A Blue Print for Academic Success free essay sample

Many students can recall standing in front of their kindergarten class and reciting the alphabet. We all have faint memories of repeating the order and pronunciation of each letter after our teacher. We learned to emulate our instructors with perfection, knowing that it-imitation- was probably the best way to succeed in the modern American educational system. If a person said the alphabet in the wrong order or didnt recognize the difference between an â€Å"A† or a â€Å"P†, they probably would be deemed â€Å"below average† or â€Å"dumb† or worst of all, â€Å"mentally challenged†. As good as another year of â€Å"nap time† may have sounded to me at the age of five; I refused to bare the stigma of being â€Å"special† or different, which had a very negative connotation at my catholic elementary school. I suppressed my intellectual curiosity and made sure I conformed to the kindergarten norms, but one day I stepped outside of my boun daries and asked my teacher a question that literally changed my perspective of the educational system. We will write a custom essay sample on A Blue Print for Academic Success or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Before class could start its daily chanting of the alphabet, I threw my hand in the air and waved it frantically until the teacher noticed me. She called my name and I sat up in my chair and asked in a nervous fashion why did â€Å"a† come before â€Å"b†. The entire class responded with laughter and the teacher gave me a puzzled look. She put her head down as if she had to think, then rose up and told me to stop asking â€Å"silly questions†. I swallowed hard and felt tears build in my eyes as the class began to roar with laughter once more. Embarrassment overwhelmed me and my teacher began to give a spiel on how asking dumb questions interrupted the learning process. I unthinkingly hollered out that I only wanted to know why. She squeaked furiously â€Å"That’s just the way it is!† and demanded that I be content with her answer, but it was too late. I had an instant paradigm shift and refused to accept her erratic answer. I suddenly became driven to understand why things happened, how things happened, and when things happened. I began seeking knowledge and understanding instead of memorizing, emulating, and regurgitating what someone else told me. I entered a new realm in which I valued my intellectual curiosity even when others may have found my ideas radical. I also realized that everyone was unique in their own way and that my individuality defined my purpose in society. However, my school, like others, still tended to shun individuality and praise uniformity. Since I chose to venture from the average thought process of child, my teacher scolded me for my critical thinking instead of valuing my ambition to learn more than required of me. For some reason, some schools are operated like factories that are attempting to mass produce the â€Å"ideal student†. When a student steps out of the mold or doesnt fit the pre-designed â€Å"blueprint for academic success†, they immediately become a threat to the school s â€Å"educational conveyor-belt† and are dropped into the â€Å"faulty product bin†, which is usually detention or special education classes. However, this attempt to create a utopian educational system would deter the progress of innovation and bring creativity to an abrupt halt. Intellectual curiosity is the foundation for creativity and creativity is basis for innovation, which is usually linked to progress. If no one ever thought outside the box then progress in all disciplines would cease. For instance, imagine an art instructor telling Leonardo Da Vinci that his painting didnt adhere to a certain guideline or J.K. Rowlings high school English teacher telling her that her storyline wasnt organized correctly. These are perfect examples of how discouraging creativity can lead to destroying innovation. How can anything â€Å"new† come into existence if someone doesnt think â€Å"beyond† what concretely exist now? Therefore, many schools must cease wit h the idea that human beings can be educated through a prepackaged curriculum that is universal and always works for every single student.

