Julius Caesar Tragedy Essays - Julius Caesar, Cleopatra,

Julius Caesar Tragedy 1.) The great philosopher Aristotle makes the distinction between comedy and tragedy. Aristotle defines tragedy as a tragic character falling from a high place in society due to a flaw they possess and provides an insight into human existence. He defines comedy as any story that begins in adversity and ends in optimism. Shakespeare offers his own six elements to a tragedy; a tragic hero, conflicts (internal and external), humor, the supernatural, revenge, and chance happenings or bad luck. The tragic hero is clearly Brutus who seals his own fate through his character flaw, which is being a stoic. Conflicts are present in great numbers throughout this story both internally and externally. Brutus struggles internally when he contemplates whether or not to go through with joining the conspirators. Caesar obviously struggles with his counterparts during his own death scene. Humor or puns are illustrated when the cobbler describes himself as a "mender of bad soles." The ghost of Julius Caesars accounts for the supernatural element. Marc Antony brings about revenge when he rallies the people against Brutus for killing Caesar. When Portia is too late in stopping Brutus from reaching the capitol where he will kill Caesar is a great example of chance happenings. 2.) The element of character flaw play as huge role in this play. Character flaw is defined as a trait character lacks or possess which leads to their ultimate downfall from a high place in society. Brutus' character flaw is the very fact he is a stoic or he believes in what people are and say. He lives in an idealistic world. A modern example would people in get caught up in certain gimmicks and schemes that the media offers. Caesar's flaw is he is over ambitious. He lets the idea of being emperor blind of the conspiracy going on around him. An example of this would be someone who is a so-called "work-aholic." That is a person who allows their goals in the work place to obstruct the goals of life. 3.) The roles of Portia and Calpurnia play an influential role in this play as the act as the better halves of Brutus and Caesar. Portia and Calpurnia differ in their own mental stableness. Portia stable set of mind allows her to think and reason with logic clearly make a woman before her time. Calpurnia, on the other hand is a woman who overacts, panics, and really is too big in the logic and reasoning department. Portia's action taken when she tries to stop the conspirators before they reach the capitol and Calpurnia's actions taken when she tries to prevent her husband's trip to the capitol after she has the dream about Caesar's murder are best explain for their love of their husbands. Though their mindsets may be different they still love and deeply care about their spouses. I would rather marry Portia because of her mental stability and strength in times of adversity. 4.) Blank verse is key in establishing social classes in "Julius Caesar." Blank verse is defined as unrhymed verse written in iambic pentameter in which every syllable is stressed. Shakespeare uses blank verse as a device to distinguish social classes. The Patricians speak in blank verse while the Plebeians do not contrasting the their own ignorance. 5.) In Shakespeare's "Julius Caesar" Brutus is the tragic character. His flaw of being an idealist causes him to believe the conspirators and murder Julius Caesar and fall from his high place in society. By definition you arguably see how Brutus' inability to see and hear people for what the are causes his own horrible demise. His idealistic world creates the illusion killing Caesar and following the instructions of the conspirators is perfectly logical. Through these conclusions it is plain to see that Brutus is the true tragic character. JULIUS CAESER 1.) The great philosopher Aristotle makes the distinction between comedy and tragedy. Aristotle defines tragedy as a tragic character falling from a high place in society due to a flaw they possess and provides an insight into human existence. He defines comedy as any story that begins in adversity and ends in optimism. Shakespeare offers his own six elements to a tragedy; a tragic hero, conflicts (internal and external), humor, the supernatural, revenge, and chance happenings or bad luck. The tragic hero is clearly Brutus who seals his own fate through his character flaw, which is being a stoic. Conflicts are present in great numbers throughout this story both internally and externally. Brutus struggles internally when he contemplates whether or

Ryanair vs. Easyjet Corporate and Competitive Strategy Analysis

