Explanation of I Believe That Deep Down All Human Beings Are Really Essay

Explanation of I Believe That Deep Down All Human Beings Are Really Good Quote by Anne Frank - Essay Example The Holocaust, which claimed the writer’s life, involved the killing of hundreds of thousands of innocent Jews. The author believed that the evil would soon end, and peace would prevail. She had the belief that the people who were undertaking the massacre would come to their mind and realize the harm that they cause, realizing the good that is still in their hearts. The quote means that people have two sides, the good and the bad, and no matter how the evil side is, the good side can still be portrayed. I disagree with this quote. People do certainly have good sides, but they do not apply to everybody that they interact with. For this quote to be applicable to all humans, people would be considering the implications of their actions on others before undertaking these activities. In the worst scenario, if all humans had some good on them, they would see how other people are suffering and have empathy for them. The mere assumption that humans are capable of changing does not mean that everybody can. Some people are stuck in beliefs that good will happen to them if they commit heinous actions. There are occurrences that prove not all humans have good in them. One critical phenomenon is the historical Johnstown massacre in the US 1978 which claimed the lives of over 900 people (The Guardian, n.p). The cult leader Jim Jones forced his followed to drink poisoned juice. Those who declined were injected with the poisoned or shot dead (The Guardian, n.p). Another issue that proves not all humans have good in them is the presence of terrorist organizations such as ISIS. The ISIS members behead people and kill people in painful and horrible ways. If these people had any slight good in them, these atrocities would not be happening. Â  

Demonstrate understanding of the concepts involved in managing Essay

Demonstrate understanding of the concepts involved in managing marketing and make recommendations for improving the management o - Essay Example There are different elements of marketing process such as marketing mix strategy, targeting strategy, market segmentation and product positioning. Market segmentation is used to identify the different segments of consumers with respect to different product line (Kotler, 2008). Targeting strategy is used to recognize the target audience for the particular products. Product positioning is used to identify the region in which the products will compete in a market place. These different elements of marketing process are elaborated in this study in order to understand managing marketing. Introduction Effective marketing strategies and marketing principles increase the core competency of an organization. UK is known for the leading fashion retail chains. Leading companies like Zara, Top Shop, Marks & Spencer, and Miss Sixty are the leading fashion retails in UK (Moore, Bruce and Birtwistle, 2012). Marks & Spencer, the large UK based fashion retailer is being selected in order to achieve th e objective of the study. Marks & Spencer is one of the leading multinational fashion retail headquartered in London. In UK the organization operates with 718 retail outlets. Moreover they have near about 361 fashion retail outlets in 40 countries. Marks & Spencer offers high quality, fashionable and stylish outfits for people. 2000 global suppliers supply cloths for Marks & Spencer. Representing garments of high quality is the biggest strength of this organization. The fashion retail chain is the leading provider of Women wear in UK market. Moreover, the company is gaining high market share in menswear and kids-wear. Apart from business the organization has engaged with several social welfare activities. Marks & Spencer recycles the water, solid waste and concentrates on the reduction of carbon emission in environment by implementing the effective five year eco plan for organization’s green credential. . By providing effective marketing strategy and product of high quality w ith effective customer services, Marks & Spencer has able to produce enormous number of footfall every week. It is the major achievement for the company as a leading fashion retail chain in global market. Marks & Spencer enjoys the advantages of more than 21 million footfalls every week in all the retail outlets. The study will reveal the market segmentation, target marketing and the marketing mix that has been applied in the business of Marks & Spencer. Moreover, the study will determine the competitive advantages of the organization. Followed by these some valuable recommendation plans are being provided in order to overcome the Managing marketing issues. Finally the study ends with conclusion. Problem Statement and issues in Managing Marketing The study is all about the issues related to the marketing orientation and recommendation plans in order to overcome those issues. The problems or the risk factors are identified below. The risk of failure in terms of newly developed produc ts. In adequate customer service, marketing orientation and query controlling may affect the business performances. Difference between Product and Service Marketing Product marketing can be defined as marketing of tangible goods, which can be felt or seen while service marketing defines the marketing of intangible goods (Bhattacharya, 2009). Service marketing may differ from a person to person while marketing of product is

