Hamlet and Romeo and Juliet Comparison - 2564 Words

How do any TWO OR MORE plays written between 1580 and 1642 represent the relationships between sexuality, gender and power? (Using Hamlet and Romeo and Juliet) ’The course of true love never did run smooth’ - This is the answer indeed. As well as this we come to understand that with the roughness of love comes indifferent sexualities, gender conflicts and powered bravados that entwine themselves into one big mess to indeed create the established plays we read today. Romeo and Juliet and Hamlet very much represent the themes of sexuality, gender and power through the relationships of their family, lovers and acquaintances during each of these Shakespeare plays. This will be further analysed throughout the essay with evidentiary support†¦show more content†¦It can be easily said that Ophelia does indeed go mad, resulting in her death. Her relationship with all men drive her to this fatality and presenting women’s sexuality, gender and power are miniscule to men’s. Moreover, female sovereignty was uncommon during the Renaissance period. The social structure or hierarchy of the family assured the subjugation of woman under man. This notably witnessed through Hamlet but now we see this same subject area through Shakespeare’s Romeo and Juliet, as well as other underlying themes which will be further discussed. Firstly, male domination is shown in the play through Lord Capulets relationships between his daughter, wife etc. This patriarchal hierarchy formulates a highly powerful male and makes other characters in the play weaker by comparison. Their seems to be an obvious depiction of Lord Capulet; a man who wishes to obtain all familial power and for no woman to defy his final judgments. He is expectant of his wife (Lady Capulet), daughter (Juliet) and his servants to do exactly as he tells them, when he tells them. Remind us of anyone? I think so, this governing fatherly role was before considered throughout Shakespeare’s Hamlet. (Polonius to Ophelia) signifying obvious comparable depictions throughout both of these plays. With historical context/background weShow MoreRelatedWilliam Shakespeare s Hometown Of The English Language And The World s Best Dramatist1266 Words   |  6 Pagesin his plays. Suicide was a violent act committed 13 times out of his 37 plays. In Romeo and Pearson3 Juliet , one of Shakespeare’s most popular romantic tragedies, a couple of young star-crossedRead MoreRomeo Juliet: A Dramedy to Remember1358 Words   |  6 Pagesplays occasionally borrow dramatic elements from his tragedies, Shakespeare set a clear division between the lighthearted ambiance found in A Midsummer Nights Dream and the heart wrenching despair that pervades Hamlet. However, Folger Theatre has cleared this divide with fervor. Romeo Juliet, a play that was once the epitome of tragic theatre, is no longer pigeonholed to the tight confines of tragedy in regards to mood and tone. 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Therefore this paper proposes alternative characters such as Juliet from Romeo and Juliet and Portia from The Merchant of Venice that are rather more complex and difficultRead MoreWilliam Shakespeare s Sonnets : The Greatest Of All Love Poems1465 Words   |  6 Pagesworks have remained a popular subject in the world of literature for centuries to come. â€Å"Shakespeare has completely dominated the English-speaking state over the last four hundred years.† When thinking of Shakespeare, his famous plays such Hamlet and Romeo and Juliet are usually the first to come to mind. However, very few people realize he was also one of the most significant writers of all time. â€Å"He [Shakespeare] was the most admired writer in the country by the time he was thirty and the owner ofRead MoreA Comparison of the Two Film Versions of Romeo and Juliet1789 Words   |  8 PagesA Comparison of the Two Film Versions of Romeo and Juliet I have been studying the prologue to Romeo and Juliet written by the magnificent playwright, William Shakespeare sometime between 1594 and 1596. Still globally acknowledgedRead MoreWilliam Shakespeare1735 Words   |  7 Pagesat some point, but who is he? William Shakespeare, the man who has influenced our culture through his various literary works. What is the truth behind the brilliant man whom penned the renowned words filling the pages of the ever significant Romeo and Juliet, Much Ado About Nothing, or The Tempest? William Shakespeare was born William Shakspere. Aside from contemporary and popular belief, it is a common misconception that his last name included the â€Å"e† after the â€Å"k† and the â€Å"a† after the â€Å"pe†.Read MoreEssay on Language and Imagery in The Tragedy of Hamlet1358 Words   |  6 PagesHamlet:   Language and Imagery      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Horatio tells Hamlet that he speaks ‘wild and whirling words’, but with Shakespeare, this can never truly be the case. Even phrases that appear so have always a complex meter behind them and, in Hamlet especially, it seems that every word is chosen individually to serve a particular purpose. Despite being almost four hundred years old, Shakespeare is considered the landmark in English literature as the dawning of the modern age of drama. Previously

BMW’s Competitive Edge †A Case Study Free Essays

