Travel Writing 101

Travel Writing 101 A lot of freelance writers dream of breaking into travel journalism. Who doesn’t want to see the world and get paid for the privilege? Most of us fall into one of two camps. We either think travel journalism is easy and anyone can do it, or we think it’s an impossible dream. The truth lies somewhere in the middle. In addition to numerous specialist travel magazines and websites worldwide, the vast majority of which use freelancers to provide content, most national newspapers and lifestyle publications also have travel sections. All told, this is a lot of markets you could be writing for. Think of an angle, with one eye on current trends, obviously based around a specific destination (the more off the beaten track the better – there are only so many articles about Paris or New York City a publication needs) and pitch away until you get a commission. Bear in mind editors will generally be more receptive to fully-formed ideas that adhere to their contributor’s guidelines and fit their existing format. Then, you can start planning. Write up a detailed itinerary listing everything from how you plan to get there and where you are going to stay, to activities and airport transfers. Always check local events listings and try to maximize your time Now the hard work begins. Use your newly-acquired commission as leverage to approach tour operators, airlines, car hire companies, hotels, local amenities, businesses and tourist attractions which could theoretically slot into your schedule. Explain that you would be happy to namecheck them in your article in exchange for a free ticket, a room for a night, or even a meal, depending on what service the business provides. Be warned, the potential provider will likely want to see details of the publication you are writing for (circulation, readership, demographic, etc.), proof of commission (a short-headed letter from a commissioning editor will suffice) and will need you to explain how their service or product will be integrated into your feature. In short, they will want to know if working with you will be worth their investment. This step requires a lot of legwork, but in a perfect world, you should be able to subsidize your trip, if not pay for the whole thing. Unless you are a staf fer, in the current climate very few publications are prepared to pay contributor’s expenses, but it never hurts to ask. In the digital age, most freelance travel writers have a large social media presence and a blog. Some also have YouTube channels. Maintaining a blog and building a following takes time. But the old adage ‘Sell it and they will come’ bears fruit. If you provide a worthwhile product and promote it well, readers will find you. How do you provide a worthwhile product? Make your posts valuable, practical, and ensure each has a jewel, some hidden or little-known fact or nugget of knowledge. Aim to fill a niche, such as traveling on a budget or being a solo traveler. Remember, your blog is your showcase. When it has gained some traction, arm yourself with the vital stats such as your total followers and site hits (screenshots are more impressive) and go about the subsequent steps as you would if you’d won a commission from a national publication. There are a few free platforms you can use for blogging. I recommend WordPress or Wix. https://wordpress.com https://www.wix.com/ Alternatively, try contacting various agencies such as international tourist boards and other official bodies. Introduce yourself and ask about any promotional press trips. This is something countries do to boost international tourism. Then you can pitch editors according to what’s available. Play your cards right, and you could be writing your next assignment from a beach hut in Madagascar.

How to Use a Colon - Proofeds Academic Writing Tips Blog

How to Use a Colon - Proofeds Academic Writing Tips Blog How to Use a Colon The colon (Â   :Â   ) can be a tricky punctuation mark to use. As such, it is often used in the wrong places. If you want to make sure you are using it correctly in your documents, read on for a comprehensive explanation! When to Use a Colon: Lists You can use a colon to show the reader that a list of items will follow, like so: I went shopping and bought three things: a pen, a dress and a hat. This also applies if the list is bullet pointed or numbered. Its also important to note that you shouldnt use a colon if the list follows a verb or preposition that incorporates the list into the sentence (a common example is including): I went shopping and bought various things, including a pen, a dress and a hat. Correct I went shopping and bought various things, including: a pen, a dress and a hat. Incorrect To Introduce an Example or Clarification A colon can also be used when introducing a new independent clause (i.e., something that could be a sentence by itself) than clarifies or explains the previous sentence. For example: Punctuation is still important: Using a colon in the wrong place can be confusing. To Introduce a Quotation This punctuation mark is common in academic writing, where it is used when introducing a quote. For instance: Moore (1997, p. 86) makes strange claims about the heavens: A sunspot will be carried slowly across the Earth-turned disk, and eventually it will vanish over the limb. Note that a colon should only be used to introduce a quote like this when it follows from a full sentence. They can also be used to introduce block quotes, which start on a new line indented from the main text. Shorter quotes can be incorporated into the flow of your sentence and signaled with quote marks. Capitalization and Colons There are no hard and fast rules for whether you should use a capital letter after a colon, so it is important to check your style guide if youre not sure. A good rule of thumb is to capitalize the first word after a colon if it is part of a complete sentence that could be written separately (especially if the clause preceding the colon is quite short). Its not necessary to capitalize the first item in a list following a colon unless it is a proper noun. If you are in any doubt over your use of punctuation, you can send your paper to the professionals at Proofed. They will provide a full proofreading service and show you clear ways to improve your writing.