Modern History Essay on USA Civil Rights Movement Essay Example for Free

Modern History Essay on USA Civil Rights Movement Essay In the USA from 1865, when slavery was abolished and African American people where supposedly considered separate but equal by the constitution, to the 1960s, when the African Americans where actually considered equal, segregation practises where being endorsed throughout the USA. Segregation was the practice of separating the white Americans and the African Americans. Segregation occurred when the white Americans continued their upper status on the previously enslaved African Americans, therefore maintaining the African Americans status of repression. However throughout the later 1950s to 1960s American went through the Civil Rights Movement, in which the African Americans aimed for a desegregated society that maintained equality. Throughout the Civil Rights Movement many non-violent protests were held creating direct confrontation urging changes to be made within segregated social areas. Therefore non-violent direct confrontation was the successful means which helped to end segregation practises in the USA. Non-violence was the concept of holding a protest that was peaceful and did not retaliate to violence that was likely to be present. The most successful aspect of these protests was direct confrontation. This was when the African Americans would directly break one of the rules in public segregation, causing direct friction within the segregated society, to push the boundaries in which African American people where confined. The confrontation along with the friction created by these peaceful protests predominantly concluded with change due to the persistence of the African Americans. Despite the escalating violence that was waiting at the majority of the African Americans protests they continued, fighting for their civil rights as humans. One of the most supported organisations for African Americans, by not only African Americans themselves but also white Americans in support of desegregation, was the National Association for the Advancement of Coloured People (the NAACP). As well one of the most historically supported leaders of the NAACP, Martin Luther King’s virtues for desegregation was non-violent protesting. The increasing levels of support for the NAACP helped create mass protest to which those higher up within the government would be forced into acting upon to eradicate the chance of the protest escalating into a violent scene caused by the white Americans. Therefore it is clearly evident that non-violent, direct confrontation was a marginally successful approach to the Civil Rights Movement. Throughout the Civil Rights Movement the media played a major role in the method of non-violence in the ending of segregation. Although the African Americans had a great dedication to their protests they would not have been as greatly supported through these protests without the media. Television station camera men, reporters and photographers, where able to capture the violence and abuse directed at the African American’s, thus demonstrating the resilience of the protesters. Furthermore showing the general American public that in these situations of protests the aggressors where the white Americans and the treatment of the African Americans were unjust. Not only was this evidence of repression upon the African Americans displayed amongst the American media but also global media. Therefore effecting America’s superior reputation amidst the Cold War, giving the current enemy reason as to why capitalism was potentially failing and to their acquainted supporters and potential supporters. This global recognition for a Civil Rights struggle gave motivation to politics to act upon this situation to maintain their global reputation. Therefore the recognition of the African Americans repression and unjust treatment was national and globally recognised, thus gaining support from white Americans after this realisation. Hence the global realisation of this unjust treatment emphasised the need of social change to the government therefore giving some explanation as to the equality that becomes desegregation. Many of the non-violent protests African Americans undertook where simple acts however they caused extravagant aggravation due to racist view that the superior percentage of Americans had grown up amongst. One of the protests conducted by seven African Americans and six white Americans was abruptly ended when bus companies refused to carry them on further through their journey as they were confronted with a brutal mob that violently physically abused them and destroyed the busses that carried them. This protest was the Freedom Rides, protesting to desegregate bus terminals and associated facilities. However other protest groups pushed forward with the Freedom Rides continuing the journey and withstanding the violence until significant action was taken by the government. The desegregation for bus terminal and associated facilities was finally arranged after a major uprise in support for these freedom Riders. Much alike the Freedom Rides, Lunch Counter Sit-Ins were a peaceful protest than ended the desegregation of lunch counters. It started with the simple act on February 4th with of four African American college students sitting at a Woolworths lunch counter until the stores closing after being refused serves due to their race. This protest escalated in size and expanded rapidly due to the support it