Power in ‘Ozymandias’ (page 14) and in one other poem from Character and voice: Compare Essay

Bothe Ozymandias and The River God have a strong theme of power throughout the poems. Power in The River God is first present when the river says â€Å"But I can drown those fouls† The use of the word â€Å"can† brings out the power of the river. He has the choice over people’s lives and the river is not afraid to let us know this. The whole sentence sounds like The River God is trying to add fear to whomever he is addressing, showing them he is in charge and they should know this. Ozymandias also attempts to bring out fear through his power. â€Å"My name is Ozymandias, king of kings: Look on my works, ye Mighty, and despair!† He is confident that he is more powerful than the mightiest and wants everyone to know this. The poet uses the word â€Å"despair†, in other words Ozymandias is saying look and be afraid. The word shows the worry and fear of those who lived in the times of Ozymandias. Both Ozymandias and The River God believe they are more powerful than any other, they are both arrogant and do not see anyone as competition to their reputation. The River God says â€Å"O I may be an old foul river but I have plenty of go†. He is saying that even though he is worn down and old he is still as strong and mighty as he was when he was a young river. The use of the word â€Å"plenty† brings out his arrogance, he is not just saying he is powerful but he is saying he will carry on with this strength for years to come. However in Ozymandias there is proof of his down fall, his loss of power. â€Å"Nothing beside remains† and â€Å"a shattered visage lies† are both evidence that even though he had all this power once he died it all left. The poet could have done this to show the reader that nothing lasts, everything has to end. The use of the word shattered is strong as it is almost like somebody defeated Ozymandias and that somebody was time. Als o it is quite ironic that on the stone it was written â€Å"Look on my works† as none of them remained and therefore couldn’t of been as important as he made out. Ozymandias is written to sound powerful when read out loud, iambic pentameter is used which gives the poem a regular sound.

Work Stress Costly

Work Stress Costly ?Work Stress is Costly and Creates High Employee Turnover? Summer 2001 Introduction Stress at work has become a serious health and economic burden in the U.S. Today?s workers are concerned about losing their job to downsizing, layoffs, mergers, and bankruptcies that have become common in the U.S. in recent years. Workers now have to work harder and are doing unfamiliar tasks. Adding to the pressures are new bosses, changing technology, electric surveillance equipment and a changing work force. Organizational managers are interested in maintaining a lower level of job stress for good reasons: high levels of stress can result in low productivity, increased absenteeism and turnover (Carrell, Elbert, Hatfield, 2000). Balancing a heavy workload with family responsibilities often results in high stress levels, poor coping, and insufficient time and energy for interacting with the important people in our lives (Farren 1999).Job Market The unemployment rate is the lowest in 30 years, 4.5%Eng lish: John Howard, director of the National Ins...or less, since April 1998. The unemployment rate is projected to continue to be low through the next 10 years. People are changing jobs in record numbers; a fact that is refueling the highest turnover rate in 20 years. The typical American worker holds nearly 9 different jobs before the age of 32. It is estimated that women will be 47.5% of the work force by 2008, up from 1998 levels of 46.3%. Men in the work force will decrease from 53.7% in 1998 to 52.5% by the year 2008 (BLS 2001).Information about Stress The National Institute for Occupational Safety and Health (NIOSH) is the federal agency responsible for conducting research on psychological aspects of occupational safety and health, including stress at work. NIOSH defines job stress as ?Harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities,

Assumptions, dependencies, constraints, exceptions example

Electricity Workstations to be used by the Department Chair and the Enrolment Advisers Users have knowledge in using web browsers and can understand and execute simple HTML functionalities. Students fully understand and comply with the pre-enrolment guidelines and procedures imposed by the department. Dependencies Maintenance and security of the website Website licensing requirements All information needed for the system is completely gathered Pre-enrolment guidelines and procedures must be properly disseminated External storage for back-up purposes Constraints The system is not connected with the ORACLE system. The system does not cover the pre-enrolment of regular students. The system cannot be accessed outside the university. The system does not set the time of appointment for the conditional student. It only reminds the student of certain details that he must remember for a smooth and orderly pre-advising. The system does not handle the approval of proposed schedule. The system does not handle the encoding of subjects. Exclusions The following statements specify what the system should not do: 1. ) The system shall not grant access to users that do not belong to the Department of Information Systems of the University of Santo Tomas. 2. ) The system shall not grant access to users who that do not have an account in the system. 3. ) The system shall not grant access to users who have not logged-in in their accounts. 5. ) The system shall not grant access to users if the given username and password do not match an account in the system database. 6. ) The system shall not accept users who try to register with empty fields in the registration page. 7. ) The system shall not allow conditional students to create a schedule unless he is accompanied by his parent(s)/guardian to sign a contract/waiver together with the department chair. 8. ) The system shall not grant access to students after the given time and date of until when they can send their schedule. 9. ) The system shall not allow unwarranted parties to view data that they are not authorized to see.

