To what extent was the CIA and the US Government involved in the 1973 Research Paper

To what extent was the CIA and the US Government involved in the 1973 Coup with Chile. Need sources from the American perspectiv - Research Paper Example A strategy was taken after the 4th September 1970 elections to prevent Allende from taking over office. The strategy involved the Central Intelligence Agency (CIA) influencing a congressional run off vote as a constitutional requirement since Allende’s victory was not on absolute majority. According to Mirza (270), the intention of the operation was to make the Chileans aware of dangers of the Marxist regime which was to come with Allende’s reign. Allende was a member of the Socialist Party of Chile and he was the Popular Unity between the coalition of communists, socialists, radicals and the Christian democrats. A Marxist, Allende’s program was to nationalize most of the banks and private industries. He also programmed massive land expropriation as well as collectivization. His opposers included Radomiro Tomic of the Christian Democratic Party and Jorge Alessandri. Allende received 36% of the vote winning over Alessadri (34%) and Tomic (27%). Allende won the maj ority but had votes that were less than the popular vote which did not meet the requirements set out in the constitution. The controversy behind Allende’s victory was that he was against the United States’ national interest over Chile. In spite of pressure from the United States, supporters of Allende together with Christian democrats voted for Allende. ... The CIA took various actions, for instance, it made overtures to foreign governments against Salvador’s presidency. According to Hastedt (80), the CIA also circulated propaganda for local media placement which aimed at mobilizing support to raise public opposition against Allende. The CIA contacted a lay man who had connections with church leaders to influence them against Allende. Chilean military officers improved their connections with station officers. Eduardo Frei of the Christian Democratic Party was encouraged to use his influence and encourage officers to form a new government before Allende was elected by the congress as the president. Frei was reluctant to take this action. Between 5th and 20th October, 1970, the station mobilized more contacts with the key Chilean military officers convincing them to engage in a coup .An attachee of the US embassy’s army was put under CIA station as the operational controller. He also relayed vital information to the military . Four of the CIA officers in non-official cover were instructed to meet with the Chilean officers who participated in plotting the coup. This was the track 11 plan which involved a military coup although it failed. The truck one plan involved political action which was aimed at discouraging the congress from electing Allende as the president. Track two failed as a result of the assassination of the army commander, Schneider. He was a strong supporter of the constitution of Chile and a defender of a military coup against Allende. As noted by Schmitz (101), the CIA and the United States government had agreed that absence of Schneider would prove a better position to plan the coup. One of the coup plotters, Robert Viaux, who was a retired

Nationalization Essay Example | Topics and Well Written Essays - 1000 words - 1

Nationalization - Essay Example Nationalization also occurs if there is a change in government and the political ideology of the government demands a dramatic change in the country’s economic policy. Many times nationalization has been used to promote industries in the country which cannot be made dependent on foreign companies as they cater directly to the people. For example, after Independence from British rule India nationalized its steel industries although it took help from Russia to build steel plant in Rourkela and Bhilai. The most important reason of foreign intervention is the geopolitical and economic interests of powerful states. The interventions don’t necessarily have to be of military nature. Economic sanction is a weapon often used to punish the country for being too closed for foreign companies. Recently U.K. has imposed economic sanctions on Iran because of its nuclear programs. Other countries are to follow soon. Another case of geopolitical interests is Iraq where the allied forces invaded on the pretext of Weapons of Mass Destruction. But even after the Hans Blix’s report on absence of WMDs, the allied forces continued their operations. Many people argue that the main reason behind the invasion was oil. In a similar manner corporate interests influence foreign policies of a country. China has been very interfering in the internal matters of its neighboring country Nepal because of the corporate interests. Nepalese market is flooded with Chinese goods. Corporate interests may not lead to military invasions but they certainly influence countries to adopt protectionist measures. Ideological interests in democracy are also as major factor which leads to interventions. Human welfare is also cited one of the major reasons but there is considerable debate about the authenticity of such claims. While U.S. intervention in Iraq was justified for removing

What is a project?

