The mantle of mistakes

The mantle of mistakes A mistake is made, the consequences pour forward. For each mistake, there is the concomitant necessity to atone, but, if one corrects their mistake before it is too late, they may be able to evade that atonement. In William Shakespeares Romeo and Juliet, one is able to witness how severe mistakes that are neglected, and left unrealized, lead to the tragic destruction of the two protagonists. Romeo Montague and Juliet Capulet, the two protagonists, are from two different families, who have past rivalries and do not associate with one another. Romeo and Juliet hurriedly marry each other, but because of their ill-fate, they eventually meet their demise. Their death is caused not so much by their own flaws as by numerous obstacles in their path, which are created by other characters. The characters that induce the most dramatic and critical affect upon the young couples death, are Tybalt, the Nurse, and Friar Laurence.   Ã‚  Ã‚  Ã‚  Ã‚  The hot-blooded and furious cousin of Juliet, Tybalt, bears a grudge against Romeo, which inevitably leads to a series of misfortunes. When he confronts Romeo at the Capulets party, he is dishonoured in front of a whole debauchery because of Romeo. Later on, he pursues Romeo to take revenge, â€Å"Boy, this shall not excuse the injuries, that thou hast done to me† (Act III, sc i, ll 65-66), and erroneously slays Mercutio, Romeos friend. Romeo then slays Tybalt to avenge his friends death, and, runs away. Meanwhile, the Prince, who is the leader of the city, announces that Romeo is banished from Verona, â€Å"Immediately we do exile him hence† (Act III, sc i, ll 187). This causes Juliet to weep for her husband. Her parents assume that she is sad because of Tybalts death, and decide that she should get married to the County Paris immediately, which is a great misunderstanding. Above all, her father threatens to disown her if she does not marry Paris. T his forces Juliet to take drastic measures, and drink the potion that Friar Laurence provides her with, which is followed by the death of Romeo and Juliet. If Tybalt did not pursue Romeo and initiate the conflicts, neither Mercutio nor Tybalt would have met their end, and Romeo would not have been banished. If Romeo did not get exiled, Juliet would not have gone to such drastic measures to evade her marriage with Paris. If Juliet did not take Friar Lawrences potion, Romeo would not have killed Paris, or drank the poison, and Juliet would not have committed suicide. In other words, if Tybalt did not make the mistake of disregarding the Prince and Lord Capulets strict orders, the deaths of the innocent characters would not have occurred.   Ã‚  Ã‚  Ã‚  Ã‚  Besides the childish behaviour of Tybalt, an adult that should take responsibility for the tragedy is the Nurse. The Nurse is the person who has been taking care of Juliet since the day she was born. Unfortunately, even she makes mistakes. She helps the two marry each other. She even goes as far as to tell Romeo, that, â€Å"For the gentlewoman is young and therefore, if you should deal double with her, truly it were an ill thing to be offered to any gentlewoman, and very weak dealing† (Act II, sc iv, ll 163-166), meaning that she makes sure that Romeo knows, that he better mean that he wants to marry Juliet. The Nurse helps Juliet to get to her wedding, which is very foolish of her, since she does not even think the slightest bit about what would happen if the two were to marry. After Romeo is banished, the Nurse does not support him anymore. Moreover, she does not understand that Juliets love for Romeo is genuine, and not some childish infatuation. She be trays Juliet, even though she is a wise and experienced woman. She encourages her to forget about Romeo and marry the County Paris instead, â€Å"I think it best you married with the County† (Act III, sc v, ll 225), which discourages Juliet greatly, since the Nurse was the only person Juliet could earnestly confide in. This betrayal by the Nurse leaves Juliet alone to make her own decisions. The Nurse is supposed to be one of Juliets best friends. Now when it is important for Juliet to have someone support her, she is disheartened. She also knows of the secret marriage between Romeo and Juliet, yet she does not notify others of it. As a result, the Nurse thinks she is helping Juliet by leading her on that path, but, in truth, she is only helping her towards her death. That is an error that could have been easily resolved, but, she does not even know she made that error in the first place. Otherwise, if the Nurse continued supporting Juliet, she would have confided in her, and the Nurse could have stopped the whole tragedy from happening.   Ã‚  Ã‚  Ã‚  Ã‚  Likewise, the gullible and somewhat secretive Friar Laurence plays a big part in the death of the young couple. He is a Franciscan Friar and is well-known throughout Verona. The Friar does all his actions, without even slightly thinking about the results. He is present throughout Romeo and Juliets lives; he unites them, comes up with a plan to keep them together, and is an ally throughout their tragedies. Nevertheless, Friar Laurences foolish actions in marrying Romeo and Juliet, creating thoughtless plans, and his fear of committing sin, all contribute to the deaths of them. For instance, after the death of Mercutio and Tybalt, and Romeos banishment, Friar Laurence is still not aware of the consequences of Romeo and Juliets marriage. Instead, he continues his effort in reuniting Romeo and Juliet. The plan he concocts for reuniting them is very risky, and badly thought out. Juliet is willing to commit suicide if the Friar does not help her, so, to appease her, the Friar gives her a potion to drink, and that potion, would keep her in a death-like state for forty-two hours. Meanwhile, he sends a letter to inform Romeo of the plan, but it never reaches him. Friar John, the person who is supposed to deliver the letter, says this to Friar Laurence, â€Å"I could not send it-here it is again-† (Act V, sc ii, ll 14). This tells the reader that Friar Laurence does not tell the messenger the importance of the letter beforehand. Also, Friar Laurence does not abide by his agreement with Romeo, â€Å"Sojourn in Mantua; Ill find out your man, and he shall signify from time to time† (Act III, sc iii, ll 168-169), which means he would notify Romeo of happenings via his manservant, Balthasar. Furthermore, the Friar contributes to the death of Juliet by his cowardly behaviour in the tomb. He does not comfort her at seeing her love dead and he also does not give her hope for future life other than life among holy nuns, â€Å"Ill dispose of thee , among a sisterhood of holy nuns† (Act V, sc iii, ll 156-157). After that, he abandons her, as he does not want to be seen or caught in the midst of all the drama. This is very irresponsible, cowardly, and selfish, especially since Juliet threatens to kill herself in the presence of Friar Laurence earlier in the play. In short, because of Friar Laurences short-sightedness and mistakes that he overlooks, he dooms those he tries to help. He puts the core of the catastrophe into motion, all starting with rashness, hastiness and numerous bad decisions. He tries to please everyone, but ends up pleasing no one. Therefore, if the two did not know Friar Laurence at all, this would not have ended as a tragedy.   Ã‚  Ã‚  Ã‚  Ã‚  In brief, from the very beginning, the young couple is destined to die. Almost every decision that the three characters make, leads up to the deaths of Romeo and Juliet. The deaths are the fault of the people who do not realize their mistakes earlier, and now grieve. These characters are Tybalt, the Nurse and Friar Laurence. They assist fate in succeeding to not allow Romeo and Juliet to be together. All of them make considerable mistakes by not thinking before acting. If the Nurse had continued supporting Juliet, Friar Laurence had thought carefully and Tybalt did not hold a grudge, these deaths would not have occurred. The outcome would have been completely different. The errors and senseless decisions that they made, became the sorrow of their whole lives.