Logistics and Supply Chain Management Consultancy ( team project Essay

Logistics and Supply Chain Management Consultancy ( team project individual reflection) - Essay Example 4). Each of its parts; from description to the action plan is carefully designed to cover virtually every element of a project reflection. Each and every step of the Gibb’s cycle will be closely followed with respect to the details of the teamwork during the project. Per say this consultancy project was not only vital for my personal growth, but also for my programme; I learnt a plethora of lessons, and the experience was nothing short of exhilarating. The project concerned the Port of Dover, a logistics sector owned, maintained and operated by the Dover Harbour Board. This port ranks among the busiest ports in Europe and handles approximately five million excess of vehicles each year. In context, my team comprised of eight members with a single leader (Willeke). Our project, as in the title above, was logistics and supply chain management consultancy. Each day, the team converged in the University Library, or sometimes in the Information Technology Lab. Procedurally, we began by each member of the group tabling their individual report works mostly during the morning hours. Then, a discussion of the progress for each member of the team ensued. Here, each member would present their hardships and everything appertaining to their progress with resp ect to the task allocated. After the discussion, Willeke, the team leader, would give her opinions regarding the overall progress and give her suggestions as well. Concerning task division, the leader began by giving out questionnaires to every member of the team to complete. This step solely applied the Belbin theory of team roles, which in some way, was meant to harmonise the working of the group (Belbin, 2009 p. 3). After that, Microsoft Excel sheets were given to every one of us that would be used for the period of two and a half weeks. Notably yet, all the tasks that would be allocated to the team were based on the two provided files. As one of the members of the team, my primary task was to

Participation or Non-Participation for a Tennis Professional Essay

Participation or Non-Participation for a Tennis Professional - Essay Example Given the magnitude of the tournament, it would present the best platform to sensitize the World and Americans on my stance and to make them join me in fighting this course. Participation is better given that a large number of people gather to watch this tournament and that the competition attracts people from various countries. Further, several broadcasting channels televise the Indianapolis tennis tournament that will enable my position to reach a large number of people (Durst 1). For a professional tennis player, participation presents the best way of putting forth one's opinion. Just like evidenced in other sports activities, best players choose to participate and put forth their stance concerning an occurrence in the course of their participation. For instance, when a police officer shot a teenager named Garner, and people were of the opinion that the Jury’s decision did not provide justice to the deceased. There were increased protests among the public and LeBron James an NBA star sought to oppose the decision in a game scheduled for Brooklyn. Before the game, LeBron wore a T-shirt with inscriptions showing support for young Garner (Bondy 1). A professional tennis player would pass his stance against the Religious Freedom Restoration Acts via pre-match or post-match interviews. In addition, a professional player can bring forth their position by wearing T-shirts with inscriptions of the stand they take concerning the decision. Finally, given the lar ge social media following that professional sports personality have in these media; the professional tennis player can post his stance on his wall. Despite the lack of participation in the Indianapolis Tennis Championships being impactful, participation and making one’s stance known through various means is the best option. Given the large following, that tennis professionals receive worldwide, failure of involvement would not go well with all the fans. Some fans of the professional tennis player would be so devastated by the failure of the occurrence of the event that they would stop focusing on the issue that led to the decision.  Ã‚  

Quality of Care in a Rural Population Essay Example | Topics and Well Written Essays - 500 words

Quality of Care in a Rural Population - Essay Example Rural adults, according to research, state five times more often than urban adults to feel fair or poor about their health status. Most of these rural residents prefer to get their care locally and may not get specialty care because of their reluctance to go elsewhere (Pierce, Foley, Clark, 2006). There are also many other cited barriers to care. Those include lack of financial resources, distance to care, lack of transportation, and a shortage of healthcare professionals that varies by profession, region, and state (Merwin, et.al. 2006). Rates of those healthcare professionals continue to decline in rural areas. There is also difficulty getting appropriate supplies and provides problems for services like home health care and meals on wheels. There are many strategies that have been contemplated for use in improving this rural healthcare problem. It is much more studied now than in the past, with the information given in the Healthy People 2010 study. In the rural communities in Oregon, there is an effort to solve this problem. There are several very rural hospitals in Oregon which are Critical Access Hospitals.

