American Revolution

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The events that lead to the Revolutionary War clearly exhibit the evolution of the colonist's ideals regarding their rights and liberties. The English colonists had long held the utmost loyalty to the British crown, never distinguishing themselves from their British counterparts back in England; however, the colonists had gradually begun to embrace a new ideology in regard to their rights in liberties. By 1765, when Daniel Dulany wrote his attack on virtual representation, the English colonists were identified as "British-Americans" This simple reference indicates that the colonists were no longer content being just Englishmen, nor with English law and especially taxation being imposed upon them without some form of colonial consent or representation. The evolving ideals of the colonists were perhaps best summarized with Dulany's statement, "The relationship between the British-Americans and the English electors is a knot too infirm to be relied on as a competent security" (Beasley80). From the various documents declaring distinct rights and rebuking British mandates that emerged during this critical time, a definitive pathway of change can be traced that lead to a higher appreciation for rights and liberties as well as more individualistic ideals than were previously exhibited by the colonists.

By the 1760's disputes with England were increasing and Great Britain struggled to organize the colonies and lay rest to conflicts with the colonists, in "The Proclamation of 176" King George III tried to make good on his promise of no western expansion while attempting to keep in perspective the best interest of the English colonists. However, the proclamation was sorely misinterpreted, as the colonist viewed it a denial of their right to expand their personal land holdings. While this was perhaps a valiant effort on behalf of the throne to organize and to please the colonist, it would only help to more firmly plant the seeds of independence. Even as tensions between Britain and the colonies were at an all time high, many colonists were still very much loyal to the crown and had no direct intention of a complete succession from England. This lingering sense of loyalty was most evident in "The Olive Branch Petition", which was sent to King George III in 1775, only one year prior to the Declaration of Independence. This document expressed a deep desire amongst the colonists to reconcile with the throne and end the ongoing conflict. In the petition, the colonists referred to themselves as "your majesty's faithful subjects", which clearly exhibits their lack of desire to entirely severe ties with Great Britain. The petition would be the colonist's final plea for reconciliation, given that King George refused the document and declared the colonies in rebellion, which in turn brought the conflict between England and the colonies to a climax that resulted in the rise of an extraordinary nation.

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Ertret

If you order your custom term paper from our custom writing service you will receive a perfectly written assignment on ertret. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality ertret paper right on time.

Our staff of freelance writers includes over 120 experts proficient in ertret, therefore you can rest assured that your assignment will be handled by only top rated specialists. Order your ertret paper at affordable prices with cheap essay writing service! moments on incongruous juxtaposition, such as Ken Carvers bovine head trampolining up from behind the garden hedge as Gilbert and Betty are getting down to a bit of illicit. Häagen Dasz-inspired passion, or Endoras new mobile Burger Barn arriving just as Kens coffin is being laid to rest. Here, whats humorous is the sequence of events, not simply the events themselves. Whats Eating Gilbert Grape is evocative in the way it draws - and draws on - minutiae, so the overall picture is the sum of accumulated detail. Bonnie Grapes way of clutching her tub of popcorn with simultaneous resentment and possessiveness conveys more about her self-loathing and her defiance than any trite verbal exchange about why she slumped into obesity.

Like Hallsströms earlier My Life As A Dog, this is a film of sentiment that eschews sentimentality, despite the main storylines concerning Gilbert and his family and his relationship with the outsider Becky. There are moments ripe for cloying treatment, like Gilbert intense meaning-of-life conversation with Becky, first amid the haystacks at sunset, everything bathed in rich golden haloes, and second beside a campfire at night. If only Gilbert could fathom her cryptic, whimsical statements and questions. Theres an awareness of the dangers of being mawkish that ensures any mindless rhapsody is side-stepped, interrupted, deflated a pragmatic approach to tearjerk material best summed up by the carefully unpatronising treatment of Arnie.

