Tuesday, November 26, 2019
The Role Of Desdemona In Shakespeares Othello Essays - Othello
The Role Of Desdemona In Shakespeare's Othello Essays - Othello The Role Of Desdemona In Shakespeare's Othello The Role of Desdemona in Shakespeares Othello The character of Desdemona represents a woman of the 17th century who surpassed the norms of sexual morality set for Venetian women of that time. When Desdemona left the house of her father, Brabantio, to wed the Moor, Othello, it was the first step in redefining her role as a woman. Desdemona, instead of asking her fathers permission, decided on her own to marry Othello. It seems as though Desdemona was breaking away from the strictness imposed by Brabantio. She denied her father any right in choosing or granting allowance to Othello to marry her. Instead she chose the man who she wanted to marry and felt it unnecessary that her father intervene in their relationship. This act of independence by Desdemona tore away the gender barriers of the Venetian patriarchal society and posed a threat to male authority. The other aspect of Desdemonas mutiny was the miscegenation in Desdemona and Othellos marriage. 1The choice of mate made by Desdemona further deviated from the role in which Vene tian society would cast her. The traditions of the Venetian society are discovered when Iago speaks to Brabantio and plants both the ideas of miscegeny and loss of power into Brabantios mind. Iago cautions Brabantio: Your heart is burst, you have lost half your soul; Even now, now, very now, an old black ram Is tupping your white ewe. Arise, arise! (Oth I. i. 88-90) These lines highlight the fact that in Elizabethan society, Brabantio, like other fathers, considered Desdemonas body to be his possession while also tapping into the fear of miscegenation that existed in Venice at that time. 2In his book Sex in History, Rattray Taylor describes patriarchal societies in which the power was placed in the hands of men, to be based on father-identifier schemes (77). Taylor explains that children who are father-identifiers, model themselves after their fathers because of their interest in authority and in an attempt to acquire power as their fathers have (314). This can be applied to Desdemonas rebelliousness. Because Brabantio had such immense power over her, Desdemona may have wanted to gain this kind of power herself. Thus she decided to take her relationship into her own hands and ignored the tradition of receiving her fathers approval. Desdemona was striving to play an equal role with the men in the Venetian society. The aspect of playing the same role as the men in the Venetian society also explains Desdemonas marriage to Othello. Instead of Brabantio taking the initiative in the marriage, Desdemona took the initiative in the courtship because she envied the power that her father had over her and the power of Othellos bravery and masculinity. 3She wished to be a man as brave and as noble as Othello (Holland 253). Desdemonas actions were not necessarily based on the desire to be a man, but more so a desire to have the equal powers of men. By marrying Othello, Desdemona was showing that she was strong enough and educated enough to break the societal confines of passivity for women (Walker 2). However, we must not assume that Desdemona did not love Othello or that she married him only to define herself as a liberated woman. Desdemonas concise statement about her love was revealed with balance and health when she said: I saw Othellos visage in his mind, And to his honours and his valiant parts Did I my soul and fortunes consecrate. (Oth. III. iii. 250-252) We can see that she loved Othello for his body and mind, for his reputation and actions, and she consecrated herself to him spiritually and practically and she continued to love him throughout all the events and accusations. Race was not an issue to Desdemona and this was a result of her intelligence and determination to become liberated. Othello, however, may have been frightened by Desdemonas aggressiveness as a woman. This, along with the misperceptions brought on by Iago, could have led to his changing views of Desdemona. When Othello and Desdemona are first married, Othello spoke nothing but love for Desdemona. Robert Burns poem, A Red, Red Rose best represents Othellos feelings toward Desdemona. The lines: As fair art thou, my bonnie lass, / So deep in luve am
Saturday, November 23, 2019
The Brownie Camera Changed the Future of Photography
The Brownie Camera Changed the Future of Photography The next time you point your smartphone at a sunset, snap a group of friends on a night out or position yourself just so for a selfie, you might want to give silent thanks to George Eastman. Not that he invented the smartphone or the myriad social media sites to which you can instantly post your images. What he did do was set in motion the democratization of a pastime that prior to the turn of the 20th century was solely reserved for professionals well-trained in the use of heavy large-format cameras. In February of 1900, Eastmans company, Eastman Kodak, introduced a low-priced, point-and-shoot, hand-held camera, called the Brownie. Simple enough for even children to use, the Brownie was designed, priced, and marketed in order to bolster the sale of roll film, which Eastman had recently invented, and as a result, make photography accessible to the masses. Snapshots From a Small Box Designed by Eastman Kodaks camera designer Frank A. Brownell, the Brownie camera was little more than a simple black rectangular cardboard box covered in imitation leather with nickeled fittings. To take a snapshot, all one had to do was pop in a cartridge of film, close the door, hold the camera at waist height, aim it by looking through the viewfinder at the top, and turn a switch. Kodak claimed in its advertisements that the Brownie camera was so simple they can easily [be] operated by any school boy or girl. Though simple enough for even children to use, a 44-page instruction booklet accompanied every Brownie camera. Affordable and Easy to Use The Brownie camera was very affordable, selling for only $1 each. Plus, for only 15 cents, a Brownie camera owner could buy a six-exposure film cartridge that could be loaded in daylight. For an extra 10 cents a photo plus 40 cents for developing and postage, users could send their film to Kodak for development, eliminating the need to invest in a darkroom and special equipment and materials- much less learn how to use them. Marketed to Children Kodak heavily marketed the Brownie camera to children. Its ads, which ran in popular magazines rather than just trade journals, also included what would soon become a series of popular Brownie characters, elf-like creatures created by Palmer Cox. Children under the age of 15 were also urged to join the free Brownie Camera Club, which sent all members a brochure on the art of photography and advertised a series of photo contests in which kids could earn prizes for their snapshots. The Democratization of Photography In just the first year after introducing the Brownie, the Eastman Kodak Company sold over a quarter of a million of its little cameras. However, the small cardboard box did more than just help make Eastman a rich man. It forever changed the culture. Soon, handheld cameras of all sorts would hit the market, making possible vocations like photojournalist and fashion photographer, and giving artists yet another medium with which to express themselves. These cameras also gave everyday people an affordable, accessible way to document the important moments of their lives, whether formal or spontaneous and preserve them for future generations.