Issues facing european low cost airlines

Issues facing european low cost airlines As predicted in the beginning of the millennium year by the International Air Transport Association, the low cost airline sector has grown at a rapid pace during the last decade from carrying 6.3% of the domestic and international passengers within Europe in 1999 predicting to increase to 16-18% in 2005 and has become the order of day in Europe. Although the European airline sector was dominated by flag carriers such as British Airways, Lufthansa, Air France etc. with a share of 70%, this fact transformed with the deregulations coming into effect, increasing the need for an optimal model of operation. That is, as the average airfares in the low-cost airlines sector account for just 3% of the average monthly EU industrial wage, customers turned towards these airline services (Datta Chakravarty, n.d). 3.0 Ryanair Profile in brief Ryanair Airlines, founded by the Ryan family was initially a full service conventional airline in 1985 which was introduced as an alternative travelling between Ireland and the UK to then state monopoly Aer Lingus. However due to financial issues it successfully restructured itself in early 1990s as the first low-fares, no frills carrier in Europe modeling based on Southwest Airlines. The responsibility of Ryanair was taken over by a management team lead by Michael OLeary and was soon floated on both Dublin and London Stock Exchanges in 1997 and admitted among NASDAQ 100 (OHiggins, 2007). Ryanair as a leading low-fares airline offers cheap flights to 150 destinations up-to-date along 1000 low cost routes and provide its customers with cheap and fast air travel excluding fuel surcharges with 100% possibility for online check-ins (Ryanair website, n.d). Although Ryanair has not published its vision and mission clearly, they look to find the big picture and set a broad direction and OLearys direction is to be the largest Low Cost Leader in the European airline industry. This vision is supported by absolute dedication to low cost performance in every element of the value chain, quick gate turnarounds, nonunion operations, performance-based incentive compensation plans, standardization on one type of aircraft, and flying (in most cases) to secondary airports, which provides significant savings for Ryanair (Box Byus, 2007). 4.0 Internal Analysis 4.1 Organizations Strategic Capability Analysis Ryanair has positioned itself as the largest low-fares carrier in Europe and as a business which returns value for money to its fare-concuious leisure and business customers. That is, as Ryanair explains, At Ryanair we guarantee you the lowest air fares on the internet. However our success is due not just to our low fares but also a winning combination of our No.1 on-time record, our friendly and efficient people and our new Boeing 737-800 series aircraft (Puget, 2003) which all add up to its value. Its ancillary services improve its value which is 13% of the total revenue. Although there are low-fares airline services in the European market due to the effectiveness of Ryanair it has been able to become market leader with 29.9% of market share in 2006. Their competitors have not been able to effectively copy the low cost strategy and usage of secondary and regional airports. Inimitable Organised Ryanair holds its uniqueness in its operating strategy which is based on low-cost. It adopts point-to-point flights to secondary or regional airports which no other service follows and occupies a one-way pricing policy which eliminates direct comparison with competitors (Ryanair, n.d). Ryanair is well organized within its low-cost strategy. It offers 100% online check-ins and flies to 150 European destinations along 1000 routes. There is no physical check in where passenger is required to forward his passport and reference number (Marketing Teacher Ltd, n.d). It has one-way pricing strategy which eliminates minimum stay requirements within airports (Ryanair, n.d). Valuable Rare 4.2 Company Resources The resources of Ryanair could be categorized and explained according to the following. Type Ryanair resources Physical resources Head office at Dublin airport Ireland 202 Boeing 737-800 aircrafts with 189 capacity 150 destinations through 1000 routes (as at 2010 April) Financial resources Total assets worth à ¢Ã¢â‚¬Å¡Ã‚ ¬4,634.2 million Shareholder equity of à ¢Ã¢â‚¬Å¡Ã‚ ¬1,992 million Total operating revenues worth à ¢Ã¢â‚¬Å¡Ã‚ ¬1,693 million (all as at 2006 March) Human Resource Over 6,300 employees (2008) CEO Michel OLeary Intellectual resources Market share of 29.9% (2006) Customer base of 34.9 million (2006) Largest travel website in Europe The fifth most recognized brand on Google Most profitable airline in the world based on operating and net profit margins on a per-airplane and per-passenger basis (2006) 4.3 Company Competencies No frill, low cost leadership could be considered the most significant aspect of Ryanair and thereby cater from low to middle level customers The ancillary revenue methods such as accommodation services, care rental, in-flight sales etc. which add up to 15.3% (2006) which had a 36% increase during 2005-2006 Possessing the preemptive advantage and being the market leader provides opportunity to expand into other markets including USA, Asia and Africa. Allowing internet access to its consumers leads to elevate sales and reduce the per-units cost Point-to-point short haul flights and usage of secondary and regional airports reduce passenger congestion and thereby avoid high airport charges. The personality of Michel OLeary has a great impact on the success of Ryanair where he personally looks into unique marketing strategies. 