If there is any underpinning theme in Whats Eating Gilbert Grape, its a notion of space. From the opening sequence, when the convoy of glistening silver campers bringing Becky into town snakes over the lazy hillside towards Gilbert and Arnie, theres a sharp distinction made between the parochial day-to-day aimlessness of Endora, and the potential life elsewhere. When Gilbert drives out of town only to turn back as soon as hes passed his farewell sign, he goes in search of Becky and tells her, Ive got nowhere to go. Beyond Endora theres a vaste expanse and theres nothing - Gilbert gazes out at that open space, while Arnie waves at each time he scales the heights of the gas tower. The reality of Endora, though, is something more akin to the world created by Bonnie, the lapsed matriarch of the Grape household, who has defined her space as being almost exclusively the inside moments on incongruous juxtaposition, such as Ken Carvers bovine head trampolining up from behind the garden hedge as Gilbert and Betty are getting down to a bit of illicit. Häagen Dasz-inspired passion, or Endoras new mobile Burger Barn arriving just as Kens coffin is being laid to rest. Here, whats humorous is the sequence of events, not simply the events themselves. Whats Eating Gilbert Grape is evocative in the way it draws - and draws on - minutiae, so the overall picture is the sum of accumulated detail. Bonnie Grapes way of clutching her tub of popcorn with simultaneous resentment and possessiveness conveys more about her self-loathing and her defiance than any trite verbal exchange about why she slumped into obesity.

Like Hallsströms earlier My Life As A Dog, this is a film of sentiment that eschews sentimentality, despite the main storylines concerning Gilbert and his family and his relationship with the outsider Becky. There are moments ripe for cloying treatment, like Gilbert intense meaning-of-life conversation with Becky, first amid the haystacks at sunset, everything bathed in rich golden haloes, and second beside a campfire at night. If only Gilbert could fathom her cryptic, whimsical statements and questions. Theres an awareness of the dangers of being mawkish that ensures any mindless rhapsody is side-stepped, interrupted, deflated a pragmatic approach to tearjerk material best summed up by the carefully unpatronising treatment of Arnie.

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If there is any underpinning theme in Whats Eating Gilbert Grape, its a notion of space. From the opening sequence, when the convoy of glistening silver campers bringing Becky into town snakes over the lazy hillside towards Gilbert and Arnie, theres a sharp distinction made between the parochial day-to-day aimlessness of Endora, and the potential life elsewhere. When Gilbert drives out of town only to turn back as soon as hes passed his farewell sign, he goes in search of Becky and tells her, Ive got nowhere to go. Beyond Endora theres a vaste expanse and theres nothing - Gilbert gazes out at that open space, while Arnie waves at each time he scales the heights of the gas tower. The reality of Endora, though, is something more akin to the world created by Bonnie, the lapsed matriarch of the Grape household, who has defined her space as being almost exclusively the inside moments on incongruous juxtaposition, such as Ken Carvers bovine head trampolining up from behind the garden hedge as Gilbert and Betty are getting down to a bit of illicit. Häagen Dasz-inspired passion, or Endoras new mobile Burger Barn arriving just as Kens coffin is being laid to rest. Here, whats humorous is the sequence of events, not simply the events themselves. Whats Eating Gilbert Grape is evocative in the way it draws - and draws on - minutiae, so the overall picture is the sum of accumulated detail. Bonnie Grapes way of clutching her tub of popcorn with simultaneous resentment and possessiveness conveys more about her self-loathing and her defiance than any trite verbal exchange about why she slumped into obesity.

Like Hallsströms earlier My Life As A Dog, this is a film of sentiment that eschews sentimentality, despite the main storylines concerning Gilbert and his family and his relationship with the outsider Becky. There are moments ripe for cloying treatment, like Gilbert intense meaning-of-life conversation with Becky, first amid the haystacks at sunset, everything bathed in rich golden haloes, and second beside a campfire at night. If only Gilbert could fathom her cryptic, whimsical statements and questions. Theres an awareness of the dangers of being mawkish that ensures any mindless rhapsody is side-stepped, interrupted, deflated a pragmatic approach to tearjerk material best summed up by the carefully unpatronising treatment of Arnie.

If there is any underpinning theme in Whats Eating Gilbert Grape, its a notion of space. From the opening sequence, when the convoy of glistening silver campers bringing Becky into town snakes over the lazy hillside towards Gilbert and Arnie, theres a sharp distinction made between the parochial day-to-day aimlessness of Endora, and the potential life elsewhere. When Gilbert drives out of town only to turn back as soon as hes passed his farewell sign, he goes in search of Becky and tells her, Ive got nowhere to go. Beyond Endora theres a vaste expanse and theres nothing - Gilbert gazes out at that open space, while Arnie waves at each time he scales the heights of the gas tower. The reality of Endora, though, is something more akin to the world created by Bonnie, the lapsed matriarch of the Grape household, who has defined her space as being almost exclusively the inside

Please note that this sample paper on ertret is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on ertret, we are here to assist you. Your cheap custom college paper on ertret will be written from scratch, so you do not have to worry about its originality.

