Organization Behavior Essay Example for Free

Organization Behavior Essay âž ¢ Anne Mulcahy at the age of 23 she was the director of human resources, head of the Xerox âž ¢ She spent her first 16 years companys fledging desktop computer business, and chief in sales, then eight years in an assortment of management of staff to Xeroxs CEO. âž ¢ She never aspired to run Xerox nor she was groomed to be CEO. In 2001 she became the CEO of Xerox. âž ¢ She accepted the position when the company was in horrible financial shape. It had $17.1 billion in debt and only $154 million in cash. It was about to begin seven straight quarters of losses. âž ¢ Mulcahy felt a deep loyalty to the company. She felt an obligation to do everything in her power to save Xerox. Duty and loyalty compelled her to take a job that nobody else really wanted, despite the fact that she had zero preparation. âž ¢ She didnt know financial analysis. She had no MBA and her undergraduate degree was in English/journalism. So she asked the companys director of corporate finance to give her a cram course in Balance Sheet 101. He helped her to understand debt structure, inventory trends, and the impact of taxes and currency rates. âž ¢ This allowed her to see what would generate cash and how each of her decisions would affect the balance sheet. Mulcahy says now that her lack of training had its advantages. She had no preconceived notions, no time to develop bad habits. âž ¢ She appealed to employees with missionary zeal, in videos and in person to save each dollar as if it were your own. In 2002, for instance, she gave all employees their birthdays an off. The gentle pressure was vintage Mulcahy: Work hard, measure the results, tell the truth, and be brutally honest. âž ¢ After less than two years as CEO, Mulcahy has made startling progress in turning Xerox around. Employees appreciated her truthful and straightforward style. They also liked the fact that she was willing to work shoulder to shoulder with subordinates âž ¢ She was working hard, people felt obligated to work harder too. But Mulcahy is no softy. Shes smart, energetic, tough but passionate. âž ¢ She showed the ability to make hard decisions. For instance, she slashed costs in part by cutting Xeroxs workforce by 30 percent and she shut down desktop division. She oversaw the streamlining of production, new investment in research and development, and restructured the sales force so vague lines of authority became clear. She met with bankers and customers. âž ¢ In 2003, Xerox had had four straight quarters of operating profits. The companys stock was up to $11 a share. And while Xeroxs future was still far from secure, at least it was beginning to look like the company would have future. 1. How did Anne Mulcahy create trust with employees after becoming CEO? âž ¢ We see that Anne Mulcahy is the ultimate loyal employee in Xerox. She represented herself as a Savior who would deliver them from the storm though she didn’t have any vision nor she was trained but she was determined in doing her task. Duty and loyalty compelled her to take a job that nobody else really wanted. âž ¢ Though she didn’t have any knowledge in financial aspects she learned in the short span of time and took initiative to cut costs by using strategies like reducing the work force, which was a smart move of cutting cost, and she restructured sales force, etc. âž ¢ She appealed to employees with missionary zeal, in videos and in person to save each dollar as if it were your own† âž ¢ She believed in these words that it is an era to work hard, measure the results, tell the truth, and be brutally honest. âž ¢ That is how employees, appreciated her truthful and straightforward style. They also liked the fact that she was willing to work shoulder to shoulder with subordinates 2.Did Mulcahy have a vision for Xerox? Explain. Anne Mulcahy had no vision or any aspiration to run Xerox. We can see this as initially when the Xeroxs board chose her as CEO of Xerox. She was neither groomed nor aspired for this position. But she accepted the position with a mixed feeling. She took the position when the company was dooming. She had a deep loyalty to the company and she realized her responsibility to save Xerox although she was not prepared. But she had a determination to save Xerox. 3. What qualities do you think helped Mulcahy to affect the turnaround at Xerox? âž ¢ Charismatic quality: She has an inborn quality to stand in any kind of situation that is a special quality of determination to serve her company. âž ¢ She also had inner qualities like self-confidence, Problem-solving ability. When she took the position of CEO the company was in horrible financial shape. A leader needs lots of self-confidence in such situation, which Anne Mulcahy had. âž ¢ She stood to save her company and sole the crisis. Mulcahy wasnt groomed for the CEO position is a true understatement. For instance, she didnt know financial analysis. She had no MBA and her undergraduate degree was in English/journalism. So she asked the companys director of corporate finance to give her a cram course in Balance Sheet 101. He helped her to understand debt structure, inventory trends, and the impact of taxes and currency rates. This allowed her to see what would generate cash and how each of her decisions would affect the balance sheet. Mulcahy says now that her lack of training had its advantages. She had no preconceived notions, no time to develop bad habits. âž ¢ Passionate: She was passionate in doing her work and also influenced others to follow her and she believed that employees should â€Å"Work hard, measure the results, tell the truth, and be brutally honest.† âž ¢ She also had other qualities like smartness, energetic, tough but passionate 4.What does this case say about leadership experience? Through this case we can see that Anne Mulcahy is a successful leader. Why a leader? Because she was a shepherd to her company leading her sheep’s. And Anne Mulcahy is said to be a leader as she lead her people to follow her. A Leader is an individual person who initiates and implements that is what Anne Mulcahy did. She can be called a Transformational leader as she implemented changes. For instance she slashed costs in part by cutting Xeroxs workforce by 30 percent and she shut down desktop division. She oversaw the streamlining of production, new investment in research and development, an restructured the sales force so vague lines of authority became clear. She met with bankers and customers. Most importantly, she traveled. She galvanized the troops visiting Xerox offices—sometimes hitting three cities a day—and inspiring employees. This is what matters as a leader to influence people to follow them. And she led her company from â€Å"rags to riches†

Pellet Catalyst Development using Ferroxcube Process

Pellet Catalyst Development using Ferroxcube Process Pellet catalyst development using the Ferroxcube process The pellet preparation followed the classic routine of the powder metallurgy industry (NTUA): hematite (Fe2O3) or magnetite (Fe3O4) powders were homogenized in a plasticizer and greasing environment, within a rotating pan (Figure 7). Consequently, disks were pressed in a 150 bar hydraulic press (Figure 8). NTUA used the experience of CERTH (coordinators of the HYDROSOL projects to proceed in the proper preparation of the pellets). Figure 7. Rotating panFigure 8. The 150 bar hydraulic press After the initial pelletization by the hydraulic press, the pellets were undergone sintering and reduction in a controlled atmosphere (oxygen-reduced atmosphere) oven as shown in Figure 9, in order to obtain the magnetite phase certified by XRD, as shown in Figure 10. Figure 9. The sintering oven.Figure 10. XRD response of the sintered pellet, certifying the magnetite phase The porosity of the pellet and the neck development, offering substantial mechanical properties, have been monitored by SEM, as shown in Figure 11, as well as by the classic pressurizing methods. This way, the magnetite pellets have been stabilized in mechanical, electric and magnetic properties, offering mechanical robustness and electric resistivity below 10 Ohm or 3 à ¯Ã‚ Ã‚ ­Ohm.m (non-used pellet). Furthermore, an advanced manufacturing process has been proposed by the SUN Unit to the above-mentioned industrial technique. During sintering and reduction process, magnetic field can be added externally to the sintering and reducing ovens to magnetically orient the magnetite dipoles in the desired direction, allowing for advanced Lorentz force control. 