Livingstones Pygmalion in Management

Livingstones Pygmalion in Management Livingstone’s article talks about how managers can influence their employees positively at the workplace. The article talks about the impact of managerial expectations on a firm’s performance. Livingstone emphasizes that a manager’s expectations has a direct contribution to the production levels a firm achieves.Advertising We will write a custom essay sample on Livingstone’s Pygmalion in Management specifically for you for only $16.05 $11/page Learn More A manager needs to raise the morale of his workers. This makes them self driven to achieve positive expectations that are vested in them. Managers need to encourage competitiveness in their workers. This gives them the passion and motivation necessary to achieve high performance and results. Effective managers understand their employees. This understanding enables such managers to motivate their employees to surpass the set expectations. Managers need to pass on their expectations in ways that improve workers’ attitudes towards work. Workers perform better when they are aware that their manager has confidence in their ability to attain positive results. A manager who strives to excel in his workstation is likely to be emulated by his subordinates and this leads to positive outcomes. Managers need to communicate positive messages and signals which encourage their workers to achieve desirable results. Verbal and non verbal actions of managers communicate different messages to their subordinates which lead to positive or negative output. Apathetic treatment by a manager diminishes workers’ drive to perform which leads to negative results. Indifference by a manager shows that he or she has low expectations in the ability of workers to perform. Managers should not communicate negative messages to their workers as this makes them to be lax in their duties. However, a manager’s expectations must be realistic and achievable to make workers belie ve they can be fulfilled. Setting realistic expectations ensures that workers do not burn out while striving to meet the high expectations of their superiors. Livingstone’s article shows the level of influence managers have on their subordinates within any working environment. Managers need to have positive expectations in individuals working under them to make them confident and self assured of their input. Credible and effective managers should set goals that are realistic and attainable.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This can bring about a transformation in workers’ productivity within their respective work stations. A manager’s success comes from his expertise and understanding of the industry in which his firm is active. Managers need to have the necessary knowledge and skills to make the firms they steer remain competitive in their chos en industries. Livingstone reveals that managers should make strong decisions that push their organizations towards positive development and growth. It is important for managers to be sensitive to the needs of their employees so that they can boost their self esteem. Employees with a strong self esteem display high levels of efficacy in their workstations and this leads to attainment of positive output. Managers should treat their subordinates well to ensure that they meet expectations that have been set. Managers should nurture talented employees to help them focus on how their input can be utilized better to achieve positive results. Managers that have a strong belief in their abilities are able to direct their workers to perform beyond the set expectations. Livingstone’s arguments testify how managers need to inspire those who work under them attain positive outcomes in their work assignments. Workers internalize positive or negative messages from their managers during the ir interactions at the workplace. Effective managers need to have a strong record of achievement. This makes subordinates to view their superiors as credible and effective. Managers need to participate directly in the activities of their firms. This can make them understand the problems and opportunities that exist within industries where their firms are involved. Training and mentoring of talented employees by managers gives them the confidence needed to achieve their individual expectations. Livingstone’s arguments provide a basis for implementation of effective human capital management practices by business organizations. The article reinforces the view that management should treat human capital more important than just a factor of production. The conviction managers have in their own human capital provides a strong foundation through which high expectations in the workforce are achieved. Managers need to sustain positive drive and motivation of their subordinates for them to achieve positive results. The article emphasizes on the need to have motivated and self assured employees in an organization. Employees are motivated to perform better if they are likely to obtain positive rewards.Advertising We will write a custom essay sample on Livingstone’s Pygmalion in Management specifically for you for only $16.05 $11/page Learn More Organizations need established systems that reward workers who achieve impressive results within their workstations. Managers need to evaluate the performance of their subordinates and reward those that excel in their assignments with opportunities for personal and professional growth. Livingstone’s views regarding young employees have credence because they are easily influenced by the actions of their superiors. Positive transfer of expectations by managers to young employees gives them a feeling of being valued by the organization. This drives them to perform exceptionally in their wo rk stations. Livingstone shows the power managers have over their subordinates’ success and how this can be tapped to benefit the organization.