What is a project? Project Characteristics A project can be defined as a temporary endeavor that is undertaken to create a unique result, which can be a product or a service. There are some terms in this definition, which have to be defined themselves. The main ones are temporary and unique result. The term temporary means that every project must has a definite beginning and a definite end. The end would be reached when the projects objectives have all been achieved, or it becomes clear for us that the project objectives cannot or will not be met, or the former need for the project no longer exists. All of these result in the termination of project. Temporary does not necessarily mean short in duration; many projects can last for several years. In every case, however, the duration of a project is finite. Projects are not ongoing efforts. In addition, temporary does not generally apply to the product, service or result created by the project. Most projects are undertaken to create a lasting outcome. For example, a project to erect a national monument will create a result expected to last centuries. Projects also may often have intended and unintended social, economic and environmental impacts that far outlast the projects themselves. The temporary nature of projects may apply to other aspects of the endeavor as well: The opportunity or market window is usually temporary-some projects have a limited time frame in which to produce their product or service. The project team, as a working unit, seldom outlives the project-a team created for the sole purpose of performing the project will perform that project, and then the team is disbanded and the team members reassigned when the project ends. Unique Products, Services, Or Results A project creates unique deliverables, which are products, services, or results. Projects can create: A product or artifact that is produced, is quantifiable, and can be either an end item in itself or a component item A capability to perform a service, such as business functions supporting production or distribution A result, such as outcomes or documents. For example, a research project develops knowledge that can be used to determine whether or not a trend is present or a new process will benefit society. Uniqueness is an important characteristic of project deliverables. For example, many thousands of office buildings have been developed, but each individual facility is unique-different owner, different design, different location, different contractors, and so on. The presence of repetitive elements does not change the fundamental uniqueness of the project work. Progressive Elaboration Progressive elaboration is a characteristic of projects that accompanies the concepts of temporary and unique. Progressive elaboration means developing in steps, and continuing by increments. For example, the project scope will be broadly described early in the project and made more explicit and detailed as the project team develops a better and more complete understanding of the objectives and deliverables. Progressive elaboration should not be confused with scope creep. Progressive elaboration of a projects specifications needs to be carefully coordinated with proper project scope definition, particularly if the project is performed under contract. When properly defined, the scope of the project-the work to be done-should be controlled as the project and product specifications are progressively elaborated. Projects And Strategic Planning Projects are a means of organizing activities that cannot be addressed within the organizations normal operational limits. Projects are, therefore, often utilized as a means of achieving an organizations strategic plan, whether the project team is employed by the organization or is a contracted service provider. Projects are typically authorized as a result of one or more of the following strategic considerations: A market demand (e.g., an oil company authorizes a project to build a new refinery in response to chronic gasoline shortages) An organizational need (e.g., a training company authorizes a project to create a new course in order to increase its revenues) A customer request (e.g., an electric utility authorizes a project to build a new substation to serve a new industrial park) A technological advance (e.g., a software firm authorizes a new project to develop a new generation of video games after the introduction of new game- playing equipment by electronics firms) A legal requirement (e.g., a paint manufacturer authorizes a project to establish guidelines for the handling of a new toxic material). What Is Project Management? Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing. The project manager is the person responsible for accomplishing the project objectives. Managing a project includes: Identifying requirements Establishing clear and achievable objectives Balancing the competing demands for quality, scope, time and cost Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders. Project managers often talk of a triple constraint-project scope, time and cost-in managing competing project requirements. Project quality is affected by balancing these three factors. High quality projects deliver the required product, service or result within scope, on time, and within budget. The relationship among these factors is such that if any one of the three factors changes, at least one other factor is likely to be affected. Project managers also manage projects in response to uncertainty. Project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on at least one project objective. It is important to note that many of the processes within project management are iterative because of the existence of, and necessity for, progressive elaboration in a project throughout the projects life cycle. That is, as a project management team learns more about a project, the team can then manage to a greater level of detail. The term project management is sometimes used to describe an organizational or managerial approach to the management of projects and some ongoing operations, which can be redefined as projects, that is also referred to as management by projects. There has been a tendency in recent years to manage more activities in more application areas using project management. More organizations are using management by project. This is not to