Whether to Publish a Rape Victim's Name Essay Example | Topics and Well Written Essays - 250 words

Whether to Publish a Rape Victim's Name - Essay Example This raises both ethical and legal aspect in which the police might fall in the pressure of the public to expedite the findings on the people involve. This consequentially gives wrong leads and the police might end up with the wrong people. The legal aspect is that the police might face liability later upon deeper findings on how the real culprits. The editor or the news director must consider whether the rape victim is okay with the story being shared with other people. The rape aspect is a sensitive aspect and therefore requires the media to confide to the victim on whether to publish the story. Publishing the story without informing the victim is contrary to private life and amounts to unethical standards on a professional journalism career (McBride & Tom 12). Rape victims normally undergo tough situations and suffer from illnesses like posttraumatic stress (Smith 19). Therefore, they tend to shy away from anything that reminds them of the ordeal. Therefore, according to journalism standards, an editor must consider whether the victim in question is at the position of handling consequent reminders of the painful experience. This has to be weighed b understanding the victim’s background and establish prior to the

Macroeconomics Essay Example | Topics and Well Written Essays - 750 words - 2

Macroeconomics - Essay Example There is a widespread misunderstanding that banks or governments create money. In fact it is the people who create money through their hard work. Banks handle and reallocate money and assets. Governments only borrow money into the way of life from the banks. People work hard and earn assets which can be bought or sold, directly by exchange or through the use of legal tender, or through the making of capital. Everyone who buys or sells, producers or consumers, are traders. Trading, especially purchases, usually happens in credit. The promise to pay creates money and after production when the goods or services get into the market for sales, the debt is repaid. When a debt is repaid, money which was in trade is neutralized or made null. Borrowing creates money and repaying it extinguishes the money. The successful lender or sponsor of a loan is all the dealers who trade with the borrower which is the society or the market. This is how money is actually created, and extinguished. Banks a ct as clearinghouses, clerks who keep track of the dealings between merchants. In the LET system (Local Exchange and Trading system), which was developed 20 years ago as the basic banking system, each dealer opened an account with zero balance in it. The bank charged a small fee for each transaction which became the sole income for the bank. This is the basic banking which later developed into giving loans to its customers who were in need of excess money which they did not have at a given point of time. The interest on loan became another income for the bank and now it is this income that creates more money in the market. So as to put more money into the market, banks started encouraging customers to put more money into the bank as various types of deposits which earned them interests and which in turn would be lent out to others as loans by the bank. Thus money made by one person keeps rotating in the market through another person by way of bank

