Managing Dynamic Technology Oriented Business

Question: Discuss about the Managing Dynamic Technology for Oriented Business. Answer: Inadequate information led to disaster in companies Kodak is one of the examples of organisation, which failed because of inadequate information. Kodak was bankrupt due as the company lost its edge in new technology competition. The company was unable to collect adequate information about the change in the technology of camera. The information system in any organisation plays important role in decision making. There is a direct relationship between management decision, organisation, information, decision-making, command and control. Many organisations faced disaster due to lack of information needed (Twati, 2014). The management of information system is a key to success. They did not move into the digital world and stick to the traditional technology used in camera and filmmaking. Due to inadequate information, the company was unable to develop a right business strategy for future. The digital revolution changes the business concept of camera and filmmaking. Other companies like Fuji started collecting mandatory information for adopting changes of the digital revolution. Kodaks management was unable to control the future vision of the company for digitalisation in photography industry (Wakolbinger, Fabian and Kettinger, 2013). There are different theories are available for human-related information practices. Social network theory explained the position of individual in different social groups. The individual have a different motivation in the direction of different information. This theory concludes that the original meaning of information is distracted the main objective and develop inadequate information (Lohikoski et al., 2014). The inadequate information becomes a disaster of Kodak and company become bankrupt. The social construction of technology is another theory, which focuses on the technological growth of social groups are influenced with their meaning in relation to the individual. This theory explains that society and individual misuse the original meaning of information. Kodak was failed to develop management of information system that led to the disaster of a company. The company has failed because it had the wrong information about the business. The management of company focus on film business, however, they should focus on storytelling business. Leadership is ultimately re sponsible for decision making for the organisation (Twati, 2014). Kodak has also gone through the various restructuring process, which affect the organisation and employees. There is social and organisation culture factor that influences the company to adopt information system. The organisational culture pressure decides the flow of information whether it is upward to downward or downward to upward. Generally, top level management resists them self with opposing and contrast. This enables them to take a decision after comparing with contrast situations. The inadequate information to top management makes them unaware about how the competition around them is changing (Wakolbinger, Fabian and Kettinger, 2013). The management of company always assumed that customer, value filmed based photo for their high quality. Kodak was lacking the innovation culture in an organisation and innovation is directly related to the information system. The decision making is a crucial process which requires management intuition and reasoning. Intuition is the feeling of a possible course of action that comes after a year of experience, whereas reasoning is the decision based on facts and figures. The effective decision making is not possible until management does not have enough information. Another problem is too much information that conflicts each other in the decision-making process. The digital revolution changes the mindset of the customer about photography. This gives freedom to the customer to save their photographs in many ways in digital format (Cox, White and Abernethy, 2014). It was also cheaper as a comparison to traditional hard print photograph. Another reason of company failure is inadequate information about target customers. The market has changed and the customer also changes, Kodak target cus tomers were women however business environment demographical changes made men as a target customer. Nokia Case Information is a crucial factor in any company which drives the industry more profitable and equitable in the market. Inadequate information led to disaster for any industry in the market. Information failure in any industry due to some reasons like organizations does not have a perfect knowledge of economic scenario and secondly, one organization knows better than the other about economic trends in the market (Quora, 2016). These scenarios arise due to unbalanced information in the market. In both the situation, there are chances of inappropriate use of resources, with customers paying too much or too less and the