revenge, they must enter the world of their enemy, to achieve maximum devastation from the inside out; 'embracing evil in a vain attempt to destroy evil' (Ribner 1962:80). Is this, therefore, the real tragedy of the revenger, insofar as the revenger must debase himself to the level of his adversary, in order to punish him? In the opening scene of the play, Vindice holds his dead fiancie's skull in his hand and vows to get his revenge on the Duke who attempted to seduce her and subsequently poisoned her. In terms of a revenge plot, this appears very straightforward – an ‘eye for eye' (Exodus 21:24) vengeance, but this becomes more complex with the sacrifices that Vindice has to make. Initially, he must find an entrance into court which is achieved by becoming pander to the Duke's son, Lussurioso. Having previously left the court after his father's death, merely becoming involved in this society again is a compromise, exposing him to the corruption he so readily criticises. Perhaps the audience is supposed to be impressed at Vindice's restraint, being so close to an enemy and not striking immediately, though it is this determination which ultimately turns him villain from hero. As Bowers states, ‘only rather villainous revengers are presented as waiting such a period. †¦ ] No normal, sympathetic person by Elizabethan standards would harbour his wrath for such a time and withstand the promptings of religion for forgiveness' (1959:136n. ) Being under Lussurioso's command, Vindice's escape from the planned revenge is not so easy and it could be maintained that his fate is sealed from the start; not only must he kill the Duke, but his son as well. Under his guise as Piato, meaning â€Å"plated† (Neill 1996:404), Vindice sinks further into tyranny by accepting money from Lussurioso, and presumably also from the Duke, for his work. Perhaps he had no choice in this acceptance, and therefore again, Vindice's fate is marked. Neill notes the suitability of the name Piato and its associations with the repeated ‘coin' image throughout the play. As a man in disguise, Vindice is the embodiment of the ‘deceptive glitter of the whole court'; he has become the â€Å"blanched† coin, a ‘base metal plated over with silver to improve its appearance' (Neill 1996:404). In adopting this costume, Vindice becomes consumed by the traits he puts upon himself, and poisoning the Duke completes this conversion. Piato and Vindice become, characteristically as well as physically, the same person. Murray warns that ‘the name and the disguise are intended to fool Lussurioso, but we should not be fooled into seeing a contradiction of character where none in fact exists' (1964:214 original emphasis). ‘The crucial transformations in the play are effected by poisoning, figurative or literal' and the literal poisoning of the Duke is reflected in the figurative poisoning of Vindice's mind and character (Murray 1964:196). Although he has now completed his revenge plan, Vindice forgets his original purpose and not content with ‘the death of †¦ his logical victim, must scourge from court all his vicious progeny' (Bowers 1959:133). In losing focus of his initial goal, ‘Puh, 'tis but early yet†¦ ‘ (III. V. 171), Vindice aligns himself with the Duke, whose own aim had been to seduce Gloriana, but resulted in poisoning and ultimately murdering her. Murray argues that Vindice's ‘degeneration' can be followed through ‘subtle changes' in his attitude toward Gloriana and her skull (1965:124). After this episode, Gloriana is hardly mentioned and Vindice has reduced her to a similar level to himself; dressing up her skull, creating falseness, an ironic comparison with Vindice himself, as well the courtiers, having heavily painted or masked faces. This mask image is repeated with the masque at the close of the play, in which Vindice carries out his last gruesome acts in yet another disguise. The movement from simple costume to the masque brutality is a perfect example of the shift in Vindice's character. From this moment he is ‘never shown hesitating at the thought of violence' and as is noted by many critics, ‘no-one else in the major tragedies of the period goes to such extremes of takes such delight in the doing on violence on an enemy' – Vindice embodies the ‘spirit of violence' (McAlindon 1986:140). Through the enjoyment and pleasure of violence, Vindice loses all focus, control and rationality. Murray's argument that ‘[Vindice's] moral perception is blinded at the moment when disillusion cuts through to his sexual obsession, and he is driven to sadistic revenges' (1964:223) is another example of Vindice turning tyrant, by becoming the lecherous man he has despised for so many years. Vindice almost sexualises Gloriana's decorated skull, ‘†¦ methinks I could e'en chide myself / For doting on her beauty' (III. V. 68-9) and he revels in the ingenuity of his revenge on the Duke, though he does not realise that ‘it destroys the moral value of Gloriana's martyrdom, making a whore and a murderess of her' (Murray 1965:218). His lust even extends to his own sister and in trying to tempt her to court, Vindice has some of his most poetic and well-reasoned lines: ‘Why are there so few honest women but because 'tis the / poorer profession? ‘ (II. I. 225-6). McAlindon sees Vindice's plea to Castiza to prostitute herself, as the ‘depth of [his] self-deception' and although of course he is happy when she rejects his offers, the ‘image of a noble self we see in flashes is not restored in the end' (1986:146). The play's moral dilemma is of course that Gratiana and Castiza can enjoy the riches too, if they agree to become corrupted (Salinger 1982:242). In his discussions with Lussurioso, Vindice again displays this side of his personality. The audience cannot help but draw comparisons between Vindice, the Duke and also his lecherous son, in the manner that he describes lust and sexual depravity: ‘I have been witness / To the surrenders of a thousand virgins' (I. III. 49-50). Vindice's arguments seem to flow all too easily, ‘premeditated' (Ornstein 1954:85) perhaps and convince his mother within seventy lines. Nicholas Brooke argues that his decision to carry out this ‘project' has its ‘own perversity', as his rage turns to ‘excitement' and a ‘delight in the paradox' (1979:15) which leads him to a dangerous resolve, ‘to try the faith of both' (I. III. 177). Although his asides show some regret for his actions, ‘Not, I hope, already? ‘ and ‘I e'en quake to proceed' (II. I. 104, 109), Vindice appears to continue his persuasion with little further thought on the matter. Later, when he decides to punish, and almost take revenge, on his own mother for agreeing to Castiza's prostitution, Vindice exhibits some of his most morally disturbing behaviour by Elizabethan standards. Gibbons notes that ‘in a society where parental authority was so strong, a parent's submission to a child was a deep and disturbing breach of custom' (1992:88n) and the image of Hippolito and Vindice either side of their mother, presumably with weapons, is almost a direct parallel of the way in which the brothers handle the Duke: ‘Nail down his tongue, and mine shall keep possession / About his heart' (III. V. 193-4). This can be viewed symbolically where Vindice must, for his own satisfaction, kill the ‘heart' and perform psychological torment, by showing the Duke his wife and son together. It could be argued that it is this image that kills the Duke. As his next target, the murder of Lussurioso must, of course, out do the death of the Duke, despite his reasoning being less substantial. To get his change however, Vindice must now become himself and is hired to kill ‘Piato'. This symbolism releases Vindice of all mental guilt, as it allows him not only to re-enact his killing of the Duke, but also stabbing the image of himself pushes him further into the ‘manic glee' (Brooke 1979:25) of the revenger character. Neill sees this episode as if Vindice were ‘facing the image of his death' (1997:84), a form of premonition to his inevitable downfall and death at the end of the play. For the audience, this image of Vindice killing â€Å"himself† is ironic, and the idea of arranging the corpse in a lifelike way is a shocking mirror of the ‘bony lady' (III. V. 120) Gloriana. With this gesture intended to separate the characters of Piato and Vindice, this actually brings them together as one, though Vindice fails to see this, as does Hippolito who says ‘In thine own shape now I'll prefer thee to him' (IV. I. 60) Vindice constantly makes the distinction between the characters; ‘am I far enough from myself? ‘ (I. III. 1), he asks, when first dressing as Piato, and later he claims his alter ego to be ‘a witch' (V. III. 121). Although this is a popular argument, critics such as Heather Hirschfield disagree, stating that Vindice is enacting a quest for ‘self-disclosure' and is ‘less about obtaining an impossible justice and more about orchestrating scenes that allow him to proclaim his own sinfulness' (2005:113). She argues that by putting himself in situations which allow him to give rise to someone new and pure through self destruction, Vindice is actually not looking revenge at all, merely a passage to a better life. With his final confession, Vindice hopes to attain this cleansing, however this moment of self-revelation ‘shipwreck[s] him on the very sinful self that confession is meant to overcome', and perhaps this is a critique of ‘hollow' Catholic penitence (Hirschfield 2005:113). Irving Ribner agrees with this view, arguing that ‘Heaven is responsible for Vindice's fall, but heaven's instrument is time, which changes all, and reduces life to death' (1962:77-8). It could be said therefore, that the tragedy of the revenger, is not his debasement to the level of tyrant, but his impatience for exacting his revenge, and the ‘failure of his faith in heaven' (Ribner 1962:80). Vindice fails to recognise and embrace the ‘inevitability of divine retribution' and the ‘self-destructive quality of evil' and by believing that he fully understood and was in control of himself, ultimately lost grip on his moral identity (Ribner 1962:75). At times Vindice seems somewhat irrelevant to the plotline in having no ‘clear-cut opponent' and being out of control of the majority of the action. In the masque scene, for example, the deaths of Ambitioso, Supervacuo and Spurio have ‘no indication' that they were anything more than an ‘unexpected accident' (Bowers 1959: 136,7) in which Vindice was simply an innocent bystander. Vindice, however, is not the only revenger in the play and the most notable other is Lussurioso when trying to take revenge upon Piato. He mirrors, albeit unwittingly, the masking and lying that ‘Piato' had displayed, in being untruthful about the reasons he wants revenge. Lussurioso claims that Piato had disobeyed his commands and attempted to seduce Castiza for himself using jewels. Ironically, this is just what Vindice had done, on Lussurioso's behalf, yet he fails to see this paradox, and is simply angered at the falsehood. Supervacuo, Ambitioso and Spurio try to take revenge on each other, as well as their elder brother. Again, they lower themselves to each other's level, climbing over one another in an attempt to become the next Duke. It could also be argued that Antonio has the final revenge, on Vindice, by condemning him to death. Is, therefore, Antonio as guilty as Vindice? Throughout the play he is described as ‘discontented' (I. V. sd) at the death of his wife, rather than grieving, which is a term usually associated with the character of the malcontent; Lussurioso claims that ‘discontent and want / Is the best clay to mould a villain' (IV. I. 48-9) Antonio, like Vindice, is deaf to the truth, condemning Gentleman1 for allowing the Duke to leave the court alone. It is ironic, perhaps, that Antonio's sufferings are so alike to Vindice's yet h e condemns him still. The nature of the relationship between Vindice and Antonio is described by Machiavelli: †¦ hat whoever is responsible for another's becoming powerful ruins himself, because this power is brought into being either by ingenuity or force, and both of these are suspect to the one who has become powerful (1532:15) In punishing Vindice and Hippolito, Antonio protects himself. Again, conceivably Vindice's fate was sealed from the very beginning, in that by allowing Antonio to become Duke as a consequence, he became in danger. It is possible then, that the ‘blazing star' (V. III. sd) looming over the banquet and masque, marks Vindice's fate, rather than Lussurioso's. He knows it is useless to argue against Antonio, who is ‘tainted because he shares [the brothers'] guilt' (Murray 1964:228); ‘Vindice loathes vice, but he has no faith in virtue' (Ornstein 1954:86). Justice seems to be lacking at the end, just as at the beginning of the play and as a result, Vindice's work seems futile. In conclusion, it can strongly be argued that Vindice turns tyrant to punish tyranny and that from this guise he is not redeemable. However whether this is the tragedy of the revenger is still debateable. Perhaps rather, the tragedy is that Vindice could not keep up his performance, his act, long enough to succeed or even take the Duke's seat for himself. In playing himself rather than Piato, and in his confession in the final scene, Vindice metaphorically admits to being taken in by the court that is ‘so given up to evil' and despite an ‘intense awareness of his own sin', he cannot save himself (Murray 1964:192,215). By the close of the play, the audience come to the realisation that ‘those who seek justice are no less corrupted than those who seek sensual pleasure or power' (Murray 1964:228). It is impossible, however to align Vindice with the â€Å"tragic hero† character, as though despite his admittance, he fails to achieve ‘self-knowledge' and ‘he amuses himself and us so much †¦ he seems incapable of suffering and inner conflict' (Ribner 1986:151). Through the enjoyment and gratification in the deaths and violence, Vindice's confession comes to nothing. He does not argue for forgiveness or try and show his regret but merely accepts that †tis time to die when we ourselves are foes' (V. III. 112). Peter Murray argues that Vindice is one of the more ‘believable portraits of neurotic perversion in all of Jacobean drama' and therefore the ways in which he evolves as a character is truly accurate to reality (1964:247). Can therefore, turning tyrant really be Vindice's tragedy, if any other character would have come to the same fate? ‘It is worth remembering that death is what we commonly expect at the end of a revenge tragedy' and Middleton simply alters the normal style of the close of a revenge play. In showing Vindice's lack of self-recognition, the audience would leave the theatre with a ‘particular sense of imperfection' (Ribner 1962:86). The tragedy of the revenger then, is not that Vindice has turned tyrant, but that he represents everyman, and in allowing oneself to be consumed with rage, desire and lust, every one of us would come to the same fate. Vindice does not realise that he has become the butt of his own joke; Lussurioso sought to hire a villain, and he succeeded.