received. Over 50,000 people participated in one or more of the sit in’s within a year in over 15 different states and various cities. Due to the size and direct confrontation of this protest, abuse and violence erupted in many of the Sit-Ins encouraging the government to desegregate to maintain the countries reputation. Thus although many of the protests conducted where simple acts of rebellion for the African Americans the persistence of them where found confronting to the white Americans therefore resulting in change. Further on during the Civil Rights Movement it became apparent that many other organisations for African Americans gained further support, this including the Muslim religion and in particular those surrounding Malcolm X. Although Malcolm X’s and Martin Luther King’s values for the equality of African Americans differ, their main aim was equality with the white Americans. Malcolm X supported maintaining the separation of the races where as King supported the integration of the races in an equal society. Malcolm X was an activist of the Muslim religion; he focused in eradicating the repression on the African Americans that was being held upon by the white Americans, much alike Martin Luther King. However they differ as King’s protests were supporting the integration of the races and living peacefully together, were as Malcolm believed in the maintaining of the separation of the races. However as history has proven within American prior to the late 1950s that separate is not equal, as much as that may be the aim. Hence it becomes evident that Malcolm X’s protests didn’t succeed in the equality of African American, whereas Martin Luther King’s non-violent protests to integrate proved very successful. Therefore throughout the Civil Rights Movement many different protests where held, and many different organisations where supported however the most successfully was non-violence. These non-violence tactics as stated earlier, where the most effective due to the media coverage, persistence of the large quantity and direct confrontation. Without these aspects the non-violence practices for ending segregation within the USA wold not have been as nearly as efficient. Thus using non-violent methods as a means for ending segregation within the USA proved to be highly successful.

Difference between international and comparative HRM

Difference between international and comparative HRM The growth in international trade and globalisation has encouraged firms to expand their operations worldwide, which has resulted in the emergence of new markets such as China, India, South East Asia and Latin America. This trend has also been accompanied by an increased level of competition amongst firms at both national and international level. The challenge of managing a workforce worldwide with different cross-cultural skills, competencies and demographic characteristics means that managers can no longer rely on traditional HRM models developed for Anglo-Saxon countries. Many firms underestimate the complexities involved in international operations, and there is some evidence to suggest that business failures in the international arena may often be linked to poor management of human resources (Desatnick Bennett, 1978). Western academics and practitioners have thus moved from traditional international HRM issues to the area of comparative HRM. In order to maximize cross-national management capabilities, there is need to understand how employees in different national settings respond to similar concepts within their particular functions. This essay has been structured as follows. In the next section, I will examine the difference between international and comparative HRM. I will then look at the way comparative HRM assist academics and practitioners appreciate the differences in the strategies and processes in MNCs. A conclusion is then presented. Difference between international and comparative HRM International HRM has been defined as HRM issues, functions, policies and practices that result from the strategic activities of MNEs (Scullion, 1995). IHRM deals principally with issues and problems associated with the globalisation of capitalism. It involves the same elements as domestic HRM but is more complex to manage, in terms of the diversity of national contexts and types of workers. The emphasis is on the MNCs ability to attract, develop and deploy talented employees in a multinational setting and to get them to work effectively despite differences in culture, language and locations. International HRM tends to mitigate the impact of national culture and national employment practice against corporate culture and practices. Comparative HRM, on the other hand, is a systematic method of investigation that seeks to explain the patterns and variations encountered in cross-national HRM rather than simply describe HRM institutions and practices in different societies. According to comparative HRM literature, different national business systems arise from differences in specific historical, cultural and institutional heritage in certain countries. Comparative differences occur due to decisive historical events such as the process of industrialisation or due to the legacy of pre-modern forms of social organisation. Hofstedes (1980) adopted the culturalist perspective where he argued that national business styles emerge due to ingrained cultural attitudes and mental schemas. He described culture under five dimensions which are power distance, individualism, masculinity, uncertainty