organizations or industries produce too much or too less. Nokia mobile phone is the example of failure from telecommunication industry that could not make an innovative move in the latest technology trends due to less or inadequate information. Nokia is Finland-based mobile company from has failed to share the information about innovative ideas into advanced technologies. Nokia management didnt communicate the adequate information to top management regarding the technological advancements in recent years (Nokia, 2016). After 2012, other mobile phones brands worked for latest technology such as Android but the top managers of the Nokia thought that company is too late to enter into the new technology due to high competition but they didnt know that Asian and European markets still expected from Nokia phone that it could do everything like other phones could do. Due to lack of market information, it developed the windows platform which cannot meet the requirement of customers that leads to the loss of brand value in the market. There are othe r competitors already entered on that time like Apple and Samsung to work on latest technologies and meet the market demands (Aspara et al., 2016). In organization, Nokia management did not adopt new strategies at the time of the adoption of new technologies in the market. Nokia management continuously worked on Symbian technology rather switch on new market trends. Due to lack of information to the management regarding competitors and technological advancements, Company has still struggled to retain its original market share (Ciesielska and Iskoujina, 2012). Company organization structure is designed by the managers to ensure good productivity and smooth flow of information regarding decision making. Managers follow the autocratic style of leadership in the organization while taking any decisions related to organization growth. This leadership affects the hierarchy level of the company. Employees cannot share the information and ideas due to the autocratic style of manager that lacks the productivity and growth of the employees. Another issue which creates a problem for Nokia is that the long chain of command creates problems f or business. Information flows from top to bottom and comes across various multiple layers creates conflicts in the organization (Laamanen, Lamberg and Vaara, 2016). It hinders the decision-making process of the company. Managers give important instructions to their employees regarding any issue that information flows from many levels that confuse the employees to take important decisions. The company faced the serious dilemma a few years back regarding the loss of production of cell phones due to some technical error. One of the supervisors from the technical team in the company not notified to the manager that hampers the thousands of production units of a cell phone. Information inadequacy influences the motivation of the employees in the company. The overall downfall of the company due to wrong decisions taken by the management is mostly due to irrelevant information and too much investment in the only one technology. Also, it finds that company chain of command led to Nokia being incompetent, slow, and inconsistent (Walter, Kellerman and Lechner, 2012). British Petroleum (BP) Oil disaster case British petroleum oil disaster is the worst case in the history of US. The explosion is between the sea and huge fire sets into the ship. It was the worst industrial disaster for the country. It was a huge explosion under deep water in the Gulf of Mexico on July 15, 2010.Eleven people dead and many of the missings still not found. It considered as the biggest accident in the history of the oil industry. In this case, the root cause of this accident was the lack of information about the leakage of oil and gas into the well by the employees and the top management. Top management has no information about the leakages of a toxic substance in the well for many days. Lack of timely exchange of information with the top management and lower level management led to the serious accident (Heller, 2012). The inadequate information led to disaster and this has been proven in the incidence of British Petroleum disaster. The technology creates many problems in the communication process. The social cognitive theory explains that individual influence behavioural change and development by social groups. The cognitive and emotional are the factors that mainly influence the individual decision making (Ye, 2014). British petroleum did not have adequate control over information of security and safety. This disaster is the result of inadequate information to the company management. The company management has taken a much wrong decision which results in this accident. The company ignore the safety information of the project required to run the operation more securely. The company took poor decisions like lack of proper test and experiment of the chemical before using them for the project (Gire et al., 