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Theatrical Performance/Play Review: Dinner with Friends by Donald Margulies

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Theatrical Performance/Play Review: Dinner with Friends by Donald Margulies

"Inevitable Evolution."

It takes a lot of effort to "prune" a certain work of art. Some passions, no matter how grand…or how beautiful they are, simply fade away. It is also inevitable for man to lose his appetite even for the most scrumptious dish. One's craving does not last forever. These thoughts are not too scary—but what if everything…even Love… must always come to an end?

Dinner with Friends by Donald Margulies is a subtle drama about love, commitment and friendship in the course of failure and divorce. It has a thought-provoking story that revolves around the unfathomable ideals of marriage; of the so-called "inevitable evolution" that married couples go through, and of the beauty of companionship during times of uncertainties and that rickety phase of existence that most people, inescapably, undergo.

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The play presents to us four significant characters: Beth, Tom, Karen and Gabe. All four depicts explicit and interesting characteristics, each having a divergent mind-set or a certain forte that one may associate himself/herself into. The four entities live through a special bond that is embellished with both wonders and nightmares. Gabe and Karen are your ‘seemingly happy' couple who share the same flair for cooking. Both are international food writers now living in their Connecticut abode after spending some time polishing their craft in Italy. Consciously or unconsciously (after twelve years of married life) they begin to sense a tinge of ennui and monotony in their relationship as they re-examine their rapport (and compare it with what their friends are having). Beth and Tom, meanwhile, epitomizes the ‘malcontent pair'—who, after twelve years of living, loving and struggling together, decides to put some things to an end. Marriage has somewhat given them chains instead of wings to keep them soaring and dashing around with ardor for each other. Gabe and Karen are sorry for both. Beth and Tom is such a part of their lives…and seeing them crumble apart creates a profound and such a disquieting impact on them.

The first scene contains the part wherein Beth unveils the truth about her and Tom to her friends (Karen and Gabe). The characters' tones are melancholic and shaken, although there are always the insertion of a comic relief in between blubbers and seriousness (courtesy of Gabe—the naïve yet shrewd guy). Beth discloses Tom's weaknesses and deficiencies as a husband while her two friends are trying to find ways to comfort and reassure her dying conviction. Certain images are used in this scene such as the lemon apple cake (which will also be apparent in the latter parts of the play). The writer sees the image as somewhat a ‘diversion' from the nightmare. Its sweetness may have the ephemeral power to combat bitterness in one's heart, but after consuming it, the power just burns off and so does the evanescent glow it brings to the one having it.

The play presents two faces and the many phases of marriage. In the second part of the drama, we are given a flashback of events—now we see the younger versions of our four vital characters. It is summer: Gabe and Karen are on their honeymooning phase while Tom and Beth are just on their getting-to-know-each-other chapter.

The third part is a fast-forward. This time, Beth and Tom are already moving on with their lives. Beth is seeing someone named David and Tom is still with Nancy (the travel agent). This scene consists of dragging yet insightful conversations that covers on conflicting points-of-view with regards to the true meaning of marriage. Tom is trying to convince Gabe that what he is going through is utterly normal. "Married couples all go through wretchedness…" There will come a point that you would just want to chuck it all and start over again, Tom said.

Basically, the writer sees this play as an eye-opener. Dinner with Friends brings to our realization the great responsibility that comes with settling down. Some couples do look good in the outside, yet one does not really know what couples are like when they are alone. Unsurprisingly, there is that "inevitable evolution". This is, as the assessor perceives it, is the most resounding phrase in the play. It awakens one's senses about the vulnerability of marriage, and the silent discord a couple has got to deal with when it comes to reviving a once overflowing passion. Indirectly, the play suggests the need for constant reinvention… the importance of sex, imagination and most importantly communication. It has a subtle way of presenting reality, of disclosing both the good and the bad side of that dream that goes after the phrase "until death doth part." And it also displays a great deal of inspirational camaraderie and the worth of sensitivity among friends.

