Relationship LensEveryday Ethics Essay Example | Topics and Well Written Essays - 1000 words

Relationship LensEveryday Ethics - Essay Example This paper will use "Everyday Ethics" by Catharyn Baird as a guide to develop a personal ethical framework for the workplace. A number of ethical competencies need to be enhanced and developed in my profession. At the basic level it should involve anger management in order to avoid conflicts. Problems should be rectified in a smart and prudent manner. Further negative events in the workplace should be used as a stimulus to improve productivity and output. The ability of choosing how to live and work is called free will. We all decide on our own about how we will live our lives. Philosophers call this ability a gift of free will. The understanding of how to live our life is called self efficacy. This is another ethical competency that needs to be integrated in the workplace. As a professional I am answerable to the management, colleagues, and customers. I need to implement superior ethical principles which will assist in creating an efficient and effective work environment. In order to better handle our professional lives we should improve our self efficacy. Self efficacy is defined by Albert Bandura as an ability to handle different given types of performances. The people who have strong belief in their self efficacy will be ready to make choices in their lives according to the situation. They start believing that they are effective. With knowledge and learning our self efficacy can increase. In the event we find more satisfaction and we become effective ethical agents in our professional lives. Self efficacy helps to create superior relationships and associations with the stakeholders. Management, colleagues, and customers are the constituents to whom I am answerable. Workplace Integrity Integrity is about creating accountability and fairness in the workplace. This is accomplished through the pursuit of clear and precise objectives. I need to protect the information of the organization. It also means following honest and transparent procedures during work tasks and duties. Workplace Greatest Good The greatest good is achieved in the workplace by maintaining a balance between organizational interests and ethical dilemmas. I seek to create an ethical environment where the spirit of friendship, openness, and collaboration is promoted. Workplace Justice Justice inside the workplace should be implemented in a smart and prudent manner. It means that individuals should ensure that there is no discrimination or bias. As a professional, I seek to implement justice so that the work duties are distributed according to the skills and expertise of the workforce. Workplace Courage Workplace courage means that the employees should express their opinions and feedback in an open and constructive manner. I pursue these qualities in order to ensure the highest ethical and moral principles in the workplace. Future Perceptions and Career Different work situations can create cynicism in our minds and because of that self efficacy in our professional lives can become low. For example, if we are working in a manufacturing plant where we are only a part of system and not connected to our customers even in good times; we may start believing that we have no control over our economic lives. We feel

Organizational Project Management Maturity Model Essay Example for Free

Organizational Project Management Maturity Model Essay 1. Introduction Successful implementation of a new organizational strategy can turn a good organization into a great one. Conversely, strategies that fail or generate poor results can quickly damage the organization’s reputation and brand, internally and externally. Effective strategy execution is the responsibility of all levels of management, who must be involved actively and consistently to orchestrate required organizational changes and to manage the portfolio of investments that underpin these change initiatives. The Organizational Project Management Maturity Model is a framework that provides an organization wide view of portfolio management, program management, and project management to support achieving best Practices within each of these domains. This holistic perspective is a powerful tool enabling successful execution of organizational strategies, portfolios, programs, and projects, especially when these transcend functional and hierarchical boundaries. Moreover, OPM3 global best Practices, applied to the execution of strategy, can drive superior and sustainable results. Effective strategy execution is the responsibility of the organization’s strategic planning and governance structures, which must be involved accurately and consistently to orchestrate required organizational changes. They manage the portfolio of investments that underpin these change initiatives. 2. Organizational project management Organizational project management is the systematic management of projects, programs and portfolios in allignment with the achievements of strategic goals. The concept of organizational project management is based on the idea that there is correlation between organization’s capabilities in project management, program management and portfolio management and its effectiveness implementing strategy. Organizational Project Management Project Portfolio Program Strategic Goals * Project – A temporary endeavor undertaken to create a unique product, service or result. * Program – A group of realated projects managed in a coordinated way to obtain benefits and control not available from managing them individually. * Portfolio – Acolloection of projects or programs and other work that are grouped together to facilitate effective management to meet strategic business objectives. 