Dramatic Techniques in Hamlet

Dramatic Techniques in HamletA text is exposed as remarkable and memorable as a emergence of the innovative ideas and the dramatic execution that carry them from writer to listening. Shakespeares theatrical play, Hamlet, exemplifies this fundamental inter kneadion as it underscores the innate human state of indecisiveness, driven by a confrontation between the desires of an individual and the actions of others. Bearing our hearts in trouble a state of madness is seen to manifest, and Hamlet ultimately unfurls as a work underpinned by a preoccupation with death, in a great tragedy that will eventu all(prenominal)y cry on havoc.Shakespeare explores the linguistic universal ruling of indecisiveness, as his protagonist grapples with actions that neutralise historical and contemporary notions of morality. Such indecision in action is explored extensively through Hamlets procrastination concerning vengeance for a dear father murderd. Struggling with the divisiveness of slaughtering C laudius, Hamlets meditativeness soliloquies best reveal his indecision and apathetic intellectualism. The rhetorical thoughtfulness To be or not to bewhether tis nobler in the mind to suffer or to dissipate build up against a sea of troubles exhibits, in its mere length, Hamlets universal struggle with morality and hesitancy. Positioned to slaughter Claudius in execution 3 Scene 3, Hamlet rationalises his inaction and indecision, To take him in the purging of his reason, when he is fit and seasoned for his passage? No. Hamlet, tormented by his indecisiveness, is thrust into a reality of otherworldly composites as he identifies with Queen Hecuba and acts out his murderous intentions through the theatrical slaying of the player king. Stating I, impregnant of my causecan say nothing, Shakespeare metaphorically alludes to his inability to exercise courage and determination. emasculate as he stands barred from his rightful position as King, Hamlets ingrained allegiance to his moth er appears to be the root of his indecisiveness. Instructed to Taint not thy mind, nor let thy soul contrive against thy mother, it is only following Gertrudes death that Hamlet can proclaim The kings to blame venom to thy work and poison Claudius, as highlighted in O.B. Hardisons analysis of Hamlet. comparably confronted with the death of a father, Laertes overcomes his ambivalence regarding revenge or forbearance, resonating through his contracted and emphatic resolve to cut Hamlets throat ithchurch. As a rape to Hamlets indecisiveness Laertes vigour immediately juxtaposes Hamlets procrastination and leads to the rhetorical inquiry Am I a coward? which undoubtedly reveals Hamlets hamartia indecisiveness as a roughly human, and universal flaw.The universal relevance of Hamlet is evidently best seen in the universality of its protagonist, and the humanity of his flaws, including his consumption by grief. Emphasised with a sense of antithesis, the musing To be or not to be arouse s a sense of Hamlets existential nature, as a Machiavellian Renaissance man, willing the freedom to leave his grief ridden mortal coil. Polarising the notions of freedom and damnation in the face of grief, Shakespeare manipulates Ophelia as a foil to Hamlet as she continues the path of suicide to its fruition. A dishonorable act devoid of justification, Ophelias shuffle off her mortal coil and grief is foreshadowed as universally present by naturalistic motifs, asserting I would give you/ or so violets, but they withered all when my father/died. The dramatic juxtaposition of Hamlet and Ophelia exposes Shakespeares perception that the veiled madness of grief is more pernicious and universally pertinent than the antic disposition barbaric Denmark defines as true madness. This is linguistically highlighted through Hamlets poetic declarations Which passes show, the caparisons and the suits of woe as paralleled by Ophelia They bore him bare-faced on the bierand in his grave rained m any a tear. Institution of gender segregation in grief emerges hereafter as only Ophelias crazed state in Act 4 Scene 5 is identified as true madness causing those around her to give her good watch, disparate to Hamlets alienating madness which is cut as unmanly grief. The aphoristic notion that wise men knowwhat monsters you make of them serves to highlight Hamlets ingrained distrust for women catalysed by his grief, and is reflexively recognised as he states It hath make me mad. The notion that grief is manifestly inimitable emerges as the consequences of Hamlets grief extend to both misogyny and the deaths of many courtiers, whereas Ophelias madness is brief and auto-retributive. This universal element appears as an integral cross-contextual statement serving to highlight the deference that must be shown in the face of grief.Shakespeare further explores the manifestation of grief as a universal predecessor to preoccupation with death. The universal relevance of death itself is u nderscored as Hamlet reflects Alexander died, Alexander was buried, Alexander returneth to dust, paralleling the death of Yorrick and Alexander the Great through the timeless power of death. Raised in Act 1 Scene 2, Hamlet instigates his exploration of death, had the Everlastingnot fixd/His canon gainst self-slaughter Ruled unconscionable by the allusion