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.

The Leadership Experience in 21st Century Research Paper

The Leadership Experience in 21st Century - Research Paper Example In such situations, the leaders need to communicate with the staffs properly. By this process, the leaders try to improve the relationship of the employees with the company. As per the author Drucker, in the 21st century, the organizational leaders act as a mediator between the managers and the employees. They contribute to building the strong relationship with organizational members. The leaders need to perform a wide range of responsibilities and duties for facilitating the business in holding their position in the competitive market. Most of the decisions of an organization are taken by its management team. The leaders need to communicate the decisions properly to the employees and take their feedbacks. Ineffective communication of company’s decision affects its productivity and employees performances. The leaders are responsible for managing these issues. They use advanced technologies for making the employees aware of the activities and functions of the firm. In the moder n business, employees are focusing more on the flexible rules and benefits which the companies are offering to them. It has become a vital challenge for the leader to understand what flexible rules and benefits will help the firm to retain its employees and increase its productivity. In the present scenario, staffs tend to leave their jobs frequently if they are not satisfied with the organization. Lack of skilled labour hampers the growth of the company. The leaders of 21st century develop strategies for retaining organizational members.

Modern Misogyny Essay Example | Topics and Well Written Essays - 1000 words

Modern Misogyny - Essay Example Our status, politics, educational systems, and advertising are littered with the not so subtle remnants of misogyny. Though the new feminism has fought to correct these notions of prejudice and scorn, we must wonder if any progress has been made. A daily newspaper, a television show, or a pop recording will reveal the undercurrent of misogyny that flows beneath the sea of women's rights. Religion and mythology have been the most ardent perpetrators of misogyny throughout history. In the biblical story of the Garden of Eden, Eve is blamed for Adams's downfall. According to Dr. Gary Macy, professor of theology at the University of San Diego, during the Middle Ages the Catholic Church used its power, ancient texts, and the rewriting of canon law to "make misogyny an official part of church doctrine" (Rigby). Women were not only barred from the priesthood, but Macy adds that canon law "expressly forbid any woman from serving as a ruler, politician, or judge because of the fact that women were too stupid to understand the law" (qtd. in Rigby). This attitude of misogyny has lasted through the centuries as we see the under-representation of women in positions of corporate, political, and public leadership. The Catholic Church did not have a monopoly on misogyny in history. One of the most brutally misogynist religions has been Islam. Aristotle viewed women as defective, void of shame, false of speech, and inferior to the male. His writings influenced later Muslim theologians and Arab philosophers. According to Hashmi, the difference between pre-modern misogyny and modern Islam is difficult to discern and notes that, "There is hardly any difference between the misogynic expositions by Aristotle and a village mullah1 in Bangladesh". The Taliban in the Afghanistan region have exemplified this doctrine and the status of Islamic women in Saudi Arabia has also suffered under these beliefs. The misogyny that infiltrates the world's religions has been a "Pandora's Box" for politics. The US democratic form of government has offered little protection. When first formed in the 18th century, women had no more rights outside the churches than within them. The witch trials had confirmed men's suspicions of a woman's power and were reluctant to share their God given domain of rule. Women could not vote, own property, or participate in the economy. They could not hold public office. To date there has not been a woman President or Vice-President. Nancy Pelosi became the first female to become Speaker of the House in spite of her gender. Women make up 50% of the voting public, yet they hold less than 10% of the Congressional seats and only 1% of the Senate ("Minorities and Women"). Once misogyny was released from the box, it became a difficult task to put it back in its place. Centuries of legitimized misogyny have also infected the economic system. We hear of the 'glass ceiling' and the wage disparity between male and female workers performing the same duties. What is often overlooked are the subtler ways that the misogynist attitudes affect women. In our education system we have recently heard a Harvard University President propose that, "because Harvard draws only from the very top, it would be understandable that very few women would be found there" (Nelson). The misogyny in the Universities works its way into the boardrooms and decision-making processes of our economy. The public's lack of concern