International Business (4) Case Study Example | Topics and Well Written Essays - 750 words

International Business (4) - Case Study Example Over the last decades, business has seen its way because of globalization, globalization has enabled countries to expand beyond its territories and get assessed to the wider market (Smith, 2009). Success of any nation in its business undertakings and operations is measured by its ability to form coalitions and work jointly with business partners in different nations. No country or nation works in isolation if success is to be realized, these business partnerships can be between neighboring nations, regional and between countries of different continents. These coalitions normally aims at marketing one another’s products, assisting their partners when in need of finances, buying products from its partners and actively participating in promotion and other activities related to marketing of its partner’s products. Choice of members to form coalition with is the most crucial aspect to be considered when reaching at a conclusion about the country to operate jointly. These coalitions and joint operations are, however, faced with challenges and accompanied by risks. China and United States of America are example of nations, which has successfully worked jointly as business partners. Business in China has significantly developed and prospers because of joint business formed with other nations of the world. One such joint business is with the USA, through this partnership, China has benefited in various ways like access to international market, foreign goods, and market for its products and access to wider variety of goods at subsidized relationship because of good relationship with USA. Business in China requires that there exist personal relationship with the country of interest for them to form these partnership long procedures are also involved. USA on the other hand, has benefited with this joint business with China. The diverse technologies available in China have been adopted by the US, thus leading to progress in technology. This

Db5 diversity in the workplace Research Paper Example | Topics and Well Written Essays - 250 words

Db5 diversity in the workplace - Research Paper Example It is also mean to increase the number of women in the employment sector. In my opinion, I believe affirmative action had fair intensions. This is because the programs were designed so as to provide individuals who are qualified with a fair and equal access to recruitment and opportunities. This is because the polices states that the people responsible in hiring and recruiting people should give fair and equal chances of evaluation regardless of the candidates gender, race or ethnic background. This makes sure that all people get opportunities equally (Tucker, 2000). It also increases social and economic diversity in the American educational system and workplace. Currently, the affirmative action has created a stronger educational and workplace diversity. This is because students of all races have been equally admitted into academic institutions. It has also made sure that women have increased in number in jobs that predominantly were occupied by males (Sadler, 1996). The program has ensured a rich diversity in colleges. There have been greater gains in the enrollment and graduations for women and people of colored skin at higher education institutions. Generally, I believe the affirmative action has had positive effects to the

The buying and selling of sex between (apparently) consenting adults Essay

The buying and selling of sex between (apparently) consenting adults should be none of the criminal justice systems business. Discuss - Essay Example In other places such as Northern Ireland, which formerly had comparable laws, paying for sex was banned in January 2015 (Stockham, 2015, p.1). Conventionally, prostitution is not illegal in the United Kingdom, it is considered as a private contract conducted between two consenting adults. Nevertheless, the laws function to make offering sex in exchange for cash challenging and risky. All sexual activities involving running of brothels, street walking and soliciting, where more than one woman trades sex in building are regarded illegal (Prosecution, 2015, p.2). However, there are many sections of legislation that pursue to adjust and penalize an extensive selection of acts related to prostitution in the welfare of public health, social welfare and moral order. This essay focuses on the buying and selling of sex between consenting adults should be none of the criminal justice systems business. Soliciting and kerb-crawling in public or quasi-public places are apparently unlawful and there are numerous laws which permit for the trial of those who are seen to merit from the prostitution of others individuals, such as ‘pimps’, clients and brothel proprietors. Off street working is legitimate, though, where there is more than one person available in an apartment even though the subsequent individual is not trading sex that individual may be considered to be living off immoral incomes and that apartment defined as a brothel. The publicizing of sexual activities in public places is also forbidden (Prosecution, 2015, p.2). Although the present legislative framework is regularly designated as having been put down in the wake of the Wolfenden Committee’s in 1957, evaluation of prostitution and homosexual felonies, previous statutes still remain in place and endure to form the legislative descriptions of prostitution. Furthermore, the array of unlawful legislation concerning to sex activities has been supplemented to subsequently and,

Business Law #5 Case Study Example | Topics and Well Written Essays - 500 words

Business Law #5 - Case Study Example The plaintiff asserts that the multiple corporate structure is a ruse, and constitutes an unlawful attempt to defraud the members of the public sustaining injuries. Therefore he contends he is entitled to hold the corporations' shareholders, personally liable for the damages sought by him. Carlton wanted the case to be dismissed as the plaintiff had failed to state a cause of action. The court at Special Term granted the motion but the Appellate Division reversed that decision. It held that cause of action had been sufficiently made out. Carlton then appealed against this to the Court of Appeals in New York by leave of the Appellate Division on a certified question. The court held that the complaint fell short of adequately stating a cause of action against Carlton in his individual capacity. It also held that the order of the Appellate Division should be reversed, with costs both in the Court of Appeals and in the Appellate Division. It further held that the certified question is answered in the negative, and that the order of the Supreme Court, Richmond County, be reinstated with leave to serve an amended complaint. [The case took a twist on the ground of inadequate cause of action. But as regards the liability of share holders, the Judge has stated that the liability will be there under certain circumstances, for example, if the corporation is a dummy.