Brief History Of Nestle Malaysia Management Essay

Brief History Of Nestle Malaysia Management Essay The existing company that has selected is Nestlà © (Malaysia) Berhad. This report starts with an introduction and a brief history about Nestlà © and Nestlà © Malaysia. This report includes the vision and mission of Nestlà © and how Nestlà © is going to achieve them. This report also includes a brief summary of Nestlà ©s market segmentation with examples provided. It discusses the strengths and problems of the company followed by the solutions to solve the issues. In the end, there are some suggestions recommended by our group and a conclusion of this whole report. Nestlà © is a multinational company and is of the worlds largest in food and beverages industry. Heinrich Nestlà ©, whom also known as Henri Nestlà ©, was the founder of Nestlà © Company (Nestle. 2010, Introduction, Nestlà © [Online] available at www.nestle.com), which headquarter is in Vevey, Switzerland in the year of 1866. Nestlà © Malaysia was established in the year of 1912 in Malaysia as Anglo-Swiss Condensed Milk Company. Nestlà © Malaysia head office is now located in Mutiara Damansara, Petaling Jaya, Selangor, and has 6 sales offices with more than 5000 employees nationwide. Besides, Nestlà © manufactures its own products in 7 factories and markets over 300 Halal products across the nation. (Nestlà ©. 2010, Nestlà © in Malaysia, Nestlà © [Online] available at www.nestle.com.my) Nestlà © specialized in foods and beverages industry, a few of the many well known brands Nestlà © has in Malaysia includes Maggi, Nescafà ©, Milo, Kit Kat, Nesvita (formerly known as Ne stum), as well as pet care products such as Purina and Friskies. Nestlà ©s vision (Nestlà ©. 2010, Corporate Philosophy, Nestlà © [Online] available at www.nestle.com.my) is to be the leader in Nutrition, Health, and Wellness Company by delivering world-class products of the highest consistent quality, reliability, and convenience based on business excellence principles throughout the operation. Nestlà ©s mission (The Nestlà © Corporate Essence Our roots and wings 2007, p.4) is to enhance the quality of life with good food and beverages, everywhere, so people could live a healthier life. In order to achieve their vision and mission, Nestlà © Nutrition Research Centre (Nestlà ©. 2010, Research Development, Nestlà © [Online] available at www.nestle.co.jp) pays great attention to understand the consumers nutritional and emotional needs and utilise todays world superior science and technology to produce high quality products to the world. MARKET SEGMENTATION Every consumer has different needs. Hence, it is not possible to satisfy every customer using a same marketing segmentation, which is also known as mass marketing by offering a single marketing mix to all consumers. Moreover, as a global market has become extremely competitive, and consumers are increasingly demanding which is very difficult to satisfy. Therefore, Nestlà © uses target marketing for every product to their customers. For example, in consumer product, Nestlà © baby milk product such as Nestlà © Neslac Excella Gold is segmented only to infants and toddlers. However, baby does not have the capacity or capability to buy the food they needed. Therefore, to market this baby milk product, Nestlà © does not fully focusing on babys basic need which is hunger, but also to the babys parents in terms of how the nutrition provided will give their children the best possible advantages in the childrens life and development. Another example is Nestlà © Milo, the milk beverage with chocolate and malt. Don Howart, the executive director of Nestlà © and Singapore Coffee and Beverages claimed that Milo remains popular among the young and has a 90% (The Sun. 2010, Milo with ProtoMalt to get through the day, Sun2Surf [Online] available at www.sun2surf.com) market share among chocolate malt drinks in Malaysia. Besides the youngsters, old people and active people are also part of the target markets of Nestlà © Milo drinks. However, at first, Nestlà ©s business was launched internationally and realised the fact that food products have to be taken into account to the local eating and social behaviour due to the particular countrys practices, cultures, and traditions. Therefore, (1) Nestlà © has always shown respect for diverse cultures and traditions and trying to integrate itself as much as possible into the cultures and traditions, adding also to the local environment its own set of values. Therefore, (2) Nestlà © embraces cultural and social diversity and does not discriminate on the basis of origin, nationality, religion, race, gender or age. (The Nestlà © Management and Leadership Principles 2006, p.9) STRENGTHS Nestlà © is a multinational company, not to mention Nestlà © is also the largest industry in foods and beverages, hence Nestlà © has every capability to attract more consumers compare to the local companies. On account of its high market share and high financial power, Nestlà © also has greater financial capability in altering existing products in terms of packaging, the formula of the particular product and others or creating new products, as well as to adapt or upgrade latest information system technology in manufacturing, order processing and other related fields in order to sustain their competitive advantage by delivering lower cost of goods and services than their competitors in this dynamic environment. Secondly, Nestlà © has quite an effective strategic marketing capability. For example, Nestlà © Maggi instant noodles has built a stable patent and is very well known in many countries especially in Australia and Malaysia. This is because Maggi instant noodles is easy to be differentiated from its competitors such as Cintan Instant Noodles. Moreover, Nestlà © has also developed a very strong brand name for Maggi instant noodles because of strong advertising, which has indoctrinated most of the people to name the other brands of instant noodles as Maggi instant noodle instead of the brands original name. Furthermore, Nestlà © also has a strong Research and Development operations that helps the company to achieve cross-border synergy such as packaging its global products to local preferences. Nestlà © also emphasises on using todays information technology, which Nestlà © believe it will present a long-term opportunity for them to smoothen the companys operation or to increase efficiency in packaging, among any other companys operations. Besides, Nestlà © also has better technological capability, for instance, to renovate the existing products to be more innovative, higher quality, and much healthier product as Nestlà © realised that consumer-centred innovation and renovation is the most important pillar of Nestlà ©s worldwide strategy, which would accelerate Nestlà © to advance from good to better. (The Nestlà © Corporate Essence Our roots and wings 2007, p.34) And because of Nestlà ©s commitments, more people trust on the products delivered by Nestlà © because of its prope r health and safety measures. Besides, Nestlà © also has great leadership attributes. The leaders such as the top executives, branch managers, and others are responsible in building organisation capability. For example, the Chairman and Chief Executive Officer of Nestlà © S.A., Peter Brabeck, (Castelarhost. 2005, Nestlà © LC1 S.W.O.T Analysis, Castelar Articles [Online] available at www.articles.castelarhost.com) emphasises internal growth worldwide, which means to achieve higher volumes of sales by adding value to the products, renovate existing products, and innovate new products, to keep pace in the industry because of rapidly changing of consumer expectations. PROBLEMS AND SOLUTIONS Nestlà © produces hundreds of products, has a global network of suppliers, and multiple distributions and selling channels. Hence, to anticipate and respond in this rapidly changing in market demand condition is very difficult. When forecasting a market demand, Nestlà © will need information to detect shifts in demand early so they could adjust for trends and send the right messages to the suppliers, shippers, and distribution centres before they are flood with unwanted or defective goods or shortages. (Manhattan Associates. 