2013). The engineering team analyse the accident and found that the risk was associated with cement floor and drilling process. The company was lacking effective information system that makes aware them about the risk associated with drilling and production process. The management did not have command and control over the operational information. The decision making becomes difficult when too many people involved in this process. The effective and fast decision can be taken by few people after analysing facts and figures. The company has changed its top management after this disaster for ineffective and wrong decision making. The management of the company held responsible for ignoring the adequate information required for correct decision making (Cox, White and Abernethy, 2014). The company has an expert of risk management team to stop disaster at any time. But due to late and inadequate information provided by the lower level management became situation more complex. Managers and employees does not make the proper planning about any type of crisis are happened in future. Risk management team did not give the adequate training and substantial information to all hierarchy levels in management due to rigid organization structure (NYC, 2016). Due to complex organization structure, information flows from various levels of management and it affects the decision-making process. Due to strict command and control of board and managers in the organization that lacks the free flow of information process in the company (Safford, Ulrich, and Hamilton, 2012).Effective and timely information communicate to every level of management led to stop any disastrous situation. Managers need to exchange of relevant information to all of their subordinates and junior level manageme nt so that they can take effective decisions at the time of critical incidents. References Quora (2016). Why did Nokia fail?[Online].Available at: https://www.quora.com/Why-did-Nokia-fail (Accessed by: 26 August 2016). Nokia (2016). Nokia outlines new strategy, introduces new leadership, operational structure.[Online].Available at: https://company.nokia.com/en/news/press-releases/2011/02/11/nokia-outlines-new-strategy-introduces-new-leadership-operational-structure (Accessed by: 26 August 2016) Aspara, J., Lamberg, J.A., Laukia, A. and Tikkanen, H., (2013). Corporate business model transformation and inter-organizational cognition: the case of Nokia.Long Range Planning,46(6), pp.459-474. Ciesielska, M. and Iskoujina, Z., (2012). Trust as a success factor in open innovation. The case of Nokia and Gnome.Managing Dynamic Technology-Oriented Business: High-Tech Organizations and Workplaces. Information Science Reference, pp.11-29. Laamanen, T., Lamberg, J.A. and Vaara, E., (2016). Explanations of Success and Failure in Management Learning: What Can We Learn From Nokias Rise and Fall?.Academy of Management Learning Education,15(1), pp.2-25. Walter, J., Kellermanns, F.W. and Lechner, C., (2012). Decision making within and between organizations rationality, politics, and alliance performance. Journal of Management,38(5), pp.1582-1610. Heller, N.A., (2012). Leadership in Crisis: An Exploration of the British Petroleum Case. International Journal of Business and Social Science, 3(18). pp 1-12. Safford, T.G., Ulrich, J.D. and Hamilton, L.C., (2012). Public perceptions of the response to the Deepwater Horizon oil spill: Personal experiences, information sources, and social context.Journal of environmental management,113, pp.31-39. The New York Times (2016). BP Shortcuts Led to Gulf Oil Spill, Report Says. [Online]. Available at: https://www.nytimes.com/2011/09/15/science/earth/15spill.html?_r=0 (Accessed by: 27 August 2016). Lohikoski, P., Kujala, J., Haapasalo, H. and Ala-Mursula, L. (2014). Information contingencies in the virtual teams of global new product development projects. In Proceedings of the PMI Research and Education Conference. pp. 27-29. Wakolbinger, T., Fabian, F. and Kettinger, W. J. (2013). IT-enabled Interorganizational Information Sharing Under Co-opetition in Disasters: A Game-Theoretic Framework. Communications of the Association for Information Systems, 33(1), pp. 5. Twati, J.M. (2014). The influence of societal culture on the adoption of information systems: The case of Libya. Communications of the IIMA, 8(1), pp. 1. Cox, C.E., White, D.B. and Abernethy, A.P. (2014). A universal decision support system. Addressing the decision-making needs of patients, families, and clinicians in the setting of critical illness. American journal of respiratory and critical care medicine, 190(4), pp. 366-373. Gire, D.H., Whitesell, J.D., Doucette, W. and Restrepo, D. (2013). Information for decision-making and stimulus identification is multiplexed in sensory cortex. Nature neuroscience, 16(8), pp. 991-993. Ye, J. (2014). A multicriteria decision-making method using aggregation operators for simplified neutrosophic sets. Journal of Intelligent Fuzzy Systems, 26(5), pp. 2459-2466.