Eisenstein and the Cinema of Montage Essay Example | Topics and Well Written Essays - 2750 words

Eisenstein and the Cinema of Montage - Essay Example re vigorous productions which reverberate through film theory to this day. However, this is not simply a paper on the history of Soviet silent film-it s an investigation into the significant innovations from this epoch. Many talented men entered this field over a short span of years and produced works deserving of attention and note, including Vsevolod Pudovkin, Fridrikh, Grigorii Kozintsev, Abram Room and Leonid Trauberg. Yet it is the development of a distinct theory of montage that still reverberates, and this theme is most apparent in the work of Sergei Eisenstein, most notably in the 1925 film Battleship Potemkin. For the Eisenstein of the silent film era, montage ... n quite startling, juxtapositions of shots'.5 His writings stress the core significance of the idea, as 'we must fully recall the characteristics of cinema's effect that we stated initially and that establishing the montage approach as the essential, meaningful and sole possible language of cinema'. 6 In this method, 'The shot is by no means an element of montage. The shot is a montage cell'. 7 As the Statement on Sound, released jointly by the formalist filmmakers Eisenstein, Pudovkin and Alexandrov in 1928 clearly states, 'The success of Soviet pictures on world screens is to a significant extent the result of a number of those concepts of montage which they first revealed and asserted'.8 Although the concept of montage was a distinctly Soviet one, that does not mean it was alternative or on the fringe in that country. The leading directors of the era openly acknowledged the importance of the technique, and were pleased that it helped distinguish a Soviet school of cinema, to the p oint that these men issued joint statements to that effect. In terms of modern scholarship, a review of the Soviet montage method typically focuses on the contribution of Eisenstein, for his was the most brazen and distinct use of the method. He propagated this method not only in his work but in his numerous writings on films. The swift cutting and visual juxtapositions read in a very distinct way from contemporary, non-Soviet cinema. In 1927, his films were referred to as 'plotless cinema' by Adrian Piotrovsky, because they relied on 'exclusively cinematic means of expression'.9 The narrative is clearly secondary to the montage. For Eisenstein, 'montage is conflict. As the basis of every art is conflict'.10 Weaving distinct cells together creates more than what could simply

Proof reading Essay Example | Topics and Well Written Essays - 750 words

Proof reading - Essay Example There are select set of questions to assess the teaching of the course. This term may refer to the form and completed survey or a summary of the response to questionnaires. They are meant to produce recommendations that are useful to teachers that schools can use to improve the quality of teaching and learning. The process (data collection) shows the impact of teaching and student learning. Analysis and interpretation of data, and the response and display are valuable for several reasons (David et al, 2005). They are useful because teachers can examine the different interpretations and how to improve teaching. This information is used by administrators with more input in summative decision making (e.g. decision support management of salary increases, awards etc.) (Dunegan et al., 2003). Generally, these assessments include the evaluation ofpeers, supervisor evaluation and student test scores to create an overview of effective teaching. The objective of the evaluation is to assess how successful and effective the program has been in achieving the claimed benefits and offers recommendations for future programs (Neil et al, 1994). 3. Economy: to promote the use of broad questionnaires that need to brief a number of small scales which are reliable and simple in terms of reviewing the study of large groups and with the aim to develop questionnaires that could be completed by a group of students in about fifteen minutes. 6. The ability to identify perceptions of students in different subjects, in other words, students should learn the same curriculum in the same format and meaning as a whole but recognition of courses may vary between courses. The instruments of course evaluation used in this experiment were a questionnaire, the rating scale with 5 levels, an open-ended form, and a closed-end form. Accoridn to Leonie (1989), there are 9 parts in the questionnaire. High scores indicate that students perceived the teaching staff in the