Premium car makers operate in a highly dynamic and competitive marketplace. BMW is among the companies that have shown a stronghold on global markets that include Europe, US, Asia, and emerging markets in the Middle East. Its history shows instances when it has come under pressure from market forces, but the European carmaker has proven, time and again, that it can spring back and rejoin the race of top industry players. We will write a custom essay sample on BMW’s Competitive Edge – A Case Study or any similar topic only for you Order Now Recent years have even seen BMW appealing to new-generations users opting for winning design standards and quality. Indeed, BMW’s latest car models boast of enhanced performance and dynamics, making the carmaker one of the strongest luxury car contenders that continues to aggressively battle for consumer attention in the contemporary age. BMW’s Competitive Edge – A Case Study Cutting-edge technology, driving pleasure, comfort and luxury are closely associated with luxury cars like BMW, Lexus, Mercedes Benz, and Audi. For the average car buyer, each of these marques commands a strong presence. On the other end of the spectrum are the discerning clientele, whose fierce loyalty to a car brand or high regard for automaking heritage may account for sales volume uptrends. Indeed, premium carmakers, among them German automaker BMW, continually vie for consumer attention and nurture high hopes of hitting record sales despite rising costs related to materials and new model launches. What BMW has in great measure, though, is a sound business strategy that banks not so much on decades of experience and foresight but more on using a coherent theme or image as â€Å"the ultimate driving machine† to utmost advantage. After many false starts in the twenty years after the war,† (Kay, 1999, para. 8) BMW has clearly made â€Å"the match between the distinctive capabilities of the organization and the market opportunities it faces† (Kay, 1999, para. 8). In recent years, the pressure on BMW has been emanating mainly from the persistent threat of substitute products. Notwithstanding its vast experience and â€Å"ability to develop and use sophisticated technical skills†¦ the source of competitive advantage for so many German companies,† (Kay, 1999, para. ) BMW faces the tough possibility that luxury car buyers may opt for alternative brands in the market vis-a-vis the latter’s price offerings. The perceived level of product differentiation is another thing to contend with in the highly competitive luxury automobile industry. What may strike some customers as a refreshing innovation may be totally revolting for others. In most cases, it all boils down to a brand war. A satisfied BWM owner, as personified by the high-level executive of a fast-expanding conglomerate in Asia, cited brand as the most compelling reason to purchase a BMW. â€Å"It’s a good, reliable car† (J. Lucas, personal communication, July 31, 2008). Yet, as another ranking business executive asserted, â€Å"Mercedes Benz is still the best, while Audi is the rising star† (A. Lagmay, personal communication, July 31, 2008). Indeed, consumer tastes and requirements are evolving, and premium car producers who have made sizable investments in automobile design, quality and performance stand to reap some profit. In BMW’s case, solid growth was realized during the first half of 2008, despite testing economic conditions in certain automobile markets across the world (â€Å"BMW Group increases sales,† 2008, para. ). Today, pressure is mounting with the threat posed by the entry of new competitors. Automobile industry players stepping up price competition had been evident in the first few years of the 21st century, with â€Å"low price or incentives† serving as the â€Å"prevalent means to displace market share from competitors† (Lencioni, 2004, p. 735). To contain the costs, companies like BMW set up production plants in global growth markets. Business cycles fluctuate, though. While the European prestige car maker posted increased sales of its BMW, MINI and Rolls-Royce brands by 4. percent from January to June 2008 (â€Å"BMW Group increases sales,† 2008, para. 1), it was â€Å"not entirely able to avoid the difficult economic trends in important individual markets such as the USA and Japan†¦ global sales slipped 2. 8 per cent in the month of June to 146,138 units† (â€Å"BMW Group increases sales,† 2008, para. 2). Under its Chief Executive Helmut Panke, BMW has dramatically expanded its product offerings, setting its sights on market segments of the future. However, â€Å"moving into smaller cars meant earning the lower margins that were typical of those market segments† (Lencioni, 2004, p. 41) as compared to mid-size sedans and luxury limousines. As an analyst pointed out, â€Å"Compared with volume producers, BMW’s manufacturing costs are much higher, its product development cost more costly, and its purchasing costs higher† (Edmondson, Palmeri, Grow, Tierney, 2003, para. 13). In essence, BMW has had to contend not just with the bargaining power of customers, but also with the bargaining power of suppliers which provide the unique resources to sustain its main sources of competitive advantage: brand quality and reputation of reliability. Nowadays, as the intensity of competitive rivalry heats up, BMW’s burning