To Kill A Mocking Bird Analysis Essays - To Kill A Mockingbird

To Kill A Mocking Bird Analysis In the widely known novel To Kill A Mockingbird there are two families that are very diverse and are text book examples of complete opposites on the moral ladder of success. The Cunninghams and the Ewells have two very distinct and opposite reputations. The Cunninghams which are very respected while the Ewells very much despised. The Ewells are given the privilege to hunt out of season, so that the residents of the small town of Maycomb would not have to tolerate their continuous begging twenty-four hours a day for seven days a week. These two families show the respectability of hard workers or, in the Ewells case, can fill their peers with sorrow. The Cunninghams have pride, as for the Ewells, they have a natural like anarchist nature that will eventually haunt them and hurt others because of their lurid like attitude. The Cunningham's are very respected by the citizen's of Maycomb county. The Cunninghams took nothing, unless they could pay it back. Walter the youngest in the Cunningham clan was in the same class at school as Scout Finch the daughter of Atticus Finch. While in school, a fresh young new school teacher known as Miss Caroline did not know the reputations of the predecessors of these two children. In what looked like a good day for the rookie teacher quickly turned into complete disarray and a total adversity trip for the teacher. Walter Cunningham being raised in a very hard working environment was taught not to take what he could not pay back. The teacher obviously did not know about his background in the most minute way and embarrassed him extensively by almost demanding him to take some lunch money. Knowing that he could not pay Miss Caroline back in the way that she had in mind he knew that he could take the money which he wanted to take so bad. Walter eventually ended up eating with the Finch's. While eating at the Finch's he did not know what to do with all of the food that they have offered to him. For example he drowned his waffles in a lake of syrup. Bob Ewell's son, Burris was also faced in the same way but in an total opposite direction and purpose. The same day as the Walter Cunningham incident there was another incident concerning the Ewells. Burris had "cooties." A "cootie" came frantically flying out of the assumed Afro of Burris's hair, and scared the overseer of the class, Miss Caroline. Miss Caroline quickly demanded that Burris go home and wash and scrub his hair with Kerosine. Burris coming from what seemed like a broken home and he had no pride so, he told the teacher off, made her cry, threatened her, and then left. The Cunninghams are given special privileges. Cunninghams paid Atticus for some legal work that Atticus did with their farm, they paid him with food, and other services. The population of Maycomb county excepted this because they know that the family is very loyal, truthful and extremely hard working. The Cunningham's would never take anything that they couldn't payback equally or greater of value. Then their are your slacking, lying, cootie infested, mooching Ewells. Bob Ewell is a total drunk, he takes what money he may have earned or stole and drinks it away. Mr. Ewell very rarely or if ever has bought or cooked his family a hot and total nutritious meal in his life. The kids would basically shrivel up in the little shack that they live in and starve, if they did not have the privilege to hunt and eat the food that they kill. The Cunninghams were a family of truthfulness, loyalty and able to carry on great responsibilities. They did not want to hurt anyone, they were grateful for the people that had helped them on their journey of life. When the Cunninghams were wrong they admitted it, when they were right they didn't show it. They had great respect for anyone who walked on the face of the earth. But as usual the Ewells were just the opposite, they did not tell the truth on a consistent basis, and it wasted a human life. After the trial of Tom Robinson versus Mayella Ewell, the Ewells were ashamed because Mayella may have like a black negro, Bob Ewell caught them in the bedroom kissing and suspected the worse. He claimed that Tom raped his daughter and then beat her. All of the bruises were on the right

Look at Your Fish! by Samuel H. Scudder

'Look at Your Fish!' by Samuel H. Scudder Samuel H. Scudder (1837-1911) was an American entomologist who studied under the noted zoologist Jean Louis Rodolphe Agassiz (1807-1873) at Harvards Lawrence Scientific School. In the following narrative  essay, originally published anonymously in 1874, Scudder recalls his first encounter with Professor Agassiz, who subjected his research students to a rigorous exercise in close observation, analysis, and description  of details. Consider how the investigative process recounted here might be viewed as an aspect of critical thinking- and how that process can be just as important to writers as it is to scientists.   Look at Your Fish!