Dominos Pizza Essay Example for Free

Dominos Pizza Essay Before 2007, wheat prices didn’t have a pulse. We’d buy for the next six months and the price would be plus or minus 10 cents a bushel over the last six months. Then one day in 2008 wheat shot up $24 a bushel! Now, as a norm, we strategically consider corn, dairy, and wheat to better leverage our supply chain expertise and improve store economics. — John Macksood, executive vice president, Domino’s Pizza On the morning of August 22, 2011, John Macksood, executive vice president for supply chain services at Domino’s Pizza, Inc. (Domino’s), was reading the daily headlines while sitting in his office at the Domino’s World Resource Center, the company’s global headquarters in Ann Arbor, Michigan. Domino’s was the world’s second-largest pizza company and the largest pizza delivery quick-serve restaurant (QSR) chain. One item in particular jumped out at Macksood. An article, titled â€Å"Quiznos chain faces tough finance issues,† indicated that Denver-based Quiznos, a privately owned QSR sandwich company with 4,000 U. S. stores, was nearing bankruptcy due to â€Å"sharpening competition, waning sales, and debt woes. †1 One of the problems cited was Quiznos’ â€Å"protracted battle† with its franchisees over operating costs and profitability, with some franchisees blaming low or nonexistent store profit margins on Quiznos’ requirement that they buy food at â€Å"allegedly above-market prices from a Quiznos-mandated supplier network. †2 Analysts also blamed Quiznos’ problems on rising commodity prices, which had dramatically increased the cost of raw ingredients. As Macksood finished reading the article, he felt proud to have been part of a team at Domino’s that had proactively responded when the prices of wheat, corn, and dairy soared in 2007 and 2008. Since then, Domino’s senior leadership met on the last Thursday of every month to discuss the commodity market outlook and decide how purchasing decisions and supplier relationships should be managed in an increasingly volatile market. The goal of this strategic effort was to maintain an efficient supply chain, competitive prices, and quality menu items. â€Å"Now in 2011, we have become a well-informed group that is more comfortable with how we manage risk,† Macksood remarked. Domino’s approach to managing risk and costs both within the company-owned domestic supply chain system and at the store level was critical to its approximately 1,150 U. S. franchisees that collectively owned and operated 4,475 domestic stores in 2010. As a company built around a franchise model, Domino’s—which itself only owned 454 stores, all in the U. S. —was at the heart a supply chain and brand management business focused on supporting the franchised stores. â€Å"We call our headquarters the World Resource Center because Domino’s truly operates as a support system and resource for all of our franchisees,† said J. Patrick Doyle, CEO and president of Domino’s. â€Å"There is a reason we drilled through four floors of concrete to construct a pizza store as the centerpiece of a Professor David E. Bell, Research Associate Phillip Andrews, Global Research Group, and Agribusiness Program Director Mary Sh elman prepared this case. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright  © 2011, 2012 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1800-545- 7685, write Harvard Business School Publishing, Boston, MA 02163, or go to www. hbsp. harvard.edu/educators. This publication m ay not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. 512-004 Domino’s Pizza new atrium inside the World Resource Center. Not only do we use it to train all of our corporate employees to operate a Domino’s store, but its visibility serves as a constant reminder that our business hinges on the success of each and every one of our franchised stores. † Maintaining cost control was vitally important for Domino’s and the success of its franchisees’ stores. The U. S. pizza market was highly competitive, with both chains and independent â€Å"mom and pop† pizza stores battling for customers. The recent economic conditions had made the fight even fiercer with some recession-weary diners trading in pizza delivery for less-expensive frozen offerings from the grocer. 3 As such, companies like Domino’s could not simply pass increased costs on to consumers by raising the price of a pizza. â€Å"Domino’s was ahead of the curve when we first reacted to how a changing market would affect our supply chain costs,† Macksood said. â€Å"Chains that didn’t take a preemptive approach are hurting and independent pizza shops that have little influence over the price they pay for goods are really suffering. † In 2010 Domino’s recorded annual global retail sales of $6. 2 billion, the highest in company history and a 23% increase since 2006. 1 Domestically, the company saw room for another 1,000 stores in the U. S. market and the opportunity to increase sales through the addition of new menu items and by targeting different eating occasions. For example, Domino’s had begun to pursue a larger share of the lunch market by introducing sandwiches and pasta dishes to compete with Subway and Pizza Hut. This, however, meant that Domino’s historically simple menu would continue to expand with new ingredients, complexity, and costs that Macksood’s team would have to manage. (See Exhibit 1 for U. S. same-store sales growth and store counts. ) Outside the U. S. , Domino’s had identified many markets where the number of stores could be increased significantly. Internationally, Domino’s used a â€Å"master franchise† system that awarded a franchise for an entire country or region to one entity. This included the master franchisee’s right to operate its own supply-chain system. Macksood and his team had to determine how to bring the company’s domestic purchasing and supply management capabilities, and particularly its commodity pricing knowledge, to the rest of the world. As global commodity prices showed no signs of dropping, Macksood and others at Domino’s wondered if they should attempt to implement global buying for some product categories or develop supply chain partnerships with some or all of the master franchisees in order to control costs and reduce risks across the global brand. Company Background In 1960, brothers Tom and James Monaghan borrowed $500 to purchase the Dominick’s pizza store in Ypsilanti, Michigan. 4 After just a year in the pizza business, James traded his interest in the business to Tom for a Volkswagen Beetle. As the sole owner of the company, Tom renamed the business Domino’s Pizza, Inc. The company awarded its first franchise license in 1967 and the first franchised store was opened in Ypsilanti. Domino’s continued to license an increasing number of franchisees which led to the brand’s growth regionally and then nationally. Domino’s first international franchise license was granted in 1983 for a store in Winnipeg, Manitoba, Canada. By the end of 1983, 1,000 Domino’s stores were in operation. When Macksood joined the company in 1986 as the general manager of the North Carolina regional supply chain center, Domino’s had just opened 954 U. S. units during the previous year, making it the fastest-growing pizza company in the country. Unlike its primary competitor Pizza Hut, Domino’s focused on pizza delivery and customer carryout and did not traditionally offer dine-in seating areas. As such, Tom Monaghan was dedicated to 1 Global retail sales represented sales by company-owned stores and franchised stores. 2 Domino’s Pizza 512-004 ensuring the efficiency of Domino’s delivery service. Despite the brand’s rapid growth, Monaghan kept the menu simple compared to other quick-serve restaurants. From Domino’s founding until 1989, the menu consisted of just one type of hand-tossed pizza dough available in two sizes (12-inch â€Å"small† and 16-inch â€Å"large†), 11 topping choices, and bottled Coca-Cola as the only beverage option. The first menu expansion occurred in 1989 when Domino’s introduced â€Å"deep-dish† pizza after market research showed that 40% of U. S. pizza customers preferred thicker crusts. The company’s first non-pizza item, breadsticks made from Domino’s hand-tossed pizza dough, was added to the menu in 1992. In 1993 industry trends led Domino’s to add medium and extra-large sized pizzas and to introduce thin-crust dough; in 1994, the menu was diversified even further with the introduction of chicken wings. Still, the menu remained simple so as to streamline production and maximize economies of scale on purchases of principal ingredients. While changes to the Domino’s menu were in response to consumer preferences and competitors’ offerings, Domino’s had led the competition in innovations that with time became standard in the industry. Domino’s was the first to utilize the belt-driven pizza oven, which had one temperature setting and a conveyor belt that continuously moved items through the oven, which resulted in consistent and effortless baking. Domino’s invented the â€Å"spoodle,† which was a cross between a spoon and a ladle, in 1985 to help reduce the time it took to â€Å"sauce† a pizza (see Exhibit 2 for photos). Domino’s was also the first major pizza chain to replace wooden and stainless steel pizza cooking trays with pizza screens that allowed for more even baking. To make sure that its pizzas arrived hot, the company was the first of the major pizza chains to use corrugated cardboard pizza boxes in the 1960s rather than thinner (and less expensive) boxes. Domino’s took its commitment to hot pizza a step further in 1998 when it developed the â€Å"Heat Wave† electrical delivery bag to keep pizza hot during transit. Between 1986 and 1993, Domino’s guaranteed that customers would receive their pizzas within 30 minutes of placing an order or they would get $3. 00 off. In 1999, with more than 6,500 stores in operation—including more than 1,700 stores outside the U. S. —Monaghan sold 93% of the company to Bain Capital for almost $1 billion and retired as CEO. 5 Bain installed David Brandon, the former head of Michigan-based marketing firm Valassis Communications, as president and CEO. While Brandon continued to focus on store operations, he also emphasized the importance of building the Domino’s brand. This included better definition and consistent execution of the consumer brand experience across every element—from stores, to trucks, to people—as Domino’s sought to accelerate its global expansion. In 2004, Domino’s was first recognized as the leading pizza delivery company in the U. S. based on reported consumer spending, a title the company held ever since. In July 2004, the company completed an IPO and began trading common stock on the New York Stock Exchange (symbol: DPZ). Over the next five years, Domino’s expanded its international footprint from 2,987 franchised stores in 2005 to 4,422 by 2010. Changes were also made to the company’s marketing strategy beginning in September 2008 when Russell Weiner was hired from Pepsi-Cola to serve as Domino’s executive vice president of Build the Brand and chief marketing officer. Weiner guided Domino’s away from its traditional practice of using price-driven â€Å"limited time† promotional offers, which created temporary sales spikes, and instead focused on developing new permanent product platforms that could be promoted through advertising. New offerings such as â€Å"Domino’s Oven-Baked Sandwiches† and â€Å"BreadBowl Pastas† were permanently added to the menu with the intention of creating sustained sales increases. In 2010, Domino’s delivered approximately 400 million pizzas in the U. S. , accounting for 71% of its U. S. pizza sales (the other 29% came from carryout) and generated record system-wide revenue of $1. 5 billion, of which $1. 4 billion came from domestic operations. (See Exhibit 3a and 3b for company 3 512-004 Domino’s Pizza financial reports. ) Doyle, a 13-year Domino’s veteran who took over from Brandon as CEO in March 2010, was proudest of the increase in same-store sales,2 which were up 9. 9% domestically and 6.9% internationally. â€Å" This is a tremendous feat for any brand, especially one that is 50-years old,† he remarked. In 2010, Forbes ranked Domino’s the number one â€Å"franchise for the money† and Pizza Today, a leading industry publication, named Domino’s the chain of the year, an honor that was repeated in 2011. 6 By July 2011, Domino’s had grown to 9,436 company-owned and franchised stores in all 50 U. S. states and across 65 international markets, making it the second-largest pizza company in the world behind Yum Brands’ Pizza Hut. Domino’s had approximately 10,900 employees, referred to as team members, spread across company-owned stores, supply chain centers, the World Resource Center, and regional offices. The company estimated that another 185,000 individuals were employed by independent Domino’s franchisees worldwide. For the first time in Domino’s history, international retail sales eclipsed U. S. sales in the second quarter of 2011 when overseas markets generated 51% of total company sales. The U. S. Quick-Serve Pizza Industry In 2010 there were 67,554 pizza stores in the U.S. , which represented 12% of all restaurants in the market. 7 Franchised or chain stores made up 60% of the units and generated half of the revenue; the remainder came from independently owned stores, which were often referred to as â€Å"mom and pops. †8 (See Table A for a list of the top U. S. -based chains. ) Independent pizza shops had always been a strong source of competition for consumer dollars even though these (usually) single units did not have the purchasing power or the advertising ability of the large chains. The pizza business in the U. S.generated $34 billion in sales revenues in 2010, accounting for 10% of all food industry sales. 9 Roughly two-thirds of the annual pizza segment revenue came from the pizza delivery business where Domino’s led the competition with 19. 8% of delivery sales. Table A Leading U. S. -based Pizza Chains, 2010 U. S. Sales ($ billions) $5. 0 $3. 3 $2. 1 $1. 1 Share of U. S. Market 14% 8% 6% 3% U. S. Units 7,566 4,929 2,781 2,500 International Units 5,715 4,475 688 200 Percent Franchised 84% 95% 82% 81% Company Pizza Hut Domino’s Pizza Papa John’s Pizza Little Caesars Source: Jonathan Maze, â€Å"2010 Franchise Times Top 200 Franchise Systems,† Franchise Times, October 2011, http://www. franchisetimes. com/content/page. php? page=00138, accessed September 2011; and, Domino’s company documents. Domino’s U. S. Franchise Structure From the time Monaghan signed the first Domino’s franchise agreement in 1967, a central tenet of its strategy was to make it as easy as possible for franchisees and store managers to run their stores. 2 Same-store sales growth was a statistic used by retailers and industry analysts to compare sales at stores that had been open for a year or more. It allowed investors to determine what portion of sales came from sales growth and what portion came from the opening of new stores. Although new stores were a positive factor, a saturation point—where future sales growth was determined by same-store sales growth and not simply the addition of new units—eventually occurred. 