The Dependency On Fossil Fuel For Energy - 1779 Words

The dependency on fossil fuel for energy has made an irrevocable imprint on this Earth that can affect our economy, climate, and the future of humankind. There is no debate that growing issues over pollution, deforestation, and conservation have been a perpetual concern for many global citizens. Now with the global accessibility of technology being employed for awareness, environmentalist have used this universal tool in helping to spread the knowledge of growing concerns regarding the destruction of the environment. They also, used this technology to aid in challenging and holding responsible many big corporations for the ruination of Earth’s natural resources. Environmentalist efforts such as spreading awareness, creating organizations, and policy making are helping to slow down and lessen the detrimental effects of global warming on the general public. 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They also have a negative environmental effect on our world: global warming, acid rain, air pollution, etc. (U.S. Fossil Fuel Dependency). One way to solve this problem is by encouraging t he use of biodiesel fuels. Biodiesel fuel synthesis has been knownRead MoreSustainable Development : Developing New Technologies1420 Words   |  6 Pages and our future population. Now there is a push to start producing product and creating energy in more â€Å"green† and sustainable way. As humans have developed in the 20th and the 21 century, it has become clear that fossil fuels are driving not only our economy, but also our cars. 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Race, Racial, And Racial Relations Essay - 2253 Words

Introduction Races are a way to categories and understand the differences in a people and culture based on physical traits. In the words of Downing (2005:2) â€Å"Race has become a social fact: a self evident characteristics of human identity and character. Consequently, it is therefore essential to register explicitly the non scientific basis of race as a social category.† The way race has been represented in the media has had an influence on the interpretation people create on race and the stereotypes that are associated with them. These stereotypes create a sense of who belongs to what race; whether the stereotype is negative or positive. Media has the power to showcase these ideologies to mass audiences, constructing a way of thinking and interpretations on the other. These ideologies of race are important in understanding how racial relations and differences are shown to a mass audience, and how the media can create and emphasis attributes of a race. 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Symbolism in The House on Mango Street - Free Essay Example

Sample details Pages: 10 Words: 3004 Downloads: 6 Date added: 2019/05/31 Category Literature Essay Level High school Tags: The House on Mango Street Essay Did you like this example? Coming of age is like a plant, starts off as nothing but a seed, small, sweet, and innocent but slowly over time begins to grow into something much bigger. Much like a plant is a person, that can grow and learn and this can be seen in the novel House On Mango Street written by Sandra Cisneros. The beginning of the novel shows the sadness felt by Esperanza having to constantly move from house to house, always having to share, having responsibility of her younger sister Nenny, living in a neighborhood where she feels unwelcomed, struggling with her identity, and finally making friends but not being able to share how she truly feels because they dont understand her experiences. Don’t waste time! Our writers will create an original "Symbolism in The House on Mango Street" essay for you Create order Towards the middle readers can see a little transformation on the way Esperanza acts and thinks, which is more adult-like. At the end is where Esperanza grows the most she gets a job and learns to deal and cope with multiple deaths. In the novel The House On Mango Street written by Sandra Cisneros uses Figurative language, symbolism, indirect characterization, diction, and selection of details to portray the theme of coming of age and how both good and bad experiences play an important role on how and when someone grows and matures in life. In the first vignette The House On Mango Street Sandra Cisneros uses a selection of details to show a theme of coming of age and how certain experiences can cause people to grow up in different ways. For one thing, the author states but what I remember most is moving a lot (Cisneros,1). This detail can show readers that moving a lot can mean getting to know a whole new neighborhood, never having real friends, and having to constantly try to make new friends, doing all of this many times can lead to depression and loneliness. This supports the theme of coming of age because it shows how people start off as, which is sad and alone. Another key point, is when the author states Each time there seemed to be one more of us (Cisneros,1). This detail shows that since her family was growing, and not only did she grow up poor, but also had to look after and take care for each child. This ties back to the theme of coming of age because being able to look after someone other than yourself shows responsibility and if someone is responsible then their growing up and beginning to mature. All in all, the theme coming of age occurs multiple times in the text to show that both good and bad experiences are an important factor in growing up, such as being faced with the struggle of moving from house to house and having the responsibility of younger siblings. In the second vignette Hairs Sandra Cisneros uses figurative language to show the theme of coming of age and how environments and family can play a role on the amount of time it takes someone to mature. To point out, the text states And me, my hair is lazy. It never obeys barrettes or bands (Cisneros,6). This example of personification personifies the authors hair as lazy, this shows the personality of the author to be lazy and disobedient, never following the rules. This example upholds the theme of coming of age by showing how the author starts off as, as a person, readers will begin to see the transformation from lazy and childlike to adulthood throughout the novel. Another example, stated is But my motherrs hair, my mothers hair, like little rosettes, like little candy circles all curly and pretty (Cisneros,6). This example of a simile compares Esperanzars motherrs hair to candy and rosettes, which show the loving, caring, and safe feeling the mother brings to her children. This defends the theme of coming of age because the environment and nature a person is being raised in provides an idea to how the person will grow up and how fast they will mature. All things considered, the Sandra Cisneros successfully uses figurative language to portray the theme of coming of age in her novel and shows how environments in which a person is raised in or lives in can have an effect on how and when a person grows up. In the third vignette Boys and girls Sandra Cisneros uses symbolism to portray the theme of coming of age and how having siblings or people to look after put people on a fast path to maturity and growing up. For example, the text states And since she comes right after me, she is my responsibility (Cisneros,8). This evidence symbolizes Nenny, Esperanzas younger sister, to be a responsibility and a chore showing how since she is older than Nenny she is given the responsibility of looking after her. This example supports the theme of coming of age by showing how the responsibility given increases based on how old a person is. Another example, is when the author states Until then I am a red balloon, a balloon tied to an anchor (Cisneros,9). The example symbolizes the color red as her bright and vibrant personality, the balloon as freedom, and being tied to an anchor as having the responsibility of Nenny and the experience of growing up poor on Mango Street. This example confirms the them e of coming of age by showing how Esperanza is growing up and being responsible instead of worrying about herself and following her dream of having a best friend, she takes care and looks after her sister. To conclude, Sandra Cisneros does a good job portraying the theme coming of age in her novel The House On Mango Street and showing readers how people who have siblings may mature faster than those who dont because they are given the responsibility of looking after others. In the fourth vignette My Name Sandra Cisneros uses indirect characterization to show the theme coming of age and how thinking of oners future and trying not to follow in someoners wrong path of life shows growth and maturity. For example, the text states I would like to baptize myself under a new name, a name more like the real me, the one nobody sees (Cisneros,11). This example shows that Esperanza is lost, she has no idea who she is, except for the fact that the name she has now is not the real her. This upholds the theme coming of age because it shows how Esperanza is confused on her identity and needs more time to figure it out in order to grow. Another example, is when the author states I have inherited her name but i dont want to inherit her place by the window (Cisneros,11). This example shows Esperanzars thought and how she is hopeful, because she hopes she doesnt turn out like her grandmother, sad and lost. This supports the theme coming of age because it shows how Esperanz a is thinking of her future and wants what is best for her, which is something that an adult would think about, which shows growth. Altogether, Sandra Cisneros uses indirect characterization to show a theme of coming of age and how people thinking about what they what for their future is a big step towards maturity. In the fifth vignette Cathy Queen Of Cats Sandra Cisneros uses negative diction to show a theme of coming