* by Samuel Hubbard Scudder 1 It was more than fifteen years ago that I entered the laboratory of Professor Agassiz, and told him I had enrolled my name in the scientific school as a student of natural history. He asked me a few questions about my object in coming, my antecedents generally, the mode in which I afterward proposed to use the knowledge I might acquire, and finally, whether I wished to study any special branch. To the latter, I replied that while I wished to be well grounded in all departments of zoology, I purposed to devote myself specially to insects. 2 When do you wish to begin? he asked. 3 Now, I replied. 4 This seemed to please him, and with an energetic Very well, he reached from a shelf a huge jar of specimens in yellow alcohol. 5 Take this fish, said he, and look at it; we call it a haemulon; by and by I will ask what you have seen. 6 With that, he left me, but in a moment returned with explicit instructions as to the care of the object entrusted to me. 7 No man is fit to be a naturalist, said he, who does not know how to take care of specimens. 8 I was to keep the fish before me in a tin tray, and occasionally moisten the surface with alcohol from the jar, always taking care to replace the stopper tightly. Those were not the days of ground glass stoppers, and elegantly shaped exhibition jars; all the old students will recall the huge, neckless glass bottles with their leaky, wax-besmeared corks, half eaten by insects and begrimed with cellar dust. Entomology was a cleaner science than ichthyology, but the example of the professor, who had unhesitatingly plunged to the bottom of the jar to produce the fish, was infectious; and though this alcohol had a very ancient and fish-like smell, I really dared not show any aversion within these sacred precincts, and treated the alcohol as though it were pure water. Still, I was conscious of a passing feeling of disappointment, for gazing at a fish did not commend itself to an ardent entomologist. My friends at home, too, were annoyed, when they discovered that no eau de cologne would drown the perfume which haunted me like a shadow. 9 In ten minutes I had seen all that could be seen in that fish, and started in search of the professor, who had however left the museum; and when I returned, after lingering over some of the odd animals stored in the upper apartment, my specimen was dry all over. I dashed the fluid over the fish as if to resuscitate the beast from a fainting fit, and looked with anxiety for a return of the normal, sloppy appearance. This little excitement over, nothing was to be done but return to a steadfast gaze at my mute companion. Half an hour passed- an hour- another hour; the fish began to look loathsome. I turned it over and around; looked it in the face- ghastly; from behind, beneath, above, sideways, at a three-quarters view- just as ghastly. I was in despair; at an early hour I concluded that lunch was necessary; so, with infinite relief, the fish was carefully replaced in the jar, and for an hour I was free. 10 On my return, I learned that Professor Agassiz had been at the museum, but had gone and would not return for several hours. My fellow-students were too busy to be disturbed by continued conversation. Slowly I drew forth that hideous fish, and with a feeling of desperation again looked at it. I might not use a magnifying glass; instruments of all kinds were interdicted. My two hands, my two eyes, and the fish: it seemed a most limited field. I pushed my finger down its throat to feel how sharp the teeth were. I began to count the scales in the different rows until I was convinced that that was nonsense. At last a happy thought struck me- I would draw the fish, and now with surprise, I began to discover new features in the creature. Just then the professor returned. 11 That is right, said he; a pencil is one of the best of eyes. I am glad to notice, too, that you keep your specimen wet, and your bottle corked. 12 With these encouraging words, he added, Well, what is it like? 13 He listened attentively to my brief rehearsal of the structure of parts whose names were still unknown to me; the fringed gill-arches and movable operculum; the pores of the head, fleshy lips and lidless eyes; the lateral line, the spinous fins, and forked tail; the compressed and arched body. When I had finished, he waited as if expecting more, and then, with an air of disappointment: You have not looked very carefully; why, he continued, more earnestly, you havent even seen one of the most conspicuous features of the animal, which is as plainly before your eyes as the fish itself; look again, look again! and he left me to my misery. 14 I was piqued; I was mortified. Still more of that wretched fish! But now I set myself to my task with a will and discovered one new thing after another until I saw how just the professors criticism had been. The afternoon passed quickly, and when, towards its close, the professor inquired: 15 Do you see it yet? 16 No, I replied, I am certain I do not, but I see how little I saw before. 17 That is the next best, said he earnestly, but I wont hear you now; put away your fish and go home; perhaps you will be ready with a better answer in the morning. I will examine you before you look at the fish. 18 This was disconcerting; not only must I think of my fish all night, studying without the object before me, what this unknown but most visible feature might be; but also, without reviewing my new discoveries, I must give an exact account of them the next day. I had a bad memory; so I walked home by the Charles River in a distracted state, with my two perplexities. 