Technicalities [Negative and Positive Points]

Dinner with Friends, with its Pulitzer-prize winning content, is direly convincing. The simple plot is enhanced with a quaint setting that suggests a typical ambiance. The William J. Shaw Theatre offers a medium-sized space that seems to be very challenging to maximize. The props used were pleasant, quite realistic even to the smallest details. To the left of the stage was the patio, which was enhanced by minimal yet apt lights. The conversations usually happen in the living room/dining room, which were situated in the middle portion of the stage. The colors used vary in accordance to the change in season/ weather, thus giving the audience the fitting emotion/intensity in each scene.

A small bedroom and an even smaller bar were located at the right wing of the stage. One can sense the very careful picking of materials to balance the different textures of the elements. Musical scoring was very minimal, and so the actors' clear diction/projection (and of course, the content of what they are saying) were made more noticeable. Sound effects were good, except for the car engine sound, which reverberated more of like a lawnmower. Costumes and make-ups were natural; typifying four average individuals/professionals. Apparently, the whole arrangement creates an intimate and snug connection between the spectators and the cast. Most flaws are quite easy to disregard if one indulges himself/herself in the substance or the message of the plot.

° ° ° ° ° ° ° °

Dinner with Friends is surely a treat for mature individuals. It is a play that is "loaded with wit, compassion and consummate skill"—and with a straightforward plot that may even alter or affect one's perception. It is inevitable to wonder why is it entitled such when the plot actually revolves around "the compromises of middle age and the cost of breaking apart—and of staying together". Why "Dinner with Friends"? This was the first question that popped in the critic's head. And after some time of pondering, the writer sensed how truly significant the title is to the plot. And how even that slice of lemon apple thingy creates a philosophical impact to the keen audience. Dinner with Friends suggests that comforting scene amidst a draining day. It somehow knocks on the people's senses, telling us that despite an ostensibly saddening event in our lives, it is always consoling to find ourselves in the middle of a heart to heart conversation with those people who see both the good and the evil in us. Some people may desert us, an obsession or maybe a loved may predictably abandon us, but still, there are always those little good things that await us at the end of a bleak day, like a cheery and warm dinner. Dinner with Friends makes us appreciate the goodness of having friends, the goodness of being true and optimistic even after a typhoon, the goodness of digesting even the harshest realities of existence…of maturing and developing into better individuals. This play gives us a deeper understanding… it opens our doors for that "inevitable evolution"… and most of all it opens our hearts for a deeper meaning of love.

Michelle J. Nepomuceno

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Deming the TQM Grandfather

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Our staff of freelance writers includes over 120 experts proficient in Deming the TQM Grandfather, therefore you can rest assured that your assignment will be handled by only top rated specialists. Order your Deming the TQM Grandfather paper at affordable prices! The Granddaddy of Total Quality Management TQM

The Granddaddy of Total Quality Management(TQM)

Dr. W. Edwards Deming was known as the ‘Granddaddy' of total-quality-management. Total Quality Management (TQM) can provide organizations with the incentive for positive change, stirring the workforce and creating an environment that gives a company the competitive edge. To succeed, however, TQM has to be more than a catchword. If it is looked upon as a nuisance or an excuse for employees to take advantage of the employer, it won't work. TQM must become a way of corporate life. That has been the goal of Deming for over forty years.

W. Edwards Deming organized a worldwide consulting practice for many years.. His clients included manufacturing companies, telephone companies, railways, carriers of motor freight, consumer researchers, census methodologists, hospitals, legal firms, government agencies, and research organizations in universities and in industry.

The impact of Dr. Demings teachings on American manufacturing and service organizations has been profound. He started changes with his TQM ideas that are improving the human resources departments around the United States. President Reagan even awarded the National Medal of Technology to Dr. Deming in 187. He received the Distinguished Career in Science award from the National Academy of Sciences in 188.

Dr. Deming received many other awards, including the Shewhart Medal from the American Society for Quality Control in 156 and the Samuel S. Wilks Award from the American Statistical Association in 18.

The American Statistical Association established the annual Deming Prize for improvement of quality and productivityin 180. Dr. Deming was a member of the International Statistical Institute. He was elected in 18 to the National Academy of Engineering, and in 186 to the Science and Technology Hall of Fame in Dayton. He was also inducted into the Automotive Hall of Fame in 11.

