Titration Lab Essay Example for Free

Titration Lab Essay Method for Control of Variables 1. In order to control the titration of potassium permanganate, we used the pipette to make the titration constant. We also used the same amount of chemical solutions, with the same flasks, to make the titration as constant as possible. 2. To control the amount of redox in the experiment, we have used the pipette to keep on putting the same amount of drop every time. The pipette made the amount of redox constant for every trial, and made the data more accurate. 3. In order to control the amount of potassium permanganate, we have measured the solution with the same plate and same scale. Since we have used the same materials, the amount used was very close. 4. To control the amount of force put in to mix the solution, I used my right hand for every trial and did not vary the length and procedure to mix. I have mixed the solution 5. In order to control the temperature of the liquids, I have used the same room at the same time. I did not used any air conditioning to change the temperature. Method For Data Collection 1. I have weighed out exactly 2.5 grams of AR ammonium iron (II) sulphate crystals, and dissolved them in approximately 40cmà ¯Ã‚ ¿Ã‚ ½ of sulphuric acid solution with a concentration of approximately 1 mol dm-à ¯Ã‚ ¿Ã‚ ½. 2. I did NOT heat the solution to assist the dissolving of the solution. 3. I made up to 100cmà ¯Ã‚ ¿Ã‚ ½ of the solution into a volumetric flask and mixed the solution. 4. I have used the pipette to pipette 10cmà ¯Ã‚ ¿Ã‚ ½ of the solution into a conical flask and added about an equal volume of distilled water. 5. I titrated this with 0.0200mol dm-à ¯Ã‚ ¿Ã‚ ½ potassium manganate (VII) solution to a faint pink color. 6. I repeated the titration for at least 2 times for accuracy in the data and recorded all the results. Table of Raw Results Table Showing Volume of KMnO4 Used to React With the Solution Initial Reading Final Reading Volume of KMnO4 The error or uncertainty of this data is à ¯Ã‚ ¿Ã‚ ½0.05cmà ¯Ã‚ ¿Ã‚ ½. However, the uncertainty for the volume difference is not à ¯Ã‚ ¿Ã‚ ½0.05cmà ¯Ã‚ ¿Ã‚ ½, but is à ¯Ã‚ ¿Ã‚ ½0.10cmà ¯Ã‚ ¿Ã‚ ½. This is because there are two à ¯Ã‚ ¿Ã‚ ½0.05cmà ¯Ã‚ ¿Ã‚ ½ datas, and if you add them up, you will get à ¯Ã‚ ¿Ã‚ ½0.10cmà ¯Ã‚ ¿Ã‚ ½. Evaluation Improvements: In this experiment, there were several inaccurate results and some mistakes I could have improved. 1. Pipette: For each drop from the pipette, there were same amounts of solutions, but since it is made by human hand, there should have been a slight difference in each drop. 2. Temperature: Although I have done this experiment in one class period, there were slight changes in the weather, causing the temperature to change. This could have affected the data results. 3. Force: The force applied to the solution and the flask was approximately the same, but there were some differences since it was done by humans. Humans never can do the same exact thing over, and so there should have been a slight error. Conclusion My hypothesis for this experiment was correct, because it took about 10 drops to titrate. Although there were some slight errors during the experiment, the experiment itself went fairly well, as there werent any big outstanding errors in the data and procedures. The main aim of this experiment, titration of redox with potassium permanganate, was well presented, and overall the experiment was good. Problem Calculation 1. MnO4- + 8H+ + 5Fe- = Mn2+ + 4H2O + Fe3+ 2. 5 moles of Fe2+ is required. 3. 10cm3 = 0.01dm3 0.02 mol dm-3 x 0.01 dm3 = 0.0002 mol 0.0002 moles of KMnO4 is present. 4. MnO4- : Fe2+ 1:5 0.0002 mol : 0.001 mol 0.001 moles of Fe2+ is present in 10cm3 of the solution. 5. 0.001 mol x 10 =0.01 mol 0.01 moles of Fe2+ is present in 100cm3 of the solution. 6. 1 mole of Fe2+ = 56grams 56g x 0.01 mol = 0.56g 0.56 grams of Fe2+ is in the ammonium iron (II) sulfate 7. Number of moles of ammonium iron (II) sulfate = 39 0.56g/(39mol x 0.1) = 14.4% 8. 1 mol of ammonium iron(II) sulfate = (NH4)2Fe(SO4)2 x 6H2O = 2N + 8H+ 1Fe+ 2S + 😠¯ + 12H + 6O = 392 grams 56g/392g = 14.3% 9. My result was 14.4% and it is almost equal to the correct value which is 14.3%. The difference is only 0.1%. 10. The iron (II) salt might evaporate if I heat it, and will affect the result.