Edgar Allen Poe Essay Example | Topics and Well Written Essays - 750 words - 1

Edgar Allen Poe - Essay Example Montresor presents himself as an honorable man from a high social class. He tells that his family has deep roots, that "the Montresors, were a great and numerous family" (Poe, n.d.). To add significance of his social position, he tells the motto of his family which is "Nemo me impune lacessit" Poe. N.d.). Montresor presents himself as a good-natured man who does everything to protect his dignity. This is in itself perhaps not the most exalted of literary ambitions, though it is remarkably difficult for an author to avoid crossing the boundary from the terrifying to the merely laughable. It seems that Montresor has a perfect breeding and tries to prove his position protecting his good name. Montresor presents himself as a judge who condemns his friend Fortunato to death. Taking into account his appearance and costume, it is evident that his representation of himself does not coincide with his true nature. Poe depicts him in black silk mask which symbolizes evil nature of Montresor: "thus speaking, Fortunato possessed himself of my arm; and putting on a mask of black silk and drawing a roquelaire closely about my person, I suffered him to hurry me to my palazzo" (Poe. N.d.). Montresor tries to persuade readers and himself that the death of Fortunato is the only possible way to avenge. Poe depicts that the character of Montresor does not show remorse for his thoughts and plans trying to kill his friend. Poe underlines that the experienced world in this sense is a human creation, the product of the activity of the mind, Montresor's personality. Montresor explains that: "I must not only punish but punish with impunity. A wrong is unredressed when retribution overtakes its redresser. It is equally unredressed when the avenger fails to make himself felt as such to him who has done the wrong" (Poe, n.d.). Poe's secure grasp of the subtleties of his environment is evident, but it is far more than a mere transcription of particulars. For while deploying descriptive detail in the conventional realistic way to build up a rich and convincing impression of the murder and the world he creates, Poe uses realism. Montresor himself shows only a desire to be alone. This suggests that Montresor's view of his own cruelty is a fearful one, that he is terrified and disgusted by it. "The clues are part of the larger "system" or "demonstration" motif of the story: Montresor, the diabolical rationalist, systematically demonstrates again and again that the arriviste, Fortunato, does not know, cannot distinguish" (Bloom, 1987, p 55). The plan of getting revenge consists of several stages in order to avoid suspicion and possible punishment. The date of the revenge has been carefully thought. Carnival is a time when people (servants) do not care much about their duties. For this reason, Montresor sends the servants away to the celebration. Montresor knows that Fortunato admires good wine and for this reason he ensnares him proposing to taste Amontillado. Montresor tells Fortunato "You have been imposed upon. And as for Luchresi, he cannot distinguish Sherry from Amontillado" (Poe. N.d.). this base flattery helps Montresor to pursued his victim to join him and drink little wine. The next step planed by Montresor is to astonish his victim. "The Amontillado!" ejaculated my friend, not yet recovered from his astonishment" (Poe, n.d.). After these words, Montresor

Rewriting The Yellow Wallpaper -- The Yellow Wallpaper Essays

Rewriting   "The Yellow Wallpaper"   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Elizabeth Cady Stanton and Charlotte Perkins Gilman rank as two of the most outstanding champions of women's rights who were active during the nineteenth century. Both professed a deep and personal faith and both were wise enough and secure enough to develop their own ideas and relationship with their creator. In 1895 Stanton published The Woman's Bible, her personal assault on organized religion's strangle-hold on the women of the world. Gilman published her short story "The Yellow Wallpaper" in 1892. She wrote the story, she said, "to save people from being driven crazy" (Golden 52). The heroine of "The Yellow Wallpaper" finds her only escape from the oppression of a condescending spouse is a headlong descent into madness. Stanton and Gilman met at least once, about 1896 according to Gilman's autobiography. "Of the many people I met during these years I was particularly impressed by Elizabeth Cady Stanton. To have been with her . . . seemed to establish connection with a splendid period of real heroism" (Gilman 216). Perhaps if the philosophies of these two great women were to come together, at the perfect moment, they would possess the potential to save the heroine of "The Yellow Wallpaper." The following scenario might prove feasible. ---------- An Obstacle Charlotte Perkins Gilman l I was climbing up a mountain-path With many things to do, Important business of my own, And other people's too, When I ran against a Prejudice That quite cut off my view. ---------- The Yellow Wallpaper by Charlotte Perkins Gilman amended, with apologies, by Margaret A. Stanton ---------- The heroine of "The Yellow Wallpaper"... ... Elizabeth Cady Stanton/ Susan B. Anthony: Correspondence, Writings, Speeches. Schocken Books, NY: 1981. Gilman, Charlotte Perkins, The Living of Charlotte Perkins Gilman. University of Wisconsin Press, Madison: 1990. Gilman, Charlotte Perkins, "The Yellow Wallpaper" The Heath Anthology of American Literature, Second Edition. Gen. Ed. Paul Lauter. D. C. Heath and Co., Lexington, MA: 1994. Golden, Catherine, ed. The Captive Imagination: A Casebook on The Yellow Wallpaper . The Feminist Press at The City University of NY: 1992. Stanton, Elizabeth Cady. The Woman's Bible. NY European Pub. Co.: 1895-98. Northeastern U. P., Boston: 1993. Note 1 The poem "An Obstacle" by Charlotte Perkins Gilman is used as an epigraph by Catherine Golden, ed. The Captive Imagination: A Casebook on The Yellow Wallpaper (The Feminist Press: NY City UP, 1992) vii.   