Thursday, November 21, 2019
Writing Analysis (Graphology) Research Paper Example | Topics and Well Written Essays - 2500 words
Writing Analysis (Graphology) - Research Paper Example Handwriting involves coordination of the eyes and hand muscles. The muscles contract and release alternately, with an upstroke requiring a releasing movement, and a downstroke using a binding or contracting movement. If both motions are well balanced, the writing appears rhythmic and harmonious (Nevo 61). Predominantly contracted movements will produce writing that appears rigid and cramped, while completely expanded writing appears disintegrated and unclear. The essential concept of handwriting analysis theory is that the type of movement producing the handwriting projects the personality of the writer (Lewinson 321). Contemporary graphology dating back around 130 years is different from its ancient roots and long history. Michon’s laws of graphology formulated by Jean Hippolyte Michon, the founder of European graphology in 1875, continue to be valid today. His concept of the involvement of the brain and psychology in the process of handwriting forms the basis for the research conducted by modern graphologists. Michon believed that since the human being is a complex unit with a complete unity to the entire being, it was necessary to examine every minute element in detail. Thus, writing formed â€Å"the art of speaking to the eyes†(Bernard 4). Michon’s pupil Jamin emphasized the overall picture composed by the signes or elements in graphology. German scientists were forerunners in the field of graphology towards the end of the 19th century. Ludwig Klages who founded the first German graphologoical society in 1896, was the acknowledged leader in the field. He used his own philosophical theories as the basis for establishing laws and principles of graphology, characterology, and expressive behavior. He considered a rhythmic flow of handwriting to be most important. Klages introduced the term form niveau as an indicator of the writer’s intellectual level and cultural background. A high form of niveau indicated an
Tuesday, November 19, 2019
The Rise of a Whole Deaf Identity Article Example | Topics and Well Written Essays - 500 words
The Rise of a Whole Deaf Identity - Article Example The key concepts of these essays are the importance of rejecting traditional modes of communication and education that do not acknowledge and promote American Sign Language (ASL) as a natural, dynamic language system and the significance of continuously expanding access to and use of the artistic and literature channels by which the Deaf community can express themselves and become more visible to the public.Two articles underscore the theme of challenging traditional modes of communication and education that disenfranchise Deaf individuals from learning ASL as a natural and vibrant language system. Kuntze (2008) explained the differences between analogic and digital communication modes where analogic expressions include gestures and intonations, for instance, while digital communication consists of arbitrary symbols that a specific group has given meaning to (Kuntze, 2008, p. 148). He stresses that written communication falls under digital languages, while ASL combines analogic and d igital communication modes (Kuntze, 2008, p. 148). He compared the importance of making inferences and understanding visual language for both written language and ASL to prove that ASL is also a rich, visual language like the written and spoken word. Kuntze (2008) concluded that literacy cannot be measured through writing and reading skills, but on the ability to process content and to organize and express ideas to others (p. 154).
Sunday, November 17, 2019
The Psychometrical Properties of the De-Sypher Personality Questionnaire Test Essay Example for Free
The Psychometrical Properties of the De-Sypher Personality Questionnaire Test Essay Introduction            Psychometrical Psychology is concerned with the measurement of human behavior through tests. Psychometrists design and administer intelligence, aptitude, and personality tests and analyze statistical data derived from these tests.            Personality is a person’s characteristics behavior pattern. Many people think of personality as being made up observable traits such as shyness, friendliness, and initiative. However, such traits are only the outward expression of various inner conditions and processes such as intelligence, attitudes, interests, and motives. Many psychologists include these inner elements in their definitions of personality.            Normal persons develop relatively consistent personalities that are distinguished by certain dominant traits. Persons belonging to the same cultural groupâ€â€such as family or nationâ€â€have many traits in common. But each person exhibits different traits under different circumstances, and each has unique traits as well as those he or she shares with others. It is also known that personalities develop throughout life, and may even undergo fundamental changes as a result of psychotherapy or other treatment (Moskowitz, 2005).  For these reasons, psychologists do not believe that personalities can be rigidly classified according to type. Background How Personality is formed            Personality is produced by the interaction of heredity and environment. Inborn qualities affect the individual’s response to the outside world, and the environment influences the way in which inborn capacities develop. However, the precise reasons why one person develops certain personality traits, while another develops other traits, are not known.            Studies of personality origins are limited by the difficulty of making controlled experiments on human behavior. Except for identical twins, no two persons have exactly the same biological inheritance, and even identical twins do not share exactly the same biological inheritance, and even identical twins do not share exactly the same environment. Parents and others respond to each twin differently, providing each with a unique emotional setting. Inherited Traits            Inherited traits such as structure, skin color, and type of hairâ€â€play a part in personality only if given a meaning by the environment. For example, an extremely tall boy may develop either shyness or self-confidence, according to whether he is teased because of his height or praised for using it to advantage in playing basketball.            The structure and function of the nervous and glandular systems are inherited qualities having a more direct effect upon personality. Intelligence, talents, and skills are largely dependent upon these systems. However, the effects of even these qualities can be modified by the environment (Dana, 1999). External Influences            External Influences include both physical environment (climate, geography) and social environment (other individuals, and human institutions). Social influences are considered to be a greater importance in personality formation. Most psychologists believe that basic personality traits are acquired in early childhood, and that the family is therefore of primary importance in forming an individual’s personality.            Wider cultural groups such as tribes and nations set up rules, values, and goals, and thus influence personality formation. Diversity within large groups is produced by subcultures such as social and economic classes and religious groups. III. Discussion Definition of personality            Psychologists have approached these tasks using a wide variety of research methods (Craik, 2005). Knowledge about people’s personalities can be obtained from their everyday conduct, as is the case in field studies. People also reveal themselves through the products of their imaginations, and this technique is used when personality tests known as projective tests are given to people. A straightforward approach to gathering personality data is to ask people to fill out self-report inventories about their characteristics. With this method, two risks are apparent: People may not be fully aware of what they are like; and if they are, they may wish to cover up some of the flaws they perceive. We gain information of a different sort about personality when we ask others for their impressions of specific people. This technique is known as the use of observer reports in research. Life histories, such as those biographies and autobiographies, and archival material, such as Van Gogh’s letters, provide a rich source of data on particular individuals for the study of personality. Clinical case histories, on which many of the major theories are based, fall into this category. The most carefully controlled information is maximized in laboratory studies; it is sometimes at the expense of naturalistic experiences.            