to the Christian doctrine, as a display of weakness and melancholy, discussed in J. Nosworthys dissertation of Hamlet, preoccupation with death is relegated to the domain of vengeancefor a dear father murderd. It is this dramatic manipulation of Hamlets compulsion with death which unifies the protagonist and humankind as a whole. Hamlets obsession is seen to manifest in the ghostly appearance of Old Hamlet, as Shakespeare employs fast-paced, interrogation-style dialogue to engage the listening His beard was grizzled, no? and, Looked he frowningly? The ghosts apparition acts as a vessel to communicate the inherent concern for th e afterlife and explores the potential associated with purgatory and supernatural trapping to the earth. A looming figure, the ghost is arguably a metaphor for Hamlets preoccupation with death despite his uncertainty regarding the validity of such a presence O all you host of heaven O earth What else / And shall I couple hell O fie It is this ambiguity regarding death that perhaps allows for Hamlets impulsive rejection or acceptance of business for the deaths of those around him. The dramatic lack of discourse surrounding Hamlets murder of Polonius and his unsettling indifference towards Rosencrantz and Guildenstern They are not near my conscience exposes the sociopathic manifestation of deathly obsession which allegorically claims Hamlets life. Realised in a Feudal context, this dangerously universal fixation is a theme that remains edifying for a contemporary audience and enlightens individuals to the peril of fixation.Though Shakespeares thematic explorations are manifest in a context bearing little resemblance to that of the 21st Century, it is through critical thematic and linguistic analysis that much is revealed about human nature today. Having devised such a dramatic triad of tragedy, Shakespeare presents the audience with notions regarding human nature and the universal notion that an individual will be subject to thine own treachery.

Interlaminar Fracture Major Failure in Polymer Composites

Interlaminar pass Major Failure in Polymer CompositesComposites considered new class of materials produced that argon strong, non well corroded, and have low densities. Polymer matrix composites can further be developed to get better mechanical strength and other necessary properties. Polymer Composite materials are heterogeneous in content and an-isotropic in their mechanical behavior. If compared to metallic material, whirl toughness characterization of polymer composite are new and in the process of development.Fracture may be describe as the mechanical split of a solid owing to the function of tune. Fractures of engineering material are classify as brittle or ductile fractures 18. Brittle fractures absorb small amount of energy, while ductile fractures absorb high amount of energy, and are generally categorised by fracture which the surface is flat. Fracture toughness is associated with the sum of the energy needed to create fracture on the surfaces. For material which is b rittle, such as scum the energy needed for fracture is earthyly the elemental surface energy of the material 18. For structural alloys materials at room temperature more energy is needed for fracture because plastic deformation exist in the fracture process. The function of fracture mechanics concepts has classify and quantified the main parameters that influence structural integrity 18. These parameters comprise the wheel and magnitude of the stresses applied, the shape, size, and crack orientation, fracture toughness of the material and the propagation rate of the existing cracks 18. The fracture rampart is expressed in terms of the stress rapture factor, K and strain energy release rate is expressed in term of, G. The energy released during speedy crack propagation is an elemental material properties which not influenced by size of the part 18. According to ASTM standard, stress intensity factor, K can be expressed as (1)Where KI, the panache I crucial stress intensity fac tor, f (g) is the dimensionless specimen geometry and loading condition factor, and the a is the preliminary crack length. The chosen size of the specimen must have small scurf plasticity around the dot of the crack. One of the basic principles of fracture mechanics, the unstable fracture exist when the stress intensity factor, K at the crack tip achieve a critical value, KC 18. The Higher the amount of fracture toughness, the greater the intensity of stress needed to develop crack propagation and the resistance of material also become greater to brittle fracture. unfavorable stress intensity factor can be determined by using a laboratory experiment, the limiting value being KIC / KIIC / KIIIC 18.Fracture not only applied in metallic materials it can also applied brittle materials such as ceramics, glass and polymers. Polymer composite materials usually indicate a mixture of brittle and ductile failure processes. There a few fracture modes in polymer composites failure such as p art breaking, intralaminar fracture or matrix cracking, matrix-fiber debonding, fiber pullout, interlaminar fracture or delamination, and etc 19. In the polymer composite system, the matrix or resin absorbs energy in tearing, on the other hand the fibers break or damaged by brittle cleavage 20. Factors that control