Why is oil such an important resource in the region ( Middle East) Essay

Why is oil such an important resource in the region ( Middle East) - Essay Example The first step is to explore an area for the existence of oil. Once oil has been located, the commercial viability of the well, as it is commonly referred to, has to be ascertained. This depends on the quantity of oil that is available for extraction. Another factor is the quality of oil. Quality is determined by the percentage of sulphur and asphalt found in oil. On the basis of this content, oil is classified into three types. The best quality is known as light crude. This type of oil will be a golden brown in colour it will flow more easily and has low sulphur and asphalt content. Heavy crude, on the other hand will be thicker and dark in colour and its sulphur and asphalt content will be high. The third category, known as medium crude, has characteristics that fall between light and heavy crude. So the best quality oil is light crude, followed by medium, with heavy crude having the poorest quality. â€Å"Crude oil is a mixture of many substances, mainly compounds of carbon and h ydrogen, together with varying proportions of sulphur.† 1 The awareness of oil and its use has been in vogue even 2000 years ago. Its uses were limited mainly to cooking and lighting since technology was primitive in those days. Since drilling methods were not in existence at that time, only that oil which naturally came up to the surface due to pressure could be used. Commercial drilling using crude techniques started in the United States about 200 years ago. The pressure of oil was such that the pioneers in this field often found it difficult to stop the oil gushing out form the wells. But as time passed and modern drilling methods came into to being, exploration has become more efficient and less wasteful. From the beginning of the 20th century, oil was explored and extracted from many regions of the worlds. A majority of the oil companies operating were privately owned. These companies were able to

Lonrho Plc Essay Example for Free

Lonrho Plc Essay An evaluation of Lonrho’s corporate strategy should start from the two main key issues: in what businesses the firm should compete and how corporate headquarter should manage those businesses. Lonrho’s profile in 1996 included Agriculture, Sugar, General Trade, Hotels, Manufacturing, MiningRefining and MotorEquipment. The level of diversification was clearly high and the firm was pursuing a unrelated strategy, with less than 70% of revenues that came from the dominant business (Mining ) and without common links between businesses. The corporation was divided into country groups or related business lines and each division had a top manager whose responsibilities were similar to those of a group CEO. So the headquarter control of these groups was not very formal and all important decisions were in the hands of Rowland, that used to follow his strategies without consulting the board. Tiny Rowland wasn’t a pure manager but an entrepreneur interested in doing deals, so he made no efforts to share activities or to transfer core competences between different areas. The main interest was to find undervalued assets and try to make them profitable. Hence we can easily analyse the operational relatedness, since the firm didn’t share either primary or support activities. Corporate relatedness needs a deeper analysis. All these businesses seem to be related by Rowland’s huge experience in conducting affairs and by his effective skill in building relationships with African leaders, pursuing the policy of â€Å"investment in people†. But no more corporate-level competences were transferred among Lonrho’s assets, maybe because businesses were too different and Tiny did not want to move key people into new management positions. So from these evaluations, the natural conclusion is that Lonrho’s corporate strategy is an unrelated diversification. In my opinion the corporate level strategy in itself was good (exhibit 1 and 2: high revenues until 1991), but the way in which Rowland managed it was totally wrong. The main strength in its extreme diversification, was the reduction of the risk among the firm’s businesses. However, this is not enough to make the evaluation positive because there were also several negative aspects. Starting with corporate governance, the first big problem was the lack of power by board’s members: Tiny surrounded himself with â€Å"yes-men† and he, not the board, decided what to do in case of critical issues. So the entire conglomerate was managed by a man who used to define himself as an entrepreneur and not a manager. Besides the level of control was low, if we consider that Lonrho was a big and really complex company. Moreover, and here we have the second big problem, among Tiny’s investments, several ones defected in economic rationality. For instance, he became interested in trophy investments, only to gain prestige (that the company couldn’t exploit properly because corporate relatedness was low) although they may have been loss making. Finally, the firm was facing huge cash flow problems, due to large headquarters’ payroll, an inefficient dividend policy and Rowland’s excessive lifestyle. All these issues contributed to destroy the level of revenues and profits over the years and conducted to the only practicable way: an internal restructuring of assets. What future direction(s) should Lonrho take in terms of its corporate-level strategy? The two main options that Lonrho has for come out to the crisis are move in the direction of focusing the business, or continue as a conglomerate. Most important, the company must immediately start a corporate restructuring strategy. The main purpose should be the limitation of losses, instead of the value and profitability creation. Lonrho could pursue this restructuring strategy both in related business lines and in country groups. For related business lines, hotel and general trade segments were cyclical, capital intensive and they were performing below average, so the firm should try to sell its remaining assets to other companies. Regarding country groups, exhibit 2 shows that in United Kingdom, Europe and America, Lonrho was not doing well, so the board should find a way to leave these areas. With this easier structure, now the firm has to take a definite position. i) A business focusing means that Lonrho will concentrate only on one of the three businesses left. Sugar represented 6% of Lonrho revenues and 18% of operating profit in 1996, and despite low production costs and an access to a favourable mix of markets, this seems the most suitable for being abandoned, just because is the smallest asset in the company’s portfolio. Lonrho Africa is diversified both geographically and in business lines. With an operating profit of ? 