2.2. A thin-film catalyst We have conceived and developed a thin film device for the hydrogen production which can be integrated in an automated system. The device can also be used for the reduction and oxidation process in oxide semiconducting films supported by metal substrates-wafers, even if they do not exhibit coherent magnetic order. The method is based on the Lorentz forces acted on the reducing oxidizing conducting electrons in the said oxide semiconducting films. Hence, this device can trap oxygen and hydroxyl from transmitted water, thus producing hydrogen. This such reduction and oxidation process in open air, as well as controlled atmosphere conditions. A particular application, useful for the HELENIC REF project refers to the three-layer depicted in Figure 15. The upper layer consists of a magnetite film not thicker than 500 nm, an insulating thin film supporting the magnetite film, not thicker than 500 nm and finally a metallic wafer made of Al or other metal, supporting the insulating and the magnetite thin film. Figure 15. Schematic of the catalyst Possible manufacturing methods include electrodeposition, physical vapor deposition, chemical vapor deposition as well as lithography and masking methods for the generation of electric contacts on the upper thin film. Concerning Fe3O4 (magnetite) film, a preferable but not obligatory condition is to be able to provide magnetic order in all grains of the ferrimagnetic cells of the oxide. This is achieved by magnetic field during deposition or by post-processing magnetic field annealing with subsequent field cooling. The desired properties of the Fe3O4 (magnetite) film are indicatively as follows: Structure of the magnetite phase, which can be certified by X-ray powder diffraction Multi-grained microstructure with small necks between grains, monitored by Electron Microscopy Resistivity below 10 kOhm, indicative of semiconducting phase Magnetic order, observed by monitoring the magnetic hysteresis loop Mechanical robustness observed by hardness and wear measurement Applying electric current through the metallic support of the film results in magnetic field parallel to the surface of the film and vertical to the applied electric current. The amplitude of this field is: Where I is the applied electric current and a the thickness of the film. If the thickness a (sum of the magnetite film and the insulating thin film) are less than 1 à ¯Ã‚ Ã‚ ­m and the current I is C Amperes, then the applied field is: Thus, the applied field is controllable by the applied electric current through the metallic support. This current can easily be in the order of one Amperes in dc mode or several tens of Amperes in pulsed mode, if the thickness of the metallic support is in the order of 100 à ¯Ã‚ Ã‚ ­m, thus allowing the transmission of magnetic field larger than 1 T in the vicinity of the oxide semiconducting film. Therefore, passing electric current through metallic support, one can simulate the magnetic field vertical to the direction of electric current passing through the magnetite thin film. The directions of these two electric currents characterizes the direction of the Lorentz force on the conducting electrons of the magnetite film. Parallel currents result in forcing the electrons towards the insulating thin film, while anti-parallel currents force them towards the surface of the magnetite film. These two different directions of Lorentz forces have a different effect on the operation of the magnetite thin film, acting as catalyst for the production of hydrogen. Passing electric current along the magnetite film, independent on the electric current passing through the metallic substrate of the magnetite film, (i.e. from another source), along the same direction of the current transmitted to the metallic substrate, results in a Lorentz force acting on the charge carriers (electrons) moving them from the surface towards the insulating thin film. Thus, the surface of the magnetite film becomes activated, in other words is reduced due to the removal of the mentioned Lorentz electrons. Activation is the generation of electron vacancies, offering the generation of new oxygen vacancies (excess of oxygen vacancies). Thus, the resistivity drops, and the applied voltage results in higher current, which increases the local temperature to 280 320C. Such temperature increase is observable by any kind of pyrometer. The temperature increase is dependent on the combination of the electric current passing through the oxide semiconducting film and the magnetic field transmitted to it due to the electric current passing through the metallic support. The effect is reversible and un-hysteretic: increase or decrease of the amplitude of I x H product, where I is the applied current on the oxide film and H the field resulting from the current on the metallic substrate, results in un-hysteretic and reversible increase or decrease of the temperature and reduction of the oxide film respectively. Such activation can be maintained even in open air: the competition between the Lorentz electrons based reduction and the free air oxidation finally results in oxidation which can also be macroscopically observed by the decrease of the activated (reduced) area on the free surface of the film. Having limited the current passing through the metallic support may result in activation (reduction) shrinkage. In this case, increasing the current transmitted to the metallic substrate before the radiation disappears, or before oxygen vacancy excess disappears, the oxygen vacancy excess is rejuvenated. Such rejuvenation is completely reversible by using the magnetic field produced by the current passing through the metallic support (in the order of 1 T). After complete oxidation (phase transformation of all the Fe3O4 film to Fe2O3) such oxygen vacancy excess and consequent reduction of the compound is impossible with magnetic fields of this order. The reduction and oxidation process can be monitored by measuring the surface resistivity of the magnetite film. Such resistivity depicts the increase or decrease of oxygen vacancies on the surface and consequently the bulk of the oxide pellet. Increase and decrease of this resistivity is equivalent to the oxidation and reduction of the resistivity of the surface respectively. This effect is observable in all types of oxide semiconducting films even in the absence of coherent magnetic order in them. To be able to observe this effect in oxide semiconducting films, they should be in a continuous solid state form, exhibiting even a small electric conductivity, and provided that magnetic field and electric current of proper waveform and amplitude are simultaneously applied on the semiconducting oxide film and the conducting (metallic) support. Such reduction mechanism can be used in the reduction of compounds passing on or through the film surface. Our focus is the reduction of pure vapor water to H2, by means of trapping the oxygen or the hydroxyl of the water molecule to the reduced (or activated) magnetite. Such oxidation with consequent hydrogen production can be reversed back to oxide reduction (activation) by means of stopping the water vapor transmission. This way, the two electric currents will reduce (activate) again the surface of the oxide film, provided that no water vapors are transmitted to the pellet surface or body. A certain application of such effect is the use of the said pair of Fe3O4 (magnetite) film with its metallic support for the production of hydrogen and oxygen from water vapors, using the following algorithm: Independent electric currents pass through the metallic support and the oxide semiconducting film in the same direction. Thus, the surface of the oxide semiconducting film is reduced (activated). Then, water vapor is transmitted on the surface of the oxide semiconducting film, resulting in oxygen trapping, hydrogen production and oxidation of the surface of the oxide semiconducting film. As soon as the resistance of the surface of the oxide semiconducting film exceeds a certain threshold, indicating reach to a critical level of oxide film surface reduction, the water vapor transmission is stopped. Thus, the oxide film surface is re-activated, followed by consequent oxygen release, until the resistance of the oxide film surface reaches a minimum threshold, indicating proper reduction (activation), which is proper for oxygen trapping. Then, water vapor is re-transmitted to the re-activated oxide film surface for hydrogen production. The production of hydrogen and oxygen is followed by an automatic storage of these two gases in different chambers to be used for any scope, like thermal combustion or fuel cell operation or other purpose. Development of the thin film catalysts The Dynamic Hydrogen Bubble Template (DHBT) is an excellent method for the fabrication of macrostructures with nanoporous side walls. The method has been named from the phenomena when a series of hydrogen-bubbles generated on the surface of the substrae act like a dynamic negative template. Figure 1 demonstrates the theoretical approach of the technique. Figure 1(a) illustrates the hydrogen-evolution taking place on the surface there is no metal/metal-oxide deposition. The size of the bubbles increasing along the distance from the substrate surface. Fig 1(b) shows the SEM-image of copper nanofoams prepared by DHBT. Figure 1. (a) Simplified description of DHBT generated metal/metal-based foams; (b) Honeycomb-like Cu-deposit structure made by DHBT. The electrochemical deposition procedure of the development of the catalyst is divided in two main parts. At first preliminary experiments on deposition of magnetite film were carried out in order to determine the orders of amplitude of the different involved parameters (current density, geometry etc.). , the electrochemical deposition of iron-oxide films was carried out as a preliminary