Dr. Deming's numerous awards were well deserved. His education has lasted throughout his life beginning with his doctorate in mathematical physics from Yale University in 18, in addition, he has earned honor degrees from the University of Wyoming, Rivier College, the University of Maryland, Ohio State University, Clarkson College of Technology, Miami University, George Washington University, the University of Colorado, Fordham University, the University of Alabama, Oregon State University, the American University, the University of South Carolina, Yale University, Harvard University, Cleary College, and Shenandoah University. Yale University also awarded him the Wilbur Lucius Cross Medal. And Rivier College awarded to him the Madeleine of Jesus Award.

A multiple of books, films, and videotapes outline his life, his theory, and the practice of his methods worldwide. Of his books, Out of Crisis and The New Economics have even been translated into many foreign languages.

Dr. Deming is well known for his work in Japan, where from 150 forward he taught top management and engineers methods for management of quality. This training helped change the economy of Japan. In recognition of his contributions, the Union of Japanese Science and Engineering (JUSE) instituted the annual Deming Prizes for achievements in quality and dependability of product, and as a result, the Emperor of Japan awarded the Second Order Medal of the Sacred Treasure to Dr. Deming in 10.

In Out of Crisis, Dr. Deming outlines his fourteen points for management. He understood that a manager of people needs to understand that all people are different. Not rank people but understand that the performance of anyone is governed largely by the area that he works in, and is the responsibility of management. Below we can see what Dr. Deming taught in his style of management.

Deming's 14 Points of Management

1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.

. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.

. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.

4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.

5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

6. Institute training on the job.

7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul as well as supervision of production workers.

8. Drive out fear, so that everyone may work effectively for the company.

. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.

10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

11. a. Eliminate work standards (quotas) on the factory floor. Substitute leadership. b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.

1. a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual merit rating and of management by objective.

1. Institute a vigorous program of education and self-improvement.

14. Put everybody in the company to work to accomplish the transformation. The transformation is everybodys job.

If a company works hard to implement Dr. Deming's ideas on management, they are likely to see an improvement in their all around environment. Training employees in order to fill a position skillfully and efficiently, benchmarking to identify areas that need improvement, and rethinking their approach to performance appraisal, are all indications of total-quality management that can result in a successful enterprise for all those involved.

Works Cited

Deming, W. Edwards. Out of the Crisis. Cambridge MIT/CAES. 186

Deming, W. Edwards. The New Economics, second edition. Cambridge

MIT/CAES. 14

Sherman, Arthur, George Bohlander, and Scott Snell. Managing Human

Resources. Cincinnati South-Western College. 18

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Decision making process in EU

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THE EUROPEAN COMMISSION

The Commission comprises 0 commissioners who are collectively known as the College of Commissioners. Each member state of the European Union has one commissioner with the exceptions being Germany, United Kingdom, France, Italy and Spain who have two commissioners each. The commissioners are appointed by their national governments for a term of 5 years. Each commissioner is accompanied by their own cabinet of 6 people whom they appoint themselves.

The president of the Commission, who is chosen by the European Council and must be approved by the European Parliament, leads the College. The president is the representative of the E.U. when dealing with other countries.

The main function of the European Commission is to create proposals for law and policy making. It carries out both executive and administrative functions but most importantly; it is the Guardian of the Treaties that are the source of law in the European Union. The proposals constructed by the Commission are passed to the Council of Ministers who act upon them and assist in the procedure of transforming them into laws.

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The Commission represents the common interests of the Union and its main job is to ensure that a close union remains between the member states.

One of the main problems with this institution is that there is a democratic deficit. All of the commissioners are appointed, as is the president instead of being fairly elected. Its relationships with the other E.U. institutions are not clearly defined and it is losing its power and influence to the European Parliament which is slowly becoming stronger.

On the other hand, the Commission is highly efficient which may be due to its employment of some 4,000 civil servants who assist in the smooth running of the institution.

THE EUROPEAN COURT OF JUSTICE

The Court is based in Luxemburg and comprises 15 judges and nine advocates general who are all appointed by the member states and serve a renewable term of 6 years. The judges and advocates must be unquestionably independent, highly qualified and experienced in the field of European politics. The judges elect the president of the Court who serves for years, directs all the actions of the court and appoints judge rapporteurs who assist the judges. The advocates general also have assistants in the form of two secretaries each who are generally lawyers or highly qualified solicitors. In total, the Court employs about 750 staff who are mainly of an administrative nature.