of age and how the type of people someone hangs out or associates with can affect how well that person grow up. For example, the author states words such as away, bad, and farther (Cisneros,13). This example of negative diction shows the struggle Esperanza is going through, being in a neighborhood that is deteriorating because people like her are moving in. This upholds the theme coming of age because it shows how Esperanza feels misplaced and unwelcomed in a neighborhood she just moved into. Another example is when the author states words such as baby, big, and skinny (Cisneros,13). This example of negative diction shows the type of person Cathy is, which is sweet, kind, and pure to be taking in and caring for all these different types of cats. This confirms the theme coming of age because it shows the difference between Esperanzars friend Cathy and her new friends to come who w ill end up being the opposite. All this shows, Sandra Cisneros conveys the theme of coming of age through the use of negative diction in her book and shows how the type of friends someone has will have an effect on the way the person grows up. In the sixth vignette Our Good Day Sandra Cisneros uses symbolism to show the theme coming of age and how choices made by people affect the way they grow up in life. For example, the text states Two new friends and a bike too (Cisneros,15). This example symbolizes happiness because Esperanza finally has the friends she has been dreaming about and a new bike which can symbolize freedom to go anywhere, and she doesnt have to share these new things with anyone especially Nenny which is what makes it a good day. This ties to the theme coming of age because it shows how Esperanza is progressing into an adult, having things to herself and not having to share with her sister like a little kid. Another example, is when the text states Dont talk to them, says Cathy. Cant you see they smell like a broom (Cisneros,14). This example can symbolize the dislike Cathy has for the girls, it shows how Cathy looks down on Rachel and Lucy, but Esperanza is drawn to them because they share her status as an outsider. This example supports the theme coming of age because it shows how little Esperanza thinks about her choices, she chooses to pay for friends who seem to be trouble rather than keep the good and sweet friend she has now. Given these points, Sandra Cisneros uses Symbolism to show the theme coming of age and how the choices people choose to make have a toll on how well someone grows up. In the thirteenth vignette There Was An Old Woman She Had So Many Children She Didnt Know What To Do Sandra Cisneros uses indirect characterization to show the theme coming of age and how people shouldnt have to take responsibility for random people who are obnoxious and reckless, but should instead focus on themselves and try to grow as person. For instance, the text states The kids bend trees and bounce between carsthey think its funny. They are without respect for all living things (Cisneros,29). This example shows that the kids are careless and obnoxious, never showing respect for others. This confirms the theme of coming of age because it shows how selfish people can be in the beginning, not caring about anyone they might hurt, and it shows how much growing they still have to do. Another example, is when the text states No wonder everybody just gave up, Just stopped looking out (Cisneros,30). This example shows how the people on Mango Street are maturing, and are learning not to worry about selfish people. This supports the theme coming of age because it shows how people are choosing to get away and not deal with childish and reckless people, instead they ignore them and grow. In a final analysis, Sandra Cisneros uses indirect characterization to portray the theme coming of age in her novel and show how people mature best when they dont have to worry about reckless and selfish people because they are given room to grow and mature. In the seventeenth vignette The Family Of Little Feet Sandra Cisneros uses symbolism to show the theme coming of age and how the decisions someone makes in a situation shows how mature that person actually is. For example, the text states Lucy, Rachel, and me tee-tottering like so. Down the corner were men cant take their eyes off us. We must me Christmas (Cisneros,40). This example symbolizes adulthood, their wearing shoes that only adults would use and act and walk like adults. This connects back to the theme coming of age because it shows how Esperanza is growing up and starting to look like an adult and wear things that adults would. Another example, is when the text states But we dont like it we got to go (Cisneros,41). This example symbolizes adult thinking, because it shows how the girls knew that what was happening wasnt right and was probably dangerous and decided to get out of that situation as fast as possible. This upholds the theme coming of age because it shows how the girls were finally thinking as adults because most kids wouldnt have left so quickly and might have taken the dollar the bum was trying to give them. In brief, Sandra Cisneros uses symbolism to portray the theme coming of age and how if someone tries to act and think like an adult then that can make them grow up and mature faster. In the twenty first vignette The First Job Sandra Cisneros uses selection of details to show the theme coming of age and how getting a job and solving real life struggles is a really great step towards maturity because it shows responsibility. For example the text states Aunt Lala said she had found a job for me (Cisneros,54). This example shows how Esperanza is stepping up as a person and is getting a job. This ties back to the theme coming of age because it shows the responsibility that is coming Esperanzas way, having a job is not easy at all, but she is doing it anyway and now will have her own money to spend. Another example, is When lunchtime came, I was scared to eat alone (Cisneros,54). This example shows how she is being forced to overcome new challenges she is faced with in a new environment. This upholds the theme coming of age because being able to adapt to an unfamiliar environment is a skill that most adults have and that means Esperanza is becoming an adult. On the w hole, Sandra Cisneros uses selection of details to portray the theme coming of age and how though life people are faced with difficult challenges and it is their responsibility to find a way to solve and adapt to these challenges. In the twenty eighth vignette Sire Sandra Cisneros uses Selection of details to show the theme coming of age in her novel and how being in a relationship can be both negative and positive when maturing and growing up. For example, the text states that I had to prove to me that i wasnt scared of nobodyrs eyes, not even his (Cisneros,72). This example shows how much Esperanza has grown throughout the book, she is trying to prove to herself that she is better than she thinks she is by showing herself shers not scared. This defends the theme coming of age because it shows that she is doing this for herself not for the benefits of others, proving that she has grown since the beginning of the book. Another example, is when the text states I want to sit out bad at night, a boy around my neck and wind under my skirt (Cisneros,73). This example shows the need for someone, someone to be with and to have, like how Lois has Sire. This supports the theme coming of age because it shows how Esperan za is becoming a woman, and wants someone to be around with her through her life. Summing up, Sandra Cisneros uses selection of details to show the theme coming of age and how being in a relationship can either speed up or slow down the process of maturing. In the thirty first vignette Rafaela Who Drinks Coconut And Papaya Juice On Tuesdays Sandra Cisneros uses indirect characterization to show the theme coming of age and how helping those in need makes people a better person and more respectful and responsible. For instance, the author states Gets locked indoors because her husband is afraid Rafaela will run away since she is too beautiful to look at (Cisneros,79). This Shows how Rafaela is hopeless, she gets treated miserable, being locked in a house all day can make a person sad and depressed. This connects to the theme coming of age because it shows how Rafaela needs help, even though she is grown she is still treated like a child who needs to constantly be watched and monitored just because of her beauty. Another example, is when the text states We send it up to her in a paper shopping bag she lets down with a clothesline (Cisneros,80). This example shows how the people on Mango Street and Esperanza are compassionate people, becaus e they helped a person in need. This supports the theme coming of age because its shows how Esperanza has grown and now is the one helping people instead of being the one who needs help. As demonstrated, Sandra Cisneros uses indirect characterization to show the theme coming of age and how doing good and helping others proves that someone is growing up and taking care of the people who need it. To sum up, the novel House On Mango Street written by Sandra Cisneros uses figurative language, symbolism, indirect characterization, negative diction, and selection of details to portray the theme of coming of age and how when someone acts, talks, thinks, and dresses like an adult they are more likely to grow and mature faster than those who dont and act like a child. This shows that people mature and grow up faster when they make good choices and hang out with the right people, not worrying about people who act selfish and have reckless behavior with no regards for anyone but themselves. A person that is coming of age is like a plant, small and pure but gradually over time transitions into something that is much bigger, an adult who is responsible, affectionate, and nurturing towards others.

