How Did the Protestant Reformation Affect Colonization in the Colonies Research Paper

How Did the Protestant Reformation Affect Colonization in the Colonies - Research Paper Example These preachers mainly had their presence in the areas of northern and central Europe. Protestant Reformation and their followers questioned the position of the Pope. The way in which the Catholic Church looked into religion of Christianity was questioned by this group of Protestants. In the era prior to the Protestant Reformation, the entities that had control over the political power of the country aligned with the Church and there was a concentration of the authority. They claimed that the way in which the power remained in the Church and thereby on the Pope were not acceptable in the modern society. There should be an equitable distribution of power between the Church as well as the princes and pastors who read the Bible. They argued that this political and religious concentration of power in the hands of the Pope should be abolished (Brady 173). This protest and exhibition of the new idea would result in a number of persecutions and wars that the world would witness. History of Protestant Reformation and Colonialism In the medieval the entire Europe happened to believe in Christianity as the guiding light of the people and relied on the teachings of Jesus Christ. However, a sect of the population started questioning the authority of the Pope of Rome. The administrative set up was such that there were smaller units of state and the ruler of each state would determine what religion the people of that state would follow. A large section of the people had shifted to the newly discovered lands of America. These territories belonged to the original states of England, France, Spain, Sweden and Netherlands in Europe. The incident of the discovery of America and the outbreak of the Protestant movement happened almost at the same time. It had a far-reaching effect on the way the new lands were set up and the way people got settled there. The concepts of territorialism came into the scene when the various communities lived in the same land with religious diversity. T hroughout Europe there was a mix in the culture and the religious beliefs. Hence there was not a single religion or faith that governed the people of Europe through many wars were fought to make one central religion by the different groups. The religious rulers of the different states of Europe tried to extend their authority to the America as well. This history has lets its evidence in some of the places of Canada, Mexico and the USA. Another idea that was central to the theme of Protestant Reformation was the freedom of conscience for the people. The people of America were liberated and they had the autonomy to pursue any religious belief that they wished to follow. The idea that was newly formed in the minds of the people was that there was one God and he was the supreme power. The Pope of Rome was not the only mediator. The common people could reach to God through other ways as well. They were free to advocate the religious faith that they believed in and worship God in the form they wanted to. Ideas of Martin Luther King Martin Luther was originally a Catholic himself who had challenged the supremacy of the papal rule. The ideas that he gave was extremely revolutionary in nature and it created turmoil in entire Germany at first and then in Europe.  

Role Of Extra Regional Powers In The Indian Ocean Region

Role Of Extra Regional Powers In The Indian Ocean Region Zone of Peace. There have been numerous attempts to declare IOR as a Zone of Peace dating back to 1971. Various meetings to work out the modalities have been fruitless. Former United States, Secretary of State, Madeline Albright had said that the efforts to make the Indian Ocean Region a Zone of Peace should be disbanded because the region has too many states whose interests are far too varied and the IOR states maintain more important relations with foreign states than within themselves  [1]  . 2. Having seen the strategic relevance of IOR in Chapter 2, let us now analyse the role and interest of a few important extra-regional powers. USA 3. Genesis of Americas Role. The US strategic presence in the Indian Ocean Region grew with the process of decolonisation in IOR. The 1973 Arab-Israel war and the subsequent oil embargo resulted in strong efforts being made ensure oil traffic and price security. In his State of the Union Address on 23 Jan 1980, President Carter asserted that, Any attempt by an outside force to gain control of the Persian Gulf will be regarded as an assault on the vital interests of the USA, and such an assault will be repelled by any means necessary, including military force  [2]  . 4. US Naval Presence. The US Navy maintains a permanent presence of between 15 to 35 warships in the Indian Ocean at any given time. The US Fifth Fleet is based at Bahrain. Besides, the Fifth Fleet, the Sixth Fleet of the USCENTCOM and the Seventh Fleet of the USPACCOM are readily available to augment forces in the Indian Ocean  [3]  . US Pacific and Central Command 5. Interests. US role and policy in the IOR depends on fulfilling the following self-interests:- (a) Energy Security. (b) Economic Security. (c) Restrict Chinas influence in IOR. (d) Support/Basing facilities for War against Terror. (e) Strategic Partnership with India. United Kingdom 6. British Territory. In 1965, the British Indian Ocean Territory (BIOT) was formed out of individual groups of islands in the Western and Central Indian Ocean. In 1966, Diego Garcia was leased to US  [4]  . The British Royal Navy however maintains a permanent presence in the Persian Gulf in the form of multinational forces, UN Peace-keeping duties, and a Naval and Marine detachment at Diego Garcia. 7. Interests. Economically, the region is vital to UK being the source of about 40% of its oil supplies and an important supplier of non-ferrous metal imports. However there is no intention to maintain naval presence in the region though it is militarily supporting US policies in the region  [5]  . France 8. French Indian Ocean Territories. France possesses a large number of strategically located islands in the Western Indian Ocean, the largest of these being Le Reunion and Mayotte islands. France maintains a sizeable force in the IOR, comprising of about 10,000 men and 20 warships. Additionally, Djibouti is a major logistics base for French naval forces deployed from the Atlantic and Mediterranean commands. Owing to the islands, France considers herself to be a regional power in the Indian Ocean, rather than an extra -regional one. Consequently, France is a member of the Indian Ocean Commission (IOC), an organisation for regional cooperation, which includes Mauritius, Seychelles, Madagascar and Comoros. Frances deep involvement in the Indian Ocean is also evident from her defence agreements with Djibouti, Comoros, Saudi Arabia, Qatar, Madagascar and Mauritius  [6]  . Reunion Headquarters of French Forces in the Indian Ocean 9. French Interests. The French EEZ in the Indian Ocean amounts to a approximately 2  ½ million square kilometres, which is more than a quarter of the total French EEZ. Consequently, French naval activity in the waters of the Indian Ocean represents about 30 percent of the total French maritime activity. The French Indian Ocean territories are of strategic significance as they are on the cross roads of major commercial maritime traffic. There is extensive fishing, meteorological and geophysical research activity being undertaken by the French in these regions. France depends on West Asian oil and has trade interests with various littorals  [7]  . Japan 10. Japans proactive role in IOR is pre-requisite to Japan not only for its global status but also vital for its economic interests, especially since the sub-region is the source and transit for its energy lifeline. It is also wary of Chinas domination in South China Sea. 11. JMSDF is a large force which enforces a maritime control zone up to 1000 nm, thereby adequately addressing its security concerns and ensuring the protection of its EEZ assets. However, due to the constraint posed by the Japanese Constitution, it has been unable to assist the sub-region to secure the sea-lines against non- traditional threats. Japans commitment to Southeast Asia has thus been limited to financial and technological assistance for navigational safety and prevention of pollution  [8]  . 12. However, Japan is now actively considering a Constitutional review to break free from the legal handicap, including in terms of collective-security. This would make Japan more militarily assertive and enable it to safeguard its vital security interests in Southeast Asia  [9]  . Japan also recognises Indias strategic location in IOR and understands the vital role that India can play in securing its SLOCs. Russia 13. During Cold war, erstwhile USSR succeeded in gaining access to several bases in the IOR for forward basing and gathering intelligence. Infact, the number of Soviet bases and ships often exceeded those of US. Although it did have a lull period post 1992-1993, she still enjoys diplomatic relations with most of the littorals in IOR. These relations have great potential for cooperation in high technology, oil and gas pipelines. 14. Interests. The Indian Ocean Region is a vital link for Russia because it provides an all weather route for Russia between her Eastern and Western provinces. Besides Russia has security and trading interests in the northern reaches of the Indian Ocean. It also wants to maintain bases in the IOR to be able to influence world opinion in its favour. China 15. Chinese Influences. Over the years China has been widening her influence in the region. Today, China imports 32 percent of its oil needs, 58 % of which comes from Middle East. This figure is expected to double by 2012 with almost 70% oil requirement being met from Middle East  [10]  . Chinese state owned oil corporations are acquiring oil assets in Australia, Indonesia, Central Asia and Africa. The relationship between China and Myanmar (Communication facilities at Coco Islands, Sittwe Naval base), Bangladesh (Modernisation of Chittaong harbour), Sri Lanka (Construction of Hambantota harbour), Maldives (Submarine base) and Pakistan (Deep Sea port at Gwadar) have a strategic intention to strategically encircle India through String of Pearl  [11]  . The establishment of a free trade area with ASEAN countries is another important consideration. 16. Chinese Interests. Chinese interests in the IOR are growing and can be summarised as follows  [12]  :- (a) Containment of India. The efforts to contain India both economically and geopolitically, because it is the only regional nation that can pose a threat to its expansionist tendency in future. (b) Second Strike Capability. To maintain a second strike capability in the Indian Ocean. (c) Counter US Threat. To monitor activities in the Indian Ocean and counter increased US presence in the region. (d) Secured Oil Supply. Chinas energy needs are being fulfilled by import from Persian Gulf. Hence it is significant for China to safeguard these supply lines. Prognosis of Extra-Regional Influences 17. Indian Ocean region is potentially the most volatile and significant area, where the interests of the world powers are merging. All extra-regional powers have concerns over their energy security coming from Persian Gulf and through various choke points. The security of sea lanes against the threat of piracy and maritime terrorism is another threat. Additionally, these powers do not want the others to grow powerful by influencing the littorals in the IOR. And a few, such as France also need to maintain territorial integrity of their interests in IOR. 18. India has a geographically advantageous position in the IOR and finds herself in a position where she has to perform a balancing act to protect her interests in the region, which are vital to her progress and deal with the presence of extra regional powers. End Notes