52 millions, is a valuable segment, but with Tiny no longer in the picture, Lonrho do not have a real Africa specialist. Finally the mining segment is the most important asset for the firm, because represented 22% of 1996 revenue and 41% of operating profit. In my opinion, if the company has to make a choice, this could be the right market to sustain. Some investments are required for Ashanti Goldfields in Ghana and to improve the export capacity of Duiker mining subsidiary in South Africa. However, if Lonrho will be focused only on this business I think that it will have the types and levels of resources and capabilities needed. Nevertheless I do not think that this corporate strategy is the best. This strategy is mainly concerned with making choices among the last two alternatives. So the corporation would be constrained to relinquish the enormous promise of African continent, or the 41% of mining profit if it chooses to focus in Lonrho Africa. ii) The firm can continue as a conglomerate but for the reason said above, also in this case Lonrho should leave the sugar market. Now we have two businesses left and I would like to make a comparison with the Boston Consulting Group chart. With this corporate strategy, the firm could use mining as a â€Å"cash cow† market, trying to exploit the high percentage of the revenues that comes from the asset. Than it can use this cash flow in Lonrho Africa, a proper â€Å"star† market, with its enormous promise but also with a lot of investments needed. So with its management expertise, technical skills and a respected name, mixed with new financial resources, Lonrho could undertake some projects in Africa that few other firms could. I think that these are the right actions that the firm should take in term of corporate strategy.

International Business Cultural Diversity Management Essay

International Business Cultural Diversity Management Essay You are required to assist the work of TATA Ltd. One of the worlds most dynamic and trusted business conglomerates,  Tata  has more than a century of experience in the UK and a growing presence in several business sectors. The company wants to improve its efficiency throughout its divisions and believes that using cultural diversity factors may be the key. 3). Cultural Differences are held responsible for many failures in mergers and acquisitions (MA). Critically discuss which business aspects are likely to be affected. Managing and working with multicultural teams requires an understanding of cultural diversity to create an effective team. Critically discuss the issues This essay will discuss about Tata, their MA, the impacts of cultural differences and the different aspects they have to consider to build an international team. Usually used under the name of MA (Mergers Acquisitions), this term refers to a consolidation of companies. Merger is a strategic alliance whose the aim is to create a new entity. An acquisition is the fact to acquire a new company by purchasing it. Tata wants to improve its efficiency throughout its divisions and believes that using cultural diversity factors may be the key. Tata is an Indian group founded in 1868 by the Indian entrepreneur Jamsetji Tata and currently run by the Irish businessman Cyrus Pallonji Mistry. Nowadays, Tata is a powerful international group operating in more than 80 countries by a diversification strategy (thanks to the MA). The groups activity is divided into numerous sectors, for instance: technology, cars, services, electricity, consumer products, beverages, steel, materials and chemicals. Indeed, this international group has acquired since about ten years numerous companies which have cost altogether several milliards of dollars. These are the main takeovers: Tetley Group (UK) in 2000: tea Regent Hotel (Indian) in 2002: hotels Hughes Telecom (Indian) in 2002: telecom Daewoo Commercial Vehicle Company (Korean) in 2004: cars NatSteel Asia (Singaporean) in 2005: steel Brunner Mond (UK) in 2005: chemicals Eight O Clock Coffee Company (USA) in 2006: coffee Jaguar and Land Rover (UK) in 2008: cars Source: Tata Group 2012 Tata wants to improve its performance thanks to MA but to reach that goal; it has to consider that cultural differences affect numerous business aspects in this kind of strategic alliance. For Adler and Gundersen (2008), cultural differences may have positives and negatives effects on a multicultural teams performance. Indeed, the cross-cultural differences are linked to performance. The cultural differences are one of the most important features to take into account to succeed in a M&A; maybe the most important. The culture is complex; it is a shared system of attitudes, beliefs and behaviour. Nowadays, the business is globalized and international; we can almost talk about a business culture run by the globalization (Hopper, 2007). Indeed, the world is not becoming smaller but people and their culture are moving closer. Tata has to understand that ignore the cultural differences would be a terrible mistake: the MA would not work or would not be as effective as expected. Tata should not make the same mistakes than the Merger between Chrysler (American) and Daimler-Benz (German) in 1998. It is a well-known example of how cultural differences can be held responsible for a failure in a MA. According to Vlasic and Stertz (2001), the main cause of this failure was the cultural differences. Indeed, Chrysler and Daimler had the same objectives but the cross-cultural gap between both was too deep and not enough considered to succeed (Schneider, 1997). Strategically, the merger was a good deal for both. However little by little, the