3. OPM3 Model OPM3 is an acronym for the Organizational Project Management Maturity Model, a standard wich is developed under the stewardship of the project management institute. The purpose of this standard is to provide a way for organizations to understand organizational project management and to measure their maturity against a comprehensive and broad based set of organizational project management best practices. OPM3 also helps organizations to increase their organizational project management maturity to plan for improvement. 4.1. Primary physical parts of the standard There are three parts; i. Narrative text – presents the OPM3 foundational concepts, with various appendices and glossary ii. Self assessment – provide a tool in support of the assessment step out lined in OPM3 iii. Directories – contain data on nearly 600 organizational project management best practices and their constituent capabilities 4.2. OPM3 Stages There are four sequential stages of process improvement; STANDARDIZE| MEASURE| CONTROL| CONTINUOUSLY IMPROVEMENT| 4. How does the OPM3 work? OPM3 offers the key to organizational project management maturity with three interlocking elements; i. The KNOWLEDGE element lets organizations uncover hundreds of Best Practices and shows them how to use the information available in OPM3. ii. The self ASSESSMENT element is an interactive database tool that lets organizations evaluate their current situation and identify their areas in need of improvement should an organization decided to embark on the path to higher maturity. iii. The IMPROVEMENT element will help map out the steps needed to achieve their goals. * KNOWLEDGE element which drives Assessment * ASSESSMENT element which in turn drives Improvement * IMPROVEMENT element. 5. Benefits of OPM3 to the organization I. It bridges the gap between strategy and individual project. II. It provides a comprehensive body of knowledge regarding what constitutes best practices in organizational project management. III. By using OPM3, an organization can determine exactly which organizational project management best practices and capabilities it does and does not have. IV. If the organization decides to pursue improvements, OPM3 provides guidance on prioritizing and planning. 6. What kind of commitment is required to launch OPM3 in an organization? The process of applying OPM3 in an organization is difficult to quantify. It depends on factors such as the size, complexity and initial maturity of the organization, the thoroughness of the assessment, the nature of the organization’s strategic objectives, and the level of resources available also impact any estimate. However, the assessment portion of such an initiative is most likely to take from several weeks to several months. Should an organization decide to embark upon improvements, the planning and implementation steps are likely to take longer, depending on how many best practices and related capabilities an organization decides to work on at one time. 7. Importance of OPM3 to the project management profession The Project Manager Competency Development Framework is the standard to guide the professional development of project of project managers and those aspiring to be project managers. OPM3 is the first iteration of a standard for organizations. It has the potential to create a new environment for those who are working in the project management profession, by illuminating the important link between projects and organizational strategy and the importance of organizational support to project management practices. The information in OPM3 is based on very broad based input from project management practitioners and consultants. 8. Summary The current global economic climate has ushered in an era of uncertainty that throws the importance of Organizational Project Management (OPM) maturity into sharp relief. It is critical for organizations to renew their ability to create cost efficiencies, economies of scale and agility to adapt to the changing business environment through projects. Companies need the organizational capability to choose the right projects, manage costs, and innovate. They need the organizational capability to delivery projects successfully, consistently, and predictably. The Project Management Institutes OPM3 Standard was developed with input from thousands of project practitioners and represents best practices in Project, Program, and Portfolio Management. OPM3 incorporates the PMIs PMBOK Guide, the most widely adopted standard for managing individual projects, and expands this into the domains of Program Management and Portfolio Management. OPM3 emphasizes choosing the right projects to advance organizational strategies and implementing the processes, structures, and behaviors necessary to deliver projects successfully, consistently, and predictabl y. Standardization of project work methods lays the foundation for achieving higher levels of maturity and excellence to create the organizational agility and resilience you need in todays marketplace. Leading organizations of all types and sizes across multiple industries are adopting OPM3 to transform their ability to close the gap between strategic intent and tactical outcomes through successful project selection and delivery. The preferred method for implementing OPM3 begins with an OPM3 Assessment by a PMI certified OPM3 Professional. 9. References * Project Management Institute, Inc. (2003). Organizational Project Management Maturity Model (OPM3). Organizational Project Management Maturity Model (OPM3). 1 (1), 1-195. * Project Management Institute, Inc. (2004). An executives guide to OPM3. An executives guide to OPM3. 1 (1), 1-5.