Frankenstein Mary Shelly Essay

   She is a reminder that even though he gave his monster life she is still dead. It is possible he feels responsible for her death on some level, and now he’s responsible for this monster. Shelly focuses the entire dream on death and those close to Frankenstein. It gives the impression that everyone close to Frankenstein’s heart is tainted even his child and creation. In this paragraph Frankenstein is described as being trapped, too scared to venture into his house. Instead he is confined to the courtyard, waiting with wide eyes to escape onto the streets. Shelly describes the morning just as dismally as the night; rain, cold, depressed atmosphere, but the light is growing. Morning arriving is a portrayal of hope. Once Frankenstein is released onto the streets he walks around quickly, with some unknown purpose. His eyes are ringed with sleep, he moves almost erratically, trying to find something and yet avoiding his monster. Shelly shows a paranoid man, running. He’s drenched and shivering from cold, on the point of breaking down. The picture is unwelcoming and uncomforting. Frankenstein is isolated by the rain and darkness of the black sky. Frankenstein’s aimless expedition continues, he speeds along pelted by rain, but time only trickles by. It seems he hopes that his stinging eyes and aching legs will numb his troubled mind. Mary Shelly quotes a poem â€Å"The Ancient Mariner†. It fits the story so perfectly it appears as though it could have been her inspiration for this description. It describes a terrified man scared of what’s following him. His follower is said to be a â€Å"frightful fiend†, like Frankenstein’s monster, close to him like a friend but evil, waiting to creep up on him. The poem itself is about sailors searching for land, searching for an albatross to lead them to safety. Frankenstein is also lost in the dark winding streets of Ingolstadt desperate for help. Mary Shelly brings the tension up almost as high as it can go in this section of the chapter. To keep the story flowing she cuts through the suspense with a stinger. Cleval arrives signifying the start of a new stage in the story. Frankenstein is on the point of breaking down when his old friend appears. Cleval’s arrival brings Frankenstein around and lightens the mood; soon the monster is almost forgotten. Shelly stops using oppressive descriptions and starts describing Frankenstein’s interactions with his old friend. The reader moves from Frankenstein’s shoes to an outsider, watching the story unfold. Frankenstein is twitching and restless, terrified that the monster is still in his apartment. He acts childishly in front of Cleval making him wait downstairs while he checks to see if his nightmare is gone. Frankenstein throws open doors and charges into rooms ready to confront his ghouls and demons. Once he realizes that the monster isn’t there he becomes giddy with joy. Mary Shelly procedes too describe him as feverish and unsettled. This is noticed by Cleval, alarmed by his ostentatious laughter and wild darting eyes. Frankenstein’s mind may be more at ease, like the reader’s, but he’s obviously feeling uncomfortable showing that the threat isn’t gone. Frankenstein had been malnourished and sleep deprived for many months, and in the last few weeks leading up to the reanimation of his assembled body his life was barely there. Mary Shelly shows Frankenstein as being delirious and senseless, almost wild in the way he moved and did things. Frankenstein is finally overcome by exhaustion and he breaks down, which in turn develops into a feverish illness that renders Frankenstein helplessly weak for months. Shelly allows the necessary time for him to recover which is vital for the story. She had made the story so tense but it needed to continue on, so Frankenstein’s illness allows the tension to simmer and the plot to progress onto the next chapter. As he slowly recovers things finally return to normal. Shelly gradually stops using depressing worlds like â€Å"gloom and â€Å"dismal† which were frequent occurrences in the winter months. Instead she describes the holly springtime and plants with buds growing symbolizing new life and a new beginning for Frankenstein. In conclusion, Mary Shelly uses numerous techniques to achieve the right amount of suspense and atmosphere in this chapter. She frequently applies gothic machinery to her descriptions. Shelly distorts the light the increase suspense and consistently describes drab and dreary weather to give an underlying base of gloom. Shelly continuously shows Frankenstein as being terrified, mad with fear yet relentless. His strange behaviour unnerves the reader. Shelly uses longer sentences throughout this chapter to make it appear that the time spent between the reanimation and meeting Cleval even longer. Shelly carefully uses the poem â€Å"The Ancient Mariner† (which mirrors the Frankenstein’s situation) to cut the tension in the middle of the chapter allowing it to peak then plateau. Shelly moves the reader from the point of view of Frankenstein to the point of an outsider several times, not literally, but by increasing the tension and allowing it to fall, the reader occasionally feels as though they are there with Frankenstein. Shelly does all of this seamlessly, not letting any style or technique stand out and draw away from the seemingly natural flow of the chapter, and still developing the atmosphere terrifically throughout.   Jessica Williamson English – 1574 24/10/2005 Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Mary Shelley section.

Factors that Influence a Childs Engagement in the Classroom

There are many factors that can positively and negatively influence a child’s engagement in the classroom. One of the biggest factors is poverty. There are nearly fifty million Americans living in poverty. Poverty has a huge impact on many aspects of a child’s life, one of them being his or her learning in the classroom. Children from low-income homes have different backgrounds and needs than those from middle-class environments that can influence their ability to concentrate, pay attention, and interact with peers during school. Poverty impacts a child’s health and nutrition, vocabulary, effort, mind-set, cognition, relationships, and ability to handle stressful situations. Living day to day can be a struggle for those living in poverty, so it is a lot to expect these children to be able to function perfectly in a classroom setting. Nutrition plays a significant role in children’s functioning. 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