Ryanair vs. Easyjet Corporate and Competitive Strategy Analysis Introduction There are many low-cost airlines in the world. In Europe, major airline companies, such as Flybe, Wizz Air and Aer Lingus, dominate this space (Dobruszkes 2006). Jet2, Ryanair, and Easyjet are other dominant airline companies in this category.Advertising We will write a custom essay sample on Ryanair vs. Easyjet: Corporate and Competitive Strategy Analysis specifically for you for only $16.05 $11/page Learn More Within this space, Ryanair and Easyjet are the two biggest low-cost airlines in the region (Elderman 2014; Dowling 2010). The two airlines are also the most popular low-cost airlines in Europe. Ryanair is an older airline company than Easyjet because its operations started in 1985, while Easyjet’s operations started in 1995 (Freire 2014). Ryanair has evolved from a family owned business into one of the most successful regional brands in the market. The company brands itself as â€Å"Europe’s only ultra low-cost airlinerâ⠂¬  because it is the region’s largest low-cost airline company (Mayer 2008). From 67 operational bases, Ryanair makes more than 1,600 flights daily. It also flies to more than 180 destinations in Europe (Mayer 2008). These destinations spread across 29 different countries in the region. Easyjet is Ryanair’s main rival. Based at London’s Luton Airport, the company travels to more than 700 destinations and has a market presence in more than 30 countries (Mayer 2008). Compared to other leading airlines in the short-haul market segment, the two airlines are among the top ten aviation companies with the highest passenger numbers in Europe. The following table shows this fact. Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Figure One: Position of Easyjet and Ryanair in the global low-cost airline market (Source: Elderman 2014) This paper analyses the corporate a nd competitive strategies of Ryanair and Easyjet. However, to get a correct understanding of this assessment, this paper demonstrates how both companies create value for their shareholders and reveals the strategic choices pursued by both organisations. In later sections of the study, this paper shows the operational areas where the organisational strategies of both organisations converge and diverge. What are the Competitive Positions of both Organisations? Ryanair enjoys a dominant market share in the European low-cost airline market because it was among the first companies to adopt this strategy in the region (Malighetti et al. 2006). However, because it could not protect this strategic approach from duplication by other airline companies, it lost a significant market share to other companies, such as Easyjet. Relative to this development, Ryanair has also adopted a â€Å"red ocean† strategy where it â€Å"steals† customers from other market segments (predominantly the customers of major airlines) (Thomson Baden-Fuller 2010). For example, it has â€Å"stolen† customers in the business class segment (Malighetti et al. 2006). Since the company has succeeded by adopting this strategy, it has proved that a differentiated market strategy is still vulnerable to competition. Researchers such as Kim and Mauborgne (cited in Thomson Baden-Fuller 2010) have always supported a differentiated strategy, but these developments have proved them wrong.Advertising We will write a custom essay sample on Ryanair vs. Easyjet: Corporate and Competitive Strategy Analysis specifically for you for only $16.05 $11/page Learn More Therefore, a differentiated strategy is not exclusive. Nonetheless, Ryanair commands a stronger market share than Easyjet does. Concisely, Easyjet trails Ryanair air by commanding 31% of the market in the low-cost Airline sector (Air France 2011). Comparatively, Ryanair commands 40% of the market (Air France 2011). This is the biggest market share in the European low-cost airline sector. The diagram below shows the current market shares of Ryanair and Easyjet in the European low-cost market. Figure Two: Ryanair and Easyjet market share (Source: Air France 2011) According to the diagram above, other low-cost airlines command only 29% of the market, while Ryanair and Easyjet dominate the rest of the market. The dominant market share enjoyed by Ryanair also mirrors its high customer traffic because, compared to Easyjet, the company carries 4.5 million passengers, annually, while its rival carries 3,000,000 passengers annually (Dowling 2010). Based on the strategies adopted by Ryanair and Easyjet, it is important to point out that competition determines the success or failure of the strategic approaches adopted by low-cost airlines.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More How do the Two Organisations Create Value for their Shareholders Mennen (2005) says it is important for low-cost airlines to adopt a low-cost structure if they want to create value for their shareholders. This affirmation aligns with the goal of Ryanair, which is â€Å"to firmly set up itself as Europe’s leading low-fare scheduled passenger airline through continuous improvements and expanded offerings of its low-fares service† (Freire 2014, p. 4). Easyjet also strives to become a market leader in the low-cost market segment. Both airlines create value for the shareholders in the following ways. Reinvestment Ryanair and Easyjet have always strived to support their market dominance by increasing passenger traffic through cost containment (Mayer 2008). The companies have also strived to support their leadership positions and create value for their shareholders by maintaining operation efficiencies. Profit reinvestment is a common way that the airlines create value for th eir shareholders (Mennen 2005). For example, Easyjet has managed to do so by using the company’s profits to increase its fleet size and expand into new routes (Mennen 2005). The company has also adopted the same strategy to improve passenger comfort and expand its operational network. Ryanair has also used the same strategy to meet the same goals (Mayer 2008). In this regard, both airlines have reported increased asset values and increased growth figures. Managing Competition According to Dobruszkes (2006), the relative success, or failure, of low-cost airlines lies in two factors – cost leadership and