Teams In Organizations Essay Example for Free

Teams In Organizations Essay Teams are groups of people who share a common purpose, who depend on each other to accomplish their purpose, develop relationships with each other and outsiders and eventually develop roles in the team. These teams can be intact work groups working for the same person, or can be from different functions or organizations. In these times of constant change, it is essential for teams and team members to understand their strengths and weaknesses. Effective teamwork can help a company deal with this ongoing change and can create an environment to find better ways to solve problems, resolve conflicts, and set goals, whether they be to provide the best possible service, to be the top sales district, or to plan exciting company events. Teams have an important place in our professional and personal lives. Working in teams is an inevitable life experience, even for people who prefer to work alone. Working on teams can normally prove very challenging with all of the variations in personalities, strengths, and weaknesses. An effective teamwork does not happen overnight; it takes a cooperative group of individuals and a talented leader. To avoid a stiff structure in an organization, management must learn to let people do their creative best and optimize their talent. An ideal organization consists of a team-oriented environment where people are being asked to work beyond their disciplines. Departments learn to work together, helping one another, as well as themselves, instead of behaving like rivals, only out for their personal advancement. Generally, there are three main characteristics for a team to be successful; they must share a common goal, each member must play their own particular role, and each member must be willing to make a few sacrifices (Hambrick, 1994). The most important aspect must be the common goal of the group. Even though the members of the team have different views, even though they come from different backgrounds, even if they have different ambitions, this common goal is what will unite and bind the group together. But this common goal is not enough; something more is needed: the role of the individual  team players. If the team is to truly be a success, each member will have to play his or her role properly. Conflict may arise due to specific individuals wanting more credit, power, or glory; however, that is when the importance of sacrifice becomes apparent. Each individual member has to be ready to give up something for the good of the whole team, because for a team to flourish and triumph, t he goal is greater than the individual (Hambrick, 1994). When a team works together with these three attributes, there is practically no limit to what they can accomplish. There are normally four stages that a group will have to go through before they become fully developed. They are: mutual acceptance, communication and decision-making, motivation and productivity, and control and organization (Moorehead Griffin, 285.) Each stage has its own unique features, but it is difficult to determine where one begins and one ends. There are no clear lines because one stage seems to blend into the next step. Mutual acceptance is the first step where each group member will share certain information about his or herself, in an effort to get to know the other team members. This information has almost nothing to do with the team goals; it is the members opportunity to learn something about one another. Once members begin to feel a little more comfortable together, they may attempt to discuss an overview of what they expect to accomplish within their group. They will begin to discover each others differences and similarities, their individual viewpoints on numerous concerns on relevant subject matters become apparent, and conversation about team goals and business become more prevalent. When the conversation starts to take on a more serious tone, the second stage of communication and decision-making has begun, possibly the most important stage in the process. Communication is an essential part in the development of a group culture. The types of communication structure determine leadership, roles and status within the group, group morale and cohesiveness, and it limits or enhances productivity (Hare, 1992). Different types of communication are needed for different tasks. If a groups goal is relatively simple, a centralized communication network in which interaction between members is limited tends to increase effectiveness. In a more complex environment, with a focus on  problem solving, a decentralized communication network would be more appropriate (Shaw, 1981). The choice of a communication network might be more effective if decision-making strategies are outlined in advance and if the urge to stabilize the structure too early is resisted, as there is considerable resistance to change once these structures are established. Awareness of these issues is usually low and it is one of the tasks of the group leader or facilitator to bring them to the attention of the group. Communication standards, as well as performance, are raised if the group has clear performance-oriented goals, an appropriate task strategy to accomplish those goals, and a clear set of established rules in order to tolerate inter-member conflicts and to promote feedback to ensure that information is properly interpreted and understood. When it becomes apparent that the group is united upon its goals and tasks, the third stage of motivation and productivity can begin. Motivation and productivity focus on the overall performance within the group. All groups, however, do not reach this stage. If it has been attained, their capacity, range, and depth of relations expand to true interdependence. Group members can work independently, in sub-groups, or as a total unit, while their roles and authorities dynamically adjust to the changing needs of both the group and the individual. Individual members have become self-assuring and the need for group approval has past; they are both highly task-oriented and highly people-motivated. The group has reached a level of unity, group identity is complete, morale is high, and loyalty is intense. There is a strong focus on both team cooperation and creativity. This stage places a high emphasis on problem solving and productively working towards the most optimal solutions to these problems. If a group is able to accomplish these tasks, they will move on to the final stage of control and organization (Moorehead Griff in, 287). The final stage of control and organization in group development involves the termination of task behaviors and the disengagement from group relationships. The group will work towards fully accomplishing all of their goals and tasks to the point of completion. A planned conclusion usually includes recognition for participation and achievements and an opportunity  for members to say their personal goodbyes. It may also create some apprehension from group members due to the relinquishing of control and giving up inclusion in the group. The most effective interventions throughout this stage are those that facilitate task termination and the process of disengaging oneself from the group. Members must prove to be flexible and able to adapt to whatever the next step is for the group, whether it be to transform into a mature group, or to disband altogether (Moorehead Griffin, 288). Work groups function to perform a particular task. In a work group, the task dimension is emphasized and group members pool their expertise to accomplish the task. Organizations may not realize that different groups will require different kinds of facilitation, meaning its roles, relationships, goals, functions, and capabilities. There are two main types of teams in the workplace: work unit teams and self managed teams (Parks Sanna, 1999). Work unit teams are where supervisors are retained with drastically altered roles, and employees are given much expanded responsibilities for day-to-day operations, while self managed teams are where managers and supervisors are largely eliminated and employees truly take charge. Work-unit teams and self-managed teams both shift traditional managerial and supervisory responsibilities for controlling performance and solving performance problems to employees. All employees are required to attend team meetings, work on performance improvement projects and participate in other team activities by virtue of their employment. Where these two