2010, Planning and forecasting: Anticipate and Respond to Changes in Demand, Manhattan Associates [Online] at www.manh.com) However, every company has its weakest links, so is Nestlà ©. The weakest links are issues they are unable to control. (Labs. 2010, Supply Chain Efficiency Starts at the Top, Food Engineering [Online] available at www.foodengineeringmag.com) Firstly, the most common problem is the sources of supply of raw materials. This is due to a sudden and unexpected increased in demand, which will cause extreme supply shortages for commodities that will result in major price increases. For instance, bad weather and natural disasters have always been an issue affecting incoming raw materials. Secondly, the inaccuracy of orders received in inventory. No company can ever achieve the requirement of zero defects especially in foods and beverages industry. For example, when the purchasing department of Nestlà © ordered 10,000 of mixed berries yoghurt from its dealer, but what the retailer received was only 8,000 of mixed berries yoghurt, or on another occasion they might received defective inventori es. Another example is, when Nestlà © tells its dealer that they needed extra orders of a particular product to be shipped right away because of unexpected increased in demand, but in fact, the supplier may already has orders from other customers. This usually happen during special occasion such as Chinese New Year, the demand of Nestlà © Cornflakes cereal will increase because many people will buy this product to make cookies. This will causes Nestlà © to encounter a great loss because of inaccurate order of magnitude because they could not produce the actual output needed. Therefore, in order to solve these problems, it is crucial for Nestlà © to engage with multiple suppliers or dealers in that particular region, so they could acquire inventories from multiple dealers, which will definitely decrease the risk of shortage due to incontrollable situation. Besides, Nestlà © should also base on their demand and purchase planning on last couple of years of sales to forecast current year of demand and supply. Other than that, mutual trust and strong relationship with all the dealers are needed in order to increase the flexibility of material supply management, as well as to enhance the bargaining power of Nestlà ©. However, if there is a surplus, Nestlà © may need to plan a promotion to clear their inventories, otherwise Nestlà © will encounter a great loss such as paying high material handling cost, waste of warehouses space, or inventories that are not sold became defective and may need to be disposed which no profit will earn. Therefore, when there i s a big event organized such as Jom Heboh Carnival. Nestlà © will set up a booth at the carnival to sell its products, which are close to the expiry date at lower price such as Maggi products, Nescafà ©, Milo, yoghurt drinks, Nestlà © ice creams and so on. People often buy the products in big quantity because of the lower price than the market price. As a result, Nestlà © could clear their inventories rather fast and save some space in the warehouses. which is a win-win situation. Thirdly, even though Nestlà © has a logistics department but it doesnt deal with transportation logistics. Nestlà © outsourced its supply chain transport to the third-party logistics (3PL) as Nestlà © tries to cut their supply chain costs and to concentrate more on their in-plant operations. Although Nestlà © doesnt have a transportation logistics department, but they do have a delivery team to cooperate with the third-party logistics in routing protocol. Nestlà © is using a Dynamic Source Routing (DSR), which is a simple and efficient routing protocol designed specifically for use in multi-hop wireless ad hoc networks of mobile nodes. The protocol is composed of the two main mechanisms of Route Discovery and Route Maintenance, which work together to allow nodes to discover and maintain routes on-demand to arbitrary destinations in the ad hoc network. (Maltz. 2003, The Dynamic Source Routing Protocol CMU [Online] available at www.cs.cmu.edu) Therefore, the delivery team is there to help Nestlà © and the 3PL that DSR is working as per company direction as well as DSR performance. Next, it is the poor partnership relationship between dealerships and consumers. Dealers need these capabilities because they, in close partnership with manufacturers Nestlà ©, are a connecting hub of services for the consumers, and other stakeholders. However, Nestlà © solved this problem by using the Dealer Management Systems (DMS) as well as their dealers. DMS is a software solutions that provide tools for managing sales, services, parts and inventory management, business management, integration, and core architecture. DMS help manufacturers and dealers create integrated marketing campaigns to offer inventory to target markets. This will integrate innovations into traditional in-store sales and service processes and offer technologies for non-traditional merchandising, sales, and service strategies through alternative channels for consumer engagement via Web, by phone, or in-vehicle. (Microsoft Corporation. 2008, Microsoft Offers the Dealer Management Solution Microsoft [Online ] available at www.microsoft.com/automotive) RECOMMENDATIONS After the reviews stated above, those were not the only solutions that are available. MDZ has come up with a few recommended suggestions that may work or solve the problems that were encountered by Nestlà ©. Instead of just finding or having multiple suppliers, Nestlà © could acquire the inventories from the other outlets from the other region. Because some regions have different demographics, for instance, race. Some areas have higher percentage of Malays such as Kuantan, Pahang, and some may have higher percentage of Chinese such as Ipoh, Perak. The Chinese New Year (CNY) example stated above, in Kuantan area, there might be less demand during CNY, so to prevent shortage, Nestlà © could just acquire the inventories from Kuantan. However, if there is a surplus, and unable to clear the inventories at a short time, Nestlà © could consider donation for short-run purpose, this could help to clear the old stocks, as well as to help the donation receivers and build better goodwill and name of Nestlà ©. Secondly, Nestlà © is a multinational company; it definitely has the capability in owning a transportation logistics department. Because of the hundreds variety of Nestlà ©s products, 7 manufacturers in Malaysia, as well as thousands of customers such as retailers, wholesalers, distributors and so on, Nestlà © could handle its own transportation service. Nestlà © could gain the whole power in such as mode selections, routing, and others. They could do almost anything such as consolidating different type of products but to the same outlet. Besides, they could save every penny they use in transportation cost compare to third-party logistics (3PL) because 3PL charges according to the quantity, inventory storage space, value added processes such as special handling, and more. It may benefit in the short run, but definitely not in the long run, as Nestlà © centred in the long-term business and strives to achieve effectiveness and efficiency. Lastly, Nestlà © could use both manual and automation system in managing sales, services, and others. This is because one cannot trust wholly to a machine, as it may not be documenting the steps in its own processor. Because some steps cant be automated and may required operator intervention to prevent the escapement processing steps, even though adapting advanced technologies could help saving cost as labour cost is reduced, but if there are still problems occur, it will affect the business such as loss of customers because of the mistake. Therefore, Nestlà © must update the system software regularly and full utilisation of available technology as well as the manual operators, which will effectively increase the efficiency and dependability of the supply chain systems. CONCLUSION Nestlà © exerts great efforts to achieve its visions to be the leader in Nutrition, Health, and Wellness Company by producing better quality of products to the consumers. Nestlà © also study about the consumers needs from time to time and satisfy the consumers as much as possible. Nestlà ©s strengths such as high financial capability, effective strategic marketing capability, strong research and development, as well as great leaderships have helped them through the obstacles. Above all, Nestlà © focuses on its missions and ensures consistency by making the right decisions to manage and build its business to deliver the promise of Good Food, Good Life all over the world.