avoidance and long-term orientation. Other researchers claim that HR management practices differ between nations due to the presence of specifically national institutions such as education, banking services or state/legal support. In what ways (if at all) does an understanding of comparative HRM assist academics and HR practitioners appreciate the difference in the strategies and processes in MNCs which are often termed as International HRM? The contrasted view to a divergence point mentioned above is that some academics claim that with HRM policies and practices are becoming universal (tending more towards the dominant American models) and that country-of-origin effects are no longer relevant. The pressure to build standardised operations internationally is strongest in sectors where competition is highly internationalised and where firms compete on the basis of a similar product or service across countries such as in cars and fast foods. They have put forward several reasons to explain this trend. Firstly, all MNCs operate in one global market and therefore have to respond to the same environmental pressures such as globalisation and technology, the growth in international trade and the move towards an internationally-integrated financial system. Secondly, the widespread practice of benchmarking best practice in terms of cost, quality and productivity may also have contributed to convergence of international HRM models for e.g. Japanese style lean-production system in the 1980s and 1990s. Moreover, these pressures towards convergence stem in part from the influence of MNCs themselves through their ability to transfer practices across borders and erode country-of-origin effects. Finally, the formation and development of like-minded international cadres mostly from American or European business schools may have contributed to homogenised international HRM policies and practices. Since the early 1990s, the international HRM literature has been dominated by models and typologies aimed at identifying how international HR fits with organisational strategy. Bartlett and Ghoshal (1998) argue that the main issue for all multinational companies is the need to trade-off the advantages global efficiency namely the coordination of its operations to achieve economies of scale and scope as opposed to the need to differentiate its products and services to meet the local demands. They also identified a third pressure, namely worldwide innovation and learning, whereby firms are encouraged to support innovation and learning across their network of subsidiaries rather than simply relying on research and development at the headquarters. MNEs then follow the appropriate HRM policies and practices according to the structure of the organisation, the competitive strategy chosen or stage of corporate evolution reached. Below, the Taylors (1996) model of strategic international HRM has been described. Exportive This is essentially a model where the HQ management takes home country management approach and try to implement them in their foreign subsidiaries in order to achieve economies of scale. In this model, there is a system of hierarchy and a centralised control. This is especially useful in instances of uncertain political environment and high risks demanding greater control from corporate parents. Given this pattern of centralisation, there is a considerable amount of forward policy transfer and less reverse transfer from subsidiaries to the HQ, i.e. they rely mainly on the technical know-how of the parent company. Global firms offer products or services that are standardised to enable production to be carried in a cost-efficient way. Their subsidiaries are not subject to rigid control except over the quality and the presentation of the product or service. This structure is normally associated with the American firms with their formalised, bureaucratic control and a dominant finance sy stem to internalise risks. Adaptive Differences in the host environment demands and conditions mean that overseas subsidiaries have to operate independently. This is common where departing from established practices in host environments is unlawful. For example, in some Germany, there is a legal obligation to negotiate with employee representatives concerning major organisational changes. In other cases, transferring practices may be legal but would go against traditional practices at the risk of losing goodwill from staff. Firms may decide to forgo HQ control if there is the possibility to exploit most efficiently the local labour markers. For example, MNCs which origin from high-cost highly regulated economies such as Germany may well choose not to transfer important elements of their HR systems such as collective bargaining or apprenticeship if they move to lower wage, lightly regulated economies such as China. Integrative It is also argued that the more management processes and activities can be integrated across geographical boundaries, the easier it is to share resources and knowledge. They can identify and best use the skill and management talent that exists across the MNC network allowing for both global integration and local differentiation. As mentioned previously, international HRM processes consist of the same activities as domestic HRM but applied in an international context. These include an accurate human resource planning to ensure that the MNCs have the right people at the right place around the world, good staffing policies that capitalise on the world-wide