say that all operations can or should be organized into projects. The adoption of management by project is also related to the adoption of an organizational culture that is close to the project management. Although, an understanding of project management is critical to an organization that is using management by projects, a detailed discussion of the approach itself is outside the scope of this standard. The Project Management Knowledge Areas The Project Management Knowledge Areas, organizes the 44 project management processes from the Project Management Process Groups into nine Knowledge Areas, as described below. Project Integration Management: describes the processes and activities that integrate the various elements of project management, which are identified, defined, combined, unified and coordinated within the Project Management Process Groups. It consists of the Develop Project Charter, Develop Preliminary Project Scope Statement, Develop Project Management Plan, Direct and Manage Project Execution, Monitor and Control Project Work, Integrated Change Control, and Close Project project management processes. Project Scope Management: describes the processes involved in ascertaining that the project includes all the work required, and only the work required, to complete the project successfully. It consists of the Scope Planning, Scope Definition, Create WBS, Scope Verification, and Scope Control project management processes. Project Time Management: describes the processes concerning the timely completion of the project. It consists of the Activity Definition, Activity Sequencing, Activity Resource Estimating, Activity Duration Estimating, Schedule Development, and Schedule Control project management processes. Project Cost Management: describes the processes involved in planning, estimating, budgeting, and controlling costs so that the project is completed within the approved budget. It consists of the Cost Estimating, Cost Budgeting, and Cost Control project management processes. Project Quality Management: describes the processes involved in assuring that the project will satisfy the objectives for which it was undertaken. It consists of the Quality Planning, Perform Quality Assurance, and Perform Quality Control project management processes. Project Human Resource Management: describes the processes that organize and manage the project team. It consists of the Human Resource Planning, Acquire Project Team, Develop Project Team, and Manage Project Team project management processes. Project Communications Management: describes the processes concerning the timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information. It consists of the Communications Planning, Information Distribution, Performance Reporting, and Manage Stakeholders project management processes. Project Risk Management: describes the processes concerned with conducting risk management on a project. It consists of the Risk Management Planning, Risk Identification, Qualitative Risk Analysis, Quantitative Risk Analysis, Risk Response Planning, and Risk Monitoring and Control project management processes. Project Procurement Management: describes the processes that purchase or acquire products, services or results, as well as contract management processes. It consists of the Plan Purchases and Acquisitions, Plan Contracting, Request Seller Responses, Select Sellers, Contract Administration, and Contract Closure project management processes. Figure 1-1. Overview of Project Management Knowledge Areas and Project Management Processes The Project Life Cycle Project managers or the organization can divide projects into phases to provide better management control with appropriate links to the ongoing operations of the performing organization. Collectively, these phases are known as the project life cycle. Many organizations identify a specific set of life cycles for use on all of their projects. Characteristics Of The Project Life Cycle The project life cycle defines the phases that connect the beginning of a project to its end. For example, when an organization identifies an opportunity to which it would like to respond, it will often authorize a feasibility study to decide whether it should undertake the project. The project life cycle definition can help the project manager clarify whether to treat the feasibility study as the first project phase or as a separate, stand-alone project. Where the outcome of such a preliminary effort is not clearly identifiable, it is best to treat such efforts as a separate project. The phases of a project life cycle are not the same as the Project Management Process Groups. The transition from one phase to another within a projects life cycle generally involves, and is usually defined by, some form of technical transfer or handoff. Deliverables from one phase are usually reviewed for completeness and accuracy and approved before work starts on the next phase. However, it is not uncommon for a phase to begin prior to the approval of the previous phases deliverables, when the risks involved are deemed acceptable. This practice of overlapping phases, normally done in sequence, is an example of the application of the schedule compression technique called fast tracking. There is no single best way to define an ideal project life cycle. Some organizations have established policies that standardize all projects with a single life cycle, while others allow the project management team to choose the most appropriate life cycle for the teams project. Further, industry common practices will often lead to the use of a preferred life cycle within that industry. Project life cycles generally define: What technical work to do in each phase (for example, in which phase should the architects work be performed?) When the deliverables are to be generated in each phase and how each deliverable is reviewed, verified, and validated Who is involved in each phase (for example, concurrent engineering requires that the implementers be involved with requirements and design) How to control and approve each phase. Project life cycle descriptions can be very general or very detailed. Highly detailed descriptions of life cycles can include forms, charts, and checklists to provide structure and control. Most project life cycles share a number of common characteristics: Phases are generally sequential and