types of teams differ is in respect to the effect of the teams on organizational structure and the role, or even existence, of managers and supervisors (Parks Sanna, 1999). The organizational chart with work-unit teams looks very much like that of a traditional organization, with perhaps some flattening of the traditional pyramid into fewer levels. Additionally, there may be no radical restructuring of the work process flow, at least initially. There is a much sharper definition of the units responsibilities and objectives, however. Work-unit team members develop a few key performance measures for the team that are linked back to company objectives and they help establish targets  for performance on these measures. Also, team members meet on a regular basis with their manager or supervisor to review performance on these measures, identify performance problems or areas needing improvement, and develop action plans or projects to solve performance problems they identify. Under work-unit teams, managers and supervisors may be reduced in number, but that position is not eliminated. They continue to perform traditional functions such as planning, budgeting, hiring, disciplining, and firing, although they may be required to seek greater employee input into these decisions. The team itself is responsible for the work groups performance. The manager or supervisors role is to provide the team with information and resources, facilitate team meetings, and coach employees in problem-solving efforts (Parks Sanna, 1999). Self-managed teams operate in a similar fashion to work-unit teams, but with employees assuming greatly expanded responsibilities. Additionally, the traditional organizational structure is drastically altered because divisions, departments, and sections drawn along functional lines may cease to exist; in its place are teams of five to fifteen employees. Each team has the responsibility, equipment, and other resources necessary to produce an entire product, deliver a service, or produce or deliver a major part of a product or service. Self-managed teams are structured to operate almost as small, independent business units. Where the work-unit team has a clearly defined set of performance objectives, the self-managed team has a mission to serve a customer or group of customers either internally or externally. Perhaps the most striking difference between self-managed teams and work-unit teams is the absence of managers and supervisors in the self-managed unit. Instead, employees in self-managed teams elect a team leader who facilitates team meetings and performs administrative functions for the team. Frequently, team leadership responsibilities rotate among team members so that eventually most, if not all, team members serve a term as team leader. Team members assume responsibility for monitoring performance and solving performance problems, planning, scheduling, budgeting, and hiring and discipline of team members. The few remaining formal managers in an organization composed of self-managed teams coordinate activities of the various teams, ensure that teams have the resources they require, advise the  teams on technical, operational, and human resource issues, and help resolve disputes that might occur within or between teams (Parks Sanna, 1999). The transition to a team-based high-performance organization is established on a basic set of six guiding principles. The first principle is to develop the support of top managers. Top managers need to learn as much as they can about the structure and management operating system of a high performance design and operating system before deciding whether or not they can support implementing a model. Without the understanding of top management and their support for a change to a team-based organization, high-performance is not possible (Wheelan, 1994). The second thing that needs to be done is to determine how a team-based organization can address company improvement needs. Organizations must identify the opportunities for improvement where teams can help with the performance in the organization. Without a defined need, there will be little or no serious motivation to establish the resources and changes required to install a high performance model (Wheelan, 1994). The third principle is to involve everyone within the organization so that they will feel a part of the surrounding changes. Since team-based high performance requires revising the organizations structure and operating system, everyone has a role to play in the transition. When senior management makes a commitment to convert to the new system, department managers, section heads, and employees all need to be involved, no one can afford to be left out. Employment groups who are not informed and involved in the process of change are likely to resist the tough changes that are needed. Calming everyones fears about change is a very important factor in making a successful transition (Wheelan, 1994). The fourth principle is to invest in establishing a learning organization. With technology and information driving change at an unprecedented pace, organizations need employees at all levels who are continually learning. Education and training must be seen as a top priority in high-performance workplaces, with a payoff in improved leadership, worker flexibility,  effectiveness, and improved product and service quality (Wheelan, 1994). The fifth principle is to measure and keep track of how the changes are taking place and the affects of the changes. Measurement is a core element of high-performance management. A measurement system must be developed and maintained to evaluate the team and company performance, and there must be a way to monitor employee feedback, as well. The improvement measures should be incorporated into team performance evaluations, promotions, and compensation plans, so as to emphasize the extreme importance of this step (Wheelan, 1994). The sixth and final principle is to get the necessary help to install a high-performance design. Teams and team-based organizations with self-managed teams are not new. Adequate information is documented and available to show that team-based operating systems consistently outperform traditional systems. The hiring of an experienced consulting and training firm to provide model design guidance, consultation, and training will reduce trial and error costs and help ensure a smooth transition and the achievement of the desired outcomes (Wheelan, 1994). Team-based high-performance involves management providing teams with the following five thing: identifying defined areas of responsibility where teams can be delegated some degree of management control, granting the authority to teams to make decisions about their groups work, providing teams with the resources and tools to continually improve their work, providing the training needed to install and maintain the new system, and providing the resources and education needed to enable employees to continually improve their job skills (Wheelan, 1994). While this sounds easy enough in practice, it is not. Most companies operate in certain well-established, traditional ways. Team-based high performance requires changes in virtually every arena of corporate life. Top management may not want to commit resources to prepare everyone for their new responsibilities. Managers, and sometimes workers, are reluctant to have decision-making authority shared between management  and employees. However, there is a new frontier available for executives interested in capturing the spirit and intellect of the total workforce for dramatic improvements in operating effectiveness. The experience of companies that are making the change to a high-performance workplace, and seeing an extraordinary return on their investment, provides compelling motivation to take the plunge. References Hambrick, D.C. (1994). Top Management Groups: A Conceptual Integration and Reconsideration of the Team Label. Research in Organizational Behaviour. Hare, A.P. (1992). Group, Teams and Social Interaction. Theories and Applications. New York: Praeger. Moorehead, Gregory, Griffin, Ricky W. (2001). Organizational Behavior: Managing People And Organizations. Boston: Houghton Mifflin Company. Parks, C.D. Sanna, L.J. (1999). Group Performance and Interaction. Boulder, Oxford: Westview Press. Shaw, M.E. (1981). Group Dynamics: The Psychology of Small Group Behaviour. New York: McGraw-Hill. Wheelan, S.A. (1994). Group Processes. A Developmental Perspective. Boston, MA: Allyn and Bacon.