Philosophy subject Essay Example | Topics and Well Written Essays - 1000 words

Philosophy subject - Essay Example The question this scenario presents us students with is whether or not this boy is responsible for his actions. There are many philosophers that have very different answers to this troubling question. For purposes of this exam, I focus on Susan Wolf. Susan Wolf, the author of "Sanity and the Metaphysics of Responsibility," takes Frankfurt's views one step further, combining them with those views of Taylor and Watson. She puts forth the "Deep-Self View"(53), which basically stated, says that there is a deep self, which governs our actions and is influenced by our environment. This deep-self view allows for victims of brainwashing and persons with disorders like kleptomania to not be held responsible for their actions, even though they could have second-order desires about them. The reason for this is that these people's "wills are not governed by their deep selves, but by forces external to and independent from them"(53). Wolf separates desires "determined foreign to oneself from desires which are determined by one's self,"(54) or deep-self. This view allows for some determinism, while also providing a vehicle for a freedom of the will. However, Wolf admits that the deep-self view needs further revision for it to be feasible. The deep-self view would hold someone responsible of their actions every time their deep-self determines a desire not controlled by some external or foreign source. However, Wolf's example of JoJo, the son of a cruel dictator, shows that although JoJo's deep-self may truly want to do what is obviously wrong, he cannot be held responsible for his actions because of his upbringing. This idea is not reconcilable with Wolf's deep-self view at first. However, Wolf adds an addendum to her original hypothesis; namely, that the deep-self view holds true only if the individual is sane. The definition of sanity that Wolf uses the M'Naughten Rule, which states: "a person is sane if (1) he knows what he is doing, and (2) he knows that what he is doing is, as the case may be, right or wrong."(55). If a person were insane, i.e. did not have a grasp of the difference between right and wrong, then they would not be held responsible for their actions. By modifying the deep-self view in this manner, the case of JoJo is reconcilable with the deep-self view in that JoJo does not have an understanding of what is right or wrong, and therefore need not be held responsible for his actions. Wolf then summarizes her view by saying that "in order to be responsible for our actions, the sane deep-self view analyzes what is necessary in order to be responsible for our selves as (1) the ability to evaluate ourselves sensibly and accurately, and (2) the ability to transform ourselves insofar as our evaluation tells us to do so."(57) Thus, Wolf's idea of responsibility is dependent upon our ability to understand the difference between right and wrong and our ability to evaluate and change our deep-selves over time. When applying Wolf's sane deep-self theory to the case about the twelve year-old killer stated above, Wolf would most likely argue that the boy was responsible for h

Resolving Organizational Conflicts in Communication and Team Work Essay

Resolving Organizational Conflicts in Communication and Team Work - Essay Example This report constitutes the process and resolution of consultancy for an organization enmeshed in issues in communication, teamwork, and achievement of organizational goals. Within the organization brew conflicts of interests that spew forth outcomes that drag the organization back instead of taking strides forward as a team. Such conflicts may be constraining factors in the smooth transition in the expansion of the organization. This implies that greater workload and responsibilities are expected. With an objective disposition, the consultant interviewed some members of the senior management team who expressed their concerns for the organization. Armed with this initial information, the consultant dug deeper by studying the issues and researching on possible interventions to resolve them. This paper will provide a background of the organization, the presenting problems, elaboration, and explanation of the concepts from a review of the literature and the resulting recommendations for intervention and conclusion. Adino Drug Detox Trust is a drug rehabilitation center that welcomes drug users who want to turn their lives around from being enslaved from drugs to being drug-free. The rehabilitation clinic helps them in their recovery and reintegration to society. The organization has enjoyed an untarnished national and international reputation for the past 30 years. It is registered as both a nursing home as well as a charity. It provides round-the-clock medical and social care.... He may stay in the clinic for a maximum of 3 weeks of detoxification prior to going through the second phase of detoxification. Within a year, he cannot be readmitted, as he is expected to remain drug free for a long time after his detoxification and when released from the clinic, that is his own responsibility. Besides, there are other clients who need the services of the clinic. The personnel involved in Aldino is composed of teams. The Operational Teams are comprised of the Nursing team, the Social Care Team and the Auxillary support team. The Senior Management Team (SMT) is comprised of the CEO, an Operations Director, Financial Director and an HR director. The SMT holds monthly board meetings. They are answerable to a board of trustees who meet quarterly. Referral Problem Meeting with the chairman of the board, the consultant inquired about the presenting problem of the organisation. The chairman expressed concern and dissatisfaction with the way the management could not agree o n so many things. He observed that there was constant squabbling and disagreements and too much interpersonal friction especially between the CEO and the financial director. The senior management team was always divided and the members manifested more individualistic career ambition than collective goal-setting for the organisation. The chairman noted that there was not enough corporate collegial cooperation. Such issues in communication and teamwork has resulted in low morale for the organisation. With the impending move to expand from a 15 bed unit to a 21 bed unit, and ready to accept additional clients in two month’s time, it is expected that the increased work load may present more challenges to the organisation in terms of workload and decision-making. The board of