Scientific Creationism Essay -- Evolution Darwin Science Essays

Scientific Creationism Introduction In 1859 Charles Darwin published The Origin of Species where he proposed the theory of evolution for the first time. Since this radical theory was first proposed, there has been a debate over its validity and the theological implications that come with it. In order to understand the reasons why Darwin's theory has caused so much debate over the past century it is first necessary to examine evolution and Darwin's theories about the origin of species. Evolution is, strictly speaking, simply change over time. A biological definition is, more specifically, "any change in the frequency of alleles within a gene pool from one generation to the next (1)." Darwin's theory of evolution is composed of many parts. These parts include the belief that life is constantly changing and is not a static system. Also included in The Origin of Species is the idea of common descent, which basically states that all species are related because they have all evolved from a common ancestor. A third contention of Darwin's theory of evolution is that species change gradually over time by a process of inheriting very small differences. The mechanism for evolution, according to Darwin, is a process known as natural selection. Natural selection is based on the principle that occasionally an organism will develop a mutation that will increase its chances for survival. The progeny of this organism will inherit this advantage and will eventually become prevalent among the population as a result of this advantage. This will lead to a change in the gene pool of the species. Finally, Darwin's theory states that the origin of species is due in part to the process of natural selection, but he does not state specifically ho... ... Faith, Harper Collins, San Francisco 1989, pp. 114-117. 3. Wright, 125-126. 4. Dorman, Clark (1996, January 30) McLean v. Arkansas Board of Education [Online]. Available: earth.ics.uci.edu:8080/faqs/mclean-v-arkansas.html [1996, November 23]. 5.Creation vs. Evolution: Opposing World Views [Online]. Available: web.canlink.com/ocrt/ev_world.htm [1996, November 20]. 6. Atkins, Peter W. The Second Law 1984, p.25. 7. Fossil Record Overview - Missing Transitional Forms [Online]. Available: emporium.turnpike.net/C/cs/fossils.htm [1996, November 22]. 8. Wright, 129. 9. Proving Evolution or Creation Science [Online]. Available: web.canlink.com/ocrt/ev_proof.htm [1996 November 24]. 10. Issak, Mark Five Major Misconceptions About Evolution [Online]. Available: earth.ics.uci.edu:8080/faqs/faq-misconceptions.html [1996, November 20]. 11. Wright, 129.

Literary Analysis of Shakespeare’s Hamlet Essay

In the English Renaissance, identity was an important concern, particularly the construction of identity. As Stephen Greenblatt argues, â€Å"there is in the early modern period a change in the intellectual, social, psychological, and aesthetic structures that govern the generation of identities †¦ that is not only complex but resolutely dialectical† (1). The identity of the sovereign was of particular importance: how monarchs shaped their own identities, and how these identities affected their subjects. Taking Greenblatt’s argument, this paper examines the construction and manipulation of identity in Shakespeare’s Hamlet: in particular, the ways in which Elizabeth I’s self-representations inform the play. In addition, the paper will show how the characterization of Hamlet is shaped by the rule of Elizabeth I, who controlled her public image through elaborately constructed self-representations. Reflecting her use of these representations, Hamlet, who possesses stereotypically feminine attributes, fights to recreate himself as a masculine character to recover his family’s and kingdom’s honor. The late Elizabethan period was filled with anxiety and dismay over the aging of Queen Elizabeth I. Concern about her impending death was only made worse by her refusal to name a successor. When Shakespeare composed Hamlet in 1600, the playwright was subject to an aging, infirm queen, who at sixty-seven had left no heirs to the English throne. In Hamlet, Shakespeare thus addresses two political problems that England faced at the beginning of the seventeenth-century: royal succession and female sovereignty. As Tennenhouse argues, â€Å"History plays could not be written after Hamlet, †¦ because †¦ the whole matter of transferring power from one monarch to another had to be rethought in view of the aging body of the queen† (85). The preoccupation of the English public with who would become their new ruler, along with eager anticipation of male kingship, is expressed throughout Hamlet. Although the play is not written as a political allegory, undeniable similarities do exist between aspects of Queen Elizabeth I’s public persona and the character of Hamlet. Before further explaining this comparison, however, it is necessary to describe how Elizabeth I shaped her public persona. Elizabeth I’s Image As head of the Anglican Church, Elizabeth I was wary to align herself in marriage with a Catholic. Accordingly, Carole Levin argues that Elizabeth I promoted the image of herself as a pristine maiden well into the middle and advanced years of her life: â€Å"Elizabeth presented herself to her people as a symbol of virginity, a Virgin Queen† (64). Whether political or personal, her refusal to marry was in many ways advantageous, for she avoided the disaster of Mary I’s match with Phillip II. Yet it also caused a great deal of concern among the populace. As Levin observes, by not marrying, Elizabeth also refused the most obvious function of being a queen, that of bearing a child. Nor would she name a successor as Parliament begged her to do, since Elizabeth was convinced this would increase, rather than ease, both the political tension and her personal danger (66). Elizabeth I’s strategy to retain political power may have prevented the usurpation of her authority by a husband, but it did cause disfavor among the English citizens, especially as she grew older without announcing an heir. Anxiety over the succession led to contempt for Elizabeth I, with many people gossiping that she did not marry because she was an unnatural woman. Levin writes, â€Å"there were rumors that Elizabeth had an impediment that would prohibit regular sexual relations† (86). Levin provides an example for these rumors in an excerpt of a letter from her cousin Mary Stuart: â€Å"indubitably you are not like other women, and it is folly to advance the notion of your marriage with the Duke of Alencon, seeing that such a conjugal union would never be consummated† (86). Others claimed that Elizabeth I had illegitimate children who were kept secret (Levin 85). These accusations indicate that English citizens, as well as family relations, perceived Elizabeth Fs prolonged maidenhood as unnatural and even monstrous. Although Elizabeth I was willing to admit to Parliament that she had spent much of her strength, she was careful to cultivate the image of herself as a young woman to the public. One important example of this method is the famous Rainbow Portrait, which Elizabeth I commissioned in approximately 1600, the same period Hamlet was written. Even though Elizabeth I was sixty-seven years old when the painting was commissioned, she appears in the painting to be a young woman (Levin). Elizabeth I created an intricate and diverse image of herself. As an unmarried monarch, she became England’s Virgin Queen. Possessing two bodies, Elizabeth I established masculine authority as Prince and as mother to her subjects. As Elizabeth I grew older, she relied on iconography to deceive the English populace into viewing her as young and vital. These diverse representations of Elizabeth I are complexly reflected in Hamlet. The similarities between Elizabeth I and Gertrude are obvious: both women are perceived as indulgent, sensuous monarchs and are criticized for attempting to act like women younger than their true ages. To Gertrude, Hamlet even states, â€Å"O shame, where is thy blush? † (3. 4. 91). Despite these correspondences, a more interesting analogy exists between Elizabeth I and the character of Hamlet. The paper will compare Elizabeth I, who claimed to have â€Å"the heart and stomach of a king† (Levin 1) with Hamlet, a prince often castigated for acting in a stereotypically feminine manner. Reflections of Elizabeth I’s Constructed Identities in Hamlet One attempt by Elizabeth I to maintain her image as the Virgin Queen was a use of heavy cosmetics in an effort to make herself look younger and therefore stronger. Mullaney quotes Jesuit priest Anthony Rivers as describing Elizabeth I’s makeup at some celebrations in 1600, when Hamlet was written, to be â€Å"in some places near half an inch thick† (147). Unfortunately for Elizabeth I, this attempt to hide the weakness of her age seems only to have exacerbated her subjects’ contempt for the assumed weakness of her sex. M. P. Tilley observes that during the late Elizabethan period, there was a strong feeling against a woman using cosmetics (312). Women who used cosmetics, according to popular feeling, altered their bodies, the creations of God, and were therefore not only immodest but blasphemous. According to Mullaney, women who used cosmetics considered to be false women because they created a deceptive face to replace the one given to them by God; altering their natural female appearance made them not truly women. Not only were cosmetics blasphemous and dishonest, they were physically destructive. A woman who painted her face in the Renaissance thus arguably destroyed her person in every way possible: spiritually and bodily. Hamlet displays notable disgust toward painted women, yet critics have overlooked that many of the contemporary Renaissance objections to women’s use of cosmetics apply to Hamlet’s actions. Similar to the way that painted women used cosmetics to disguise the faces that God had given them, Hamlet puts on his â€Å"antic disposition† to disguise the faculties of reason which God has given him (1. 5. 192), faculties which in the Renaissance were an essential aspect of the virtuous man. Whether or not Hamlet is truly mad, he constructs a persona to dissimulate his purpose of revenge. Painted women were disparaged for poisoning their body with dangerous chemicals; Hamlet engages in a dangerous quest to avenge his father, and because of his quest for revenge, he is fatally poisoned. By assuming an â€Å"antic disposition,† a false face, Hamlet is physically poisoned by the bated sword of Laertes. Laertes’ poison destroys Hamlet’s body natural and symbolically disrupts the body politic, since Hamlet will be unable to rule Denmark. In addition to putting on an antic disposition, a type of face painting, Hamlet possesses other womanly attributes that would arguably have caused some anxiety. Mullaney asserts that popular opinion in the Renaissance, especially in the final years of Elizabeth I’s reign, was against the rule of a female monarch. The English people had always been hesitant to accept a female queen; as Elizabeth I grew older and more infirm, their tolerance for being ruled by a woman diminished. Mullaney further argues that this intolerance was a part of the English subjects’ realization that Elizabeth I was feeble and politically weakening: â€Å"for the Renaissance †¦ misogyny may in fact be an integral part of the mourning process when the lost object or ideal being processed is a woman, especially but not exclusively when that woman is a queen of England, too† (140). As the English public’s grief for the decline of their queen’s strength increased, so too did their contempt for her bodily weakness and inability to govern effectively. Reflecting anxiety about Elizabeth’s I old age and infirmity, Hamlet displays a stereotypically feminine quality that makes him problematic as heir to the Danish throne. Early in the play, Claudius chides Hamlet for his â€Å"unmanly grief concerning the passing of his father (1. 