Martin Esslin Critical Essay :: Free Essays

Martin Esslin, in his critical essay written in 1969, comments on works from the beginning, middle and finally the end of Ibsen’s career. He chose to write about Hedda Gabler in his section about the middle of Ibsen’s career. While his writing is fairly complex, most of it is decipherable. He writes that â€Å"Hedda Gabler is the last of his strictly realist plays.† (237). He also explains that Hedda Gabler â€Å"is first and foremost about a human being, no about an idea† (237). This is what Esslin is impressed with the most. He loves how Hedda is not only the main character but also the social comment. With these two ideas intertwined so well, the play is fascinating. Hedda becomes the social comment on the role of women in the society. She challenges the idea of the time period and stands instead for superior, aristocratic woman who is the salve to the pride of her caste,† (238). She cannot stand her position in society, and becomes bored with sit ting around the house, waiting for Brack or Mrs. Elvsted to come around and visit. She becomes increasingly bored, even on her honeymoon, with a husband she apparently married simply to become married and have some sort of social position. She does not love Tesman, which becomes clear through the way she treats him. An example of this is her harsh attitude toward him serving them drinks. Esslin also comments on the incredible balance of the play with the presence of six main characters, three men, and three women. They all balance each other out, which become clear as Esslin shows the opposite character traits in the six characters. â€Å"Hedda†¦superior, aristocratic woman†¦Elvsted†¦her exact counterpart, socially, intellectually, and physically inferior†¦. better able to survive† (238). The final aspect of the play Esslin chooses to comment on is how it is very much a poem. He cites examples, â€Å"a figure standing by an open door, a shot ringing out i n what seems like an idyllic scene, all these may contain more poetic feelings than a dozen finely written speeches.