4 Domino’s Pizza 512-004 Domino’s had developed a cost-effective business model with low capital requirements, a focused menu of affordable pizza and other complementary items, and an interior specially designed to support delivery and carry-out. â€Å"At the store level, we believe that the simplicity and efficiency of our operations gives us significant advantages over our competitors, who in many cases, like Pizza Hut, also focus on dine-in,† said Stan â€Å"The Pizza Guy† Gage, vice president for training and development. Domino’s domestic stores and the majority of its international locations did not have extensive dine-in areas which cut costs for space, furnishings, and staff. As a result, Domino’s stores were small, averaging approximately 1,200 to 1,500 square feet in size with 15 to 20 employees. The units were relatively inexpensive to build, furnish, and maintain. The amount of capital investment required to open and operate a new Domino’s franchise location averaged $150,000 to $250,000, which was considered low in the QSR segment. The average Domino’s U. S. franchisee owned and operated three to four stores, and many had only one or two. At the end of 2010, only seven franchisees owned 50 or more stores with the largest domestic franchise operating 144 stores. This was different from many QSR franchise models in the U. S., which often awarded franchises on a regional basis with one franchisee owning many or all of the locations in a metropolitan area or state. Rather than controlling a region, a Domino’s franchisee was granted a specified delivery radius. The size of this delivery area was based on the ability to deliver a pizza from the store to the customer’s door in 10 minutes or less. To protect the brand, Domino’s placed rigorous standards on its franchisees such as usually requiring prospects to manage a Domino’s store for at least one year before they were granted a franchise. Generally, Domino’s also restricted franchisees from pursuing active, outside business endeavors so as to align the interests and success of the franchisees with that of the brand. Based on these two factors, the vast majority of Domino’s U. S. franchisees had historically come from within the Domino’s system; many started as a Domino’s delivery driver. Under a Domino’s franchise agreement, the owner was granted the right to exclusively operate in a particular area for a term of 10 years with an option to renew for an additional 10 years. In 2010, the average length of Domino’s relationship with its top 50 franchisees was 19. 5 years. Domino’s franchise contract renewal rate was over 99% and its collection rate on domestic franchise royalties and supply chain receivables was also over 99%. Each franchisee had discretion over the prices charged to its customers with some national sales promotions set at the corporate level. Domestic franchisees paid Domino’s a 5. 5% royalty fee on weekly sales3 and until 2009 made contributions to fund marketing and advertising at the national and local level, which varied by market. In 2009, all domestic franchisees amended their franchise agreements to include a flat marketing contribution of 5. 5%. As such, franchisees were no longer required to contribute to regional or local level advertising campaigns, although they were allowed to if they desired. (See Exhibit 4 for details of initial and ongoing franchisee costs). In 2010, average reported annual EBITDA per domestic franchise store was between $50,000 and $75,000 on average annual sales volume of $650,000 per unit. 3 The royalties generated by Domino’s franchise system, which included its U.S. and international franchisees, generated a steady stream of free cash. Domino’s used this free cash flow to reinvest in the company, such as funding technology enhancements and supply chain improvements, and also to buy back debt, repurchase stock, and pay dividends. 5 512-004 Domino’s Pizza U. S. Supply Chain System The supply chain system was the hub of Domino’s U. S. franchise model. Domestic franchisees were free to source and purchase their own menu ingredients and supplies as long as the items were approved by Domino’s and sourced from approved suppliers. However, the system had earned Domino’s a strong and dedicated following among its domestic franchisees; in 2011, over 99% of them choose to be customers of the Domino’s supply chain. As such, Domino’s provided virtually all of the company’s 4,900 U. S. stores with over 240 individual products including fresh pizza dough, menu ingredients such as cheese and pepperoni, and store supplies ranging from delivery boxes to cleaning products and toilet paper. Macksood explained how the U. S.supply chain created value: Our centralized purchasing, vertically integrated dough manufacturing, and nation-wide distribution system allows us to leverage Domino’s combined volume to achieve economies of scale and lower costs, and to tightly control quality. This system allows store managers to focus on store operations and customer service rather than worrying about making dough, grating cheese, and preparing toppings and sourcing other ingredients. This enhances our relationship with franchisees and ensures that every Domino’s customer gets a great pizza. Supply Chain System. Domino’s supply chain system was comprised of 19 facilities located in 15 states, which allowed for nationwide coverage. Of these facilities, 16 were regional dough manufacturing and supply chain centers (SCC). Domino’s also operated three other supply chain facilities, which included an equipment and supply distribution center 25 miles east of the World Resource Center in Michigan, a fresh produce facility in Georgia that supplied some franchisees with cut vegetables, and a â€Å"pressedproduct† plant in Illinois that manufactured thin-crust dough for distribution to the 16 SCCs. 4 (See Exhibit 5 for map and details of U. S. supply chain system. ) Domestic franchisees were required to purchase and use the company’s Pulse point-of-sale computer system. This system was used for taking customer orders, submitting store orders to their designated SCC, and for connecting with the Domino’s network. The Pulse system included forecasting software that allowed store managers and owners to track inventory and sales to customers. This differed from the forecasting tools utilized by Domino’s at its SCCs, which tallied total product and raw ingredient sales made to franchisees. This information was then used by a group of team members at the World Resource Center who conducted centralized replenishment of all 16 SCCs in the system. Each SCC manufactured fresh dough on a daily basis and served about 300 stores located within a one-day delivery radius. Each Domino’s store received an average of two full-service food deliveries per week, amounting to 515,000 total system-wide deliveries in 2010. Stores placed their orders for dough—which had a seven-day shelf life—and food and other supplies electronically via Pulse, usually by 5:00pm. SCCs actually began manufacturing dough at 5:00am using an internal forecast. Domino’s fleet of 200 leased tractor-trailers were loaded in the early evening and rolled out of the SCCs starting between 9:00pm and 10:00pm. Drivers unloaded food and supplies at the stores, stocked coolers and shelves (rotating items so older products would be used first), and even mopped the floor if they had tracked in mud or snow. Deliveries were typically made in the middle of the night to 4 Domino’s â€Å"pressed-product† facility produced thin-crust dough that was parbaked (e. g. , cooked for roughly 80% of the normal cooking time and then rapidly cooled and frozen) for distribution to the 16 SCCs. 6 Domino’s Pizza 512-004 minimize disruptions to store operations. Domino’s guaranteed delivery within 48 hours of when the order was placed and the company regularly achieved an on-time delivery performance rate of 95%, with the majority of orders delivered within 24 hours. Gage explained that ordering through Domino’s offered one-stop shopping and other benefits: The supply chain eliminates many of the typical back-of-store activities that our competitors’ managers must undertake—such as figuring out which supplier has the best price on cooking oil or what cleaning supplies to order. The single most important person in Domino’s is the store manager and this system allows them to focus on the quality and consistency of menu items and customer service. New franchisees were exposed to the efficiency of the supply chain system long before their first fresh dough order was placed with a SCC. The equipment and supply chain center was the first stop for franchisees worldwide. There, store owners could buy capital items such as ovens, coolers, pizza preparation areas, counters and fixtures, signage, and other large equipment as well as â€Å"re-use† items including delivery bags, uniforms, small wares, and promotional materials. â€Å"The operation was born out of the concept of selling and shipping a pizza store in a box, a model that dates back to the beginning of the company,† explained Jim Murabito, vice president of product management. â€Å"With an inventory of over 2,500 individual SKUs, this facility is a one-stop shop able to supply our franchisees with everything they need to set-up, open, and operate a Domino’s location. † Adding Value Domino’s domestic menu reached its largest and most diverse state in 2010 when the company offered four different pizza crusts, over 25 topping choices, eight oven-baked sandwich options, five pasta dishes, two types of chicken, two styles of breadsticks, and two baked dessert options. (See Exhibit 6a and 6b for Domino’s menu items.) Menu prices across the highly competitive pizza delivery industry were relatively identical; therefore, the major pizza chains had to differentiate themselves based on taste, quality, and customer experience. Domino’s helped franchisees maintain consistent quality while improving store economics using various tools, including the spoodle and the pizza oven that Domino’s had designed. Another important piece of equipment was â€Å"the makeline† station, which served as the assembly line for a pizza. The make-line, which was a metal counter with containers and refrigeration for ingredients and toppings, had been designed—and was continually being updated—to support speedy pizza making. For example, a refrigerated cheese catch tray under the counter—another Domino’s proprietary design—allowed pizza makers to quickly spread shredded cheese on a pizza without worrying about food waste. As a result, Domino’s head pizza trainer could prepare a pizza (e. g. , flatten and shape the fresh dough ball, apply sauce, and top with cheese and pepperoni) in 24 seconds. â€Å"These tools allow stores to consistently produce menu items that meet the Domino’s standard and delivery those items in the fast, efficient manner that is required for success in the pizza delivery segment,† explained Murabito. In fact, the only piece of cooking equipment in a Domino’s store was the belt-driven oven; there were no microwaves or stoves. This meant that all of the items on Domino’s domestic menu—pizzas, chicken, sandwiches, pasta, bread, and desserts—had been designed to cook at approximately 500 degrees Fahrenheit for six minutes. Not only were Domino’s franchisees attracted to the company’s domestic supply chain for its efficiency and consistency; their participation was also encouraged through a profit-sharing arrangement. Generally, Domino’s shared 50% of the pre-tax profits generated by its regional dough manufacturing and SCCs with the domestic franchisees who purchased all of their ingredients and supplies from the company. While franchisees were allowed to opt out of the supply chain with 7 512-004 Domino’s Pizza notice, doing so would eliminate their right to profit sharing. Participating franchisees were allocated a profit share based on the volume of their purchases from SCCs. This profit sharing reached a record level in 2010 and â€Å"continued to strengthen Domino’s ties with its franchise network by enhancing franchisees profitability while maintaining a source of revenue and earnings for Domino’s,† noted Macksood. â€Å"The greatest advantage of this arrangement is that it brings us closer to our franchisees and encourages us to work together to reduce costs and food waste. † Macksood provided an example of how his group responded to franchise feedback: With nine product groups accounting for 90% of sales volume in our supply chain, our biggest challenge is managing an increasing variety of ingredients. When pasta was introduced to the menu, we began supplying a cheese sauce that was packaged in a one-pound bag. Within a few months, franchisees reported that the amount was more than needed to meet their daily sales volume, which forced them to throw away product. We experimented with smaller packaging options and eventually settled on individual portion-sized packs. Smaller packaging is more expensive for us, but it creates less food waste for our franchisees. In addition to allowing Domino’s to work closely with franchisees to manage costs and gain product feedback, the supply chain also helped the company respond to natural disasters that could disrupt store sales. When Hurricane Katrina struck the U. S. Gulf Coast in 2005, Domino’s quickly placed trailers at stores that were destroyed or without electricity, allowing franchisees to feed rescue workers and displaced citizens. According to Macksood, Domino’s stores in the area were the last QSRs to close before the storm and the first to re-open. In the time since the hurricane, Domino’s encouraged franchisees in the area to build new stores that would be â€Å"hurricane ready with generators, an extra-large cooler, and the ability to reopen quickly. In February 2011, an ice storm paralyzed usually snow-free Dallas-Fort Worth, Texas, just days before the area played host to the Super Bowl. Super Bowl Sunday was historically the pizza delivery industry’s busiest day of the year. The company was expecting to sell 1. 2 million pizzas nationwide with especially strong demand across the 123 stores serving the Dallas-Fort Worth market. 10 It was customary for SCC managers to monitor meteorological reports in their respective distribution regions. By doing so in this instance, the supply chain system was able to proactively position extra resources and make early deliveries when warned about the pending Texas storm, allowing Domino’s to meet customer demand on the day of the game. The Agricultural Commodity Market and Domino’s Suppliers. Historically, the agricultural commodity market—although cyclical—had been relatively stable and predictable. This continued to be the case even as prices for corn, milk, soybean oil, and wheat rose steadily from 2000 to 2005. However, global commodity prices soared in 2007 and 2008 due to record high oil prices, severe weather events, food security fears, and trade restrictions. The price of wheat, corn, rice, and oilseed crops nearly doubled. Some pricing relief came in late 2008 and in 2009 when the most serious global economic recession since the 1930s dampened demand. However, prices rose again at the beginning of 2010 as demand, driven primarily by developing countries undergoing rises in per capita incomes and population growth, outpaced supply. Reduced global inventories added to the price volatility, which was exacerbated by a high number of severe weather events. In the summer of 2010, droughts followed by fires in Russia, the world’s third-largest grain producer, reduced the country’s wheat production by 25% and led the government to stop exports. The U. S.commodity market followed the same global trends into 2011 due to a combination of factors, including droughts in key grain-producing regions, spring flooding on the Mississippi and 8 Domino’s Pizza 512-004 other U. S. rivers, low stocks, increased use of corn to produce biofuels, and rapidly rising oil prices. In April 2011, corn futures prices,5 which had increased almost 90% over the previous 12 months, reached a record high of $7. 44 per bushel and for the first time in a decade surpassed the price of wheat futures on the Chicago Board of Trade (CBOT). Only four months earlier, wheat had traded at a 31% premium over corn. The growing use of corn for ethanol in the biofuels industry and a rise in demand for livestock feed kept demand up and prices high. 6 Other factors, such as increased demand for corn feed in China, were also blamed for sustained high prices. 11 Rising corn prices hit protein producers particularly hard. Tyson Foods, Inc. , the largest meat producer in the world, cited higher poultry feed costs for a 21% year-on-year drop in its second quarter 2011 earnings. 12 From July 2010 to July 2011, the price that U. S. meat producers charged for chicken grew 4. 3% and was projected to increase another 5% by the end of 2011. Similarly, pork prices had increased 27% and both pork and chicken had reached record high prices. The trading price for milk, the primary ingredient in cheese, had escalated 56% 13 to a record high of $21. 39 per cwt (100 pounds) in July 2011,14 a price Macksood called â€Å"sticker shock. † Many meat and dairy producers started to include increasing amounts of wheat as a feed substit.

