Shakespeares The Tempest - Miranda :: Tempest essays

The Character of Miranda in The Tempest The character of Miranda in "The Tempest" is extremely compelling for two reasons. First and foremost it is important to note that the Miranda is the only female character who appears in the entire play. This is the only Shakespeare play where a character has this kind of outstanding distinction. This is not just a fluke on the part of Shakespeare, for it is very important that the character of Miranda appear by herself. The reader is not able to compare her beauty and virtue to any other female in the world of "The Tempest", and this serves both to show her value as a character and the fact that no other living women has the virtue of Miranda. While Miranda may not have many outstanding lines or solioquys, she makes up for this in sheer presence alone. Miranda's character encompasses all the elements of perfectionism and goodness which is lacking in all the other respective characters. All of the other characters in "The Tempest" are reflected by Miranda, and even if she did not spe ak one line she would still serve this important purpose. Secondly, Miranda also serves as the ultimate fantasy for any male who (like Ferdinand) is a bachelor. She is extremely beautiful, she is intelligent, and she has never been touched (or even seen) by another male. Shakespeare makes Miranda even more desirable by including the fact that she has never seen or even talked to another man (with the obvoius exception of Prospero). Miranda personifies the ultimate source of good in the play, and provides the ultimate foil for the evil character of Caliban. When Ferdinand is forced to chop wood by Prospero, Miranda offers to do it for him. Finding a woman this humble in the world of Shakespeare is almost impossible. One does not have to look farther than her last line in the play to realize her purpose in the plot. Miranda states "O wonder! / How many goodly creatures there are here! / How beauteous mankind is! O brave new world / That has such people in't" (Tempest,5.1,185-7) Through this passage and many of her others Miranda shows a posit ive attitude which is almost uncanny when compared to the other characters.