No single source of information about personality is the ideal, correct source. All these methods are important for obtaining information about personality. Published research on personality, however, relies heavily on self-report inventories and laboratory studies with limited samples of people. Between 1990 and 2000, 85% of the research published in major journals used these two methods, and approximately two thirds of the research used undergraduate samples (Craik, 2005). However, there has been a trend in recent years toward greater use of biographical material, sometimes referred to as psychobiography, in the study of personality (Alexander, 2000). Assessment of personality            Most people have implicit views of what personality is, just as they have implicit definitions of intelligence. Many different theories of personality exist. Different theories of personality have been based on different assumptions about human nature; on studies with diverse populationsâ€â€clients seeking treatment, healthy, and happy adults, rats and pigeons; and on different focuses of analysis, such as emotions, behaviors, and cognitions.            Assessment of personality characteristics therefore depends heavily upon which type of personality theory is selected as the focus of study. Psychoanalytic theorists, for example, who subscribe to notions of the power they believe that major elements of personality are hidden even from the individual under study, only indirect methods of assessment are appropriate. Behaviorists, on the other hand, are likely to approach personality directly by observing characteristics behaviors. Psychoanalytic theorists are more likely to look for traits; behaviorists are more likely to look for situational measures for personality. The assessment of personality is, therefore, a complicated business. Indeed, the enterprise of assessing personality is big business. There are now hundreds of tests designed to measure aspects of human personality (Piotrowski, 2004). Self-Report Inventories            The most frequent used instruments for assessing personality are self-report inventories, which require individuals to answer a series of questions about themselves. One assumption underlying self-report inventories is that people know themselves better than anyone else knows them, and that they are therefore in the best position to provide personality information. Self-report inventories often contain a very large number of items that can be grouped into various categories of personal functioning (Janis, 1999). The Minnesota Multiphasic Personality Inventory            The most widely used self-report inventory is the Minnesota Multiphasic Personality Inventory, or MMPI, which we briefly described earlier. The MMPI consists of more than 500 statements the individuals must respond to as being either â€Å"true†or â€Å"false†with respect to themselves, or indicate that they â€Å"cannot say.†The items cover a very large territory, ranging from family and marital issues to psychosomatic symptoms and political attitudes. Three sample items are:                        At times I fell like swearing.                        I like to flirt.                        I believe I am being plotted against.            The MMPI yields scores on the 10 subscales and 3 response-tendency subscales. The MMPI is described as an empirical scale, which means that the items actually differentiate among groups of people. The MMPI differentiates between those who have been diagnosed as abnormal and those who have not. The procedure for establishing an empirical scale is fairly straightforward. A group of clinical patients is selected to take the test. Their pattern of answers to the questions is compared to that of a group of normal individuals who also take the test. Items that differentiate between the two groups then form the basis for that subscale. With the MMPI, for example, paranoid patients are much more likely than normal people to answer true to the item â€Å"I believe I am being plotted against.†There is often some logic to the grouping of items, as in the preceding example; however, as long as they differentiate between the grouped empirically, items can be included on the subscale whether or not demonstrate any theoretical relevance (MacDonald, 2004).            The MMPI has proved to be an enormously popular test that has gone beyond its original purpose of differentiating between individuals. Today it is frequently used as a test of personality functioning for normal populations. The subscales consist of items grouped under misleading or even obsolete labels, however. Because of the purposes of the test have shifted, and because technical problems with the test and its standardization have arisen, the MMPI has undergone revision. Items have been updated and reworded to eliminate sexist language. The original item pool has been supplemented with about 150 new items, and the entire test is being standardized in two forms, one for adolescents and one for adults (Anastasi, 2000). New items on the adult form address areas of psychopathology that were not covered in the original, and the adolescent form covers specific problems of adolescence. Other Self-Report Inventories            A host of other self-report inventories assess characteristics that are related to personality. These include personality inventories for use with normal individuals, such as the California Psychological Inventory; sex-role inventories, such as the Bem Sex-Role Inventory; values scales, such as the Allport-Vernon-Lindzey Study of Values; and even scales designed to assess the need for thrill seeking, such as Zuckerman’s Sensation Seeking Scale. All self-report inventories are similar in that individuals fill out the scales about themselves. They also share a common problem in that many of the characteristics can be faked (Korchin, 2001). It is usually obvious which answer is most socially desirable, so that an individual who is motivated to do so can choose only the desirable answers, in order to look good.            In some cases an individual might even want to pick the answers likely to make him or her look bad, as in the case of a person charged with a crime who wanted to be judged insane. Some self-report inventories, most notably the MMPI, contain a â€Å"lie scale,†several items that almost everyone who is telling the truth would answer as false. (Potential lie-scale items might be â€Å"I never tell a lie†or â€Å"I have never been angry with a close relative.†) A person who answers a large proportion of these items as true is assumed to be lying on the other parts of the test as well. The MMPI â€Å"correction score†is composed of a set of items that indicate attempts by the test taker to fake a good score (Morgan, 1999). Conclusion            Self-report inventories are easily administered and provide a quick assessment of some aspects of personality. Their very ease of use has led to a problem of overuse. Some employers, for example, require personality tests such as the MMPI before an employee can be hired. The test was never designed as a screening device for employment and should not be used for such purposes. The availability of computer-based scoring and interpretation of the MMPI increases the risks for such abuse, because interpretation is complex and should be done only by trained clinicians. Reference: Alexander, I. (2000). Personality, psychological assessment, and psychobiography. Journal of Personality, 56, 265-294. Anastasi, A. (2000). Psychological testing (10th edition). Evolving concepts of test validation. Annual Review of Psychology, 37, 1-15. Craik, K. (2005). Personality research methods: An historical perspective. Journal of Personality, 54, 18-51. Dana, R.H. (1999). The Rorschach. In O.K. Buros (Ed.). The eighth mental measurement yearbook (pp. 1040-1042). Highland Park, NJ: Gryphon press. Janis, I.L. (1999). Personality: Dynamics, development, and assessment. New York: Harcourt, Brace World. Korchin, S.J. (2001). The future of clinical assessment. American Psychologist, 36, 1147-1158. MacDonald, K. (2004). Bridging the gap: Parent-child play interaction and peer interactive competence. Child Development, 55, 1265-1277. Morgan, A.H. (1999). A method of investigating fantasies: The Thematic Apperception Test. Archives Neurological Psychiatry, 34, 289-306. Moskowitz, D. (2005). Comparison of self-reports, reports by knowledgeable informants, and behavioral observation data. Journal of Personality, 54, 294-317. Piotrowski, C. (2004). Pscyhodiagnostic testing in APA-approved clinical psychology programs. Professional Psychology: Research and Practice, 15, 450-456.
Thursday, November 14, 2019
Kurt Vonnegut as Social Critic Essay -- Works of Kurt Vonnegut Jr.