cultural differences have led the merger to failure. This strategic alliance finished by an important economical (more than half a billion dollars) and social cost (redundancy). This example is the perfect proof than cultural differences badly assimilated can bring a MA to poor productivity and sometimes failure. Many mergers and acquisitions fail. Indeed, the average rate of failure is between 40-80%. According to Trompenaars and Asser (2010), it varies between 20% and 33%. Stahl and Voigt (2008) say that this rate of failure is relatively high and the impact of cultural differences remain most of the time, badly assimilated. Shareholders have tendency to underestimate the cultural factors in mergers and acquisitions. For Ferraro (2002), one of the biggest mistakes is to think that if a person is successful in his job, he will necessarily succeed in an environment culturally different. According to Harris and Moran (2000), culture acts on communication, strategies, relations, organizations and structures. Indeed, the cultural differences affect numerous business aspects such as organisation, financial performance, negotiation, communication, ways of getting work done, the human relationships, the time, the environment and the management. Insufficient awareness of cultural differences may provoke damages. (Trompenaars and Hampden-Turner 1997, p. 10). In fact, cultural differences badly mastered can lead to: misunderstandings, incorrect exchange of information, ruined negotiations, loss of sales, poor labour relations, a loss of talented employees, limited co-operation, hostility and rivalry. (To change: Sian Taylors lesson). Joynt and Morton (1999) state that the cultural differences have a strong impact on the organisation. In fact, a MA may provoke numerous changes in the organisation structure. When there are hierarchical and organisational changes, the shareholders may have some difficulties to agree with the opinion or the status of the new colleagues. It may cause tensions and frictions between them. The human resources services and the management team field have an essential role to play in this kind of strategic alliances. (Source bad example to extend and to change) Culture has also a strong impact on the productivity. The cultural aspects may affect numerous other business aspects which influence indirectly on the performance of the MA in particular making benefits (Stahl and Voigt, 2005). For them, To increase effectiveness across cultures, training must be the focus of the job, while education thought of with reference to the individual, and development reserved for organizational concerns.(To change?) Culture differences badly assimilated product poor results and performance. However, the relationships between the MA performance and the cultural differences are not as easy as it could seem. (To Change and extend) King et al (2004) state that despite decades of research, what impacts the financial performance of firms engaging in MA activity remains largely unexplained. (To change?) The negotiation is also an aspect affected by the cultural differences. For instance, bad master of the culture or the local customs can lead to misunderstandings and confusions (Schein, 1993). It involves the meetings, the contacts and all the components of the negotiation between two interlocutors culturally different. Each culture has its own way to negotiate even though certain are similar. For instance, the Indians employees of Tata are used to negotiate because it is something daily and at every moment of the day in India. They rarely say no by politeness and sometimes their answer may seem unclear, that is why, a foreign negotiator should be able to decode the non-verbal language to know what they really think (such as cross legs or arms). (relation with Tata? + bad example) Another aspect that can be a problem is communication. Javidan and House (2002) state that during a MA, cultural differences may have negatives impacts on communication. For instance, Tata took this aspect into account for the acquisition of Jaguar and Land Rover. The Indian group had to retain a good communication with the employees of Jaguar and Land Rover. According to Schein (1993), in a business, the dialogue is primordial. In fact, it enables to transmit the information in order to be accurate and effective. It affects numerous fields such as: the management of people, negotiation, meetings, contracts, socialising, presentations, and advertising. During a MA, the communication is a determining factor: of success or failure (Trompenaars and Asser 2010, p.10). According to Stahl and Voigt (2008), in MA, the culture strongly impact the ways of getting the work done such as the levels of formality, tolerance of risk and methods of decision making (Communicaid 2008). In fact, each culture has his own way to do the job. Tata has to consider this fact, in particular for MA with other cultures like European (Tetley group (UK)) or American (Eight O Clock Coffee Company). Cultural differences may be barriers to the performance when they negatively impact the relationships between people and especially between the employees (to extend) of a MA. In particular, the way of dealing with conflict (To change). Often, people have a fixed idea of a particular type of person or thing, it is called a stereotype. Culture is like an iceberg. At the top, the elements we can see physically such as the behaviour, the clothing and the food. Whereas underneath, there is all the things we cannot see at the first sight such as meanings, beliefs, attitudes and values. Many human beings are influenced by their cultural roots which are very often transmitted by the family. (Too change, Sian Taylors lesson). Cross-cultural difference can have negative impacts on the human relationships (Javidan and House, 2002). According to Kleppestà ¸ (1998), we may see sometimes, the creation of in-group and out-group. (too extend). A bad entente between employees has for main consequenc e the fall of productivity. Indeed, the difference of culture does not simplify the relationships, especially when shareholders have to make important and essential choice. The cultural differences divide more than they gather, which might be problematic