are usually defined by some form of technical information transfer or technical component handoff. Cost and staffing levels are low at the start, peak during the intermediate phases, and drop rapidly as the project draws to a conclusion. The level of uncertainty is highest and, hence, risk of failing to achieve the objectives is greatest at the start of the project. The certainty of completion generally gets progressively better as the project continues. The ability of the stakeholders to influence the final characteristics of the projects product and the final cost of the project is highest at the start, and gets progressively lower as the project continues. A major contributor to this phenomenon is that the cost of changes and correcting errors generally increases as the project continues. Although many project life cycles have similar phase names with similar deliverables, few life cycles are identical. Some can have four or five phases, but others may have nine or more. Single application areas are known to have significant variations. One organizations software development life cycle can have a single design phase, while another can have separate phases for architectural and detailed design. Subprojects can also have distinct project life cycles. For example, an architectural firm hired to design a new office building is first involved in the owners definition phase while doing the design, and in the owners implementation phase while supporting the construction effort. The architects design project, however, will have its own series of phases from conceptual development, through definition and implementation, to closure. The architect can even treat designing the facility and supporting the construction as separate projects, each with its own set of phases. Characteristics Of Project Phases The completion and approval of one or more deliverables characterizes a project phase. A deliverable is a measurable, verifiable work product such as a specification, feasibility study report, detailed design document, or working prototype. Some deliverables can correspond to the project management process, whereas others are the end products or components of the end products for which the project was conceived. The deliverables, and hence the phases, are part of a generally sequential process designed to ensure proper control of the project and to attain the desired product or service, which is the objective of the project. In any specific project, for reasons of size, complexity, level of risk, and cash flow constraints, phases can be further subdivided into subphases. Each subphase is aligned with one or more specific deliverables for monitoring and control. The majority of these subphase deliverables are related to the primary phase deliverable, and the phases typically take their names from these phase deliverables: requirements, design, build, test, startup, turnover, and others, as appropriate. A project phase is generally concluded with a review of the work accomplished and the deliverables to determine acceptance, whether extra work is still required, or whether the phase should be considered closed. A management review is often held to reach a decision to start the activities of the next phase without closing the current phase, for example, when the project manager chooses fast tracking as the course of action. Another example is when an information technology company chooses an iterative life cycle where more than one phase of the project might progress simultaneously. Requirements for a module can be gathered and analyzed before the module is designed and constructed. While analysis of a module is being done, the requirements gathering for another module could also start in parallel. Similarly, a phase can be closed without the decision to initiate any other phases. For example, the project is completed or the risk is deemed too great for the project to be allowed to continue. Formal phase completion does not include authorizing the subsequent phase. For effective control, each phase is formally initiated to produce a phase-dependent output of the Initiating Process Group, specifying what is allowed and expected for that phase, as shown in Figure 2-3. A phase-end review can be held with the explicit goals of obtaining authorization to close the current phase and to initiate the subsequent one. Sometimes both authorizations can be gained at one review. Phase-end reviews are also called phase exits, phase gates, or kill points. Project Management Processes The project management processes are presented as discrete elements with well- defined interfaces. However, in practice they overlap and interact in ways that are not completely detailed here. Most experienced project management practitioners recognize there is more than one way to manage a project. The specifics for a project are defined as objectives that must be accomplished based on complexity, risk, size, time frame, project teams experience, access to resources, amount of historical information, the organizations project management maturity, and industry and application area. The required Process Groups and their constituent processes are guides to apply appropriate project management knowledge and skills during the project. In addition, the application of the project management processes to a project is iterative and many processes are repeated and revised during the project. The project manager and the project team are responsible for determining what processes from the Proce ss Groups will be employed, by whom, and the degree of rigor that will be applied to the execution of those processes to achieve the desired project objective. An underlying concept for the interaction among the project management processes is the plan-do-check-act cycle. This cycle is linked by results   the result from one part of the cycle becomes the input to another. See Figure 3-1. The integrative nature of the Process Groups is more complex than the basic plan-do-check-act cycle (see Figure 3-2). However, the enhanced cycle can be applied to the interrelationships within and among the Process Groups. The Planning Process Group corresponds to the plan component of the plan-do-check-act cycle. The Executing Process Group corresponds to the do component and the Monitoring and Controlling Process Group corresponds to the check and act components. In