Study of Organized Retail in Rural Indian Markets

Study of Organized Retail in Rural Indian Markets Shubham Kumar Retailing accounts for around 10% of the Indian GDP and the Indian retail market is estimated to be worth around US $600 billion in 2015 and to reach US$1.3 trillion by 2020. It is also one of the fastest in the world in terms of growth and already consists of 1.2 billion people. In order to understand the standing of organized retailing in the rural Indian markets, one must first understand what is meant by organized retailing itself. 1.1 Organized Retailing   Ã‚   With more than 15 million owner manned mom-and-pop stores, India is often called a nation of shopkeepers. This is referred to as unorganized retailing and it refers to the traditional formats of low-cost retailing such as the local corner shops, owner manned general stores, paan/beedi shops, convenience stores, hand carts and pavement vendors, etc. On the other hand, organized retailing refers to trading activities undertaken by licensed retailers who are registered for sales tax, income tax, etc. These include the publicly traded supermarkets, corporate-backed hypermarkets and retail chains, and also the privately owned large retail businesses. The face of retailing in India was changed by the emergence of organized retail formats along with a shift in the Indian consumers attitude. The above figure shows the evolution of the Indian retail market. However, organized retailing in the Indian markets has mostly been in the urban regions and the overall Organized Retail Penetration (ORP) is low at 8% (in 2015) showing that a lot of potential still exists. 1.2 Organized Retailing in Rural Indian Markets The unorganized retailers hold advantages such as being personal, strong relationships, serving as points of news, offering credit and helping the people in difficult times. Further, they understand the local requirements and offer low prices as they have low overheads. By 2012, urban Indian markets was where 85% of the organized retailing took place in India. However, with a lot of foreign players entering, limited and expensive desirable real estate and foreign investment restrictions have pushed the Indias retail market closer to maturity. The rural Indian market on the other hand, consists of 833,087,662 people (68.84% of total) living in around 6,40,867 villages. Development of the rural market began after the Green Revolution when the demand for farm inputs like hybrids seeds and fertilisers began rising. Yet only a small part of the vast rural market remains covered by organized retailers such as DCM Shrirams Hariyali, HULs Project Shakti and ITCs e-Choupal. The following figure shows the evolution of the different retailing formats in the rural markets: Organized retailing offers certain advantages such as operating in a large scale with multiple outlets, being highly efficient and hold high bargaining power over suppliers due to their volume purchases. In addition to these advantages, following are some drivers which are fueling organized retailing in the rural markets: 2.1 Scope This study looks at various secondary sources of information regarding the major players involved in organized retailing in the rural Indian markets. An analysis of their marketing mix along with their strategies is done and the opportunities and challenges for retailing in these markets are identified. Following are the organized retailing entities covered as a part of this study: Warana Bazar Godrej Aadhaar ITC e-Choupal Caupal Sagar HUL Shakti DSCL Hariyali Kisaan Bazaar 2.2 Major Organized Retailers in Rural India Due to its vast potential and growth, the rural Indian market has been successful in attracting many large corporate houses and come up with innovative means to cater to their needs. Some of these firms include international players such as HUL, ITC, Gilette etc. While some of these initiatives were successful, some were not able to gain enough traction. 