obsession with performance and brand identity or image has aided the firm in closing the widening gap with other luxury cars. BMW’s research and development teams have been caught in a frenzy to maintain competitive edge. â€Å"Development teams that pore over everything from (such) market feedback to innovations are encouraged to engage in `friendly fighting’ to decide the vital characteristics of a new BMW† (Edmondson, et. al, 2003, para. 24). As it faces countless threats and risks, BMW remains poised to prevail and deliver. Among the critical success factors in the high-end market where BMW competes is its design and brand appeal, which had become the customers’ overriding choice features (Lencioni, 2004, p. 741). Effective branding, likewise, created â€Å"emotional connections between customers on one side and products, salesmen, other users on the other† (Lencioni, 2004, p. 736) although this was true not just for BMW but for other luxury marques as well. One thing that worked to BMW’s advantage had been its â€Å"firm control on the supply chain† (Lencioni, 2004, p. 737). BMW nurtured long-running and dependable supplier relationships. Coupled with a highly talented workforce that operated at â€Å"the most flexible and most productive† factories in Germany (Edmondson, et. al, 2003, para. 20) to churn out vehicles with styling variations, unprecedented performance and safety features and individuality, the German carmaker remains a potent force to reckon with in the international automobile industry. How to cite BMW’s Competitive Edge – A Case Study, Free Case study samples

Analysis of Ethical Leadership and Responsibility †Free Samples

Question: Discuss about the Ethical Leadership and Social Responsibility. Answer: Introduction The following paper focuses on developing a learning journal for the self analysis. It is indeed very useful for the future managers and the leaders to develop certain leadership skills out of their self assessment. This is because the leaders are the faces of an organization and they have to represent themselves on behalf of the company. The leaders in the organizations of the present era needs to develop many skills because they belong to a certain group of persons who have the decision making powers and the leadership skills they choose to run the organization (Northouse, 2015). Their own motives and point of views have a lot of significance in the path the organization will thrive to move. The leadership skills are different for the different leaders and the managers. However, the common motive or purpose behind all of them is to build up a good reputation for the organizations. In order to do this, the leaders have to assess themselves and identify what kinds of skills they are lacking at that moment. Then they have to improve on that and thus develop for themselves a better skilled person to guide the organizations for its success. The benefits of self-awareness There are many critical leadership skills in the present era fitting to different types of leaders (Duval, Silvia Lalwani, 2012). This enhances the fact that the leaders need to upgrade themselves as per the requirements of the organizations. As the business environment in the present time is much volatile in context, the leaders may have to face difficult situations at many times. This will lead to the betterment of their skill improvements. The self-awareness is one of the most important but least focused competencies for leadership (Thorn, 2012). Self-awareness is the process by which the leaders learn in what conditions they are good at managing and which things they have to still learn. It is always better for the future leaders and managers to go through certain self-assessment programs because if they dont, the other people in the workplace will surely be able to see those weaknesses. There are some interpersonal activities that the future leaders must undertake to improve th eir activities. If the leaders do not indulge in such matters, their leadership skills may degrade and it might lead the organization to an utter failure (Mendenhall, 2012).On the contrary, if the organizational leaders undertake the responsibilities to identify their faults and strengthen them, the result will automatically be on the positive side. The organization will get many added benefits for this. The most important and common trait for all the organizations is to learn through the process. This organizational learning is a very useful process for maintaining the core competencies for the organization (Argote, 2012). The organizations have to be pass through constant changing periods that influence them to change and improve incessantly. This also works in case for the leaders as well as they are the drivers for success of the organization. The innovation process in the organizations is one of learning and changing. The hallmark of the high performing organizations is to continuously learn and make amends after they commit some mistakes. There are many leadership traits that can be followed by them in order to be a successful organizational leader (Nahavandi, 2016). The leadership skills for the future managers Some of the important traits or the features that must be present in the future leaders have to be discussed in this segment. These features or the traits are empathy, poise, his