Sexual Stereotyping Of Men And Women - 993 Words

All through society, men and women both have been relied upon to live by rules comprising of media created thoughts and methods for living out life. Both genders reasoning procedures are being adjusted the negative impacts of society s broad communications. For both genders, this rehashing negative introduction causes a consistent defeat in mental self portrait and makes media affected choices that prompt undesirable ways of life. The media impacts the reasoning procedure of both men and ladies in negative ways accordingly media should be intensely directed. The sexual stereotyping of men and women affects our general public. From sex generalizations about men in relationship to generalizations of ladies sexuality, these biased demeanors influence every one of us.The sexual stereotyping of men and women really changes the perspective of things. From sex generalizations about men in relationship to generalizations of ladies sexuality, these biased states of mind influence every one of us. The advances made recently set up uniformity between the genders, society reflects less states of mind that bolster separation and imbalance in the middle of men and ladies. The greater part of us embrace a perspective that is freed from old sexual biases that once verged on racial fanaticism. Nonetheless, despite the fact that we are freed in our convictions and demeanors, a large portion of our activities are still affected by sex stereotyping andShow MoreRelatedStereotyping in an Organisation880 Words   |  4 PagesStereotyping In An Organization The fact that people are always judged for their actions and behavior could be one of the biggest problems in an organization. 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Essay642 Words   |  3 Pagesï » ¿What is a stereotype? Stereotypes that I am aware of are cultural, groups of individuals, sexual stereotypes, and men vs. women. â€Å"The definition of a stereotype is any commonly known public belief about a certain social group or a type of individual. Stereotypes are often confused with prejudices, because, like prejudices, a stereotype is based on a prior assumption. Stereotypes are often created about people of specific cultures or races. Almost every culture or race has a stereotype, includingRead MoreWomen s Media And Gender Roles1492 Words   |  6 Pages Women have been attacked in society through the media. Mass media are a reflection of society informed by particular power and values (Stirinati, 2006). Although the representation of women is not a copy of reality, mass media act as image and message,’ should be’ a reflection or representation of society (Hollows, 2000). 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string(221) " share owners are increasingly forcing \? rms to undo their international investments—despite, in many cases, early endorsement by analysts and the market—and even to \? re the senior management teams that made them\." www. hbr. org Even as companies are being told that the future lies in globalization, some are severely punished for their international moves. We will write a custom essay sample on Hbr Article or any similar topic only for you Order Now A simple test can help you decide what makes strategic sense for your organization. When You Shouldn’t Go Global by Marcus Alexander and Harry Korine Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 When You Shouldn’t Go Global 8 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R0812E This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. When You Shouldn’t Go Global The Idea in Brief Globalization promises substantial advantages like new growth and scale. For some companies, it’s paid off handsomely. But global mania has also blinded many firms to a hard truth: global strategies are devilishly tough to execute. The landscape has become littered with some of these unfortunates’ remains. DaimlerChrysler and ABN Amro— dismembered and bought up by activist shareowners—are particularly painful examples. To escape this fate, don’t assume you should go global, say Alexander and Korine. Instead, determine whether a global move makes sense for your firm. Ask: †¢ Could the move generate substantial benefits? †¢ Do we have the capabilities (for example, experience in postmerger integration) required to realize those benefits? †¢ Will the benefits outweigh the costs (such as the complexity that comes with coordinating far-flung international operations)? A yes to these questions suggests globalizing may be right for you. The Idea in Practice THREE QUESTIONS TO ASK BEFORE GOING GLOBAL Could the strategy generate substantial benefits for our firm? The global race can lead you to overestimate the size of the prize. Example: Redland, a UK manufacturer of concrete roof tiles, expanded around the world to leverage its technical know-how beyond its home market. But it often sought opportunities in countries (such as Japan) where local building practices provided little demand for concrete roof tiles. Thus, there was no value in transferring its technology to such markets. Do we have the capabilities needed to achieve those benefits? Companies often lack the skills needed to unlock the coffer holding the prize. Example: Taiwanese consumer electronics company BenQ’s acquisition of Siemens’s mobiledevices business failed because BenQ lacked integration skills. It couldn’t reconcile the two companies’ incompatible cultures or integrate RD activities across the two entities. BenQ’s German unit filed for bankruptcy in 2006. Will the benefits outweigh the costs? The full costs of going global can dwarf even a sizable prize. Example: TCL, a Chinese maker of TVs and mobile phones, has expanded rapidly into the United States and Europe through acquisitions and joint ventures. It now has numerous RD headquarters, RD centers, manufacturing bases, and sales organizations. The cost of managing this complex infrastructure has outweighed the benefits of increased scale—creating large losses for TCL and several of its joint-venture partners. THREE INDUSTRIES WITH PARTICULAR GLOBALIZATION CHALLENGES †¢ Deregulated industries. Formerly stateowned industries (telecommunications, utilities) have globalized after deregulation to spur growth and escape stiffened competition at home. They assume they can use their existing competencies in new markets to achieve cross-border economies. But it’s been difficult, for example, for utilities to optimize electricity flows over uncoordinated grids. †¢ Service industries. Many service businesses (retailing, insurance) go global to generate growth beyond home markets threatened by foreign rivals. Their strategies hinge on coordination of people or processes—no easy feat. Wal-Mart, for instance, has struggled to get its partner firms and employees abroad to adopt its work methods. †¢ Manufacturing industries. For automobile and communications equipment makers, for example, global mergers and partnerships seem to offer the size needed to compete against consolidating rivals. But the complexities of integration can cause delays in achieving those gains. These companies thus have become vulnerable to economic slowdowns, which constrain their ability to pay for expansion and consolidation. COPYRIGHT  © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. page 1 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. Even as companies are being told that the future lies in globalization, some are severely punished for their international moves. A simple test can help you decide what makes strategic sense for your organization. When You Shouldn’t Go Global by Marcus Alexander and Harry Korine COPYRIGHT  © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Economic globalization is viewed by some as the best hope for world stability, by others as the greatest threat. But almost everyone accepts that businesses of all types must embrace it. Even smaller enterprises—urged on by the ? nancial markets, by investment bankers and consultants, by the media, and by the moves they see rivals making—feel the strategic imperative to go global in one form or another. Although the current ? nancial crisis is putting a damper on such activity, the pressure on companies to globalize is likely to persist. With this sense of inevitability, it’s easy to