when shareholders have to take a single and common strategic decision. In fact, the human behaviour is an essential feature to take into account. Tata has also to take into account the time. Indeed, it is influenced by the cultural origins and determinant in the success of a MA. It can have important influences on the planning and on the way of how people manage their time. For Harris and Moran (2000), the definitions of time vary according to the culture, some are exact and others are relative. According to Trompenaars and Hampden-Turner (1997), primitive societies just consider the matter of the before and the after whereas the educated societies judge the matter of time differently. For them, the time is an infinite succession of event. (To change) For instance, Tata purchased Jaguar and Land Rover which are British companies. Both cultures have a different on the notion of time. Tata is an Indian group and culturally their relation with the time is more relax and less in a rush than the European philosophy. For example, the Indian group would not hesitate to spend a long time to meet their employees whereas the British wou ld do it as quick as possible. All the more than Tata has always considered importantly the social aspect with its employees. Moreover, one of main cultural difference is the attitude of people with the environment. Some cultures have more importance for their own human-being life rather than other cultures attach more importance to the world in general than to the individuals.(To change) (Trompenaars and Hampden-Turner, 1997). Harris and Moran (2000) say that persons culturally different live and organize their environments in their own specific way. However, Tata has to know that a team composed of different cultures may have numerous potential benefits. Indeed, culture is also an opportunity and a source for the Indian group of competitive advantage. (Sian Taylor, Too change) Cultural differences may also have positives impacts on multicultural teams only if they respect certain conditions. In fact, diversity can lead to higher performance only when members of the group understand each other, and can combine and build on each other thoughts and ideas (Chell, 2001). (To change, Sian Taylors course). Cultural differences in the same organisation can also a great opportunity. (too extend)(source) Define culture is necessary to well understand what are the cultural diversities and which impacts they have on performance. For Hofstede (1980), culture is the interactive aggregate of common characteristics that influence a groups response to its environment. Cultural differences change the way people solve problems. In fact, Trompenaars and Hampden-Turner (1997) say that we can differentiate every culture individually by the way they solve problems. The cultures distinguish from each other by the specific solutions they use when there is an issue. For instance, two groups of students have an essay to hand in for a due date. The first group is French and the other one is American. Both groups are late but they react differently because they are culturally different: the American group will reach the deadline and scarify the quality whereas the French group will go over the deadline and try to improvise. According to Chell (2001), the synergy in a multicultural team can improve significantly the performance and increase benefits. A multicultural team in which members live well together will be more productive and effective. Indeed, the cultural differences can create potential competitive advantages such as a better productivity, innovation, learning or ambience. It may also increase the productivity. Indeed, in a same situation, employees culturally different can have different way of thinking and therefore bring several solutions and improve the performance (Adler and Gundersen, 2008, p.134). In fact, multicultural team means wider range of opinions, ideas and consequently encourage the innovation. According to Adler and Gundersen (2008), this creativity enables to find better solutions to problems, take better decisions. Moreover, Chell (2001) think intercultural team is strength for a team. In fact, different nationalities enable to master different languages and consequently a bigger flexibility geographically and linguistically. Moreover, being cultural different may also enable to learn new things such as another way of managements or another ways of getting the work done. A multicultural team were the members understand each other enable to have a better ambience in the firm. The role of the manager has a strong impact on the ambience which is an essential feature to reach the synergy (Adler and Gundersen, 2008). If Tata wants to succeed in a MA with cultural differences, they should consider how to organize and manage an intercultural team. Managing and working with multicultural teams requires an understanding of cultural diversity to create an effective team. A multicultural team needs some features essential to be successful for example: the motivation to communicate, a good relationship between each members and a reciprocal respect. (To change Sian Taylors courses) Additionally, Tata must be aware of the role of the manager: it has changed due to the new cultural diversity in a same team (Harris and Moran, 2000). Nowadays, he must be skilful, master several languages and know the cultural features of his employees and the shareholders. The role of the manager is also to avoid the cultures shock and cultures clashes between the employees. According to Ruben (1983), the multinational manager should have seven skills to gather the employees strengths and bring them to the performance: tolerant, respectful, have good interpersonal skills, not to be prejudiced against people, feel empathy, observant and persevering. For Trompenaars and Asser (2010), the managers have a tendency to focus on the results of deal rather than the way the people reach together these objectives. The human dimension and the cultural differences are unfortunately used to be underestimated in a merger or acquisition. They are in particular ignored by the managers who prefer f ocus on results and performance rather than the way the job is done. Moreover, the notion