Labor-Management Bargaining

The process of labor-management bargaining has evolved since its beginning in the early years of labor negotiations. Since the parties involved in collective bargaining are negotiating a formal contract that both are to be bound by, there are many stresses and tensions that permeate the process. Most early negotiations were filled with drama and emotionalism. The struggle has continued today to move toward a more rational process, whereby negotiations are conducted and settled on the facts and more concrete, quantitative arguments. In pursuit of this goal, there are strategies and tactics that can be utilized by both management and unionized labor in order to facilitate a more reasonable contract negotiation. The most beneficial tactics-setting reasonable goals, and researching facts-are employed before the negotiations even begin. First of all, in order to bargain better, it is important to understand just what collective bargaining is. James P. Begin and Edwin F. Beal define collective bargaining as part of an Industrial Relations System. The system of relations consists of: (1) the people who head the organizations that provide goods and services to society, (2) the people who do the work, and (3) the governmental organizations that maintain the society. â€Å"Under capitalism, workers are relatively free to sell their own labor and withhold it at will (Begin, James P., Beal, Edwin F., 3).† This forms a free-will contract in which the employer and employee must decide the terms of employment (Begin, Beal, 3). This provides the basis for the industrial relations system. Before judicial regulations were enacted as a framework for negotiations, the worker and the employer could enter into a verbal contract that would suffice. However, as workers organized themselves into formal labor organizations and elected members to represent them, more formal contracts were needed. The movement of collective bargaining toward a matter of national policy began in 1935 with the enactment of the Wagner Act. This act pronounced two basic principles: (1) employees were to be permitted to form and maintain labor unions of their own choosing without being subjected to coercion, intimidation, or discrimination by employers; and (2) employers were to be required by law to bargain collectively with labor unions designated by their employees on wages, rates of pay, hours, and other conditions of employment. The Wagner Act and others, like the Taft-Hartley Act and the Fair Labor Standards Act, have provided a framework of law within which the collective bargaining process must operate. The legal regulations extend to both the procedural aspects (the manner in which collective bargaining is to be conducted) and to the substantive aspects (the types of subject concerning which collective bargaining is obligatory and which may or may not lawfully be incorporated into collective bargaining agreements). However, the substantive aspect remains relatively unrestricted by law (Torff, Selwyn H., 4-14). It is the substantive aspect that leaves collective bargaining negotiations subject to emotionalism, and illogical and irrational behavior. John Dunlop and James Healy have described four ways in which negotiations can be depicted. The first is a poker game, â€Å"with the larger pots going to those who combine deception, bluff, and luck, or the ability to come up with a strong hand.† The second is an â€Å"exercise in power politics, with the relative strengths of the parties being decisive.† The third, â€Å"a debating society, marked by both rhetoric and name calling.† Fourth and finally they noted a better way-if followed-that a negotiation can be depicted. This is a â€Å"‘rational process,' with both sides remaining completely flexible and willing to be persuaded only when all the facts have been dispassionately presented (Sloane, Arthur A.; Witney, Fred; 203).† Sloane and Witney have stated, â€Å"all of these characteristics have marked most negotiations over a period of time. The increasing maturity of collective bargaining implies enlargement of the rational process†¦Ã¢â‚¬  This rational process involves the employee, employer, and union settling on the basis of facts rather than name-calling, table pounding, and emotionalism (Sloane, Witney, 203-204). Therefore, in order for collective bargaining to become more rational, certain techniques must be employed. Edward Peters has written a guide to better negotiating titled Strategy and Tactics in Labor Negotiations. In this book he provides good strategies for obtaining a more rational negotiation. The first important step toward better bargaining is to realize the essential nature and purpose of negotiations. In a bargaining conflict, there are three main activities in which each party is involved: (1) attempt to influence each other, the employees, and public opinion by advocating the merits of their respective positions; (2) indicate strength to each other; and (3) explore the possibilities, in terms of each other's maximum and minimum expectancies, of a settlement without an economic contest, or, at worst, a contest of minimum duration (Peters, Edward, 41). Peters states that sophisticated bargainers often underestimate the importance of good preparation and presentation of their position because they feel that these are just â€Å"window dressing for the harsh realities of economic strength (Peters, 42).† It is true that economic strength is important, but a position reinforced by logic and reason can often exert a crucial influence (Peters, 42). Another step toward better negotiations is preparation and the setting of realistic goals. Peters states that â€Å"the practicality or impracticality of a collective bargaining goal is a matter of foresight, not something to be determined by hindsight (Peters, 60).† An example of this that pertains to management is that sometimes there are items that a union cannot and will not concede. If management does not prepare enough and makes the assumption that the union can and will negotiate on any proposal submitted by management, they risk the possibility of strikes. There are issues over which â€Å"a union will prefer to lose a plant in an economic contest rather than jeopardize itself with a larger group (Peters, 60).† The setting of more realistic goals by management could avoid this detrimental result. In order to set realistic goals, a criteria for realistic goals must be established. Most negotiators, according to Peters, would agree that a realistic goal, to be attained without an economic contest, must be based on the following minimum considerations: (1) has the other party the ability to concede the issue? The employer must be able to concede the issue without serious damage to operations. The union must be able to concede the issue without serious internal injury, or any danger of disintegrating as an organization, or losing out to a rival union; also without seriously impairing its external relationships in the labor movement, or with other employers; (2) are you warranted, by your strength, in setting such a goal? (3) Is your goal within the bargaining expectancy of the other party? This last point may be disregarded only if you are ready to wage an economic contest for your minimum goal (Peters, 61-62). These criteria should be fully examined before setting any goal or pressing any issue in a labor negotiation. Priorities must be established and ranked in order of impact and importance (Richardson, Reed C., 128). Even though setting realistic goals help in negotiations, a course of action must be pursued in order to obtain those goals. Prestige plays an essential role in negotiations. Prestige is an intangible quality in the sense that it is a symbol-a symbol of the potential and actual strengths of the parties in all of their relationships. Prestige reflects itself in the relationship of the parties to each other and especially to the workers in the plant. A union's basic strength lies in the support of its own membership (Peters, 85-86). Other factors that affect during negotiations are sign language, fringe issues, and negotiable factors. However, the most important tactics take place before the actual negotiations. â€Å"Negotiators who approach the bargaining table without sufficient factual ammunition to handle the growing complexities of labor relations†¦operate at a distinct disadvantage (Sloane, Witney, 213).† Most larger unions and almost all major corporations today have their own research departments to gather data and conduct surveys. Only if both parties research and establish a framework for negotiations can they successfully obtain results within their range of acceptability. With this in mind, collective bargaining can mature to its desired rationality in the management-labor relationship.