2.2.1 Warana Bazar Warana Bazar (WB) was founded in the year 1976 and started operating in 1978 in Warana, Maharashtra. It operates as a consumer co-operative store and has become immensely successful. By 2015, WB had 2 large departmental stores, 55 branches and 3 franchisees in 101 villages spread across Kolhapur and Sangli in Maharashtra in addition to being present in Goa and Karnataka. The yearly turnover reached à ¢Ã¢â‚¬Å¡Ã‚ ¹132 crores with a daily turnover of more than à ¢Ã¢â‚¬Å¡Ã‚ ¹35 lakhs powered by only 610 employees and 24,000 members. The stores provided 30,000 different types of goods across 24 sections. They also eliminated the middlemen by purchasing 70% of the goods directly from the manufacturers or from authorized stockists and agents. The goods were priced cheaper than anywhere else, suggesting an everyday low pricing policy. In addition to this, innovative ideas have proven to be crucial in the success of WB. They educated the customers about spurious goods and in addition to this, it felicitates the mothers around Warananagar who give birth to a girl child in order to help improve the sex ratio. Vilasrao. A training center coined Tatyasaheb Kore Consumers Cooperative Training Centre was also established in 1996 to gain access to trained salesmen. 2.2.2 Godrej-Future Group: Aadhaar Stores Godrej Aadhaar (GA), the agri services cum retail initiative of Godrej Agrovet Ltd., a subsidiary of Godrej Industries Ltd., came into operation in December 2003 by opening a center at Manchar, Pune in Maharashtra. Initially, the Aadhaar stores were owned and operated by Godrej Agrovet itself. After a joint venture with the Future Group in 2008, some company-owned outlets were closed and expanded through franchisees. By 2012, it entered the cash-and-carry business selling to wholesalers and Aadhaar outlets. By 2013, there were 45 Aadhaar outlets in Punjab and Gujarat. Image 1: An Aadhar store in Punjab Initially, 1/3rd of the overall sales of Aadhar outlets came from farm inputs, while the rest came equally from apparel, consumer durables and consumer goods. Since then, the share of farm inputs has decreased and presently, more than 90% of the sales came from groceries and consumer goods. Rekhi says. The new strategies have yielded results, and Aadhaar was looking to break even. 2.2.3 ITC Ltd.: e-Choupal Choupal Saagar ITC Ltd. Launched e-Choupal and later Choupal Saagar as a part of the e-Choupal initiative. E-choupals are small kiosks across the agricultural regions of India having computers and internet access and run by a Sanchalak (trained fanner). These kiosks enabled the local farmers to obtain information on wholesale prices, good farming practices, and to place orders for agricultural inputs. In 2004, Indias biggest cigarette maker, ITC, opened its first rural hypermarket Choupal Saagar. By 2007, it had 24 such outlets in the states of Madhya Pradesh, Maharashtra and Uttar Pradesh, and by 2013, 21 of these were earning profits. Though it plans to have 100 such store, ITC has not expanded further yet. Choupal Saagar, is essentially a hub with collection and storage facilities and a unique rural hypermarket offering multiple services all in one place. Choupal Saagars also include farmer facilitation centers with services such as sourcing, training, soil testing, health clinic, cafeteria, banking, investment services, fuel station etc. Image 2: A typical Choupal Sagar store. Before launching Choupal Saagar, ITC first had to developed the market. This was done by using the its e-Choupal linkages to buy agricultural produce from farmers helping them increase their productivity and incomes by removing the middlemen and empowering them. After this, Choupal Saagar stores were launched to sell a variety of products and services including farm inputs, consumer goods and consumer durables, apparel and fuel. These stores were located near the stock points of ITCs e-Choupals, ensuring that there existed 1 Choupal Sagar around 25-30 e-Choupals. The farmers could come in, sell their produce, receive cash and then spend it to buy other products at the same place. Thus, the sustainability of this model was ensured. ITC then took this model a step further by introducing Choupal Fresh in 2006 in Hyderabad. The Choupal Fresh would complete the supply chain which begins at the e-Choupals by offering the urban consumers fresh fruits, vegetables and other farm products. 2.2.4 HUL: Project Shakti Project Shakti was started to reach the massive under-served rural Indian markets which could not be economically and effectively reached through traditional methods. In these remote villages, HUL identified underprivileged women and trained them to become Shakti Entrepreneurs (SEs) i.e. distributors of HUL products in villages, in the process enabling them to earn a sustainable income through this business. Initially, the women were trained to be entrepreneurs and were called Shakti ammas, and in the later stages, this was augmented by the addition of Shaktimaan or the male members who helped in the distribution of the HUL products and further increased the income. Considerable resources are invested by HUL to train the villagers to become entrepreneurs, thus, besides being a sales, distribution and communication initiative, Shakti also serves as a micro-enterprise initiative improving the standards of life and providing employment opportunities. HUL is benefitted as the project helps enhance HULs direct rural reach and enables better communication of HULs brands effectively in media-dark regions. In 2001, Project Shakti started from 17 SEs in a single state and by 2008, it had grown to more than 45,000 SEs. Additional projects associated with Project Shakti are Shakti Day, i-Shakti Unit and Shakti Vani Programme. 