19 The cordial greeting from the professor the next morning was reassuring; here was a man who seemed to be quite as anxious as I that I should see for myself what he saw. 20 Do you perhaps mean, I asked, that the fish has symmetrical sides with paired organs? 21 His thoroughly pleased Of course! of course! repaid the wakeful hours of the previous night. After he had discoursed most happily and enthusiastically- as he always did- upon the importance of this point, I ventured to ask what I should do next. 22 Oh, look at your fish! he said, and left me again to my own devices. In a little more than an hour he returned and heard my new catalog. 23 That is good, that is good! he repeated; but that is not all; go on; and so for three long days he placed that fish before my eyes; forbidding me to look at anything else, or to use any artificial aid. Look, look, look, was his repeated injunction. 24 This was the best entomological lesson I ever had- a lesson, whose influence has extended to the details of every subsequent study; a legacy the professor has left to me, as he has left it to many others, of inestimable value, which we could not buy, with which we cannot part. 25 A year afterward, some of us were amusing ourselves with chalking outlandish beasts upon the museum blackboard. We drew prancing star-fishes; frogs in mortal combat; hydra-headed worms; stately crawfishes, standing on their tails, bearing aloft umbrellas; and grotesque fishes with gaping mouths and staring eyes. The professor came in shortly after and was as amused as any at our experiments. He looked at the fishes. 26 Haemulons, every one of them, he said; Mr. - drew them. 27 True; and to this day, if I attempt a fish, I can draw nothing but haemulons. 28 The fourth day, a second fish of the same group was placed beside the first, and I was bidden to point out the resemblances and differences between the two; another and another followed, until the entire family lay before me, and a whole legion of jars covered the table and surrounding shelves; the odor had become a pleasant perfume; and even now, the sight of an old, six-inch, worm-eaten cork brings fragrant memories! 29 The whole group of haemulons was thus brought in review; and, whether engaged upon the dissection of the internal organs, the preparation and examination of the bony framework, or the description of the various parts, Agassizs training in the method of observing facts and their orderly arrangement, was ever accompanied by the urgent exhortation not to be content with them. 30 Facts are stupid things, he would say, until brought into connection with some general law. 31 At the end of eight months, it was almost with reluctance that I left these friends and turned to insects; but what I had gained by this outside experience has been of greater value than years of later investigation in my favorite groups.*This version of the essay Look at Your Fish! originally appeared in both  Every Saturday: A Journal of Choice Reading  (April 4, 1874) and the Manhattan and de la  Salle Monthly  (July 1874)  under the title In the Laboratory With Agassiz by A Former Pupil.

Herbert Hoover Biography and Presidency

Herbert Hoover Biography and Presidency Herbert Hoover (1874-1964) served as Americas thirty-first president. Before turning to politics, he served as a mining engineer in China. He and his wife Lou were able to escape the country when the Boxer Rebellion broke out. During World War I, he was quite effective organizing Americas war relief efforts. He was then named as the Secretary of the Commerce for two presidents: Warren G. Harding and Calvin Coolidge. When he ran for the presidency in 1928, he handily won with 444 electoral votes.   Here is a quick list of fast facts for Herbert Hoover. For more in depth information, you can also read the Herbert Hoover Biography Birth August 10, 1874 Death October 20, 1964 Term of Office March 4, 1929-March 3, 1933 Number of Terms Elected 1 Term First Lady Lou Henry Chart of the First Ladies Herbert Hoover Quote Every time the government is forced to act, we lose something in self-reliance, character, and initiative.Additional Herbert Hoover Quotes Major Events While in Office Stock Market Crash (1929) Start of the Great Depression (1929) Hawley-Smoot Tariff (1930)Bonus Army March (1932)Lame Duck Amendment Ratified (1933) The stock market crashed on Black Thursday, October 24, 1929, only seven months after Hoover had taken office. Five days later, on October 29th, Black Tuesday happened devastating stock prices even further. This was the beginning of the Great Depression that would effect countries around the world. Unemployment levels in the United States hit twenty-five percent.   When the Hawley-Smoot Tariff was passed in 1930, Hoovers goal was to protect the American farming industry. However, the real effect of this tariff was that foreign countries countered with high tariffs of their own.   