Entrepreneurial Management In Marks And Spencer

Entrepreneurial Management In Marks And Spencer The issue of entrepreneurial management is utterly important for any organisation, as it is responsible for the realisation of strategic plans and business objectives by means of the human resources available for a company. This report discusses the perspectives and challenges of entrepreneurial management in Marks Spencer and particularly the issue of the relationship with human resources. The analysis of the problem relies on the models of organisational design context, organisational culture and entrepreneurial skills. The author explores and analyses the changes that the organisational has undergone in respects to MSs organisational structure and how their culture has been formulated. The necessary components of core managerial skills and competencies have been discussed in-line with MSs entrepreneurial activities. These factors have been evaluated and recommendations have been made. The author concludes that on the one hand, the recent reduction of the levels in the organisational structure of MS is beneficial for the company as the communication between the level, transparency and overall effectiveness increase. On the other hand, precise hierarchy and centralisation (mechanistic structure) make the company inflexible and difficult to adapt. Also tight environmental conditions and the current strategic objectives emphasise the need for organisational learning and professional development for both common employees and managers, which should be oriented to develop their existing entrepreneurial skills. The author states that MS should reward the most active and progressive managers creating motivation by all means. It is recommended that the organisational structure is flattened further, managerial control and communication should be improved to ensure better performances of MS and that the company should act in a more consultative manner. 2. Case Study: Marks Spencer The company Marks Spencer (MS) was founded by Michael Marks in 1884. Michael initially opened a stall at Leeds Kirkgate market that sold various items such as nails, screws, soap and wooden spoons for a penny each. In 1893 Michael decided to return back to his home routes in Manchester, and set up a shop downstairs from where he lived. He decided to seek a business partner; the business partner being Thomas Spencer. Today, MS is the largest UK retailer with 600 domestic outlets. Furthermore, the company is presented in over 40 other countries (294 foreign outlets). Marks Spencer concentrates predominantly of clothing and food retailing, which constitute 49% and 51% of its business respectively. The company offers stylish, high quality and great value clothing, as well as giving customers the opportunity to purchase food that is of outstanding quality that has been responsibly sourced from approximately 2,000 suppliers globally. The company has grown substantially throughout the years; the company direction and strategies have been manipulated to cater for the needs and desires of their existing and potential customer base and other stakeholders such as the employees, community, suppliers, shareholders and so forth. MS believes that their company values of Quality, Value, Service, Innovation and Trust are not newly established, and state that they are the principles that the business was founded (MS, 2010). More than 75,000 are employed by the firm all over the world. In 2009, revenue of MS was equal to  £9,062 million; net income constituted  £506 million. The companys profitability has been much higher prior to the recession. The company is listed on the London Stock Exchange (LSE) and is included in the FTSE 100 Index (MS, 2009). The share price reached its peak in 2007, and took a dramatic fall in 2008. MS has a variety of competitors ranging from the main supermarket groups, to specialists in fashion and homeware. The competitive environment has changed in recent years due to the rise of home shopping, and more consumers purchasing products from catalogues and the Internet. MS have to compete on price, what they have to offer, the rising expectations of the consumers and on the in-store experience. MSs management recognise the need to do business in an ethical way; to provide products and services to stimulate public interest and to abide by legislations/regulations such as consumers rights, environmental rules and other Industry regulations. Management have attracted 21 million people visiting the stores each week by their entrepreneurial implementations through their decision making processes by acting competitively and innovatively, also by differentiating themselves from their competitors in the retail industry by what they have to offer and by their strong ethical stance. The organisational design, organisational culture and the entrepreneurial skills that the management possess have contributed to MSs success in recent years. Management have been able to spot opportunities first were other competitors havent, or have not been fast enough to act; such as in 2002 MS announced that it was the first ever retailer to use only free-range eggs in all of their products, in 2005 MSs Cafe Revive were the first UK Coffee chain to offer Fair-Trade tea and coffee as standard, and in 2008 by becoming the first retailer to remove all artificial colour and flavourings from their entire food and soft drinks range (MS, 2008). MS empl oyees may therefore feel a sense of satisfaction for working for a well established, strongly ethical and successful company, thus potentially improving their co-operation and motivational levels. Stuart Rose, the Chairman/Chief Executive of MS expressed that the company has a key goal in everything they do: to build a sustainable business for the long term, generating shareholder value through consistent, profitable growth whilst making sure that customers