of feedback (between manager and employees) is essential to fix the differing and underline the good things. Indeed, their first objective of the manager is to reach the synergy: to gather all the shareholders and bring them to an only and same goal with this kind of tools. Furthermore, the cultural differences strongly affect the way of managing people. Indeed, MA often involve the mix of firms and consequently, the mix of employees who are sometimes culturally different. Especially because culture is not something we cannot figure out at the first sight; it is something inside us. Trompenaards and Hampden-Turner states, it is not on surface but deep in every person. (Too change p.3). According to Tylor (1924), culture is not something simple or limited to one dimension in one field, it is the entire contrary. Indeed, he states that the culture is composed by numerous components such as: habits, language, religion, belief and morals. To create an effective team, the team have to understand the culture of each member and learn cross cultural knowledge (Harris and Moran, 2000). The creation of a multicultural effective team takes time because the manager must make aware each members of his own culture (Chell, 2001). One of the essential points is to resp ect the others cultures and the fact to be different because the culture takes an important place in peoples lives. Understand another culture also means be respectful about these differences. In fact, Chell (2001) say that the members have to have in mind that there is no dominant culture and everybody is equal whatever his origin. Indeed, according to them; we have to master early our culture before learning to know all the features of another one. Schein (1993) said We have to learn to listen to ourselves before we can really understand others. It is called the polycentrism: attempt to overcome your own cultural assumptions and to develop openness towards other cultures (To change course Sian Taylor). At the contrary the worst behaviour to adapt is to be ethnocentric: to look the word only through my own culture. (To change) Moreover in multicultural team, some cultures are more likely to fit with one than another. In a globalized world, the cross-cultural relationship has change d the way of managing a team. To conclude, Tata must be conscious that intercultural issues not well mastered may lead to poor productivity and performance. The cultural differences can affect negatively the business aspects and the performance. However, an effective multicultural team can have a positive impact on the performance. Indeed, if the cross-cultural differences are considerate and if the members collaborate, the cultural differences may become a great opportunity for the Indian group. Moreover, the future of a MA depends on the ability of a multicultural team to gather their strengths in the same project even if they are culturally different. That is why the role of the manager is crucial. Indeed, bring a multicultural team to the synergy is the main aim and role of the management team. Tata has to focus on the fact that diversity can lead to higher performance only when members of the group understand each other and work together.

French and British Colonialism Bibliography usage :: essays research papers

Topic: What were the legacies of French and British colonialism in Sub-Saharan Africa? How similar/different were those legacies? Paul Nugent. (2004). Africa Since Independence. Palgrave Macmillan This is a comparative study of the different trajectories and experiences of independent African states. It addresses the differential legacies of British, French, Portuguese, Belgian and Spanish colonialism as well as the unique qualities of imperial Ethiopia and Liberia Richard Hughes (2003). Capricorn: David Stirling's African Campaign. Radcliffe Press Capricorn is the story of a small band of idealists in the decade before independence that believed a future without racial discrimination would allow the countries of east and central Africa to prosper. Story wises the effects of the turbulent history of post-colonial Africa and its disappointment to idealists and to politicians who hoped for peace in countries free of European control. Retrieved July 2004 from: Nicholas Pederson, ACDIS-Arms Control Disarmament and International Security, French Colonialism in Africa at: www.acdis.uiuc.edu/Research/OPs/Pederson/html/contents/sect3.html This series paper details France’s need for uranium, a resource made an advantage to France by its colonialism in Africa. The paper also details the events of Africa’s largest and longest lasting colonial empires in history-the French Colony. Details factors involved in the decision to pursue African based colonies and details the ideas involved in assimilating and associating the African people into French culture. Retrieved July 2004 from: Nicholas Pederson, ACDIS-Arms Control Disarmament and International Security French Colonialism In Africa Post-WWII at: www.acdis.uiuc.edu/Research/OPs /sect4.html The paper details the beginning of the end of French Colonialism in Africa by Charles de Gaulle creation of the Fifth French Republic in 1958 and his coming to power. Retrieved July 2004 from: University of Nothern Iowa, Geographic Alliance of Iowa: Standard Four: The Human Characteristics of Nigeria at: www.uni.edu/gai/Nigeria/Background The article details the events of Nigeria’s creation through British colonialism. Also details the legacies left behind in Nigeria such as the English language, culture, and presents a balanced view of Nigeria’s stereotypes and truths. Linguistic and the Political Geography of Nigeria are also detailed. Retrieved June 2004 from: University of Maryland. ICONS Americas Transatlantic Connections at: http://www.icons.umd.edu/americas/afr-am.htm The article highlights the differences between administrative policies of British colonialism and Latin, French policies. Very brief and to the point but also contains links to Organization of Africans in the Americas(Europe). O. Patricia Cambridge, Ph.D. (2000) Africa Untold. Ohio Univeristy Detailed similarities of the effects of European colonies on Africa’s Religion, Politics, Economics, Women, Children, Men and Kinship.