2. 98). Elaine Showalter claims that â€Å"Hamlet’s emotional vulnerability can †¦ readily be conceptualized as feminine† (223). Discussing Hamlet’s creation of a mad persona, Carol Thomas Neely also lists â€Å"passivity and loss of control† among Hamlet’s feminine attributes during his period of madness (326). Hamlet’s emotional vulnerability and passivity, when considered in the politically-charged atmosphere of the late Elizabethan period, can even be seen as his downfall. Mullaney, quoting Tennenhouse, argues that â€Å"Hamlet is a play keenly aware of its late Elizabethan status, in which the impending transfer of power ‘from one monarch to another had to be rethought in view of the aging body of the queen'† (149). He goes on to view Hamlet as inhabiting a male-constructed world. Mullaney asserts that â€Å"like other Shakespearean males, Hamlet achieves a partial if suicidal resolution of the contradictions of patriarchy by constructing a world that is not so much gendered as free from gender differentiation—a world that is all male† (158). It is believable that Hamlet’s true problem is actually the opposite—his world is too female, or rather feminine. Despite the small number of females in the play, Hamlet presents a feminine character in a male body, a twisted reflection of Elizabeth I, who claimed to have â€Å"the body of a weak and feeble woman, but †¦ the heart and stomach of a king† (Levin 1). Hamlet possesses the body of a prince, but the heart and stomach of a woman: a fusion which was particularly problematic in the misogynistic environment that prevailed during the sixteenth and seventeenth centuries. As a feminine character in the body of a male, particularly one who, as Claudius observes, is â€Å"most immediate to the throne† (1. 2. 113), Hamlet cannot be allowed to survive and assume the throne. His death, as well as the passage of the Danish monarchy to the quintessential warrior figure, Fortinbras, reflects the transition of the throne from Elizabeth I to James I. James I’s ascension to the English throne alleviated some anxiety of female sovereignty, although his reign showed his peevish, cowardly, and self-indulgent disposition. When Hamlet puts on an â€Å"antic disposition,† crafting himself as mad, he evinces natural traits that are usually associated with feminine weakness. Hamlet is beset with passivity and indecision, two qualities often ascribed to women in the Renaissance (Woodbridge 275-99). Passivity and indecision impede and nearly thwart his quest to obey his father’s demand for revenge. Davis D. McElroy claims that Hamlet, in addition to considering the ghost’s exhortation to avenge him, contemplates taking no action at all. McElroy examines the opening five lines of the â€Å"to be or not to be† soliloquy: To be, or not to be, that is the question: Whether is nobler in the mind to suffer The slings and arrows of outrageous fortune, Or to take arms against a sea of troubles, And by opposing, end them. (3. 1. 64-8) McElroy alleges that these lines, which are generally believed to be Hamlet’s argument regarding suicide, constitute a different deliberation on revenge: killing Claudius, as the alleged ghost of his father demands, or taking no action at all—a more cowardly decision, certainly, but definitely safer. McElroy compares the two options by examining the rhetoric of chiasmus—claiming that â€Å"to be† refers to â€Å"taking arms† against Claudius and â€Å"not to be† refers to â€Å"suffering †¦ outrageous fortune. † He argues that the speech pertains more reasonably to revenge than suicide because killing oneself is more like â€Å"avoiding† one’s troubles than â€Å"opposing† them (544). It can be posited that Hamlet’s indecision concerning his vow to avenge his father parallels Elizabeth Fs refusal to name an heir. As Tennenhouse observes, Where Claudius would be second to Hamlet and Hamlet’s line in a patrilineal system, the queen’s husband and uncle of the king’s son occupies the privileged male position in a matrilineal system.. . It is to be expected that Claudius could not legally possess the crown, the matrilinear succession having the weaker claim on British political thinking. (89) Hamlet’s duty is not merely to uphold his promise of vengeance. He also has an obligation to his country to see Claudius removed from the throne and Hamlet, the rightful ruler in patrilineal succession, put in his place. When Hamlet contemplates neglecting this obligation, he endangers the succession to the Danish throne in much the same way that Elizabeth I’s secrecy concerning her own succession endangers England. Arguably, Hamlet fails in his responsibility to protect the Danish succession: after Hamlet’s death, Fortinbras, a Norwegian, assumes the throne. Although Fortinbras is a better candidate than the corrupt Claudius, he is a member of Norway’s royal line, not Denmark’s. Elizabeth I’s refusal to marry consigns England to a similar fate regarding kingship and royal lines. James I is a member of the British royal family, but he is a Stuart, not a Tudor. As the Virgin Queen, Elizabeth I secures her own power by refusing to name a successor during her lifetime, but she allows her familial line to die with her. Elizabeth I also protected her political authority by crafting several personas. As seen in the Rainbow Portrait, she took liberally from mythological figures, such as Astraea, Flora, and Diana. Just as Elizabeth I appropriated the appearance and femininity of goddesses, Hamlet appropriates the masculine authority he observes in Fortinbras. Hamlet attempts to construct a persona that goes beyond an antic disposition, wanting to fashion himself as a strong son and leader of Denmark. After hearing of Fortinbras’s plan to attack a desolate stretch of Poland, Hamlet resolves to emulate the militant Fortinbras by fashioning himself as a â€Å"bloody† avenger: How stand I, then, That have a father killed, a mother stained, Excitements of my reason and my blood, And let all sleep †¦ †¦ O, from this time forth My thoughts be bloody or be nothing worth! (4. 4. 59-62, 68-9) Although Hamlet desires to construct himself as an aggressive and violent fighter, he is never able to attain Fortinbras’s forcefulness. Hamlet’s passivity here shows weakness and debility, not qualities appropriate in a military leader or a monarch. Although Hamlet attempts to assume the masculinity of Fortinbras, shaping himself as a potent agent of revenge, Hamlet’s attempted emulation of Fortinbras’s masculinity is merely another false front. Hamlet recognizes his own passivity, but however much he tries to counter and suppress it, his femininity is too firmly a part of his personality for him to overcome it completely. Even though Hamlet seeks to avenge his father’s murder, he is unable to kill Claudius in Act three, scene three. Hamlet decides not to kill Claudius at his attempted prayer, and he thus does not do what he has resolved to do. At this point in the play, the audience sees a fluid character, one who first fashions himself as mad, then earnestly attempts to mold himself like the soldier Fortinbras. However much Hamlet views himself as mutable, he cannot override his passive nature. Hamlet attempts to put on Fortinbras’s masculine disposition after killing Polonius and assuring the deaths of Rosencrantz and Guildenstern, yet even after returning from his voyage to England, Hamlet is caught in his feminine passivity. Despite his earlier resolve that â€Å"his thoughts be bloody or be nothing worth† (4. 4. 69), Hamlet makes no move against Claudius. He walks with Horatio in the graveyard, where he learns of Ophelia’s death (5. 1. 253), and he attacks Laertes at her gravesite (5. 1. 273), but he still clings to his false antic disposition. Gertrude calls his behavior â€Å"mere madness† and compares Hamlet to a â€Å"female dove† (5. 1. 302, 304). Hamlet’s shock and grief at learning about Ophelia’s death could excuse his distraction from attacking Claudius, but Hamlet delays his task too long. By waiting for Laertes’ challenge instead of choosing his own time to confront Claudius, Hamlet is forced to fight on the treacherous king’s terms and dies at the tip of Laertes’ poisoned sword. Hamlet’s struggle mirrors the rule of Elizabeth I, who controlled her public image through elaborately constructed personas. Similar to Hamlet, Elizabeth I attempted to disguise or suppress her feminine weakness. She proclaimed that she possessed a masculine body politic despite her female body natural. Elizabeth I maintained supremacy throughout her reign—no easy task for a woman in the Renaissance—yet her refusal to marry and produce heirs ended the Tudor line of succession. Hamlet’s plight reflects the anxiety experienced by many English subjects as Elizabeth I grew older with no children to succeed her: as Elizabeth I aged, the question of the sovereign’s role or representation to provide for the common welfare became increasingly critical. The Queen was still a mere woman, even though she had the â€Å"heart and stomach of a king† (Levin 1). Equally, Hamlet strives to create a public persona that corresponds with the masculine strength of Fortinbras, but he ultimately succumbs to feminine passivity, even though he is a prince. Conclusion Hamlet reflects the anxiety of many of Elizabeth I’s subjects concerning the strength of their Queen and the succession of the monarchy. With no husband and no heir to the throne, the political security of the country was at stake. Furthermore, many citizens were concerned with Elizabeth I’s aging body and her undignified attempts to appear younger. This concern developed in many cases into contempt for Elizabeth I’s deceptive manipulations of her image. Hamlet has many feminine characteristics that, especially in the climate of Elizabeth I’s decline, make him unsuitable as a ruler or potential king. Although he is not naturally suited to the masculine requirements of kingship, Hamlet strives to overcome his feminine nature in order to reinstate the honor and dignity of his family and kingdom. Although he accomplishes this end, his femininity delays him until he is betrayed by Claudius’ treachery. Hamlet removes Claudius from the throne, but at the cost of many lives, and the Danish monarchy passes to a Norwegian ruler. Like Elizabeth I, Hamlet tries to recreate his identity to gain needed respect and authority, but ultimately fails to protect his father’s line of succession. In Hamlet, readers can surmise some of the feelings Shakespeare may have experienced in the growing misogyny that permeated the final years of Elizabeth I’s reign. Like Hamlet, Elizabeth I was not without flaws, and her subjects came to resent her for these weaknesses, anticipating the advent of a more powerful—and masculine—monarch. As Shakespeare demonstrates with Hamlet’s poignant death and with Fortinbras’s triumph, a stronger, more manful monarch is not necessarily a more admirable or worthy one. Works Cited Greenblatt, Stephen. Renaissance Self-Fashioning: From More to Shakespeare. Chicago: U of Chicago P, 1980. Levin, Carole. â€Å"The Heart and Stomach of a King†: Elizabeth I and the Politics of Sex and Power. Philadelphia: U of Pennsylvania P, 1994. McElroy, Davis D. â€Å"To Be, or Not to Be’—Is That the Question? † College English 25. 7 (1964): 543-545. Mullaney, Steven. â€Å"Mourning and Misogyny: Hamlet, The Revenger’s Tragedy, and the Final Progress of Elizabeth I, 1600-1607. † Shakespeare Quarterly 45. 2 (1994): 139-62. Neely, Carol Thomas. ‘†Documents in Madness’: Reading Madness and Gender in Shakespeare’s Tragedies and Early Modern Culture. † Shakespeare Quarterly 42. 3 (1991): 315-38. Shakespeare, William. Hamlet. Eds. Barbara A. Mowat and Paul Werstine. New York: Washington Square P, 1992. Showaiter, Elaine. â€Å"Representing Ophelia: Women, Madness, and the Responsibilities of Feminist Criticism. † Hamlet: Complete, Authoritative Text with Biographical and Historical Contexts, Critical History, and Essays from Five Contemporary Critical Perspectives. Ed. Susanne L. Wofford. Boston: Bedford Books of St. Martin’s Press, 1994. Tennenhouse, Leonard. Power on Display: The Politics of Shakespeare’s Genres. New York: Methuen, 1986. Tilley, M. P, ‘†I Have Heard of Your Paintings Too’. (Hamlet III, i, 148). † The Review of English Studies 5. 19 (1929): 312-17