can trust them to do the right thing. Rose states that customers of MS have told us that despite the impact of the recession our commitment to the environment and trading fairly is still important to them (MS, 2009). MS have planned ambitions to satisfy the general public by challenging themselves with the implementation of Plan A, aiming to become the worlds most sustainable major retailer by 2015 that could also prove to be a factor that encourages customer loyalty and help establishing a competitive advantage. Plan A was launched in January 2007 and is a five year eco-plan which has a positive contribution to the environment and society in every aspect of how MS do business so that they grow in a sustainable way. The plan addresses challenges across five areas: Climate change, waste, sustainable raw materials, fair partner and health (http://plana.marksandspencer.com). MS has a standard centralised organisational structure that is characteristic to the majority of the UK multiple retailers. The organisation structure is vertical (Whitehead, 1994). MS has moved to a new flatter structure recently, which implies the reduction of organisational layers in the structure (Varley, 2006); this therefore makes the organisation faster to perceive any changes and respond to them. Due to the organisation having a large complex structure, MS have to ensure that managerial control and communication throughout the hierarchy is efficient and effective to try ensuring high employee morale and motivation, thus a more efficient and effective workforce to meet MSs strategic objectives. This is a key problem area that MS need to focus on. The structure of the hierarchy is complex; therefore employees attitudes and values may only be conveyed to the employees line manager. This reflects the importance of communication in MS between the vertical levels of authority. The leadership style is autocratic; the business decisions are typically made and influenced by management only with a lack of consultation of the employees. Consultation could give employees recognition, motivation and a sense of belonging/need. The recession has had direct effect on MS in terms of profitability and their entrepreneurial thinking in decision making processes, due to the serious nature and potential negative associations that can follow from such an economic downturn. In October 2008 Stuart Rose stated that Consumer confidence remained fragile and the retail environment was unpredictable (http://business.timesonline.co.uk); this enforcing company management to act in an entrepreneurial way, by being alert and acting rapidly in the best interests of the organisation and its stakeholders. MSs management realise that there is an importance of having the ability to spot any opportunities available; in the scope to improve customer loyalty and confidence in the brand to attempt to overcome the negative side effects of the recession and assisting the creation of stability/prosperity for the company. According to Morgan (2001) the corporation provides the training of technical skills and business competencies of their employees. Afterwards, the effectiveness analysis of the learning is conducted within six months (Schutt, 2006). The learning process is necessary for the management to develop entrepreneurial skills to lead the workforce in an effective, appropriate and motivational manner. In January 2009 management announced that they were to cut costs by reducing their workforce by 1000 staff members across the retail stores, head office and their support functions (www.telegraph.co.uk). This reflects the need for strict management of the workforce and certain constraints to be implemented in such a dynamic environment to meet short/long term company objectives. The company comprehend the requirement to ensure that there is a focused balance between each of the stakeholders needs and desires; sacrifices such as these cost cutting measures have been implemented in attempts to outweigh financial uncertainty. According to Stiegert and Kim (2009) the rewards and bonuses for the employees in MS have been reduced considerably with the coming of the global financial crisis; which could be detrimental for the workforces future efficiency, motivation and morale; thus potentially affecting customer satisfaction levels. MS strive to satisfy stakeholders through the utilisation of the management team and their employees. They emphasise the need for effective managerial control in-line with company objectives; for the employees to know the entailment of their job specifications to provide efficiency that may contribute to a competitive advantage being established for MS. The outcome of this process will decide the companys future competitive stance in their market. 3. Context of Organisational Design According to Ferrell (1979) and Gibson et al. (2003), the notion of organisational design is directly associated with the creation of formal relationship, roles and processes within an organisation. The researcher has chosen the model that describes the context of organisational design, since it is necessary to analyse the framework and conditions of the management process and managers roles within Marks Spencer from the very beginning. According to Stanford (2005), the model of the context of organisational design is five-fold, where all the components are mutually influenced. The context of organisational design in Marks Spencer can be presented as follows: Structure: MS has a standard centralised organisational structure that is characteristic to the majority of the UK multiple retailers. Marks Spencer does not possess any manufacturing facilities in Great Britain. This means that the success of this retail business is determined by greater centralisation. The company has a vertical structure (Whitehead, 1994). MS has moved to a new flatter structure recently, which implies the reduction of organisational