Kurt Vonnegut as Social Critic        Those who write on the human condition are often philosophers who write with convoluted language that few can understand. Kurt Vonnegut, however, focuses on the same questions, and provides his own personal answers with as much depth as that of the must educated philosopher. He avoids stilted language typical of philosophers, using shorter sentences, less complex vocabulary, humorous tangents, and outrageous stories to get his point across. With this style, Vonnegut presents the age-old question "How do we as humans live in this world?" in a manner appealing and understandable to the less educated mass. When offering advice to writers on how to write, Vonnegut said, "Our audience requires us to be sympathetic and patient teachers ever willing to simplify and clarify, whereas we would rather soar high above the crowd, singing like nightingales" (Palm Sunday p. 71). Vonnegut does not try to enthrall the read with eloquent language. Instead, he gets his point across, as king the reader to consider his ideas, and that is what truly matters because writing is simply a means of expressing ideas. By writing books that are easily read, Kurt Vonnegut makes constructive criticism of human society available to everybody.  One of Vonnegut's main themes focuses on perhaps the greatest atrocity man commits- war. As a World War II survivor and witness of the Dresden firebombing, Vonnegut uses his novels to question this destructive process. It makes little sense that we should kill each other and destroy the earth because of hate, territory, or any of the other causes of war. Vonnegut directs our attention to the millions of people who so inhumanely lose their lives to war. Does it make sen... ...1972.   Schatt, Stanley. Kurt Vonnegut, Jr. Boston: Twayne Publishers. 1976.   Vonnegut, Jr. Kurt. Palm Sunday. Dell Publishing Company. 1999.   "Bands Influenced by Vonnegut". 24 May 2001. <http://www.ipass.net/~brianrodr/vonnegut/bands.html>  Farber, Donald."The Complete Kurt Vonnegut Webpage". 24 May 2001. <http://web.mit.edu/sbl/www/vonnegut/>  Huber, Chris. "The Vonnegut Web" 24 May 2001. <http://www.duke.edu/~crh4/kv/>   "Kurt Vonnegut Quotes". 24 May 2001. <http://mike.wiggins.org/kvquotes.htm>  "The Kurt Vonnegut Booklist". 24 May 2001 <http://www.contrib.andrew.cmu.edu/~ee0r/vonnegut.html>  "Quotes on Religion- Kurt Vonnegut Jr.". 25 May 2001. <http://atheism.about.com/religion/atheism/library/quotes/bl_q_KVonnegut.htm>  Â
Tuesday, November 12, 2019
Impormasyon Tungkol sa Silangang Asia Essay
Our vision is to become the premier company in the baking industry and related food and beverage industry, known and emulated for our best quality products that delight the consumer. It is the pride of every employee, investor, trade partner and stakeholder. Our mission is to serve consumers with the best quality assortment of great-tasting bakery and related food and beverage products, with world-class manufacturing facilities and an efficient nationwide distribution network, thereby providing a fair return on shareholder investments. – Gardenia Our Vision is to be world class company and service provider of choice. Our mission is to provide our customers the best value in energy, products and services. – Meralco To create new value, excite and delight our customers through the best automotive products and services. With passion, pride and speed, we actively communicate with our customers to deliver insightful automotive products and services that exceed their expectations. – Mazda To take the lead in realizing San Miguel Corporation’s commitment to social development in the Company’s effort to contribute towards the improvement of life in the communities in which it operates and the public it serves. San Miguel Foundation, Inc. is committed to the empowerment of San Miguel host communities and various stakeholders by harnessing corporate social responsibility among the various San Miguel businesses in pursuing mutually beneficial programs that lead to self-reliance and sustainability. – San Miguel Corporation Our vision is put into an action through programs and focus on environmental stewardship, activities to benefit society, and a commitment to build shareholder value by making PepsiCo a truly sustainable company. To be the world’s premier consumer products company focused on convenient foods and beverages. We seek to produce financial reward to investors as we provide opportunities for growth and enrichment to our employees, our business partners and communities in which we operate. And in everything we do, we strive for honestly, fairness, and integrity. – PepsiCo Our vision serves as the framework for our Roadmap and guides every aspect of our business by describing what we need to accomplish in order to continue achieving sustainable, quality growth. Our Roadmap starts with our mission, which is enduring. It declares our purpose as a company and serves as the standard against which we weigh our actions and decisions. – Coca Cola By 2018, Landbank will be the top universal bank promoting inclusive growth and improving the quality of life especially in the country side through the delivery of innovative financial and other services in all provinces, cities and municipalities. To our clients: We will use the best technology and solutions to deliver responsive financial and support services to our clients while promoting sustainable development and environmental protection. To our Employees: We will develop and nurture talents that will exemplify the highest standards of ethics and excellence consistent with the best in the world. – Landbank of the Philippines PNOC by 2025: A world class organization that executes the country’s energy strategy toward self- sufficiency, sustainability, stability of prices, and security of supply. Through the efforts and initiative of world class professionals, PNOC is committed to: 1. Develop and implement projects and programs in a financially prudent and responsible manner aimed at increasing the country’s self sufficiency level in oil, gas and other energy sources 2. ENSURE SECURITY OF SUPPLY: CONTRIBUTING TO ENERGY PRICE STABILITY AND AFFORDABILITY. 3. Foster sustainable and environmentally – friendly sources of energy: 4. Promote and maintain the highest standards of service and corporate governance – Phil. National Oil Company Be the leader in sustainable world – class transport infrastructure and services. We build and provide quality transport infrastructure and services to enable customers to experience the joy of safe travel, to drive and trade and commerce that stimulates the country’s socio – economic growth. – Manila North Tollways Corporation Mission We find creative ways to make every click, call and touch work for you in every stage of your life in a way that is always human, meaningful and fun. VISION: Happiest employees, customers, shareholders. – Globe telecom
Saturday, November 9, 2019
Analysis Of Club Meds Essay
Club Mediterranee was created in 1950 under the law of 1901, through the initiative of a former member of the Belgian water polo team, Gerald Blitz. The idea came to him following a visit to his sister in 1949 at the Olympic Village of Calvi, in Corsica. It was formed along a quite singular concept, that of offering â€Å"all inclusive â€Å"holidays. Sixty years later, Club Med annually welcomes over 1.7 million guests from all over the world, to around 90CM villages in seaside and mountain locations. To cater its guests, also called GM’s (â€Å"Gentils members†or gracious members). Each holiday village has its own structure that is exclusive to club med: the structure is composed of the following The Gentils Organisateurs (GO’s) or gracious organizers. A staff category, including entertainers, group leaders, but also others. Job functions including heads of maintenance, swimming instructors, cooks, human resource directors and many others The gracious employees (GE) who include the waiters and gardeners and usually come from the country hosting the club. Both gracious organizers and gracious employees may be seasonal workers or permanently employed depending on the length of the time that the club has been open. Pillars behind the club’s performance The club has a unique type of staff organization, which is part of the unchangeable pillar of the club. It has exceptional quality of its locations, which distinguishes it from its competitors making the club to be more successful. The club has also managed to find and secure the most beautiful and well-preserved sites in the world, thus contributing to an added competitive advantage. The club ranks its villages in five categories (tridents) according to their locations, their infrastructures and the services offered. Their establishment of the villages ranges from simple huts to a 5-trident establishment. The villages with huts and those currently classified up to three tridents