approach. Based on the results of the characterization, the parameters of the deposition were varied in a high range in order to obtain 3D-structured porous nanofoams. The films were electrodeposited onto copper substrates (purity: 99.5%). The substrates were mechanically polished with 800 and 2000 emery papers, respectively. Henceforward, the polished substrates were ultrasonically cleaned in deionized water, ethanol and acetone, respectively. The 2 cm2 active surface area of the substrate was ensured by commercial nail-polish and insulating tape. The galvanostatic deposition was carried out in a two-electrode cell using a DC Power Supply. Platinum-mesh was used as counter electrode. Two different arrangement of the working electrode have been tested as shown in Figure 2. The electrolytic bath was a strongly alkaline solution with pH 12.5 made of 0.037 M Fe2(SO4)3.x H2O, 0.1 M triethanolamine (TEA) and 2 M NaOH. After mixing the components at T = 80 à ¯Ã¢â‚¬Å¡Ã‚ °C the solution had greyish-green color and no turbidity was observed. The parameters of the deposition process were varied in the terms of current density, bath temperature and deposition time. The range of cathodic current density was chosen j = 5-15 mA.cm-2, the depostion time was given from 5 min to 6 hours and the bath temperature was adjusted T = 60-90 à ¯Ã¢â‚¬Å¡Ã‚ °C. The nominal thicknesses of the prepared structures were calculated by using the Faraday-law. The surface morphology of the deposited film-layers were studied by scanning electron microscope (Nova NanoSEM 230) and the crystallographic characterization was determined by X-ray diffraction (Bruker D8 Advance, Cu radiation-40kV, 35mA). Figure 16. a) copper triangle used as working electrode (W) by turning the active surface towards the surface of the electrolyte b) copper-plate (W) used as working electrode by immersing it totally and by turning the active surface towards the counter electrode (C). Concerning the development of 3D-structured porous films, the substrate deposition was not changed (Cu-foil, purity: 99.5%). SiC polishing papers were used in grade of 800, 1500, 2500 and 4000, respectively as a surface pre-treatment. All the pre-treated samples were ultrasonically cleaned in deionized water, ethanol and acetone, respectively. In that case, the active surface area of the substrates was reduced to 0.5 cm-2 and fixed with nail-polish and insulating tape. The galvanostatic deposition was carried out in a two electrode cell using a BioLogic SP 300 potentiostat. Platinum-wire was used as counter electrode. Concerning the result of the film-deposition the arrangement of the working electrode was set in vertical position. The electrolytic bath, concentrations and its properties were the same as described above. The cathodic current density was varied in the range ofj = 0.075-1 A.cm-2, the depostion time was changed between 30 sec to 180 s and the bath temperature was adjusted T = 90 à ¯Ã¢â‚¬Å¡Ã‚ °C. Similar films have also been developed by using sputtering deposition and electron-gun aided deposition (Figure 17). Apart from the electrolytic method, thin magnetite films were also deposited onto insulating films by usign spuutering and electron gun physical evaporation at the NTUA. However, the obtained results on the porosity of the magnetite films are not comparable with the DHBT method and therefore they are not demonstratable at their current stage. Nevertheless, experiments are under way to obtain PVD films of the quality observed in the electrodeposited films. Characterization of catalysts Structural analysis The catalyst pellets were prepared by a proprietary process from Fe3O4 powders. IP SAS used Fe3O4 powder with declared purity better than 99% and nominal grain size of 2-4um supplied by chemicalstore.com, product code FE3O4M1. The phase composition determined by XRD (X-Ray Diffraction) is shown in Figure 38. Minor traces of Hematite can be observed at 32.8 ° 2Theta for the sample produced at IP SAS. Figure 38. XRD patterns from pellets prepared by SUN (red) and IP SAS (blue). Marked constituent phases are Magnetite (blue lines) and Hematite (black lines) A typical XRD response in the bulk SUN pellets and in bulk CERTH pellets is illustrated in Figure 1, demonstrating exclusive magnetite presence. Figure 1. XRD response of bulk pellets from SUN (left) and CERTH (right) illustrating exclusive presence of magnetite Phase transformations were studied by the means of in-situ XRD presented in Figure 41. Samples were mortar milled to obtain a fine powder that could be spread on the sample holder of the furnace. Milling force was kept minimal to preserve the structure of the pellet parts. Linear heating with indicated rate was used to obtain well-defined diffraction maxima with respect to the signal to noise ratio. Diffractometer was configured for parallel beam illumination with a secondary LiF monochromator to supress fluorescence from the Fe containing pellets. Formerly purely magnetite pellets are transforming to hematite in the vicinity of 300 °C. After the transformation no other phase change was observed. Pellets supplied by SUN exibit the transformation at higher temparature than the pellets prepared at IP SAS. This can be atributed to the smaller size of the Fe3O4 crystallites in the SUN pellets. Detailed pattern examination is shown in Figure 42. The studied powdered pellets exhibit only presence of magnetite and hematite respectively. Diffraction maxima at 26 ° 2Theta corresponds to SiO2 present as a thin layer grown on the non-reflective Si sample holder. Figure 41. In-situ XRD patterns of catalysts in air atmosphere with indicated heating rate Figure 42. In-situ XRD patterns of annealed catalyst pellets at indicated temperatures. Marked constituent phases Magnetite (blue lines) and Hematite (black lines).Catalyst prepared at SUN left, IP SAS right. Crystallographic study of the iron-oxide thin films samples was also realized. Figure 4 represents the identification of the observed peaks. Figure 4(a) shows the results of sample prepared in 3300 s in 70 à ¯Ã¢â‚¬Å¡Ã‚ °C bath with -5 mA.cm-2 current density. Grazing incidence XRD patterns of this sample indicate the presence of magnetite (blue lines) and copper substrate (green lines). Grazing angle was 2 (red curve) and 6 degrees (blue curve), respectively. In Figure 4(b) the results of sample with same conditions as in Figure 4(a) can be seen, but in this case the current density was -9 mA.cm-2. Here, grazing incidence XRD patterns indicate iron (grey lines) and copper (green lines). Grazing angle was 2 (red curve) and 6 degrees (blue curve), respectively. Figure 4(c/1) and (c/2) show the results of XRD taken from the same sample with deposition conditions of 2 hours deposition time in 85 à ¯Ã¢â‚¬Å¡Ã‚ °C bath and -12.5 mA.cm-2 current density. Figure 4. X-ray diffractograms of the iron-oxide electrodeposited samples prepared under different conditions. a, Άt=3300 s,T = 70  °C, j= -5 mA cm-2; b, Άt=3300 s, T= 70 °C, j= -9 mA cm-2; c/1, Άt=7200 s, T= 85 °C, j = -12.5 mA cm-2; c/2, powder scratched from the surface of sample c/1 In Figure 4(c/1) the grazing incidence XRD patterns were done on the sample with the substrate. Clear evidence of magnetite (blue lines), iron (grey lines) and copper as substrate (green lines). Grazing angle was 2 (red curve) and 6 degrees (blue curve), respectively. Figure 4(c/2) demonstrates grazing incidence XRD pattern of loose powder from the same sample as (c/1). Only magnetite phase (blue lines) is detected. Grazing angle was 2 degrees. The XRD results show clear evidence of magnetite if the current density does not exceed 8 mA.cm-2 cathodic current density (see Figures 4(a) and (b). Apart from that, XPS studies have also been performed after the check meeting. For integration reasons, they are demonstrated only in the Milestone 1 document. Microstructural analysis Morphology of pellets after preparation was studied by the means of SEM (scanning electron microscopy) shown in Fig. 39. The particle size is larger for the catalyst prepared by SUN. The particle size of sample prepared at IP SAS is in good agreement with the manufacturer specification and is rather homogenous in size distribution. Sample prepared at SUN is exhibiting a different size distribution ranging from very fine sub-micron particles up to particles with size increasing 50um shown in Fig. 39 and 40. As can be seen the porosity of the prepared pellets is higher for the pellet prepared at IP SAS. The grid shown in Fig. 40 is protecting the sample from being destroyed by the magnetic field in the microscope and thus contaminating the microscope system by fine magnetic dust in the pole-piece, lens and detector system. It is worth to mention that the particle size is not directly explaining the diffraction maxima broadening shown in inset in Fig. 38. This is due to the fact that the diffraction domain size is rather different than the grain size of a particle. We can surely state that the diffraction domain size is smaller in the pellet prepared at SUN rather than at IP SAS despite the observed grain-size distribution. Figure 39. SEM micrographs of catalysts prepared by SUN (left) and IP SAS (right) Figure 40. Low magnification