The Importance of Early Childhood Cognitive Development Essay -- Biolo

The Importance of Early Childhood Cognitive Development America has many programs for graduating students that are involved with education and children. While any college student can appreciate education, I suspect that few understand the importance of early childhood development. Having committed to apply for a position in Teach for America, I want to better understand why it is so important to "get 'em while they're young." In 2001, the US Department of Education, Academy of the Sciences, and the Foundation for Child Development conducted a study on early childhood development. Several interesting, scientific ideas and trends on childhood development emerged from the study. The questions surrounding this research were: how important is the early life of a child? What early years are most important? Why are later years not more important? In order to better plan education policy, discussing these questions is necessary. The portion of the study I find most convincing is that regarding neuroplasticity. Neuroplasticity, or brain plasticity, is the brain's ability to reorganize neural pathways based on new experiences. (1) Simply put, every day we experience and learn new things. In order to incorporate this new information into our brains, the brain must reorganize the way it processes that information. Thus, as we learn things, the brain changes. Neuroplasticity is important because, while it continues throughout the life of every individual, it is closely linked to the rate of brain development/growth. During rapid periods of brain growth, synaptic pruning occurs. Synaptic pruning is the elimination of synapses in the brain that are weaker facilitating growth of a stronger, more efficient brain. (2)As the brain grow... ...ost beneficial not only for their education, but also for the physical development of their brains. This information is useful in many fields of study- the sciences, sociology, political science, law, etc. Neurosciences still have much to develop on early childhood cognitive development. However, presently, the information seems to facilitate the creation of a proper education for young children. References 1)Neuroscience Consultant, Prepared by Erin Hoiland http://faculty.washington.edu/chudler/plast.html 2)Synaptic Pruning in Development, Online Version of a Text http://citeseer.nj.nec.com/cachedpage/116010/2 3)Eager To Learn , Study, Online Version of Text http://books.nap.edu/books/0309068363/html/37.html#pagetop 4)US Department of Education , President Bush's Initiatives http://www.ed.gov/admins/lead/read/ereadingsbr03/edlite-slide9.html

Waste Land Essay: Truth through Complexity :: T.S. Eliot Waste Land Essays

The Waste Land: Truth through Complexity The basic method used in The Waste Land may be described as the application of the principle of complexity. T S Eliot uses a parallel structure on the surface to develop an ironic contrast, and then uses surface contrasts in a parallel form. To the reader, this gives the effect of chaotic experience ordered into a new whole, though the realistic surface of experience is faithfully retained. The fortune-telling of "The Burial of the Dead" will illustrate the general method very satisfactorily. On the surface of the poem the poet reproduces the patter of the charlatan, Madame Sosostris, and there is the surface irony: the contrast between the original use of the Tarot cards and the use made by Madame Sosostris. But each of the details (justified realistically in the palaver of the fortune-teller) assumes a new meaning in the general context of the poem. There is then, in addition to the surface irony, something of a Sophoclean irony too, and the "fortune-telling," which is taken ironically by a twentieth-century audience, becomes true as the poem develops--true in a sense in which Madame Sosostris herself does not think it true. The surface irony is thus reversed and becomes an irony on a deeper level. The items of her speech have only one reference in terms of the context of her speech: the "man with three staves," the "one-eyed merchant," the "crowds of people, walking round in a ring," etc. But transferred to other contexts they become loaded with special meanings. To sum up, all the central symbols of the poem head up here; but here, in the only section in which they are explicitly bound together, the binding is slight and accidental. The deeper lines of association only emerge in terms of the total context as the poem develops--and this is, of course, exactly the effect which the poet intends. The poem would undoubtedly be "clearer" if every symbol had a single, unequivocal meaning; but the poem would be thinner, and less honest. For the poet has not been content to develop a didactic allegory in which the symbols are two-dimensional items adding up directly to the sum of the general scheme. They represent dramatized instances of the theme, embodying in their own nature the fundamental paradox of the theme. We shall better understand why the form of the poem is right and inevitable if we compare Eliot's theme to Dante's and to Spenser's.