The Use Of Brainstorming In Stages Information Technology Essay

The Use Of Brainstorming In Stages Information Technology Essay Brainstorming is usually the first crucial creative stage of the project management and project planning process. See the brainstorming method in detail and explained separately, because it many other useful applications outside of project management. Fishbone diagrams are chiefly used in quality management fault-detection, and in business process improvement, especially in manufacturing and production, but the model is also very useful in project management planning and task management generally. Within project management fishbone diagrams are useful for early planning, notably when gathering and organising factors, for example during brainstorming. Fishbone diagrams are very good for identifying hidden factors which can be significant in enabling larger activities, resources areas, or parts of a process. Fishbone diagrams are not good for scheduling or showing interdependent time-critical factors. Fishbone diagrams are also called cause and effect diagrams and Ishikawa diagrams, after Kaoru Ishikawa (1915-89), a Japanese professor specialising in industrial quality management and engineering who devised the technique in the 1960s. Ishikawas diagram became known as a fishbone diagram, obviously, because it looks like a fishbone: A fishbone diagram has a central spine running left to right, around which is built a map of factors which contribute to the final result (or problem). For each project the main categories of factors are identified and shown as the main bones leading to the spine. Into each category can be drawn primary elements or factors (shown as P in the diagram), and into these can be drawn secondary elements or factors (shown as S). This is done for every category, and can be extended to third or fourth level factors if necessary. The diagram above is a very simple one. Typically fishbone diagrams have six or more main bones feeding into the spine. Other main category factors can include Environment, Management, Systems, Training, Legal, etc. The categories used in a fishbone diagram should be whatever makes sense for the project. Various standard category sets exist for different industrial applications, however it is important that your chosen structure is right for your own situation, rather than taking a standard set of category headings and hoping that it fits. At a simple level the fishbone diagram is a very effective planning model and tool especially for mapping an entire operation. Where a fishbone diagram is used for project planning of course the Effect is shown as an aim or outcome or result, not a problem. The Problem term is used in fault diagnosis and in quality management problem-solving. Some fishbone diagrams can become very complex indeed, which is common in specialised quality management areas, especially where systems are computerised. This model, and the critical path analysis diagram are similar to the even more complex diagrams used on business process modelling within areas of business planning and and business process improvement. project critical path analysis (flow diagram or chart) Critical Path Analysis sounds very complicated, but its a very logical and effective method for planning and managing complex projects. A critical path analysis is normally shown as a flow diagram, whose format is linear (organised in a line), and specifically a time-line. Critical Path Analysis is also called Critical Path Method its the same thing and the terms are commonly abbreviated, to CPA and CPM. A commonly used tool within Critical Path Analysis is PERT (Program/Programme/Project Evaluation and Review Technique) which is a specialised method for identifying related and interdependent activities and events, especially where a big project may contain hundreds or thousands of connected elements. PERT is not normally relevant in simple projects, but any project of considerable size and complexity, particularly when timings and interdependency issues are crucial, can benefit from the detailed analysis enabled by PERT methods. PERT analysis commonly feeds into Critical Path Analysis and to other broader project management systems, such as those mentioned here. Critical Path Analysis flow diagrams are very good for showing interdependent factors whose timings overlap or coincide. They also enable a plan to be scheduled according to a timescale. Critical Path Analysis flow diagrams also enable costings and budgeting, although not quite as easily as Gantt charts (below), and they also help planners to identify causal elements, although not quite so easily as fishbone diagrams (below). This is how to create a Critical Path Analysis. As an example, the project is a simple one making a fried breakfast. First note down all the issues (resources and activities in a rough order), again for example: Assemble crockery and utensils, assemble ingredients, prepare equipment, make toast, fry sausages and eggs, grill bacon and tomatoes, lay table, warm plates, serve. Note that some of these activities must happen in parallel and crucially they are interdependent. That is to say, if you tried to make a fried breakfast by doing one task at a time, and one after the other, things would go wrong. Certain tasks must be started before others, and certain tasks must be completed in order for others to begin. The plates need to be warming while other activities are going on. The toast needs to be toasting while the sausages are frying, and at the same time the bacon and sausages are under the grill. The eggs need to be fried last. A Critical Path Analysis is a diagrammatical representation of what needs done and when. Timescales and costs can be applied to each activity and resource. Heres the Critical Path Analysis for making a fried breakfast: This Critical Path Analysis example below shows just a few activities over a few minutes. Normal business projects would see the analysis extending several times wider than this example, and the time line would be based on weeks or months. It is possible to use MS Excel or a similar spreadsheet to create a Critical Path Analysis, which allows financial totals and time totals to be planned and tracked. Various specialised project management software enable the same thing. Beware however of spending weeks on the intricacies of computer modelling, when in the early stages especially, a carefully hand drawn diagram which requires no computer training at all can put 90% of the thinking and structure in place. (See the details about the most incredible planning and communications tool ever invented, and available for just a tiny fraction of the price of all the alternatives.) project critical path analysis flow diagram example gantt charts Gantt Charts (commonly wrongly called gant charts) are extremely useful project management tools. The Gantt Chart is named after US engineer and consultant Henry Gantt (1861-1919) who devised the technique in the 1910s. Gantt charts are excellent models for scheduling and for budgeting, and for reporting and presenting and communicating project plans and progress easily and quickly, but as a rule Gantt Charts are not as good as a Critical Path Analysis Flow Diagram for identifying and showing interdependent factors, or for mapping a plan from and/or into all of its detailed causal or contributing elements. You can construct a Gantt Chart using MSExcel or a similar spreadsheet. Every activity has a separate line. Create a time-line for the duration of the project (the breakfast example shows minutes, but normally you would use weeks, or for very big long-term projects, months). You can colour code the time blocks to denote type of activity (for example, intense, watching brief, directly managed, delegated and left-to-run, etc.) You can schedule review and insert break points. At the end of each line you can show as many cost columns for the activities as you need. The breakfast example shows just the capital cost of the consumable items and a revenue cost for labour and fuel. A Gantt chart like this can be used to keep track of progress for each activity and how the costs are running. You can move the time blocks around to report on actuals versus planned, and to re-schedule, and to create new plan updates. Costs columns can show plan and actuals and variances, and calculate whatever to tals, averages, ratios, etc., that you need. Gantt Charts are probably the most flexible and useful of all project management tools, but remember they do not very easily or obviously show the importance and inter-dependence of related parallel activities, and they wont obviously show the necessity to complete one task before another can begin, as a Critical Path Analysis will do, so you may need both tools, especially at the planning stage, and almost certainly for large complex projects. gantt chart example A wide range of computerised systems/software now exists for project management and planning, and new methods continue to be developed. It is an area of high innovation, with lots of scope for improvement and development. I welcome suggestions of particularly good systems, especially if inexpensive or free. Many organizations develop or specify particular computerised tools, so its a good idea to seek local relevant advice and examples of best practice before deciding the best computerised project management system(s) for your own situation. Project planning tools naturally become used also for subsequent project reporting, presentations, etc., and you will make life easier for everyone if you use formats that people recognize and find familiar.