forget the serious mistakes some companies have made because of their global strategies. Dutch ? ancial-services ? rm ABN Amro, for example, acquired banks in numerous countries but wasn’t able to achieve the integration needed to generate value with its international network. AES, a U. S. -based energy ? rm that operates 124 generation plants in 29 countries on ? ve continents, has in recent years struggled to show that it is worth more than the sum of its individual geographic units. D aimler-Benz merged with Chrysler in 1998 in order to create a Welt AG—a world corporation—but never attained the power over markets and suppliers that this global position was supposed to deliver. And these days, companies can’t always chalk their mistakes up to experience and move on. Industry rivals and activist share owners are increasingly forcing ? rms to undo their international investments—despite, in many cases, early endorsement by analysts and the market—and even to ? re the senior management teams that made them. You read "Hbr Article" in category "Essay examples" ABN Amro was dismembered last year by the Royal Bank of Scotland, Fortis, and Banco Santander, largely along geographic lines. AES’s share price has tumbled since investors’ initial enthusiasm for its globalization strategy, and some investment advisers are calling for the ? m to be split into three or more parts. The architect of the DaimlerChrysler deal, CEO Jurgen Schrempp, ? nally yielded to share-owner pressure and resigned, freeing up his successor to sell harvard business review †¢ december 2008 This article is made available to you with compliments of Harry K orine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 2 When You Shouldn’t Go Global Chrysler to the private-equity giant Cerberus in 2007. Indeed, we believe that businesses with illconsidered globalization strategies are poised to become the next targets for breakup or corporate overhaul by activist share owners, just as companies with poorly thought-out business diversi? cation strategies were targets in the past. Today’s activists include private-equity ? rms, hedge funds, and traditional pension funds, and they wield in? uence through a variety of means, from vocal use of the platform offered by a minority stake to all-out takeover and sell-off. All right, even the best executive teams are going to make mistakes in a business environment as complex as today’s. And no one would deny that the forces driving globalization are powerful and that the business bene? ts of becoming a global player can be tremendous. What concerns us is that so many companies seem to share unquestioned assumptions about the need to go global and are lulled by apparent safety in numbers as they move toward potential disaster. We highlight in this article several industries where this mind-set has been prevalent and a number of companies that have paid a high price for adopting it. Avoiding Ill-Fated Strategies Businesses have had international ambitions at least since the founding of the British East India and Hudson’s Bay companies in the seventeenth century. Truly global corporations began appearing early in the last century, and their number has grown—with both successes and failures along the way—ever since. But the accelerated removal of political and regulatory barriers to cross-border trading and investment over the past 15 years, along with the advent of technology that enables companies to conduct business around the world 24 hours a day, has made a global presence a generally accepted requisite in many industries. From the late 1990s onward, with a brief pause during the 2001–2003 bear market, we have witnessed a head-over-heels rush by companies to globalize: Foreign direct investments are at record levels, cross-border partnerships and acquisitions are burgeoning, worldwide sourcing continues to increase, and the pursuit of customers in emerging economies grows ever more heated. Marcus Alexander is an adjunct professor of strategic and international management at London Business School, a director of the Ashridge Strategic Management Centre in London, and a coauthor, with Andrew Campbell, of â€Å"What’s Wrong with Strategy? (HBR November–December 1997). Harry Korine (hkorine@london. edu) is a teaching fellow in strategic and international management at London Business School and a senior research fellow at IFGE in Lyon, France. He is a coauthor, with Pierre-Yves Gomez, of The Leap to Globalization (Jossey-Bass, 2002) and Entrepreneurs and Democracy (Cambridge Universit y Press, 2008). Both authors have worked with some of the companies mentioned in this article. Although such moves have bene? ted—or at least not irreparably damaged—many companies, we’re beginning to see fallout. Sometimes ? ms have failed because their global strategies were deeply misguided, other times because execution was more dif? cult than anticipated. We think that many failures could have been prevented—and would be avoided in the future—if companies seriously addressed three seemingly simple questions. 1. Are there potential bene? ts for our company? Just because a move makes sense for a rival or for companies in other industries doesn’t mean it makes sense for your own company or industry. The race to globalize sometimes leads people to overestimate the size of the prize. UK-based roof tile maker Redland, for example, expanded aggressively around the world beginning in the 1970s with the aim of leveraging its technical know-how beyond its home market. The problem: It often sought opportunities in countries, such as the United States and Japan, where local building practices provided very little demand for concrete roof tiles. Although the company was fully able to transfer the relevant technology, there was no value in doing so in such markets. 2. Do we have the necessary management skills? Even if potential bene? ts do exist for your company, you may not be in a position to realize them. The theoretical advantages of globalizing—economies of scale, for example— are devilishly dif? cult to achieve in practice, and companies often lack the management key needed to unlock the coffer holding the prize. By the late 1990s, industrial conglomerate BTR had developed a presence in many countries. However, each business unit was run as a largely autonomous entity, with stringent pro? t accountability and little encouragement to work with others. This approach made sense in a fragmented world, but as BTR’s customers globalized, they came to expect coordinated supply and support across borders. Although the opportunity was clear and BTR seemed well positioned to seize it, the company found it impossible to implement an approach so alien to its traditions. Even after a change of CEO and other senior staffers, the company culture blocked attempts at global integration, and the 1999 merger with Siebe was seen by many analysts as an admission that BTR simply could not make the changes needed. harvard business review †¢ december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 3 When You Shouldn’t Go Global 3. Will the costs outweigh the bene? ts? Even if you are able to realize the bene? ts of a global move, unanticipated collateral damage to your business may make the endeavor counterproductive. Too often, companies fail to see that the full costs of going global may dwarf even a sizable prize—for example, when an effort to harmonize the practices of national business units drives away customers or distracts national management teams from the needs of their markets. The increased complexity of managing international operations is also a threat. TCL, a Chinese maker of electronics and home appliances, has expanded rapidly into the United States and Europe through a series of acquisitions and joint ventures. As a result of deals in the past few years with Thomson and Alcatel, TCL has found itself with four RD headquarters, 18 RD centers, 20 manufacturing bases, and sales organizations in 45 countries. The cost of managing this infrastructure has outweighed the bene? ts of increased scale and resulted in large losses for both joint ventures. Globalization’s Siren Song Companies neglect to ask themselves these seemingly obvious questions because of their complacent assumptions about the virtues of going global—assumptions that are reinforced