Accouting 303 Project

2. As a for-profit entity, my company must record the amount of the donation as an expense at the fair value of the donated asset. In this case, my company must recognized a loss of eight thousand dollars, simply because the fair value of my donated asset is two thousand dollars. Furthermore, I must update my books by debiting â€Å"Contribution Expense† and â€Å"Loss on disposal of x asset† for $2,000 and $8,000 crediting the asset for $10,000. In this case, the fair value of my asset was lower than its book value forcing me to recognize a loss on my contribution. FASB ASC 845-10-30-1  Ã‚  Ã‚  In general, the accounting for nonmonetary transactions should be based on the fair values of the assets (or services) involved, which is the same basis as that used in monetary transactions. Thus, the cost of a nonmonetary asset acquired in exchange for another nonmonetary asset is the fair value of the asset surrendered to obtain it, and a gain or loss shall be recognized on the exchange. The fair value of the asset received shall be used to measure the cost if it is more clearly evident than the fair value of the asset surrendered. Similarly, a nonmonetary asset received in a nonreciprocal transfer shall be recorded at the fair value of the asset received. A transfer of a nonmonetary asset to a stockholder or to another entity in a nonreciprocal transfer shall be recorded at the fair value of the asset transferred and a gain or loss shall be recognized on the disposition of the asset. FASB ASC 845-10-30-2  Ã‚  Ã‚  The fair value of an entity's own stock reacquired may be a more clearly evident measure of the fair value of the asset distributed in a nonreciprocal transfer if the transaction involves distribution of a nonmonetary asset to eliminate a disproportionate part of owners' interests (that is, to acquire stock for the treasury or for retirement). If one of the parties in a nonmonetary transaction could have elected to receive cash instead of the nonmonetary asset, the amount of cash that could have been received may be evidence of the fair value of the nonmonetary assets exchanged. 1. In this case, the facility is a â€Å"Qualifying asset† an asset that takes a substantial period of time to get ready for its intended use. Therefore, borrowing costs that are directly related to the acquisition of this facility can be capitalized as part of the cost of the asset. On the other and, an alternative is the Benchmark treatment, which expenses borrowing costs when incurred. I chose to capitalize the facility, because expenses should follow revenues, in accordance to the matching principle. My facility will not be productive until my long-term research and development projects produce revenues. FASB ASC 730-10-25-2  Ã‚  Ã‚  Elements of costs shall be identified with research and development activities as follows (see Subtopic 350-50 for guidance related to website development): * a. Materials, equipment, and facilities. The costs of materials (whether from the entity's normal inventory or acquired specially for research and development activities) and equipment or facilities that are acquired or constructed for research and development activities and that have alternative future uses (in research and development projects or otherwise) shall be capitalized as tangible assets when acquired or constructed. The cost of such materials consumed in research and development activities and the depreciation of such equipment or facilities used in those activities are research and development costs. However, the costs of materials, equipment, or facilities that are acquired or constructed for a particular research and development project and that have no alternative future uses (in other research and development projects or otherwise) and therefore no separate economic values are research and development costs at the time the costs are incurred. See Topic 360 for guidance related to property, plant, and equipment; the Impairment or Disposal of Long-Lived Assets Subsections of Subtopic 360-10 for guidance related to impairment and disposal; and paragraphs 360-10-35-2 through 35-6 for guidance related to depreciation. * b. Personnel. Salaries, wages, and other related costs of personnel engaged in research and development activities shall be included in research and development costs. ? * c. Intangible assets purchased from others. The costs of intangible assets that are purchased from others for use in research and development activities and that have alternative future uses (in research and development projects or otherwise) shall be accounted for in accordance with Topic 350. The amortization of those intangible assets used in research and development activities is a research and development cost. However, the costs of intangibles that are purchased from others for a particular research and development project and that have no alternative future uses (in other research and development projects or otherwise) and therefore no separate economic values are research and development costs at the time the costs are incurred. ? * d. Contract services. The costs of services performed by others in connection with the research and development activities of an entity, including research and development conducted by others in behalf of the entity, shall be included in research and development costs. ? * e. Indirect costs. Research and development costs shall include a reasonable allocation of indirect costs. However, general and administrative costs that are not clearly related to research and development activities shall not be included as research and development costs. ?