differentiation. Ryanair’s market strategy has focused on cost leadership because it strives to become the best company in the low-cost market segment (Mayer 2008; Thomson Baden-Fuller 2010). Even with these adjustments, the company has still increased its passenger numbers and remained profitable for a long time. The success of this strategy has always depended on the control and management of the four facets of cost management in the aviation sector – â€Å"employee management, equipment and maintenance, customer service costs, and airport handling costs† (Thomson Baden-Fuller 2010, p. 26). By managing and controlling competition in the sector, both Ryanair and Easyjet have generated superior values for their investors. This view affirms the opinions of researchers who say price leadership is pivotal to creating market dominance, compared to cost leadership advantages (Mayer 2008). Market Strength Alignment Focusing on market strength is also another tenet of the airlines’ competitive strategies. For example, Easyjet has maximised its productivity by operating in airports where it enjoys market leadership (CAPA 2014). Half of its seating capacity is in such facilities. Since it trails Ryanair in market strength, in some airports, the company has allocated 29% of its seats to such facilities (CAPA 2014). Ryanair has a lso focused on creating value for its shareholders by focusing its strengths on markets that it enjoys dominance. For example, it has focused on improving its performance in many routes where Easyjet does not service (Easyjet operates in 702 routes, while Ryanair operates in 1,600 routes) (CAPA 2014). This way, shareholders in both airlines get value for their investments through structured competition and increased productivity. What are the Strategic Choices for both Organisations? Ryanair The Low Cost Strategy Experts say Southwest Airlines was among the first aviation companies to exploit the opportunities that existed in the low-cost airline market segment (Dobruszkes 2006; Kew Stredwick 2005). Other airline companies, such as Ryanair, also discovered similar opportunities by leveraging their competitive advantage through the adoption of a low-cost strategy. Through its no-frills strategy, Ryanair discovered that it could be profitable by working 24 hours a day and keeping its aeroplanes in the air often (Dobruszkes 2006). Researchers say when the airline adopted this strategy, it succeeded because it was a â€Å"blue ocean† strategy – no other airline had adopted this strategy before (Ryans 2009). It created a huge demand for the airline’s services because it attracted price-conscious customers who would have chosen alternative modes of travel, or failed to travel at all, because of the high costs of air tickets. Through this strategy, Ryanair became less concerned about existing competition because it was operating in a unique market segment that other airlines had not used before (Ryans 2009). This way, it became profitable in an overcrowded industry. Today, the airline still reaps the benefit of being among the first airline companies, in Europe, to adopt the low-cost airline strategy. Partly, this is why the company commands the highest market share in the European low-cost airline market segment. Since its low-cost strategy sta rted increasing sales, Ryanair has always branded itself as a low-cost airline. Its strategy was to steal customers from dominant players in the airline industry by offering lower ticket prices compared to its rivals. To expand its customer base, the company tried to please all their customers by trying to meet the customer needs of every type of market in the industry (Malighetti et al. 2006). However, the company changed this strategy after realising it needed a differentiation strategy that would set it apart from its competitors. It also realised that its low-cost pricing strategy could not sustain its business because the margins made from such a strategy were low (Malighetti et al. 2006). Of importance, the company lacked a service advantage that would back up its cost advantage (Thompson 2005). After realising these strategic weaknesses, the company decided to introduce an outside perspective on its business model by creating superior value for its customers. In line with thi s strategy, the company also introduced value-added services to its core strategy. In this regard, it transformed its value chain for the better. This restructuring affirmed the views of Mennen (2005) who said a corporate strategy should have more value as a holistic entity as opposed to the sum of its parts. Punctuality and Efficiency Ryanair has always branded itself as an airline company that regards punctuality and efficiency as key segments of its service model (OConnell Williams 2012). The company conveys these advantages to its customers by operating in secondary airports where long queues and complicated security rules rarely inconvenience customers (OConnell Williams 2012). Furthermore, since the airline uses paperless booking, customers can easily buy their tickets and walk to the security gate without enduring any other sign-in rules. Comparatively, customers who fly with major airlines have to contend with these inconveniences, thereby making them less efficient and pu nctual compared to short-haul flight carriers. Based on these competencies, Ryanair has always argued that its success does not only depend on its low-cost strategy because its innovative on-time record and its