Public Law Essay Example | Topics and Well Written Essays - 7000 words

Public Law - Essay Example While the United Kingdom does not have a formal written and codified Constitution, there is an unwritten set of rules comprised of the Acts of Parliament, judicial decisions as well as political practices that form the basis of Constitutional practice within the U.K2. Parliament is sovereign, as articulated by Oxford Professor A.V. Dicey who stated that â€Å"in theory, Parliament has total power, it is sovereign† thereby it is the source of all valid authority.3 Therefore, there is no separation of powers in the U.K., Parliament has been deputed as the supreme authority to make the laws of the land, through the principle of Parliamentary Sovereignty. Further more the Human Rights Act of 1988 incorporated the goals of the European Convention of Human Rights3a within the framework of national law, by including a provision that Parliament legislation is to be interpreted and read in such a manner as to give effect to the goals of the Convention4, while the judiciary has also been given the power under the Act to declare Parliament legislation incompatible with Convention rights5.Wiithin the UK, the European Convention was not directly relevant to statutory interpretation6 until the introduction of the Human Rights Act of 1998.

Strategic management and organisational change

Strategic management and organisational change Introduction IMAX operated at three different industries, and it had done successful in some part of its business, while there were also some weakness for its development. This assignment is going to assess the current situation of IMAX, including analysing the nature and source of its competitive advantage, its sustainable competitive advantage, and future development. The first section will seek to present the nature and source of IMAX s competitive advantage by using appropriate strategy, and the next section will introduce its sustainable competitive advantage. In the final section, some key issues of IMAX s future development will be discussed, and some recommendations will be given as well, which may help IMAX to grow its business in the near future. The Nature And Source Of IMAX s Competitive Advantages Selecting Appropriate Theoretical Frameworks To begin with, there are two primary issues to be discussed. First one is which level of strategy should be used in this case. Basically, a company has two levels of strategies, which are business level strategy and corporate level strategy. Business level strategy concerns how to create competitive advantage in each of the business in which a company competes, whilst corporate level strategy concerns what business the corporation should in and how the corporate office should manage the array of business units. The main difference between these two is that corporate level strategy is what makes the corporate whole add up to more than the sum of its business units (Porter, 1996). IMAX has three different business units, therefore, it could be easily considered that the case more concerns with corporate level strategy. The next issue to be considered is which strategy should be selected to analyse the case based on corporate level strategy. There are two strategies which can be selected, the RBV (resource-based view) and the Positioning School. The RBV is more emphasis on the resources and capabilities controlled by a company as sources of competitive advantage, while the Positioning School is more focus on externally orientated and market driven (Barney, 2008). This case mentions a little about IMAX s market driven, thus there is not enough evidence to use the positioning school strategy for analysing its competitive advantage. In contrast, the case introduce IMAX s hardware, software, financial power, technologies and other special sources, which are helpful for using the RBV to analyse IMAX s competitive advantage. The Nature And Source Of Competitive Advantages Competitive advantage emerges from distinctive resources or capabilities that firms control, that is, something that firms do particularly well in comparison with their competitors (Peteraf, 1993). IMAX has its technology resource, brand image and organizational resource better than other film companies, which can conclude its core competence, therefore it is easy to get IMAX s competitive advantages from its core competence. Technology Resource IMAX has the technological capability to do RD on both hardware and software rather than its competitors in the film industry, thereby its technological capability can be regarded as its core competence. IMAX was founded as the only company in the world that was involved in all aspects of large format films, and its unique technological capability can lead to its first-mover advantage. It used its technique know-how to produce projectors with special features, to design large format films, to develop lightweight 3D camera and 3D directional sound technology, etc, and all the unique technology differentiate IMAX from other conventional movie technologies. IMAX could make its audiences enjoy its special IMAX experience which can not be replicated through DVDs or in conventional theatres, because of the unprecedented shock of the visual and auditory. Its advanced technology held 46 patents and had 7 patents pending in the U.S., also its technological prowess was the 1997 Oscar Award which received for Scientific and Technical Achievement. As the first-mover advantage, IMAX achieved the most advanced level of film technology, which can be considered as the competitive advantage so that I MAX can attract more audiences to have different experiences from conventional movies, to keep its market presence. IMAX kept innovation on its technology in order to maintain its growth. IMAX spent almost five per cent of its sales revenue on RD in 2007, and about $12.6 