Process Design and Management Essay

Increased co-production of goods and services (Process Design and Management) The Internet has opened new ways for the customer to interact directly with a firm. Simple direct entry and monitoring of orders is only the first step in the progression of value-added services made possible through information sharing. 1. 0 Introduction The topic of process design and management will generally goes on explaining the word ‘design’, in its broadest sense, is right at the heart of operations management. The design is an activity that can be approached at different levels of detail. Design must reflect the needs of customers, and able applies to products, services and processes. It can be managed as an operations transformation process in its own right. Moreover, the design is starts with something very abstract which represents a concept and ends with something very specific, which means by the final design. Some defines that to ‘design’ is to conceive the looks, arrangement, and workings of something before it is created. First, the position of the process according to its volume and variety characteristics must be defined. Eventually the details of the process must be analyzed to ensure that it fulfills its objectives effectively. Product/service design and process design are interrelated. Small changes in the design of products and services can have profound implications for the way the operation eventually has to produce them. Similarly, the design of a process can constrain the freedom of product and service designers to operate as they would wish. The relationship between designing products and services on one hand and designing the processes that make them is an important point to consider. It is possible to separate product design and process design in manufacturing sector, however it is impossible in practice to separate service design and process design. This is because many services (especially high visibility services) are the same thing. Even in manufacturing industries there has recently been considerable effort put into examining the overlap between product and process design. There is a growing recognition that the design of products has a major effect on the cost of making them. Many of the decisions were taken during the design of products (for example, choosing the material from which the roduct is going to be made, or the way in which the various components are fastened together) will all define much of the cost of making it. , Therefore, to evaluate the various choices which the designer faces in terms of their effect on manufacturing cost as well as on the functionality of the product itself. Also, the way in which product and process design overall has a significant effect on the time between starting the initial concept design for the product and eventually getting it to market. 2. 0Discussion 2. 1Internet Contributed in Online Purchase Process With the advancement of technology, many aspects of the face-to-face interpersonal dynamics in service encounters between sellers and customers have been replaced with technology-based Internet interfaces. Internet can be regarded as sets of connected firms. A retailer can use an Internet presence to reach consumers all around the world. The Internet makes the expanded range of products, services, and information accessible for consumers from geographically distant and/or emerging markets. In recent years, e-commerce has grown dramatically in terms of volume and variety of goods and services traded. This has created significant opportunities to serve customers through internet stores. It is important for internet stores to focus on achieving higher customer satisfaction to increase co-production of goods and services and to retain customers. According to Field and Smith, internet interaction between a retailer and a customer from the point the customer arrives at the retailer’s website to the point the retailer fulfills the customer’s order, has quickly emerged to become an important class of service operations (Field et al. , 2004; Smith et al. , 2007). Co-production of goods and services in internet is growing steadily. For example, in the third quarter of 2009, internet retailing sales in the U. S totaled approximately $34 billion, a 4. 5% increase from the previous quarter. The quality of the internet on the purchase process has been found to affect customers’ purchase decisions, satisfaction, and loyalty in online retailing (Zeithaml et al. , 2002; Wolfinbarger and Gilly, 2009). Hence, to be competitive in the market place, internet is the paramount and as the new ways for the customer to interact directly with a firm. Besides that, the internet is responsive and convenient for customers in the online purchase process. Through internet, the firms being able respond to the unique needs and wants of individual customers by providing the â€Å"right content in the right format to the right person at the right time. † Retailers can facilitate a convenient and responsive online purchase process, serve their customers better, improve customer satisfaction and increase retention. Customer satisfaction is the ultimate result of meeting a consumer’s expectation from the performance of products. Most satisfied customers normally have the intention to re-purchase the products if product performance meets his or her expectation. Like traditional business, online businesses also need to satisfy their customers. Customer satisfaction is one of the central constructs in the study of consumer behavior both in traditional and online business environment (Alam et al. , 2008) found that website design is one of the unique features affecting online shopping environment (Shergill and Chen. , 2005) identified web site design characteristics as the dominant factor which influences consumer perceptions of online purchasing. It can be argued that online shoppers want to receive the right quality and right quantity of items that they have ordered within the stipulated time offer by the e-tailers. In addition, time and cost saving are the main advantages of online shopping. Time efficiency and store efficiency are reflected in time cost and price savings respectively (Devaraj et al. , 2002). These are the determinants of satisfaction. Delivery performance has significant influence on customer satisfaction (Lee and Joshi et al. , 2007; Ahn et al. , 2004; Ho et al. 2004); Grewal et al. , 2004 and Shih et al. , 2004). One of the examples of online firm that successfully increase their co-production of goods and services via internet is Amazon. In an annual study tracking customer satisfaction ratings with the top 10 online retailers, perhaps the biggest takeaway is that Amazon is the world’s biggest e-retailer for a reason that it just plain makes customers happier than their competitors (show by Table 1 below). Amazon continues to set the standard for e-retailers. For instance, upon arrival at the Amazon. om website, a registered customer is greeted by the customer’s name. The customer is then provided with recommendations of products that the customer might be interested in, based on the product searched for or those previously bought by the customer. The website provides the option of receiving reminders of special events like birthdays of loved ones or information about the arrival of the latest books by their preferred author. When the customer is ready to make the purchase, the website retrieves the personal account information such as shipping and payment. In the early stages of Internet development, trust is a critical factor in stimulating purchases over the Internet. Trust is not only a short-term issue but the most significant long-term barrier for realizing the potential of Internet marketing to consumers. An experiential survey of U. S. -based online surfers, new to Internet based shopping, found the shoppers fascinated by international shopping opportunities on the Web, but they were skeptical about actual purchasing from overseas sites. Others report widespread distrust among consumers about Internet-based merchants. To improve customer loyalty, some websites offer discussion groups in their websites and promote common interest to pull targeted customers. When the website contains valuable information about the product then the customer would be motivated to visit the website again. Just like any other medium of business, internet business should also focus on making their customers feel ‘special’. In any business, customer loyalty is a result of exceptional personal services and exceeding customer expectations. 2. 