the toughness in fiber reinforced composites are, the cracks deflection due to twisting or tilting movement near the fiber and debonding between fibers and matrix.Interlaminar fracture major failure in polymer composites. Its development enormously weaken the stiffness of a composite structure, which can lead to the failure during service 21 and also it hugely affected the performance of laminated composite. The interlaminar performance is determined by weakness under both shear and tensile stresses. If discontinuities exist in the material the effect of the interlaminar stress to the overall performance become more significant. This delamination and their addition can be classified by the way load is applied and the strain energy release rate, G. Delamination can be categorized in Mode I tensile, Mode II shear, Mode III tearing and shear, or it also can be loaded in combination of between these modes. Critical strain energy release rate, GC at which the delamination started to begins to extend vary significantly depending on the mode of loading 22. Classification of delamination resistance has attract the liaison researchers, hence, it result in the development of many different test orders. According to ASTM D 5528 standard which equivalent to ISO 15024 recommends using Double Cantilever Beam (DCB) method for measuring the Mode I fracture toughness GIC of polymer composites. Next, the usage of End Notch Flexure (ENF) test for Mode II fracture toughness GIIC common method used among researchers. For Mode III fracture toughness GIIIC, Ratcliffe J 23, suggested using the Edge Crack Torsion Test (ECT). However, for Mixed-Mode bending (MMB) will k eep abreast the ASTM D6671 standard which can measure fracture toughness across a wide range of combinations of Mode I and Mode II loading.

Ryanairs Strategic Management Practices

Ryanairs Strategic counseling PracticesIntroductionThe aim of this assignment is to explore Ryanairs strategical management practices by the theory of core competencies substantial by Prahalad and Hamel (1990). Ryanair operates in the low cost carriers (LCC) industry and experienced success since the launch of its operations. Ryanairs successful strategic management vista is reflected in the optimisation of its internal processes offering tax to customers whilst eliminating waste. By developing a set of core competencies, Ryanair has been able to develop a strong mart position while transporting millions of customers every year.The first part of the essay provides a brief overview of the order and the industry in which it operates. This section outlines the key competing forces and pleads for the companys cost lead approach towards its dodge. The second section outlines the core competence theory developed by Prahalad and Hamel (1990). This section brie disappear summarises the theory and its assumptions. The third section discusses the application of the strategic theory to Ryanair. This section points that Ryanairs core competencies concern not only the efficient exercise of its tangible resources (e.g. aircraft, contract on destinations with airports), but also intangible resources (e.g. grocery share, theme, customer loyalty).Brief overview of RyanairRyanair gained its reputation as a low cost carrier (LCC) finishedout europium by following the SouthWest business prototype (Strategic Direction, 2006) (see Appendix 1 for a comparison between the two modalityls). This model included the delivery of a no- frill process whilst offering a point-to-point service and poor haul routes to secondary and regional airports. By competing on cost, Ryanair was able to offer cheap tickets to a range of European destinations with the result of changing how customers perceived their traveling experience. Ryanair was able to offer competitive prices by red ucing operational cost through the function of its aircrafts. In particular, by avoiding a hub-and-spoke service, creating short haul journeys, scrapping the traditional system of ticket crosswayion and seat reservation and in-flight meals, the company was able to increase the subject of journeys whilst reducing costs. Moreover, the use of secondary and regional airports offer less handling costs, fewer terminal delays, and greater airport access. concord to Datamonitor (2010) as of June, 2009, the company offers over 1,200 scheduled short-haul flights per day serving cxlv locations throughout Europe and Morocco, with an operating fleet of 196 aircrafts. The company operates through approximately 845 routes (p.6). The scale of the companys operations expresss its positive reception by consumers seeking to reduce travelling costs whilst increasing the frequency of trips to European destinations.Current trends in the Low Cost Carrier (LCC) Market3.1 A different approach to air m ainsheet conveyance of titleMalighetti, et al (2010) argue that the growth behind the LCC market is underpinned by the consumers increasing interest in using airplanes not as a luxurious mode of transportation but as an opportunity for travelling to brand-new-fashioned-fashioned destinations at a minimum cost. According to Huttinger (2006) many countries perceived the airlines as a earth institution and their reason for existence as a fulfilment of public c either for (p.229). The same idea is also expressed by Pitt and