2.2.5 DSCL: Hariyali Kisaan Bazaar DCM Shriram Consolidated Ltd (DSCL) Hariyali stores were started in 2002 selling farm products, groceries and household goods. In 6 years, it operated 300 stores in India and became the largest rural retail chain. Each Hariyali Kisaan Bazaar operated in an area of 20 kms., catering to agricultural land of about 50,000-70,000 acres touching approx. 15,000 farmers. The value proposition was that of Unnati Ghar Sansaar and Gaon providing valuable technical assistance, soil water testing services, retailing agricultural inputs, facilitating the farmers with credit and providing a platform to the farmers to sell their produce, crop finance, transfer information on weather, price of the products based on demand and supply, all under one roof. It had collaborations with the likes of Tata Agrico, Bajaj Allianz Life, Apollo Pharmacy, Eicher Motors and HDFC Bank. However, the rural market presents a lot of challenges for organized retailing and not all players have been able to succeed in this venture. Revenues kept on increasing at a good rate but the business was not able to earn a profit which caused DSCL to reevaluate its strategy. First, it slowed down expansion and later it shut down some stores and finally after 10 years of trying, it exited the business. Presently, it sells only petroleum products sourced from Bharat Petroleum at 37 locations in the countryside dropping the revenues but also limiting the losses. An ex-employee of said that the outlet didnt offer any discounts and, unlike local grocery stores, didnt sell on credit which might be the main reasons behind its collapse. Image 3: A closed Hariyali store in Haryanas Ladwa village. 3.1 Challenges for Organized Retailing in Rural Indian Markets Typical problems of retailing in rural markets: Low disposable incomes Illiteracy and low awareness Higher overhead costs Fluctuating demand that depends on the monsoon Diverse buying habits Difficulty in competing with mom-and-pop stores 3.2 Distribution and Logistics Models The typical distribution models and hub and spoke model do not always succeed in the rural markets and are very expensive to implement. Taking the example of HUL, taking its huge product portfolio to the remotest of villages was a big challenge. However, the company realized that the conventional hub-and-spoke distribution model which it used to great effect in both urban and semi-urban markets would turn out to be very expensive when penetrating the smaller scattered villages. Hence, it came up with Project Shakti and created local entrepreneurs using self-help groups. This developmental approach made sure that even the remotest of villages could be reached and the market developed without a large investment in the distribution infrastructure. On the other hand, Haryali Kisaan Bazaar was not successful as it could not implement such cost-effective and innovative distribution models, therefore failing to keep its costs low and earn a profit. The sustainability of organized retailing in the rural markets depends upon the ability of the firms to come up with innovative distribution and logistics models such as using public distribution stores, distribution vans, non-government organizations etc. Yet another example can be taken of ITCs Choupal Sagar which used technology to reduce its costs as well as empower the farmers by enabling them to get better deals for their produce. 