The treatment of male comradeship in Henry V and The Rover Essay Example

The treatment of male comradeship in Henry V and The Rover Essay Comradeship is a familiarity or sociability (typically between men) with a person who shares ones interests and activities including political persuasion. In this assignment I shall examine the treatment of male comradeship in relation to William Shakespeares Henry V and The Rover written by Aphra Behn, with comparative analysis of the two texts. Henry V was written during the Renaissance period against a backdrop of the military campaign against the Irish. Through his portrayal of Henry as a victorious King, Shakespeare not only appealed to the audiences national patriotism but appeased the existing monarch Elizabeth I. This epic historical play provides an ironic insight into the price of being King through a contrast of Henrys misspent youth: riots, banquets and sports (Penguin p63) and his new world as court politician, military leader and upholder of Christian values. The opening scene provides the plays first example of comradeship. It begins mid-conversation between the Archbishop of Canterbury and Bishop of Ely. Shakespeare uses this device to stimulate the audiences interest, as they become party to a private conversation. His use of religious leaders would have created an initial sense of trust in the action and messages conveyed. However, as the scene unfolds, their shared conspiracy, encouraging Henry to war with France in order to shift focus from a law expropriating church property would have been considered shocking. We will write a custom essay sample on The treatment of male comradeship in Henry V and The Rover specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The treatment of male comradeship in Henry V and The Rover specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The treatment of male comradeship in Henry V and The Rover specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Act II.1 to II.3 presents a fascinating juxtaposition of comradeship. In II.1 we are reintroduced to Prince Hals unlettered, rude and shallow (Penguin p63) friends. Unsurprisingly the scene opens with Pistol and Nym exchanging strong insults and drawing swords. There is no regard for friendship. Only after Bandolph intercedes does Pistol relent And friendship shall combine, and brotherhood (Penguin p80). However, even this truce lacks sincerity as Pistols underlying motive is to have his friends accompany him to France. News of Falstaffs ill health is also reported in which Nym cites the King as the cause and Pistol comments that Henry has broken Falstaffs heart. Here Shakespeare reminds reader and audience that comradeship can be superficial both amongst common men and indeed royalty. The following scene depicts the comradeship of Scroop, Cambridge and Grey, in their shared treachery toward the King. Shakespeare heightens their falsehood through using language displaying excessive loyalty. Scroops speech no service shall with steeled sinews toil (Penguin p82) and its alliteration of the letter s, which would have signified feelings of mistrust to the audience. Henry then delivers a long rhetorical and emotional speech. His anguish at Scroops betrayal, the friend who knewst the very bottom of my soul (Penguin p84), coupled with the length, use of language and symbolism clearly signifies the importance Henry places on loyalty, friendship and Christian morality, which he finds lacking in the traitors. Act II.3 reports the news of Falstaffs death. The genuine feelings of grief shared by Pistol, Nym and Bandolph are soon replaced by a mutual plan to go to France, not to fight for Henry and England but like horse-leeches (Penguin p89), to pillage the dead. In this sense the comradeship that exists represents to the audience, an honour amongst thieves. Shakespeare deliberately clusters the scenes of Henry distancing himself from his boyhood friendships and his treatment of the conspirators to build an image of Henry the King, strong, ruthless but just. Even as a King-in-waiting, Henry knew that a time would come when he would cast-off his companions in order to show himself worthy of the crown (Henry IV: Part 1, I.2). Later in the play (Act III.7) we see the final vestige of his past alliances in his decision to hang Bandolph for theft. All previous bonds of friendship are now severed in place of unfeeling authority. Act III.1 recounts Henrys military attack on Harfluer. His rallying cry Once more unto the breach dear friends, once more (Penguin p96) is synonymous to a trumpet call. The reference to dear friends signifies to the audience that Henry considers himself, his nobles and troops to be comrades-in-arms. Moreover this powerful and dramatic speech incorporates imagery and metaphor action of the tiger (Penguin p96), under a premise of honour and victory, before finally culminating in the climatic words Cry, God for Harry, England, and Saint George!,(Penguin p96). In speaking directly to his men they believe he is taking a personal interest in them. He appeals to their nationalism and in turn expects their support. In Act IV.I Henry dons a disguise and roams amongst his troops at night in order (similar to Germanicus, Penguin p13) to test their morale. His argument with Court, Bates and Williams is telling as despite of his speech at Harfluer Henrys soldiers question the Kings fears and honour. Here again Shakespeare creates a sense of comradeship through the Kings use of prose, the language of the troops and the common man in trying to answer their questions. At Agincourt (Act IV.3), Henry turns Westmorlands despair to his advantage, stirring his men into battle with the infamous and passionate rhetorical alliterative speech of power, honour, courage and fellowship We few, we happy few, we band of brothers (Penguin p134). Shakespeares specific image of the King as one with his men again evokes the same effect as Harfluer in lifting the troops morale, they believe honour awaits them. The audience would undoubtedly appreciate Henrys emotional patriotic speech which is still revered today. Aphra Behns The Rover, written during the Restoration period depicts a post-puritan backlash apparent through its rudeness and crudity. Moreover, The Rover, is more focussed on a carnival celebration of wine, women and frivolity than Shakespeares celebration of national patriotism, war and military victory. Assessment however of male comradeship within this play will take into consideration examples which both exist and are absent in Henry V. Act I.2 takes place in Naples and introduces Colonel Belvile and Fredrick (soldiers of fortune), their friend Ned Blunt and Willmore (The Rover). Willmore initially seeks to create through his bravado a sense of camaraderie between the men, Love and mirth are my business in Naples (Apl p270). The subsequent street performance reiterates this masculine environment and point of view, with the women dressed as courtesans offering their bodies for sale. Act I.2 introduces the concept of money and status against comradeship. Belvile and Fredricks apparent friendship with Blunt masks a political resentment and contempt of him not being a cavalier and his upbringing. The cavaliers having lost their estates, money and status, are now using Blunt to support them. Behind his back Belvile says hes our banker (Apl p274). Indeed money is reiterated once more as the four men discuss about a prized courtesan, Angelica. Although they have different opinions of prostitution in moral terms, ultimately they share a common desire and a generic masculine identity in their fascination with sexuality, price and a woman as a commodity. Following Willmores conquest of Angelica in Act III.1, the men stereotypically converge to discuss his exploits over a drink. Within Act III.6 we see the duplicity of male comradeship. Wilmore having attempted to rape Belviles love Florinda, uses alcohol and mistaken-identity as an excuse for his behaviour, Fredrick begs forgiveness on behalf of Willmore, which is reminiscent of Pistols defence of Bandolph. Initially Belvile losing his patience says Draw or Ill kill you (Apl p295), however later in the scene he rushes to Willmores defence saying Pray heaven the rogue is safe (Apl p296). This might indicate to the reader that honour amongst men supersedes Belviles loyalty to Florinda. Unfortunately, his honour is misplaced, Willmore escapes and Belvile is arrested. This contrast between the two male protagonists: one honest and upright whilst the other an extravagant rake (Apl p161), interestingly mirrors the change we witness in Henrys progression from Prince to King. Act IV.1 opens with Belviles soliloquy regarding recent events and his imminent death at the hands of Antonio. This speech echoes in part Henrys soliloquy on the eve of Agincourt in its angst and introspection. Belviles language alters as his captor Antonio enters the scene, as he recognises the man-seems of quality (Apl p297). This dual identity of Belviles public and private faces is again reminiscent of Henry V. In the subsequent discussion there appears to be a mutual respect and appreciation of a gentlemans code of honour. This representation of comradeship is superficial as Antonio only releases Belvile from his custody on the understanding that he will represent him at a duel. This scene shows that although masculine codes of honour are an external sign of social conduct they are open to corruption and misrepresentation. Indeed in Act IV.2 we witness Hellena donning a male disguise in order to gain respect and manipulate Angelica into releasing Willmore. Similarly Henry V also disguises himself in order to walk and talk freely amongst his troops. Following the foiled rape attempt in Act III.6, Florinda later escapes a similar fate at the hands of Blunt and Fredrick in Act IV.5. In this following scene however the men (now including Willmore, Belvile and Pedro) believing the woman locked in the adjoining room to be a prostitute (Florinda), decide to draw lots (swords). The male characters are thus involved in a contest of masculine power (symbolised through the sword as phallus) in which rape of the woman is the prize. This perceived show of male unity and propensity for violence presented by Behn is shocking and is similarly mirrored by Henry V who takes Katherine the King of Frances daughter as a trophy/spoil of war. In conclusion both Henry V and The Rover present varying degrees of male comradeship. What is apparent in both plays is the contrast between the public and private appearance of male characters who adjust their behaviour and alliances to suit their own needs, sometimes with shocking outcomes. Aphra Behns play demonstrates that honour, friendship and decency can be disregarded within a single moment without remorse, in times of peace. Whilst in contrast within Henry V these codes are for all intensive purposes upheld in the interest of the common good.