million in RD was spent in the last three years. MPX technology was developed to allow IMAX and theatre-owners to convert existing multiplexes screens to IMAX format, and a patented digital re-mastering (DMR) technology was designed to convert traditional 35 mm films into the large-screen format and even develop 3D versions. Those two technologies could help IMAX to launch more IMAX films, to expand the core audience and to make the box office revenue. Besides this, IMAX had solved the teething problems with DMR technology and the costs of conversion of Hollywood movies into IMAX format had come down. As a result, they led IMAX to have cost advantage. Brand Image IMAX had the capability to use its band image, which could be considered as its core competence and add more economic value to its corporation, and as a result, it could lead to brand effect within the film industry. Since the first multi-screen theater system launched in 1967 and the first IMAX film premiered in 1970, as the first-mover advantage, IMAX had made a good reputation and also had its loyal audience base. Moreover, choosing prestigious venues to locate IMAX had created a unique brand image, which would result in its brand effect within the industry. Organisational Resource Lado and Wilson (1994) proposed a widely accepted definition of organisational capabilities: managerial, input-based, transformational, output-based. IMAX used its unique organisational resorces to achieve the operational process effectively. IMAX maintained long-term relationships with the vendors who supplied the components, produced movies and systems, and then distributed them to the theaters. IMAX also had its wholly-owned subsidiary, in which IMAX had 51 per cent ownership, and its subsidiary could help IMAX perform the post-production work. The talent organizational capability which was well used in the organization made its production, post-production, distribution link well and led to its operation efficiency. IMAX s Sustainable Competitive Advantage s Sources There is competition from Pixar/Disney which have the same target customers with IMAX, the only rival within the large format film segment, and the potential new independent firms to enter the industry with the increasingly development of new technology. On the other hand, many alternative sources of entertainment such as live plays, TV programs, the Internet, sport events attract viewers as well. Therefore, there is no doubt that IMAX has increasingly pressure come from the competitors within the industry. The resource-based view (RBV) of the firm holds that certain assets with certain characteristics will lead to sustainable competitive advantage (Black, 1994). The sources of IMAX s competitive advantages are going to analysed using the VRIO framework, sequentially to evaluate which one is sustainable. VRIO Analysis It is necessary to make the assumption that the firm resources may be heterogeneous and immobile in order to know the sources of sustainable competitive advantage, and a firm source must have four attributes to hold the potential of sustained competitive advantages, that the firm source must be valuable, rare, imperfectly imitable and substitutable (Barney, 1991). Appendix shows whether IMAX s competitive advantages sources are sustainable using the VRIO framework. The sources of competitive advantages of IMAX could add value. Economic value could be added to a corporation through either increasing its total revenue, or lowering its costs. Innovating through its high level of technology resource allowed the conversion costs down and saved the costs, and developing MPX technology and DMR technology would expand the core audience and increase the box office revenue, both of them added more economic value to IMAX.. Most sources of the competitive advantages of IMAX were rare in the film industry. IMAX mastered a high level of technology resources in the film industry, and it only had one rival within the large format film segment. Besides, IMAX hold its unqiue brand image and also operated at a unique business model by using its organisational resources, which was also rare in the film industry. The particular capabilities were not controlled by numerous competitors, therefore IMAX s competitive advantages were likely to be rare. â€Å"Competitive advantage is more likely to be created and sustained if the organisation has distinctive or unique capabilities that competitors cannot imitate.†( Johnson, 2005) Most resources of IMAX s competitive advantages are difficult for its competitors to imitate. The conversion technology such as MPX technology and DMR technology and its designed projectors are hard for competitors to copy, because IMAX invested a large amount of money and time and also hire the talent employee on RD, innovation, marketing, which would be considered as sunk costs within the film industry. Besides this, IMAX technology held 46 patents and had 7 patents pending in the U.S., therefore IMAX s high level of technological breakthroughs which were carefully patented could be considered the unique capability in the film industry. In addition, IMAX made a good reputation and had its loyal audience base through the years, therefore it had its own brand image, which could make barriers for entr ants to copy. The competitive advantages of IMAX were explored by organisation. IMAX had fully explored and used of its technology resources, organisational resources and unique brand image, then organised and took full advantages of its sources and capabilities. Given the VRIO framework analysis, it is not difficult to conclude that most sources of IMAX s competitive advantages are sustainable, as they are based on the core competences of IMAX. Recommendations For IMAX s Future Development As the competitors are increasingly strong and the movie technology and film industry are changing everyday, IMAX