Database Management Systems Essay

While the database management system terminology has become widespread in India, there is a vast space for the adoption of the systems. The market potential still has a significant amount of spread to increase market share. A computer database is a repository of structured data or information and a database management system is a collection of programs that allows storage and retrieval of this data efficiently. Database management systems have undergone significant changes over the last thirty years. Starting with IBM’s IMS, a hierarchical database management system, in the early 1970s to the recent grid computing relational database management system – Oracle, the database technology has undergone a substantial technological change. During the last decade, relational management system or a derivative of it has become a de facto standard of the industry. ANSI SQL has become the standard query language to interact with any DBMS, though each vendor has its own extension to the standard SQL. (The Indian Express Limited) According to Gartner, in 2008, the Indian DBMS market was worth around $194 million and is expected to grow by 20% in 2010 over 2009. It expects the Indian DBMS market size to reach $233 million in 2010. According to a Forrester Research report, the open-source database market stands at $850 million and is expected to grow by more than 40%, to $1. billion, by 2011. Though small in comparison with the $16 billion commercial database market, it is still a significant feat considering most open-source databases bear no licensing costs. (Gartner) The size, growth, and sheer desire to gain a competitive edge lured global DBMS vendors to India. They have opened offices, signed local partners, and translated their software – and they are finding success. Driven by the inherent need for businesses of all kinds to manage their information, Indian database management system (DBMS) software vendors support customers in a large variety of markets. â€Å"From an Indian market perspective, there is still a long way for all vendors to go. The market potential still has a considerable amount of spread to increase market-share,† says Anil Menon, Country Manager, Software Group Channels, IBM India/South Asia.

Pride and Prejudice †The storyline Essay

Using Information from the storyline, write a Chapter for the book which should include feelings about the occurrences after Elizabeth Recieves her letter off Mr Darcy. You may create your own scenario. Elizabeth Bennet’s head pounded with anger and dismay, as she hastily stepped out of the towering marble framed doors that belonged to Pemberley Court. She stepped into the forgiving downpour of a bleak winter’s day, and let the cool rain refresh her in a way that she had been longing for all day. A relief that a stuffy courtroom full of people couldn’t give. Too add to that, the day’s proceedings hadn’t gone exactly the way she had planned, and that fact had considerably played on her nerves. She just couldn’t condone the fact that a man, who could execute such evil acts and hurt so many people without a glimmer of regret, could be let free into the world, without any type of restraint or punishment. As it is imaginable, the day’s pressures had not only put a strain on her mind, but also on her elegant posture. Her face was a frustrated scarlet colour, but that was being eased by the iced droplets of rain that were running down it, turning it into more of a pink winter glow than a face full of anger. Her renewed glow resembled her now slightly more calmed nerves as she basked in the calming chill of the afternoon rain, no longer dwelling on the pains in her life. No longer worrying about Mr Darcy’s marriage proposal. No longer worrying about every triviality in her life. Just her and the rain. Then Elizabeth felt a warm hand on her shoulder. The protective wall of imaginary glass between her and the rest of the world was shattered in an instant and all the worries of her life came flooding back into her head. She took a deep breath as the real world came back into view. The realities of life back to haunt her. She turned round and was stunned into paralysis by the sight before her eyes. â€Å"Good day to you Miss Elizabeth. Don’t you just love a successful morning?† grinned Mr Darcy. How had she not heard him coming? Surely she should have heard the clatter of footsteps and the crash of the closing marble doors. She was both angry and embarrassed at the fact that he had seen her drenched in rainwater and that he had generally sneaked up on her.] â€Å"Mr Darcy†¦Ã¢â‚¬  she acknowledged. â€Å"If you may permit me to speak so boldly. What are you doing out here?† Darcy was merely silent and handed her a letter which was written on a yellow parchment and in the most beautiful italic writing she had ever seen. She looked at him confused. He then walked off. Without any more witty comments. Without any more sarcastic looks. Elizabeth got up, letter in hand, and advanced towards somewhere where the prying eyes of the raindrops couldn’t see or destroy her secret letter. It was sealed with a seal of red wax, obviously from the candle in the Courts waiting room. She chuckled and then broke the seal, then opening the crisp yellow paper. The letter read My dear Elizabeth, Though I know not of any feelings on your behalf towards me, I would like to express mine towards yourself. I apologise if this letter will in any way offend you, but i feel that it is necessary for you to know how I feel. From the first moment I met you, I looked into your eyes, and experienced such a surge of love which I had experienced none other like in my life. I covered up my feelings for you with a complete denial of anything I felt and I feel that at this time, I managed to sincerely offend both you and your family. I apologise for my actions in speaking so poorly of you and your, sorry to say, poor relations. I was afraid of falling ion love with someone who wouldn’t boost my position in the business world and for that I am sincerely sorry, for I now realise that true love is a thing which is only experienced on very rare occasions in one’s life. Elizabeth Bennet. I love you more than words can say. If love could be measured in numbers, my love for you would add up to a higher number than there are stars in the sky. In the Milky Way. In the galaxies that surround that and those around them. I can’t deny that I don’t regret anything that I said in court or the turnout of the case, but I plead to you that if you can find it in your heart to forgive me for my sins and unforgivable actions, and love me as I love you, then I pray you would accept my hand in marriage and make me the happiest man alive. Please find a ring behind the flowerpot on the left hand side of the door. If you feel my proposal unfit, then you may do as you wish with the ring which is 2 carats of diamond. If you feel the same way about me that I feel about you though, please meet me in the breakfast room at 5pm sharp. Yours, Fitzwilliam Darcy Elizabeth Folded the letter up, out it in her pocket and then sat down with a thump on a cold stone bench, her heart pounding with both delight and disgust. Life always threw either stones or sweets at her. Normally she wouldn’t get to choose which one she got. This time however, she could. She could chew on the huge sweet or the large lump of coal. Her decision. No one else’s.