4.0 Industry Analysis 4.1 Porters Five Forces 4.1.1 Competitor rivalry -High and increasing The direct and main low-cost competitors of Ryanair include easyJet, Air Berlin, Germanwings, Lufthansa and Tranavia and the industry was joined by approximately 60 new low-cost airlines in 2004 (Experience Festival, n.d). A major reason for the development of this sector was the airline deregulation in 1997 due to which many companies were attracted towards the industry. This resulted in full-service airlines adopting the low-cost strategy eg. Aer Lingus 2002. The economical recession increased the aggressiveness of all competitors as they were compelled to survive in the market which resulted in frequent flyer programmes by many competing businesses including Lufthansa, Aer Lingus etc (flyertalk, n.d). However the attractiveness of the industry is high for Ryanair due to its low-cost structure, use of secondary airports and first-mover advantage along with experience of almost 2 decades. 4.1.2 Threat of new entrants Moderate Although it is accepted that the European budget airline industry is healthy with huge potential and incremental growth, the effect on Ryanair from new entrants could be considered as moderate due to its position in the market, its strong brand name and economies of scale achieved with time. For instance, Ryanair saved 42.6% of marketing and distribution costs through direct bookings in 2002 (Brophy George, 2003). Although the deregulation practices minimized the barriers of entering the industry challenging the market leader would consume both time and resources of the new companies. 4.1.3 Bargaining power of suppliers Low to Moderate Types of suppliers of Ryanair would mainly be fuel suppliers, aircraft suppliers, airport authorities and suppliers of support services. Travel agents would not count at present due to on line bookings. Ryanair has no control on fuel prices which is totally governed by world trade and Middle Eastern countries. However it has a very healthy relationship with the main aeroplane supplier, Boeing (Brophy George, 2003) which also provides the company with ancillary goods and services including technical support and training, spare parts support, training of flight crew etc. Accordingly it could be said that the power of suppliers is at low to moderate level. Eg. Ryanair cancelled its contract with OnAir, the supplier of the on board mobile communication service due to financial issues (Robertson, 2010). 4.1.4 Bargaining power of consumers High The passenger base of Ryanair was 34.9 million in 2006 and 58.5 million in 2008 (Ryanair, n.d) and increasing due to recessionary effects and current recovery stage resulting in attraction towards low-cost air travel. As Brophy and George (2003) explain, the power of buyers depends on standardization of product, elasticity of demand, brand identity and the quality of service. The switching cost is very low for customers due to the parity of services and online bookings. Accordingly Ryanair is compelled to practice competitive pricing. 4.1.5 Threat of substitutes Low to Moderate The major substitutes for air travel in Europe are rail, road and to some extent boat travel. With advantages such as ability of localization, easier accessibility along with safety railway is significant but may take longer to reach the destination. Ryanair with its low-fare structure is comparatively cheaper than railway which directly substitutes its services through excellent continental services. Road travel would provide similar benefits but Ryanair could overcome it through emphasizing on effective short haul schedules. Development in communication could also be a threat to some extent as business professionals could communicate through video conference etc. from one corner of the world to the other instantly sitting at their office desks. 5.0 Macro-environmental analysis 5.1 PESTEL analysis 5.1.1 Political Government laws and regulations regarding increase of airport landing charges The law for carbon emissions passed by the government on the aviation industry charging environmental taxes EU regulation to reduce the inconvenience caused to passengers by delays, cancellations and denied boarding where airlines are to provide standardized and immediate assistance to them Severe security measures imposed by UK authorities due to terrorist attacks 5.1.2 Economical Real GDP growth rate of EU at a reducing trend since 2007 -4.2% in 2009 (eurostat, n.d) Reduction in inflation rate of the EU from 3.7% in 2008 to 1.0% in 2009 (eurostat, n.d) Recessionary effects and current practices for recovery and depreciation of the US dollar 5.1.3 Social Increase in numbers of business travellers Negative perceptions on air travel due to safety issues Attraction to low-cost airlines after the economic recession 5.1.4 Technology Internet competition for online bookings Fuel efficiency, low carbon emissions and low noise emissions from Boeing aircrafts Other technological expansions e.g. Web sales 5.1.5 Environmental Cancellation of thousands of flights due to spread of volcanic ash from Iceland Strict regulations on carbon emissions Considerations on global warming and noise pollution 5.1.6 Legal Laws relating to airport charges and route policies Safety measures taken by governments due to terrorism regarding passengers and airline staff Regulation regarding misleading