Brown (2001) who argue that the development of a differentiated strategy allowed the LCC firms to create a new niche. Dobruszkes (2009) argues that efforts towards deregulating the industry by the EU allowed airline firms to introduce changes in their expressive style of operation. Lack of regulation meant fewer restrictions as to how the airlines needed to design and perform their operations (e.g. ticketing system, destinations, etc) (Dobruszkes, 2009)Acco rding to Strategic Direction (2007a, 2007b, 2007c) the emerging opportunities developing from deregulation were followed by the SouthWest business model in the USA. This model was not only copied but also extended by companies like Ryanair and Easy Jet in Europe (Barrett, 2004). As discover 1 illustrates, a steady increase in the number of passengers carried between LCC firms advise be noted. For example, whereas Virgin Atlantic achieved 28.9% growth, in contrast, Ryanair achieved 171.9% for the number of passengers carried. The difference in volume is evidence of the consumers growth and changing travel needs.Figure 1 Scheduled passengers carried, 2002-0620022003200420052006% changemmmmm2002-06easyJet11.420.324.329.633.7+195.6Ryanair14.921.326.633.740.5+171.8Flybe2.63.25.5+111.5bmibaby0.72.83.33.64.1+583.3Monarchnana22.63.2naVirgin Atlantic3.83.84.34.54.9+28.9BMI7.59.410.510.510.5+40BA (est)403836.135.735.6-11 fountain corporation data/CAA UK airline statistics/MintelA key trend in the LCC market has not only been the consumers attention on cost but also opportunity for travelling to new destinations within Europe (Malighetti, et. al. 2010). As Pitfield (2008) argues, following the recent economic credit crunch the new business model favoured the LCC. Cost became a differentiating factor in the way consumers made their purchasing choices on travel (Pitfield, 2008). Moreover, from Figure 2 it base be noted that the competition between the LCC corpse fierce. Ryanair and Easy Jet are the largest competitors in Europe sharing the greatest volume of passengers travelling. According to Gillen and Lall (2004) much(prenominal) growth is attributed to a) the number of destinations already served by the airliners, b) the reputation on cost and c) the development of a strategy that allows them to utilise resources whilst minimising waste. Efficiency ashes a key attribute to the development of competitive advantage in this market. This is because excessive costs co ntribute to the firms cost construction. This means that for a LCC firm to remain competitive such company needs to sustain its levels of efficiency whilst upward(a) the value chain with which the service is delivered.Figure 2 Passengers carried in 2006Source Mintel/ telephoner data (2007)3.2 Ryanairs cost lead strategyAccording to Porter (1980, 1985) in that respect are three types of strategies companies can adopt in an industry. These are a) cost leadership, b) differentiation strategy, and c) focus strategy. A cost leadership remains effective depending on the volume of customers served. Such strategy focuses on achieving economies of scale by maximising its profit margins through the maximised over volume of sales. In contrast, a differentiation strategy is ground on the specific attributes of a service and/or product that competitors are not able to offer (Porter, 1987). The distinctive features that are unique to such service/product differentiate the companys competiti ve power (Porter, 1996). A focus strategy concerns a firms concentration on a particular segment in the market (e.g. consumers, product, health-related products) with the result of creating new barriers of entry for other competitors to enter (Porter, 1987). Such barriers are created because of the tacit knowledge (e.g. methods of production) that is needed in order to develop the product and/or service.Ryanair is adopting a cost leadership approach to strategy. As Figure 4 shows, when comparing the companys prices against competitors and for the same destinations the cost difference remains considerable. Mintel (2007) notes that the company aims to convolute flights around within 25 minutes and routes are consistently the shortest of all the Low Cost Carriers (LCCs).Wood (2004) and Boru (2006) argue that even though this cost leadership strategy has proven effective, nevertheless, it has been difficult for Ryanair to maintain it without influencing the quality of service offered t o customers. In particular, Boru (2006) argues that Ryanairs hard approach on cost has resulted in a hostile conduct towards customers. Ryanairs couldnt-care-less approach to customer care also applies to refunds and baggage. Not only are refunds never paid out, even if a passengers travel plans are disrupted by the death of a grandparent, but the bereaved customer is told to for having the temerity to ask (Boru, 2006, p.50). Datamonitor also reports various lawsuits, claims, and levelheaded proceedings, arising in the ordinary course of its business. Some of these legal proceedings and claims seek damages, fines, or penalties in substantial amounts or remediation of environmental contamination (p.7). The implication of this argument is that even though consumers continue to fly with Ryanair, they nevertheless remain weary of its behaviour to their changing travelling needs.Figure 4 Comparative fare levels (same booking date and approximate departure timesSource OHiggins in Johns on G, Scholes, K, Whittington, R. (2008, p.839)Mintel (2007) argues that in order for Ryanair to increase its revenues, it tends to engage in do incremental increases on costs that remain hidden to consumers. For example, consumers are world charged to pay for advance boarding to seat reservations, sports equipment to extra baggage and others. OHiggins (2008) mentions for example that a disabled man won a landmark expression against Ryanair after it charged him 18 for a wheelchair he needed at Stansted Airport to get from the check-in desk to the aircraft. The passenger was awarded 1,336 in compensation from Ryanair, as the UK based Disability Commission said it may launch a class action against the airline on behalf of 35 other passengers (p.834).Such hidden costs generated a negative image for the companys low cost reputation. Donne (2004) and Groom (2004) argue that customers dislike extra charges and seek to withdraw their loyalty for carriers that are not affiliated to thei r quality of service on the grounds of reducing costs.Figure 5 Customer complaintsSource in Johnson G, Scholes, K, Whittington, R. (2008, p.842)The implication of this argument is that Ryanairs successful strategy remains contingent to the changing trends in the environment. As Figure 3 illustrates, the process of strategy formulation and maturation goes through a cycle where application needs to conform to the changing conditions of the environment. This means that Ryanair needs to develop a different approach to its cost leadership strategy by introducing modifications to its model. This can be do by placing greater importance on the customers perceptions of satisfaction rather than just promoting the selling of low cost tickets.Figure 3 Aspects of dodging formulation and evolutionSource Chaharbaghi and Willis (19981022)Core Competencies TheoryAccording to Johnson et al (2008) Chaharbaghi and Willis (1998) the study of strategic management is concerned with understanding how a n organisation can realise its somatic goals through the manipulation of its tangible and intangible resources. According to Ansof (1984) strategic management can be defined as a systematic approach to a major and increasingly important responsibility of general management to position and relate the firm to its environment in a way which will assure its go along success and make it secure from surprises. (p. xv) According to Raduan, et al. (2009) strategic management can be seen as a combination of strategy formulation, implementation and evaluation (p.406)According to Mintzberg et al (1998) there are two principle crops of thought that influenced the discourse on strategic management over time. These are characterised as the a) design school and the b) emergent school. The design school argues for the importance of careful planning. Lidtka (2000) for example argues that the orchestration of processes can lead to the achievement over the intended strategic corporate outcomes. The emergent school was influenced by the work of Mintzberg (1979, 1983) and argues for the managements inability to manage uncertainty in the course of realising its corporate goals. Mintzberg (1983) argues that the role of strategic management is to adjust a firms intentions check to the shifting conditions of the environment. Such conditions cannot be known a priori but only realised at the time of their development (Mintzberg, et al (1998). Cunah and Cunah (2006) also support this idea by arguing that firms developed their strategic positions by an emergent process resulting from managers and employees improvisations in response to the realities of the market (p.839).In the discourse between the two schools, Prahalad and Hamel (1990) developed the theory of core competencies. This theory argues for a firms ability to develop specific competencies which are intertwined with the employees tacit knowledge and expertise. Core competencies remain context-specific and are not substa ntially transferable because of the specificity of the employees knowledge and skills that help maintain it.According to Grler (2007) core competencies represent a firms capabilities created by the complex interaction of its resources combined with implicit or explicit knowledge about the effective combination of these resources (p.252). According to Prahalad and Hamel (1994) the implication of this argument is that the innovative capability of a firm remains closely located in its awareness of the employees skills and their continuing development. Hence, the process of fostering core competencies comprises the development of qualities which concern the advancement of products/services which are intertwined with a set of skills which are people-specific (Hamel, 1996). As Figure 4 illustrates, performance remains an outcome of the interaction between capabilities and resources. Such a process is dynamic and not static, which means that the firm is in a continuing process of identify ing and strengthening its core competencies over time (Goold, 1996).Figure 4 Relationship between resources, capabilities and performancePerformanceCapabilitiesResourcesSource Adapted from Grler (2007, p.253)Having depict the theory of core competencies the following section will discuss its application