Modern Politics on “The Strategy of Terrorism” Essay

David Fromkin, author of â€Å"The Strategy of Terrorism† makes several arguments through his article; some of which I feel are relevant to today’s political atmosphere and some which seem unrealistic. The following essay discusses four key arguments and their relevancy in today’s standards.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The most unrealistic statement made by Fromkin was in his description of a terrorist in the eyes of some people. As revolutionaries, terrorists have come to seem romantic figures to many (685). Although written over thirty years ago, it seems unimaginable that anyone could see terrorists as romantic. The author makes another reference to terrorists as men going from gunmen to heroes. While it is possible that terrorist regimes consider their leaders as heroes, it is unrealistic to think any non-terrorist society would agree. The 2001 collapse of the Twin Towers destroyed any possible visions of romance or heroism involving terrorist actions, if anyone was ever to feel that way towards terrorism.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To look at Fromkin’s arguments in a pre-911 mindset, some of his arguments may not seem that unrealistic to America’s mainstream society. The American people have been aware of terrorism for decades, but very few physical acts of terrorism has been carried out in American soil; in comparison to overseas countries. Many American’s were ignorant to terrorism, even after the Oklahoma Bombing in 1995; which many considered not to be terrorism because it was an American man with no known organization behind his action. Although, publications would later be released linking McVeigh to the Aryan Nation organization and the Midwest Bandits (Cash & Charles, 2001). Before 911, most American’s perceived terrorism as something that happened in other countries; not in the safe and dependable United States. American’s today are much more aware of the dangers of terrorism. How does one define terrorism? Fromkin did well in answering this question, and his descriptions are still relevant today. The author’s description of terrorism as a fear tactic, using fear as a weapon, and their need for publicity in order to be successful was relevant in the 1970s as well as today. Everyday the news displays more heinous acts of terrorism in Iraq, where our brothers, husbands and other loved ones may be; and we are struck with fear. These images are daily reminders of those we lost in the 911 attacks as well. When human life is taken for reasons only known to the killers, our fear is their success. Fromkin also makes a good argument when he details terrorist strategy as a success determined by response made by the victims’ organization or country. It is my opinion that the United States has reacted as the terrorists hoped. The terrorists had hoped to ruin the economy and security of the American people. When America went to war, the implications were, and still are, innumerable. The divide of lower and upper class Americans has all but wiped out the middle class status; and today, more and more Americans are questioning the government’s motives in going to war with Iraq, the unity once found in America is no more. The final argument to be discussed is Fromkin’s outlook on the United States government as â€Å"a face and not a mask†. I wonder if he would feel that way today. As mentioned above, American’s are now questioning our government’s motives in Iraq. Scandals in the White House and throughout government agencies have become a regular occurrence, published as front page news and on the news. I would have to disagree with Fromkin’s argument; the American government most certainly does wear a mask. It is possible however, that at the time of Fromkin’s article publication, our government had a much better mask in place. In conclusion, Fromkin’s article makes several arguments about terrorism; most however are unrealistic in today’s society. What hasn’t changed however is the strategy of terrorism. Terrorists today use fear tactics and public displays of violence to produce a response. Unfortunately, many times terrorists receive the response they hope for. As Fromkin discussed, sometimes prevention is not enough, and at times inappropriate. The way to combat terrorism is to understand it, know the motivation and not to play into the hands of the enemy. Works Cited Cash, J, D. and Charles, Roger. â€Å"Company Boy: The Connection Between the FBI, Secret Service, White Supremacists and McVeigh.† Soldier of Fortune September 2001, Vol. 26, 9. 30-34. Fromkin, David. (1975). The Strategy of Terrorism. Foreign Affairs (pre-1986); ABI/INFORM Global: 1975.