by seductive messages from, among other places, the stock market. Although the siren song of globalization has lured companies of all kinds into this risky strategic space, recently the call has been particularly insidious in certain industry contexts, three of which we describe here. (For a description of how a management imperative such as â€Å"Become more global† can rapidly spread, see the sidebar â€Å"The Susceptibility to Managerial Fads. †) The Susceptibility to Managerial Fads The belief that companies must become more global is the latest in a long line of widely held and generally unquestioned assumptions that can undermine the rational behavior of companies or entire industries. The management trends—you might even call them fads—that grow out of these assumptions can be dangerous because they often lead to sloppy thinking. For example, the label used to describe a trend may get stretched far beyond its original meaning. â€Å"Reengineering† has come to mean nearly any corporate reorganization; â€Å"related diversi? ation† is used today to justify acquisitions within categories, such as â€Å"communications media† and â€Å"? nancial services,† that are so broad as to be almost meaningless. More troubling, the stampede by companies to join peers in mindlessly embracing such trends can cloud managers’ judgment about what is worthwhile and achievable in their particular case. The pathology of management fads has an underlying dynamic that is worth exploring: Company X, with talented people at the helm, pioneers a new management approach. The ? rm does well, and others take notice. Maybe one or two experiment with similar innovations. Then stock market analysts and journalists spot the new approach. They view it as part of a broader pattern, and someone comes up with a clever-sounding label. The word â€Å"paradigm† may even get tossed around. As the phenomenon gains visibility—often in publications like this one—academics develop â€Å"frameworks† to help companies understand it. Their codi? cation, intended simply to explain the phenomenon, further validates it. (Consultants also develop frameworks, though usually with the aim of selling the trend as a product. ) Over time, people use the now-familiar label more and more loosely. They group all manner of activities under the heading. Despite its ambiguity, there is a growing sense that activities under the rubric are worthwhile. Investment bankers cite the concept as a reason for companies to make acquisitions or other moves, and in the enthusiasm of deal making everyone glosses over the dif? culties of integration and implementation. Financial markets sometimes reward companies just for announcing that they have adopted the new approach. Sadly, the original insight, not to mention an appreciation of the context that gave rise to it, soon gets lost as ompanies scramble to become part of the trend. Before long, they are copying all sorts of elements and manifestations that are at best tangential and often irrelevant to the sought-after bene? t. By the time a few books have come out on the topic, managers are embarrassed if they can’t point to examples within their own organizations. As the herd piles in, smart managers are already scanning the horizon f or a new idea that will give them a competitive advantage. But others continue to give little thought to whether the trend has played out—or was never likely to bene? a company in their situation. There is always a lag before misapplications of the concept start to affect companies’ numbers. Even when they do, many corporate managers, with stacks of statements and presentations extolling the virtues of the approach, are reluctant to abandon it. The stubborn ones carry on regardless of mounting costs— thereby setting the stage for activist share owners to step in and force a change. This discouraging scenario doesn’t unfold because the original concept was wrong. (Globalizing isn’t necessarily bad; not globalizing isn’t necessarily good. It plays out because embracing a trend often precludes careful examination of the pros and cons of the speci? c choices made by a single company in a particular context. harvard business review †¢ decemb er 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 4 When You Shouldn’t Go Global Deregulated industries. Many businesses in formerly state-owned industries, such as telecommunications, postal services, and utilities, have responded to deregulation with aggressive global moves. Faced with limited growth opportunities and often increasing competition in their home markets, companies have accepted that geographic expansion is the best way to exercise their new strategic freedom. These companies, the argument goes, can apply existing competencies—providing voice and data communication, delivering letters and parcels, distributing electricity and water, even dealing with the deregulation process itself—in new markets. They will enjoy signi? cant savings by sharing resources across their international operations while â€Å"sticking to their knitting. The latter point—the importance of focusing on what they know how to do—is a key part of the argument, since unrelated diversi? cation, itself once a widely touted strategy, has been largely discredited. This apparently sound logic has turned out in many cases to be oversold by investment bankers or to be just plain ? imsy. Companies frequently pay far too much to enter foreign markets. Furthermore, many of the deregulated industries are â€Å"glocal†Ã¢â‚¬â€that is, customer expectations, operating environments, and management practices for what seem to be globally standard services can vary greatly depending on location. Water distribution, for instance, may not in fact be the same industry in the regulatory settings of two different countries. In addition, cross-border economies, if they exist at all, may be hard to achieve. It is dif? cult, for example, to optimize electricity ? ows over uncoordinated grids. Faced with such challenges, a number of companies have struggled with or reversed their global moves. Kelda, a UK water utility, sold its U. S. business six years after acquiring it because differences in pricing, environmental regulations, and distribution proved so great that the business could be run only on a stand-alone basis. Partly because of national differences in customer behavior, Deutsche Telekom has ended up running its U. S. unit, T-Mobile USA, as a completely independent business that could be sold off at any time. Rival telecom operator Vodafone has been forced by dissatis? ed share owners to unload its Japanese subsidiary, J-Phone. Deutsche Post, in assembling an international network of mail, express, and logistics services, overpaid signi? cantly for the U. S. express-delivery services DHL and Airborne. Germany’s former state-owned monopoly has also had great dif? ulty integrating DHL’s entrepreneurial management culture with its own. Some analysts value the sum of Deutsche Post’s separate businesses as 25% greater than the market value of the company—an assessment that is likely to increase pressure to spin off some of those businesses. Service industries. Companies in traditionally national and fragmented service industries, such as retailing, consumer banking, a nd insurance, have viewed globalization as a way to realize scale economies and to generate growth beyond home markets themselves facing an incursion of foreign competition. In some cases, globalization seems to make sense because customers and suppliers are also becoming more global. As in deregulated industries, however, the â€Å"global† customer may be more national than anticipated. And obtaining scale economies across borders requires management skills and experience that many companies lack. For example, serving a customer that is truly global in a consistent way from multiple national of? ces is no easy task. Service businesses seeking to capture the bene? ts of a globalization strategy must, like ? rms in deregulated industries, pay attention to a mix of global and local factors. Purchasing can bene? t from careful coordination across borders, but marketing and sales may suffer from too much standardization. Certain services travel much better than others that seem remarkably similar. In shoe retailing, for instance, offerings targeted at