micrographs of catalyst prepared by SUN (left) and IP SAS (right) Micrographs from the CERTH pellets (Figure 41) illustrate a clear evidence of necks, responsible for the significant reduction of temperature. Figure 41. Micrographs of the CERTH pellets, illustrating the presence of micro-necks, responsible for the improvement of the electric and mechanical properties Concerning the thin film catalysts, SEM analysis was performed. Figure 3 demonstrates 4 different SEM-images of the prepared samples. Fig 3(a) was taken on a sample prepared in 300 s deposition period in 60 °C bath with -7.5 mA cm-2 current density, and the nominal thickness was 2.24 ÃŽÂ ¼m. In Fig 3(b) can be seen the morphology of the sample prepared in 300 s at 70 °C with-5 mA cm-2 current densitywith nominal thickness of 23.55 ÃŽÂ ¼m. Fig 3(c) shows the SEM-result of the sample deposited with the same bath temperature and current density as 3(b) but extended deposition time: Άt = 900 s (dn = 30.28 ÃŽÂ ¼m). Fig 3(d) represents the SEM-image of the sample prepared in the highest bath temperature 90 °C with 5 min deposition time, -7.5 mA cm-2 current density (dn = 4.42 ÃŽÂ ¼m). The SEM-images clearly show the structural changes by increasing the bath-temperature. Filamentous deposit structure has been observed at 90 à ¯Ã¢â‚¬Å¡Ã‚ °C. Due to the galvanostatic deposition mode the potential values have been not recorded. For better understanding of the structural formations potentiostatic deposition mode should be done. Figure 3. SEM-images of the electrodeposited iron-oxide samples with different deposition parameters (a) Άt=300 s,T= 60 °C, j= -7.5 mA cm-2 at 30000X magnification (b) Άt=300 s, T= 70 °C, j = -5 mA cm-2 at 15 000X magnification(c) Άt=900 s, T= 70 °C, j= -5 mA cm-2at 10000X magnification (d) Άt=300 s, T= 90 °C, j= -7.5 mA cm-2 at 10000X magnification. Concerning nano-foam, due to the fact that the experiments were done in the close past the characterization of the prepared nanostructures was done only by scanning electron microscope. Figure 5 demonstrates the first promising results of the electrochemical deposition of iron-based 3D structures by using hydrogen generation on the surface as a negative template. Such a structure was a result of applying -0.375 A.cm-2 and more negative current density, namely -1 A.cm-2 with different depositing times. Fig 5(a) to Fig 5 (c) represents a possible building process of the 3D networks with pore size range in 2-6 ÃŽÂ ¼m. Other type of deposit can be observed at Fig 5(d) to Fig 5(e) with numerous dendrites along the pore-sides by using current density -0.375 A.cm-2 with different deposition times. The formation of porous layer is not so obvious like in the previous case, but the size of pores are close in the same range than the pores formed at -1 A.cm-2.

The Beginnings of Coca Cola in America

The Beginnings of Coca Cola in America The Coca Cola drink was originally created in Atlanta, USA in 1886 by John Pemberton, the pharmacist and owner of Jacobs Pharmacy. Originally sold in the pharmacy from the soda fountain for 5 cents a glass, and in year one sales were only 9 glasses a day as compared to 23.7 billion unit cases worldwide in 2008. Only after John Pembertons death, Coca Cola started its growth. Taken over in 1888 by Asa Griggs Candler, an Atlanta businessman, who transformed Coca Cola from an invention into a business and secured the rights. He became the companys first president, and through advertising and promotion he introduced the drink to the rest of the United States. By 1895 there were three syrup plants: in Chicago, Dallas and Los Angeles. Through innovation of a bottle, Coca Cola changed its way of serving the drink from a soda fountain to bottled drink, and in 1916 the contour bottle has been developed and till this day it is the signature shape of Coca Cola. By 1923 Robert Woodruff has become the new president, and for over 60 years worked hard to introduce Coca Cola to the rest of the world. 2.2 Coca Cola going global By 1895 Coca Cola had managed to expand all over the United States and its Territories. Soon after, the company started to set first steps outside its home country. In 1905 Coca Cola was first bottled in Cuba, Canada and Panama, and the expansion continued rapidly. After World War I the company set up two bottling plants in France, from which they served the European market. By the 1940s Coca Cola was operating in 44 markets outside the United States and even during the Second World War it continues to expand, as it promise that every man in uniform gets a bottle of Coca Cola for five cents, wherever he is and whatever it costs. As a result Coca Cola spreads its operations to every place where American soldiers were based. Peter Dicken says in his book Global Shift that companies need to feature three characteristics that make them a Transnational Cooperation: its ability to coordinate and control various processes and transaction within transnational production networks, both within and between different countries; its potential ability to take advantage of geographical differences in the distribution of factors of production networks (for example, natural resources, capital, labour) and in state policies (for example, taxes, trade barriers, subsidies, etc.) its potential geographical flexibility, an ability to switch and re-switch its resources and operations between locations at an international or even a global scale. Comparing Coca Cola at the end of World War II with these features, it is certain, that the company does not cover them completely, but it can be said that Coca Cola has already been on the way to match these characteristics, at a time, when the terms of Transnational Cooperation and Globalization had not been used at all. To understand how Coca Cola managed to expand in such a quickly way the organizational structure developments is going to be examined before the companies development towards a TNC is going to be analysed in chapter 3. 2.3 The Coca Cola system A really important step for the Coca Cola Company in their development to a multinational company was the establishment of the first bottling franchise system in 1899, which has contributed significantly to the companys overall success over the past century. Benjamin F. Thomas and Joseph B. Whitehead signed the first bottling agreement with Asa Candler, president of Coca Cola Company, which gave them exclusive national rights to bottle Coca Cola across most of the United States for the sum of one dollar. By 1916, more than 1,000 Coca Cola bottling plants were operating in the United States, most of them small family-run organizations. In the 1920s and 1930s bottling operations were established outside the United States, in approximately 44 countries worldwide. Ernest Woodruff, the CEO, was responsible for this international expansion of the todays worlds largest beverage company Coca Cola. During World War II, 64 bottling plants were opened around the world to supply the troops and t he international expansion of Coca Colas bottling system gained strength. Because of the permanently enlarging bottling system and accelerating growth of the companys worldwide business, in the 1970s and 1980s a strong bottler consolidation was necessary to reduce the number of independent franchise ownerships. With the consolidation of the many small and medium size bottler, the company gained more control over the bottling network. Today there are more than 300 bottling partners worldwide ranging from international and publicity-traded businesses with independent share-owner structures to small, family owned operations. In general, the Coca Cola Company owns the brands, is responsible for consumer brand marketing initiatives and produces concentrates, beverage and syrups, which are sold to various authorized bottling operations throughout the world. The bottling partners, who hold territorially exclusive contracts with the company, are responsible for manufacturing, packaging, merchandising and distributing the final branded beverages to customers, like grocery stores, restaurants, street vendors, convenience stores, movie theatres and many others around the world, who sell the product to consumers. This business system, consisting of the Coca Cola Company and its 300 bottling partners worldwide, is known as the Coca Cola System or just The System. While the Coca Cola system is not a single entity from a legal or managerial perspective, the sustainable growth of the system as a whole depends on the collaboration, support and shared values and goals of the company and its bottling partners. This unique source of strength of the closely and collaborative relationship between the company and its bottling partners, allows the beverage company to conduct business on a worldwide scale while still maintaining a local approach. The four most important bottling partners, which make up the worlds largest and most powerful and extensive beverage distribution network, provided the company several benefits including increased geographical reach, increased scale of operations, more coordination of the distribution system and centralized negotiations. Finally this system is a century-old alliance and a key strength of the Coca Cola Company. 