expertise of expatriates and locals, performance appraisals that fit with the competitive strategies of the HQ, adequate training and development to ensure that expatriates do not suffer from culture shock and compensation policies that are strategically and culturally relevant. The focus in international HRM strategy is how MNEs coordinate their geographically dispersed operations strengthening the organisational culture, promoting commitment and encouraging willingness in employees to act in the interests of the firm. Recruitment and selection of international managers Employees play a crucial role in sustaining and coordinating their geographically dispersed operations. The challenge is that of resourcing international operations with people of the right calibre. Traditionally, MNEs sent expatriates, i.e. a parent country national abroad to ensure that the policies and procedures set by the parent -company were being followed as well as to bring expertise to the local employees. However, the high number of expatriate failures has meant that more and more MNEs are turning to host country nationals to satisfy the international staffing needs. The prominent reason to explain international assignment failures was the inability of the expatriate or his family to cope with the culture shock. Researchers revealed that international business travellers faced problems in their personal lives and were victims of stress. Moreover, changes in legislative conditions affecting labour relations combined with security issues have made it more costly to use expatr iates at senior management positions at subsidiary level. The advantages of employing local nationals are that they are familiar with local markets, the local communities, the cultural setting and the local economy. They speak the local language and are culturally assimilated. They can take a long-view and contribute for a long period (as distinct from expatriates who are likely to take a short-term perspective). Expatriates are only used as technical troubleshooters and general management operatives. This means academics need to find the best ways to recruit and select local managers and help them cultivate a global perspective rather than a narrow outlook on how to conduct business in the local environment. International pay and reward and performance management The concept fair pay and reward is also subject to different interpretations depending on the national business system. Triandis (1998) differentiated between vertical cultures which accept hierarchy as given whereas horizontal cultures accept equality as given. In individualistic cultures, there are few rules and norms about correct behaviour and employees expect to be rewarded on their own merits and performance. Countries like US feature at the higher end of the individualistic spectrum. On the other hand, collectivism emerges in societies that have many rules and regulations about correct behaviour. In these societies, employees accept rewards or recognition on the basis of their seniority, efficiency and conformity with the organisational values rather than on the basis of their creativity or professionalism (Pascale and Athos, 1981). China is an example of a collectivist society. In such societies, rewards for individual performance or differentiating between employees are not acceptable.   Indeed, the prevailing view is that it takes the contribution from everyone to achieve continuous improvement (kaizen) in Japanese enterprise. Singling one employee may cause him to lose face and consequently a loss of goodwill for the expatriate manager. Moreover, an understanding of the body language is vital for senior expatriate managers when providing feedbacks. While in individualistic society, it is perfectly acceptable for a subordinate to participate in a discussion with his senior, in collectivist societies such as India, disagreeing with ones supervisor is considered disrespectful. Furthermore, countries like Korea and Taiwan prefer more subtle ways of communicating feedbacks. Up-front reprimand or performance appraisal is likely to clash with the societys norms of harmony and the employees may view it as a personal affront. Understanding these local customs and mapping them across countries is an exciting field of study for researchers interested in global performance management systems. Training and development Training and development is vital to ensure that the workforce remains competent and flexible by developing the know-how thought necessary for success in the company and on the job. Scholars have highlighted the importance of national culture on training and development in terms of the hard and soft approach. The hard approach views employees in the organisation as a mere resource to achieve goals of the organisation while the soft approach views them more as valued assets capable of development (Tyson and Fell, 1986). This approach obviously influence the level amount of institutional (percentage GDP) spent on education. The German tradition adopts the soft approach and relies on formal apprenticeship, functional rotation and career path where technical expertise is gradually developed. UK which support the hard approach, believes that the individual is responsible for funding his own education and career advancement. This difference in national training and education systems will m ean that the skill and competence profile of the workers available on the labour market will vary from one country to another. Comparative