Managing People The Case of Virgin Atlantic

Managing People The Case of Virgin Atlantic Introduction The aviation industry has emerged as one of the most dynamic and fastest growing sectors of the global economy. This rapid growth has brought forth both opportunities and challenges.Advertising We will write a custom report sample on Managing People: The Case of Virgin Atlantic specifically for you for only $16.05 $11/page Learn More On the one hand, the increasing demand for air transport has enabled this industry to remain productive even in the face of financial uncertainty (Boxall Purcell 2012). On the other hand, the threat of new entrants (particularly the low-cost airliners) has intensified completion (Balmforth 2009). As such, the momentum of change and the shifting landscape has increased the need for a new generation of leaders (Bratton Good 2012). One of the challenges that the airline CEO faces now is adopting strategic practices that will facilitate talent management. Virgin Atlantic is one of the most progressive airliners that h ave maintained their competitive edge despite the turbulences in the aviation industry. The company has experienced unprecedented growth over the years by expanding into various global destinations. Virgin Atlantic stands out as one of the most successful companies in the United Kingdom in terms of market value and competiveness. The company’s success story means that it has adopted sound human resource practices to sustain its growth (Balmforth 2009). Bakker and Schaufeli (2008) have asserted that the human resource function plays a significant role in enhancing productivity, which translates into profitability.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This report will review the human resources practices that Virgin Atlantic has adopted over the years to maintain its competitiveness. The report will emphasize the role of employee involvement and engagement. In add ition, the ensuing discussions will also analyse the leadership styles that are effective in encouraging employee involvement and engagement in the company. Strategic Human Resource Management (SHRM) has increasing become a norm in HRM practices. This report will also analyse the role of SHRM with particular reference to the delegation of HR functions to the line managers. Finally, the analysis will provide recommendations for enhancing the current HR practices. Employee Engagement and Involvement The airline industry is safety-sensitive, extremely competitive and technology –intensive. The combination of these aspects has critical implications for players in the sector in relation to organizational culture, strategy and management. The traditional top-down model of governance, operations and policy is increasingly becoming archaic and inappropriate (McLeod Clarke 2009). The high knowledge base that characterises this service market calls for flexible and transformational le adership. In addition, the trend of globalisation has also necessitated the development of diversity policies to provide equal employment opportunities (Frees 2008). The HRM function is now imperative in selecting and retaining a workforce that meets the changing demands of customers (Armstrong Taylor 2014). The threat of new entrants, coupled with the rising costs of fuel and operations has increased competition in the airline industry. Consequently, some airliners have recorded massive losses due to poor performance.Advertising We will write a custom report sample on Managing People: The Case of Virgin Atlantic specifically for you for only $16.05 $11/page Learn More The affected companies may recover, stagnate, or close down depending on the strategy adopted in such tough situations (Getenby et al. 2009). Virgin Atlantic has also encountered these challenges although the company has remained productive. Conversely, the company should enhance its employe e involvement and engagement practices to maintain a comparative and competitive advantage. This goal is essential considering the stiff competition from Asian and Middle East-based airliners (Balmforth 2009). Employee engagement has moved to the forefront as one of the most viable HRM practices. Nonetheless, there is no consensus on a single definition of employee engagement (McLeod Clarke 2009). Firstly, Markos and Sridevi (2010) have defined employee engagement as the ability and willingness of the employees to support the realisation of the organizational goals. Secondly, Frees (2008) conceptualises this concept as the active involvement in work-related tasks with passion and enthusiasm. Thirdly, Endres and Mancheno-Smoak (2008) have hypothesised employee engagement in terms of employees’ perceptions and values. The common theme of these multiple definitions is the two-way relationships between the employers and their employees (Frees 2008). The divergent views in the HR discourses do not demean the value of employee engagement. On the contrary, all HR managers concede that employee engagement generates positive organizational outcomes (Daniels, Davis Shipton 2008).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The employees engaged and involved in decision-making processes are more productive than those who are not (Markos Sridevi 2010). Armstrong and Taylor (2014) found out that employee engagement reduced the rate of turnover and absenteeism significantly. Further, Frees (2008) has demonstrated that enhances the quality of customer service. The ongoing advances in technology have laid the foundation of innovation. Bakker and Schaufeli (2008) have argued that employee engagement increases the level of satisfaction, which is a prerequisite of innovative behaviour. The primary concern is that the majority of companies (if not all) do not encourage employee engagement. MacLeod and Clarke (2009) underscored the critical role of an engaged workforce in both individual well-being and organisational success. Conversely, Gatenby et al. (2009) have found out that organization and companies in the UK do not value employee engagement. The principal concern is that HR consultants and professionals have limited knowledge about the application of employee engagement. According to MacLeod and Clarke, three aspects underpin the concept of employee engagement. These issues include the commitment to organizational values and goals, motivation and personal development. Virgin Atlantic should promote employee engagement in various ways. First, the airliner should encourage an entrepreneurial culture within its system. The increasing trend towards air travel has presented growth opportunities. One area that the management should focus on is the promotion of personalised services. An entrepreneurial environment will allow performing employees to recommend new starters for the company (Frees 2008). For example, the flight attendants can participate in the development of in-flight protocols. Bakker and Schaufeli (2008) have argued that an entrepreneurial culture motivates the employees to make real contributions to organizational growth, in addition to influencing the strategic direction . Second, the competitive business environment inherent in the aviation industry calls for more productivity and efficiency than before. Although the unprecedented advances in technology will revolutionise the service market, they demand employees who posses superior professional and technical skills (Endres Mancheno-Smoak 2008). The CEOs cannot manage the highly knowledge-based workforce using the outdated system of totalitarian management. By contrast, these individuals expect a high level of job satisfaction, motivation and operational autonomy (Markos Sridevi 2010). In essence, Frees (2008) has noted that the current management practices are shifting focus to the employees. Virgin Atlantic should promote employee engagement by involving them in decision-making processes. Third, Virgin Atlantic should develop a two-way communication to enhance employee engagement. The aviation industry is dynamic and fluid considering the ongoing advances in technology and consumer demands (Bal mforth 2009). As such, Virgin Atlantic will have to implement change progressively and continuously to adapt to both internal and external pressures (McLeod Clarke 2009). Effectual change management requires the active involvement of the employees in making strategic decisions from planning to implementation (Armstrong Taylor 2014). The Virgin Atlantic top management should adopt a consistent and clear communication of the company’s strategic direction. This strategy should also include the role of the employees in bringing this goal to