addition, since management of a project is a finite effort, the Initiating Process Group starts these cycles and the Closing Process Group ends them. The integrative nature of project management requires the Monitoring and Controlling Process Group interaction with every aspect of the other Process Groups. Project Management Process Groups Mapped to the Plan-Do-Check-Act Cycle Project Management Process Groups There are five dependent Project Management Process Groups which are required for any project. These five Process Groups are performed in the same sequence on every project and are independent of application areas or industry focus. Individual Process Groups and constituent processes are often iterated prior to completing the project. Constituent processes can also have interactions both within a Process Group, and among all Process Groups. Process Groups Processes within the Process Groups Organizational Process Assets and Enterprise Environmental Factors, which are shown as inputs to and outputs from the Process Groups, and external to the processes Arrows or line arrows indicate data or process flow among or within the Process Groups. The process flow diagram, which is shown in Figure 3-4, provides an overall summary of the basic flow and interactions that happen among the Process Groups. An individual process may define and constrain the use of inputs to produce outputs for that Process Group. Each Process Group includes the constituent project management processes which are linked by the respective inputs and outputs; so the result or outcome of one process becomes the input to another. It is important to mention that The Process Groups are not project phases. All Process Group processes are normally repeated for each phase or subproject. The Process Groups are: Initiating Process Group: Defines and also authorizes the project, or a project phase. Planning Process Group: Defines and refines the objectives and plans the course of action that is required to attain the objectives and scope that the project has to address. Executing Process Group: Integrates resources (like people) to carry out the project management plan for the project. Monitoring and Controlling Process Group: Regularly measures and monitors progress to identify the variances from the project management plan to take the corrective when it is necessary to meet project objectives. Closing Process Group. Formalizes acceptance of the result (product or service) and brings the project (or a project phase) to an orderly end. Initiating Process Group The initiation processes determine the scope and nature of the project. If this stage is not done well, probably the project will not be successful in meeting its defined needs. The key project controls that are needed here are an understanding of the business environment, and also making sure that all of the necessary controls are incorporated. The failures have to be reported and a recommendation should be made for fixing them. The initiation stage should include a plan that covers the following areas: Analysis of the business requirements in measurable goals Review of the current operations Financial analysis of the costs and benefits containing a budget Stakeholder analysis and support personnel for the ongoing project Project charter containing costs, tasks, deliverables, and schedule Planning Process Group Following the initiation stage, the project is planned to a suitable level of detail. The main aim is to plan time, cost and resources sufficiently to estimate the work needed and to effectively manage the risk during project execution. Like the Initiation processes, a failure to adequately plan greatly decreases the projects chance of successfully accomplishing the goals. Project planning is generally consisted of the following: Finding out how to plan developing the scope statement; selecting the planning team; identifying the deliverables and creating the WBS; identifying the activities that are needed to complete the deliverables and networking the activities in their coherent sequence; estimating the resources required for the activities; estimating time and cost for activities; developing the schedule; developing the budget; risk planning; Getting the formal approval to begin work. For new product development projects, conceptual design of the operation of the final product may be performed simultaneous with the project planning activities, and can help to inform the planning team during identification of deliverables and planning activities. Executing Process Group Executing is consisted of the processes which are used to complete the work defined in the project management plan to gain the projects requirements. Execution process contains coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are then produced as outputs from the processes performed as is defined in the project management plan. Monitoring And Controlling Process Group Monitoring and controlling mainly consists of the processes that are performed for observation of project execution. Therefore, the potential problems can be easily identified in a timely manner and needed corrective action can be taken, to control the execution of the project. The key benefit is that project performance is observed on a regular basis to identify variances from the project management plan. Monitoring and Controlling process group includes: Measuring the current project activities; Monitoring the project variables (cost, effort, scope, etc.) with a look at the project management plan and the project performance baseline; Identifying needed corrective actions to address topics and risks properly; Influencing the factors that could circumvent structured change control so only approved changes are accepted and implemented In multi-phase projects, the monitoring and controlling process may also provide feedback between project phases for implementing corrective or preventive actions to bring the project in compliance with the project management plan. Project Maintenance is an ongoing process. Therefore, it includes: Ongoing support of end users Correcting errors Updating the software over time Monitoring And Controlling Cycle Over the trend of any construction project, the work scope might change. Change is an expected and normal part of the construction process. Change can be the result of necessary