on Ryanair.Assessing Ryanairs strategy through its core competencies5.1 Waste minimisation and improvement makingAccording to Lawton (1999) and Done (2004) Ryanairs core competencies are identified in its ability to discover and remove operations that do not add value to customers. Prices can be reduced when unnecessary processes are eradicated and/or improved. Pietfeld (2008) argues how the increase in efficiency is an activity that needs to move beyond the process of careful planning. Gillen and Lall (2004) argue that Ryanair has instilled an improvement-making strategy that resides in its corporate culture. This means, that employees can comport real-time initiatives which are t hen evaluated and implemented by the management on the organisation as a whole (Leavy, 2003).Lawton (1999) argues that the management of the organisation remains unable to detect deficiencies as employees are the ones who have immediate contact with customers. Hence, the process of introducing quality improvements requires the necessary organisational structure to allow initiative-taking by employees whilst these are also supported by the management layer.According to OSullivan and Gunningle (2009) the literature on initiative-taking by employees remains subject to criticism. This is because employees can indicate areas of improvement but such suggestions may not be readily applicable. However, a core competency developed by Ryanair is the development of an organisational structure where the corporate culture allows them to take initiatives which are then institutionalised. The management is responsible for the development of the necessary regulations, policies and procedures that c an accommodate initiatives (Barrett, 2004). The implication of this activity is that the firm is able to swiftly respond to the customers changing needs with little delay. This core competency remains difficult to copy by competitors because it resides within their existing work ethic and cultural values of employees that has matured over time.A criticism that is expressed against Ryanair, and in contrast to its effort to increase levels of efficiency, concerns the absence of unions that may exercise resistance to the managements growing demands. By increasing the array of responsibilities, employees are required to achieve performance targets, OSullivan and Gunningale (2009) argue that Ryanair has created excessive demands on employees that are not accounted for in their salary.5.2 Utilisation of ResourcesA second core competence concerns Ryanairs ability to maximise the volume of customers travelling whilst increasing the number of routes offered. Barrett (2004) argues that the s horter turnaround times permit more journeys per day per plane which, coupled with the spiriteder seat density of Ryanair planes, generate lower seat mile costs (p.92). Delays result to high maintenance costs in run aircrafts (Barrett, 2004). Such costs, in turn, can result in reducing the number of destinations offered in the first place. Gillen and Lall (2004) argue that a faster turn improves utilization of all factors of production such as aircraft, gates, ground equipment and labour (p.44). Ryanairs core competency concerns its capacity to maximise the utilisation of its aircrafts whilst also maximising the number of routes offered. However, such utilisation requires the management of the employees contribution for knowing how resources need to be managed. The exercise of knowledge and training remain task-specific. Employees understand how their contribution, at one segment in the business, can have a wider contribution on the companys performance as a whole. Ryanair demonst rates synergy in managing array of operations that include a) the management of its network routes, b) the punctuality with which aircrafts turnaround, and c) the employees capability to manage an increase in volume of passengers. Such understanding is embedded onto the employees. As Prahalad and Hamel (1990) argue, a competency remains difficult to replicate by competitors because it is context-specific, and subject to the tacit knowledge and skills produced in the first place. Ryanairs ability to utilise its resources whilst maintaining a cost leadership strategy results from the combination between the employees knowledge and the utilisation of its resources. Figure 5 illustrates the companys efforts to increase levels of efficiency between 2002 and 2003.A complementary dimension to the utilisation of resources is the public of new destinations. Datamonitor (2010) argues that in January 2010, the company introduced 25 new routes to/from Alicante, Barcelona Reus, Barcelona Giron a, Bratislava, Bristol, Cork, East Midlands, London Stansted, Milan Bergamo, and Pescara. In the following month, the company announced opening three new routes from Edinburgh to Faro, Marrakech, and Paris. It also launched six new routes to the Greek holiday destinations of Kos, Rhodes and Volos (p.6). The creation of new routes is subject to the companys core competencies for sustaining its cost-leadership strategy whilst expanding the destinations offered. This means that by attracting a larger volume of passengers travelling, Ryanair achieves economies of scales that help maximise its profit margins. By achieving a high seat-filling-capacity Ryanair can sustain its