the wealthy or the young are far more global than those aimed at the middle market, which remains doggedly local. In service businesses, many of the implementation challenges of a global strategy involve the coordination of people or processes. Wal-Mart, for instance, has struggled to get its partner ? ms and employees abroad to adopt its work routines. ABN Amro’s global empire was dismantled by predators because the international business was a collection of mostly unrelated operations in countries ranging from Brazil to Monaco. The company achieved few economies of scale: In marketing, harvard business review †¢ december 2008 This article is made available to you with compliments of Harry Korine. Further postin g, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 5 When You Shouldn’t Go Global for example, it didn’t enjoy the ef? iencies resulting from a single global brand, because local banks mostly kept their original names. Furthermore, its attempts at sharing information systems, management processes, and other bits of infrastructure were repeatedly delayed and then implemented haphazardly, creating few savings. The outcomes of some other service companies’ global strategies have not been so dire—but they have still fallen short of expectations. Starbucks has pursued international growth at a breakneck pace, even though margins abroad have been only about half those of the company’s U. S. operations. Axa, the global French insurance group, has enjoyed satisfactory ? nancial performance from its many units around the world but has so far been unable to reduce its global cost base or convincingly roll out innovations, such as its U. S. variable-annuity program, internationally. Thus, although the globalization strategy hasn’t destroyed value, it also hasn’t added as much as originally envisioned. Manufacturing industries. Over the past decade, companies in manufacturing indus- tries, such as automobiles and communications equipment, have viewed rapid crossborder consolidation as necessary for survival. Global mergers and partnerships seem to be the only way for companies to obtain the size needed to compete against consolidating rivals, to reduce their reliance on home markets, and to gain manufacturing economies of scale. These bene? ts, though arguably easier to achieve than those sought by service companies (because local differences seem less problematic), are often outweighed by operational and organizational challenges. The complexities of integrating organizations and operations can cause costly delays or failures. And companies haven’t had the luxury of much time to realize the bene? s of integration. Counting on the bene? ts of size and scale to drop quickly to the bottom line, many manufacturers have become particularly vulnerable to economic slowdowns, which constrain their ability to pay for expansion and consolidation before an increasing debt-to-equity ratio forces their executive teams to cede control to ? nanciers or new management. Royal Ahold’s Downf all Dutch supermarket operator Royal Ahold is best known in recent years for an accounting scandal that led to the resignation of its CEO and its CFO in 2003. The ? nancial irregularities must be seen in light of the company’s mbitious, and ultimately unsuccessful, globalization strategy. Royal Ahold began its international expansion in the 1970s and accelerated it in the 1990s, eventually acquiring businesses throughout Europe, Asia, Latin America, and the United States, to become the fourthlargest retailer in the world. But the bene? ts of owning this network of stores were hard to realize or didn’t exist in the ? rst place. Global economies of scale are one of the main rationales for international expansion. However, such economies, dif? cult to attain in many businesses, are particularly elusive in food retailing. Purchasing economies can be achieved only with items furnished by global suppliers to all markets—and these typically represent at most 20% of all supermarket items, because of cultural differences and the frequent need to source fresh food locally. Even apparently â€Å"international† products, such as hummus, must be adapted to different countries’ distinct tastes. Additionally, realizing synergies across a far-? ung network requires common information systems and management processes, and Ahold made little effort to integrate its acquired businesses into the existing organization. Different information systems thus continued to coexist across the company, sometimes even within the same country. Ironically, the lack of integrated systems and processes needed to secure global bene? ts helped conceal the company’s ? nancial irregularities. And the failure to attain those bene? ts undoubtedly put pressure on top managers to produce favorable—if false— ? nancial results. When the new executive team ? nally introduced common management processes in the wake of the scandal, those processes did little to improve such activities as common purchasing across markets. As recently as last year, key suppliers were charging Ahold different prices in different countries. Ahold’s 2007 sale of most of its U. S. operations to private equity ? rms highlighted the nearly complete abandonment, under pressure from dissatis? ed minority share owners, of its once ambitious globalization strategy. The dissidents were concerned not about the usual over-diversi? cation of business types— after all, Royal Ahold remained focused on retailing—but about the over-diversi? cation of geographic locations. (Tests for suitable business diversi? ation are discussed in â€Å"Corporate Strategy: The Quest for Parenting Advantage,† by Andrew Campbell, Michael Goold, and Marcus Alexander, in the March– April 1995 issue of HBR. ) With the focus on governance at Ahold, the underlying story of failed globalization did not receive adequate attention until activist share owners jumped on it. harvard business review †¢ december 2008 This artic le is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 6 When You Shouldn’t Go Global The merger of Daimler-Benz and Chrysler is a poster child for this problem: The German and U. S. automakers were different in almost every respect, from company cultures to purchasing practices, and they were never able to attain such bene? ts as the promised billions of dollars in savings from common supply management. Taiwanese consumer electronics company BenQ’s acquisition of Siemens’s mobile-device business followed a similar story line, including incompatibility of cultures and processes, as well as dif? culties in integrating RD activities. In a haunting echo of the scramble by Daimler-Benz and Chrysler to merge, BenQ didn’t visit Siemens workshops and production lines before inking the deal, relying only on due diligence documents. Although BenQ continues to be active in mobile equipment, its German unit was declared bankrupt in 2007. In both of these cases—and in numerous others—the strategic logic for globalization was tenuous, and the skills needed to implement a globalization strategy effectively were in short supply. A Continuing Danger We aren’t saying that all globalization strategies are ? awed. Telefonica, Spain’s former telephone monopoly, has successfully expanded throughout much of the Spanish-speaking world. The past ? ve years have seen General Electric’s Commercial Finance business move rapidly and effectively into dozens of non-U. S. markets. Renault’s pathbreaking alliance with Nissan has to this point proved bene? cial for the French and Japanese automakers. But focusing on such success stories only reinforces the conventional wisdom that a globalization strategy is a blanket requirement for doing business—which in turn leads many companies to insuf? iently scrutinize their proposed global initiatives. (For a discussion of one of the gravest cases of failed globalization, see the sidebar â€Å"Royal Ahold’s Downfall. †) We expect this trend to continue, as ? rms in various industries recklessly pursue global strategies. Take the emerging renewableenergy industry—companies developing technologies for biofuel, solar en ergy, and wind energy. We have talked with executives who, racing to establish a global position in this booming ? eld, are planning rapid expansion over the next few years in Africa, Asia, nd Latin America—and