The court is made up of two chambers. One chamber considers straightforward cases or direct actions, and the other, the exploration of new laws or preliminary rulings. These chambers of the Court have to follow set procedures when considering cases.

Firstly, the evidence is collected by the judge rapporteur. This is followed by a public hearing which is the only time when the disputing parties have the opportunity to air their opinions. During this type of hearing there is very little cross-examination. The case is then passed to the advocate general who conducts a detailed examination of the legal issues involved. When this is completed, it is then passed back to the judge rapporteur who prepares it to be submitted to the chamber. The chamber then makes their consideration of the case and from this a decision is concluded.

Unfortunately as there are so many steps to these procedures, the time required for each case can be almost two years. The Court handles roughly 500 cases each year, which means that it is a very large time consuming process. Another problem is the expense of the Court as legal fees are very high. Also, there is a very limited right of appeal within the Court.

One positive outcome of the Court is that it has strengthened and clarified European law and extended the applications of European jurisdiction. This has contributed towards the increased rate of integration within Europe and the strengthening of other E.U. institutions. The Court has also reinforced supranational authority in relation to Britain.

THE COUNCIL OF MINISTERS (COUNCIL OF THE EUROPEAN UNION)

There are 15 ministers (one from each member state) within the Council of Ministers. A new president from one of the member states is appointed every 6 months and is decided by a system of rotation. Together, the members and president legislate for the E.U., set objectives and targets, co-ordinate national policies and help to resolve differences. The Council functions on the concerns of national interests rather than those of the Union as a whole.

Decisions made by the Council are done so by qualified majority voting or unanimity. The type of vote required is dependent upon the type of case involved. The majority of cases discussed by the Council require qualified majority votes. There are a total of 87 votes available within the Council, of which 6 votes constitutes a majority. Each member state has a proportional number of votes which are as follows-

Germany, France, Italy, UK - 10 votes

Spain - 8 votes

Belgium, Greece, Netherlands, Portugal - 5 votes

Austria, Sweden - 4 votes

Ireland, Denmark, Finland - votes

Luxemburg - votes

In order to gain majority votes, some countries will lend votes to other countries in return for their support should they require it on another occasion.

The Council mainly acts upon proposals passed to them from the European Commission. These proposals after being researched by the secretariat are passed to the coreper in the form of a working draft. When the draft is approved it is passed to the General Affairs Commission who meet every 6 months in the home country of the president of the Council of Ministers. During these meetings, the approved drafts will be passed.

The main problem with the Council is that it is highly compartmental which means that there is very little unity. This also slows down the filtration of policies through the numerous parties who are part of the system. Also, as the Council works predominantly on a national basis, many arguments arise frequently between nations. On the other hand, it gives the member states the opportunity to air their opinions and play a part in the decision making process. It also encourages co-operation between countries on a non-treaty, non-legal basis.

Until the Council began the roles of the Common Foreign Security Policy and the Justice and Home Affairs policy were quite blurred. The Council has clarified the roles of both these policies.

THE EUROPEAN PARLIAMENT

There are three basic functions that the Parliament performs - legislate, budget, scrutinise. It holds a great deal of control over the European Commission. The Parliament has to approve of the Commissions president, is responsible for appointing the College of Commissioners, has the right to dismiss the College (by a two-thirds majority vote), has the right to discuss the Commissions annual reports and accounts and it can also appoint standing or investigative committees. Unlike the other institutions, it also has the right to ask questions.

The Parliament hosts 66 elected members (MEPs) who are governed by their national party. These MEPs tend to fall into one of nine different political groups within the Parliament. Each group has a proportional number of votes (similar to the procedure within the Council of Ministers). A president is also elected who directs the activities of the Parliament for a term of two and a half years. Accompanying the president are 14 vice presidents and 5 quaestors. They are collectively known as the Bureau. Twenty standing committees are also established to deal with the relative legislation which applies to them. Each committee has a rapporteur.

The Parliament is the only democratically elected institution within the E.U. As it began with limited power, the Parliament has shown over time that it has the ability to exert influence and has essentially created a job for itself.