In 1932, a Bonus March happened in Washington. Veterans had previously been awarded insurance under President Calvin Coolidge that was to be paid out after twenty years. However, because of the economic devastation of the Great Depression, over 15,000 veterans went to Washington D.C. to demand immediate payouts of their bonus insurance. They were virtually ignored by Congress. The Marchers ended up living in shantytowns around the US Capitol. To deal with this situation, Hoover sent in the military under  General Douglas MacArthur to get the veterans to move. The military used tanks and tear gas to get the veterans to leave.   Hoover lost reelection by a wide margin as he was blamed for much of the fallout and dire situations for many Americans during the Great Depression.   States Entering Union While in Office None Related Herbert Hoover Resources: These additional resources on Herbert Hoover can provide you with further information about the president and his times. Causes of the Great DepressionWhat actually caused the Great Depression? Here is a list of the top five most commonly agreed upon causes of the Great Depression. Chart of Presidents and Vice PresidentsThis informative chart gives quick reference information on the presidents, vice-presidents, their terms of office, and their political parties. Other Presidential Fast Facts Calvin CoolidgeFranklin D. RooseveltList of American Presidents

Nevertheless Botticelli as a True Renaissance Master Research Paper

Nevertheless Botticelli as a True Renaissance Master - Research Paper Example Born in Florence, Botticelli owes much of his style to Fra Filippo Lippi to whom he was apprenticed as a child. â€Å"Lippo Lippi’s synthesis of the new control of three-dimensional forms, tender expressiveness in face and gesture, and decorative details inherited from the late Gothic style were the strongest influences on Botticelli†. The composition of the painting is also worth noting for it draws the viewer to the background which depicts a tranquil pastoral landscape. Similar compositions are to be found in many of Botticelli’s paintings, including those mentioned earlier, and is perhaps an allusion to ‘mother nature’ and ‘neo-platonism’, the fusion of pagan and Christian themes which tried to â€Å"reconcile classical and Christian views†(Sandro Botticelli [2}, by combining â€Å"Christian faith with ancient mythology, rather than merely relating them† (Sandro Botticelli [3]). This painting thus is Botticelli’s contribution to Renaissance art, based on â€Å"myth and partly inspired by contemporary poetry and literature† and on his interpretation of Greek and Roman mythology (Portrait of the Artist Sandro Botticelli). The fusion of these two aspects is one of the most special characteristics of Botticelli's work. Overall, the subject matter, composition, and fine detail and colour make this work of art truly timeless. In his time, Botticelli was the acknowledged authority of line who brought the linear tradition to its pinnacle, soon to be replaced by the high classical style of Leonardo da Vinci. Nevertheless, Botticelli is still recalled for his works and for being a true Renaissance master.

Steve Jobs Term Paper Example | Topics and Well Written Essays - 2250 words

Steve Jobs - Term Paper Example Background - experience, past and present - impact on the current organization Born in the year 1955, Steve Jobs was in Homestead school, in California. He often visited companies like Hewlett-Packard, after his lectures. Jobs first assignment was at Atari, as a technician where he created a circuit board for a game. Finally Wayne, Wozniak and Jobs founded Apple computers and used to sell it in the garage of Jobs’ parents in the year 1971. As a company Apple started its existence in 1976 with much of funding from investors. (Steve Jobs Leadership Case Study) Apple was expanded over the years until it became huge. It was Jobs who observed the commercial potentials from mouse driven GUI belonging to Xerox PARC and this inspired the creation of Apple Lisa. Based on this a year later, Macintosh was invented in 1984. Due to some incidents of dispute Jobs retired from Apple in 1985, and in that year only formed NeXT Inc. (Steve Jobs Leadership Case Study). NeXT Inc was later was abs orbed by Apple in 1996 bringing back Jobs. It was in 1997, when he once again became the CEO of Apple. Under Jobs’ supervision, the invention of i-Pod, i- Mac, i-Tunes, and subsequently i-Pad ensued. Fighting with cancer since 2003 he finally resigned from his duties as a CEO in August 2011. Finally he was elected as a chairman in Apple (Lomas). Jobs never limited himself to Apple or NeXT only. He bought Pixar, and merged with Disney, produced innumerable computer animated pictures such as â€Å"Toy Story†, â€Å"A Bug’s Life† and others (Steve Jobs Resigns as CEO of Apple) Six leadership characteristics Jobs exhibited Few traits of quality leadership that Steve jobs possessed are enumerated and analyzed below- â€Å"Look-ahead† mindset He set precise goals and had a clear and concise vision of the future. He ensured that the vision got inculcated in the minds of everyone throughout the organization. Effective leaders like him