value-added services also support its growth (OConnell Williams 2012). Observers have also said that its fleet of new aircrafts is another strategic competency that boosts the airline’s efficiency in the airline industry (Dobruszkes 2006; Kew Stredwick 2005). Flying to Secondary Airports Ryanair prefers to fly to secondary cities and pursue an outsourcing strategy to undertake its core production services, such as catering and aircraft maintenance (Mayer 2008). This strategy emerged after learning that many flag carriers use large airports, such as Heathrow, thereby limiting its competitiveness on this platform. Indeed, it would not be able to match the same level of customer service that most customers of long-haul carriers would enjoy if they used the larger airpor ts. Therefore, the company decided to use secondary airports, where their customers would get efficient services. To do so, the company uses a simplified airline network. The low fare strategy intertwines with the low-cost strategy because through lower costs, the company is able to offer low fares to its customers. In line with this low-cost strategy is a simplified pricing structure. EasyJet Similar to Ryanair, Easyjet’s strategic direction came from years of studying the success Southwest Airline (Sull 1999). Borrowing from the Southwest low-cost model, EasyJet operated using one type of aircraft and a point-to-point short-haul travel (Kew Stredwick 2005). Similar to other low-cost carriers, the airline also had no in-flight meals and a rapid turnaround. Another key aspect of its strategic competence was high aircraft use (Thompson 2005). These strategic factors made the airline more profitable than other flag carriers did. Other segments of its working model appear below Direct Sales Although Easyjet borrowed its strategic focus from Southwest Airline, its market strategy differed from Southwest because instead of relying on sales agents to make sales, the Airline relies on a direct sales strategy (Sull 1999). The logic behind this strategic approach is to eliminate commissions by not using travel agents. This approach was a cost-saving strategy. Similarly, the company would have to pay commissions to reservation agents and pay associated operation costs to reservation computers if it used sales agents to make sales. It chose to lower its costs by eliminating these expenses. Complementing its direct sales strategy is the paperless booking model. Low Cost Strategy Easyjet relies on the low-cost strategy because it believes that it cannot successfully compete with large aircraft carriers because they would use their economies of scale to â€Å"crash† the competition. In line with its low-cost strategy, the company also adopted a â€Å"no-fril l† strategy, like Ryanair, by eliminating in-flight meals and reducing the number of aircraft attendants. The company chose this strategy because it did not believe that these services contributed to customer satisfaction (Kew Stredwick 2005). Flying to Primary Airports For a long time, Easyjet has branded itself as a committed airline that strives to optimise customer experience, always. In this regard, it strives to offer convenience to its customers by operating in major airports around Europe. By doing so, it believes that its customers can get around to where they are going in good time. Customers have appreciated this strategy by increasing ticket sales (Kew Stredwick 2005). Discussion The low-cost airline sector has been a ruthless industry for aviation players. More than 20 airlines have collapsed after adopting the low-cost strategy (Air France 2011). Of importance, experts say the European low-cost airline sector is more brutal for low-cost airline companies than t he American market because both markets have different structures (CAPA 2014). The market differences are profound because profitable routes in Europe already have large airline companies that serve them. The European airline industry is also distinct because charter planes play a greater role in the industry, compared to other markets (Air France 2011). Short distance routes are also limited to low-cost airlines because European Union (EU) policies favour train services as opposed to airline services (Air France 2011). Lastly, in Europe, too much competition in the low-cost airline sector offers minimal profit margins for existing players in the industry. Therefore, the risk of overcapacity in the industry is real. This fact shows that this market has limitations that would ordinarily curtail the growth of companies that do not adopt an elaborate strategy. Ryanair and Easyjet understand these limitations and adopted elaborate strategies to navigate the economic challenges of opera ting in the low-cost airline sector (Mayer 2008). To cope with these challenges, both airlines have one dominant strategy that hinges on three factors – low costs of operations, low fares, and low frills. This understanding shows where the corporate strategies of both companies converge Where both Corporate Strategies Converge Cost Leadership and Differentiation According to Malighetti et al. (2006), the relative success, or failure, of low-cost airlines lies in two factors – cost leadership and differentiation. Ryanair and EasyJet have concentrated their corporate strategies on the cost leadership model because they both strive to become the best companies in the low-cost market segment. In this regard, both companies have gained the reputation of being the