studies have also shown that there are national differences in the way that managerial careers and management development are organised. Both Japan and France rely on elite recruitment, that is, future managers are decided at the point of entry based on their exceptional qualifications. This contrasts with the American belief of self-improvement where the philosophy is its never too late to change. Also, there are also noticeable differences in the teaching and learning style across countries. The idea of working in groups is more natural to Asian than individualist Anglo-Saxon managers. German and Swiss managers favour structured learning environments and coming to the right answers and are tolerant of confrontation. Asian countries, in contrast, are more concerned about status differences and may be unwilling to exchange ideas against their mentors. This will consequently impact on the format of delivering training for the practitioner, whereby the Asian employees might prefer lecture-type training and German and Swiss might prefer the seminar-type interpersonal interaction. Employment relations Finally, the type of employee relations pursued by the MNE depends principally on the national business systems characteristics of the both the home and host countries. According to Hall and Soskice (2001), there are two varieties of capitalism: Liberated market economies and coordinated market economies. In liberal market economies, firms coordinate their activities primarily via hierarchies and competitive market arrangements.   Market relations are characterised by arms length exchange of goods and services and formal contracting. The demand and supply of goods and services are regulated though market mechanisms. There are comparatively fewer state controls. Nations like US and UK fall under this category of market. Consequently, US MNEs adopt a short-termist shareholder value mentality which means they are less willing to offer secure employment to their workers. Therefore, management of labour in the US mirrors the economic model of demand and supply, with market determined wa ges, hire-and-fire practice and many workers employed on a temporary basis. Employers in US are also more resistant to trade union organisations than in other developed industrial democracies and the legal support for trade union organisations and collective bargaining are relatively weak in the US compared to those in other countries. In contrast, in coordinated market economies, firms depend more heavily on non-market relationships to coordinate their activities with other economic actors. These non-market modes means there is greater reliance on private information inside networks and a greater reliance on collaborative relationships. Coordinated market economies are also characterised by a higher degree of government intervention. Countries such as France, Italy and China are examples of such economies. To illustrate, countries like Germany and Japan have adopted the long-termist approach whereby the interests of stakeholders are considered rather than simply of shareholders. This means these MNEs can offer its employees long-term employment. German trade unions are considered as a powerful stakeholder in the labour market and have the right of collective bargaining, i.e. employers need to so consult their workers before any major changes are carried out. To conclude, the basic purpose of examining human resource from a comparative and international perspective is that it contributes to an understanding of the extent to which there are differences between organisations and their subsidiaries located in different countries. The main difference between comparative and international HRM is comparative HRM seeks to explain the differences arising between different business systems while IHRM downplays the importance of host and home country differences. The greater cultural distance between home country and host country, the harder it will be for the MNCs to transfer home country philosophies and practices. This impact on the way HR practitioners have to implement their policies but opens up new avenues for research for the academics. References Bjorkman,I and Stahl (2006) International HRM research: An introduction to the field Stahl and Bjorkman (Eds) Handbook of Research in International HRM, Edward Elgar, Aldershot. Almond, P. And Tregaski (2007) International HRM, pages 634-648, in Beardwell and Claydon (Eds) HRM: A contemporary approach, Pearson, London. Ferner, A. (1997) The country of Origin Effect and HRM in multinational corporations Human Resource management Journal 7(1) 19-38 Edwards, T and Ferner, A. Managing Human resource in Multinational companies in Bach,S. (Ed)(2005), Personnel Management transition, Blackwell, Oxford. Reiche, B (2007) The effect of International staffing practices on subsidiary staff retention in multinational corporations International Journal of HRM 18:4 Nikandrou, I et al (2008) Training and Firm performance in Europe: The impact of National and Organisational characteristics International Journal of HRM, 19: 11 Dowling and Welch, International Human Resource management, 4th Edition, Thomson Armstrong. M., A Handbook ofHuman Resource ManagementPractice, 10th edition, (Kogan Page) London 2006 Anne-Wil Harzing, J.Van, Ruysseveldt, International human resource management, 2nd edition, Sage 2004 Hall, Peter A.;Soskice, David, An introduction to Varieties of Capitalism, varieties of capitalism, August 2001, Oxford Scholarship Online monograph.