2.4 Growth strategies The recent years and the changing global economic conditions brought about new challenges and opportunities for the Coca Cola Company. In order to maintain its market share and keep ahead of innovation the beverage company developed a multi-faceted domestic and global innovation strategy. This growth strategy focuses on strong organic growth supported by product innovation, geographic expansion, particularly in developing and emerging economies, strategic alliances and acquisitions and joint ventures. This strategy, focusing on organic growth and expansion, was very important for the development to a multinational company and plays also until the present day and the future an essential role. The key of the success of the worlds largest soft drink producer is to reach and meet its long-term targets by growing its existing business. Nevertheless, the company will grow organically as well as through targeted acquisitions, which have to be done in a disciplined manner. Coca Cola made already acquisitions around the world in the last years and will seek more acquisition opportunities in the fast growing soft drink market to expand its revenue sources and its portfolio. This results from recent acquisitions, where Coca Cola has benefited from. These helped boost the companys sales at a time, where traditional carbonated soft drinks experienced sluggish sales. Finally acquisitions strengthened Coca Colas international operations and gave it an opportunity to grow through new product launch or to increase the capacity to penetrate existing international markets and to diversify its revenue stream. Another important aspect in an increasingly complex and evolving environment to accelerate sustainable growth for the Coca Cola Company were and still are Joint Ventures and Partnerships. Coca Cola has joined forces with a number of well established businesses such as Nestlà ©, PG, Illycaffà © to further its diversification efforts. These joint ventures allowed Coca Cola to enter related businesses or new geographic markets, that would be inaccessible without the partner, and to develop new markets of iced tea, coffee and fruit juices. Furthermore it provided the opportunity to gain new technological skills and knowledge, to gain new capacity and expertise, to access greater resources and to share risks with the venture partner. Therefore international joint ventures were extremely advantageous for Coca Cola. 3. Globalization Process of Coca Cola 3.1 Entering new difficult markets: The Coca Cola Company in China and Russia 3.2 Coca Cola: thinking global, acting local Before to analyse Coca Colas adapting to local demands and needs, the term Glocalization and its importance within the process of Globalization are going to be discussed. 3.2.1 Globalization vs. Glocalization Globalization is one of the most important phenomena of the recent past and of the future. The term Globalization describes an ongoing process by which regional economies, societies and cultures are becoming more integrated through a dramatically increased global network of technological, economic, political and cultural exchanges. In specifically economic contexts, the term refers to the integration of national economies into the international economy through trade, particularly trade liberalization or free trade, foreign direct investment, capital flows, migration and the spread of technology. This worldwide phenomenon of interaction among the countries is driven largely by advances in communication, transportation and legal infrastructure as well as the political choice of countries to open cross-border links in international trade and finance. Due to many difficulties that a globalization strategy faces another term has developed in recent years called Glocalization. In contrast to globalization, the glocalization strategy, which means thinking globally but acting locally, is a more modern and different approach. The term Glocalization, which had become a buzzword in business world in 2000, describes a historical process whereby the local is integrated into the global. This means that localities develop economic and cultural relationships to the global system through information technologies, bypassing and subverting traditional power hierarchies like national governments and markets including cultures clash with newly introduced cultural concepts, ideologies and practices. So put simply, globalization is a move toward centralization, while glocalization is a move toward decentralization. In this section the concept of glocalization is elaborated. In this context it will be explained why glocalization is important for multinational companies in general and especially for Coca Cola. Furthermore this section describes which advantages and disadvantages glocalization comprises and how the concept of glocalization is applied by Coca Cola in China. 3.2.2 Definition of Glocalization Glocalization is a combination of the words globalization and localization and emphasise the idea that a product or service is developed and distributed globally is more likely to succeed if it is adapted to the specific requirements of local practices, legislation, fiscal regime, socio-political system, cultural expectations, local laws, customs and consumer preferences. Today it is possible to understand by glocalization the intelligent adoption of concepts and ideas to the local and regional needs, instead of having exactly the same products and solutions everywhere. The concept of global localization explains the interactions between global and local dimensions in any strategy like political governance strategies, business marketing strategies, media and communication strategies and so on. Glocalization also explains the failure of some strong strategies, as they dont consider the effect of cultural diversity and strength of local dimensions. It is more considered as creation or distribution of products or services intended for a global or trans-regional market, but customized to suit local laws or culture. 3.2.3 Multinational Companies and Glocalization, Example: Coca Cola The increasing globalization process has altered the international competitive dynamics in the various industries. The recent changes in the global marketplace call for fundamentally different vision and strategic thinking inside all types of companies. The strategy of glocalization is becoming more and more important in all types of businesses in recent years and seems to have received wide acceptance. Especially in the food and agribusiness industry the concept of glocalization is particularly important, because of the seamless challenges this industry faces due to the typical differences that exist in the food and drinking habits of people belonging to various regions, religions and cultures across the globe. Therefore the modifications of the glocalization strategy help consumers in the host country relate with the character in a much better and effective way. In todays highly competitive business life a number of multinational companies currently apply glocalization strategies in an effort to build their customer bases and grow revenues. If multinational companies decide to expand their operations to a new country, they have to make a choice between following uniform business strategies as in their home country or modify their strategies to suit the host country socio-economic and political environment. Because most of the time a company, which is doing extremely well in the global market or their home market, can fail completely in their local market or vice versa due to the problem of not being able to adapt to the local conditions, which is one of the highest priorities for successful global companies. In order to operate successfully in their host countries, multinational companies must adopt glocal strategies in marketing, product development, advertisement etc. Therefore the companies try to be both local and global, big and small, centralized and decentralized, stable and dynamic. The main objective of these companies is to simultaneously offer standardized mass manufacturing, customized mass manufacturing and individually designed goods and services. To tackle this growing dilemma and for corporation success it is essential to maintain an appropriate balance between global homogenization and local customization. Also the successful global brand like Coca Cola, which has had a global campaign, adopted a glocal strategy. The worlds largest beverage company is the best example one could cite for a multinational company practising glocalization. The soft drink company stands for global brand, global taste, global communication differentiated with local language. In the 1990s the worldwide business development was changing and the world was demanding a greater flexibility, local responsiveness and local sensitivity and a desire for local autonomy and preservation of unique cultural identity appeared. Coca Cola recognized that speed, transparency, local sensitivity and responsibility had become essential to their success. Simultaneously the worlds largest soft drink company realised that a single global strategy and a single global campaign wont work in