biggest low-cost airlines in Europe (Wallach 2015). Their â€Å"no frills† strategy has been a core tenet of their low-cost strategy because both airlines do not accommodate passenger meals, pre-arranged sit ting arrangements, or paper-based ticketing services (Malighetti et al. 2006). Therefore, both airlines strive to minimise their operating costs by cutting expenses such as salaries and fuel costs. To do so, both airlines use the single fleet type of operation and optimize flight crew productivity (Air France 2011). Furthermore, the â€Å"no-frill† strategy works by eliminating in-flight services to lower operating costs. However, the airlines employ the smallest number of people to meet the least regulatory requirement stipulated in the aviation sector (Malighetti et al. 2006). Therefore, a key part of their strategy is meeting the minimum contractual obligations required by airlines to their customers. Where both Corporate Strategies Diverge This paper has already demonstrated that Ryanair and Easyjet use the same business model – low-cost strategy. Both airlines also have similar performance indicators in the aviation sector. For example, in 2014, both organisations reported increased passenger numbers (Wallach 2015). However, both companies have unique internal strategies that differentiate their services beyond the low-cost model. For example, both airlines fly to different types of airports. Ryanair mainly flies to secondary airports, while Easyjet flies to primary airports. By flying to primary airports, the latter has had an edge above its competition because its customers can get to their destinations faster than Ryanair’s customers who have to board a taxi, or train, to get to major cities. Evidence of this fact emerges in Paris as a common destination for both airlines. Easyjet flies to Charles de Gaulle Airport and Orly Airport (two main airports in the city) (Thompson 2005). Comparatively, Ryanair flies to Beauvais-Tillà © Airport, which is almost one hour away from the city (Ryans 2009). The same example emerges in Rome as a popular destination for both airlines. While Easyjet flies to Leonardo da Vinci–Fiumicino Airp ort, which is close to the city, Ryanair flies to Ciampino–G. B. Pastine International Airport, which is far away from the main business district. Summary and Conclusion Easyjet and Ryanair have similar strategies to the extent that they both share the low-cost business model. Furthermore, like Ryanair, Easyjet also bases its corporate strategy on Southwest’s business model. Both airlines have perfected this strategy by introducing new price reduction measures, such as paperless booking. These operational strategies have created immense benefits for the two airlines, including optimizing airline use and increasing airline turnaround frequencies. Both airlines also have similar marketing strategies because besides marketing themselves as low-cost airlines, both companies do not use agents to reach their customers. Stated differently, both airlines use the direct sales strategy to market their services. Comprehensively, the two organisations share almost similar strategi es. Albeit these factors show areas of strategic convergence, both airlines are rivals in the low-cost airline market. Their performance will mainly depend on their ability to sustain their operational models. References Airfrance 2011, Low-cost carriers, http://corporate.airfrance.com/en/strategy/competition/low-cost-carriers/. CAPA 2014, EasyJet: more aircraft come in as more cash to shareholders goes out. Stelios baby is in good hands, http://centreforaviation.com/analysis/easyjet-more-aircraft-come-in-as-more-cash-to-shareholders-goes-out-stelios-baby-is-in-good-hands-187950. Dobruszkes, F 2006, ‘An analysis of European low-cost airlines and their networks’, Journal of Transport Geography, vol. 14, no. 1, pp. 249–264. Dowling, T 2010, Ryanair v easyJet, theguardian.com/business/2010/mar/03/easyjet-ryanair-compare. Elderman, H 2014, EasyJet Vs. Ryanair: The Curious Case Of 2 Budget Airlines, http://seekingalpha.com/article/2529155-easyjet-vs-ryanair-the-curiou s-case-of-2-budget-airlines. Freire, A 2014, Ryanair: Strategy Report, slideshare.net/FionaODriscoll/group-3-strategy-and-value-creation-ryanair. Kew, J Stredwick, J 2005, Business Environment: Managing in a Strategic Context Chartered Institute of Personnel and Development, CIPD Publishing, New York. Malighetti, P, Paleari, S Redondi, R 2006, ‘Pricing strategies of low-cost airlines: The Ryanair case study’, Journal of Transport Geography, vol. 14, no. 1, pp. 249–264. Mayer, S 2008, Ryanair and Its Low Cost Flights in Europe, Books on Demand, New York. Mennen, M 2005, An Analysis of Ryanair Corporate Strategy, grin.com/en/e-book/145623/an-analysis-of-ryanair-s-corporate-strategy. OConnell, J Williams, G 2012, Air Transport in the 21st Century: Key Strategic Developments, Ashgate Publishing, Ltd., New York. Ryans, A 2009, Beating Low Cost Competition: How Premium Brands can respond to Cut-Price Rivals, John Wiley Sons, London. Sull, D 1999, ‘Case Study: easyJet’s $500 Million Gamble’, European Management Journal, vol. 17, no. 1, pp. 20–38. Thompson, J 2005, Strategic Management: Awareness and Change, Cengage Learning EMEA, London. Thomson, N Baden-Fuller, C 2010, Basic Strategy in Context: European text and cases, John Wiley Sons, London. Wallach, B 2015, A World Made for Money: Economy, Geography, and the Way We Live Today, U of Nebraska Press, Lincoln.