fruition. Both the HR managers and employees recognise the fact that effectual communication can have a revolutionary and dramatic effect on organizational performance and productivity (Bakker Schaufeli 2008). Markos and Srivedi (2010) have asserted that interactions within the organization influence the direction of all strategic decisions. Effective communication is especially crucial when planning and implementing changes (Boxall Purcel l 2012). Virgin Atlantic should develop systems that enhance internal communication between executives and the employees. These initiatives should pay more attention on the input of junior staff. The free flow of information and mutual trust will help the company to implement change. Fourth, Virgin Atlantic should establish a robust performance management system of providing feedback. Change is a continuous process that mandates constant monitoring and evaluation to identify gaps and opportunities (Frees 2008). The company should conduct regular surveys to determine the factors that drive engagement. Endres and Mancheno-Smoak (2008) have shown that this activity enables the HR and line managers to concentrate on the aspects of engagement that have a fundamental influence on the employees. The top management should use the evidence from the surveys to develop SMART (Specific-Measurable-Accountable-Realistic-Time bound) action-oriented plans. Further, it is essential for the top manag ement to demonstrate their commitment to employee engagement. Gonos and Gallo (2013) have opined that the followers are often sceptical when the top management does not believe in employee engagement. In fact, Frees (2008) has found out the actions taken by leaders influence the direction of their followers. For example, the Virgin Atlantic CEO should lead by example by owning the process before passing it down to the low-level managers and employees. According to Markos and Sridevi (2010), lip services that are not commensurate with commitment portray employee engagement as a corporate or HR fad. Thus, the top management of Virgin Atlantic should match their words with actions. Strategic Human Resource Management The HR function is increasingly becoming an integrated component of strategic thinking considering the role that employees play in the realization of organizational goals (Henderson 2011). The role of employees in supporting the achievement of strategic objectives has supp orted the introduction and development of the Strategic Human Resource Management (SHRM). SHRM evolved in the 1990s to facilitate the promotion of a value-driven, integrative, and proactive approach to human resource management (Reyner 2009). The primary goal of SHRM is to assimilate HR practices into the organizational strategy. Thus, SHRM is crucial to facilitate the active participation of employees in making strategic decisions (Henderson 2011). Virgin Atlantic faces the challenge of making strategic decisions just like the other players in the industry. Most airliners are now outsourcing some of the previously held in-house functions to respond adequately to industry fluctuations (Wang Wang 2015). One of these approaches has been the adoption of the Shared Services approach. This strategic decision has helped Virgin Atlantic to expand its services to the international markets (Balmforth 2009). Conversely, Bakker and Schaufeli (2008) have found out that most companies do not in clude the HR functions in the development of their strategic plans. Consequently, the employees are often dissatisfied or resist change because they do not own the strategic processes (Ramphal 2011). The SHRM should assume a crucial role in employee engagement and participation processes. Mergers and acquisitions (MA) have become prevalent in the aviation and other industries. The essence of MA is to enhance productivity and efficiency by rationalising the use of scarce resources (Claydon Beardwell 2007). Virgin Atlantic merged with Delta Airlines in 2013 as a means of reducing costs and enhancing the delivery of transatlantic services. The transatlantic partnership was critical to counter the competition from its fiercest rival, the British Airways (Gregory 2014). Despite its benefits, this merger has brought to the limelight practical challenges. For instance, Delta may decide to realign the HR function since it will own 49% of Virgin Atlantic’s shares. Such an action migh t result into employee rationalisation to reduce costs. The scenario presented above highlights the significance of adopting the SHRM by Virgin Atlantic. The elemental concern is that the failure to adopt efficient HR practices during the development of Shared Services and MA contributes to failure (Creasy, Stull Peck 2009). The primary function of the HR managers is to facilitate employee engagement and participation during the change processes (Denison, Adkins Guidroz 2011). According to Rayner (2009), the achievement of this goal necessitates the development of HR systems that are both adaptable and compatible with the strategic choices. Virgin Atlantic continues to undergo significant transformations to remain productive and competitive. As such, it is essential for the company to increase the scope of SHRM practices. The adoption of the SHRM function will require the inclusion and involvement of HR managers in strategic decision-making processes. The HR managers should not be bystanders but rather equal partners alongside the other senior managers (Creasy et al. 2009). Denison et al. (2011) have found out that such opportunities ensure that the HR managers present the employees’ concerns from the outset. The misrepresentation of employees amounts to a violation of labour laws. Virgin Atlantic will avoid the consequences of litigation if it addresses the demands of workers before implementing strategic decisions. One of the areas that the company should optimise on is the delegation of some of the HR practices to the line managers. The line managers have a frequent and direct contact with employees. As such, these employees are more conversant with the needs of these employees than the senior HR managers do (Purcell Hutchinson 2007). Some of the functions of the line managers include interviewing prospective candidates and making recommendations for salary increments (Frees 2008). Nonetheless, the company should only assign the HR duties to the l ine managers who have appropriate skills and competencies. The senior HR managers should form strategic partnerships with the line managers. This collaboration will facilitate the provision of resources and training to ensure that the HR practices are in line with the established policies (McLeod Clarke 2009). Another crucial component of SHRM that Virgin Atlantic should consider is the development of an innovative selection and recruitment system. The competitive and dynamic nature of the airline industry mandates the identification of appropriate talents to realise organisational goals. A rigorous recruitment and selection system creates a sense of high expectations about performance (Marchington Wilkinson 2012). The mismatch between organisational demands and personal capabilities increases the risk of poor performance (McLeod Clarke 2009). The company should complement these efforts by developing comprehensive career development and training programmes. For instance, the pilo ts should undergo in-house training regularly to update their skills of using modern technologies. Finally, the trend of globalisation has diversified global communities. This diversity also manifests in HR practices (Markos Sridevi 2010). Virgin Atlantic must adopt and implement inclusion policies to provide equal employment opportunities by promoting a distinctive corporate culture. An organizational culture that emphasises mutual respect will enable the company to achieve its strategic goals (Frees 2008). Such customs will make the company attractive to both customers and prospective employees from diverse cultural backgrounds. Markos Sridevi (2010) have indicated that companies improve their performance and productivity when they harmonise organizational cultures. Bakker and Schaufeli (2008) have noted that the poor management of diverse cultures causes conflict. Personal Reflections on Effective Leadership Styles The preceding sections have highlighted the significance of emp loyee engagement and strategic human resource management (SHRM). The common theme between these two components is the employer-employee relationships, particularly the interaction between managers and the junior staff. These aspects then bring to the forefront the issue of leadership. The