standard maintenance costs whilst improving on revenues. Moreover, such strategy can create barriers of entry to competitors (Dobruszkes, 2009). By gaining entry to the new network routes, other airline companies (e.g. Easy Jet, Air Lingus, etc) have greater difficulty in competing for the same destinations.Figure 5 R yanair operating statistics between 2002 and 2003Source OHiggins in Johnson, et al. (2008, p.846).ConclusionThe aim of this essay has been to explore Ryannairs strategic management practices. By making use of the theory of core competencies as developed by Prahalad and Hamel (1990) this essay argued for the companys cost-leadership strategy that is sustained through its efforts to minimise waste and improve efficiency. Even though Ryanairs business model has proved successful, at the same time, there is growing criticism regarding the evidence indicating the company undermining the quality of its customer service. Even though consumers continue to use Ryanair for its efficient service and low cost prices the company is struggling to avoid the mounting criticism concerning the introduction of hidden costs and lack of adequate customer service (Wood, 2004, Boru, 2006). This essay argued that the companys core competencies concentrate on improving levels of efficiency at the operationa l level. There are two areas in which this occurs. The first is by developing an organisational culture where employees are encouraged to take initiatives in order to reduce operations that do not add value to customers (OHiggins, 2009). The second area concerns Ryanairs ability to maximise the utilisation of resources whilst expanding on the number of destinations offered (Dobruszkes, 2009). According to Prahalad and Hamel (1990) it can be argued that Ryanairs business model remains difficult to copy by competitors because the synergies created are subject to the employees knowledge and experience. Such knowledge remains contextual and task specific.Such core competence is difficult to transfer by merely migrating the methods and tools used. However, this essay also argued that perceptions of value need to be reconsidered by Ryanair. This is because value is not only subject to the low cost prices offered but also to the quality of customer service which includes the companys attit ude towards responding to complaints and avoiding the misrepresentation of information as hale as hidden costs.ReferencesAnsoff, H.I. (1984) Implanting Strategic Management. Englewood Cliffs NJ Prentice Hall.Barrett, D. S. (2004) The sustainability of the Ryanair model, International Journal of Transport Management Vol.2, pp. 89-98Boru, B. 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The Effects of Technology on Society Essay -- Papers Computers Modern

Today we swim in a sea of ever-changing technology that affects us as much as our thoughts and actions shape it. The technology we have chosen, either by the preferences of those who use it, or the agendas of those who own and benefit from it, has had its own influence on us from gross examples such as increased pollution, or a higher Western-style standard of living, to the way one person perceives another. Some pile who resist victimization some, or even all technology they are often called Luddites by those who embrace all things new another type calls themselves Neo-Luddites, such as Kirkpatrick Sale. In his book Human scale, Sale describes the slow rotting of the stones of the Parthenon and other ancient monuments to culture from the acid pollution developed by our present industrial civilization and compares it to the slow disintegration our industrialized society has seemed to have undergone. He identifies effects of technology which have been harmful to the human condit ion and the environment, but seems to not instead get it about the Luddites they were not fighting the machines themselves they were struggling against powers of society that, for the past century, through enclosure and the abolishment of commonality and the subsequent arisal of a class of people who lived by renting their labor the working class (Laslett, 195), had been seeking to disempower and disenfranchise the mass of people, and were now striking anew with the latest, and most powerful manifestation of their social policies, the Industrial Factory. The men of Nottinghamshire who died as Luddites were fighting a system, not a technology, a system whose intentions were not to cut costs and increase efficiency, but to increase the co... ... BibliographyReferences Black, give chase (1987). The abolition of work. In Sylvere Lotringer and Jim Fleming (Eds.), Semiotexte USA (pp. 15-26). Browning, J. (1996, July). New stars for a new media. Scientific American, p. 31. Lasle tt, Peter (1984). The world we have lost. New York Charles Scribners Sons. Law, John, Ed. (1991) A sociology of monsters essays on power, technology and domination. capital of the United Kingdom Routledge. Martinez, E. (1996, April). You call this service? Technology Review, pp. 64-65. Noble, David F. (1984). Forces of production. New York Alfred A, Knopf. OMalley, C. (1995, June). Drowning in the net. Popular Science, pp. 78-88. Sale, Kirkpatrick (1980). Human scale. New York Coward, McCann, & Geoghegan. Stix, G. (1994, December). The speed of write. Scientific American, pp. 106-111.