Management Control System Essay

Detector -> measure what actually happening in the process being control. 2. Assessor -> what is actually happening by comparing with some standard/expectation. 3. Affector -> feedback. 4. Communication Network -> transmit information between the three above. Management Control process is the process by which managers at all levels ensure that the people they supervise implement their intended strategies. Management Control process characteristics: 1. The standar is not preset -> management decide what organization should do. 2. Management control is not automatic. 3. Management Control requires coordination among individuals 4. The connection from perceiving the need for action to determining the action required to obtain the desired result may not be clear. 5. Much Management Control is self control. System is a prescribed and usually repetitious way of carrying out an activity or a set of activities. Boundaries of Management Control: 1. Budget -> conforming to budget is not necessarily good and departure from budget is not necessarily bad. 2. Goal congruence -> it means that, insofar as is feasible, the goals of organization’s individual members should be consistent with the goals of the organization itself. 3. Tool for implementing strategy -> organizational structure specifies the roles, reporting relationship and division of responsibilities that shape decision making within an organization. Human resource management is the selection, training, evaluation, promotion and termination of employees so as to develop the knowledge and skills required to execute organizational strategy. Culture refers to the set of common beliefs, attitudes, and norms that explicitly or implicitly guide managerial action. 4. MCS encompass both financial and nonfinancial performance measures. 5. Aid in developing new strategies. Strategy formulation is the process of deciding on the goals of the organization an d the strategies for attaining these goals. Management control is the process of implementing those strategies. Task control is the process of ensuring that specified tasks are carried out effectively and efficiently. Task control system is scientific, whereas management control can never be reduced to a science. By definition, management control involves the behavior of managers, and this cannot be expressed by equations. Impact of the internet on management control -> difference between internet and phone: 1. Instant access. 2. Multi-targeted communication. 3. Costless communication. 4. Ability to display images. 5. Shifting power and control to individual.

Jocasta from Oedipus the King - Jocastas Monlogue

Jocasta from Oedipus the King - Jocastas Monlogue This dramatic female monologue comes from the Greek play Oedipus the King, Sophocles’ most famous tragedy. Some Necessary Background Information Queen Jocasta (Yo-KAH-stuh) is one of Greek mythology’s most ill-fated characters. First, she and her husband King Laius (LAY-us) learn from the Delphic Oracle (a sort of ancient fortune teller) that their newborn child is destined to kill his father and marry his mother. So, in the play’s first attempt by characters to outwit Fate, they pierce their baby’s ankles to bind them together and leave the child out in the wilderness to die. Little does Jocasta know that a kindly herdsman saves her child. The baby is called Oedipus (ED-uh-pus) – which means swollen ankles - by his adoptive parents, King Polybus (PAH-lih-bus) and Queen Merope (Meh-RUH-pee) from the  nearby city-state of Corinth. When Oedipus grows up, completely unaware that he was a â€Å"foundling,† he learns of the  prophecy that claims that he will commit both patricide and incest. Because he believes that this prediction applies to Polybus and Merope, the parents that he loves, he quickly leaves town believing that he can avoid that terrible fate. This is the plays second attempt by a character to outwit Fate. His escape route has him heading towards the city of Thebes. On his way there, he is almost run over by the chariot of an arrogant king. This king just happens to be King Laius (Oedipus’s biological father). They fight and guess what? Oedipus slays the king. Prophecy Part One fulfilled. Once in Thebes, Oedipus solves a riddle that saves Thebes from a monstrous Sphinx and therefore he  becomes the new king of Thebes. Since the previous king died in an incident of ancient road rage, which for some reason no one ever connects to Oedipus, the current queen Jocasta is a widow and needs a husband. So Oedipus weds the older but still beautiful Queen Jocasta. That’s right, he marries his mother! And over the years, they produce four children. Prophecy Part Two fulfilled – but almost everyone, including Oedipus himself, remains unaware of all of the thwarted efforts to trick Fate. Just prior to the monologue below, news has arrived that the king Oedipus believes to be  his father has died – and it was not at Oedipus’s hand! Jocasta is exceedingly pleased and relieved, but Oedipus is still bothered by the second part of the prophecy. His wife tries to ease the fears of her husband (who is also her son – but she has not figured this out yet) in this speech. JOCASTA: Why should a mortal man, the sport of chance, With no assured foreknowledge, be afraid? Best live a careless life from hand to mouth. This wedlock with thy mother fear not thou. How oft it chances that in dreams a man Has wed his mother! He who least regards Such brainsick fantasies lives most at ease. In another translation of the same monologue translated by Ian Johnston. (Locate Line 1160.) This translation is more modern than the one above and will help you understand the heightened language. (Its also worth looking through this version of the play for additional monologues by Jocasta.) Many Freudian scholars have paid particular attention to this short dramatic monologue. Read up on Freud’s Oedipal Complex and you will understand why. Video Resources Here is a short, animated version of the story of Oedipus the King. This video tells the story of Oedipus in Eight Minutes.