volatility and uncertainty in the aviation industry call for a new style of leadership to facilitate innovative thinking and change management. The human resource executives should assume a leading role in developing the required generation of leaders. The starting point will entail the alignment of strategic priorities with the future demands for skilled talent. Employee engagement is one of the primary functions of change management. It is imperative to reiterate the fact that the airline industry will continue to encounter massive transformations. Conversely, the successful implementation of change will require leaders who are both transformative and visionary (Marquez 2007). Transformational le adership is central in management discourses and is the most applied style in modern society. A transformational leader influences the actions of followers by transforming their attitudes, perceptions, and beliefs about change (Gonos Gallo 2013). One of the major challenges faced by many organizations is achieving constant productivity and profitability. A transformational leader identifies the need for change and rallies followers towards realizing change (Alkahtani, Abu-Jared Suleiman 2010). The critical pillars of transformational leadership are visionary and coaching leadership styles (Chen Chen 2008). Virgin Atlantic will continue to experience continuous change. Nonetheless, not all the employees will be receptive to the change initiatives. The company CEO and other senior managers should adopt the transformational leadership style to influence planning and implementation processes efficiently. These leaders should share their visions and goals with the employees through co nsultations and active engagement. According to Gonos and Gallo (2013), transformational and visionary leaders do not impose change on their followers. The rapid transformations and advances in technology necessitate the development of continuous education programmes for the employees. These initiatives will ensure that the employees have the requisite skills and competencies that are in tandem with modern practices (Bakker Schaufeli 2008). The changing landscape of the airline industry has created the urgency for transformation. The top management of Virgin Atlantic should coach and train the employees to enhance productivity and profitability. The company cannot compete favourably in the volatile market unless it has highly skilled personnel. Marquez (2007) has affirmed that a transformative and visionary leader does not give orders and wait for progress reports. By contrast, such leaders are part of the operations team and lead by example (Purcell Hutchinson 2007). Leadership a nd management are common terms in academic and business discourses that generate divergent viewpoints. These discussions often centre on the perceived differences and similarities between the two concepts (Gonos Gallo 2013). Several definitions exist regarding theories, styles and attributes of leadership and management. Both leadership and management emphasize the coordination of the HR functions (Chen Chen 2008). The only difference lies in the manner in the coordination processed. While managers control the realisation of organizational goals, leaders influence people to embrace change (Alkahtani, Abu-Jared Suleiman 2010). The Virgin Atlantic CEO and other line managers should strike a balance between the two to achieve optimal outcomes. Conclusion Employee engagement has moved to the forefront as one of the most viable HRM practices. Nonetheless, there is no consensus on a single definition of employee engagement. Despite these contentions, employee management is a critical c omponent of human resource management. The concept of employee engagement is particularly crucial in the airline industry considering the dynamic and competitive nature of this service sector. Virgin Atlantic is one of the prominent airliners in the UK and across the globe. Although the company has remained productive and competitive, the external threats will most likely challenge this hegemony. As such, the company should adopt a strategic plan to remain afloat in a highly competitive market place. Virgin Atlantic should encourage employee engagement practices by fostering effective communication and interactions. Conversely, employee engagement is a complex and long-term process. The company will achieve this goal if it adopts broad cultural and organizational strategies that involves employees at all the organizational levels. The company should align these initiatives with the human resource practices. Change is inevitable in the aviation industry but the employees should be pa rt of the transformations. The company CEO and managers should foster transformational leadership styles to influence the employees to adapt to the change successfully. In conclusion, collaboration, strong communication and mutual trust should form the basis for implementing employee engagement. Reference List Alkahtani, AH, Abu-Jared, I Suleiman, M 2010, ‘The impact of personality and leadership styles on leading change capability of Malaysian managers’, Australian Journal of Business and Management Research, vol. 1, no. 2, pp. 70-99. Armstrong, M., Taylor, S 2014, Armstrongs handbook of human resource management practice, 13th edn, Kogan Page, London. Bakker, AB Schaufeli, WB 2008, ‘Positive organizational behaviour: engaged employees in flourishing organizations’, Journal of Organizational Behaviour, vol. 29, no. 2, pp. 147–154. Balmforth, J 2009, Virgin Atlantic, Hersham, Midland. Boxall, P Purcell, J 2012, Strategy and human resource managem ent , 4th edn, Palgrave Macmillan, Hampshire. Bratton, J Good, J 2012, Human resource management theory and practice, 5th edn, Palgrave MacMillian, Hampshire Chen, KJ Chen, SI 2008, ‘Personal traits and leadership styles of Taiwan’s higher educational institution in innovative operations’, Journal of American Academy of Business, vol. 12, no. 2, pp. 145-150. Claydon, T Beardwell, J 2007, Human resource management: a contemporary approach, 5th edn, Prentice Hall, New York. Creasy, T, Stull, M Peck, S 2009, ‘Understanding employee-level dynamics within the merger and acquisition process’, Journal of General Management, vol. 35, no. 2, pp. 21–42. Daniels, K., Davis, A Shipton, H 2008, Strategic HRM: building research based practice, Aston Centre for Human Resources, London. Denison, DR, Adkins, B Guidroz, AM 2011, ‘Managing cultural integration in cross-border mergers and acquisitions’, Advances in Global Leadership, vol. 6, no . 4, pp. 95-115. Endres, GM Mancheno-Smoak, L 2008, ‘The human resource craze: human performance improvement and employee engagement’, Organizational Development Journal, vol. 26, no. 1, pp. 69-78. Frees, M 2008, ‘The word is out: we need an active performance concept for modern workplaces’, Industrial and Organizational Psychology, vol. 1, no 1, pp. 67–69. Getenby, M, Rees, C, Soane, EC Truss, K 2009, Employee engagement in context, Chartered Institute of Personnel and Development, London. Gonos, J Gallo, P 2013, ‘Model for leadership style evaluation’, Management, vol. 18, no. 2, pp. 157-168. Gregory, M 2014, Dirty tricks: British Airways secret war against Virgin Atlantic, Hersham, Midland. Henderson, I 2011, Human resource management for MBA students, Chartered Institute of Personnel and Development, London. MacLeod, D Clarke, N 2009, Engaging for success: enhancing performance through employee engagement, Office of Public Sector Information, London. Marchington, M Wilkinson, A 2012, Human resource management at work: people management and development, 5th edn, Chartered Institute of Personnel and Development, London. Markos, S Sridevi, MS 2010, ‘Employment engagement: the key to improving performance’, International Journal of Business and Management, vol. 5, no. 12, pp. 89-96. Marquez, JF 2007, ‘On impassionate leadership: a comparison between leaders from divergent walks of life’, International Journal of Leadership Studies, vol. 3, no. 1, pp. 98-125. Purcell, J Hutchinson, S 2007, ‘Front-line managers as agents in the HRM-performance causal chain: theory, analysis and evidence’, Human Resource Management Journal, vol. 17, pp. 3-20. Ramphal, RR 2011, ‘A quality framework for services in shared service environments’, Journals of Contemporary Management, vol. 8, no. 21, pp. 223-238. Rayner, C 2009, Managing and leading people, 2nd edn, Chartered Instit ute of Personnel and Development, London. Wang, S Wang H 2015, ‘Shared services management: critical factors’, International Journal of Information Systems in the Service Sector, vol. 7, no. 2, pp. 37-53.