Summary Of New-making And Charles Shultzs Peanuts :: essays research papers

Summary of New-Making and Charles Shultz's Peanuts Summary of News-Making: The Pseudo-Event From education and consumption, to personal relations and public affairs the news media in the United States captures our attention by littering it with pseudo-events. As advancements in technology made it possible for journalists to communicate more easily, the media began to blossom into the national scene instead of the usual local news and events. More and more technologies were developed that in turn helped the media expand into a salable commodity. The rotary press, cameras, the telephone, radio, and the television are all examples of those advancements. When the media could broadcast across the nation, they were able to make a small event into a seemingly enormous event just by the number of people that were exposed to the news. As news became a round-the- clock event, reporters needed to find ways to beat repetition in reporting that news. Now reporters must go and find news to report to keep the airwaves and TV's flooded with new events. Long Summary of: Peanuts Peanuts is one comic strip that has been in everyone's lives now consistently for many years. It gives inspiration to some people. Charles Shultz uses unique analogies for everyday items that makes them easier to associate with life. Many of his ideas, such as "The Great Pumpkin", have become American past-times. Charlie Brown represents the "little man" figure; a person struggling to succeed in life. Many other comic strips have portrayed this also, but none have lasted so long. This figure has been portrayed in musicals, movies, and toys. Charles Shultz has put together a real artform according to his own definition. His definition is that something can only be recognized as art if it makes the same impression on a future audience as it did in the present.

Viewers Perceptions of On-Air Cursing Essay -- essays research papers

This study used a 2 x 2 x 2 design to examine the effects of warning labels, bleeping, and gender on viewers' perceptions and enjoyment of a docu-drama. We also examined the individual difference variable of verbal aggressiveness to test for possible interactions. Overall, the warning labels increased enjoyment of the program containing profanity among college students. Bleeping had no effect on either program liking or perceptions of realism; however, bleeping decreased perceptions of the program's offensiveness, and increased viewers' perceptions of profanity frequently estimates. Lastly, verbally aggressive participants perceived the program as more realistic, and the language as less offensive ********** The Telecommunications Act of 1996 mandated that broadcasters in the United States adopt program age and content ratings in order to help viewers make program viewing decisions. Since then, not only have program ratings and warning labels become a more familiar sight on television programs, but the very content that viewers are being warned about (e.g., profanity) appears to be occurring more frequently (Bauder, 2002). Research has examined the effect of age and content ratings and warning labels on children's program liking and perceptions of content, and found that in some circumstances, warnings and ratings have effects opposite those intended by the legislators (see, for example, Cantor & Harrison, 1996). Considerably less research has examined the effect on adults' perceptions of content (however, see Bushman, 1997). Furthermore, a majority of the research examines the effects of ratings and warnings on violent content (e.g., Cantor & Harrison, 1996; Cantor, Harrison, & Nathanso n, 1998; Herman & Leyens, 1977) or educational content (Krcmar & Albada, 2000). Little, if any research has examined the effect of ratings and warnings on attitudes toward, and perceptions of, other potentially objectionable material such as cursing. It may be interesting to ask, therefore, if assigning a warning label affects how adult viewers interpret and recall cursing when it appears in television programs. In addition to the use of program warnings, there are increasing numbers of cable channels available to viewers which may have served to loosen some norms regarding appropriate standards for programming. For example, in a recent airing of A Sea... ...estudy/main.asp Pashler, H.E. (1999). The psychology of attention. Cambridge, MA: MIT Press. Rohsenow, D. J., & Bachorowski, J. (1984). Effects of alcohol and expectancies on verbal aggression in men and women. Journal of Abnormal Psychology, 93, 418-432. Triesman, A. (1964). The effect of irrelevant material on the efficiency of selective listening. American Journal of Psychology, 77, 533-546. Underwood, G., & Murray, N. (1971). Shadowing and monitoring for selective attention. Quarterly Journal of Experimental Psychology, 23, 284-295. Wurtzel, A., & Surlin, S. (1978). Viewer attitudes toward television advisory warnings. Journal of Broadcasting, 22(1), 19-31 Marina Krcmar (Ph.D., University of Wisconsin, Madison) is an Associate Professor in the Department of Communication Sciences at the University of Connecticut. Her research interests include effect of violent television on children and the impact of media policy on families. Steve H. Sohn is a doctoral candidate in the Department of Communication Sciences at the University of Connecticut. His research interests include media effects on body image and media effects on consumers' advertising message process. Viewers Perceptions of On-Air Cursing Essay -- essays research papers This study used a 2 x 2 x 2 design to examine the effects of warning labels, bleeping, and gender on viewers' perceptions and enjoyment of a docu-drama. We also examined the individual difference variable of verbal aggressiveness to test for possible interactions. Overall, the warning labels increased enjoyment of the program containing profanity among college students. Bleeping had no effect on either program liking or perceptions of realism; however, bleeping decreased perceptions of the program's offensiveness, and increased viewers' perceptions of profanity frequently estimates. Lastly, verbally aggressive participants perceived the program as more realistic, and the language as less offensive ********** The Telecommunications Act of 1996 mandated that broadcasters in the United States adopt program age and content ratings in order to help viewers make program viewing decisions. Since then, not only have program ratings and warning labels become a more familiar sight on television programs, but the very content that viewers are being warned about (e.g., profanity) appears to be occurring more frequently (Bauder, 2002). Research has examined the effect of age and content ratings and warning labels on children's program liking and perceptions of content, and found that in some circumstances, warnings and ratings have effects opposite those intended by the legislators (see, for example, Cantor & Harrison, 1996). Considerably less research has examined the effect on adults' perceptions of content (however, see Bushman, 1997). Furthermore, a majority of the research examines the effects of ratings and warnings on violent content (e.g., Cantor & Harrison, 1996; Cantor, Harrison, & Nathanso n, 1998; Herman & Leyens, 1977) or educational content (Krcmar & Albada, 2000). Little, if any research has examined the effect of ratings and warnings on attitudes toward, and perceptions of, other potentially objectionable material such as cursing. It may be interesting to ask, therefore, if assigning a warning label affects how adult viewers interpret and recall cursing when it appears in television programs. In addition to the use of program warnings, there are increasing numbers of cable channels available to viewers which may have served to loosen some norms regarding appropriate standards for programming. For example, in a recent airing of A Sea... ...estudy/main.asp Pashler, H.E. (1999). The psychology of attention. Cambridge, MA: MIT Press. Rohsenow, D. J., & Bachorowski, J. (1984). Effects of alcohol and expectancies on verbal aggression in men and women. Journal of Abnormal Psychology, 93, 418-432. Triesman, A. (1964). The effect of irrelevant material on the efficiency of selective listening. American Journal of Psychology, 77, 533-546. Underwood, G., & Murray, N. (1971). Shadowing and monitoring for selective attention. Quarterly Journal of Experimental Psychology, 23, 284-295. Wurtzel, A., & Surlin, S. (1978). Viewer attitudes toward television advisory warnings. Journal of Broadcasting, 22(1), 19-31 Marina Krcmar (Ph.D., University of Wisconsin, Madison) is an Associate Professor in the Department of Communication Sciences at the University of Connecticut. Her research interests include effect of violent television on children and the impact of media policy on families. Steve H. Sohn is a doctoral candidate in the Department of Communication Sciences at the University of Connecticut. His research interests include media effects on body image and media effects on consumers' advertising message process.