Although the Parliament has a great deal of power over the Commission, it has very little over the Council of Ministers and none in the European Council. It also lacks the power to legislate.

In the future, there will be many changes in Europe as new countries line up to join the Union. This will mean changes to the institutions within it, and in particular, changes will have to be made within the Parliament. At present, MEPs tend to be second-rate politicians with very little in the way of job prospects. It is predicted that in the future the European Parliament will attract a new breed of politician, giving it a much-needed source of new ideas. It is also thought that the Parliament will become responsible for the integration of nations as this is foreseen to be the only way in which Europe can become truly united.

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Boeing - Airbus Case Analysis

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Boeing is faced with a set of decisions that are critical to the health and ultimately survival of the firm. The issues they face are both short and long term. Their strategy regarding the 7E7 market requires that decisions be made and that tactics be defined which propel the company in the short run. Longer term, Boeing must enact a strategy that truly defines its existence as a diversified multi unit firm. On the surface, the framework of the ‘develop versus diversify' debate is positioned as a mutually exclusive decision that implies little room for compromise. However, this paper will propose a potential strategy that seeks to mitigate this constraint.

Boeing should define a strategy to fund the development of the 7E7. The company has thrived in the past by successfully gambling on cutting edge jet design. This strength in profitably bringing innovative commercial planes to market indicates a prospective competitive advantage that customers, analysts, and some board members feel Boeing should leverage. In some ways, this skill may also be viewed as a core competence that could prove fruitful if they further pursue diversification.

McDonnell and Stonecipher's conservative approach to development was partially blamed for McDonnel Douglas' historical demise. Even though their apparent focus on short term stock appreciation is curious given their large personal stakes, the fiscal disciple they seek to institute could have a positive effect on Boeing's global position.

From a ‘comparative' standpoint, Airbus may have the advantage given the government subsidies, but from a ‘competitive' standpoint Boeing could reap massive global rewards if they could find inventive ways to develop planes for less. In light of McDonnell and Stonecipher's very aggressive development savings goals, it's likely infeasible that the 7E7 could be introduced for less than 40-60% of the 777. Therefore, Boeing should strive to find the answer that is somewhere in between. The key to their short term strategy is to find a way to fund the jet for less. If they are able to do so, they will have funds available for new ventures longer term.

Although typically reserved for business unit rationalization, the growth share matrix provides a useful structure to evaluate Boeing's existing fleet of jets. The matrix ignores various industry and unit characteristics obviously evident in this case, but with some analytical liberties, it helps frame some key concepts. Specifically, if Boeing does not develop the 7E7 into a star, than it is very difficult to envision a strong financial future in commercial jets. So, if the 747, 757, and 767 are than dogs apt to be naturally divested via superior replacement planes, than the 77 and 777 can be viewed as quasi cash cows in light of the low growth rates of the existing lines.

McDonnell and Stonecipher's goal of developing 77 and 777 derivatives as the next product offering may not be the best choice. The limited case data indicate the chances of "wowing" the market and redeveloping these lines into stars is bleak. This makes the question mark status of the 7E7 a critical point.

When Boeing merged with McDonnel Douglas, the company took a giant step towards diversification. In this context, Boeing has already broached many of the ‘new business for the firm' and ‘firm for the new business' questions. Therefore, the pending issues than relate to the success they can reap from their diversified firm, the degree to which they should continue to diversify, and with the luxury of hindsight, the evaluation of their original motivations to merge and diversify.

In order to justify diversification efforts, the incumbent venture should be gauged against three important criteria revenue & earnings growth, risk reduction, and the repositioning of a core business. In terms of corporate growth in revenue alone, the historical addition of McDonnel Douglas was a wise choice. Although the immediate earnings impact is suspect, the merger immediately impacted the top line by contributing over half of the 00 projections. But what else can the McDonnell Douglas units add?

Stonecipher and McDonnell, key proponents of diversification, have pushed for continued expansion into less volatile areas. Because this motivation alone is insufficient to justify diversification, the duos true motivation is determined by semantics and interpretation. Since cash conservation appears to be their key goal, it is doubtful they seek the relatively expensive option of investing in new units solely to reduce their financial risk. Instead, they probably wish to shift their capabilities to less expensive units with more stable cash flows; which is different than reducing systematic portfolio risk.