layers in the structure (Varley, 2006). The composition of the second-layer management team is the following: human resources, international business, retail, IT and logistics, food, store marketing and design, merchandise, finance and operations, marketing (MS, 2009). It can be argued that such hierarchy and the reduced number or levels in the organisational structure to be an advantage (mechanistic structure). The communication between the layers is better arranged, tasks and responsibilities are clearly defined, which is the key to stability. However, it may be argued that the whole organisation is less flexible and adaptive as in the case of organic structure. This deals predominantly with the initiative of lower rank managers. Size: According to the size, Marks Spencer can be classified as a large business, since the company employs more than 75,000 people all over the world (MS, 2010). Huge size implies extensive hierarchy from the CEO to a common worker (Coe, 2004). Despite the fact that organisational structure has been flattened recently, it is complicated anyway. Huge size obliges MS to state and restate precise responsibilities on a regular basis. The fulfilment of duties raises the problem of advanced managerial control. Environment: The environment in which Marks Spencer operates can be characterised as complex. The company is to respect consumer rights, operate according to the regulations in the industry and comply with environmental rules such as waste control (Bevan, 2001). Furthermore, MS is responsible to provide timely salaries and wages to its employees (Jones and Simmons, 1990). Moreover, the company is to adjust to recent social changes, which imply that the UK residents tend to spend more time online than outdoors. It is valid to argue that such a complex environment makes the management process within MS more difficult. Better entrepreneurial skills are required from the top management. And more sophisticated strategies should be used. It can be argued that in such conditions, there is a pressing need for greater integration of the departments of Marks Spencer. Technology: The technologies implemented in Marks Spencer would be rather characterised as routine technologies. Being of a clothes and food retailer, the company faces automatic and frequently repeated processes and tasks. Very few employees are required to demonstrate a creative approach to their responsibilities (non-routine technologies) (Dobson et al., 2004). It may be argued that routine technologies in MS can be explained by the considerable hierarchal organisational structure. In such a case the presence of bureaucracy is inevitable. It is valid to argue that the existing bureaucratic organisational structure should be improved by a more creative management process. This requires better entrepreneurial skills from the managers themselves. But this will enable to upgrade the inter-level communication quality. Strategy: Corporate strategy is quite a broad notion, but it can be stated that the key objectives of MS is to accentuate its own brand, to improve the clothing segment in order to reach the balance between food and clothing retail. Furthermore, the company seeks to improve the line of Home Beauty in its retail stores, to accelerate the programme of store renewal, improve the supply chain and start to use the space in outlets more effectively (MS, 2009; MS, 2010). In May 2008 a press release stated that international sales and profits were up by 16.8% and 33% (http://news.bbc.co.uk); it could be suggested that MS are hoping to overcome some weaknesses of the UKs current economic climate with geographical diversification by increasing stores internationally. As it is seen, these business strategic issues require optimisation and rationalisation of the existing directions. This means that MS is to provide professional training and organisational learning for its employees. According to Morgan (2001) the corporation provides the training of technical skills and business competencies of their employees. Afterwards, the effectiveness analysis of the learning is conducted within six months (Schutt, 2006). It may be argued by the author that the discussed strategic orientation of MS requires more specialised training of the employees. Furthermore, the training should not be academic by nature, but it must be integrated into the practical fulfillment of responsibilities. It is supposed that learning groups should be organised within departments and the team work is to be emphasised in such learning. The model of organisational design context can be criticised for the fact that it does not take into account the dimension of industry. Retail industry, in which Marks Spencer is engaged, is attributed to numerous specific features that do matter in the aspects of organisational learning, entrepreneurial skills and competences. First of all, this industry is customer-oriented (Stanford, 2005). Second, the whole structure should be aimed to provide a stable and high-quality service. From this standpoint, culture of communication, fast reaction between the organisational layers and strong lea dership are sufficient. 