completely underestimating the management challenges involved. Many will, after initial applause from the ? nancial markets, ? nd their hastily conceived strategies challenged after the fact by activists. We also anticipate that problems will recur in industries that earlier rushed to adopt globalization strategies, with activist share owners ready to pounce on companies as evidence of poor management choices surfaces. Activist share owners have already taken signi? cant positions in some companies mentioned in this article. Other target companies, perhaps not quite ripe for direct intervention—and temporarily shielded from attack by the current credit crisis and turbulent equity markets—are nonetheless being discussed in the boardrooms of rivals and by the investment committees of pension funds and private equity ? rms. Ironically, some predators, having spotted the weaknesses of other companies’ global strategies, may be poised to fall into the same trap. For example, the Royal Bank of Scotland is known for its highly successful 2000 acquisition of NatWest, a much larger UK rival, and for the subsequent overhaul of its target’s culture. But RBS may ? nd it dif? cult to achieve similar results with the disparate banking assets—spread across more than 50 countries— that it acquired from ABN Amro. And though the recent government bailouts of RBS and Fortis aren’t a direct result of the ? rms’ international strategies, the acquisition of ABN Amro assets stretched their balance sheets and made the companies more vulnerable to the ? nancial crisis. We also worry that activist share owners and private equity ? rms may reproduce ? awed globalization strategies in their own portfolios. The largest of these players are now more diversi? ed, both in ype of business and in international footprint, than many of the giant conglomerates of 30 years ago that were subsequently broken up and sold off. Indeed, as you look out on a landscape littered with the remains of dismembered companies weakened by failed globalization strategies, you have to wonder: Could today’s predators be tomorrow’s p rey? Reprint R0812E To order, see the next page or call 800-988-0886 or 617-783-7500 or go to www. hbr. org harvard business review †¢ december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 7 When You Shouldn’t Go Global Further Reading ARTICLES Managing Differences: The Central Challenge of Global Strategy by Pankaj Ghemawat Harvard Business Review March 2007 Product no. R0703C The main goal of any international strategy should be to manage the large differences that arise at the borders of markets. Yet executives often fail to exploit market and production discrepancies, focusing instead on the tensions between standardization and localization. Ghemawat presents a new framework that encompasses all three effective responses to the challenges of globalization. He calls it the AAA Triangle, with the As standing for the three distinct types of international strategy. Through adaptation, companies seek to boost revenues and market share by maximizing their local relevance. Through aggregation, they attempt to deliver economies of scale by creating regional, or sometimes global, operations. And through arbitrage, they exploit disparities between national or regional markets, often by locating different parts of the supply chain in different places— for instance, call centers in India, factories in China, and retail shops in Western Europe. Ghemawat draws on several examples that illustrate how organizations use and balance these strategies and describes the trade-offs they make as they do so when trying to build competitive advantage. Emerging Giants: Building World-Class Companies in Developing Countries by Tarun Khanna and Krishna G. Palepu Harvard Business Review October 2006 Product no. R0610C As established multinational corporations stormed into emerging markets, many local companies lost market share or sold off businesses—but some fought back. India’s Mahindra Mahindra, China’s Haier Group, and many other corporations in developing countries have held their own against the onslaught, restructured their businesses, exploited new opportunities, and built worldclass companies that are today giving their global rivals a run for their money. The authors describe three strategies these businesses used to become effective global competitors despite facing financial and bureaucratic disadvantages in their home markets. Some capitalized on their knowledge of local product markets. Some have exploited their knowledge of local talent and capital markets, thereby serving customers both at home and abroad in a cost-effective manner. And some emerging giants have exploited institutional voids to create profitable businesses. Getting Offshoring Right by Ravi Aron and Jitendra V. Singh Harvard Business Review December 2005 Product no. R0512J Recently a rising number of companies in North America and Europe have experimented with offshoring and outsourcing business processes, hoping to reduce costs and gain strategic advantage—with mixed results. According to several studies, half the organizations that have shifted processes offshore have failed to generate the expected financial benefits. What’s more, many of them have faced employee resistance and consumer dissatisfaction. A three-part methodology can help companies reformulate their offshoring strategies. First, prioritize company processes according to two criteria: the value these processes create for customers and the degree to which the company can capture some of that value. Then keep highest-priority processes in-house and consider outsourcing low-priority ones. Second, analyze the risks that accompany offshoring. Finally, determine possible locations for offshore efforts, as well as the organizational forms—such as joint ventures—that those efforts might take. page 8 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. To Order For Harvard Business Review reprints and subscriptions, call 800-988-0886 or 617-783-7500. Go to www. hbr. org For customized and quantity orders of Harvard Business Review article reprints, call 617-783-7626, or e-mail customizations@hbsp. harvard. edu How to cite Hbr Article, Essay examples

Dylan Thomas Essay Example For Students

Dylan Thomas Essay Dylan Thomas Thomas Dying LightDylan Marlais Thomas was born in Swansea, Wales on October 27, 1914.After leaving school, he worked briefly as a junior reporter on the South Wales Evening Post.In November of 1923 he moved to London and in December of that he published his first book, Eighteen Poems.In April 1936 he met his future wife, Caitlin Macnamara.In September 1936, his second volume of poetry, Twenty-five Poems, was released.In July 1937 Dylan and Caitlin were married and in the following year they moved to Laugharne, Wales.Their first child, Llewlyn Edouard Thomas was born in January 1939.The Map of Love, soon to be the title of a major film, was published in August and The World I Breathe was released in December.(Bookshelf 98)In April of 1940 Portrait of the Artist as a Young Dog was published and in September Dylan began working for Strand Films, Inc.He remained with Strand through the conclusion of the Second World War.His second child Aeronwy, Byrn Thomas was born in Marc h of 1943.Deaths and Entrances was released in 1946.Three years later his child, Colm Garan Hart Thomas, was born.In 1952 his final volume, Collected Poems, was published.In addition to the work previously mentioned, he also published many short stories, wrote filmscripts, broadcast stories, did a series lecture tours in the United States and wrote Under Milkwood, his famous play for voices.(Bookshelf 98)During his fourth lecture tour of the United States in 1953, he collapsed in his New York hotel.He was but a few days past his 39th birthday.He died on Noovenber 9th, 1953 at St. Vincents Hospital, New York.His alcoholism was legendary and no doubt played a significant role in his demise.His Body was sent back to Laugharne, Wales, where his grave is marked by a simple wooden cross- the way he would have seen fit.In July 1994 his wife, Caitlin, died in Italy.She had spent most of her years there since his death.