Assessment Of Housing And Health Inequalities Sociology Essay

Assessment Of Housing And Health Inequalities Sociology Essay Introduction There is a long history of research into the effect of socioeconomic factors and deprivation on health. The spatial dimension where people live is a major determinant of health inequalities, for example in terms of marked variations in life expectancy ( Mitchell et al 2005). One socioeconomic variable, the type of housing that people can afford to live in, is obviously related to income. Hence housing is thought to be one of the determinants of a persons overall health and wellbeing in terms of both physical and psychological. Fuel poverty can be defined as an individual being not capable of affording those resources to keep them in warm condition. Boardman (1991) defined fuel poverty as the inability of a household to acquire energy sources such as heating by using 1o percent of their household income. While the department of energy and climate change approach the same description of fuel poverty as a household to be in fuel poverty in case it needs to spend more than 10 percent of its income on fuel or on heating for sufficient warm ( 21 degrees for the main living area, and 18 degrees for other in use rooms). The living standard and peoples health can be damage while living in cold and damp houses. There is the possibility that elderly, children and people with a long term illness and disability are more susceptible to fuel poverty. The department of energy and climate change classifies fuel poverty into three main categories. (Department of energy and climate change, Addressing Fuel Poverty). Poor condition of the energy efficiency in home High energy prices and its affordability. Low income status of the people Dr. Noel DL Olsen (2001) described that few people choose to live in cold damp homes that they cannot afford to heat well enough to protect their health. Yet for millions of British households this is the reality of poor quality housing, inefficient heating systems and inadequate building standards stretching back over generations. Aims: The aim of the study is to understand and mapping of housing and heath determinants and their relationship in fueling poverty in Salford area of Greater Manchester. Objectives: To understand basic factors of housing and health inequalities To understand how various housing and health inequalities fueling poverty To understand the relationship of various factors using statistical analysis Literature Review The literature review will described the basic description of health and housing inequalities. The condition of housing includes a collection of characters that are integral to the status and well being of a family. Housing on the other hand must be in a state of safe and well-mannered conditions to represent a family life. One of the most famous and influential sources here is John Snows study of clusters of cholera which were found to be caused by contaminated public water facilities in London (Hempel, 2007). This study will be important both in terms of its part in the then emerging field of public health, but also more recently as an illustration of the potential for GIS and spatial analysis techniques in that field. Other early works on the state of the emerging discipline of public health focused on the newly-industrializing slum communities of nineteenth century England. Manchester, the first industrial city, was a good example of this and accounts of the conditions there at that time have acquired totemic status. For example, Engels Conditions of the working class in England, (1987, originally published in 1844) formed part of the primary research which he and his colleague Marx used in their globally-influential economic and political analyses. One hundred and thirty years later, Roberts Classi c slum (1971) provided a first-hand account of someone growing up in Salford, the deprived area immediately to the North West of inner city Manchester, particularly the social and related health problems of its housing stock. However, although the relation between poor health and poor housing seems obvious because of the basic human need for shelter, Thomson et al (2001) comment in a systematic review of published literature of despite, or perhaps because of this intuitive relation, good research evidence is lacking on the health gains that result from investment in housing. Furthermore, Thomson et al (2001) described that there is also a lack of comparative information on the costs and effects of specific housing improvements, such as central heating or major refurbishment. It is this type of evidence that is likely to be most valuable to policy makers and housing providers. Large scale studies that investigate the wider social context of housing improvements and their comparative effectiveness and cost effectiveness are now required. Fuel Poverty Palmer et al. (2008) explained that single-person households in England are much more likely to be in fuel poverty than couples or larger families, their risk being twice as high as the next highest household type, lone parents (in 2005, 15% compared with 7%). This applies to working-age singles as well pensioner singles. Because of their relatively high risk, two-thirds of the households in fuel poverty in 2005 in England were single-person households even though only a quarter of all households were single-person households. Housing, Health and Adequate heating Boardman (1991) first described that fuel poverty are due to the causes of inability of adequate energy usage for adequate heating but on the same time Shortt and Rugkasa (2005) in their research explained that there is the complex relationship between other factors associated with the household such as income, adequate heating and how to use efficient use of the energy, in which case the failure occur when defining the fuel poverty. There has been an effect on person mental health due to poor and inadequate heating system. Poor housing and inadequate heating system lead to damp which causes most of the common health issues. The personal well being, mental health and physical health has been affected by damp conditions of a place. Such type of mental health effect on a person life has been suggested by Lowry (1991) describing that the psychological consequences of having scrape mould off your walls everyday are obvious. A relationship between ill health and poor housing It has been described by (Byrne et al., 1986) that impressive developments in housing sector were accompanied by the developments in health such as at younger age measured of the mortality or children growth and development and also by the declination in the occurrence of diseases associated with overcrowded houses and insanitary conditions. While Burridge and Ormandy (1993) described that there has been the revision of such relationship with in recent years. There is the declaration that due to the construction of as specific type of housing accommodation especially flatted, with no consideration to health criteria, without the needs of the prospective residents has had effects on health. Beside this ill health has been described as a physical manifesto which includes social and psychological effects. One of the local housing authority motivations and a aspiration for the improvement of working class health with the help of providing them with better housing, has resulted in recent decades new slums and health risks associated with it. Boardman (1991) said that people give priority to adequate heating, if they have sufficient income and therefore fuel poverty is a clear indicator of poverty. Whilst the concern is not necessarily true, it is reasonable to assume that most of those in poverty are restricted to the amount of fuel that they can purchase and thus are suffering from fuel poverty. Health and well being of older people is crucial in terms of adequate warmth in their homes, mainly to avoid winter deaths among them (Wilkinson, et al, 2001). Where as Bates et al, (2001) illustrated that for inadequate heating the central heating is not only the just the suggestion but it is in association with the deprivation. From the above reports there is the indication that there is a significant relationship between poor health and other poor housing factors such as dampness, moulds and poor heating or no heating provisions. Research Methodology: There are many research methods from which to choose for a typical research methodology. In the research methodology there is the following general discussion on the conducting of the research and some understanding of type basic concept of the qualitative and quantitative methods. There are many research methods from which to choose from. Research methods are the technique of investigation used to conduct a study. They include the use of questionnaires, interviews, participant observation or field work with the community being studied together with the interpretation of official statistics and historical documents and other techniques not so widely used. Generally there are three main methodologies. Qualitative methods Van Maanen (1983) defines qualitative methods as an array of interpretative technique which seek to describe, decode, and translate and other wise come to term with the meaning, not the frequency, of certain more or less naturally occurring phenomena in the natural world. Quantitative Methods Easterby-smith et al (1995) described four main ways of gathering of quantitative data: Interviews Questionnaires Tests/Measure Observation While they stress that the differences between quantitative and qualitative techniques is not always clear. Quantitative methodologies have an emphasis on the importance of basing research upon protocol and technique. In this piece of research the author will rely on quantitative methodology in the form of secondary data through various sources of database. These databases will include census data to perform the analysis and find out the results. The case study area: Salford, Greater Manchester Manchesters twin city, Salford, adjoins it across the River Irwell and shares much of its history. The wider Greater Manchester region is made up of ten metropolitan local authorities: Bolton Bury Manchester (City of) Oldham Rochdale Salford (City of) Stockport Tameside Trafford Wigan The metropolitan authority known as the City of Salford comprises 20 wards and has a population of 216,000. In this study GIS application will be used along with spatial analysis and statistical techniques to investigate the reality of fuel poverty in this area. This issue is important in policy terms because it seems likely to be a major problem for public health and hence for the economy because of the increasing proportion of elderly people in the population. Fuel poverty is worst among the oldest members of society, particularly those in deprived areas such as Salford. Areas like some parts of Salford also have a higher than average concentration of elderly people because younger people tend to leave the area to seek employment and training opportunities elsewhere. Data and methods The data on socio-economic conditions in Salford will be gathered along with the maps of the area using a variety of resources. Specifically, data on health, housing, family configuration and other conditions in Salfords wards were obtained from the 2001 Census via NOMIS. Maps were obtained from Ordnance Survey and other sources. Census data In the census, health will be chiefly covered by two questions. Firstly, responses confirm whether a person considers themselves to be in (a) good health, (b) fairly good health or (c) not in good health. Secondly, data will be the available on whether respondents suffer from limiting long-term conditions. Some other variables will be envisaged may affect peoples health in this region. These were: whether housing accommodation provided, or did not provide, central heating; whether people lived as part of a couple or lived alone; and whether people were economically active or inactive (i.e were/were not in work, education or training). Pollution data Data on local pollution will be downloaded from the UK Air Quality website (UK NATIONAL AIR QUALITY ARCHIVE,). This will demonstrate the relationship between health and pollution. Pollutants included Nox, No2 and PM10. Maps These will be obtained from EDINA Ordnance Survey for both the Greater Manchester area as a whole and Salfords constituent wards. Statistical analysis of the results The data will be analyzed using SPSS software, then using regression statistics to determine whether there is significance. The data will be modeled the extent to which health is affected by variables such as central heating, being economically active, living in a couple and so on. Map reports can be used to address the out come from the analysis of the geographical data. Regression analysis: In the following section there will be an analysis of results through regression analysis by using multiple variables. In SPSS a simple method Analyze. Regression. Linearà ¢Ã¢â€š ¬Ã‚ ¦.. in each case will be followed. There will be the selection of different criterion (dependent) and the predictor (independent) variables and will used the multiple regression model four times. Multiple regression analysis (MRA) is a useful method for generating mathematical models where there are several (more than two) variables involved. Multiple Regression analysis: the multivariate regression will be used for at least four times to analyze the relationship between various variable of housing and health inequalities. People in good health and unstanderised predicted variables. The multiple regressions will use run of people in good health as a dependent variable and various other in dependent factors as in a variable entered table.