2Internet Strive to Born Global Firms More and more firms’ even very small ones have operations that bridge national borders soon after their founding. Due to the Internet and related information technologies (IT) that enable many of them, this new breed of firms began emerging in the 1990s and is dubbed â€Å"born-global† because their operations often span the globe early in their existence. The definition of born global firm is â€Å"a business organization that, from inception, seeks to derive significant competitive advantage from the use of resources and the sale of outputs in multiple countries. Born global firms begin with a borderless world view, and immediately develop strategies to expand themselves abroad. This is striking, given the great changes that have taken place in the marketing environment due to introduction of the Internet and other modern technologies that enable bypassing of conventional channels (Frazier et al. , 1999). It therefore seems justifiable to study the Internet-based channel strategies of born globals (Moen et al. , 2002). It is particularly interesting to examine the global expansion of the born globals and their use of the Internet as a sales channel (Servais, Madsen, & Rasmussen, 2007). A few studies have investigated the role of information and communications technologies in the international performance of born global firms. Loane (2006) examined the role of the internet in the internationalization of small entrepreneurial firms from various countries (Loane, 2006). Born globals use the internet for communication, for marketing communications, and to lesser degree for managing customer relationships as well as sales transactions and fulfillment activities. Most of the investigated firms also se the internet to support off-line sales, and about one-quarter used the internet to support distribution channels and intermediaries. A significant number of firms used the internet to support relations with partners, suppliers, clients, agents and distributors, R&D partners, and software coding developers, both nationally and internationally. The born globals also used the Internet as a tool for acquiring knowledge, such as market and competitive intelligence, which the n become part of the collective wisdom of the firm. The internet makes borders between countries less relevant and facilitates direct interaction between all types of business entities around the world. Born globals use the internet to convey their market presence abroad, support relationships with foreign partners, offer services related to their products, facilitate product development, and maintain relations with foreign customers (Servais, Madsen, and Rasmussen et al. , 2007). Logitech, the computer peripherals company, is perhaps one of the best early examples of a successful born-global firm. According to Benjamin M. Oviatt and Patricia Phillips McDougall, â€Å"Global Start-Ups: Entrepreneurs on a Worldwide Stage. † Focusing first on the PC mouse, the company was founded by two Italians and a Swiss. The company’s operations and research and development were initially split between California and Switzerland, and then it expanded rapidly with production in Ireland and Taiwan. With its stylish and ergonomic products, Logitech captured 30 percent of the global computer mouse business by 1989, garnering the start-up a healthy $140 million in revenues. 2. 3 . Value and Productivity in the Internet Economy Nowadays, many business companies had started practiced in using internet to make interaction with consumer, business people, corporate, and trading partners. The product and service designs and the management play an important role in their profitability and their company sustainability. The company had created the website as haphazard compilations of company brochure ware or static personal web pages as well. These things had come out it with the images that users merely shared with friends and family. It has quickly evolved into a myriad of highly sophisticated online pplications and business processes. On the other hand, the forward thinking company had introduced to attain new heights in productivity and the forward thinking companies could created by leveraging the internet massive public technology infrastructure. To increase the co- production of goods and services, the innovation and awareness of using internet are important to create value through the technologies component. Other than that, the human capitals are also important in operation of the business and managing the design in the company. Therefore, the employers must to be selective in recruiting, and hiring people, whomever that he or she are able to give their efforts into the jobs or task. The value added service could be made by proposing the internet way user whereby the customer can interact directly to the company to improve and enhance their quality service and product through fulfil the customer needs and satisfaction. All of these elements are need depends on the capability of the human resource which in not only posses the technologies equipment. The company have to construct the internet economy’s structure by referred the economics performance in traditional, among other things, technology, the transportation infrastructure, availability of raw materials, and the quality of a skilled labor force. In contrast, the Internet economy comprises the four-layered model shown in Figure 1. The Internet’s infrastructure consists of two layers which are including the global high-speed IP-based networks and applications, and consulting, training, and integration services. Each Internet economy layer has a complementary relationship with every other layer. For example, with advances in layers 1 and 2, ? rms at layers 3 and 4 can provide media-rich content to consumers as well as offering new digital products and services Besides that, complementary relationship implies that the value of doing more of one factor increases by doing more of another. Internet applications and e-commerce are strong complementary relationship between the network infrastructures in the Internet economy. For example, as the Internet bandwidth increases dramatically with the spread of broadband technology, application vendors are rushing to develop powerful multimedia software that can take advantage of the increased bandwidth. These factors lead to increased economic activity on the Internet in the form of media-rich content. The Internet had open the nature stimulates innovation in the network and applications infrastructure, leading to the vastly accelerated development and deployment of new technologies in the Internet marketplace. Figure 2 shows an import/export view of the Internet and physical economies that groups businesses in ? ve categories: 1st : pure digital-products businesses that offer content, knowledge, or services directly over the Internet. 2nd Internet-based companies that deal with physical products, importing goods to be sold from the physical economy. 3rd Traditional businesses that sell some of their products or services directly over the Internet. 4th content developers, Internet service providers, Web and applications hosting services. 5th companies that do not sell directly over the Internet. Unlike the physical economy, which relies heavily on physical resources, the Internet economy thrives on information and knowledge to create value, productivity, and efficiency. Firms that rely on these intangible assets are more likely to succeed in this new world than those that continue to focus on physical processes. The Web’s information and knowledge intensity is a crucial factor in driving performance metrics like online revenue and gross margin, and every partner in a value Web must adopt the Internet in its daily operations to maximize the bene? s of electronic business. T here were few examples for these phenomena that might be able to be the related with it. One of the example is car assembly lines, which had ? rst appeared in the dictionary in 1930 (Hirschhorn, 1984: 9), were argued to be the keystone to prevailing 20th century concepts of human management (Emery, 1976). It is thus hardly surprising that industrial value production was conceptualized in terms of the value chain. The taxation system developed at that time re? cts this. In industrial value creation, customers were seen as destroying the value which producers had created for them. On the other hand, the accounting systems emerging at that time thus wrote down the value of what was acquired to zero over a shorter or longer depreciation period. The end user in this scheme equals the ? nal customer. For producers, industrial value was realized in the transaction, which joined and separated them from customers. Value here equalled the price which the customer paid: in competitive terms, value is the amount buyers are willing to pay for what a ? rm provides them (Porter, 1985: 38); or, value is what customers are willing to pay (Porter, 1985: 3). 2. 4 The Impact Of Design Management And Process Management On Quality: An Empirical Investigation. Design management and process management are two important elements of total quality management TQM implementation. They are drastically different in their targets of improvement, visibility, and techniques. In this paper will review the establishment of framework for identifying the synergistic linkages of design and process management to the operational quality outcomes during the manufacturing process internal quality and upon the field usage of the products external quality. Through a study of quality practices in manufacturing plants from multiple industries, the both design and process management efforts have an equal positive impact on internal quality outcomes such as scrap, rework, defects, performance, and external quality outcomes such as complaints, warranty, litigation, market share. A detailed contingency analysis shows that the proposed model of synergies between design and process management holds true for large and small firms, for firms with different levels of TQM experience, and in different industries with varying levels of competition, logistical complexity of production, or production process characteristics. Finally, the results also suggest that organizational learning enables mature TQM firms to implement both design and process efforts more rigorously and their synergy helps these firms to attain better quality outcomes. These findings indicate that, to attain superior quality outcomes, firms need to balance their design and process management efforts and persevere with long-term implementation of these efforts. The manufacturing strategy literature has viewed product quality as one of the major competitive priorities for attaining a sustainable competitive advantage Hill, 1994. Recently, the speed of new product introduction has also been added to this list of priorities Kim, 1996 . From a quality management perspective, the speed of new product design and development indicates the importance of designing quality into new products. Because design efforts often have a limiting impact on attainable product quality, several researchers have stressed the importance of designing quality into products Juran, 1981; Juran and Gryna, 1993; Hauser and Clausing, 1988; Dean and Susman, 1989; Taguchi and Clausing, 1990; Boothroyd et al. , 1994; Mizuno and Akao,1994 . External and internal quality outcomes the notion that overall market and business performance can be realized through long-term product quality improvement is a cornerstone of the contemporary quality revolution George and Weimerskirch, 1994; NIST, 1998. Customers form their impressions about a firms products based upon their current and past experience with these products Garvin,1987. A satisfactory field performance of the products is accompanied by lower customer dissatisfaction, greater customer loyalty, and improved market share Crosby, 1979; Buzzell and Gale, 1987; Hardie,1998 . We label this aspect of quality outcome as external quality because it is related to the customer’s perspective of the products upon field usage. It captures Juran’s fitness for use dimension of product quality Juran, 1981; Juran and Gryna, 1993 . Specifically, we focus our attention on four long-term indicators of external quality: warranty work, litigation claims, customer complaints, and market share. The quality of products passing internal tests of reliability should affect the experience of customers who use the products in two prominent ways. First, customers perceive product quality in terms of their net value defined as the ratio of performance to cost: Artzt, 1992. Thus, for products with the same performance levels, lower price will drive customer choice and satisfaction. Second, customers willing to spend a certain amount of money will choose the products that offer maximum performance for that money. 2. 