The Diurnal Cycle and How it Affects Daily Temperatures

The Diurnal Cycle and How it Affects Daily Temperatures All things in nature have a diurnal or daily pattern simply because they change throughout the course of a day. In meteorology, the term diurnal most often refers to the change of temperature from the daytime high to the nighttime low. Why Highs Dont Happen at High Noon The process of reaching a daily high (or low) temperature is a gradual one. It begins each morning when the Sun rises and its rays extend toward and strike the Earths surface. Solar radiation directly heats the ground, but because of lands high heat capacity (ability to store heat), the ground doesnt immediately warm. Just as a pot of cold water must first warm before coming to a boil, so must the land absorb a certain amount of heat before its temperature rises. As the grounds temperature warms, it heats a shallow layer of air directly above it by conduction. This thin layer of air, in turn, heats the column of cool air above it. Meanwhile, the Sun continues its trek across the sky. At high noon, when it reaches its peak height and is directly overhead, sunlight is at its most concentrated strength. However, because the ground and air must first store heat before radiating it to surrounding areas, maximum air temperature isnt yet reached. It actually lags this period of maximum solar heating by several hours! Only when the amount of incoming solar radiation equals the amount of outgoing radiation does the daily high temperature occur. The time of day this generally happens depends on a number of things (including geographic location and time of year) but is usually between the hours of 3-5 p.m. local time. After noon, the Sun begins its retreat across the sky. From now until sunset, the intensity of incoming solar radiation continually declines. When more heat energy is being lost to space than is incoming at the surface, a minimum temperature is reached. 30 F of (Temperature) Separation On any given day, the temperature swing from low and high temperature is roughly 20 to 30 F. A number of conditions can widen or lessen this range, such as: Day length. The greater (or shorter) the number of daylight hours, the more (or less) time the Earth is subject to heating. Length of daylight hours is determined by geographic location as well as season.Cloudiness. Clouds are good at both absorbing and giving off longwave radiation, and at reflecting shortwave radiation (sunlight). On cloudy days, the ground is shielded from incoming solar radiation because this energy is reflected back out into space. Less incoming heat means less and a decrease in diurnal temperature variation. On cloudy nights, diurnal range is also decreased, but for opposite reasons heat is trapped near the ground, which allows the days temperatures to remain constant rather than to cool.Elevation. Because mountain areas are located farther from the radiating heat source (the sun-heated surface), they are warmed less and also cool more rapidly after sunset than do valleys.Humidity. Water vapor is good at absorbing and giving off longwave radiation (energy tha ts released from the Earth) as well as absorbing in the near-infrared part of solar radiation, which reduces the amount of daytime energy reaching the surface. Because of this, daily highs are typically lower in humid environments than they are in dry environments. This is the primary reason why desert regions experience some of the most extreme day-to-night temperature fluctuations. Wind speed. Winds cause air at different levels of the atmosphere to mix. This mixing lessens the difference in temperature between warmer and cooler air, thus decreasing the diurnal temperature range. How to See the Diurnal Pulse In addition to feeling the diurnal cycle (which is done easily enough by enjoying a day outside), its also possible to visibly detect it. Watch a global infrared satellite loop closely. Do you notice the curtain of dark to light that rhythmically sweeps across the screen? Thats Earths diurnal pulse! Diurnal temperature isnt just essential to understanding how we meet our high and low air temperatures, its essential to the science of winemaking.

FYY_SAT_E1 Essay Example | Topics and Well Written Essays - 500 words

FYY_SAT_E1 - Essay Example In order to make the children grow up into responsible and considerate adults, it is imperative that they are shown the world in its true colors right from the very early years of life. Concepts developed in the childhood become stronger later. In the childhood, movies and plays based on myths are children’s favorite. But as they grow up, they tend to loose their association with such movies and plays because they become more practical in their approach towards the world. As grown-ups, they know the world too well to believe in the fantasies portrayed by childish movies and plays. Same holds true for fairy tales. Tales like the Little Red Riding Hood or The Beauty & The Beast used to be my all-time-favorite books when I was a child because there used to be morals at the end of the story. But now they and other stories like them do not at all attract me because as an adult, I would rather read stuff that would increase the knowledge I would need in my everyday life, and not the good-for-nothing fairy tales. History is my favorite subject. Books on such subjects let me know my past better. It is essential for me to know my history in order to learn the reality.