The Divine Comedy: Dante Essay examples -- essays research papers

The Divine Comedy: Dante   Ã‚  Ã‚  Ã‚  Ã‚  The character of Dante in The Divine Comedy who descended into the inferno caused me to stop and think about this awful place. As the reader I got to take an imaginary journey with Dante to a horrible place where I do not care about going. While Dante descended into hell I plan on ascending into heaven someday. Dante had a choice to make whether or not to get back on the right path. It came down to heaven or hell - choose.   Ã‚  Ã‚  Ã‚  Ã‚  I think it was willed for Dante to see this place while he was still living. By seeing hell while he was alive Dante could be sure and make the right choices to find his way back to the straight path. Being on the right path in his lifetime would ensure he would not spend eternity in such a miserable place. I believe the whole purpose of this journey into hell was to let Dante see the anguish there and choose. Perhaps this was a divine warning. In Canto 2, Beatrice, the symbol of Divine Love, an angelic spirit was sent to help aid Dante from his error and help him return back. This is purely love and compassion at its best. Sending someone into hell to rescue another person out of there. Great lengths were taken to help Dante return back to the straight way. I do not believe such action was taken if Dante was to end up in hell all along.   Ã‚  Ã‚  Ã‚  Ã‚  For some reason midway in Dante's life's journey he had gone astray and at this point was searching for...

Competitive Intelligence In The Business World Commerce Essay

In today ‘s fast changing concern universe, no-one likes surprises. The ability to be pro-active and non reactive is one of the greatest techniques for making value within an organisation. This requires a uninterrupted procedure of transforming information into intelligence so that a company can pull off the hereafter. Wining a conflict in the concern country implies, like in any other confrontation, cognizing your opposition, in this instance, the competition, really good. The director can non do a feasible scheme, founded entirely on information about his company. A competitory scheme means that one is competitory because he differentiates himself from the others. And for this, one has to cognize what the others are making. Nowadays the CEO ‘s demand a warning system which can seasonably present the relevant information from the concern environment, so that they are able to do determinations with a unafraid degree of certainty that allows the company to keep its competitory advantage. The market globalisation and the velocity of scientific discipline and engineering development require the use of supervising systems, capable of placing chance niches indispensable for the growing of the companies. One of the best tools for doing this possible is Competitive Intelligence. This instrument supports the strategic planning in every company. Competitive intelligence in concern organisations has benefited greatly from military and authorities intelligence patterns and cognition. Many of the innovators in the concern intelligence community migrated from a assortment of governmental organisations. They brought a set of constructs and penetrations that have been refined over centuries. Most notably, Sun Tzu ‘s authoritative work on military intelligence is widely read, and he is credited with being the male parent of intelligence. This construct has proven, along the old ages, its end ( actionable intelligence that will supply a competitory border ) and advantages when applied right. Still, most midsize houses lack dedicated competitory intelligence operations, despite the fact that most concern leaders recognize that their success depends on looking frontward and traveling more rapidly that the competition. Harmonizing to Ben Gilad and Leonard Fuld, competitory intelligence ( CI ) is the action of ethically and lawfully assemblage, analysing, and pass oning information about 3rd party participants in one ‘s competitory sphere – from rivals, to providers, clients, act uponing parties, regulators, distributers, possible new rivals, and so forth, to be used by companies in their planning and determination devising. The procedure of roll uping, hive awaying, analysing and pass oning this market intelligence is today an institutionalised procedure in most big companies. Done decently, this helps a company avoid surprises by expecting rivals ‘ moves and diminishing response clip. Put merely, competitory intelligence is a method of roll uping and analysing information that lets companies place possible alterations sing rivals before these become obvious. Datas can be gathered from public or private beginnings, from networking with a rival ‘s staff or clients or from research in the field. A cardinal regulation is that all activity must be legal. CI practicians must besides unwrap their individualities at all times and non cod information under false pretences. Direct Beginnings Passive – Web Company sites Portals Search engine – Imperativeness releases – Industry ( market ) analysis – Financial Analysts – Employment Ad Active – Trade shows – Technical conferences – Employment – Meetings and programs Indirect Beginnings – Customer interviews – Customer studies – Gross saless forces – Rep and distributers – Suppliers and spouses – Former employees The footing of competitory intelligence is cognizing the difference between information and intelligence. This will assist directors acquire on the route to more efficient determination devising. Information is factual. Its Numberss, statistics, disseminated spots of informations about people and companies and what they ‘ve been making that seems to be of involvement. Information frequently appears to be stating you something but in world it ‘s non. One ca n't do good determinations based on information no affair how accurate the information is or no affair how comprehensive it is. Intelligence, on the other manus, is a aggregation of information pieces which have been filtered and analyzed. It has been turned into something that can be acted upon. Intelligence is what directors need to do determinations, non information. Another term for intelligence is knowledge.Milestones in the development of competitory intelligenceOrganizations collected commercial intelligence since the first trade took topographic point. Books on organisational intelligence aggregation appeared every bit back as the 60 ‘s but these early efforts at formal intelligence activities for concerns remained largely academic and instead uneffective until 1980, when Michael Porter of Harvard Business School published his book, â€Å" Competitive-Strategy: Techniques for Analyzing Industries and Competitors † which laid down the theoretical foundation for applied CI. In the late 70 ‘s Fuld & A ; Co and Washington Researchers were the boosters which offered competitory research to corporate clients. In 1986 the Society of Competitive Intelligence Professionals was founded in the U.S. Accepting the importance of competitory intelligence, major transnational corporations, such as ExxonMobil, Procter & A ; Gamble, and Johnson and Johnson, have created formal CI units. Importantly, organisations execute competitory intelligence activities non merely as a precaution to protect against market menaces and alterations, but besides as a method for happening new chances and tendencies. The first professional enfranchisement plan ( CIP ) was created in 1996 with the constitution of The Fuld-Gilad-Herring Academy of Competitive Intelligence in Cambridge, MA.Variations of competitory intelligenceOver clip, concerns recognized a signifier of intelligence that was called in assorted ways ( competitory intelligence, concern intelligence, corporate intellige nce, competitory information or commercial intelligence ) , but most of the experts have settled to name it competitory intelligence. Regardless of the term that we use, CI is the usage of public beginnings to develop informations about rivals and the market environment and its transmutation in useable information, thorough analysis. When believing about CI, public information refers to the information that one can entree lawfully and ethically. Publicly does non intend needfully published information. The most normally recognized fluctuations of CI are: strategic intelligence rival intelligence ( McGonagle and Vella ) proficient intelligence market intelligence 1. Strategic intelligence Strategic intelligence represents competitory intelligence provided in