The Otaku :: essays research papers fc

The OtakuMore and more we, as Americans are seeing other glosss intertwine with our own. With the introduction of TV, satellite and internet its easy to find out more about a specific area in the world. Watching and reading about another culture you intimately might make you obsessed with it. An Otaku is one such person.     Otaku is a term common with people who make a hobby out of watch Japanese animation or anime for short. Most of these people who watch the anime are regular people that go to work or aim and need something to relax with. An Otaku, on the other hand is a person that obsesses over anime. An otaku is an obsessive fan of any one particular theme, topic, or hobby. possibly the most common uses are anime otaku (who sometimes enjoy many days of excessive anime watching with no rest) and manga otaku (Japanese comic books). (WordIQ par. 3) Anime is comparable a Drug for them. Otakus just need to watch anime. This However, it doesnt just stop wi th watching.One other thing that would define an Otaku is that they have a chew of collectables or even dress up like the characters they watch. "The otaku are an underground (subculture), but they are not opposed to the system per se," observed sociologist and University of Tokyo associate degree Volker Grassmuck, who has studied the otaku extensively. "They change, manipulate and subvert ready-made products, but at the same time they are the apotheosis of consumerism and an ideal workforce for contemporary capitalism. (Cyberpunk Project par. 29) They literally buy everything that has to do with the anime or at least try to make it. Its amazing to talk to one of these individuals and find out how a lot time was spent working on their costume or how much money the spent getting a figurine imported from Japan. Its almost good to have these types of people in a culture to spend the money even if they dont have it.

Whitmans Democracy :: essays research papers

Whitmans Democracy"I speak the pass-word primeval, I give the sign of democracy,By God I testament Accept nothing which all cannot have their counterpartof on the same terms."     This is Whitmans expression of the idea of democracy taken from "Songof Myself." In this all comprehend interpretation Whitman says that thefreedom offered by democracy is for all not a chosen few. It included all people,not renouncing those of other races, creeds, or social standings. Examples ofthis acceptation are scattered through many of the poems Whitman wrote.     In his poem "To a Common Prostitute" Whitman wrote "Not till The sun invite outs you do I exclude you." He has accepted the women as a prostitute, butthis also conveys Whitmans ideas of democracy. The notion that all peopleshould be covered under the cover of freedom. The sun is utilise as a metaphor fordemocracy in this poem, as it should shine upon all equally.&n bsp    When Whitman discusses the "shunnd persons" in "Native Moments" he onceagain mimics the concepts of democracy with his words. He lets all know that heembraces the people that others have rejected, as democracy should embrace all.These people are part of America also, and should be accepted as such. asdemocracy should embrace all.     Whitman commends the many people of America in "I Hear America Singing."He writes of the mothers, and the carpenters. He says that they all sing their experience song of what belongs to them. In this poem Whitman brings these people fromall backgrounds together as Americans. In the freedom of American democracy

Existentialist View Of Human Condition :: essays research papers

Existentialist View of Human ConditionTwo of the main principles of Existentialist Human Condition ar That manexists and then creates himself and what man chooses for himself he chooses foreveryone else as well. Lets examine the first principle man exists and thendefines himself. What it means is that man is created on this earth and ispostal code but a body, blood and guts. What he chooses to do and to be is whatmakes him a man. If a man comes into this world and chooses to steal, cheat,kill and lie then that is what that man has do himself to be. While societymay see him as a " loathsomeness" person, that is what is right for him. Now on the otherhand if a person chooses to be generous, kind, honest and loving, society maysee him as a "good" person while it is still right for him. According to theExistentialists, a person is laid on this earth with no predisposed "good" or"evil" values, one man is not created with any more good or evil than the n ext.By the decisions we make in life we create ourselves. Next the second view,what man chooses for himself he chooses for everyone else. This is a view Ireally believe in. Everything we do in life effects someone else, whether we noit or not. Every time we drive our car. Every time we eat something, spendmoney, go for a jog someone else is effected. For an example a man goes to thestore and buys a stereo.First of all the clerk the clerk is effected because they have to check you out,so you have taken some of their time. The store is effected because they areminus one radio from their store. The manufacturer now has to make one more to supercede the one that was bought from the store. The manufacturing employees areeffected because put the radio together, and so on. On the other hand a man whochooses to steal that same stereo provide effect even more people.