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Training Coursework Example | Topics and Well Written Essays - 250 words

Training - Coursework Example Potential vendors will be selected based on their language and communication skills since the seminar needs someone who can accurately and audibly deliver the message. Moreover, the person must have an in-depth insight into psychological aspects of human resource. These qualities can be tested through interview. Although the organization is passionate about developing the employees, the training method they use is not appropriate and effective enough. With such a large workforce, giving an umbrella course means specific individual needs are not factored in. Also, the training offered only ‘during the time of need’ is not effective. It is recommended that training programs be diversified and offered early enough to make them effective (Werner and DeSimone, 2012). Case study is definitely the most effective method as it exposes trainees to the real practical world with which they can relate. Trainees are presented with examples they see every day making them capture and remember much about the training (Werner and DeSimone,

Teaching Geometry with technology in middle OR high school Essay

Teaching Geometry with technology in middle OR high school - Essay Example When we think mathematically we are automatically thinking in a logical manner, testing and formulating conjectures, making sense of things and forming and justifying judgments, conclusions and inferences. Mathematical behaviours are demonstrated when the patterns are recognized and described. It constructs physical and conceptual models of phenomena and creates symbol systems which represent and manipulate reflections on ideas, and the procedures are invented to solve problems (The Alliance Education Business and Community for Public Schools, 2006). The common feature of geometry is that these geometric figures can be constructed when the components of the triangles are connecting three segments line. This triangle is not like a single, static instance of a triangle which is a result of drawing three lines segment on the paper. For all possible triangles it is the essence of a prototype (Goldenberg & Cuoco, 1998). When you talk specifically about geometry it is a three- dimensional world and if you are teaching it on the papers than it can turn out to be a real cumbersome job. Therefore, the researchers have concluded a new idea for dealing with this problem. They have introduced technology in this science in such a way that the transfer of ideas from teachers to the students has become easy; moreover the level of understanding has been enhanced (Herrera, 2006). This is because the examples that are given by the computers refer to reality life. Therefore such types of applications can aid students to learn the concept in an improved way. The national council of teachers of mathematics is an independent organization that works for the public voice for the education of mathematics. They ensure the equitable mathematics learning of the highest quality for all the students by building up leadership, vision, and professional development and research in the students. This organization has worked effectively for the enhancement in the