Boeings diversification dilemma is ripe with pros and cons. The combined company has a powerful skill set that could add a lot of value to the growing units. For example, many similarities exist between commercial and military planes, and both economies of scope and scale may exist. Scale economies could materialize with the introduction of bigger plants producing common materials with a lower per cost unit. R&D efforts could also benefit from scope economies if certain research could be shared resulting in lower costs than two independent efforts.

However, pursuing diversification and shifting their focus away from their primary product could also have devastating effects. Boeing currently owns 50% of the commercial jet market and halting development of the 7E7 may send a negative message. This perception of sacrificing jets for new ventures may indicate a form of surrender to the competitors and stockholders, especially those interested in the commercial sector. .

Although savings generated from not developing the 7E7 could also position them to win price wars on existing jet lines, Boeings established core competence in bringing innovative commercial planes to market is forgone. This unknown opportunity cost is the essence of their dilemma.

Boeing is faced with an extremely difficult situation. The "catch " scenario of choosing one option, which effectively closes the door on another option, is precisely what they must combat. The upside of further diversification, coupled with a stellar new product offering, could enable Boeing to soar to new heights. Since pursuing both choices may seem infeasible, the plane development, albeit a cheaper one, should take precedence with residual funds shifted towards new ventures.

The strategy required to make this happen will require tremendous thought and precision execution. The keys to success include pioneering development processes to introduce products for less; continuing to leverage their competence in designing industry leading commercial planes; defining the minimum seed investment for new ventures; effectively applying their managerial competence to new markets; and continuing to develop the management structure and transfer policies for the expanding new ventures.

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Puck: The Harmless Devil

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Robin Goodfellow, also known as Puck or Hobgoblin, is a merry sprite, represented as "a very Shetlander among the gossamer-winged, dainty-limbed fairies, strong enough to knock all their heads together, a rough, knurly-limbed, fawn-faced, shock-pated, mischievous little urchin". Since Puck has no human feelings, he has no precise human meaning. He is strategic in A Midsummer Night's Dream as he is seen not only as a spectator of the plays happenings, but as a commentator and interpreter of the plays actions.

Puck brings about the confusion of the young Athenians as he tries to carry out Oberon's wishes; the king has taken pity on Helena and hopes to turn Demetrius scorn for her into love. Puck simply enchants the first male he sees, not realizing that it is the wrong person. Here is introduced the fact that just because he is a supernatural being he can't make a mistake. In fact, he makes several. With great amusement, however, he watches the confusion he has made and comments "Lord, what fools these mortals be!"

Puck is an ambivalent figure, a mischief-maker at best, and something weirder also, though the play confines him to harmlessness, and indeed bring benignity out of his antics. He is definitely seen more as a prankster than a wicked sprite. The word puck or pook originally meant a demon out for mischief or a wicked man, and Robin Goodfellow was once a popular name for the Devil. Puck, however, is neither wicked nor the Devil, and can be seen as benevolent.

Although the world of the fairies exhibits several characteristics common to popular belief and folklore tradition, it is to a considerable extent a new creation of Shakespeare's own. This is particularly true when we think of Puck, whose descent from Robin Goodfellow or Hobgoblin only accounts for one aspect of his being. If one examines the numerous statements that Puck utters about himself and that the others utter about him, one immediately realizes that Shakespeare has created a complex dramatic fugure to whom is assigned a key position within the fabric of the play. He is assigned the role of spectator several times, and as such he comments on the action.

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Clearly Robin Goodfellow evolved in fairy lore as a supernatural explanation for the many trivial mishaps and accidents so commonplace in domestic living. He is the most purely entertaining of the fairy band. The error on Puck's part that we see in the beginning bears a deep significance for it shows that the fairies do err and that the influences they exert as supernatural agents in the play do not in the least answer to anything providential, but rather contain filaments of arbitrariness, self-depreciation, and folly. Yet his interventions in the development are as much the result of a casual mood or mischievous him as they are the result of premeditated instructions from his master, Oberon.

Please note that this sample paper on Puck: The Harmless Devil is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Puck: The Harmless Devil, we are here to assist you. Your persuasive essay on Puck: The Harmless Devil will be written from scratch, so you do not have to worry about its originality.

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