different countries with different cultures in the long term. Therefore it has realised that it is important that they act according to relevant local needs, local tastes and preferences, local laws, local cultures to support global brand strategies. As a result they developed a strategy, allowing differences in packaging, distribution and media for a specific region or country according to its cultural, regional and national uniqueness and which fits within fundamental values, policies and standards of integrity and quality of the company. Coca Cola showed that it is crucial for worldwide business activities to succeed in any foreign country, to understand and respect local culture, history, differences, to adapt to consumer needs, habits and diet, as well as local conditions, characteristics and circumstances of the market. The best example for Coca Colas glocal strategy is China. China was always one of the biggest opportunities of all emerging markets with a huge potential for the Coca Cola Company. When Coca Cola first entered the Chinese market, it faced unusual problems and success did not occur in the beginning. The reason for that was that Chinese people had a historical preference for health-oriented beverages such as green tea and juices and the product was misunderstood by the people. Because of these different tastes and preferences, the Coca Cola Company adopted a glocal strategy. This customer-based strategy was very effective for Coca Cola, because if their brand was not instantly recognizable in a variety of setting or they would have no congruence with local needs it may result in a loss of their brands global image or they could fail to attract potential customers. Coca Cola has overcome this problem in China by creating a glocal strategy, which enabled them to combine the best of global and local marketing to maintain their brand image. This step established a strong sense of cultural congruence with a strong focus on social responsibility. For Coca Cola this was a really important step, because also brinking habits vary significantly across cultures and countries like in the food industry. Therefore the Coca Cola Company has to be particularly sensitive to various cultural and religious issues because challenges faced in this industry due to the cultural differences are more critical and complex as compared to the other industries. This effective long-term business strategy of glocalizing allowed most decisions regarding developing new drinks and approving local initiatives to be determined by local subsidiaries or distributors and to establish nationwide operations, which generated a strong market presence. Coca Cola developed with this strategy a world, where local areas benefit from global resources while they are retaining their own cultural identities. In the meanwhile China is not the only country for which it has adopted a glocal strategy. Over the last decade it has taken up this approach around the world, but especially for the Asian countries, because of their diversity of cultures, which does not provide a unified consumer base. This section explained that glocalization explores both the effective expansion of transnational companies into new markets and the ability of cultures to exert their own identity in their interplay with the global scenario. It also showed that going global might not take much effort, but going glocal means a lot of responsibility. Therefore it is important to consider glocalization in expansion plans or when a company decides to launch in different locations, because it plays an important role if a company operates successfully or not. Summarized, it is possible to understand by glocalization a global decision, which has local impact and, at the same time, it can be a local event with global effect. So, it can be said that glocalization represents the need for multinationals to be global and local at the same time. 3.2.4 A glocal strategy: Coca Cola wants to by Huiyuan It has been shown that Coca Cola always tried and tries to adapt to any changes in the consumers habits and demands. Therefore it changed its range of products, either by the invention of new product lines or through acquisition of other beverage brands and companies. The consumers preferences and demands of beverages in the Chinese market experienced a significant change in recent years. Whereas the demand of carbonated drinks stagnated, the demand of non-carbonated drinks such as teas and especially juices increased dramatically. Therefore Coca Cola introduced a couple of new drinks of these sorts. In 2008, however, Coca Cola decided to strengthen its position in the Chinese beverage market through the acquisition of the Huiyuan Group, the biggest producer and distributor of juices in China with a market share of nearly 50%. The company had been extraordinary interesting for Coca Cola, as it is not only well known and has a strong position in the Chinese market but also because of its very strong bases of raw materials and a good production and distribution infrastructure all over the country. Coca Cola expected to strengthen its position in the Chinese and also in the international beverage market through this acquisition and therefore was will ing to buy Huiyuan Group at an extraordinary high price. In fact, Coca Cola offered to buy the company at a price nearly three times higher than its actual stock market value at the time. Furthermore Coca Cola was willing to put Zhi Xiuli, the chairman and a big shareholder of Huiyuan at the top of the merged company and thereby increasing its Guanxi and secure its position in Chinese business. By the end of 2008, the deal seemed to be home and dry, as all shareholders of Huiyuan Group to sell their shares. Therefore, Coca Cola only needed to the allowance of the Chinese authorities to take over the juice manufacturer. But the Chinese government imposed the Anti-Monopoly-Law in August 2008 which made all acquisitions of Chinese companies by multinational corporations subject to stringent checks, as the government saw it as a risk to the national economic security. After a couple of month of investigations and negotiations the Chinese government finally rejected Coca Cola to take over Huiyuan, as it suspected Coca Cola to reach a market controlling position, which would harm the Chinese economy. Critics accused the Chinese authorities to block this merger due to national sentiments and therefore act not in accordance with the rules of the World Trade Organisation, whose member China is since 2001. Both companies, Coca Cola and Huiyuan, however accepted the Governments decision and did not try to act against it. This shows that in the politically controlled Chinese market it is still important to always try to collaborate with the authorities and never try to act against them, for example by going to court what would probably had happened in most other country, if the company had been confronted with such a decision. It also showed that the Chinese government, because of the size, potential and attractiveness of its economy has a lot of power and does not risk big conflict internationally by acting this way. 3.2.5 Advantages and Disadvantages of Glocalization In this section the advantages as well as disadvantages of glocalization will be identified and described. First of all glocalization makes sense when a firm faces high pressure for local responsiveness and where there are significant opportunities for leveraging valuable skills within a multinationals global network of operations. Through glocalization international products are adapted to the local taste of the population and thereby local communities are introduced to different aspects of foreign cultures. This helps multinational companies to grow and gain trust of the people of particular regions. So, glocalization helps in connecting with the consumers of that region on an emotional level and also leverage its global position. This is the most important aspect that leads to success of the company. Another positive aspect of glocalization is that multinational companies bring in foreign revenue and offer employment opportunities for locals. Disadvantages of this strategy can be that companies are unable to realize location economies or failure to transfer core competencies to foreign markets. Another disadvantage is that it is really difficult to implement a glocal strategy due to organizational problems. This means that glocalization doesnt always benefit multinational companies because individuals and groups in each region or country can choose to accept or reject the products offerings or the companys presence. 