3.3 Ensuring Sustainability through Market Development In order to generate sales in the remote rural markets, they must be first developed so that the consumers have the required knowledge to find value from the product and the disposable income to be able to afford the product. Organized retail however, does not help in increasing the rural incomes but only meets the consumption requirements. This makes the business models unsustainable. In order to sustain, the organized retailers must simultaneously work to develop these markets by implementing innovative ideas. Looking at ITC, it did not straight away establish the Choupal Sagar stores, instead ITC focused on developing linkages through its e-Choupal program first. It developed a strong network to buy agricultural products from farmers and improve productivity, helping raise their incomes and in the process, reduce its procurement costs. It was after establishing the e-Choupals and a certain level of trust with the rural markets that ITC went on to launch the Choupal Sagar stores which sold a variety of products and services to these rural markets. HULs Project Shakti also ensured sustainability by ensuring the development of the markets through self-help groups called the Shakti Markets. Similarly, Warana Bazar being a consumer co-operative store also helped in the development of the rural markets. Due to a lack of substantial developmental efforts, organized retailers such as the Hariyali Kisaan Bazar and Aadhar Stores have run into trouble, unable to make profits and sustain the business. While the Hariyali Kisaan Bazar have been reduced to selling fuel products, Aadhar Stores have had to shut down a lot of stores and recreate its product mix. Franchises are an attractive way of expanding organized retail stores as local franchisees are better at maintaining customer relationships as they understand the local consumption patterns better. References Equbal, D. S. (2012, January). Organized Retailing in India: Challenges and Opportunities. International Journal of Multidisciplinary Research, 02(01), 281-291. Govt. of India. (2011). Rural Urban Distribution of Population. Census of India 2011. Haidar, P. (2015, July). Modern Rural Marketing Network. Asia-Pacific Journal of Rural Development, XXV(01), 91-102. India Brand Equity Foundation. (2017). Retail Industry in India. Jain, V. (2016, August). Challenges for Organized Retailing in India. International Journal of Research in Commerce Management, 07(08), 45-46. Poonam Talwar, S. S. (2011, July Dec.). Retailing Prospects in Rural Market. International Journal of Computer Science and Communication, 02(02), 527-529. Surajit Dey, D. S. (2012, Nov. Dec.). Organized Retail in the Rural Markets in India. IOSR Journal of Business and Management (IOSR-JBM), 06(01), 16-25.

Early Arizona Women in the Mormon Faith :: Church of Jesus Christ of Latter-day Saints

Early Arizona Women in the Mormon Faith Imagine traveling across country, in uncharted territory without air conditioning. Believe it or not, thousands of people did it. These pioneers had to protect themselves, make good of the resources around them and try to have a normal family life on top of this. As if this was not hard enough, Mormon women had a much tougher challenge to face; they had to keep faith and teach the word of the lord to all they came in contact with. Many challenges had to be overcome even once they settled, building a house, a community, and a church, not to mention the boredom and loneliness of being far from their families. Pioneering was done mainly throughout the mid to late nineteenth century in America. Women were responsible for tending to the children, cooking whatever their husbands (or fathers or brothers) may have caught that day and cleaning. There were times when animals were hard to find and no kill was brought home that night to feast on; the women had to then compromise and pick plants around them and boil them into a soup. The types of animals that were mainly found were deer, buffalo and occasionally a dog was killed to feast upon. Some of the fears of traveling to Arizona consisted of Indian attacks, robbers and family and, or friends dying along the trail. Not all tribes of Indian’s attacked traveling settlers. In an account told by Mrs. Elvira Martineau Johnson, who, in 1876, traveled with her husband to Moen Copie tells of how Navajo Indians wanted justice, not revenge. According to her, three of the tribes cattle were killed and the Navajo’s wanted to know by whom. The head of the settlement, Jas S. Brown, was hospitable and fed the Navajos while he tried to get to the bottom of the story. Brown and the Navajos traveled to another settlement not far away and discovered half-starved colonists. The colonists admitted to killing the three cattle and explained they thought the cattle were owner less. Because of the time and effort Brown devoted to solving the problem, the Navajos were satisfied and did not ask for any reparations.1 Flagstaff became one of the first Mormon settlements in Arizona.