5Internet as tool to enhance global strategy It’s can’t be deny that the internet plays a major role in every aspect of our modern life. Moreover, Internet technologies play a major role in business. The internet has contributed to the success and growth of businesses. This journal article is emphasizing on Internet are used to enhance global strategy. Internet is a driver of globalization. Observing the more successful applications, commentators and researchers have suggested a number of industry characteristics which promote Internet use (Andal-Ancion et al. ,2003): digitizability of the end product (e. g. , most information-based products such as directories and encyclopedias), time sensitivity of the end product (e. g. , airline travel), high search costs (e. g. , books), potential for customization (e. g. , clothing retailers), insufficient matching of buyers and sellers (e. g. , business- to-business exchanges and consumer-to-consumer auction sites), and a tradeoff between richness and reach (e. . , retail brokerage, Evans and Wurster, 1999). First at all, the internet makes communication fast and cost efficient. Businesses use internet technologies such as Skype internet and video calls, email and video conferencing to make communication virtually instant. Next, the internet plays a big role in the growth of businesses. It gives businesses an opportunity to reach a wider global audience. Promoting through the internet is also a way to increase sales and reach the desired growth level. Business can also expand by having an online division. The effect of this decentralization of transactions and information transfer raises major questions about the role of bodies which would have traditionally had functions of control, such as governments and regulatory institutions. In terms of transferring, accessing information, companies are now much less dependent on local infrastructures. In the aspect of marketing, Internet was playing important role in advertising. Most businesses are taking advantage of the internet to market their products and services to a global audience. The most notable internet technologies here include search engines such as Google. Social networking websites play a role in business networking by connecting like-minded professionals. Through the internet, people have found business partners and great employees. Moreover, the internet has helped cut costs by outsourcing services to countries where it is cheaper to provide these services. Apart from that, outsourcing enables businesses to concentrate on their core services and become more efficient. One role of internet in business is the birth of ecommerce websites and online payment solutions that allow people to shop online from the comfort of their own homes. Furthermore, the internet has opened up new business opportunities and giving rise to a group of successful online business owners. This is a powerful role as anyone can now start an online business. Cost and speed advantages are also substantial. The Internet is a much less expensive way to send information, and this information can be received in real time anywhere in the world. For global businesses this has massive implications for the possible scale and scope of operations and redefines the traditional trade-off between richness and reach, allowing both to be achieved for relatively little cost. Internet also brings effects on global products and services. Global products and services are seldom totally standardized worldwide, but they are designed with global markets in mind, and they have as large a common core as possible. Some industries and categories, such as personal computers and air travel, allow the potential for a very large common core, while others, such as furniture and legal services, allow for less commonality. Deciding on the extent of global standardization poses a major dilemma for MNCs. Use of the Internet and websites eases this dilemma by making it easier to offer an array of global, regional, or local products, and local customization options for standard core products. While the same can be done through traditional media (brochures or sales calls), but the Web provides more options and the interactivity of the Internet provides for customization by the customer. This can seen from Dell Computer’s ordering system. As the lesson 4 in this article has mentioned the use of the Internet enables both globally standardized and locally customized products and services. Companies can now use the Internet to lessen the globalization tradeoffs they have had to make in regard to products and services. Now, let have a seen on co-production, which means delivering public services in an equal and reciprocal relationship between professionals, people using services, their families and their neighbours. Where activities are co-produced in this way, both services and neighbourhoods become far more effective agents of change (David B & Michael H. ) the co-production has a significantly role in the process design and management. As the Internet has designed to interrelated the product and service jointly to the customer. For instance, Dell Computer has promoted Dell Online Self Dispatch to the customer as it is a comprehensive part dispatch program designed to support efficient hardware resolution. Dell also declared the Dell Online Self Dispatch (DOSD) as one global portal for efficient hardware resolution. The customers can access the Website through Internet to had the hardware support from Dell by self-service. 3. 0 Conclusion In summary, product/service design and process design are interrelated. Small changes in the design of products and services can be profound implications for the way the operation eventually has to produce them. The process design and management is right at the heart of operations management. The design is an activity of approaching at different levels of detail and it must be reflecting the needs of customers, and able applies to products, services and processes. The design is starts with something very abstract which represents a concept and ends with something very specific, which means by the final design. The company must follow the processes designs according to its volume and variety characteristics. Eventually the details of the process must be analyzed to ensure that it fulfills its objectives effectively. The proposed model of synergies between design and process management holds true for large and small firms, for firms with different levels of TQM experience, and in different industries with varying levels of competition, logistical complexity of production, or production process characteristics. Finally, the results also suggest that organizational learning enables mature TQM firms to implement both design and process efforts more rigorously and the synergies between design and process management help these firms to attain better quality outcomes. Q5. Raising senior management awareness of operations as a significant competitive weapon (Job Design and Performance Management). 1. 0 Introduction Many senior executives entered the organization through finance, trategy, or marketing and built their reputations on work in these areas, and as a result often take operations for granted. The executives have creatively used operations management for competitive advantage. Raising senior management awareness of operation as a significant competitive weapon refers to the job design of the senior management and the performance of the management. Theoretically, workers  are  motivated  by  jobs  in  which  they  feel  they  can  make a  difference  in their perf ormance and the way the  tasks  give are  combined  to  for complete  jobs. Clear  job  descriptions  will motivate  workforce  and  be successful  in completion  of  tasks. It also important to have both of the employer and employee needed to share understanding of the work to be done with it and comfort with working environment. The employee and employer also need to face the challenges associated with employing a large of people in a wide variety of people in a wide of capacities. Most of the employee is assigned to do a job because they are perceived to be able to fill its requirements. Many  tasks  depending on ability time allotment and other constraints. The role of HR in the present scenario has undergone a sea change and its focus is on evolving such functional strategies which enable successful implementation of the major corporate strategies. In a way, HR and corporate strategies function in alignment. Today, HR works towards facilitating and improving the performance of the employees by building a conducive work environment and providing maximum opportunities to the employees for participating in organizational planning and decision making process. Today, all the major activities of HR are driven towards development of high performance leaders and fostering employee motivation. So, it can be interpreted that the role of HR has evolved from merely an appraiser to a facilitator and an enabler. Performance management is the current buzzword and is the need in the current times of cut throat competition and the organizational battle for leadership. Performance management is a much broader and a complicated function of HR, as it encompasses activities such as joint goal setting, continuous progress review and frequent communication, feedback and coaching for improved performance, implementation of employee development programmes nd rewarding achievements. The process of performance management starts with the joining of a new incumbent in a system and ends when an employee quits the organization. Performance management can be regarded as a systematic process by which the overall performance of an organization can be improved by improving the performance of individuals within a team framework. It is a means for promoting superior performance by communicating expec tations, defining roles within a required competence framework and establishing achievable benchmarks. A  performance management process  sets the platform for rewarding excellence by aligning individual employee accomplishments with the organization’s mission and objectives and making the employee and the organization understand the importance of a specific job in realizing outcomes. By establishing clear performance expectations which includes results, actions and behaviours, it helps the employees in understanding what exactly is expected out of their jobs and setting of standards help in eliminating those jobs which are of no use any longer. Through regular feedback and coaching, it provides an advantage of diagnosing the problems at an early stage and taking corrective actions. To conclude, performance management can be regarded as a proactive system of managing employee performance for driving the individuals and the organizations towards desired performance and results. It’s about striking a harmonious alignment between individual and organizational objectives for accomplishment of excellence in performance. 2. 0 Discussion 2. 