3.3 Developing a global trade mark 3.4 Coca Cola using natural resources An important question that Coca Cola faces every day, regards natural resources and the environment, especially water and its usage. Water is an essential ingredient for the beverage business. In 2005, Coca Cola used 290 billion litres of water in its plants to manufacture its products, 40% of it was used to make drinks and 60% was consumed in the supply chain and for the production of sugar and corn. 3.4.1 Handle resources sustainably Coca Colas efforts to reduce and to improve the efficiency of its water consumption have increased since the 2000s. Indeed there have been lots of global initiatives that Coca Cola has undertaken to hit this mark. With regard to that, Coca Colas chairman and CEO said that Coca Colas purpose is to return every drop of water that the company consumes, by recycling water used for production processes. Moreover the company supports initiatives of water supply in developing countries and to protect the environment through local projects. Coca Cola was blamed, in less developed countries, of draining the underground water and of discharging improperly treated industrial wastewater. The most difficult situation is in India, in the Kerala district, where the company was accused to extract 15 millions litres of groundwater everyday, without any expense. Another important complaint against Coca Cola India is that its bottle washing plants used chemicals in their processes, and produced effluents that, according with local residents, were discharging before any kind of treatment. Moreover, some reports estimated that, in 2004, Coca Cola India used 283 billions litres of water, which corresponded to the worlds usage of water for about ten days, and that Coca Cola utilized 2.7 litres of water for each bottle of its drink and 1.7 litres of them were released as effluent. In the year 2002, the company undertook its water sustainability projects to supply communities of developing countries, which lived in zones near its bottling factories, with potable water. Especially for India, the company, in June 2002, was participating in many rainwater harvesting initiatives, with the help of many non-governmental organizations, central authorities, state groundwater committees and welfare associations. Additionally, in 2004, Coca Cola undertook the global water initiative, with which it not only had the goal of the containment of its water use, but also the purpose of finding and developing some sustainable solutions to water resources management. Coca Cola tested 840 areas around the world to understand the problem of global water shortage, since this resource is its most important ingredient and the company wants to sustain this resource to be able to continue its business. Coca Cola aspired to improve its usage of water in its production processes in association with local governments, authorities and communities in many developing countries. With regard to Africa, Coca Cola established an association with the US Agency for International Developments (USAID) and they started, in 2007, 9 water initiatives with an investment of US$ 7 millions. The projects aim was the enhancement of the quality of water and a basic supply of fresh water and sanitation to communities without these basic services, for example in Kenya, Tanzania, Angola and Uganda. In Europe, Coca Cola cooperated with the United Nations Development Programs (UNDP) and thereby invested US$ 7 million into a project to improve water supply in the less developed areas of Croatia, Kazakhstan, Romania and Turkey. In China the company undertook a rainwater harvesting initiative, with the association of Soong Ching Ling, to provide and improve a healthy access to potable water for about 3000 inhabi tant. Furthermore it supported the development of 27 equipments for harvesting rainwater and water storage in five small towns. In India, Coca Cola together with the government built about 300 rainwater gathering systems to improve the water storage. Finally, In Mexico Coca Cola took initiative to improve re-use and water supply facilities for its own usage. Furthermore it supported reforestation programs and the restoration of 25,000 hectares of forest. 3.4.2 Strategies for sustainable usage of water resources In 2007, Coca Cola undertook a water stewardship strategy that is composed by four key points: plant performance, watershed protection, community water initiatives and global awareness action. About the plant performance, Coca Cola has tried to increase the efficiency of its plants with regard to water consumption, creating an interactive water resource management toolkit to help bottling companies to enhance their efficiency in the use of water. In fact, in 6 years from 2002 to 2007, the companys system had improved its water usage efficiency by 21%. But its water consumption had gone up by 4%, in 2007, because it had launched new products such as tea and coffee. The second area of the strategy is the watershed protection; Coca Cola, with the association of governments, NGOs and many communities, works to educate developing countries and its bottling factories about the importance of maintaining watershed. This programme involved also some investments to promote water conservation in seven river systems in China, Southeast Asia, Eastern Europe and East Africa. The community water initiatives involved partnerships with 70 communities in about 40 nations. These partnerships aimed sanitation, hygiene, watershed protection, water providing, efficient water usage and education and awareness. Additionally, Coca Cola participated in some projects with regard to reforestation, efficient usage of water in agriculture and rainwater gathering, especially in India. Finally, the last core area of the strategy is the global awareness action, with which Coca Cola developed a programme which had the purpose to provide healthy and potable water to schools in developing countries. This project involved the education of students, in many schools, about sanitation and hygiene. 3.4.3 Criticism on Coca Cola and its responses In spite of several initiatives, partnerships and programmes about water consumption efficiency, Coca Cola had to face lots of criticisms for its business. The most important criticisms focused on the reduction of groundwater tables and on the fact that the local communities were without access to potable water due to the company, particularly in India. Further complaints against Coca Cola were about the discharge of wastewater in the agriculture fields close to its blottling companies, the illegal seizure of lands from agricultural laborers and the release of dangerous material and sludge in the contiguous areas in India. The responses of Coca Cola against these criticisms have been constant since the 2000s. First of all, the company launched a website, called www.cokefacts.org, where it has tried to fight the allegations linked to its business. Moreover, Coca Cola defended itself with the publication of reports and the conduction of studies. For example, the Palakkad District Environmental Protection Council and Guidance Society prepared in 2002 a report wherein they concluded that the Coca Cola plants had not had any kind of responsibility for any environmental damage that happened in zones near to them. In response to the compl

Essay on Satire in Lysistrata -- Lysistrata Essays

Satire in Lysistrata Satire is a literary manner built on wit and humor with a critical attitude directed to human institutions and humanity. A successful satiric play will show certain truths about society and then try to improve upon them. Satire is meant to be constructive rather than destructive. Aristophanes uses satire in Lysistrata to convey many different themes such as war and peace, the struggles of power and class, and the life and death issues that are seen in war. Satire is successfully used and seen in Lysistrata by stereotyping women in general and then the different classes of women as well. Double entendres are seen throughout the play to help add humor to the play. Sex is used as humorous tool but only to covey a deeper theme that consists of war and peace and also of life and death. Aristophanes stereotypes women as bickering, self-centered, unintelligent people in the beginning. They are sex driven and selfish. Lysistrata is upset that the women are late for the very important meeting "Here I've called a meeting to discuss a very important matter, and they're all still fast asleep" (180). Calonice sums up what women are thought to do all day, and also what they represent to their households; "The women! What could they ever do that was any use? Sitting at home putting flowers in their hair, putting on cosmetics and saffron gowns and Cimberian see-through shifts, with slippers on our feet?" (181). It is in fact these very frivolous ideas that are used to bring peace to the two cities. Throughout the play Aristophanes begins to knock down ... ... convey deeper themes of life and death, the struggles between power and class structure and also the societal differences between men and women. Aristophanes uses humor to hook his audience into his play, and then undermines the surface humor with much bigger thematic issues. If this play had simply been about women withholding sex for other reasons such as wanting more money for shopping or other frivolous ideas it would not then be considered a satiric comedy. Satire requires more than physical humor. An issue must be raised such as the life and death theme that is seen in the war in Lysistrata, and a solution must then be made. Aristophanes created the women in the beginning to be bickering, unintelligent, and self-centered people. But in the end it was their idea and compromise that ended the war.