Ethical dilmma Assignment Example | Topics and Well Written Essays - 250 words

Ethical dilmma - Assignment Example Let us take an example to clarify the importance of ethics in marketing. Classic Technologies is a firm, which manufactures electric products, such as, washing machines, microwave ovens, and juicers. The company is based in Philadelphia and for the time being carries out its business operations only in Philadelphia. A few months ago, the company launched its marketing campaign for a comparatively low priced newly manufactured washing machine. To attract the customers, the managers of the company introduced a one get one free scheme. The scheme was that if a customer buys a washing machine, the company would provide the customer with a free juicer machine of the same quality. A large number of customers opted to buy the washing machines. However, the company could not live up to the expectations of the customers because the juicer machines, which the company used to provide to the customers, were of very low and compromising quality. The customers trusted the company’s words, b ut they were hurt badly because of the quality, which the company provided to the customers. The ethical issue involved in this example was that the company should have provided the customers with excellent quality as promised but the company went against marketing ethics, which not only resulted in customer dissatisfaction but also affected the image of the company. Works Cited Smith, Scott.

Research answers Essay Example | Topics and Well Written Essays - 500 words

Research answers - Essay Example is to study with fun as when you are interested in the subject of the study you can easily focus on it, activate your thinking and memorizing processes. Each day try t dedicate a while to improving your language skills – this will bring results. Read books in English every day. Learn a few new words every day. Try to visit an English-speaking forum as often as possible. Every day read news articles. Every day perform 10 minutes’ listening English text. Try to watch English films as often as possible. To motivate yourself develope a system of rewards and punishments. It is very important for a teacher to explain students why English is useful and necessary for them. Some students have a strong motivation from the very beginning and they do not need teacher’s help/ however a wise teacher can involve these students to motivate other lacking motivation. Encourage students to answer the following questions

Article Critique Essay Example | Topics and Well Written Essays - 750 words - 6

Article Critique - Essay Example To comply with the requirements of writing a critique, one selected the topic which covers the rationale for federalism (why federalism?) and provide insights regarding personal reaction and opinion on the points that were discussed to determine if these points were appropriately supported. Why Federalism? The authors effectively presented a discussion on the topic (why federalism?) by first establishing the rationale for unification. Other terms that were successfully defined included: nation, confederal system, unitary system, self-government, and federalism (Greer, Schiller and Segal 75-77). The expertise and authoritativeness of the authors on the subject have been established in their capacities as professors of political science. As such, provisions of meanings of terms were validly presented through the knowledge they have gained from previous academic pursuits and in their respective professions as educators. In another perspective, the authors used a fairly comprehensible an d straightforward language that aids the students, who are the primary audience, in gaining awareness and knowledge on the subject of discussion. Through the provision of clear examples where students could effectively identify and relate to, the authors thereby are effective in language use and structural presentation. Difficult terms or vocabularies that need to be expounded were effectively provided meanings in straightforward and easily understood manners. Also, by citing other authoritative discourses authored by experts on the subject, Greer, Schiller and Segal (2012) established support and increased credibility on the topics being discussed. For instance, in defining the term ‘federalism’ which is crucial in this section, Greer, Schiller and Segal (2012) made reference to a policital scientist, William Riker, whose definition was explicitly disclosed therein. Likewise, through presenting a visual comparative illustration of conferedal, unitary and federal system s, as Figure 3.1 (Greer, Schiller and Segal 76), students were illumined on the similarities or disparities of one system of government from the other. Visual representations and illustrations are effective means to enhance understanding on topics that could be challenging to comprehend through purely written literary discourse. In subjects such as political science and history where students expect a lot of reading and discussion, as well as references to historical backdrop, using visual aids and illustrations become a welcome and helpul respite. The sources of other secondary references that provided support to the authors’ contentions were cited in two ways: through immediate citation with references under figures or visual illustrations; and through an author index where supercripts where initially added in citations through the text. In expounding on the subject of why federalism, for instance, the authors made reference to only one citation, from the work of William Ri ker in his definition of the term ‘federalism’ (Greer, Schiller and Segal 76). Despite the lack of other citations, the authors used other means of support through the provision of historical narration, examples, and statistics, as deemed applicable: for instance, citing the experiences of participants in the 1787 Constitutional Convention, specifically located in

Impact of Non-Governmental Organisations (NGOs) in India