Lord of the Flies Notes by William Golding Essay

The Setting A deserted island which is describe as a tropical paradise, and with a scar, a lagoon and a beach. It was shown by the appearance that the island was presented as beautiful as the garden of Eden. On the other hand, evilness and danger were hindered and were shown through different sentence throughout the chapters. B.The Plot †¢Exposition (Conflicts, confrontation, chaos) In the middle of a war, a plane with a group of British schoolboys was shot down over a deserted island. Two boys, Ralph and Piggy, found a conch shell, and Piggy suggested that it could be used as a horn to call for the other boys. Once all the boys were there, they decided to elect a leader. They chose Ralph as their leader, and Ralph appointed Jack to be in charge of the choir boys who would be hunting for food. Ralph thinks that they must light a fire by using Piggy’s glasses so to attract the attention of passing ships, hoping that someone would see the fire and save them. The boys succeed in making a fire, but it burned down quickly because no one was watching the fire. Jack thinks that Ralph shouldn’t be the leader and Jack forms a new tribe. †¢Climax The boys thought that there was a beast in a cave on the island, and none of them dared to go in to find out who or what the beast actually was. Simon was brave, and he found out that the true identity of the beast was actually a dead parachutist. He planned to run down to the beach to tell the rest of the boys, but he ran into the middle of Jack’s tribe’s gathering and they thought that Simon was the beast. They ended up killing Simon. The next morning, Piggy realized that Jack’s tribe had stolen his glasses, so Ralph and Piggy went to find Jack’s tribe and ask for the glasses back. But they refused and Roger rolled a boulder down a mountain and killed Piggy. †¢Resolution Ralph knew that Jack’s tribe would be finding him, hunting him down. So Jack told his tribe to light the entire forest with fire to scare Ralph out of his hiding place. When Ralph saw the fire, he immediately ran towards the beach and fell down because he was tired. Ralph looked up and saw a British naval officer. Ralph cries in the end because of his loss. C.The Characters Ralph One of the main characters / main protagonist Elected leader He was responsible of the well-being of all the other boys in the story ï  µHe the one and only boy who could still remain civilized and rational at the end of the story Piggy The smart one/ the most intelligent one His glasses is the key to making the fire Made fun of because of his weight and outlook The outsider Was killed by the stone Jack Leader of choir boys / hunters Main antagonist Longs for total power He is rival to Ralph and eventually declares himself as the chief Simon Knows the true identity of the beast Was killed Oddball of the group Roger and Maurice The hangman of Jack’s tribe Roger’s Jack’s lieutenant who has a sadistic streak. Maurice was Roger’s henchman Kills Piggy Same and Eric / Samneric Twins Loyal Seemed to be the boys who† breathed together† and â€Å"grinned together† D.The Themes Civilization V.S. Slavery Ralph (Order) V.S. Jack (Wanting for power) Civilized, mannered, English boys V.S. Brutal, wild Loss of Innocence Boys were supposed to be innocent, but they were brutal Crowd Mentality Good and evil The conch group V.S the savages The boys V.S terrifying beast Attemps at rescue from a passing ship V.S imprisonment on the increasingly chaotic island E.Read the Introduction and answer the following questions: 1.How was the novel inspired by Coral Island? Both stories’ plots are about boys being stranded on a deserted island. In â€Å"Coral Island†, the author, R. M. Ballantyne, wrote his perspective of what British boys would do if they were stranded on an island. In the story, the three boys worked together. They built huts, hunted for food and explored the island. They were at first, primitive cast mates, but then evolved into civilized people. â€Å"Lord of the Flies† was inspired by the plot and idea of boys being stranded on an island, but William Golding wrote his own perspective of how he thought a group of civilized boys would react to being stranded on a deserted island. The difference is that in â€Å"Coral Island†, the boys became civilized people while in â€Å"Lord of the Flies†, the civilized boys became â€Å"monsters†. 2.Briefly describe the three parts of the novel For the first part, it’s mainly the background of how the boys got stranded  on the island and the election of their leader – Ralph. Ralph thinks that they should start a fire to get the attention of passing ships in order to rescue them from the island. The second part is mainly about Jack forming a tribe against Ralph and them killing Simon because they thought that he was the beast. But actually, Simon knew that the beast was actually a dead soldier, but he was killed because Jack’s tribe thought that he was the beast. The third part is mainly about how Jack’s tribe stole Piggy’s glasses to start the fire and how Roger rolled a boulder down the mountain, killing Piggy. And about how Jack’s tribe tried to kill Ralph by setting fire to the entire forest, but Ralph was rescued by a British Naval officer. 3.Briefly comment on the style in which the novel is written The author wrote the story in a very straight forward style. There weren’t too lengthy descriptions. The characters and objects in the story have symbolic meanings that show us the main theme of the story. This story is based on the author’s real – life experience with the cruelty and brutality of World War II.