1 JOURNAL: THE EFFECT OF MANAGEMENT COMMITMENT TO SERVICE ON EMPLOYEE SERVICE BEHAVIORS: THE MEDIATING ROLE OF JOB SATISFACTION Refer on the journal; the proposed model in the Thai hotel work setting indicates that management service initiatives, particularly training, rewards, and empowerment deliver a strong message to employees that the management is devoted to quality service, ultimately creating the positive affect (i. e. , employee satisfaction). Furthermore, the result showed that when employees are satisfied with their job, this positive feeling about their job motivates them to go the extra mile for customers and help co-workers and supervisors in need. Currently, not all hotel operators in Thailand favour the four management service initiatives because those options can be costly. However, it seems to be clear that management should consider allocating more resources to implement such initiatives. Among the four management service initiatives, rewards displayed the largest effect on Thai hotel workers’ job satisfaction, with the largest path coefficient. In general, two kinds of rewards are available: financial and nonfinancial rewards. Rewards also range from a simple thank-you note for an exceptional service to a large reward such as wage increase and promotion. Rewards given to employees, regardless of the type, must be meaningful to the employees and the organization. In other words, rewards should be based on employees’ job performance and reflect the organization’s goal and service standard. Most rewards in the Asian culture, including Thailand, are in monetary form. However, because of the growing influence of the Western style of management, rewards in the form of recognition, such as being selected as employees of the month (or the year) with a certificate, are getting popular in Thailand. This kind of recognition can increase employees’ morale and make workers feel that they are appreciated and valued as a member of the organization, leading to job satisfaction and organizational loyalty. Panmunin (1993) reports that Thai hotel employees suffer from low self-esteem because the Thai caste system disparages servants as low caste individuals. The result of the present study seems to emphasize the importance of appropriate rewards for Thai frontline hotel workers, who may be often neglected and unappreciated in the caste system (high-power-distance culture), to improve their work morale. Next, this study demonstrates that training cannot be overlooked to satisfy hotel workers. Through training, Thai employees master the basic skills necessary to perform the daily duties of the position and develop job competence. In addition to the basic skills, more Thai hotels are offering training such as dealing with guests’ complaints. It is a new type of training that originates from the Western hotel companies. Typically, when Thai employees encounter disgruntled or difficult guests, they have supervisors or mangers handle the situation. This new training program broadens frontline employees’ responsibilities and teaches proper techniques to resolve conflicts and deal with problems immediately to build customer satisfaction. The result of this study seems to suggest that Thai hotel personnel are satisfied with this new, additional training. Third, this study implies that empowered Thai employees are satisfied and exert more positive service behaviours. This result contradicts the proposed hypothesis. Despite the vertical culture, more and more hotel organizations in Thailand are embracing the concept of empowerment by allowing frontline personnel to make more decisions to take care of in-house guests. Although empowerment is a relatively new concept for hotels in Thailand, the result indicates that line employees are quickly adopting such a work practice and are happy about it. In general, frontline employees are much younger than managers in Thai hotels. The young generation has been more exposed to the global influence of U. S. culture. Thus, young Thai hotel employees may regard a Western management practice such as empowerment highly. We also speculate that the positive empowerment outcome is attributed to the new additional training and the Western style of rewards. Research has shown that empowerment often involves training and rewards to be more effective. Another possible explanation regarding the positive effect of empowerment is the growing size of tourism. Thailand is one of the popular travel destinations in the world, and hotels are receiving large numbers of international customers. In Western countries, it is common to see frontline employees empowered to meet the guests’ needs immediately. Travelers, particularly from the United States and Europe may be accustomed to such a level of customer focus and expect Thai hotels to offer a comparable level of service. The management in Thailand is becoming aware of the phenomenon and therefore expending more effort to make use of empowerment to please international hotel guests. Finally, there is no significant effect of organizational support on hotel employees’ job satisfaction. In this study, organizational support focuses on help offered to frontline workers when necessary, appropriate job design, and support for frontline employees’ goals and values. This insignificant result may be partly associated with the high power distance between supervisors and subordinates. In the Thai hotel organization, managers are more likely to be valued and respected than frontline personnel, and Thai managers with authoritative leaderships are least likely to place a high priority on the well-being of frontline employees and assisting in their job. Although the organizational culture is changing slowly, and large Thai hotel companies are adopting Western management styles, it takes a long time for employee perceptions to change. Thai frontline personnel are more likely to recognize strong organizational support (i. e. , they feel they receive enough help at work, their job is designed to be rewarding, and their goals and values are as important as managers’ goals and values) in the future. In the conclusion of organizational behaviour, service quality initiatives such as rewards, empowerment, training, and organizational support have been a revolving theme tied with employee satisfaction and performance. This study presents how these initiatives work in a culturally different setting such as Thailand. The results of this study indicate that the service quality initiatives, which mostly originate from the U. S. or Western (horizontal) culture, are worthy of trial in Asian hotels (with a vertical culture) because such initiatives may help improve frontline employees’ morale and self-esteem and ultimately increase the overall effectiveness of the hotel operation. In summary, hoteliers should continue to increase decentralization of authority, develop attractive compensation, and improve frontline workers’ knowledge and skills through ongoing training. Then, all these efforts are likely to pay off by yielding happier, committed staff members who care about guests and other co-workers. 2. 2 ARTICLE JOURNAL: SHAKING UP INTEL’S INSIDES Performance-based, standardized job descriptions provide employees with clear and attainable job duties and responsibilities as well as the resources needed to accomplish them (Mahdieh,2013). We work with employees to explain the tools and their importance to achievement of the organization’s mission and goals a critical factor in retaining valuable staff and preventing costly burnout. Employees are an organization’s most valuable resources. Companies spend considerable amounts of money and time developing and supporting their human resources. A critical component of this development and support is employee performance management. An employee’s performance is a measure of the ways in which their work-related behavior contributes to achievement of the organization’s business objectives. In this article, they have problem in new employee, employees are now â€Å"on stage† when they’re meeting with customers and â€Å"off stage† when they’re in a back office handling paperwork. And he implemented an exhaustive â€Å"playbook† that has scripts for everything down to the language with which tellers are supposed to greet customers. Still, at one Boston branch McGee visited, Paul J. Hillson, a consumer marketing manager, concedes that he encountered initial resistance from some FleetBoston tellers: â€Å"What you hear is, ‘But I already know that customer. â€Å"‘ McGee agrees that changing employee behavior â€Å"is still a work in progress. â€Å". Managing this performance is the key to producing high achieving and reliable human resources. Performance management is a process by which managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the organization(Memoona,2013). More than just an annual performance review, performance management is the continuous process of setting objectives, assessing progress and providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals. In this case we can see analysts said, has been the efforts of McGee and his team to overhaul Fleet’s branches, from products to training to culture. To lure new customers, BofA dangled free checking and free online bill-paying, a service for which many New England banks still charged. And while the old FleetBoston simply gave customers the 800 number for an outside mortgage lender, BofA has outfitted roughly two-thirds of Fleet branches with special software that approves or rejects a customer’s application for a mortgage or home-equity loans within 30 minutes. As a conclusion, this is in line with results in the emotions and justice literature that negative appraisals are influential drivers of employee behaviours and attitudes (Brown et al. ,2011). Performance appraisals are a basis component of human resource management, the outcomes of appraisals are used as the foundation of many human recourse decisions. While organizations devote considerable resources and time into performance appraisal this collected study has demonstrated that the quality of the employee performance appraisal experience are different. There are employees with low quality performance appraisal experiences while at the other end of the scale, there are some employees who state high quality experiences of the performance appraisal process. Moreover, this research demonstrates that organizations pay a price for letting low quality performance appraisal experiences, when employees have low quality performance appraisal experiences the organization will likely to bring a penalty in forms of lower job satisfaction and higher intentions to quit. 2. 3 ARTICLE: BOFA’S HAPPY SURPRISE In this world of competition as organizations effort to remain competitive and sustainable, human resources professionals and strategic planners should collaborate strongly in designing strategies which are more productive and useful (Dazel. 