are scheduled to gradually disappear, making a way for additional up-market villages, more in keeping with the club’s new strategy. The first Club Med village was a temporary tent located in the Alcudia in the Balearic Islands. To help him launch his first session, he sought assistance from his friends who he had managed during the pre-war sports. On the club’s first season, they operated on a leased plot near Palma. The tents and the basic cooking necessities were bought in an American army surplus store in Germany. Blitz idea was to involve guests in the successful running of the village. This concept facilitated meeting people and abolishing financial and class barriers for the duration of the holiday through a multitude of activities, sports and excursions. This eventually led for Blitz contacting the Trigano et Fils for additional materials, tents and camping equipment. This eventually led to him meeting Gilbert Trigano his elder brother, a few years later they joined forces and in 1963, he actually became the chairperson and the managing director. (Zaleznik, 1997). In 1952, club med also built its first village with huts in Greece. The construction of a number of further hut villages followed, then more robust constructions in bricks and mortar, more similar to hotels. The first club was built in Agadir under the encouragement of King Hassan II. In 1960, the club almost went bankrupt under the management of the burner. It was saved by Edmond de Rothschild, who came to own 35% shares. In 1966, for the first time, the club was listed on the Paris Stock Exchange. At the beginning of the seventies, the club’s finances were still wanting and Gilbert Trigano, the manager at the time had to seek a considerable injection of new capital. This was when nine new shareholders, including Gianni Agnelli gained a majority of the company’s capital. His participation led to the opening of the first village in Italy. He remained in possession of 23.9% of the capital up to until 2004. A major innovation was introduced afterwards with the first †˜Mini Club Med†a special children’s club catering to all ages, from babies to teenagers. This formed a strong pillar of the enterprise and that is even today, an important criterion for comparing with the competitors. The club later launched a public promotional campaign, which led to the opening of a new club in Brazil in 1979 preceded by the USA during the following year. Four years later the club opened premises in Wall Street, where its shares were listed. In 1980’s the club launched its first sailing ship the â€Å"Club Med I†, and two years later, they launched â€Å"Club Med II†. They also acquired an airline afterwards. Due to these acquisitions, the club started experiencing crisis due to a drop in guest numbers and also its debts increased which three years later, Gilbert Trigano decided to hand over the leadership to his son, Serge. The leadership by Serge ended with huge losses up to 113 million euros in 1996 and 150 million euros in 1977. He was replaced by Phillipe Bourguignon whose ambition was to transform a company of holiday villages to a company of services. There followed the launch of a new promotional campaign that also marked a key date in the history of Club Med (Spring, 2002). In the 20th century, there began renovation of the villages and more competitive price positioning. A number of innovations emerged with the creation of Med World, a venue for concerts and evening entertainment, where the guests could meet up before or after their holidays. In 2001, Oyyo Club concept was created and it aimed at a younger population (18-25 years). In the same year, the Gymnase club was acquired and turned into the Club Med Gym. This year the club was debuted on the internet. The years 2000 resulted in both extreme sailing competitions and participation in hypermarkets through a range of sportswear. Club’s Current Operations        In 2000, the turnover had grown by 28% compared to the previous years and the operating profits rose to 103 million euros. However the villages were disinfected in the year 2002/2003 leading to a deficit of 6 million euros. This led to the replacement of the manager, Pierre Bourguignon by Henri Giscard d’Estaing. An upheaval occurred later in the shareholding structure. The club sold 28.9% of the share stock to the Accor group, which led to the launch of a new strategy: to make Club Med the leader in up-market, convivial and multi-cultural holidays. This meant that the club would no longer be a mass package holiday organization aiming for high volumes, but rather high-end organization reflecting its exceptional locations. It would continue to be convivial and multicultural. This global strategy is reflected in villages created to be refined in the fact that the villages are now designed by renowned architects and designers, generosity in the attention given to the children with supervision, entertainment and ensured activities for all groups and offering the guests a choice in their preferred means of transport, offering a choice in the wide range of activity options, between sports course spa treatment weeks etc. This strategy led to the abandonment of villages that did not correspond to the new strategy (villages with huts to those with 2 tridents) in order to concentrate on the three and four tridents that offer a return on investment of 9 to 15%. The club sold some of its villages and this enabled it to clear debts and was able to finance the success of the remaining villages. Between 2004 and 2008, over 50 villages were closed down and 20 new ones opened. Today, Club Med manages 80 villages around the world. Club Med communicated its new strategy by launching a new advertising and communication campaign in 2005, under the signature: â€Å"There is still so much world to discover†(Discover new worlds, discover new people), also called the â€Å"Faces Campaign†. It was aimed showing in concrete terms that Club Med had evolved and positioned itself towards the top end of the market. In 2007, a new advertising campaign reinforced their upmarket positioning with the signature. This promotional campaign sought to show tangible proof of this up scaling. The second event was the launching of the first 5-trident Club with the opening of a second village in Mauritius. Classification of the villages reached a new standard, demonstrating the determination to aim higher end of the market. 2007-2008: there were challenges like unfavorable environment that included soaring of petrol prices and a financial crisis. The club had also to face a decreasing accommodation capacity due to the ne w focus on certain villages and reduced opening periods of the 2 and 3-trident villages. It also succeeded in escaping from debts in this year with net profit of 1 million euros after four years of losses. The shareholding base was still fluctuating with the Accor group selling a large percentage of its holdings, remaining with less than 9 % and still it was planning to discontinue its investment. The company is having difficulty in realizing profits since they increased their tariffs, which eventually led to a rapid loss of customers. Up to the year 2009, the group was still in deficit due to real estate charges connected to the closure of certain villages. The commercial potential of Club Med remains essentially in Asia. The Asian market represents a large share of the 60 million potential customers worldwide. The transformation of the club into a global specialist in all – inclusive, up-market and multicultural holidays is real as the chairperson, Henri Giscard d’Estaing is confident in the strategies that he applied. The club is now offering the most accessible, up-market holiday. Asia was responsible for the club’s turnover in 2006-2007, whereby it was estimated that 26 million out of the 60 million potential customers are Asians. Despite the unfavorable environmental context in Asia, i.e. The tsunami of 2004, an outbreak of avian flu and terrorist at tacks, the customers in this region continue increasing.The developers of the internet; greater customer loyalty and a lengthening of the average duration of stays have boosted the levels of growth in Asia. The club also has extended to china and in 2006, they opened a new agency in Canton, thus consolidating its commercial development strategy with the Chinese, as they were the population that was spending an increasing amount of time and money on holidays. Although the club is investigating all opportunities for development, including extending to other countries like the Philippines and Indonesia, the management is also counting on the Asians travelling outside of their home zone. Although the Asian continent has as many cultures as it has countries, it seems to share the same attitudes concerning holidays. Studies carried out has shown that behavior is very similar across the continent, in particular with