outgoing nature, attention to details of any case, ambition and most importantly to be optimistic about the success. Empathy The first feature that is required to be the top leaders in the organizations is the ability to apply the emotional intelligence in the workplace (Goleman, Boyatzis McKee, 2013). This is led by the empathy that the concerned candidate has for the situation. Leadership is considered mostly to be a situational issue so the decisions have to be taken according to the decisions. The future leaders must be able to perceive, understand and manage all the emotional feelings so that they can handle any situation in the workplace. The leaders or the future managers must be able to relate all the circumstances they face in the real time. They should be able to link them for gaining the organizational success. The leaders must develop the emotional intelligence so that they can relate the situation. (Goleman, Boyatzis McKee, 2013). The earlier form of empathy relies on empathy. It is of utmost importance for the managers to care for the employees who are working in their organization. They must develop some emotional bonding with them and relate themselves to their lives. The manager or the future leader must be able to adjust with other co-workers in different difficult situations. If they cannot relate themselves to the workers, the workers will not feel any reason to be on the same page. The approach of the managers has to be seen when difficult situations arise in the personal or familial lives for the employees (De Waal, 2013). They should act to be friendly and caring and motivate them to overcome or sort out those problems. Poise It is very significant that the leaders must have sheer confidence in themselves. This is because confidence is one thing that helps the individuals to stay in the race for supremacy. When the leaders decides to undertake some new things and apply them in their organizations, at the very first point, they should try to convince the employees. It is because the employees will perform the tasks. If the employees do not have the confidence on the leaders or the managers, it means that the managers themselves do not have that much of confidence in the works that they are looking to undertake. This situation may cause some confusion among the employees. This may result in complete ruining of the work (Lorentz Hilmola, 2012). The need for confidence in the future leaders or managers is very important form another aspect. Very often it has been noticed that the employees get indulged in conflicts between themselves. It may be because of some unwanted reasons that have arisen in the workplaces. The leaders or the managers need to consider the different facts and they have to take the employees under their confidence. The leaders must be able to motivate the employees to go in line with the organizational adjectives and command them with full confidence (Lorentz Hilmola, 2012). Ambition Ambition is one very important trait among the leaders because it helps them to move forward with the organization by applying certain development strategies (Block, 2016). The leaders who thrive for development of the organization must be very ambitious. The future leaders must have a great deal of ambition in themselves that will drive them to innovate. The employees should be completely dedicated to the leaders as the leaders will motivate them to chase the organizational success (Kaufman Guerra-Lopez, 2013). The ambition of the leaders will make them try new things in the organizations. These innovation techniques will be applied by the employees. The leaders must be ambitious enough to dream about a sustainable future about his organization (Thomas, Lamm, 2012). Optimism Optimism is another thing that has to be one of the most important factors in determining the success of the organizations in the future (Carver Scheier, 2014). The organizational leaders should be full of optimism because their optimism and confidence in achieving the desired success will lead the organizations towards a grand success. It is the duty of the leaders to generate the optimism skills within their nature and characteristics. If the leaders are not optimist about the operations they indulge in, automatically their leadership will be affected and the employees will feel the impact (Carver Scheier, 2014). A feeling of negativity will be spread in them as well. This will be very problematic for the growth of the organization. Professionally humble and 360-degree thinking power Some of the other traits that the future leaders or managers in an organization must develop are to be professionally humble and helpful and to have possessed a 360-degree thinking capacity (Rue, Byars Ibrahim, 2012). This is to say that the organizational leaders must be soft spoken and humble to his subordinates. However, this does not mean that they will not be strict. They must present themselves in such a manner that the employees and the customers will feel safe and reliable to make business with. This has to be integrated within the nature of the leaders because very often they have to deal with the customers verbally (Arnstrong et al., 2015). If they are rude in their behavior and they always seem to be very annoyed with everything going around them, the customers may not