advertising 6.0 SWOT Analysis 6.1 Strengths Brand image and reputation Ryanair possesses the privilege of being the initial company to the low-fare air travel industry in Europe and thereby has the advantage of being the First Mover or preemptive mover. Most importantly as the market leader Ryanair presents its brand as a bundle of functional benefits including punctuality and efficiency (Puget, 2003). Pricing strategy As the first low-fares airline in Europe their pricing strategy was extremely unique where 70% of the seats are sold at lowest two fares and the rest is at higher prices with 6% sold at the highest and customers are ruled out of fuel surcharges (Marketing Teacher Ltd, n.d). Customers are content with the aspect of value for money and best prices compared to other competing airlines. Marketing strategy They utilize adverts which basically communicate the low-fares factor to its customers. Mostly they use controversy as their promotion method where for instance, bidding to purchase Aer Lingus, the Irish rival of Ryanair, charging  £1 per person for the use of washroom on board from 2010 (Crouthamel 2010), publishing controversy calendars with female cabin crew for charity purposes etc. Also another important factor is the ancillary services or non-flight scheduled services such as hotels, car hires, in-flight sales etc. 6.2 Weaknesses Cost Structure Ryanair is at continuous attempt to reduce costs at any possible situation and therefore it has a negative impact on customer satisfaction due to this high cost consciousness. According to a poll by TripAdvisor in 2006 Ryanair was voted as the worlds least favourite airline and Ryanair is ranked as a 2 Star low-cost airline by airlinequality.com (n.d) which also explains the negative perspective of customers about low quality. Also this cost structure is constantly challenged by the fluctuations of fuel prices. Staff issues Ryanair scores low regarding industrial relations where they are alleged of providing poor working conditions. Ryanair recruit young pilots who could work hard and with experience and knowledge gathered at Ryanair they tend to move on as a result of low commitment. 6.3 Opportunities Expansion to the USA The low-fares structure is not common in the US as it is in Europe and therefore Ryanair would be the first mover to the US domestic airline market as it plans to extend itself under a different brand for long haul flights between US and Europe (McGrath, 2007). It is said that Ryanair would be the cheapest USA flights in history and its popularity and success in Europe would spill over to the new brand. Recession Price has become an extremely important factor in making purchase decisions and therefore Ryanair could score due to its low-fares nature during and at the aftermath of the global economic recession. The grid (Appendix B) illustrates the increased demand towards Ryanair where its passenger numbers has grown by 13% from 2007-2008. New aircrafts and focus on business professionals Ryanair currently owns 189 Boeing 737-800 which are more environmental friendly and larger in capacity. Also discussions are underway for an order for 200-300 aircrafts for 2013-2016 requirements (centre for aviation, 2009). Also with changes in the business world and focus on countries such as China and USA the demand for long haul flights have increased. 6.4 Threats Fuel prices and other charges As Ryanair does not pass on fuel surcharges to its customers, the unpredictability in fuel prices and inexperience in effective hedging compared to its competitors it is at risk of continuing with lowering costs. Also increase in airport and handling charges and route charges due to expansion would also threaten its cost structure. Political influence As Ryanair operates in more than one country it is influenced by various legal requirements which are different to one another and therefore faces difficulties in standardizing processes and practices. 7.0 Recommendations Considering a much more structured marketing strategy which does not depend on controversy publicity. Taking measures to reduce negative publicity through practicing CSR projects and demonstrating ethical behaviour moving away from merely being profit conscious Proving customers with benefits of the low-cost structure through effective customer service which would increase numbers and thereby would positively affect profit margins although costs may increase in the process. 8.0 Conclusion Ryanair as the largest low-fares carrier and the market leader of the European budget airline market has been able to succeed due to its unique and out-of-the-box thinking. With a high rate of rivalry within the industry with big players such as easyJet, Lufthansa, Air France practicing competitive strategies time-to-time Ryanair is required to follow the correct strategies in order to remain at its throne. Accordingly effective analysis of its internal, external and industrial aspects would increase its possibilities. Ryanair with its low-cost strategy and powerful brand reputation could match its strengths with the opportunities in the market, especially those which have arisen due to the economical downturn increasing the demand for low-cost travel. Furthermore, due to its capabilities the industry attractiveness is at a high level for Ryanair. However the business is at a spotlight due to its controversy practices which they utilize as a means of publicity could negatively affect its brand in the long run and therefore should take steps to reduce these effects.