Conflict with “Macbeth” and “World War Poetry” Essay

During this essay I am going to write about the many diverse ways in which conflict is presented in William Shakespeare’s Macbeth and Wilfred Owen’s Poetry of World War 1. I will be comparing the ways in which Macbeth and 3 poems written by Owen; Mental Cases, The Next War and Dulce Et Decorum Est, link with each other. Macbeth is a play written in 1606 by Shakespeare who wrote plays to entertain his audience. On the other hand, Owen was a soldier in World War 1 when he wrote famous poems; he wrote them to tell us about the tragedies of war and he expressed his thoughts and feelings about war and conflict. Owen’s poems are influenced by his own experiences of war. In Macbeth the conflict shown by Macbeth and the other characters, gives us an idea of how Macbeth’s rivalry between certain characters in the play depicted the whole play itself. For example, Macbeth’s conflict with King Duncan shows how Macbeth was such an easy target for the witches bec ause they predicted he would be the next Thane of Cawdor which came true, then they predicted he would be the next King, but when Duncan announced Malcolm to be the next heir to the throne, Macbeth become insecure and had the thoughts of killing Duncan. â€Å"I have no spur to prick the sides of my intent, but only vaulting ambition which o’erleaps itself† – Macbeth’s excessive ambition is like a horse that tries to jump too high but it falls on the other side of the fence, also Shakespeare uses a metaphor to describe Macbeth’s ambition as ‘vaulting’ like a horse. Shakespeare brings the idea of Macbeth killing Duncan to life. Similarly, Wilfred Owen presents the conflict in his poems in ways which he relentlessly unveils the full scale of the war’s horrors. For example, in Owen’s poem ‘Mental Cases’, the conflict the soldiers have with the violent conditions they had to live in, Owen presents the mental torment suffered by the patients in this poem. He uses the simile â€Å"like a wound† to show that their wounds are still fresh and present in their minds. The words such as ‘blade’ and ‘bleeds afresh’ suggest that they have be en brutally ripped open by the conflict happening in their minds. Owen’s poem ‘Mental Cases’ shows us the mental anguish the soldiers had to go through during the World War. He uses the simile â€Å"baring teeth that leak like skulls, teeth wicked† to describe the soldiers as skeletons because they’re half dead from fighting continuously in the war; this shows how the poems title ‘Mental Cases’ links with the whole concept of the soldiers being half dead because their minds have been taken over by  the trauma of the war. â€Å"Batter of guns and shatter of flying muscles† – the use of violent imagery to emphasise the way in which the soldiers are continuously surrounded by gun-shots (‘batter of guns’) and dead bodies (‘flying muscles’). â€Å"Dawn breaks open like a wound that bleeds afresh† – Owen uses a simile, also a personified phrase to highlight the way the soldiers wake up to constant violence around them. Wilfred Owen uses words such as ‘skulls’ to show that the soldiers were like skeletons; half dead. Also he uses ‘ravished’ to give more power to the poem, to demonstrate that the horrors have taken over the soldiers’ minds. This poem links with Macbeth due to the way in which Macbeth is mentally tormented because of the crimes he’s committed which are now acting upon him, just the way the patients are mentally tormented because of the tragic war. Shakespeare uses the personified phrase â€Å"art th ou not fatal vision sensible to feeling as to sight?† to accentuate that Macbeth can only see the dagger in his mind but it’s not really there. â€Å"Here’s the smell of blood still, all the perfumes of Arabia will not sweeten† – Shakespeare manipulates the use of the senses to show that Lady Macbeth is saying that there is no perfume of this world which shall ‘sweeten’ our sinful hands; which emphasises that Lady Macbeth still thinks about the murder of King Duncan. Shakespeare also uses the simile â€Å"that not look like inhabitants o’the earth† to show that the witches aren’t humans; they don’t belong to the earth. â€Å"If it were done when ‘tis done, then ‘twere well it were done quickly† Shakespeare presents the idea of past and present; to kill Duncan quickly would be better. â€Å"Thy bones are marrowless, thy blood is cold† – Macbeth says to the ghost of Banquo; he has no marrow in his bones, his blood is cold. Shakespeare uses words such as ‘fatal’ to show the mental torment Macbeth is going through whilst h e sees the dagger in his mind. Also he uses ‘inhabitants’ to describe the way the witches look; they don’t look like they live on earth. In Owen’s poem ‘The Next War’ he presents the inner conflict of the war because the poem is based on the idea of not being afraid of death but getting used to the fact that death comes everyday to them. In the beginning of the poem Owen has written a quote from Siegfried Sassoon â€Å"war’s a joke for me and you, while we know such dreams are true† – this is an unusual sonnet because sonnets are usually on love and romance, but this one is on war. Owen uses personification like â€Å"out there we’ve walked quite friendly up to Death; sat  down and eaten with him, cool and bland† to emphasise that mostly all the soldiers are used to seeing people die and when death comes its normal for them. Also Owen describes death as ‘cool’ and ‘bland’ – these are oxymorons because they have an unusual perspective of war. â€Å"He’s spat at us with bullets and he’s coughed† – Owen u ses personification to show how death has tortured the soldiers. Owen uses many language