4. Organisational Culture The model of organisational culture has been chosen for discussion because it embraces a wide range of management categories associated with the company. It is possible to discuss leadership styles, controls and rewards in organisational processes. Managerial ethics and inter-industry specifics are also included into the model (Pinches, 1999). As it was mentioned, the previous model lacked these industry-related issues. However, the framework was formulated on the foundation of very fundamental assumptions about how organisations work and how they are managed (Cameron and Quinn, 2006); these assumptions may not be true of all organisations in practice; the model also represents that each of the four inputs are of equal importance in prescribing culture, this may not always be the case. Organisational processes: Discussing the leadership styles in Marks Spencer it is quite difficult to generalise since different managers can choose different leadership depending on personal preferences, educational background and experience. Nevertheless, the top managers of the company have been numerously characterised in the past as having an autocratic leadership style (Williams, 1992). This means that with such state of affairs the authority of managers is high, but the autonomy of departments, groups and individuals in the decision-making process is low (Messick and Kramer, 2005; Mullins, 2007). This is partially explained by the centralised vertical structure with considerable number of layers. It is difficult to judge whether this style is the best one for MS, but it is valid to assume that it contributes to bureaucracy, lower motivation and absence of the necessity of personal development of employees. Hence, the management can be at least recommended to improve the autonomy of the creative departm ents. The employees engaged in non-routine technologies should be managed consultatively. According to Stiegert and Kim (2009) the rewards and bonuses for the employees in MS have been reduced considerably with the coming of the global financial crisis. A press release in May 2008 stated that store teams are set to share  £12.8 million; the previous year MS paid a record of  £91 million in bonuses to its 75,000 staff (http://investmentmarkets.co.uk). This could generate negative effect on the motivation and productivity of the personnel. It can be argued that the corporation should find the possibility to reward the most active and progressive managers and employees. However, Stuart Rose believes MS are expecting market conditions to remain difficult for the foreseeable future and are managing the business accordingly. Tight stock control and management of costs are priority. (http://corporate.marksandspencer.com) The company announced cuts of 1000 jobs in January 2009; this could create uncertainty in the workforce that may lead to a lack of motivation, morale and in crease absenteeism levels due to stress and anxiety. Cognitive processes: One of the strongest features of MS is that the company supports professional ethics. This characteristic refers to both the employees and customers of the company. Managerial decisions and actions cannot contradict to the existing regulations (MS, 2010). Nevertheless, the process of strategic thinking is vertical as in the case of organisational structure. It is valid to argue that lower rank managers should be involved into the process of strategic thinking. Behaviours: Group member behaviour in Marks Spencer can be described as traditional teamwork. This kind of member and manager behaviour is characteristic to centralised vertical organisational structures (Morgan, 2001). Such form of behaviour implies lower control by group members and greater control by group facilitators. Again, the company can be criticised for increased control over employees and strict frameworks in which the employees have to perform their functions. Values: The values of Marks Spencer are the following: quality, service, innovation, trust and commitment towards employees and valued people (MS, 2010). The implementation of Plan A strives to meet the environmental concerns of the company, employees and customers, encouraging people to live a greener lifestyle (MS, 2010). Human resources are among the highest values of the company. However, such direction is to be confirmed by the practical actions of the corporation. 5. Entrepreneurial Skills Another model that can be applied to characterise Marks Spencer is the entrepreneurial skills model. It has been chosen for the discussion because it vividly illustrates the necessary components of core managerial skills and competencies developing that take place within the company to contribute towards forming the organisations culture and design. However though, research to determine whether identifiable relationships exist between the performance of the firm, the learning mode of the organisation and organisational competence does not provide clear statistically significant relationships and further work is clearly needed (Chaston et al, 1999). Entrepreneurial skills- The necessary components of core managerial skills and competencies: Research and practice connected to competence is focused by the ambition to achieve superior performance, and for economic gain or business success (Spencer and Spencer, 1993). As it has been already mentioned, the personnel of Marks Spencer participate in regular organisational learning aimed to develop the core skills and competencies (Johansson, 2004). However, the researcher argues that such learning is necessary in the first place for the management of the company to develop entrepreneurial skills; Deakins and Freel (2003) proclaim that there is need for sophisticated knowledge and competencies to operate larger production runs and manage a workforce. It may be stated that the connection to the industry should be emphasised at every stage. The business should focus on the management to build a reliable customer-oriented service. An Industry opportunity has been spotted by management in the implementation of Plan A, in which MS feel has motivated employees and involved them in taking part in contributing to the good cause that they have an interest in in the community where they and the customers live. Costs have also been reduced in result of Plan A, with a  £50 million surplus in 2009/2010 (http://plana.marksandspencer.com). It could be argued that the management team implementing these changes relate to the definition of an entrepreneur as according to Schumpeter and Kirzner. Shumpeter (1934) believed the entrepreneur is a special person who brings about change, whilst Kirzner (1979) believed the entrepreneur is anyone who is alert to the profitable opportunities for exchange; who has additional knowledge which enables the recognition and exploitation of an opportunity (Deakins and Freel, 2003). The skill to recognise and exploit the positive financial, environmental and employee motivational implications of Plan A appears to be welcomed by the general public (through the knowledge gathered from customers (MS 2009) which could establish a competitive advantage). Also by the company and its employees due to the improvement of environmental issues that may affect all of the stakeholders; and by the savings that have been made that can be utilised in other means to the companys strategic advantage. Personal motivation is necessary for managers. If they possess this, it would be a transmitter to further organisational levels. According to Lussier (2009) managers have come to realise that a motivated workforce can contribute powerfully to bottom-line profits and that the poor performance of employees can be caused inadvertently by managers themselves potentially due to their lack of motivation. In this light, the bonuses and rewards for the managers are extremely important. David Michels (Deputy Chairman of MS) expressed that he believes good governance encourages entrepreneurship and innovation within a framework of accountability (http://corporate.marksandspencer.com). The general management skills and human relationship skills appear to be the fundamental competencies for managers. 6. Conclusion and Recommendation It may be concluded that on the one hand, the reduction of the levels in the organisational structure of Marks Spencer is beneficial for the company as the communication between the level, transparency and overall effectiveness increase. On the other hand, precise hierarchy and centralisation (mechanistic structure) make the company inflexible and difficult to adapt. MS can be recommended to flatten its structure even more because the number of departments and layers has remained high in spite of the restructuring that was attempted (MS, 2010). Furthermore, communication, quality control and managerial control over the fulfilment of employees responsibilities should be improved to ensure better performance in the company. Tight environmental conditions and the current strategic objectives emphasise the need for organisational learning and professional development for both common employees and managers. In particular, the professional training of common employees should be carried out in real teams (departments) and should be practical. The professional development of managers in MS should be oriented to develop their entrepreneurial skills. Marks Spencer can be recommended to concentrate on industry specifics, general management and human relationship. Furthermore, the company is to reward the most active and progressive managers creating motivation by all means. MS can be recommended to reconsider leadership styles with respect to creative workers engaged in non-routing technologies (from autocratic to consultative). In addition, lower rank managers are to be involved into the decision-making process of MS that may encourage them to act in a more enthusiastic intrapreneurial way.

William Blake Essay -- William Blake Essays

William Blake William Blake is one of England’s most famous literary figures. He is remembered and admired for his skill as a painter, engraver, and poet. He was born on Nov. 28, 1757 to a poor Hosier’s family living in or around London. Being of a poor family, Blake received little in the way of comfort or education while growing up. Amazingly, he did not attend school for very long and dropped out shortly after learning to read and write so that he could work in his father’s shop. The life of a hosier however was not the right path for Blake as he exhibited early on a skill for reading and drawing. Blake’s skill for reading can be seen in his understanding for and use of works such as the Bible and Greek classic literature. Interestingly enough, Blake’s skill for writing went largely unnoticed throughout his life. One of his more famous works, Songs of Innocence, which he wrote and illustrated, with the help of his wife Catherine Boucher, sold slowly and for on ly a few shillings during his day. Today a copy of this work sells for thousands. While his skill as a writer was not recognized until after his passing, at the age of 14 his father noticed his skill as an artist and apprenticed him to James Basire, a noted Engraver of the time. After spending some time as an apprentice and student at the Royal Academy, Blake was able to set up his own engraving business at 27 Broad Street in London. This venture proved to be largely unsuccessful and from this point on, in the year 1784, at the age of 27, Blake's career as an engraver-poet-prophet began. In addition to being a poet and engraver Blake is described as a prophet because many of his works are themed with religion. There is evidence that Blake was instilled with his se... ...influence is absent from earth. This is why in line 16 the poem’s narrator is asking earth to "Turn away no more;" because until god and thus the earth pay attention to earth again the "starry floor" and "watry shore" which represent ration and chaos are going to continually struggle for power. The "break of day" in the last line is the coming of god when and if he does. Right now however according to Blake the earth is still fallen and this is why life is the experience that he describes it to be. Overall I think that Blake’s point to be made is that life is not controlled by God and that he does not feel the presence of god in his life. If he were to accept god then he would have no way of explaining why his life is as it is. He tries to show people who disagree with this point their errors in thinking by using graphic images of reality as proof of his point.

