Lamb to the Slaughter: How Did Social Roles Allow Mrs. Maloney to Get Away with Murder

Amber Lopez Mr. Lopez AP English III February 4, 2013 Snapped: How Mrs. Maloney got away with murder In the short story â€Å"Lamb to the slaughter† by Roald Dahl, Mrs. Maloney gets away with killing her husband and nobody really suspects her of doing so because she's a woman. The setting and time period of the story plays a large role because this is still an era when men and women had gender roles. Mrs. Maloney isn't a suspect to her husband's murder because she had an alibi and one of the main reasons was she had the gender role of the typical house wife.In the story the detctives do not suspect Mrs. Maloney of killing her husband because her gender roles as a woman are being fragile, dumb, incapable of doing anything that needs physical force, does nothing but cook, clean, take care of the house, tend to her husband, and above all she is pregnant which helps her get away with murdering her husband. Mrs. Maloney is the typical house wife that always tends to her husbands ev ery need. When she kills her husband and the detectives come to her house to investigate his murder they do not expect her to have done such a thing.The detectives believed that her husband was hit behind the head with a heavy blunt object and her gender role being a woman let alone a pregnant woman help her get away with murder. Since she's a pregnant woman her gender role helps her seem fragile and weak Incapable of carrying a heavy object and exerting enough force to kill someone, so that's one of the reasons she gets away with murder. Another reason Mrs. Maloney gets away with killing her husband is that she basically worshipped him, she lived for him. Mrs.Maloney did everything she possibly could make her husband a happy man, the way it should be in those times. In the story it shows how much Mrs. Maloney loved her husband, and how she enjoyed being a house wife. The police officers and detectives notice that Mrs. Maloney seemed to be grieving over her husband's death, and they didn't know about Mr. Maloney's intentions on leaving Mrs. Maloney, so it makes her look less suspicous. Last but not least Mrs. Maloney was a smart woman, and created an alibi. Men in those times thought women were dumb, and they were also supposed to be virtuous and innocent.So when the detectives questioned her she had the perfect alibi. To men a woman could have never been able to do such a thing because they were too innocent, and since they were considered dumb they knew she would've been caught if they would have killed someone. In Conclusion, the gender roles of women played a large role in the story because it hepled Mrs. Maloney get away with murdering her husband. The detectives obviously had stereotypes about her being the typical house wife and she played along, so Mr. Maloney's murderer will remain a mystery. DUN DUN DUN