2103). Among these functions, one of the most critical ones that bring global success is performance appraisal . It is more considerable than other processes because its results show the success of the awareness of the other areas in the field of Human Resources and other personnel activities. In the other perspective, assumptions of corporate management show that performance appraisal makes people to be really engaged in the business of the organization. In this situation, the article shows he’s making it clear to employees that, under his leadership, Intel truly are entering a new era. Otellini, who officially takes the helm on May 18, will be the first chief executive without an engineering degree at a company where gear heads have reigned supreme. He believes that to keep Intel growing, every idea and technical solution should be focused on meeting customers’ needs from the outset. So rather than relying on its engineering prowess, Intel’s reorganization will bring together engineers, software writers, and marketers into five market-focused units: corporate computing, the digital home, mobile computing, health care, and channel products PCs for small manufacturers. The development of an organisational culture indicator followed a review of the organisational culture literature, in which particular attention was given to the instruments that have been most commonly used in its measurement (Michael, 2013). In this article, we can see that the new regime will cause a jolt to the culture. For decades, employees have been compensated for their own work. Now teams will be judged as a whole. Engineers, long the top dogs, may resist working with others. â€Å"It’s like saying to a baseball player, ‘Gee, we’re deciding to play pro football,†Ã¢â‚¬Ëœ says Edward E. Lawler, a professor at USC’s Marshall School of Business. â€Å"All of a sudden, the rules of the game are very different. † Otellini has begun to put the pieces in place. Now he’ll need the teamwork of his people to pull it off. As conclusion, this article established that there was no existing tool which adequately met our requirements for a comprehensive, up-to-date measure, easily completed by all levels of the workforce. Through the review process we were able to identify the cultural dimensions most frequently assessed in organisations and deemed important in this extensively researched field. A parallel search of literature on current manufacturing practice highlighted other areas less traditionally examined in culture research, but which we thought relevant in capturing critical aspects of organisational culture in the manufacturing sector. Performance  management  is a significant tool in business  management  today. Management activity of this type makes it easier to evaluate the productivity of individual employees as well as entire departments. As a result, the company will function more efficiently, may keep overhead low, and has a better chance of succeeding. There are many benefits of  performance management  that have a direct bearing on the day-to-day operation, which in turn makes the overall picture for the company much brighter. Inside the company of The New York Times, there have a lot of job design and performance management that occur and be built by the employer to their employees. Many advantages can we get by doing the implementation of job design and performance management. Through the implementation of performance management, the employer can get the result for what actually their employees doing in managing their work. The use of specific metrics in a performance management program allows employer to make decisions regarding performance breakdowns. Initially, it allows employer to pinpoint problems and take the proper corrective actions to immediately rectify them. For example, as our research in year 2003, according to the journal of The New York Times, Arthur Ochs Sulzberger Jr. , the current proprietor, faced what seemed to be a publisher’s ultimate test after a loosely supervised young reporter named Jayson Blair was found to have fabricated dozens of stories. The crisis was emerged between the employer and its employees after the employer getting know about their employee’s attitude. The employer can strictly blot for whom employees that making a wrong attitude and breaking the rules of their job ethics. The effects of these crisis has causes the company’s performance lagging. The companies had difficult moments eventual through allegations received due to errors employees. However, it can be improved by making implementation of performance management. Performance management allows employer to make decision and focus their feedback on issues or crisis directly related to the achievement of the individual employee’s goals and objectives. Any other issues or crisis distracting the employee that don’t contribute to the unit or department’s performance can be quickly and effectively handled and eliminated. One of the examples of performance management that can be found in the journal of The New York Times is where Keller has made so many high-level personnel changes whereby two-thirds of all newsroom workers now report to a new boss. Other than that, Keller has also put into practice a string of reforms suggested by several internal committees formed in the wake of the Blair affair. Meaning to say, these include the appointment of a standards editor and a public editor, or ombudsman. After making this system, the company performances was increase and improved and at the same time the whole of operation managements can be run smoothly. According to journal, The Times posted its gains despite boosting the price of a subscription by more than 20% on average. As a conclusion, a good performance management system works towards the improvement of the overall organizational performance by managing the performance of teams and individuals. That is for ensuring the achievement of the overall organizational ambitions and goals. The Times can built more an effective performance management system that can play a very crucial role in managing the performance in an organization such as ensuring the employees understand the importance of their contribution to the organizational goals and objectives. Other than that, by ensuring each employee understands what is expected from them and equally as pertaining whether the employee possess the required skills and support for fulfilling such expectations. Ensuring proper aligning or linking of objectives and facilitating effective communication throughout the organization and facilitating a cordial and a harmonious relationship between an individual employee and also the line employer based on trust and empowerment. 2. 4 The Effects of Job Rotation Practices on Motivation: A Research on Managers in the Automotive Organizations This article is about the use of data envelopment analysis (DEA) to calculate and analyze the level of technical, allocate and cost efficiencies of Australian hospital food service operations. As we know, every provision of food to the patients is the responsibility of each individual hospital. To prepare the food their must cooked and plated and serve it in hot condition, that can we call as a â€Å"cook-serve system†. Therefore this system required substantial labor input and always created tension arising because of the necessity of working tight schedules and need to achieve high quality standards. In 1970, the new system of foodservice was introduced which is the introduction of the hybrid and cook-chill system. These new system require large initial capital investment. There has been an essential expansion in the use of cook-chill systems throughout the different states because of the technology changes. However, the last health service report published that inefficiency is still a problem with most hospital foodservice operation because of the underutilization of production capacity. Actually, this is the on how performance management taking place to overcome this problem. There are a lot of the significant of making implementation of performance management. The primary reason to make sure performance management processes are functioning properly is to tighten the link between strategic organizational objectives and day-to-day actions. Effective goal setting (including timelines), combined with a method to track progress and identify obstacles, contributes to success and bottom line result. Frequently tracking progress against performance goals and objectives also provides the opportunity to recognize and reward employees for performance and exceptional effort, contributing to job satisfaction and productivity. Employees want to feel successful, to do well at their job and feel there are making a valuable contribution. In order to ensure this happens, employees need a clear understanding of individual goals and how they fit into the larger organization. New technology-based solutions offered can provide goal visibility across entire organizations, offer extensive reporting option and can reduce paperwork by as much as 90%. Clear visibility, regular individual analysis and company-wide employee appraisals help identify corporate competencies and skill gaps. With this valuable data, organizational can identify training and development plans. Performance management best practices result in a wide range of the advantages for employees, employer and whole organizational. In a nutshell, the performance management inside every organizational is one of the essential tool to gain a goal and objectives of organizations. Therefore, the organization like hospital can considered more about their performance management to overcome their problem. At the same times gain successful services to their patient. 2. ARTICLE JOURNAL: THE FUTURE OF THE NEW YORK TIMES – BUSINESSWEEK Human Resource is the most important resource compared with other resources like machine, material, land, etc. In the organizational context, the effectiveness of human resource depends on designing the job according to human capability and characteristics. Job design is the most important function of Human Resource Management. It indicates that, designing of contents, metho ds, functions of a job. The performance of an employee is that, how well an employee performs his or her task duties and responsibilities. Employees’ performance is also crucial. Because the achievement of goals and objectives of the organization is assessed by performance of its resources, employees’ performance should be assessed and maintained periodically. At work, in a human-focussed approach, the human oriented process designs have shown its importance as much as the technical issues, from a productivity aspect. Several human-focussed applications such as increasing motivation at work, improving workers’ physical working conditions, obtaining job security, and increasing job satisfaction, increasing quality nd productivity, decreasing costs to become competitive are increasing it’s importance by the day. Within the natural development process of work, maybe human-centred problems exceed technical problems and even the cost of investment in personal has gone beyond the point of technical investment. Job analysis, training, performance measurement, re-organisation projects, re-engineering studies and especially applications related to job design which support this approach have an important place among human resources applications. Job design related applications began to take shape with a scientific management approach in the 1900s. Models related to job design able to be classified as job rotation, job enlargement, job enrichment, job engineering, quality of work life, social information processing approach and job characteristics approach, have extremely important effects on increasing the productivity of human resources. It is predicted that job satisfaction and productivity will be highest when both job enlargement and job enrichment are jointly applied to redesigning work systems From a conceptual perspective, job design is defined as determining the specific job content, the methods used at work and the relationships between jobs to correspond the firm’s technological and organisational, and the employees’ social and personal expectations. In accordance with this definition, it is stated that a well-designed and defined job increase employees job satisfaction, increases motivation, decreases workplace-related stress, encourage learning efforts and is therefore have a positive effect on employees’ performance. There are many studies published in related literature investigating the relationship between job design and employees’ motivation. The common points of these studies is that the application of job design has a positive effect on the specifics of job performance, like motivation, flexibility, job satisfaction, self-control, and skill development. The relevant studies are shown in Table below.