Building a Character in a Monologue

Whether it is still possible to create six female characters from a monologue written for men. This is a challenge and we addressed this challenge when we made Mark Ravenhills products. When applying practitioners like Bertolt Brecht and Konstantin Stanislavski, I will discuss further on how to accomplish this work. My greatest concern when I began creating text was that it was obvious in the early stages of the rehearsal process as we were challenging to create persuasive and realistic characters is. A monologue is a monologue but it's not a side: a monologue is a speech, one role can solve other characters and audiences, or a spontaneous speech, next to the character's comment on the audience (usually an emergency Although short), the character may be talking with him or herself in the play. Shakespeare's monologue includes his most primitive and powerful sentences. In his greatest tragedy, he was exploring ways how some people are struggling under pressure on personal thoughts. In the monologue (if tweet) When I finish ... Macbeth uncover the fear of cursing his image unconsciously. This is part of it; he actually has various ideas. But he was not aware that he hindered killing his king: simply say this is the wrong fact The inner monologue is the record of the inner idea of ​​the character. The inner monologue is similar to a monologue because it depicts the inner thoughts and feelings of the character, but unlike a monologue, the inner monologue does not mean acting. Even more frankly, even if the monologue reveals the idea of ​​the character, it is also a speech act. We must say that a monologue becomes a monologue, and basically a defined inner monologue never is told: it is a record of the character's idea.

Statement of purpose for international university teaching position Personal

Of purpose for international university teaching position School of Health Sciences - Personal Statement Example Despite the fact that I have obtained a Master's in Public Administration (MPA) I have considerable experience in nursing to meaningfully relate to the intricacies of a Master's in Public health (MPH). Especially my clinical experience in Haiti and Belize in 2010 and 2007 respectively would serve as the main criterion for decision making by the selecting panel at the William VS Tubman University. Also I have co-authored the literature review of a journal article along with Dr. William King MD for UCLA. Further, I hold a current IRB certification for research with human subjects. My landmark contributions to the administrative and professional programs of the hospital include the preparation of the Joint Commission Readiness Survey that scored almost 95% with commendation and watching over the ongoing quality assurance program which is in conformance with TJC standards for patient and staff safety. My teaching skills are essentially enhanced by orientation programs, procedural collaboration and compliance rules for Medicare and Medicaid (Bohmer, 2009). Further my professional administrative and career centric capabilities have been demonstrated in such varied fields as research methodology, epidemiology, pathology, disease management, program level coordination, multidisciplinary approaches, setting quality standards and establishing