Impact of Non-Governmental Organisations (NGOs) in India Abstract NGO’s have grown in number over the past years in India and has been an important factor that has an impact on business, government and society. NGO’s work directly or indirectly with companies to ensure proper corporate behaviour especially when it has an impact on the society and environment. NGO’s have become an important stakeholder in business activities, government decisions by playing an important role in pointing out the shortcomings of government and Multi national corporations. The visibility of NGO’s has increased throughout the years. Many corporations are partnering with NGO’s to carry out their Corporate social responsibility related activities. So this paper aims at measuring the impact of NGO’s on Business, government and society through certain indicators and case study . Literature Review Hansen and Spitzeck.H (2010) in their paper â€Å"Stakeholder governance:An analysis of BITC Corporate responsibility index â€Å" have found that over the years NGO’s have become an integral stakeholder of a multinational corporation. Companies are partnering with NGO’s in order to address social and community needs . LaFrance and Lehmann(2005) in their paper â€Å"Corporate-Awakening why some corporations engage in Public –Private partnership† have found that the important factors why companies engage in CSR activities are to improve the community as a whole and companies provide the necessary finance , the NGO’s ensure that the right amount reaches the right people. Hess and Warren (2008) in their paper have indicated that it is important that both the company and the society benefits from CSR activities. This is on the impact of NGO’S on the business and society front. The impact of NGO’s on the functioning of the government has also increased over the years. Inger Ull in his paper â€Å"The role and impact of NGO’S in capacity development â€Å" found that NGOs have become the main service providers in functions where government lacks efficiency and over the years NGO’s have moved a step ahead from a mere â€Å"gap filling â€Å" role to a capacity building role. So this paper aims at answering the research question â€Å"In India are the NGO’s able to play a significant role in CSR activities of a company and inturn help in the transformation of the society â€Å" and â€Å" Is the government in India shunting the role of NGO’s in improving the society ?†. Method The research methodology is a case study based approach in which Procter and Gamble’s Shiksha program is taken to study how NGO’s and companies can work in a collaborative manner to bring about a change in the society. The case of Karnataka is taken to discuss the relationship between NGO’S and the government . Case Discussion CSR ACTIVITIES IN INDIA A 2011 KPMG report showed that of 100 earning companies in India only 16% of the companies have a proper CSR strategy . Even after the 2009 rule that all companies must set aside atleast 2% for CSR activities many companies struggle in putting that to use. This is mainly because companies often lack expertise on how to manage these funds. This brings a wide range of opportunities for NGO’s to step in . Major companies are relying on NGO’s to manage the CSR activities. One of the companies that has successful CSR activity in collaboration with NGO’s is Procter and Gamble through their Shiksha program PG’s CORPORATE SOCIAL RESPONSIBILITY PROGRAM IN INDIA PG’s flagship CSR program is the shiksha program which was started in 2005 when PG found that education is the sector in which consumers were willing to contribute in their own little way. Shiksha enable consumers to contribute for education of under-privileged children through simple brand choices. Since inception Shiksha has gathered close to around 22 crores for helping children for a better education. The major pillars that help PG in this endeavor are the consumers and the NGO’s with which PG has partnered with. It has partnered with NGO’s like Save the children India, Army wives welfare association, Round Table India etc where these NGO’s help in building infrastructure, lay emphasis on education of girl child and differently abled children . Through this program PG along with the NGO’s have built SHIKSHA schools which gives children proper health and hygiene facilities at schools such as clean drinking water, advanced educational aids for chi ldren such as libraries and computer centres. Shiksha has also evolved into a national consumer movement with support from media, employees , consumers and celebrities . IMPACT ON THE SOCIETY The shiksha program now reaches around 385,000 children in across 200 schools in India. It has provided children with various facilities like digital library and schemes like mid-day meal and parivartan. In 2012 PG’s initiative brought about distance learning program at Government High schools through which children had access to listen to experts from various parts of the country. PG also partnered with IBTADA an NGO to adopt a girls high school in Rajasthan to encourage education of girl child. PG’s key partner a NGO called Round Table India, takes care of the maintenance and running of the RTI Shiksha schools . With the Motto of â€Å"Padhega India Toh Badhega India† PG believes that secret of brighter India lies in the future generation attaining good quality education. Through this program PG commits a minimum donation of 1 Crore every year. IMPACT ON BUSINESS CSR activities at PG had not only benefited the society , it has benefited the business activities of PG too. The shiksha program became a huge movement which was endorsed by top notch celebrities . This has increased the brand image of PG products among consumers. Moreover by making the consumers also contributors to their CSR program , PG has made the consumers also their major partners in the CSR activities and gives them the sense of giving back to the society by buying PG products. All this wouldn’t have been possible without proper partners who can make use of the funds appropriately and ensure that the money reaches the right hands. So major credit for the success of this program is owed to the NGO’s who ensure that all activities take place in a smooth manner. Therefore NGO’s indirectly contribute to the growth of a company by helping companies manage the CSR activities. Therefore from the above example of PG we can conclude that a collaboration between a company and NGO can have a significant impact on the business and society. IMPACT OF NGO’S ON GOVERNMENT Over the years NGO’s have become an integral part of the society they have become the main service providers in areas where