design modifications, differing site conditions, contractor-requested changes, material availability, value engineering and affects from third parties. Beyond executing the change in the field, the change needs to be documented to show what is actually constructed. This is referred to as Change Management. When changes are implemented to the project, the feasibility of the project has to be re-checked. It is important not to lose sight of the initial goals and targets of the projects. When the changes are collected, the forecasted result may not explain the original proposed investment in the project. Closing Process Group Closing includes the formal acceptance of the project and the ending thence. Managerial activities include the archiving of the files and documenting everything. This phase mainly consists of: Project close: Finalizing all activities across process groups to formally close the project Contract closure: Completing and settling each contract (including the resolution of any open items) and closing each contract applicable to the project or project phase Overview Of Project Risk Management Project Risk Management includes the processes concerned with conducting risk management planning, identification, analysis, responses, and monitoring and control on a project; most of these processes are updated throughout the project. The objectives of Project Risk Management are to increase the probability and impact of positive events, and decrease the probability and impact of events adverse to the project. Figure 11-1 provides an overview of the Project Risk Management processes, and Figure 11-2 provides a process flow diagram of those processes and their inputs, outputs, and other related Knowledge Area processes. The Project Risk Management processes include the following: 1. Risk Management Planning: deciding how to approach, plan, and execute the risk management activities for a project. 2. Risk Identification: determining which risks might affect the project and documenting their characteristics. 3. Qualitative Risk Analysis: prioritizing risks for subsequent further analysis or action by assessing and combining their probability of occurrence and impact. 4. Quantitative Risk Analysis: numerically analyzing the effect on overall project objectives of identified risks. 5. Risk Response Planning: developing options and actions to enhance opportunities, and to reduce threats to project objectives. 6. Risk Monitoring and Control: tracking identified risks, monitoring residual risks, identifying new risks, executing risk response plans, and evaluating their effectiveness throughout the project life cycle. These processes interact with each other and with the processes in the other Knowledge Areas as well. Each process can involve effort from one or more persons or groups of persons based on the needs of the project. Each process occurs at least once in every project and occurs in one or more project phases, if the project is divided into phases. Although the processes are presented here as discrete elements with well-defined interfaces, in practice they may overlap and interact in ways not detailed here. Process interactions are discussed in detail in Chapter 3. Project risk is an uncertain event or condition that, if it occurs, has a positive or a negative effect on at least one project objective, such as time, cost, scope, or quality (i.e., where the project time objective is to deliver in accordance with the agreed-upon schedule; where the project cost objective is to deliver within the agreed-upon cost; etc.). A risk may have one or more causes and, if it occurs, one or more impacts. For example, a cause may be requiring an environmental permit to do work, or having limited personnel assigned to design the project. The risk event is that the permitting agency may take longer than planned to issue a permit, or the design personnel available and assigned may not be adequate for the activity. If either of these uncertain events occurs, there may be an impact on the project cost, schedule, or performance. Risk conditions could include aspects of the projec

Sophocles Antigone - Creons Flaws :: Antigone essays

Antigone: Creon's Flaws In the play Antigone, I choose Creon to be the tragic hero because he is the King of Thebes and he looses everything he has. Creon being King makes the audience believe that something like that can happen to the King then what can happen to us. Antigone the niece of Creon, The sister of Polyneices was punished by Creon for burying Polyneces after his death, Creon has forbidden anybody to do so. Once Creon punished Antigone the blind prophet Teiresias told him that the Gods will take revenge for his actions, then Creon tried to change everything but he is too late. Creon's tragic flaws were his stubbornness, the abuse of power and the actions he took to cause the downfall of the Thebes. Creon showed his stubbornness by not wanting to be proved wrong because of pride. When the Choragos tried to tell Creon that he made a mistake by telling that nobody can burry the body of Polyneices. Creon did not want to listen to the people of Thebes who tried to tell him that Antigone did the right thing, but of fear to Creon the could not really say anything. Creon thought by making an example of Antigone's execution, everybody would get scared and won't try to brake his laws. It actually worked for a while. Creon abused his power by thinking that he can change or brake the laws of the Gods and not allowing other people to brake his laws. He did not want to burry Polyneices' body, but one of the God's law is that every human deserves to be buried after death not depending what that certain person did in his lifetime. Creon caused fear among his people by making a public announcement that nobody is allowed to burry Polyneices. He said that the state of Thebes consists of only him, and that there are no other laws then his. According to the play the major actions that Creon took to cause the downfall of Thebes are that he did not want to burry Polyneices nor did allow any body to do it. Creon broke the burial law of the Gods and punished Antigone for following their laws. The people of Thebes knew that Creon made a mistake but still were too afraid to speak up. Antigone thought that she should get honored for that what she did, but Creon did not think that way.