Virgil’s Vision of the Underworld and Reincarnation in Book VI of the A

Virgil’s Vision of the Underworld and Reincarnation in Book VI of the Aeneid â€Å"Virgil paints his sad prophetic picture of the Underworld in shadowy halftones fraught with tears and pathos. His sources are eclectic, but his poetic vision is personal and unique† (Lenardon, 312). Despite countless writings regarding the region of the Underworld, such as Homer’s Odyssey and Ovid’s Metamorphoses, Virgil bases his book upon traditional elements accompanied with his own vision of the Underworld and reincarnation. In doing so, Virgil’s book VI of the Aeneid serves as an exploration of Virgil’s concept of the Underworld and religious beliefs, one in which the hybrid of the traditional and the personal, create a more poetic vision than standard retelling of past illustrations. Following his entrance into the Underworld, with his guide the Cumaean Sybil, Aeneas is thrust into the realm of Virgil’s Underworld, beginning first with primarily traditional elements. â€Å"Now from the Stygian water the boatman, seeing them in the silent wood and headed for the bank cried out to them (lines 516-518).† Upon reaching the River Styx, the traditional river shades must cross to enter the underworld; Charon the boatman serves as ferryman to transport the two across the river. Upon progressing further, the two come to a fork in the road leading to two separate traditional Underworld realms Tartarus and Elysium: â€Å"now of a sudden Aeneas looked and saw to the left, under a cliff, wide buildings girt by a triple wall round which a torrent rushed with scorching flames†¦they came to places of delight, to green park land, where souls take ease among the Blessed Groves (lines 548-678).† Tartarus, the realm of torment, was reserved for those to be eterna... ...rgil creates within these passages. Because of the parallels with Christianity within the Underworld passages, and the notion of Aeneas as an anti-hero with false dreams, Virgil’s work connects itself with future works, inspiring Dante and future authors. As illustrated, the Underworld images Virgil leaves the audience with greatly questions the overall integrity of the epic itself, while not completely alienating his audience through the combination of the new and traditional within the book. In the end, the afterlife is a matter of personal opinion, mixed with tradition, and a dash of doubt and ambiguity. Works Cited/Referenced Fitzgerald, Robert trans. The Aeneid. Vintage: New York. 1990. Lenardon, Robert J., Morford, Mark P.O. Classical Mythology. Fourth Edition. Longman: White Plains, NY. 1991. pp. 312-327. Press, Inc.: New York, NY. 1967.

Good Vs. Evil - Analytical Sentence Outline Essay -- essays research p

Theme: Good and Evil Create a SocietyParagraph 1:CENTRAL IDEA: Conflicts heavily arise between the two topics of good and evil. THESIS SENTENCE: Through common stories good and evil are portrayed through both protagonist and antagonist view, creating morals and opinions, and how societies views have changed over time. Paragraph 2:TOPIC SENTENCE: Common stories portray good and evil through both a protagonist and antagonist view.Paragraph 3: TOPIC SENTENCE: Significant morals and opinions are shown in stories made up of good and evil.Paragraph 4: TOPIC SENTENCE: Societies views have changes over time by the reality brought out in good and evil.Paragraph 5: CONCLUSION: Good and evil represented the two different thoughts that occur through the mind of people during their extensive lifetime.Conflicts heavily arise between the two topics of good and evil. These conflicts can be extremely realistic or notably exaggerated. They both represent two powers that involve different emotions wit hin your heart. Through common stories, good and evil are portrayed through protagonist and antagonist view, creating morals and opinions, and how society's views have changed over time. Common stories portray good and evil through a protagonist and antagonist view. The first thing I think of when I hear â€Å"good vs. evil† would be a fairy tale. As in most fairy tales, there is always a good guy and a bad guy. An example of this kind of story would be Beowulf, where as Beowulf is the protagonist ...