Free Essays on Wizards Of The Coast

Introduction Corporate Description In 1997 Wizards of the Coast was a privately held company, best known for the world’s number one selling adventure trading-card game, Magic: The Gathering. Founded in 1990 by Peter Adkison and several other young professionals, and bolstered by the success of Magic, the company has grown into the largest adventure gaming company in the world. The idea behind the game is to combine a fantasy-playing concept with a trading card format, where players can buy and sell collectible cards, similar to baseball cards. Wizards released Magic in 1993 and it was an instant success. Since then, an entire sub-culture has developed, where those who play the game do it as more of a hobby than simply a card game, dedicating a significant amount of time and money. In order to distribute their product, Wizards had initially built a widespread network of small hobby, game, and comic shops. Along with their popularity, they have since expanded into larger chain stores such as Toys â€Å"R† Us, Barnes and Noble, and Target. Likewise, the design and manufacture of the game initially started small with a single source supplier, but has grown significantly in order to be able to keep up with demand. Until the late 90’s, the success enjoyed by Wizards had been founded solely in the popularity of Magic and related â€Å"spin-off† products. To add breadth to their product line, and to reduce competition, Wizards solidified its position in the adventure gaming market by acquiring two of its most significant competitors- 1) Five Rings Publishing and 2) TSR (the creators of Dungeons and Dragons). Vision Peter Adkison's vision for Wizards of the Coast was to establish games as a fun entertainment choice for people of all ages. (wizards.com/whatis/main.asp?x=founder) Strategy Because Wizards of the Coast is only in one business, its corporate and business strategies are identical. They consist of the ... Free Essays on Wizards Of The Coast Free Essays on Wizards Of The Coast Introduction Corporate Description In 1997 Wizards of the Coast was a privately held company, best known for the world’s number one selling adventure trading-card game, Magic: The Gathering. Founded in 1990 by Peter Adkison and several other young professionals, and bolstered by the success of Magic, the company has grown into the largest adventure gaming company in the world. The idea behind the game is to combine a fantasy-playing concept with a trading card format, where players can buy and sell collectible cards, similar to baseball cards. Wizards released Magic in 1993 and it was an instant success. Since then, an entire sub-culture has developed, where those who play the game do it as more of a hobby than simply a card game, dedicating a significant amount of time and money. In order to distribute their product, Wizards had initially built a widespread network of small hobby, game, and comic shops. Along with their popularity, they have since expanded into larger chain stores such as Toys â€Å"R† Us, Barnes and Noble, and Target. Likewise, the design and manufacture of the game initially started small with a single source supplier, but has grown significantly in order to be able to keep up with demand. Until the late 90’s, the success enjoyed by Wizards had been founded solely in the popularity of Magic and related â€Å"spin-off† products. To add breadth to their product line, and to reduce competition, Wizards solidified its position in the adventure gaming market by acquiring two of its most significant competitors- 1) Five Rings Publishing and 2) TSR (the creators of Dungeons and Dragons). Vision Peter Adkison's vision for Wizards of the Coast was to establish games as a fun entertainment choice for people of all ages. (wizards.com/whatis/main.asp?x=founder) Strategy Because Wizards of the Coast is only in one business, its corporate and business strategies are identical. They consist of the ...