Hurtful Love and Foolish Hope in Death of a Salesman Essay -- Death S

Hurtful Love and Foolish Hope in Death of a Salesman A father is an important role model in a young man's life; perhaps the most important. A father must guide his children, support them, teach them, and most importantly, love them. In the play Death of a Salesman, written by Arthur Miller, an aging salesman of 63, Willy Loman worked all his life for his children. Happy and especially Biff, his two sons, where his pride and joy and his reason for living. Willy tried as hard as he possibly could to provide for them, to support them, to mold them into men; but he failed. Willy's greatest fault, perhaps, was his inability to see his sons for what they really were. Biff and Happy were never destined to be great men, yet Willy always believed in them. Although Willy's hope is touching, it is also foolish. Willy Loman's blind faith in his son Biff's abilities destroyed Biff's sense of moderation and modesty. Despite Biff's obvious incompetence and mediocrity, Willy vehemently refused to accept his son's failure to "make the grade." Biff "stole himself out of every good job since high school!" (131), yet Willy cannot accept that his son is a "dime a dozen" and declares that Biff is merely failing to spite him. "I want you to know...where ever you go, that you cut down your life for spite!" (129). By blaming Biff for his problems, Willy clears himself of all guilt. Willy cannot realize that it was his ineptitude as a father that created Biff's character. If Willy was a little more aware of his son's situation, his true character, Biff may have realized sooner that he was not "a leader of men." When asked whose fault it is that he never accomplished anything, Biff answered "...I never got anywher... ...r looked up to was nothing more than a "fake", and Biff lost all reason to his life. Everything that Willy taught him was destroyed on that one night. Every rule, every piece of advice, was nulled by that one act of adultery. Willy Loman tried his best to be a good father. He encouraged his sons, he worked all his life for them, and he tried to help them in any way he could. The only problem was, although his heart was there, Willy just wasn't a good father. Willy did his best to raise his sons, but tragically, the more he tried, the worse they became. Ultimately, Willy failed as a father, but he did try his best. He loved his children, in some cases, too much. He loved them blindly, and never once questioned their greatness. Although love like that is touching, it also harmful. Willy's delusions of grandeur for his sons hurt them more than it helped them.

Bill Bryson †“Notes from a small Island” Essay

What features make it amusing? â€Å"Notes From A Small Island† is Bill Bryson’s accounts from travelling around Britain. He writes in a very distinctive style. He compared this journey to a similar one that he took in 1973. He begins the book by recalling his first sight of England â€Å"on a foggy March night in 1973.† This is in the prologue. He begins chapter one by comparing Britain in 1973 to the time when he revisited it. The humour in this passage is how he complains about England. Through out Bryson’s accounts of his trip he portrays a lot of Irony. The Irony is that it is over twenty years since his last visit Britain has actually changed surprisingly little. In his accounts of Dover he has noticed that there are a lot of similarities to Dover in 1973, â€Å"†¦found myself square in front of Mrs Smegma’s establishment. It was still a hotel and looked substantially unchanged, as far as I could remember†¦Ã¢â‚¬  It is the Ironic features that makes parts of â€Å"Notes from a small island† amusing. The reason that Bryson’s books are so funny is because they are so true and honest. I especially find the chapters about London funny because I have been there so many times my self. I love the part where he talks about multi – story car parks, â€Å"You drive around for ages, and then spend a small eternity shunting into a space exactly two inches wider than the average car.† Another reason why we laugh at Bryson’s books is because it is a common instinct to laugh at other’s misfortunes. This especially occurs when we have been in a similar situation, in the past, our selves. â€Å"Notes from a small island† is written in first person. Bryson uses Elision and Ellipsis in his writing. This makes his writing seem more personal and it also seems like he is actually telling his stories to the reader themselves. He also uses similes and many adjectives to create images in the reader’s mind. The use of modifiers is included in his writing. He has included dialect into his writing as well. Bryson has used both compound and complex sentences. He also uses â€Å"Tongue in Cheek Tone,† â€Å"†¦a sprig of artificial lilies instantly informed me that the food would be mediocre but present with a certain well – practiced flourish.† The use of â€Å"Tongue in cheek† creates more humour in Bryson’s writing. The potential audience for this book is people whom whish to travel or generally people who like reading comedy. It is a travel book merged with humour. The purpose of â€Å"Notes from a small island† is to inform the readers about the different places but also entertain and amuse them. His lexical field is effective. Through out the book Bryson makes many observations, â€Å"†¦between them consumed the last of the profiteroles and the black forest gateau from the sweet trolley. The boy, I noticed, had a double heap of both, the greedy fat pig.† In this quotation Bryson has basically written about what the majority of us think but do not actually say. Bryson’s ability to put into words his travelling experiences so they can be read and enjoyed are not achieved all that often by others. He appears to have an open mind and as a result gives extensive reviews of his experiences. In these reviews provide entertainment for the reader, as they are very funny.

Once More

Read over something you've written with an eye for the devices you've used to connect the parts. Underline all the transitions, pointing terms, key terms, and repetition. Do you see any patterns? Do you rely on certain devices more than others? Are there any passages that are hard to follow-and if so, can you make them easier to ready by adding appropriate transitions or trying any of the other devices discussed In this chapter. Try revising your text to Include different ones. Pointing words help orient your reader and establish continuity wealth your writing.KEY POINTS use pointing words to help orient your readers. Plotting words point forward or backward to other sentences. Plotting words help to give your paragraphs continuity. Key terms a key term is a word that will be important on whatever subject you need to know, that involves a key term. You'll usually have to define a key term like in social studies a key term would be: Ideology so you would define it as: a set of beliefs and values. Key terms are Vocabulary that someone should know in order to understand the topic. Petition The writer is usually trying to express an emotion or a phrase. Just like in Robert Frost's poem â€Å"Stopping by Woods on a Snowy Evening† he repeats the last line â€Å"and miles to go before I sleep, and miles to go before I sleep† to stress the extent of his journey and his exhaustion. In â€Å"the charge of the light brigade† repetition was most likely used to honor the men who died. By repeatedly stressing the number of men who fought and died for what they believe in they stress that they will not be easily forgotten.