regard to Club Meds population. To achieve the Asian market targets, the club involves two aspects: The first is the duration of the holidays: Asians do not have many days’ holidays and they therefore spend only four or five days in the club on average. This holiday consumption necessarily influences the club’s occupation rates. Another aspect is the lifestyle adopted by the Asians. They appreciate all activities including archery, kayaking, aqua gym etc. They are always happiest indoors with the air conditioning. They thus adore Club Med as it offers all these activities and adds the karaoke. Studies have been done to investigate on the ways to attract customers worldwide and preserve the current ones with the primary family target implied to goods and services. These are: The offer must be refined in the right locations, high quality villages, a dedicated team, and a high cuisine as well. Studies also show the importance of the all-inclusive formula with the need to suit the whole family, and a flexibility of services to match the inclinations of all. Rooms’ should be extremely comfortable and with modern communication facilities. CITATION Chr97 l 1033 (Clayton, 1997) Club Med is not faced with direct competition in terms positioning. In Asia, for example, the competition is situated essentially on the traditional luxury market. However, sometimes the competition is local. For example, although in Bintan, Club Meds major competitor is Banyan Tree. In order to satisfy customer demand and potential customers while at the same time affirming its new strategy, Club Med has orchestrated its actions around innovation, renovation and service. Club Med has invested over 50 million euros in the renovation of its villages in the Asia-pacific area, where it has ten villages after having closed down five that no longer met the standards of top-end establishments. Apart from the village and room aspect, the activities and the organization have also been reconsidered according to customer expectations. The children’s supervised entertainment and activities, one of the pillars of Club Med has been systematically reconsidered and more widely deployed. Other infrastructures for catering to children have been set in place or renovated. A baby Club Med has been opened in Bali together with a password for teenagers and the renovation of the Petit Club Med and Mini Club Med. Apart from the children’s supervised activities and entertainment, the upscaling of service is particularly demanding in Asia, where regional standards are higher than the rest of the world. The club has used local advertising, communications systems to market their operations. Making the transition from a volume culture to a valuable culture is not without repercussions on the employees’ attitudes. This is the reason why Club Meds human resources have been closely linked to its strategy, which is reflected in the Club’s drive to attract and keep talented employees. Leading to several, initiatives being implemented in terms of recruitment, training and career management. GM Feedback, a major indicator of strategic success is the level of satisfaction shows that the criterion â€Å"Intention to return†is particularly high in Asia overall, which is encouraging for future years. This intention is because of the excellent marks given by customers to the criteria of child supervision/ entertainment, the general atmosphere and the GO teams. In order to measure the impact of the changes, The Research Pacific Group carried out a study. Although criticism persists, it tends to focus on three dimensions: the price, now considered too high: the comfort of the rooms, that could be still improved, and the lack of freedom. (Franco, 1972) The study essentially highlights is the enthusiasm of potential customers for Club Med, in that the mentality that Club Med is a rather old-fashioned type of resort, but rather as the ideal holiday venue for the family, where a multitude of activities and discover a special atmosphere. Another study endeavored to measure t he perception of Club Med via an internet buzz, Club Med is ranked third among the island’s resorts, in the Indonesian islands of Bintan. This position was won thanks to the service, children’s services, the GO team and the variety of activities offered. This position clearly shows that Club Med has joined the upper crust with its luxury hotels, and is confirmed by another example in Bali where Club Med has been ranked fifth. This satisfactory ranking was made possible thanks to service in a broad sense, which includes cleanliness, the GO team and the activities offered. Recent figures published show that turnover has increased 1.9%, in spite of a context of economic crisis affecting all operators in the sector. Business is growing in all zones; while the capacity, as scheduled, has been decreased by 3.1%. Asia recorded 5.2 % (highest growth), Although Club Med benefits globally from the region’s economic dynamism, and it is nevertheless slowed down by up scaling operations that have been accompanied by an 11% average increase in price. The new strategy is attracting new customers, from the point of view of quality; the â€Å"family†strategy engaged by Club Med is working since recruitment is made essentially on this target, with 63% of the Asian clientele structure made up of families (Hart, 1990). Issues And Recommendations In Club Med        Throughout the past sixty years, Club Med has never really had a chance to profit from a break and the relaxation it succeeds in offering its own guests. The geopolitical climate has often caused difficulties, like the Gulf War of 1990-1991 or the terrorist attack of Bali in 2002, but it also evident that the company has created its own problems. The consistency and coherence of the current strategy are the first for close to 15years and there has been criticism and more obstacles than in any other company (E, 1985). Club Med has an aura of great brand, out of the ordinary, enthusing the public and at the same time receiving all sorts of more or less negative comments. The fame enjoyed by Club Med since its beginning has never weakened and both the customers and the non –customers all over the world have heard about the Club Med and are capable of saying a few words about it. Evidently, this has contributed to its international recognition bu t it has also complicated its task since it has been trying to effect a repositioning; changing mentalities is a longer and more complex task than changing strategy. Three principle challenges seem to stand out for the future of Club Med: environmental, political and organizational. The first challenge is environmental. The whole history of Club Med has been intimately linked to natural disasters, pandemics and financial crises. For example, in Asia the region has suffered from Tsunami, an outbreak of avian flu and terrorist attacks. This is the law of tourism, but it has affected Club Made even more now than in the past, since it’s owns the majority of its villages and its overheads weigh heavily on its balance sheet. This challenge is particularly taken into account in the new strategy where the type of clientele targeted is, for example less sensitive to the financial hazards. Moreover, all new constructions are realized taking into account the possible risks of a Tsunami or an earthquake in areas at risk (WILEY, 1983). Another challenge is political in two senses. The first is connected to the environmental aspect. The challenge of political decisions in the countries where Club Med is active is considerable. The prevailing laws, local requirements and legal obligations to make the taking of risks inevitable in emerging countries, risks that will necessarily have an impact on the financial results. At the same time, by not taking these risks, the Club may be exposing itself to overtaking by the competition that could undermine its historic position as the pioneer. (Hart, 1990) The second sense of the political challenge lies in its singular position in France. Since the club’s activities have been in the headlines, with the opening of villages to movements of capital in its shareholding structure, the worlds of business, politics and the media have been taking an inordinate interest, more so than they would have done for any other company of this size. Club MED has often taken advantage of t his position, which has frequently enabled it to build villages in areas where building permits are difficult to obtain, but at the same time every strategy, it advances is commented, analyzed, dissected and criticized before the new village has been opened. The Club Med also face the organizational challenge, which gives rise to a number of problematic issues. The first is that of resources and ambitions. Club Med is striving to become the world leader of â€Å"all- inclusive†top end, convivial and multicultural holidays. The product it is