may face some unprecedented challenges in the future. Based on the RBV and VRIO analysis, IMAX should sustain its competitive advantages and also gain some new competitive advantages to respond in the future. Two Larger Issues To Be Discussed IMAX faced two critical issues, which were whether or not to exhibit too many Hollywood movies, and whether or not sold itself to a larger studio such as Sony, Disney or Time-Warner. The two problems will be addressed firstly, and then some certain recommendations will be provided. Traditional IMAX films were often educational and entertaining, and involved documentaries of natural and scientific wonders which were mostly located in museums, aquariums, zoos and other institutions, and IMAX had engaged in alliances with commercial movie theatre owners. However, IMAX could not escape the crisis that hit the theatre industry in the late 1990s, and it began to have financial problems. IMAX had long-term debt through the years, and both its net income and cash flows were negative in 2006 and 2007. In order to solve the financial problem and survive in the future, IMAX has to change its strategy to maintain its growth. At that time, acquisition by a larger studio such as Sony, Disney or Time-Warner is a good idea and developing trend for IMAX in the future. Two firms which both had trustworthy brand effect combined will be greater than their economic value as separate entities. Through acquisition, large studio can not only address IMAX s financial problem and help IMAX to pay off its debt, but also can get more economic returns and add more value through IMAX. Besides, IMAX can ensure its survival and make more business opportunities in the future. After acquisition, the studio can install more IMAX digital theatres systems, and invested more money on marketing, to attract more audiences to watch its IMAX films and increase its box office revenue. Furthermore, the studio can convert its own films into IMAX large format films with lower costs or create new films combined with both studio and IMAX s brand, hence it will expand their core audience, therefore it will create more economic value to both studio and IMAX. On the other hand, to solve the same problem facing to IMAX, exhibiting Hollywood movies is a good idea for IMAX to increase its box office revenue. IMAX can sustain its competitive advantages, use its strong RD team developing DMR technology that allows converting traditional 35 mm films into the large-screen format Hollywood films. It keeps innovation and worked out the teething problems, as a result the costs of conversion had come down, consequently more IMAX screens will be open to launch Hollywood films. The IMAX strategy of moving into Hollywood films will increase its box office revenue and expand the core audience. IMAX can continue making educational films for families, students and tourists, while Hollywood films can also be launched during the evening. This will not make IMAX lose its differentiation, in contrast, it will create more IMAX s brand effect, because most of which come from the entertainment experiences. Other Recommendations Compete Among Rivals Some studios such as Pixar/Disney produced the films for the same targeted group, and within the large format film segment, IMAX faced only rival Iwerks, which was merged with SimEx, a ride simulation and animation production company. One possible solution to compete this rival is that IMAX is acquired by a larger studio, therefore overcomes its financial problems and also has the equivalent strengths to compete with it. There was also another film, Pollavison, which was engaged in consulting services for large format film theatres. IMAX could develop its technology and hold its core innovation capability to keep its leadership. Technology Development â€Å"Edutainment† Market Internationalisation Although IMAX did have marketing staff at its office in Canada, the United States, Europe, Japan and China to market its theatre systems and IMAX movies were showed in 40 countries, almost 60 per cent of the theatres were in North America. The film industry is now increasingly becoming international, and Asia-Pacific market is becoming the largest part of the global market, therefore IMAX can expand its market internationally and attract more international audiences instead of American audiences. IMAX can install a large number of its theatre systems annually across different countries especially Asia-Pacific market, and also market and advertise its film to help maximise its theatre attendance and increase its box office revenue. Conclusion Based on the RBV, it is clear that IMAX has its high technology, unique organizational methods and human resource better than other film companies, which can be treated as its competitive advantages. Using the RVIO model, it is not difficult to conclude that most of its competitive advantages are sustainable. However, as the movie technology and film industry are developing everyday, IMAX may face some unprecedented challenges. Therefore, IMAX should develop its sustainable competitive advantages and also †¦Ã¢â‚¬ ¦ to address the problems in the future. References Peteraf, M.A. (1993) ‘The Cornerstone of the Competitive Advantage: A Resource-based View, Strategic Management Journal, 14: 179-91. Porter, M. (1996). From competitive advantage to corporate strategy. In M. Goold K. Luchs. Managing the multibusiness company: strategic issues for diversified groups, Lado, A. and Wilson, M. (1994) ‘Human Resource System and Sustained Competitive Advantage: Competency-based Perspective, Academy of Management Review, 19: 699-727. Black, J. A. Strategic resources: traits, configurations and paths to sustainable competitive advantage. Strategic Management Journal 15(1994):131. Barney, J. B. 1991. Firm resources and sustainable competitive advantage. Journal of Management 17 (1): 99.