Othello Essay Example for Free

Othello Essay In the play of â€Å"Othello†, Shakespeare skillfully uses the opposition of light and darkness to express the ironic conflict of race and Othello’s internal conflict propelled by his sense of otherness and jealousy. By doing so, Shakespeare challenges the audience’s traditional associations of light and darkness. He also allows us to see the how internal conflict could lead to one’s complete destruction. Shakespeare uses the opposition of light and darkness to express the racial conflict in â€Å"Othello†. Literally, light and darkness can be represented as white and black. The time period during which the play is set has an Elizabethan audience who made general associations with these two colours. White was generally associated with fairness and nobility; whereas black was usually assigned to negative connotations such as evil and corruption. However in this play, Iago and Othello are portrayed inversely against this traditional generalization. Othello has a black physical appearance but inside, he’s a fair and noble hero at the beginning of the play. This is supported when the Duke of Venice comforts Brabantio about the marriage of Othello and Desdemona by saying that â€Å"Your son-in-law is far more fair than black†. In contrast of Othello, Iago is a white man in the Venetian society with an absolute black soul. He plots against Othello throughout the play for his own benefits and to satisfy his professional jealousy. In his revenge plan, Iago remarks that Othello â€Å"will as tenderly be led by th’nose/ As asses are†. Iago’s duplicity is also proved by his confession to Roderigo. He states he belongs to the kind of people who â€Å"trimmed in forms and visages of duty. Keep yet their hearts attending on themselves†. Through the traditional associations around light and darkness as well as black and white, Shakespeare shows us the ironic contrast between Othello and Iago, while the black-skinned Othello is pure and the white- skinned Iago is corrupt, a Machiavellian, a personality type, someone who was not true to their word, and it’s the one that the Elizabethan audience feared. In this manner, Shakespeare challenged the general ideas of the Elizabethan society which ranked black people racially to be lower. Shakespeare also allows us to consider the representation of appearance versus reality. What we see with our own eyes is not always the truth, so it’s not necessary for anyone to have racial bias. Shakespeare also employs the opposition of light and darkness to express Othello’s internal conflict. Figuratively, light can be associated with love and honesty, whilst darkness can be used to represent suspicion and jealousy. Throughout the play, Othello always views himself honourable, as the light, and so is his love for Desdemona, which is also associated with light. However, after Iago has manipulated him into believing Desdemona is unfaithful, he starts to suspect his wife’s fidelity, â€Å"I think my wife be honest, and think she is not†. His solution to his internal conflict is to kill Desdemona. But the metaphor â€Å"put out the light, and then put out the light† suggests that he still doubts whether his wife is truly unfaithful or not, as he refers to Desdemona as the light. Ultimately, he regrets his commitment of killing Desdemona by referring to her as a â€Å"pearl† and himself â€Å"the base Judean† who throws it away. Yet in his final speech, Othello presents to the audience his insistence that he is â€Å"not easily jealous†. This brings us, the audience, to see the tragedy of the play, the power that Iago wielded, and the great loss of love. Through the use of the opposition of light and darkness, Shakespeare expresses how Othello has kept switching his belief and judgment from rightness to falseness. The fact that Othello is a black man being in a white world is vital. His sense of feeling himself as â€Å"other† exacerbates his insecurity. This dark side of Othello’s character as a result causes him to lose self-control and commit a series of irrational actions. We witness his shift away from his original lightness. Shakespeare therefore shows us that the Moor has become internally darkened through his internal conflict in terms of feeling jealous and his sense of otherness. In conclusion, Shakespeare uses the opposition of light and darkness to show us the racial conflict in the Elizabethan society and the internal conflict of Othello. He inverts Iago, a white man, as evil, and Othello, a black good man who does wrong because of Iago. Shakespeare therefore challenges the Elizabethan audience’s traditional associations of black and white. â€Å"Othello† is the play that allows us to connect with Othello’s action. We are shown how people can complete an absolute destruction when they are caught by their internal conflict, just as the noble Othello has been darkened by his sense of insecurity and jealousy.

The Rite Of Manhood Essay -- All the Pretty Horses Maturity Essays

The Rite Of Manhood At some point in childhood, most people consider running away, most for a few days but, in some cases, forever. Many causes influence a child to run away, including fights, abuse, and unhappiness. In All the Pretty Horses by Cormac McCarthy, two boys run away into the Wild West to find a life you can only read about. Though they can never find this perfect place, the journey itself is extraordinary. The reader is taken on a ride that entails danger, love, and, ultimately, self discovery. This ride has rite of passage written all over it. The novel builds and destroys a surreal adventure that describes the transition from boyhood to manhood. The novel describes the transition of John Grady from a surreal, inocuous youth to a real and painful manhood. The reoccurring theme of John Grady’s rite of passage begins with a simple conversation between father and son, a relationship in which the unsophisticated, young boy looks up to a figure of superiority. The youth of this boy is first illustrated by a conversation between the two in which John Grady’s father says, â€Å"When I come around askin you what I’m supposed to do you’ll know you’re big enough to tell me.† (McCarthy, 8) The inferiority and youth of this boy in the shadow of his father is clear here. This can also be seen when John Grady asks if he can run the ranch and his mother says, â€Å"you’re sixteen years old, you can’t run a ranch.† (McCarthy, 15) This is particularly intriguing because we are introduced to his bright, ambitious character which is only marginalized by his age. These early indications of John Grady’s youth set up a motive for running away. He is not getting the respect or recognition he feels he deserves. The latter quotation is in fact... ...at last seeing the harsh reality of the world and not the fairytale he was used to. It is unfortunate that he flung himself wholeheartedly into his adulthood because he now has to face the painful realization that youth is a gift which protects those innocent ‘heart[s]’ from a world of troubles. John Grady’s heart was not that lucky. It craved the surreal adventure and got more than a spoonful of life. In All the Pretty Horses, John Grady’s passage to manhood is symbolized by a surreal adventure that is destroyed in the end by the harsh reality of this manhood. At first it does not seem possible that John Grady could mature so quickly but the reader definitely sees him shed his happy, boyish nature by the end of the novel. And though this seems sad, it doesn’t truly matter because the lessons learned on this journey were more important than the journey itself.

Turn Off the Phone

I reasonably know many people who are constantly on social networking sites and updating pictures of their everyday life. For some reason, we care so much about other people's lives and what they are doing every second of the day. But I believe that we need to ask ourselves, â€Å"Is this even relevant to me? â€Å", â€Å"Does this help my life in any way? † I can completely relate to what this article is saying because I have also had these thoughts in my head. The one thing that most people will always bring when they go out somewhere is their phone. I use to feel naked if I didn't have my hone with me wherever I went.I had the tendency to constantly check on Backbone for my friends' updates and pictures. But the first time I had no choice but to leave my phone behind was when I went to Outdoor Science Camp in eighth grade. When I found out that we weren't allowed to bring our phones, I was completely lost and didn't Unguent 2 bare the thought of not having my phone with me. But when I was away from my phone and the internet, I felt more free and alive than I had in a long time. I forgot the feeling of Just living in the moment and not always having to show people online hat I was up to or to check on updates that were irrelevant to me.From then on, I limited myself from using my phone and going on the internet. Being away from all the advance technology that we have today is very difficult. L, myself, admit that I can not be away from my phone and the internet for a long time. But I believe that as long as you can keep your balance with your life and the technology around you, you will embrace the moments that you have with things that are much more important. Many people have forgotten what it is like to live in the moment and to enjoy it.If people Just tried going a couple of hours a day without their phones, I believe that their thoughts and feelings would be more soothed. Ever since I've limited myself from my phone, I've been putting my attent ion on things that matter more such as my family and education. This article spoke to me because I see what it is like without my phone and most people don't realize that there is more to life than media and technology. I hope that more people will realize what I have and try to enjoy their lives more without their phones. Turn Off the Phone, Turn Off the Tension By playground