developing today seems to fit this strategy, but the question remains whether the club has sufficient resources to realize its ambitions, and whether it has the resources to undertake a planetary strategy with the financial capacity of a large SME. Given its large size, it’s also questionable whether the club is capable of succeeding on the three great markets of Europe, Asia-pacific and America. No holiday village operator could succeed and its competitors are often regional operators. With this, there arises a significant question of whether the club will have to give way to a worldwide operator in the short term to medium term as Accor did. This is hastened by the fact that the clubà ¢â‚¬â„¢s capital is fluctuating thus making it an easy prey for tourism experts and others. This last challenge seems to be the most complex to resolve. The problem of service issue in the club’s upscaling operation and the general size of the club is questionable. There has been many cases of failures in the leadership. CITATION Zal97 l 1033 (Zaleznik, 1997) As in the year during the management by Serge Trigano, the club was operating at losses and this eventually led to its slow growth to the upscaling market. The decisions made by the managers also were wanting as in the case of the increase in the tariffs, which eventually led to a hemorrhage of customers. The club, after the closure of some of its villages, it started operating at losses due to the huge real estate charges involved. The decision taken to launch an airline also affected the club negatively as they recorded a loss of 60 million euros. The strategy adopted in the year 2000, although it managed to bring in a huge turnover, there were attached costs penalizing Club Med and its customers found difficulty in recognizing exactly where the club stood in the club stood in the market. This led to losses in that business year. The disinfection of villages in the year 2002/2003 led to difficulties within the club and they recorded tremendous deficits. During this period, the club also lost the majority of its shareholders. During the year 2007-2008, Club Med had to adjust to an unfavorable environment. Soaring petrol prices followed by a financial crisis. The club also faced a decreasing accommodation capacity due to its decision to focus on certain villages and reduced opening periods for the 2- and 3- trident villages. During this period, the shareholding base continued reducing as their main shareholder; the Accor group sold a large percentage of its holdings and was still planning to continue its divestment. The club also has another major weakness: its focus is entirely on the Asian market. It is developing strategies and making acute efforts to improve their position in the Asian market. This has minimized their profits. If the club would target, setting up villages in many parts of the world they would be at a better competitive advantage to its competitors. Understanding what Club Med has become through its new strategies is a main challenge. The club explains its concepts and how it operates in Asian markets. This is usually in conflict as these same Asians have prospects of what they would like to see. I.e. Their needs and expectations are not e European the same as those of the European counterparts regarding the fundamental criterion of the quality of service provided. Recommendations        Effective use of technology, which can be done in terms of two methods, which are Promotion, and online marketing. In regards to promotion, Club Med can offer package deals to the customers in which each package deal comes with its own unique set of activities, perfect location, breath-taking cuisines and culture friendly yet involved. In the case of online marketing since advertisement is only done locally, Cub Med can target the international community since this era we are is digitally driven. Online marketing would draw untapped enthusiasm from tourist seeking thrill and social travelling. Experiencing other cultures would be the main attraction since it has numerous tridents that offer different reception of cultures. Globalization has made it possible for the introduction of a small representation of culture in different countries such as the presence of china town in the New York. Club Med could benefit from representation of other tridents in the same tridents since its focus is in Asia. Club Med can represent the other tridents in the Asian one enough to create a need of satisfaction. This could help market the other tridents. Club Med can also reduce their tariffs imposed on the customers. This would lead to increased customer turnover and eventually they would register enormous profits. They should also adopt an efficient product mix to attract the number of potential shareholders. The club could also work on improving their infrastructure for catering for all age groups. They could provide better communication appliances in the customer’s rooms to make them comfortable. This would satisfy their customers and thus no chance of losing them to their competitors (E, 1985). Club Med could also channel its efforts to target on a larger market scope rather than coming up with strategies to favour the Asian continent. They should establish various villages in many places in the world. This would ensure that they get a high turnover. Their forthcoming tridents should be located in environmentally viable locations to minimize the chances of disasters and events like terrorist attacks. They should also have some basic guidelines that every decision made by any director should be first screened, voted in by the majority shareholders, vetted and test for market efficiency. This would reduce the chances of managers making ambiguous decisions and coming up with inappropriate strategies that would lead to huge losses, which strains the recovery. To effectively cater for the Asian community, which lacks holidays, Club Med could come up with a strategy that would introduce festivities, such as Cultural nights, music festivals, amongst others. This would influence the preferences of the Asian community positively in hindsight during holidays. They should also seek to renovate their villages and add to them many ideas of interactive workshops with babies and parents. This would ensure that they are at par with the local com petition. (WILEY, 1983) References Clayton, C. (1997). The Innovator’s Dilemma. New York: Havard Business School Pres. E, M. (1985). Competitive Advantage. Free press. Club Mà ©diterranà ©e. (N.d.). Retrieved November 26, 2014, from http://medlibrary.org/medwiki/Club_Mà ©diterranà ©e Destination News – Hotel, Resort & Spa North America. (2009, September 21). Airguide Online. Franco, V., & Perl, M. (1972). The Club MediterraneÃŒ e (Abridged. Ed.). London: Shepheard-Walwyn. Hart, C. (1990). Club Med (A) (Rev. 11/15/90. ed.). Boston, Mass.: President and Fellows of Harvard College :. Pavlovic, T. (n.d.). Club Mà ©diterranà ©e: One of the most optimal formulas of club vacation in sport and recreation tourism. Journal of the Geographical Institute Jovan Cviji?, SASA, 203-211. WILEY, J. (1983). Noel Managing Strategic change:Technical,political,and cultural dynamics. New York. Zaleznik, A. (1997). Managers and leaders . New York: Havard Business Review. (n.d.). Retrieved November 26, 2014, from http://inpublic.globenewswire.com/2013/06/25/Club Mà ©diterranà ©e Gaillon Invest improves the terms of its offer on the securities of the company HUG1711730.html Source document
Thursday, November 7, 2019
How to Use the French Preposition Entre
How to Use the French Preposition Entre The French preposition entre means between, both literally and figuratively, or among and is used in many expressions. Learn how to say briefly, tipsy, at dusk, and more with some of the expressions below using entre. Be careful not to confuse the preposition entre with the verb entrer, which means to enter; the two words are unrelated. Common Uses of Entre    Mettez une espace entre ces mots.Put a space between these words.    Cela devrait à ªtre entre parenthà ¨ses.That should be in parentheses.   entre deux portesbriefly    entre chien et loupat twilight/dusk    Entre toi et moi..., Entre nous...Between you and me..., Between us...   Le livre est entre ses mains.The book is in his hands.    Entre le 2 et le 5 mai...Between 2nd and 5th of May...   La và ©rità © est entre les deux. (saying)The truth is somewhere in between.   sentendre entre euxto have a mutual understanding/agreement   à ªtre entre deux vinsto be tipsy When Entre means among   à ªtre entre nousto be among friends, between us     Jai trouvà © une jolie bague entre le bricbrac.I found a pretty ring among the bric-a-brac.    Mes à ©tudiants, entre autres, vont...My students, among others, are going...    Beaucoup dentre vous...Many among you...   Les loups ne se mangent pas entre eux.There is honor among thieves.