Character of Cassio in Shakespeares Othello :: GCSE English Literature Coursework

The Character of Cassio in Othello Cassio is a an expert in strategic procedures and Othello is a Moor general in charge of the Venetian army. Cassio works by Othello's side as the army's lieutenant. Cassio though very useful in the army's duties was a simple-minded man, unconscious of his surroundings and his actions. He told Iago, "I have very poor and unhappy brains for drinking. I could well wish courtesy would invent some other custom of entertainment." Yet, shortly after this statement Cassio finds himself in a state in which he is so drunk he ends up fighting with a Cyprus official. Their naive ways lead them through a storm, it swept away Othello as Iago stood and watched. Othello was an honored and trusted general. His character reflected the honor and respect that was given to him. In scene one Barbantio and Othello confront each other about the couple's love and marriage. Even as her own father's trust grew distant Othello stood faithful as he told Barbantio, "My life upon her faith!" Even though Othello trusted his wife he began to suspect her faithfulness, as Othello's confidant Iago poisoned his mind with thoughts of infidelity. Othello's character reminds me of Edmond Dantes. There seems to be a similarity in the sense that, Edmond's mind was pure and innocent, he didn't even suspect his own companions of betraying him. Edmond's mind continued free of cruel intentions until his mind's capacity began to expand and he soon learned who his real enemies were. Edmond's character changed. His entire life was altered with the help of his mentor. Othello didn't have the assistance of a teacher but he had the assistance of Iago. Trust was the key to their downfalls. Othello trusted without protection. When he trusted someone he depended fully on that individual and committed his life to the faithfulness of that person. He wore no armor against the dishonesty of the cruel and knew how to fight only in the physical realm. "I know Iago thy honesty and love doth mince this matter..."When the revelation came upon Edmond's life he sought out revenge. In the same manner Othello's heart and mind was purely focused on his wi fe, Desdemona. When the poison in his mind began to settle, Othello's trust for Desdemona grew distant and his innocence began to fade. "For I know thou art' full of love and honesty and weigh'st thy words before thou gives't them breath.