Bartleby in Herman

Most individuals assume their positions at work, home or community and accept them to be their assigned roles. These responsibilities become their purpose for living—whether they believe these roles to have been chosen by them or decided for them by God or fate. People work hard in life because they want to do the best out of the roles they believe they are given to fulfill. However, for the character of Bartleby in Herman Melville’s short story, nothing in life is worth living for.In Bartleby, the reader sees that people can choose to be free from the conflicts of life by simply giving up everything, and by not allowing oneself to do what society expects them to do. To emphasize this point, the author uses the character of the Lawyer, the narrator of the story, and his conflict with Bartleby. The Lawyer can be seen as a character who both reflects a combination of Bartleby, the person who does not care about everything around him, and the average people who care a lot about what they do and how others regard them.In the beginning of the story, the Lawyer is introduced to readers by making him describe himself. He is an old man who is proud of the fact that he does not work so hard like others: â€Å"I am†¦filled with a profound conviction that the easiest way of life is the best†¦I am one of those unambitious lawyers who never addresses a jury, or in any way draws down public applause; but in the cool tranquility of a snug retreat, do a snug business among rich men's bonds and mortgages and title-deeds. † He calls himself a â€Å"safe† man.He avoids conflict and confrontations, is seldom angry and his biggest complaint in life is to work in an office with a bad window view. He hires Bartleby into his office because he likes the quietness of the man. Like him, Bartleby looks like a man who also has no big ambitions in life. Furthermore, when the Lawyer learns that Bartleby has made the office his home, he feels for the man and sympathizes with his loneliness: â€Å"Before, I had never experienced aught but a not unpleasing sadness. The bond of a common humanity now drew me irresistibly to gloom.A fraternal melancholy! For both I and Bartleby were sons of Adam. † Their difference appears, however, when Bartleby begins to act strangely and when this strangeness worsens through the passing months. One day, when the Lawyer asks him to do something, Bartleby answers, â€Å"I would prefer not to. † At another time, when the Lawyer asks him to â€Å"comply with†¦a request made according to common usage and common sense†, Bartleby gives the same answer. Then, Bartleby not only refuses to do little errands for the Lawyer, he refuses to work altogether.And when the Lawyer asks him to leave the office since he declares he is tired of his work as a scrivener, he refuses. The Lawyer is forced to move because he could not make the other man leave and the other lawyers who visit his office starts talking about the strange Bartleby. However, Bartleby’s presence gives the next tenant the same trouble. The Lawyer then decides to talk to him about what he wants but Bartleby replies that he would simply â€Å"like to be stationary. † He does not even accept the Lawyer’s invitation to just live in his house.Finally, the new tenant calls the police and they bring Bartleby to jail where he eventually dies. Bartleby’s conflict with the Lawyer shows the reader how strange Bartleby is if one uses the normal rules that people live by as criteria for determining whether an action is normal or not. His non-reaction is a show of rebellion at social rules like the need to be friendly to one’s fellows, the need to work even if one does not want to in order to survive, the rule to live only in the house that one owns, and to follow orders from one’s boss. Bartleby is a man who has given up on all of these.One could say that he has completely gi ven up on life. The Lawyer could not leave Bartleby alone because a part of him could understand Bartleby. He lacks ambition and he â€Å"wants the easiest way of life. † These aspects of his personality could be seen to be just like the life that Bartleby chooses. And so, the Lawyer tries his best to find a way to make Bartleby accept his offers of a normal life, even an easy life where Bartleby would be allowed to do nothing only that he would live in the Lawyer’s home. But Bartleby keeps his decision to stay in the building.In the end, however, the Lawyer himself gives up on Bartleby. He cannot totally leave behind his old life and give everything up like Bartleby does. Unlike Bartleby, he is still controlled by the need to be accepted by his fellow lawyers and be considered normal by other people. Allowing Bartleby to remain in his office would make the Lawyer look as strange as the other man. When he chose to resist following the rules of normal living, Bartleby c hooses to die even as he still breathes and eats. By leaving Bartleby, the Lawyer chooses to live.

Organizational Change Project Fat Tax in Denmark

Organizational Change Project Fat Tax in Denmark The Purpose of Studying the Organizational There is no secret that the recent â€Å"Fat Tax† has caused quite a stir among the Danish public, and especially among the owners of the Danish food producing enterprises (Cooper, 2012). Analyzing the effects of the reform in the context of a specific organization and taking a closer look at the changes that the Fat Tax has inflicted on it, one can possibly decide whether the Danish companies in general and a specific food-producing organization in particular can survive the changes.Advertising We will write a custom report sample on Organizational Change Project â€Å"Fat Tax† in Denmark specifically for you for only $16.05 $11/page Learn More Brief history about the company KiMs has been around in the world of the Danish fast food production for quite a while. Offering chips and snacks, the company was initially an affiliate of the Finnish headquarters. However, as the sales grew, the company expand ed, taking over the fast food market in the Scandinavian countries and ousting the rest of the fast food services (KiMs, 2012). The organizational context for change Previously focused on the production of typical fast food, KiMs produced the food that had been enjoying wide popularity among the Danish people from all walks of life, starting with teenagers to businessmen and office employees. In addition, the source materials for producing fast food with sufficient amount of fats allowed for a flexible financial strategy. However, after the Fat Tax reform, KiMs was to lose not only a part of their revenues to the government tax companies, but also a considerable part of their clients, mainly because fast food was considered not appropriate for healthy lifestyle. Therefore, KiMs had to reform its organizational process, or, to be more exact, the production stage had to be changed greatly. The company had to come up with a substance that could replace fats, which, in turn, could have influenced the entire production process and cost KiMs a lot of money. The driving forces behind the change As it has been mentioned previously, the key driving force behind KiMs’s organizational change was the new tax that was imposed on the companies producing food that contained more fats than corresponding regulations allowed. As a matter of fact, KiMs offers a perfect example of how an organizational change concerning such an important element as the production process can be carried out without the company suffering any significant losses. As the KiMs’s spokesman, Andersen, said in his interview, â€Å"We have shifted all our crisps and snacks to sunflower oil† (Obesity and the Fat Tax Issue, 2011). This is exactly how a company should react to the changes that the government or any other force imposes on it. Without wasting their time on arguments, the company has chosen the least painstaking and the most reasonable way of shaping their production to meet the new requirements.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The parties and stakeholders involved According to the existing record, the head of KiMs managed to handle the situation on their own without attracting any parties. As for the company stakeholders, Andersen claims that the change is not going to harm them, since neither the company, nor its reputation has suffered any damage.  Especially in the light of the recent abolishment of the additional taxation of food, it is clear that the company will have to undergo a number of changes. Moreover, the fact that the taxation of the food products containing fats will be cancelled (Denmark scraps fat tax in another Big Food victory, 2012) means that the company will have to undergo an additional change, which is going back to the traditional financial strategy and rearranging its production system. Thus, â€Å"Fat T ax† was developed with a good intent, yet the organizational changes that it drags test the company’s viability in a rather harsh way, making it shift from one strategic plan to another. Reference List Cooper, B. (2012). Nutrient taxes: European moves on nutrient taxes fuel debate. Web. Denmark scraps fat tax in another Big Food victory (2012). Web. KiMs (2012). About KiMs. Web. Obesity and the Fat Tax Issue (2011). Web.