The Signalman by Dickens and The Withered Arm by Hardy :: Signalman dickens Withered Hardy Essays

â€Å"The Signalman† by Dickens and â€Å"The Withered Arm† by Hardy The story of "The Signalman" opens with the words â€Å"Halloa! Below there†, this short, but effective line is very significant to the plot of the story. A questioning atmosphere is already created, as it is not clear to the reader as to who is speaking, or whom the anonymous figure is being shouted at? The opening paragraph of the "The Signalman" is unexplained, leaving the readers questioning. For example when the Narrator is shouting from above, the Signalman behaves strangely as he looks round to face the tunnel, whereas a normal person would look upwards in response to this. Dickens portrayal of the â€Å"black tunnel† that has a â€Å"barbarous, depressing, and forbidding air† to it creates a mood of anticipation. Moreover, the words expressed are so effective that the reader immediately gets an apparent image of the tunnel and feels more involved in the story. It also raises the question as to why the Signalman looked down there, and this maintains the curiosity. The mood becomes more intense and penetrating as Charles Dickens’s explanations give the impression that one or both of the characters might be spectres. The reason being, that the Narrator considers the Signalman as having something â€Å"remarkable in his manner†, and how he cannot say for his â€Å"life what.† On the other hand, the signalman appears to be afraid of the Narrator, as his reactions to the Narrator calling down suggests that he regards him to be the spectre. The â€Å"dark† setting deep in the trench, which admits â€Å"so little sunlight†, and where the â€Å"on coming rush† of the train causes â€Å"vague vibration† and â€Å"violent pulsation† in the â€Å"earth and air† sets the mood for the supernatural occurrences. This haunts the readers as the narrator feels he has â€Å"left the natural world.† Furthermore, the surroundings and atmosphere of the â€Å"lonesome post† which the Signalman occupies appears very mysterious, especially the â€Å"black tunnel.† The opening scene which is set in the â€Å"cold†, â€Å"damp† and â€Å"lonely† railway cutting near the end of a â€Å"tunnel† is described well, as being â€Å"Extremely deep and unusually precipitous† and â€Å"solitary and â€Å"dismal.† There is particular emphasis on the loneliness of the place; it seems like a location isolated from the real world, making the reader pity the Signalman as he spends many â€Å"lonely hours† there. Yet is also generates the eerie idea of the place being perfect, again for supernatural happenings. In comparison to the "The Signalman", "The Withered Arm" also has a questioning mood at the opening of the story. At the start, Rhoda is described as â€Å"A thin fading women of thirty that milked somewhat apart

Suffer The Little Children - S :: essays research papers

In this paper, Im going to take a formalist approach to look at language, tone and structure of Suffer the Little Children by Stephen King. This story is not just about a particular teacher or a particular student; it is more about a disturbed ladys state of mind, and my work will give emphasis to the characterization the author uses through the text. The first thing I would like to talk about is Kings use of language in this story. He begins by describing Miss Sidley as a small, constantly suffering, gimlet-eyed woman. He also mentioned that she knows she is getting old, and the word Miss before her name allowed us to know that she is not married. She is an unhappy woman. We can gather what kind of person she is from her reference to the children as monsters, bitches, evils, who have nasty little games. The diction of the story emphasizes wickedness. King uses metaphors, and almost every one of them suggests a likeness with something evil, taking for example the giggling, like the laughter of demons...or they were ringed in a tight little circle, like mourners around an open grave. Irony also exists in this story. Sidley seems to be the ideal teacher, who is efficient at her job and knows how to keep her students quite in class, when actually she is the one who has a disturbing behavior and ends up surprising her colleague in sch ool when she is found about to kill one more child. King also used an interesting style to introduce a new character to the story: Buddy Jenkins was his name, psychiatry was his game. As soon as we read it, we immeadiately know he will have a destiny such as Sidleys because that was exactly the way she was introduced (Miss Sidley was her name, teaching was her game). The writer also uses italic writing to emphasize the teachers toughts. However, the presence of one or two loose words in the middle of sentences will contribute to cause an eye effect, to catch the readers attention to those words, such as admit, change and she. King gave this story a dark tone about which theres nothing cheerful. No colors. Anyone who reads the story will be able to see an obscure atmosphere. I would like to mention that the author uses expressions such as unrestful night and solitary dinner througout the text, and the word darkness appears many times.