Night Train at Deoli Essay

‘The Night Train at Deoli’ by Ruskin Bond is a story of juvenilely extravagant passion exhibiting unbridled obligation of the protagonist endowed with great sensitivity. Love is an emotion interlaced with a web of perplexing components that is very difficult to unravel. Infatuation lacks depth of love, and it is based on appearance and selfish desire. True love is based on commitment, understanding and entering into another’s feelings, and compassion. In this short story, Ruskin Bond recounts his teenage experience during one of his train journeys to Dehra. He tells us that he used to spend his vacation every summer in his grandmother’s place in Dehra and had to pass a small lonely station, Deoli amidst the jungle on the way. This station appeared strange to him as no one got on or off the train there & nothing seemed to happen there. He wondered why the train stopped there for ten minutes regularly without reason and felt sorry for the lonely little platfo rm. Juvenile love is based on appearance; it is distinctly reflected when the author expresses his feelings for the girl at first sight. On his journey to Dehra, the author happens to see a pale-looking girl selling baskets. She appears to be poor, but with grace and dignity. Her shiny black hair and dark, troubled eyes attracts the author. The girl offers to sell baskets to him. He initially refuses to buy and later when she insists, happens to buy one with a little hesitation, daring not to touch her fingers while taking the basket from her hand. Both of them just look at each other for quite some time, just as it strikes a chord of affection between them. He longs to see her, her searching and eloquent eyes, again on his return journey. The meeting helps to break the monotony of his journey & brings in a sense of attachment & responsibility towards the girl. Fondness is a kind of feelings of affection or love. Here, in the story, the author’s fondness for the girl was unreasoning. Generally, fondness for anything in particular drives a man to be gradually desperate for achieving the thing the person is fond of. But, here author’s fondness for the girl is somewhat imaginative, and the writer shows that he is unwilling to discover what has happened with the girl. He does not want to proceed with an enquiry into the cause of absence of the girl, but instead he decides against going into the village adjoining the station to know the truth. Though, apparently, it looks like an infatuation, yet the writer’s feelings for the girl comes out as selfish desire as he wants to live with his imagination only, and the writer ap prehends to get hit with a bare reality. True love seems to be absent in a relation that is not based on commitment, and there was no sign of responsibility shown from the narrator’s part. – See more at: http://aidtoed.blogspot.in/2012/12/isc-english-literature-2013-night-train_12.html#sthash.oI4KPBc7.dpuf

Business Ethics Reflection

When one is faced with ethical dilemmas he or she needs to look at the situation as a whole and determine what the outcome of the situation would be and to whom it may effect. As I remember facing a dilemma when asked to write this paper what came to mind was haven to decide how I was going to confront a fellow employee on knowing that she was stealing money and that she was abusing our friendship by coming into work late on a regular basis. She was a single mom of one and was struggling to make ends meet but that gave her no right to steal from the company and do not make it right to take advantage of our friendship. My dilemma was that of having to report her. This person took advantage of our friendship while working together and to me that makes it harder at times to report a person to those of authority. I looked at her situation but that did not make me change my mind to report her. First, I made sure that it was her taking the money and I monitored the money for a week to determine about how much she was taking from the register so that I was able to have something to follow up on when I reported her. I then went to my supervisor and reported the incident and asked that we both sit down and talk to her and explain what we know and how we know of her stealing money from the register. After the sit down with this employee we let her know that there were consequences of her actions and that she was going to have to be let go from the company. We could have pressed charges against her but we chose not to since the amount of money was not a large amount. The moral issue in this dilemma is that of a person taking advantage of one’s friendship and that of losing a close friend. This person put our being friends on the line and looked at our friendship as it was okay to take the money and that nothing would happen to her since we were friends. The issue I had to face here was that of our friendship and how it would affect our families and then I had the obligation of being the office manager of reporting her since I was the one in charge of the office and responsible of what goes on in