support of strategic determination devising. This means supplying the highest degrees of direction information on the competitory, economic and political environment in which companies operate now and in which they will run in the hereafter ( See David b. Francis â€Å" Your rivals: who will they be? † Competitive Intelligence Review 8, no.1 1997: 16-23 ) . This type of intelligence by and large supports the senior direction for the overall scheme. The most common applications are in the development of strategic programs, capital investings, political hazard appraisal, amalgamations, acquisitions, joint ventures, corporate programs, R & A ; D planning ( See Edwin Ruhil and Sybille Sachs â€Å" Challenges for strategic competitory intelligence and the corporate degree † , Competitive Intelligence Review 8, no 4 1997: 54-64 ) . Strategic intelligence involves the appraisal of a house ‘s direct rivals, the competition environment and its indirect rivals, but an every bit of import portion is the development of intelligence on the long-term alterations caused by all of the forces driving the industry competition ( Larry Kennedy â€Å" Competitive intelligence in concern procedure technology: a survey at digital equipment corporation † Competitive Intelligence Review 8, no 2 1997: 8-13 ) . The focal point has to be on factors as engineering tendencies, political hazards and regulative developments. It is designed to warn the company of impending jobs and alarm it to upcoming chances, ever in clip to take needed action ( Mark Sullivan, â€Å" Using competitory intelligence to develop a strategic direction action- oriented measuring system † , Competitive Intelligence Review 8, no 2 1997: 34-43. ) . 2. Rival intelligence Competitor intelligence is the usage of public beginnings to turn up and develop informations that are so transformed into information about rivals, their capablenesss, current activities, programs and purposes. The function of this type of intelligence is to assist the operating directors within strategic concern units or merchandise directors and other people involved in the procedure of merchandise or concern development. 3. Market intelligence Market intelligence is intelligence developed on the really current activities in the market place ( See Kenneth A. Sawka, â€Å" Warning Analysis: a hazardous concern † , Competitive Intelligence Review 8, no. 4, 1997:83-84 ) . Market intelligence depends on extremely developed package tools and analytical accomplishments extremely trained people to supply market cognition, professional expertness and selling penetration. The information should be received fast and detailed so that they enable a house to happen out information sing the success of failure of its merchandise publicity, the following moves of the rivals sing their publicities and possibilities of cross-promoting the merchandise. Frequently users of market intelligence are marketing sections and market planning section because they use the feedback on the success or failure of old gross revenues attempts. 4. Technical intelligence Technical intelligence activities enable a house to react fast to menaces and to place the chances which result from proficient and scientific development. It is believed that TI is a map which if it is executed decently, could ensue in a economy of 10 to 100 times the investing in the map ( See Davis C. Pring, â€Å" Competitive Intelligence and Market Research: Filling the Gaps † in Global positions on CI, erectile dysfunction. John E. Prescott and Patrick T. Gibbons, 1993, 223-239 ) . Technical intelligence can supply information about the methods and procedures used by the rivals, their dependance on outside engineering, patents or new engineering acquired, the capablenesss of the rivals ‘ R & A ; D staff, appraisals about outgos for this section. TI chiefly focuses on technological tendency instead than on the market 1s. A portion of the experts considers that it should be more concerned about the chances of the house, than on the menaces to the house.Active and defensive CIWhen CI started to go popular, there was no treatment of anything besides the actions designed to roll up information about the rivals, called active rival intelligence. During its development, analysts started to recognize that what they were making, it could be go oning to them besides. This led to a new involvement towards activities that were destined to protect companies against CI activities from other companies, called defensive rival intelligence. Active CI procedures are those aimed at roll uping natural informations every bit good as analysing those informations to supply finished intelligence. The end of a defensive plan is to do life much more hard for your rival ‘s intelligence analysts, so they will give your house more operating flexibleness. Counterintelligence is the procedure of countering, forestalling the intelligence garnering attempt of other parties, your rivals. It has to be understood as a portion of an on-going procedure. This plan ‘s effectivity is measured through minimisation of losingss due to the competitory intelligence attempt of the rivals. Many companies are really careful to protect their physical buttocks, but it is far more of import to protect the intangible assets of the company. Cloaked rivals are those that protect themselves from the intelligence assemblage attempts of their rivals. For making this, the most of import facet is to understand how rivals work, which channels they use, and the techniques they use. One has to deprive rivals of a few cardinal pieces of informations that are critical for the large image of the analysis ( Deborah C. Sawyer, â€Å" Specifying your competition: Dardan Horses, Fifth Columns, and other menaces † , competitory intelligence magazine 3, April -June: 45-46 ) .Implementing competitory intelligence – the CI procedureAlthough the chief occupation of competitory intelligence is to back up direction determination devising, holding a methodical competitory intelligence system in topographic point can assist the company address many different issues. A methodical competitory intelligence plan can: Anticipate alterations in the market place. Anticipate actions of rivals. Discover new or possible rivals. Learn from the successes and failures of others. Increase the scope and quality of profitable marks. Learn about new engineerings, merchandises and processes that affect the company ‘s concern. Learn about political, legislative or administrative alterations that can impact the company ‘s concern. Enter new concerns. Expression at the company ‘s ain concern patterns with an unfastened head. Help implement the latest direction tools. The CI procedure is most normally divided into four basic phases, which make up what is known as the CI rhythm: Planning: this means set uping the demands of the company. On one manus, the directors of the company acknowledge the demand for CI and, on the other manus, they define what sort of CI the company needs. It besides means what inquiries the directors want to reply with the CI, who else may be utilizing CI, and how, by whom, and when the CI will eventually be used.This is besides the portion of the rhythm in which the competitory intelligence practician decides which class he should take in carry throughing his undertaking. This phase can besides be thought of as the other terminal of the intelligence rhythm because one time specific intelligence is delivered to the determination shaper his consecutive actions – based on that intelligence – will excite farther intelligence demands. The company ‘s state of affairs will surely alter based on those actions. Gathering: this stage involves the existent assemblage of natural information from which intelligence will be produced. The huge bulk of aggregation stuffs are public sphere significance they are available to anyone who knows where to look. Beginnings include periodicals, one-year studies, books, broadcasts, addresss, databases and so on. Creative aggregators can normally happen anything they need lawfully and ethically. Collection besides involves treating information so that it can be transmitted and stored electronically if desired. Once in electronic signifier it can be manipulated into a signifier which allows it to be analyzed. Analysis: this is by and large considered the most hard portion of the intelligence rhythm. Analysis requires great accomplishments and daring because it requires the analyst to weigh information, expression for forms and come up with different scenarios based on what