(Bookshelf 98)Thomas, one of the best known poets of the mid-twentieth ce ntury, is remembered for his highly original, obscure poems, his amusing prose tales and plays, and his turbulent, highly-publicized personal life.He was widely recognized for his powerful poetry readings of BBC radio.He became a very popular public figure.Thomas was a man with a very Keatsian style and manner.He was both energetic and vivid when it came to his imagery.He was welsh and his voice brought many to enjoy poetry through his readings, he also used words not for just denotation and imagery, but also for the sound of the word.He was interested in the subtle meanings within the rhythm and phonic qualities of the words and their order.The key to Dylan Thomas is reading him aloud, slowly, hitting every vowel and consonant, and worrying about what it all means later.(His Craft, His life)For the purpose of examining thematic consistency through multiple works let us consider two of his most famous poems: Do Not Go Gentle into That Good Night and A Refusal to Mourn the Death, by Fire, of a Child in London.Both of these works deal with the close of our preciously, mysterious life force.One pleads that we rage, rage against the dying of the light,(Do Not)while the other hits on the possibility of reincarnation, a recycling of the life force, and thus the lack of mourning when a life comes to its close.The..se two themes seem to conflict, but upon further analysis they come together to present us with a complete picture of Dylan Thomas feelings on the seldom understood subject of death. Do Not Go Gentle into That Good Night is Thomas demands of his father to fight the approach of death when it can be seen on the horizon.The light obviously symbolizes his life force and the famous quote, rage, rage against the dying of the light, is certainly the authors plea to his father.The general, overall imagery of this poem is simple and straightforward.Careful analysis can, however, pose an interesting question when one tries to fit the message of this poem with that of A Refusal to Mourn the Death, by Fire, of a child in London. .u9fd1371cd413814ca8b40e58efef725b , .u9fd1371cd413814ca8b40e58efef725b .postImageUrl , .u9fd1371cd413814ca8b40e58efef725b .centered-text-area { min-height: 80px; position: relative; } .u9fd1371cd413814ca8b40e58efef725b , .u9fd1371cd413814ca8b40e58efef725b:hover , .u9fd1371cd413814ca8b40e58efef725b:visited , .u9fd1371cd413814ca8b40e58efef725b:active { border:0!important; } .u9fd1371cd413814ca8b40e58efef725b .clearfix:after { content: ""; display: table; clear: both; } .u9fd1371cd413814ca8b40e58efef725b { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u9fd1371cd413814ca8b40e58efef725b:active , .u9fd1371cd413814ca8b40e58efef725b:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u9fd1371cd413814ca8b40e58efef725b .centered-text-area { width: 100%; position: relative ; } .u9fd1371cd413814ca8b40e58efef725b .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u9fd1371cd413814ca8b40e58efef725b .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u9fd1371cd413814ca8b40e58efef725b .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u9fd1371cd413814ca8b40e58efef725b:hover .ctaButton { background-color: #34495E!important; } .u9fd1371cd413814ca8b40e58efef725b .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u9fd1371cd413814ca8b40e58efef725b .u9fd1371cd413814ca8b40e58efef725b-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u9fd1371cd413814ca8b40e58efef725b:after { content: ""; display: block; clear: both; } READ: Caso EssayLine sixteen of Do Not Go Gentle into That Good Night, And you, my father, there on that sad height, gives us the mysteriously mournful phrase, sad height.This phrase is of particular interest.What does Thomas mean, sad height? Is he acknowledging that death is a sad time worthy of lament?No.The sad height is the metaphorical perch we find ourselves resting upon in the moments leading up to death.It is not a place, but rather it is a time and a condition wrapped together to form a unique state of existence. In this poem he is advocating that his father actively resist his own death.Is death then a negative, lamentable event according to Thomas?No.This resistance is to Thomas the way in which his father will separate himself, his unique life force, from its unfavorable position.Thomas knows the flesh will die.He just doesnt want his father to slide off into oblivion as well.Thomas seems to believe that the separation is necessary to the perpetuation of his fathers life force. That interpretation leads one directly to the first sentence of A Refusal to Mourn the Death, by Fire, of a Child in London.The poem opens with a magnificent, thirteen-line sentence.Its momentum and tone set the table for the entire piece.The period at the end of the thirteenth sentence is the poems first punctuation.The meaning of the first sentence is reasonably clear: The speaker has resolved not to mourn the childs death until Doomsday.By balancing the promise of eventual mourning with present restraint Thomas has constructed an ambiguity that is crucial to the poems message.He wants his reader to contemplate this decision- this bold statement.Thomas has proclaimed Doomsday as the event at which all life will cease to exist and recycle.He sounds cruel, however, that is part of the point.The childs horrible death is a fact of life.It is part of the cycle; A cycle that must be appreciated from all sides if we are to value life at all.Thomas would ask, How can you appreciate the sun if there is no rain? and vice versa.One is essential.He has deemed the point at which the cycle stops as the only truly lamentable moment with regard to life and death. Thomas often wrote about life and death and issues concerning the nature of our living, breathing planet.He displayed wonderful thematic consistence and evolution throughout hi works.Do Not Go Gentle into That Good Night and A Refusal to Mourn the Death, by Fire, of a child in London appear thematically opposed on the surface.The present their reader with a microcosm of Dylan Thomas life and works.

The Jazz Influence on Their Eyes Were Watching God free essay sample

The Jazz Influence on Their Eyes Were Watching God In the late sasss, during the Harlem Renaissance, when Zorn Neal Harpoons Their Eyes Were Watching God was written, the sounds of Jazz and blues music filled the air (Hurst). Revolutionary artists such as Duke Longest, Teddy Wilson and Bessie Smith became household names as African-Americans began to develop a Holiday, the first popular Jazz singer to move audiences with the Intense, personal feeling of classic blues, changing the art of American pop vocals forever (Billie).It was not only musicians who were participating In this renaissance, there where painters, activists and writers as well (Harlem). These figures would pick up on each others art form, incorporating a bit of it into their own. It is in this way that the jazz which Zorn Neal Hurst listened to and grew up around, made its way subtlety into her writing by adding a formulaic, rhythmic and melodic element to Their Eyes Were Watching God. We will write a custom essay sample on The Jazz Influence on Their Eyes Were Watching God or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Rhythm and meter are most often associated with poetry and music, less often are these devices used in prose.Hurst breaks this mold by using various rhythmic devices in her writing, giving it a musical feel. The introduction to Their Eyes Were Watching God uses a four beat sentence, with each beat divided into triplets; Ships at a/ distance have/ every mans/ wish on board (Hurst). This same pattern, common in blues, can also be found in the first line of Holidays Strange Fruit; Southern trees/ bear strange fruit/ Blood on leaves/ at the root (Bessie). Examples such as this can be found throughout Their Eyes Are Watching God, not only in the arrogations but also in the dialogue.While reading Harpoons work one could tap ones foot along to the beat of the work and read as if it were a lyric. The most popular way a Jazz standard is performed is there is one simple melody based on a sires of chord changes, the main melody is played by the full ensemble once, followed by, more or less, three solos and the song is concluded In the same way it is began. Throughout the song, the rhythm section follows these chord changes underneath the soloists (Harlem).