there. I as the office manager had to make my priorities to the company since her taking money could possible affect business. Yes, the money was not a large amount but after taking money for a number of days or weeks it could potentially affect profits. This person to me did not value our friendship by doing what she did because if she had she would have not put me in that situation in the first place. She did not value our friendship and she did not value her job and not to mention the position that she had put me in. Also she did not value the job that she had and put her family in harm by possibly being sent to jail for stealing. To me she did not think that she had to follow the rules of the company and that she even though she did get caught was sorry but was she sorry for getting caught or was she sorry she was losing her means of getting extra money? I am not as close to this person anymore because if she could do that then who’s to say she would not try to steal from me and my family? Social pressure does affect how people put themselves in certain situations when it comes to business. This person used her struggling to raise a child on her own to think that it was alright to steal money to make ends meet. Instead of going to the boss and asking for extra hours or even a raise to make more money she decided to take it in to her own hands and to steal money. With how expensive it is now-a-days to make ends meet people do things that they would not normally do such as stealing but that does not make them morally right. If I were to be faced with this type of situation again I think I would have done the same thing and reported it to the proper authorities. I would not want to put my job on the line to make sure a friendship stayed intact. I would have probably try to see warning signs and ask that person if there was anything I could do to help out or try to get that person more hours at work. I work from home so right now I am not put in situations such as that but thinking back I would most definitely take the same actions. I would also make sure not to work closely with good friends so that I am not put in such a situation. Keeping a working relationship but not one of a social relationship outside of work will help to keep me from having to be put in the type of dilemma.

Mrs. Mann Essay Example

Mrs. Mann Essay Example Mrs. Mann Paper Mrs. Mann Paper The novel Oliver Twist was written in the Victorian period by the famous Charles Dickens, witch was also the period of the industrial revolution. Because the population was very high and still increasing the demand for goods also dramatically increased. With such a high demand the living conditions and goods such as food and clothing severally lacked in quality. The living conditions for the poor people in large cities where very bad, so bad in fact that familys were forced to share one room between themselves. The amendment of the poor law was introduced in 1834, this law was made to disapprove of poor people living in workhouses. Workhouses were horrible places to be, only people who had no other choices would live and work there. People who were in there would be separated according to their gender and age. This novel begins with the birth of Oliver twist, after Olivers mother had given birth she hardly had the strength to hold her own baby in her arms. She gave him one last kiss before she closed her eyes and died. Because his father or family could not be located he was put into a workhouse as an orphan. He was treated terribly, he was fed watery gruel three times a day, an onion twice a week and half a roll on Sundays. They grew so hungry they used to worry they might eat each other dickens used irony to highlight the serious neglect with that quote. The character Mrs. Mann took care of the children but did a terrible job of it. She mistreats the children, Mr. Bumble who is her superior is supposed to check on her but he puts up with her and her wrong doing. I believe that the only reason Mrs. Mann chooses to look after the children is so she can torment and bully them, to feel that she is bigger and better then them. I think that the society and Mr. Bumble should not have let her get away with such savvier wrong doings and should have let her take care of the children. I think Charles dickens chose the name Mrs. Mann because it reflected the characters personality, she is a manly and strong character. Life in the workhouse was horrible, the conditions where very poor and the children where practically starving. The boys where fed watery gruel three times a day. Oliver along with all the other children was skinny and small. The children chose between themselves who would go up and ask the master for more gruel after supper and in the end it came down to Oliver. So he went and asked, the workhouse governors were horrified at his crime so they locked him in a cell for over a week. Sum one would come in everyday and beat him. Oliver escaped to London and met a character name Jack Dawkins (AKA the Artful Dodger). He took Oliver to a place were he could stay.