like them at all (Best, 2012). The leaders must be a 360-degree thinker because they have to think about the overall success of the organization from all the angles (Rue, Byars Ibrahim, 2012). The leaders have to understand the purpose and motives of the organization, be versatile and deal with every difficult situation in a calm head and he has to understand and compare his organization with other organizations as well. Self-assessment I have chosen these four criterions for the self-analysis of the leadership skills for the leaders to develop. I think I have to build these traits within myself so as to drive my company towards growth and success. I think I have to be versatile, critically aware of the things that are happening around me, I have to be humble when I meet with my companys customers and other big names in the industry. Besides that, I have to be very much optimistic about everything that are around me and I must face all the challenges bravely and bring out positive things. I should have the confidence so that I can deal with almost any matter presented before me. Learning journal In this part of the paper, I will have to summarize the results that I have assessed about myself in the quest to be a successful organizational leader. I had the good fortune of sharing thoughts with my friend Mr. Wilson about these things I have come through while assessing my own nature and what things I have to develop to become a proper leader. I have found that I lack the feature of motivating my employees as I myself am very introvert. I am prone to be rude sometimes when I am under pressure. I do not like to make mistakes and I get very angry when I see someone making in mistake in their works. I like to face new challenges and solve those challenges. I am always optimistic about any given situation. I only consider the fact that these situations have to be tackled by me in good ways. I like to be 360-degree thinker because I want to utilize every opportunity that is in front of me. My friend Mr. Wilson has been an ardent listener when I consulted and shared these things with him. He listened to what I had assessed about myself and opined his valuable remarks to me. He said that I would have to be extrovert and aggressive if I want to be a successful leader of an organization. He also said that it was quite difficult for me to control the workforce if I was not able to motivate them. My tendency of getting rude sometimes could destroy the purpose of the work as well. These negative points I have to get rid of very soon. He also opined that my liking of facing new challenges is very good because it would help me to grow in confidence and my optimism would drive me to attain success for the organization. The fact that I like to utilize every available opportunity would surely drive me to personal success. Conclusion This paper can be concluded by saying that I have discussed the various factors behind a proper leadership of an organization and the things that drives to a successful leadership. I have assessed my nature in this paper in regards to the fact if I want to be the leader of an organization. I have discussed about some of the traits to be a critically successful leader in the real time organizations. I have assessed myself critically looking at both my pros and cons so that the person I have consulted with can provide and guide me with the best advices. This will help me to prosper in life by growing the best opportunities to utilize my strengths and put more focus on my weaknesses. References Argote, L. (2012).Organizational learning: Creating, retaining and transferring knowledge. Springer Science Business Media. Armstrong, G., Kotler, P., Harker, M., Brennan, R. (2015).Marketing: an introduction. Pearson Education. Best, R. (2012).Market-based management. Pearson Higher Ed. Block, P. (2016).The empowered manager: Positive political skills at work. John Wiley Sons. Carver, C. S., Scheier, M. F. (2014). Dispositional optimism.Trends in cognitive sciences,18(6), 293-299. De Waal, A. (2013).Strategic Performance Management: A managerial and behavioral approach. Palgrave Macmillan. Duval, T. S., Silvia, P. J., Lalwani, N. (2012).Self-awareness causal attribution: A dual systems theory. Springer Science Business Media. Goleman, D., Boyatzis, R. E., McKee, A. (2013).Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press. Kaufman, R., Guerra-Lopez, I. (2013).Needs assessment for organizational success. American Society for Training and Development. Lorentz, H., Hilmola, O. P. (2012). Confidence and supply chain disruptions: Insights into managerial decision-making from the perspective of policy.Journal of modelling in management,7(3), 328-356. Mendenhall, M. E. (Ed.). (2012).Global leadership: Research, practice, and development. Routledge. Nahavandi, A. (2016).The Art and Science of Leadership -Global Edition. Pearson. Northouse, P. G. (2015).Leadership: Theory and practice. Sage publications. Rue, L., Byars, L., Ibrahim, N. (2012).Management: Skills Application. McGraw-Hill Higher Education. Thomas, T. E., Lamm, E. (2012). Legitimacy and organizational sustainability.Journal of business ethics,110(2), 191-203. Thorn, I. M. (2012). Leadership in international organizations: Global leadership competencies.The Psychologist-Manager Journal,15(3), 158.