government fails to achieve. They not only play the role of gap filling but they also help in capacity building . Unless government and NGO’s partner with each other capacity building initiatives will not be successful. But does the government in India really support NGO activities is a big question mark. Inorder to answer the question the case of relationship between government and NGO’s in Karnataka is taken. IMPACT OF NGO IN KARNATAKA In India there can be observed a pattern in the relationship between state and NGO’s pre independence NGO’s where silent partners . Post independence the relationship became antagonistic. The state sought to control the NGO’s by posing many restrictions and regulations. But in the present India most of the states work in a collaborative manner with NGO’s and the NGO’s have also become highly professionalized. Karnataka was one of the states which has an active collaboration with NGO’s. Karnataka has a fair amount of voluntary groups and they are majorly rural oriented NGO’s. One major factor for NGO development in Karnataka is the devolution of powers within the panchayathi raj. Decentralization of power makes the relationship between the government and NGO’s easier. The NGO’s in Karnataka are mostly rural oriented NGO’s but apart from these there are NGO’s who emphasize on growing importance on the alliance between the state and NGO’s . In 1990 when Infrastructure was lacking in bangalore CIVIC was started to address the issue of rapidly decaying infrastructure in Bangalore and to pressurize the government in taking necessary steps. Today Bangalore is one of the cities that has best infrastructure. Karnataka also has a strong formal networks which helps NGO’s to express solidarity, share experiences and help in identifying developmental problems. Another important factor that has helped in the collaboration of NGO’s and the state is the establishment of point of contacts. The government of Karnataka regulates and funds NGO’s . The government has also taken initiatives in setting up NGO’s or supporting existing NGO’s . An example of this is the establishment of MYRADA inorder to resettle Tibetean stay homes. The government of Karnataka has also attempted to establish institutional channels for communication with the NGO’s. In 1984 it set up a forum that consisted of NGO representatives and government heads and it was chaired by the development commissioner . This forum meets atleast twice a year inorder to discuss developmental problems and to resolve the procedural problems between the government and NGO’s . This has facilitated a better relationship between the two parties. Today Karnataka is one of the states that has active voluntary groups and the number has increased year on year. From the above case we can conclude that if NGO’s work in collaboration with the government they can have a huge impact on the government and the society Conclusion The number of NGOs in India has increased over years and they play an important role in the society. NGO’s can also have a huge impact on business and government. Through CSR activities NGO’s help companies in manging their funds and ensure that the money allocated for CSR purpose reaches the right hands. With proper collaboration with governments NGOs not only do the role of gap filling but they also help in capacity building. Therefore NGO’s have a significant impact on business, government and society. References Allard, Gayle. The Influence of Government Policies and NGOs on Capturing Private Investment. Diss. Instituto De Empressa, 2008. Web Home. PGIndia.com Social Responsibility Programs in India: Team Building, Employee Engagement. N.p., n.d. Web. 17 Mar. 2014. Hansen, and Spitzeck. Stakeholder Governance:An Analysis of BITC Corporate Responsibility Index. N.p., n.d. Web Lafrance, and Lehmann. Corporate-Awakening Why Some Corporations Engage in Public –Private Partnership. (2010): n. pag. Web

The Oppression of Women and Their Movement Toward Individuality :: Essays Papers

The Oppression of Women and Their Movement Toward Individuality The theme of individual and society can be looked upon in many different manners. There is the concept of people separating themselves from society in order to become individuals and express their individuality. There is the concept of individuality and the consequences its expression may have. The situation exists in which individuality is limited by society. Each of these ways of looking at the theme of individuals and society is something that has affected women since the beginning of recorded time. Throughout history, women have been suppressed and undermined by those who claim superiority over them based solely on a difference in chromosomes, not a difference in intelligence, talent, or ability. These claims have been made based on ideas from Biblical representations of men and women to protecting women and ensuring their mental and physical well-being. Still, women formed a unity that had clear goals, valid supporters, and strong leaders that enabled them to overcome their oppressions. Many ideas of male superiority come from and began with the Bible. It can be noted that woman, in the second creation story in Genesis, is made from that which is man. It can also be noted that it is a woman who, in the Garden of Eden story in Genesis, initially commits the first act against God's wishes and therefore causes herself and her companion to be judged and punished. Throughout the Bible, women are rarely referred to by an actual proper name. Women are referred to as property, a mere woman in a world of men. Also in the Bible, women are presented to be focused entirely around the home and are property of men with the sole purpose of bearing children, as in the Abraham, Sarah, and Haggar cycle in Genesis in which the two women are property of Abraham, there only to provide him with an heir. However unfortunate, in the context and time it was written, this was the case. Still, today we cannot believe the Bible to be a guideline for the roles of women. Many ideas may be false concerning what has been inferred and what was actually written and its purpose. A closer reading of the text will prove that women played a vital role in many of the treasured beliefs of believers. Even without names, women had a voice and were a force to be reckoned with.