he has learned. Even though analysis is based on logic and difficult information, analysts must sometimes ‘fill in the spaces ‘ and do intelligent conjectures about possible results. Dissemination: this measure involves administering the intelligence merchandise to those who requested it. It ‘s the clip when the analysts will propose possible classs of action based on his work. He must be able to stress his recommendations and support them with logical statements. The ensuing intelligence will besides be distributed to others in the company who can utilize it. The concluding signifier of the CI, every bit good as its timeliness/opportuneness and security are of import considerations. Surveies have shown that the distribution of the attempt the CI professionals spend among these four phases of the CI rhythm is about as follows: Needs – 20 % Gathering – 30 % Analysis – 40 % Dissemination – 10 % The component that runs through and straight links all the stages of the CI rhythm is the demand to supervise, on a uninterrupted footing, what the company has done and how good. The end is to supply feedback from each stage to the other three of the CI rhythm. By making this, the company can better both the merchandise of an single assignment and the full CI procedure even as the organisation is utilizing it. Feedback to and from each stage of CI to all others is indispensable. That feedback generates a changeless reappraisal that seeks to raise and so reply inquiry like: Are the CI marks still rectify? Should the CI unit attention deficit disorder or delete marks, countries of involvement and so on? â€Å" Know the enemy and cognize yourself ; in a 100 conflicts you will ne'er be in hazard † Sun Tsu: The Art of the WarBest PracticesThere are several points that we need to see throughout the competitory intelligence procedure. Undertakings to be performed by CI Professionals ( See CI Education Harvard Style by Ben Gilad, Competitive Intelligence Magazine, Volume 6, Number 4 ) : Go beyond internet hunts: collect from human resources. Travel beyond public databases: roll up hard-to-get information from less obvious beginnings. Go beyond rivals: analyze whole markets and industries. Go beyond inactive analysis and current market statistics: predict alteration. Travel beyond marketing intelligence: understand finance and cost accounting. Travel beyond selling, finance, and cost: understand scheme. Go beyond scheme: understand hazard. Time is critical Awkwardness is the enemy of competitory intelligence. Having cognition about something three hebdomads after you need to move is of small value. One needs to inquire himself, from where will he acquire the information and how long will it take. This requires a really deliberate and strong competitory intelligence attempt. Without a serious committedness to competitory intelligence, clip will wipe out whatever hope one has for effectual decision-making. The aim should be to shut the spread between when the event occurred and when 1 has the cognition to move. Remain Impersonal Although it ‘s non easy, it is critical that competitory intelligence remains free of prejudice, supplying impersonal type consequences. Competitive intelligence is non intended to back up an bing direction determination. Good competitory intelligence should talk the truth and allow direction make up one's mind how it wants to continue. One manner to guarantee that competitory intelligence is impersonal, is to do it independent, similar to other independent maps such as internal auditing. Besides, where one places competitory intelligence within the organisation can act upon the â€Å" freedom † that competitory intelligence has. Alternatively of doing it a sub-section of selling, make competitory intelligence accessible to all maps. The CI Function tends to suit good with maps like Strategic Planning and Knowledge Management. Large Egos putting to deaths CI – One ground competitory intelligence is non widely used is simple – it can be really unpopular. Competitive intelligence can belie what direction has been recommending. And if direction is non willing to listen to competitory intelligence, so it will hold small value. Travel where the information is Sometimes competitory intelligence can be extremely effectual through insouciant and obvious beginnings of information ( See Guy Kawasaki – How to drive your competition loony ) . There are some simple stairss for understanding the competition: Shop the competition, go a client of the competition, query the rival ‘s clients, inquire the authorities about the competition and go friends with a research bibliothec. One of the more clip devouring activities within competitory intelligence can be roll uping and categorising information. So cognizing where to look can be half the conflict. One needs to pass clip speaking to people who are in the know. Challenge conventional thought Great competitory intelligence will dispute direction to believe in new ways. There are excessively many alterations taking topographic point in the universe today. There is no manner direction should be comfy with the position quo. Therefore, competitory intelligence should intentionally prove and formalize critical direction determinations. Similarly, direction should welcome and promote competitory intelligence to dispute both tactical and strategic decision-making. Competitive intelligence should be a world cheque. The Learning Organization – Competitive Intelligence becomes priceless when it changes the behaviour of an organisation. This is best accomplished when the organisation becomes a learning organisation. Act ethically Competitive intelligence should non prosecute in illegal Acts of the Apostless. Additionally, competitory intelligence should non endanger the repute of a company. Fuld & A ; Company recommends the undermentioned 10 commandments of competitory intelligence: 1. Make non lie when stand foring yourself. 2. Detect your company ‘s legal guidelines. 3. Make non in secret enter an interview if it is against the jurisprudence. 4. Make non publish a payoff. 5. Make non utilize listen ining devices. 6. Make non misdirect anyone in an interview. 7. Make non trade monetary value information or capacity with a viing company. 8. Make non administer or interchange misinformation. 9. Make non steal a trade secret. 10. Make non knowingly pump person for information that could give that individual ‘s occupation or repute. CI is non descrying – Some people equate competitory intelligence with descrying. Competitive Intelligence is non about descrying, it ‘s about cognition. Partner with Risk Management Over the last several old ages, there has been increased accent on Risk Management – protecting the company from unexpected losingss. However, Risk Management is really internally focused ; things like control processs within the company, security precautions, mandates and blessings, transparence in coverage, and so away. Since hazard direction is internal, we need to congratulate hazard direction with competitory intelligence. The ground is simple – Curie is externally focussed and these external forces have major hazard deductions. Therefore, it is highly of import to unite RM and CI for a comprehensive attack to put on the line direction. Human intelligence Intelligence collected and analyzed by and from human beginnings is frequently the finding factor behind your intelligence capablenesss. Those organisations with extended human beginnings as opposed to over-reliance on published beginnings will hold superior competitory intelligence capablenesss. This will take to increased effectivity in strategic decision-making, giving the company a cardinal competitory advantage. Infrastructure before package No uncertainty that many professionals will seek out a package solution to competitory intelligence. Although engineering can assist ( and it continues to germinate ) , the director should concentrate most of his attempts on constructing the substructure ( staffing, preparation, processes, etc. ) associated with competitory intelligence. One should n't work in contrary, coercing the procedures to suit some package solution – design the procedures foremost and so supplement the competitory intelligence with investings in basic engineerings. Additionally, one may desire to leverage bing engineerings, such as internal databases, intranets and other applications for constructing your CI substructure. World Class CI takes clip – The usual clip required to construct a first competitory intelligence plan is between 5 and 7 old ages.