have always envisione d exactly what they want and how they are going to achieve their goals in order to get what they want. (Lomas) Jobs always focused on what Apple should do next in the future. He always invited employee’s suggestions about the future actions. His each and every week started with having a three or four hour discussion regarding the scenario they would foresee in the world in the coming days. In a statement he commented, "We are inventing the future... Come down here and make a dent in the universe" (Jobs). His unfathomable and unparalleled obsession with brightening the future with technological advancements paved the way for Apple to be the first name uttered amongst many, when it comes to everyday gadgets, be it mobiles or digital music players or PCs or even OSs. (Hyatt) Persistence - Steve Jobs epitomizes the virtue persistence and it was most exemplified through his exit from Apple. He refused to give up, and in fact, went on to start NeXT computers which would eventually be acquired by Apple Computers Inc. It would have been obvious for a common person to give up at this point and regret the loss. As a leader, one has to be prepared to encounter and conquer hindrance. It is all the more important to show this character, especially if one would like to form a

Id, Ego and Super-Ego As it relates to “The Lord of the Flies” Essay Example for Free

Id, Ego and Super-Ego As it relates to â€Å"The Lord of the Flies† Essay Many people have different types of personalities. The characters from the story The Lord of the Flies, by William Golding, have 3 different parts of personality of the brain. According to Freud these are the three parts Id, Ego and the Super-Ego. Freud’s personality theory really shows in The Lord of the Flies. In the story Jack would be described as the Id. According to Sigmund Freud, Id is the part of your personality you are born with that you have to control. These aspects of personality are entirely unconscious and make you have a bad behavior if you don’t get what you desire, want or need. Jack had a problem following the rules and controlling his behavior about working together to get rescued with the other kids. He killed people, not caring about the consequences. He felt like he could do anything he wanted, Id people don’t care about following rules; that’s the last thing they care about. On the other hand, Super-ego is very different from Id. People who are ruled by Super-Ego follow the rules and even make them. They sense what’s right and wrong. In The Lord of the Flies the Super-Ego was Piggy. He would take everything very seriously when it would come time to make plans. For example he said, â€Å"How can you expect to be rescued if you don’t put first things first and act proper?† (p 45). It shows us how much he wants order in the group and for everybody to act maturely. Super-Ego also operates in accordance with social conformity and appropriateness. The super-ego, its role of moral authoritarian, is the opposite of the Id. The other main character from the Lord of the Flies was Ralph. He’s the one known as the leader. He cared, showed kindness and also was very  intelligent. The personality represented by Ralph is the Ego. The role of the Ego is to sift through what is real and what isn’t. They make decisions by their thoughts, theyfollow what makes sense to them and how they relate it to the world we live in. Ralph demonstrates common sense and reality, which is one of the things Ego has. Ralph was very realistic about being rescued when everybody was saying that nobody would find them. He also wanted to have fun; an example of how the Ego balances the Id and Super-Ego is showed Ralph is figuring out what to do, â€Å"†¦This is what I thought. We want to have fun. And we want to be rescued.† (p 37). William Golding really shows us how human nature could be. He illustrates how truly destructive humans can be. Golding makes very good use of characters in The Lord of the Flies, he shows both good and evil through each of the characters. He saw how destructive humans can be, and how normal people transform from a civilized human being into a savage in a quick second. The ending tells us that people don’t really imagine what other people can do. The military officer made a joke that it was ironic of what’s happening on the island, â€Å"We saw your smoke. What you been doing? Having a war or something?† (p 201). It’s ironic how the military officer said something that was exactly what was happening†¦he would have never thought some little kids would do something like that. The Lord of the Flies is a picture of the society in which we live today. It is a novel, which explains some of the issues like violence and many other things that are happening in the world. It is much easier to side with evil but very challenging to support humans and what we know is right. Society keeps everybody civilized and we need rules and principles to live by.The Id, Ego and Super-Ego are why we are different from each other, it explains why we think and behave differently. Freud knew all parts of personality must exist together in balance for a person or a society to stay healthy, live happily and safely.