Epic Heroic poetry Essay

Epic/ Heroic poetry can be easily defined through comparing and contrasting the exploits and relationships of the characters Achilles and Partrioclus from the Iliad and that of Gilgamesh and Enkindu. Their relationships furthermore help to define heroic/epic poetry through their similarities and differences. The characters also help in clarifying this definition in both the idea and nature of their heroism. Both Gilgamesh and Achilles also reiterate the definition of heroic/epic poetry by their differences and similarities in their own styles of heroism. By tracing these elements of the two heroes and their relationships with their close friends, not only is the definition of epic/heroic poetry clear, but the fundamental differences between epic poetry and lyrical poetry become evident. The exploits of both pairs of characters from the two stories help define epic/ heroic poetry, because the exploits of both characters fall in line with the definition of epic/ heroic poetry. Epic poetry is known as the one of the earliest forms of literature and was first told orally and then latter written down. These stories were about heroes that show godlike qualities, personal power, patriotism and loyalty. We find that both pairs possess these qualities, in some of the same ways and in some ways that are different. At the beginning of the pair’s adventures we see a difference the reason of what they are fighting for. Gilgamesh had just gained a friend that was similar to him and he wanted to go out and make a name for himself by conquering the unconquerable. Achilles however, was fighting to bring home the beautiful woman of their land. Through the exploits we see more differences, Achilles is driven by war and pride for his country and through this he obtains greatness. Whereas Gilgamesh goes out in search of greatness for example, in Gilgamesh’s and Enkidu’s first adventure they cut down the cedar forest just to defy Humbaba and prove they can do it. A similarity is seen along Gilgamesh’s quest for recognition and Achilles quest of for control of what was rightfully his, both end up losing a friend. Both men take the fault on themselves for the loss of their friends. Achilles believes that it is his fault because when Patroclus dies he is wearing Achilles armor. Gilgamesh thinks that the death of Enkidu is also his fault because he turned down the Goddess that in turn killed Enkidu. Even though they have their differences and similarities, both relationships express qualities of epic/heroic poetry. The definition of heroic/epic poetry is also evident in the area of loyalty, this is shown in the relationship similarities and differences that Gilgamesh has with Enkidu and Achilles has with Patroclus. We see that the relationships that both heroes have are the same, in that they stay true to their friends even after death. In this part is where we also see a difference in their loyalty. Gilgamesh’s approach to dealing with the grief of Enkidu’s death is to find immortality and try to bring Enkidu back to life. Achilles’ approach to dealing with Patroclus’ death was to risk his life and reenter the war for vengeance. The relationships are similar in that women play a part in both of the pair’s lives and the deaths of their companions. Enkidu is brought into Gilgamesh’s life because he gives himself to a harlot who tames him and is then ironically taken out of Gilgamesh’s life because Gilgamesh won’t give himself to a woman. Achilles is fighting for a woman and in turn Patroclus is killed because he is thought to be Achilles because of the armor he is wearing. A difference in the relationships of the pairs is seen in what they mean to each other. Enkidu is brought to Gilgamesh to be his downfall, but through Gilgamesh’s strength Enkidu is won over and they become friends for what they can do for each other egotistically. Whereas Patroclus has been a longtime friend of Achilles and their friendship and loyalty was built over time. The definition of epic poetry is shown through the nature of the four characters’ â€Å"heroism† because through this they display godlike qualities and personal power. They all show â€Å"heroism† through their godlike qualities because of their direct association with God’s of their time. A similarity in the heroism exists because of the mortality of the companions of Gilgamesh and Achilles. A similarity is that both Enkidu and Patroclus had God-like and heroic characteristics, thought to exist because of their friendships. Another similarity is found in the way this is proven untrue. It seems as though the Gilgamesh and Achilles carry on and act as though they are immortal because of their greatness in battle and part-Goodness. Through the death of their friends they realize that these are not qualities that they possess and this leads them down different roads, which in turn brings them death. For Gilgamesh this brings the fame that he searched for, bu t cost him his life. For Achilles, true vengeance came with the price of his own life. Either way these characters ends fulfill the qualities of heroic/epic poetry. Achilles heroism is different than Gilgamesh’s because his purpose is different. Achilles has a reason to fight; he cares not what people think of him, but fights for what he believes, and has an army to back his cause and therefore is looked upon as a hero by his people. Gilgamesh goes out alone in search of his fame and glory hoping to create a legacy. Gilgamesh stakes a claim as a hero by creating the situations that make a hero. It seems as though if these two stories took place in the same era, that Gilgamesh would be after Achilles head for fame of having the upper hand over another god-like being. Gilgamesh and the Iliad with both their plot and character similarities and differences help to create the definition of epic/heroic poetry. Both these stories show characters with god-like qualities, personal power, patriotism and loyalty. Each story’s characters and plots express these ideas differently in the way that the stories are carried out, but they do posses the qualities that make up such a story. Fundamentally after breaking down epic poetry it is easy to see how it differs from lyrical poetry. Lyrical poetry is much more universal in time and subject matter. It describes love, and feelings that are unchanging through time. To compare the two, the ideas of epic poetry are outdated, for example we don’t look up to George Washington as a God-like person even though he was a great warrior. With lyrical poetry however, we can read it anytime and compare the issues to issues in our own lives.