techniques to bring the idea of welcoming death to the soldiers’ lives. Wilfred Owen uses words like ‘courage’ to emphasise the soldiers’ characters. Also he uses ‘green thick odour’ to represent the ‘odour’ as the poisonous gas that caused many soldiers’ deaths. This poem links with Macbeth because in this poem Owen talks about the courage these soldiers had and how they got used to seeing their men die all the time, however, in Macbeth, Macbeth is looked at as ‘brave Macbeth’ who has ‘disdaining fortune’ because he won the battle for Scotland and was looked at as a hero. â€Å"For brave Macbeth – well he deserves that name – disdaining fortune, with his brandish’d steel† – Shakespeare describes Macbeth as a courageous warrior. However, during the play we find out that Macbeth has planned to kill Duncan, but then feels a slight regret in going fourth with the murder â€Å"we will proceed no further in this business. He hath honour’d me of late, and I have bought golden opinions from all sorts of people†. In this scene, Lady Macbeth attacks Macbeths manliness and makes him feel like he less of a man â€Å"And live a coward in thine own esteem†. â€Å"But screw your courage to the sticking place† – Shakespeare uses a metaphor here to show the power in which Lady Macbeth has; she wants Macbeth to tighten his courage to the limit, so he can go fourth and kill Duncan. Lady Macbeth tries to convince him by calling him a ‘coward’ and unmanly. Macbeth is convinced enough to murder Duncan which eventually lead to his own down fall. ‘Dulce Et Decroum Est’ meaning ‘Die for Your Country’ is another famous poem of Wilfred Owen’s where it links to battlefield conflict and inner conflict. The poem is based on the whole concept of war, and how the soldiers fight for their country throughout the world war. â€Å"Bent double like old beggars, coughing like hags† – Owen uses two similes to describe the soldiers as ‘beggars’ and ‘hags’, due to the way they live in. â€Å"Men marched asleep† – this use of characterisation brings to life the way in which the soldiers were continuously marching during their days, and nights. Owen also uses an oxymoron to bring sarcasm into the poem  Ã¢â‚¬Å"of gas shells dropping softly behind† – gas shells are usually very loud and dangerous but Owen makes out the gas shells were ‘soft’. â€Å"As under a green sea I saw him drowning.† – a metaphor to describe the poisonous gas, and Owen’s persona of his friend drowning in the gas. â€Å"Guttering, choking, and drowning† – the use of onomatopoeia gives effect of the way in which Owen presents the conflict of the war. Owen also uses personified techniques to show the inner conflict of how the soldiers’ minds were taken over by the tragic war â€Å"If you could hear, at every jolt, the blood† – the effect that Owen uses to ‘hear the blood’. Owen gives the impression that these soldiers are broken and describes them to be helpless. Wilfred Owen uses words such as ‘deaf’ from the gun shots and bombs and ‘blind’ from the tear gas and smoke; he uses pitiful language to reveal the reality of war. This poem links with Macbeth, because Owen talks about the way in which the soldiers die for their country and linking back to Macbeth, he fought a battle for his country. However, the soldiers in the poem are described as ‘beggars’ and ‘hags’, on the other hand, Macbeth is described as ‘brave’. Macbeth has a higher reputation because he had killed the enemy of King Duncan’s. Shakespeare describes the nature of war as if it is a game or a sport â€Å"doubtful it stood, as two spent swimmers that do cling together† – using the word ‘swimmer’ relates to sport and ‘doubtful’ makes them want to try harder and think of swimming where they are pushing the water away racing to the finish line makes the reader create a picture of Macbeth and Banquo slashing away with their swords creating a sea of dead soldiers and blood behind them fighting their way to glory. It is only at the end of the play that Macbeth finally discovers his fate; after being told that Macduff had been, â€Å"untimely ripped from his mothers’ womb†. Macbeth describes the witches as â€Å"Juggling Fiends† Macbeth is accusing the witches of deliberately juggling their words so that he could not understand them. This is a clever quote as Macbeth has just realised his life is in ruins, but the audience knew this earlier. The witches have changed Macbeth from a brave warrior to an evil, murderous, traitor, underlining the conflict of good and evil. â€Å"By the pricking of my thumbs, something wicked this way comes† – this quote is significant as it illustrates the change in Macbeth throughout the play, now even the witches consider Macbeth to be evil. However, when looking at the path of destruction that Macbeth has left behind him it isn’t very  surprising. Just one man driven by his ambition to be king has led to a chain reactio n of murders. There are many important conflicts in Macbeth, like the conflict between Lady Macbeth and Macbeth, the conflict between the good which is represented by Macduff and the evil which is represented by Macbeth, and Macbeth versus himself, his inner struggle, and all of those conflicts lead to Macbeth’s down fall. Shakespeare gave a truthful, but interesting effect to show war and conflict in that time and age of Shakespeare. There are also many significant conflicts in the World War 1 which Wilfred Owen wrote about in all of his famous poems, like the conflict between the soldiers and death; the way in which the soldiers have to welcome death because it’s likely they will die. This conflict leads to the soldiers becoming mentally tormented. Owen always revealed the truth about war and conflict.