Working Women, the Government, and Politics Essay -- Political Science

Working Women, the Government, and Politics Working women in America are in a difficult and complex state. Women in the workforce are encouraged to compete "like men," which conflicts with the demand for their time during "the second shift". Complete dedication is expected both in the workplace and in the home, and little support is provided by the opposite sex and the government. If the government acquired a larger responsibility for working families, it could implement several policies that have already proven to alleviate the burden on working women and promote gender equality in other industrialized nations. In recent decades, there has been a visible influx of women in the workforce-many of whom are also mothers. In 1975, forty-seven percent of all American mothers with children under the age eighteen worked for pay, and by the year 2000, this number climbed to seventy-three percent. However, the largest jump in employment occurred in women with very small children; in 1975 thirty-four percent of mothers with children age three and under were employed outside the home, and in 2000, this rate grew to sixty-one percent (Hochschild, XXIV). This growth in numbers can be explained by several factors, but the most substantial is that, in most families, a wife's salary is no longer an option. Even though women may be sharing the financial burden with their spouses, men have not taken the same steps to share the domestic burden with their partners. This is what accounts for a women's "second shift." Women are expected to fulfill the demands of work and home on their own time. The household chores take a toll on working women with or without children. The hours married women spend performing domestic tasks, hours most men ... ... such policies, women cannot pursue their right to earn a living in the same way a man could. Earning a living is not a "benefit," equal opportunity for employment is not a "benefit"- but a "right." In our capitalist culture, "the one right of paramount importance to all human beings" is the right to earn a living, and in accordance with the law, any obstruction to a fundamental right must be remedied by the government (Woolf, 101). Works Cited Blair-Loy, Mary. Competing Devotions: Career and Family among Women Executives. (Massachusetts: Harvard UP) 2003. Gornick, Janet C. and Marcia K. Meyers. Families That Work: Policies for Reconciling Parenthood and Employment. (New York: Russell Sage Foundation) 2003. Hochschild Russell, Arlie. The Second Shift. (New York: Penguin Group) 2003. Woolf, Virginia. Three Guineas. (New York: Harcourt, Inc.) 1938.

Lockean Philosophy in Jonathan Swifts Gullivers Travels Essay

An Exploration of Lockean Philosophy in Gulliver's Travels  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚   Ricardo Quintana asserts in his study Two Augustans that even "though Swift as a traditional philosophical realist dismissed Lockian empiricism with impatience, he recognized in Lockian political theory an enforcement of his own convictions" (76). It may be argued, however, than when two contemporary authors, such as Locke and Swift, are shaped within the same matrix of cultural forces and events, they reveal through their respective works a similar ideology. The purpose of this paper is twofold: first, to explore the parallels between Locke's Some Thoughts Concerning Education and Swift's Gulliver's Travels, using textual evidence and literary criticism; and second, to compare the methods prescribed by Locke and Swift for education, taking into account some cultural views in the eighteenth-century. The first half of the eighteenth-century, sometimes referred to as the "Age of Reason," marked a "new era in parent-child relations, based upon a confluence of political and religious currents" that radically altered the accepted social attitudes towards children (Braverman 37). The revision of the late seventeenth-century political and cultural perspective gave rise to a new philosophy that regarded children as more-or-less inherently good and virtuous. This milder view differed from earlier beliefs that portrayed children as fallen creatures, who embodied original sin derived from Adam and Eve's Fall. Commenting on Locke's Thoughts, Lawrence Stone observes the following in his extensive study The Family, Sex, and Marriage in England, 1500-1800: [Locke's] book coincided with the overthrow of Divine Right Monarchy, the rejection of the doctrine of P... ...versity of California Press, 1968. Ezell, Margaret J. M. "John Locke's Images of Childhood: Early Eighteenth Century Response to Some Thoughts Concerning Education." Eighteenth-Century Studies. Winter. 1983: 139-55. Locke, John. Two Treatises of Government, The Works of John Locke. Vol. 5. London: Thomas Teggs et al., 1823. Locke, John. Some Thoughts Concerning Education, The Works of John Locke. Vol. 9. London: Thomas Teggs et al., 1823. Quintana, Ricardo. Two Augustans: John Locke and Jonathan Swift. Madison: University of Wisconsin Press, 1978. Setten, Henk van. "Some Thoughts Concerning Education by John Locke, 1693."The History of Education Site. 1-2 pp. Online. Internet. 23 Sept. 1999. Available: http://www.socsci.kun.nl/ped/whphistedu/locke/locke_intro.html Swift, Jonathan. Gulliver's Travels. Oxford: Oxford University Press, 1998.