British vs. moghuls

India, the jewel in the crown, earns a skepticism that concludes divergent views. The end result is often an argument, which raises the questions regarding whether or not the imperial rule of the British Raj was justified. The title (British Raj) itself seems to juxtapose east with west, with an ironic rhythmic harmony. Where the Koh-e-Noor of India symbolized the political pride of the already great Britain, eyes of the writers never overlooked the individual price that the British had to pay on personal basis.Adventure or alternate, what ever the mission to India represented, individuals found themselves paying more than taking from it. A passage to India raises the question regarding the possibility of a harmonious co existence of the two nations, the English and the Indians. The answer to which comes as more negative than affirmed. Confined by their own narrow mindedness, the colonists mostly remained reserved and unappreciative towards India’s splendor and grandeur.Their racial prejudices, cultural superiority complex and inability to grasp its diversity, barred them to reap the intellectual and artistic harvest that the Moghuls enjoyed and multiplied as its more benign rulers. Coming from Kabul, the Moghuls approached the land with more open mindedness than the British. Nevertheless, they too considered the natives as ignorant and recessive; they focused on adopting the land rather than raping it like the later invaders. They presented themselves as symbols of interracial, multicultural harmonious co existence, only to be reproached by the fundamentalists.Compared to them, the British remained aloof and alienated in their own colonies. They despised the masses in general for their ugliness (determined by their skin colors), unsanitary and unhygienic living conditions, indiscipline and ignorance. More often than not did they succeed in imprinting their racial superiority in the colonized minds, yet they failed in winning over their empathy. On an in dividual level, the British could not open up to welcome the variety of people and cultures, whole heartedly.Thus, limiting themselves in experience and growth. Under the yolk of imperialism, the colonists served two purposes mainly, i. e. , economics and politics. There main concern for the land at best was self centered. They on the one hand, wanted to keep it as a factor market providing raw material for their growing industrial capitalism, while on the other; it laid patterns of a consumption oriented society that promised long term profits. Either ways, it was in the interest of the British to exploit natives in their related markets.They confiscated vast areas of agricultural personal properties on one pretense or another and implemented heavy tithes on agricultural produce. To make their policies more effective, they reinstated Zamindara Nizam, through which it became more feasible to exploit the local peasants by their privileged counter parts. Compared to the British, the M oghuls had been more liberal with their economic policies. In a broader sense the Moghuls seem more giving than taking from India. After conquering major parts of Punjab, the Moghuls chose to settle in Delhi and Lahore, making Punjab their home land.The Moghul emperors Akbar and Shah Jahan implemented policies that determine economic and intellectual growth and India was on its highest economic ebb under their rule. Their strategies flourished Indian architecture and arts industry, in particular. However, the Moghuls remained unattracted towards industrial and mechanical innovations, partly because of their own ignorance of the growing industrial disciplines and partly because of the empathy for the poor masses, which were structured to earn income by old traditional manners.Even if the economic policies of the Moghuls were less mechanized and modern, they were more popular with the natives as compared to those of the British. The later development strategies of the British however, were effective yet they earn more credit than due. The development of the British Indian railways, the canal network and the consequent development and rehabilitation of the Chenab colonies are viewed as highly effective development strategies. However, the principle interest again remained personal.The empire needed to mobilize the masses in order to deal with the growing unemployment and the consequent disturbances in the urban areas; secondly by cultivating the long neglected vast arable lands, they fed their own industries dealing with the agricultural produce. With in a short period of time six millions of large arid waste was turned into high yielding cultivable land. In a social context, the British, as it suited their own interests, aggravated the hatred between the two dominant sects in India, namely Hindus and Muslims. Their divide and rule policy focused on bringing disharmony between them.The Hindu Muslim unity proved to be a great threat to the newly built oppressive g overnment. The first alarm of which was realized in 1857, the War of Independence. Also known as the Sepoy’s Mutiny, the rebellion started within the lower ranks of the Indian army. Despised by both Hindus and Muslims, the cartridges, lubricated by the fats of cows and pigs, became the bone of contention between the government and army. Even though the rebellion was suppressed shortly afterwards, it left the British with a life long lesson that together, the Indians can be a big threat to their authoritarian rule.Later on they implemented policies in which the Hindus were comparatively privileged as compared to the Muslims. This left a kind of resentment and jealousy on the Muslims behalf. Hindus as it suited them, made full use of the British policies. The British henceforth succeeded in dividing the two nations and eventually ruling them. Thus, gone were the efforts of Akbar, Amir Khusraw, Kabir and the other Sufi poets like Bullah Shah, Shah Abdul Lateef Bhatai and Sultan Bahu, to spread the message of religious tolerance and humanity.Had the British been apprehensive towards the observations and experiences of the early missionaries, they should have adopted policies less oppressive and more humane. The early settlers seem impressed by the new culture that they acquainted in India; however, they seemed unhappy with the religious bigotry and few rituals which by their very nature were offensive, like suttee. Had the British superseded their capitalist interests, they would have approached India with great reforms and eventually had been more welcomed by the natives.But their preoccupations with their colonial interests resulted in the implementation of strict and oppressive governing techniques, which so far widened the gaps between the two nations and eventually won hostilities towards the ruling elites from the poor masses. To bridge the gaps between themselves and the natives, while operating at a safe distance, the British aimed at patronizing th e natives in their own image. Macaulay’s suggestion regarding Indian educational reforms is of significant importance.He summarized his suggestion in few lines, â€Å"We must at present do our best to form a class who may be interpreters between us and the millions whom we govern; a class of persons, Indian in blood and color, but English in taste, in opinions, in morals, and in intellect. To that class we may leave it to refine the vernacular dialects of the country, to enrich those dialects with terms of science borrowed from the Western nomenclature, and to render them by degrees fit vehicles for conveying knowledge to the great mass of the population. † (1835).At educational institutions the natives were taught to believe and obey the racial and cultural sovereignty of the colonizers. Thus, grooming the natives as babus. Uprooted from the rest, but not welcomed whole heartedly by their patrons, the babus somewhat remained a suspended entity between the two opposite s. It is this realization of the oppressive methods of ruling India by the British, that the answer to the question raised earlier in the movie, A Passage To India, based on a novel by E. M. Forster, is that Indians and the Englishmen can make friendly relations only after the British leave India.A happy co existence between the oppressors and the oppressed is not a possibility. Though, attracted by the educated young Indians, the English cannot over come their conditioned response towards other nations as inferiors and undisciplined. Their reservedness either make them skeptic and insensitive like Heaslop or other wise make them vulnerable like Adela. The liberals like Mr. Fielding are just too few yet even he admits that any long term healthy relationships cannot be expected between the two, with the presence of the British in the country.Therefore, the friendship between Fielding and Aziz becomes a symbol of the possibilities and limitations of the relationships of the two nation s. The ups and downs in their relationships show the inevitable threat that any such relationship suffers by the difference of social backgrounds. Similar themes were selected by other post colonial English writers like Kipling and Paul Scott, who emphasized that the English at best can make relationships with the Indians which are potentially vulnerable.Though they have been a great asset to the empire, the colonizers felt uprooted, isolated and limited in the alien land which was there to serve them but was not really there own. From: Eva March Tappan, ed. , The World's Story: A History of the World in Story, Song and Art, (Boston: Houghton Mifflin, 1914), Vol. II: India, Persia, Mesopotamia, and Palestine, pp. 169-179. From: Henry James Coleridge, ed. , The Life and Letters of St. Francis Xavier, 2d Ed. , 2 Vols. (London: Burns & Oates, 1890), and Vol. I, pp. 151-163; reprinted in William H.McNeil and Mitsuko Iriye, eds. , Modern Asia and Africa, Readings in World History Vol. 9, (New York: Oxford University Press, 1971), pp. 4-11. From Thomas Babington Macaulay, â€Å"Minute of 2 February 1835 on Indian Education,† Macaulay, Prose and Poetry, selected by G. M. Young (Cambridge MA: Harvard University Press, 1957), pp-721-24,729. Ahsan, aitzaz: Indus Saga and The Making of Pakistan. Oxford University Press, 1997. David Gilmartin: Migration And Modernity. People On The Move. Ed. Ian Talbot and Shinder Thandi: Oxford University Press, 2004.