Tuesday, November 5, 2019
Gorgo - Queen of Sparta
Gorgo - Queen of Sparta Gorgo was the only daughter of King Cleomenes I of Sparta (520-490). She was also his heir. Sparta had a pair of hereditary kings. One of the two ruling families was the Agiad. This was the family to which Gorgo belonged. Cleomenes may have committed suicide and is considered unstable, but he helped Sparta achieve prominence beyond the Peloponnese. Sparta may have given rights to women that were rare among the Hellenes, but being heir didnt mean Gorgo could be Cleomenes successor. Herodotus, in 5.48, names Gorgo as Cleomenes heir: In this manner Dorieos ended his life: but if he had endured to be a subject of Cleomenes and had remained in Sparta, he would have been king of Lacedemon; for Cleomenes reigned no very long time, and died leaving no son to succeed him but a daughter only, whose name was Gorgo. When King Cleomenes, his successor was his half-brother Leonidas. Gorgo had married him in the late 490s when she was in her late teens.Gorgo was the mother of another Agiad king, Pleistarchus.Importance of Gorgo Being an heir or patrouchas would have made Gorgo noteworthy, but Herodotus shows that she was also a wise young woman. Wisdom of Gorgo Gorgo warned her father against a foreign diplomat, Aristagoras of Miletus, who was trying to persuade Cleomenes to support an Ionian revolt against the Persians. When words failed, he offered a large bribe. Gorgo warned her father to send Aristagoras away lest he corrupts him. Cleomenes accordingly having so said went away to his house: but Aristagoras took the suppliants branch and went to the house of Cleomenes; and having entered in as a suppliant, he bade Cleomenes send away the child and listen to him; for the daughter of Cleomenes was standing by him, whose name was Gorgo, and this as it chanced was his only child, being of the age now of eight or nine years. Cleomenes however bade him say that which he desired to say, and not to stop on account of the child. Then Aristagoras proceeded to promise him money, beginning with ten talents, if he would accomplish for him that for which he was asking; and when Cleomenes refused, Aristagoras went on increasing the sums of money offered, until at last he had promised fifty talents, and at that moment the child cried out: Father, the stranger will do thee hurt,[38] if thou do not leave him and go. Cleomenes, then, pleased by the counsel of the child, departed into another room, and Aristagoras went away from S parta altogether, and had no opportunity of explaining any further about the way up from the sea to the residence of the king.Herodotus 5.51 The most impressive feat ascribed to Gorgo was understanding that there was a secret message and locating it beneath a blank wax tablet. The message warned the Spartans of an imminent threat posed by the Persians. I will return now to that point of my narrative where it remained unfinished. The Lacedemonians had been informed before all others that the king was preparing an expedition against Hellas; and thus it happened that they sent to the Oracle at Delphi, where that reply was given them which I reported shortly before this. And they got this information in a strange manner; for Demaratos the son of Ariston after he had fled for refuge to the Medes was not friendly to the Lacedemonians, as I am of opinion and as likelihood suggests supporting my opinion; but it is open to any man to make conjecture whether he did this thing which follows in a friendly spirit or in malicious triumph over them. When Xerxes had resolved to make a campaign against Hellas, Demaratos, being in Susa and having been informed of this, had a desire to report it to the Lacedemonians. Now in no other way was he able to signify it, for there was danger that he should be discovered, but he contrived thus, that is to say , he took a folding tablet and scraped off the wax which was upon it, and then he wrote the design of the king upon the wood of the tablet, and having done so he melted the wax and poured it over the writing, so that the tablet (being carried without writing upon it) might not cause any trouble to be given by the keepers of the road. Then when it had arrived at Lacedemon, the Lacedemonians were not able to make conjecture of the matter; until at last, as I am informed, Gorgo, the daughter of Cleomenes and wife of Leonidas, suggested a plan of which she had herself thought, bidding them scrape the wax and they would find writing upon the wood; and doing as she said they found the writing and read it, and after that they sent notice to the other Hellenes. These things are said to have come to pass in this manner.Herodotus 7.239ff Source: Carledge, Paul, The Spartans. New York: 2003. Vintage Books. More on Sparta Greek Hoplite SoldierSpartiateCynisca of SpartaLeonidas King of SpartaCleomenes I King of SpartaSparta and SamosSpartas Rise to PowerLycurgus of SpartaKrypteia The Mythological Gorgo There is an earlier Gorgo, one in Greek mythology, mentioned in both the Iliad and Odyssey, Hesiod, Pindar, Euripides, Vergil, and Ovid, and other ancient sources. This Gorgo, alone or with her siblings, in the Underworld or Libya, or elsewhere, is associated with the snake-tressed, powerful, frightening Medusa, who is the only mortal among the Gorgones.
Sunday, November 3, 2019
Education High School Personal Statement Example | Topics and Well Written Essays - 500 words
Education High School - Personal Statement Example In the class that I am looking at, there are all types of students. Clearly some are more talented than others, however the gift lies in the teacher being able to engage all of the students in my opinion. Comment 2 - The religion of my students is mixed. Again we are looking at defining the term religion. Is it based upon what the child is told by his parents that he is, or is it based on what the child practices For example, is the child a roman catholic but does not know the first thing about Roman Catholicism What I have noticed that all children in my field class seem to have in common is what Orlich defines as the "silent sabatour". It is indeed something that is not diverse because once a child has stated that "I am just not good at science" it does wind up deflating the enthusiasm of the rest of the class to learn material. Comment In Response to What A Friend Posted: I thought that what you posted was insightful. It was something that I had not really considered in this discussion. I would like to compare it to my own analysis and perhaps we could both post a comparison of our findings. What made you choose the two elements that you discussed. Can you identify with any of the students that you observed
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