Australia’s legal system

Australias legal system Disclaimer: This work has been submitted by a student. This is not an example of the work produced by our Law Essay Writing Service . You can view samples of our professional work here . Australia’s legal system Australia’s legal system also known as ‘Common law system’ is based on the model which was inherited by those countries whose development was influenced by British Colonialism in particular the commonwealth countries and the U.S. Under the Australian legal system all people whether domestic or international are treated equally before the law and safeguards to ensure the unfairly judgment by government or officials. Australian courts work on ‘adversarial’ system, which innate within the English legal system. This system comprise of two parties presenting their case against each other, where the third party known as judge or magistrate presides the case directly. Whereas in the adversarial system, witness is not handled by the judge directly. The judge listens to each side’s discussions and after the cross-examination of witnesses by both sides then only the judge makes the decision. But in other countries like France In France, ‘inquisitorial’ system of courts operate, where the judge plays an active role in examining evidence and questioning witnesses. The Australian Constitution Australia operates in a constitutional monarchy. At a federal (Commonwealth) level, the first institution of law in Australia is the Commonwealth Constitution. The Constitution comprise of rules which controls the power, authority and operation of a Parliament. In Australia, each State has its own constitution. The Commonwealth Constitution consists of federal government, the federal parliament, and the federal courts, the territories, and the creation of new states. Thus, the Commonwealth Constitution is the fundamental document of empowerment in the Australian political and legal systems. It establishes that, where the Commonwealth and a State pass conflicting laws, any valid Commonwealth law trumps (overpowers) the State legislation. States can pass laws on any subject matter. The federal govern ment has the power to enact legislation about certain areas given by the Constitution. In activities such as marriage, immigration and taxation the Commonwealth has the power to order the law. But in the buying and selling of property and criminal laws constitutional capacity of the Commonwealth Parliament could not do anything. Division of Powers â€Å"The law making powers which are not stated in the constitution as belonging to the commonwealth remains with the state†. A federation involves a division of powers between the constituent elements in Australia that is between the States and the federal body, the Commonwealth of Australia. One of the most important roles of the constitution is the division of powers between the Federal and state legislatures. The constitution confers a limited number of exclusive powers such as defence, foreign trade and immigration etc but most of the Commonwealth’s powers, granted under s. 51, are concurrent powers. These powers can be exercised by the Commonwealth and the states but, in the event of conflict, the Commonwealth law will prevail (s. 109). Powers which are not expressly mentioned in the Constitution, residual powers remain with the States. Seperation of powers Governing Australia needs lots of power. The Constitution says that this power is divided between three groups of people so they can balance each other. Each group checks the power of the other two. This division of power stops one person or group of people taking over all the power to govern Australia.

Politics of contemporary Middle East & North African Essay

Politics of contemporary Middle East & North African - Essay Example A historical perspective The history of Egypt was changed after the Arab conquest of 641. The military commander Amr ibn al As initiated the processes of the Islamization and Arabization. From the ninth century Egypt was ruled by strong autonomous dynasties and the destiny of the country was in the hands of hereditary dynasties (History of Egypt). Adelson stated: The Middle East, if I may adopt a term which I have not seen, will some day need its Malta, as well as its Gibraltar; it does not follow that either will be in the Persian Gulf. Naval force has the quality of mobility which carries with it the privilege of temporary absences; but it needs to find on every scene of operation established bases of refit, of supply, and in case of disaster, of security. The British Navy should have the facility to concentrate in force if occasion arise, about Aden, India, and the Persian Gulf (Adelson, 1995). North Africa underwent substantial changes in the 5th century. Tunisia was invaded by E uropean tribes. Starting from 7th to 15th centuries Tunisian population experienced numerous migrations and Jews and Hispanics Muslims entered this country. Tunisia as Arab cultural center was known as the Turkish Ottoman Empire until it was protected by France in 1881. Starting from 1956 this country gained independence, but there is still a close connection with France on political, economic and cultural levels (History of Tunisia).   According to John Foster Dulles,  the Middle East is "the area lying between and including  Libya  on the west and  Pakistan  on the east,  Syria  and  Iraq  on the North and the Arabian peninsula to the south, plus the  Sudan  and  Ethiopia" (Davison, 1960). Sir Ignatius stated that  Middle East  means "those regions of Asia which extend to the borders of  India  or command the approaches to India" (Adelson, 1995). Current events The main common feature between Tunisia and Egypt is a repressive regime, which is appr opriate for other Middle Eastern autocracies (Egypt and the  Middle East:  revolution  or evolution?) In spite of a social turmoil, it is relevant to note that Tunisia is â€Å"an economically successful state† (Dunne 2010). In accordance with data of the World Economic Forum's  Global Competitiveness Index 2010  Tunisia  Ã¢â‚¬Ëœgained the lead’ in comparison with Poland,  Italy and  Spain. In 2010 Tunisia was â€Å"a country for tourism, not terrorism† (Burger 2010). Social support of the government enabled pregnant women to receive prenatal care; there were favorable conditions for businessmen to start their business in 11 days (Burger 2010). In spite of the mentioned data, an oppressive regime of President Zine el-Abidine Ben Alikept has been an issue of a great concern for Tunisian society. 90s were marked by imprisonment of more than 10,000 political opponents, Islamists, or ‘suspected enemies’ (Burger 2010).  There was no cha nce to criticize Tunisian government. Tunisia was known as the country with the most repressive regime. Among Middle Eastern dictatorships,  Tunisia  was considered one of the most repressive. Thus, a current protest of public in Tunisia is often compared to a ‘dog who barks in a desert’ (Burger 2010). Voiceless people are not afraid and finally express their ideas versus their government, their real