Blood Passion Ludlow and Class War in the American West Essay

Introduction                      The Book Blood Passion: Ludlow and Class War in the American west is a narrative exploration of the most violent labor showdowns in the history of America. It portrays the deaths of seventy-five people who were killed in a period of seven months. It explores the guerilla war that erupted at the brink of collapse of political structures whereby only the intervention of the U.S army could end it. The book by Scott Martelle provides insight into the life and times of the miners in Colorado at a time when working in the mines was just as dangerous as living above the mines. The author of the book brings to life through vivid pictures taken during the times of the war. He tries to summarize the fact that there had been lawless killing of miners who had been on strike for more than fifteen months. The miners had been kicked out of their company homes when they had begun the strike, but they had built a tent colony for both themselves and their families. However, the Baldwin-Felts detectives who had been hired to protect the mines were given instruction to remove all strikers from the company’s vicinity, which consequently led to the guerilla wars that followed, killing men, women and children. The author states that the miners had the right to strike given the fact that they lived in the company houses where they paid rent, shopped in the company’s shops and drank in the company’s saloon, but later, their wages were cut by ten percent. On the other hand, the Baldwin-Felts detectives who had been hired had fought harassed and killed union miners at the same time carrying out evictions. For this reason, the author states that the miners were fighting for their livelihoods against a system that was trumped by greed and prejudice. However, the thesis proposed by the author is not fully developed because he claims that this incident â€Å"marked the beginning of the modern era of labor disputes† (Martelle, 3). This is because he did not compare this strike with the other strikes in other locations and other industries where the same number or slightly fewer numbers of fatalities were recorded. There are also some weaknesses in the author’s arguments because his side of the story was too rigid and did not consider the miner’s traditional views of gender roles and at the same time working in an all-male working environment. He also did not mention the Catholic and Greek Orthodox religions, which played a major role in intensifying the miners’ fury against the guards and their depredations against women. By his statement that this was one of the defining moments for American labor histories, Martelle did not contradict himself. Although his evidence was one sided, the incidents that happened under John D. Rockefeller were a defining moment. The book is an efficient source of historical information when it comes to the Colorado incident that was recorded by history. For instance, the author lays note of the letter written by Lamont Montgomery Bowers who was Rockefeller’s man in Colorado who suggested a reduction of wages by ten percent. This is a piece of valuable evidence that gives insight into the escalation of the guerilla warfare between the company guards, the detectives, the mineworkers and innocent bystanders who were caught up in the crossfire. The Ludlow Massacre has helped to shape labor management in the 20th century because of the evidence brought up during a time when lawlessness was the order of the day. It serves as a cautionary reference about a market that was unregulated and the consequences of not having strong labor unions that fight for the workers. Although the labor market has been revolutionized since those fateful days, the Ludlow Massacre serves as a turning point for this advancement. There are some biases that spring up when reviewing the book. One of it is that the book focuses mainly on the plight of the miners while it should consider the economic times of the massacre. It was during this time that the coal, fuel and steel had become a precious commodity for American trade. Fuel, like oil and coal, had been the driving factors for the modern America where tough decisions had to be made. Although companies made fortunes from the mining of coal, the book does not focus on the impact that the strikes would have in case the production stopped in Southern Colorado, as compared to other coal-mining regions. The Ludlow Massacre clearly depicts misuse of power by individuals and corporations in positions of power and authority such as John D. Rockefeller and his cronies. Modern labor laws allow that the power should not be misused regardless of position of power of the amount of wealth that an individual has. The book describes Lamont Montgomery to have had a smart su it and a twitchy push broom mustache. It also states that even after a heated debate with the federal mediator, Bowers came out as the winner of the suit as a result of his affiliation. In conclusion, the Ludlow Massacre has been a pivotal point of reference in modern day labor laws. The importance of the memory of those fateful years traverses any economic or political affiliation that any scholar might have. However, it also shows the plight of mine workers and labor unions in a time when the country was gaining ground in terms of development and economic awareness. Reference Martelle, Scott. Blood passion: the Ludlow Massacre and class war in the American West. New Brunswick, N.J.: Rutgers University Press, 2007. Print. Source document

Political campaigns Essay

Political campaigns also provide much to reflect and think upon. They are also vastly entertaining particularly as the gloves come out and opposing parties start to play for keeps. Campaign ads are a powerful tool to cast yourself in a specific way, like trustworthy, honourable, and ready to get things done. However they can also be used to make your opponent look foolish, incompetent etc. A well written and developed add can be very affective no matter the content but some ads just go above and beyond. My favourite political add from 2006 was the Western for Bill Richardson for Governor. This ad is a particular favourite not for who was running but for the creativity of the ad. What is more American than a western? The commercial is quintessentially American. Sheriffs are naturally portrayed as being honest, trustworthy, brave, ready to right wrongs, ready to fight. Just by portraying Bill Richardson as the sheriff all of these virtues are implied without having to even mention them. It is a great parallel that some of Richardson’s accomplishments mesh with traditional sheriff duties such as jailing of violent criminals. Not only is the western traditional and symbolic but the humour that is displayed at the end just adds to the campaign. It shows that Richardson is not afraid to have fun and laugh at himself a bit. After all what sheriff would walk into a saloon and ask for milk. In the old days that would be the beginning of a fight right then and there. This commercial was particularly well done. It told an interesting story particularly in pictures and it played to Richardson’s strengths. It is a traditional campaign move to attack your opponents and display them in a negative like but I appreciate how Richardson keeps the focus on himself. After all if you are trying to promote yourself the best way is to show your strengths. Someone will display the opposition’s weakness; it always happens so why not try to have some fun. This political add looked like a lot of fun and I am sure Richardson had a lot of fun making it.