Strategic management review for SAB Essay Example

Strategic management review for SAB Essay Example Strategic management review for SAB Essay Strategic management review for SAB Essay Essay Topic: Marketing The following strategic review aims at assessing the strategic situation of South African Breweries Group. We will start with an external analysis of the environment in which SAB operates, we will continue with an internal analysis of its resources and capabilities, and then we will outline and appraise the group current strategy. Additionally we will study the companys strategy implementation issues, and we will finish giving some recommendations to SAB. In order to carry out this analysis different analysis tools were used, which are included in the Appendices. In the main body of the report we will only focus on the conclusions we have obtained, hence, if further information about how we got to these findings is required the appendices should be consulted. Different tools were used (Porters five forces, analysis of industrys life cycle, and PEST analysis) in order to assess the environment in which SAB operates. Based on the analysis conducted using Porters five forces (Appendix A) the following was found: the brewing industry in the developed world is not clearly attractive; its performance depends on the ability to consolidate and exploit opportunities in the emerging markets. However, the brewing industry in the emerging markets, where SAB operates, is highly attractive. We have observed good points such as the low level of power within suppliers and buyers, a lack of substitutes, and a relatively low level of rivalry because emerging markets are supplied by small-scaled local brewers offering low quality beer. However, there is a significant threat of new entrants coming from other geographical areas (International breweries). We have also analysed the industry life cycle (Appendix B). We have got to the conclusion that the brewing industry in the developed world is in the maturity stage. It is very important for SAB to be aware of this issue, because it means that the market situation will force breweries based in mature markets to look for new opportunities for growth by entering the emerging markets where SAB operates. In the less developed world and in the emerging economies the brewing industry is still in its growth stage. Growth in beer consumption in these markets is driven by an increase in population and economic prosperity which indicates that SAB can achieve its own growth through the growth in the marketplace. The brewing industry is highly fragmented, and the market is supplied by small breweries offering low quality beer, meaning that rivalry between local breweries and SAB is not intense. SAB has successfully captured market share through acquisitions and joint ventures and differentiated its brand portfolio, by offering a high quality beer. However, entry of international competitors is expected to intensify the competition as well as the fight for market share. With the PEST analysis (Appendix C) we outlined how political, economical, social and technological factors affect the company. The emerging market attractiveness (like other markets) is determined by the following: market potential, which is influenced by the market size, market growth prospects and customer preferences. Market growth is clearly correlated to economic growth and wealth distribution. Additionally, economic growth and wealth distribution influence whether customers seek economy or premium beers. Drinking norms and societal attitudes to alcohol consumption also affect market attractiveness. All the above mentioned issues are analysed in order to gain a better understanding of SABs environment. Regarding competitors we do not think we have enough information to get to any relevant conclusions, however, we know the degree of rivalry is likely to increase (international brewers based in mature markets are moving out of their geographic areas to the emerging markets). In order to assess competition, it is critical that SAB recognises the strategic group to which it belongs which is the international breweries strategic group, seeking consolidation and competing for development opportunities throughout the world. It is very important to do a deeper analysis of the competitive landscape; a good study should include the following steps (Porter, 1998): * Identify competitors current strategy. * Identify their future goals. * Identify their assumptions about the company. * Identify their resources and capabilities. This approach provides valuable information, and helps the company predicting competitors moves. At this point we are going to focus on the importance of the Resource-based strategy. It is based on the assumption that the company achieves its competitive advantages by developing a strategy based on its organisational capabilities and the key success factors of the industry; thus, a key issue for SAB is to identify and develop these capabilities in order to achieve a competitive advantage. It is very important to understand the process of turning resources into capabilities and to identify the core competences; those capabilities fundamental to its performance and strategy, done better than its competitors. Resources are inputs into the production process; a capability is the capacity of a team of resources to perform some task or activity. We have identified some resources and capabilities of SAB in (Appendix D); however, the company should do a deeper analysis. It is important to note here that SABs capabilities are not the result of superior resource endowments; however, the key issue here is the firms ability to leverage its resources. SAB has achieved resource leverage using the following fundamental ways: first, concentrating resources on key strategic goals. SAB focuses attention on a few operational goals in the acquired breweries at any one time, and then it moves to other goals. It first focuses on upgrading quality, then comes improvement to marketing and distribution, afterwards, the improvement of productivity and capacity. Second, SAB has used the resources accumulation method to leverage resources. SAB has borrowed the resources of other breweries through acquisitions, and joint ventures (CREB in China), which gave SAB a smooth and quick penetration into the emerging markets. SAB also used the resource conserving method, through the process of recycling resources. The more often SAB expertise in running breweries was used in different emerging markets, the greater the resource leverage was. To conclude, we think SAB has valuable resources and capabilities so as to achieve and maintain competitive advantage in the emerging markets. Nevertheless, the company must investigate at this point whether these capabilities are transferable to the developed world, where it needs to have a major brand according to many commentators. At this point we will define the nature of the strategy carried out by SAB. We will distinguish between the Corporate, the Business and the Functional level, in order to draw a more accurate picture on this issue. Once the strategy is defined, we will use a strategic tool (Rumelts Test) in order to assess the convenience of the strategy. * Corporate Strategy: SAB has developed a strategy of growth in the emerging economies via acquisitions. Its acquisition policy has been acquiring breweries that would increase SABs market share and at the same time could be improved by exploiting synergies and economies of scale. SAB also follows a related diversification strategy in order to spread risk. In addition to the geographic diversification strategy which tends to increase the companys overall profitability, SAB adopted a business diversification strategy by going into the hotel and entertainment business. * Business strategy. The strategy is to differentiate products on the basis of quality, in order to achieve higher market shares than competitors and enhance profit margins through charging slightly higher prices (see Appendix E, The strategy clock). The strategy also includes adjusting to local needs; SAB kept the local brands of acquired breweries. Moreover, the company realised the regional differences in China and treated each region in which it operates as an independent self-contained market. * Functional strategy. The strategy evolves around growth (through sales increase), and costs reduction (automation and modernisation of breweries and large production runs economies of scale). We have used Rumelts Test to assess if the different strategies are appropriate (see Appendix F). It is evident that all strategies are appropriate. However, this does not necessary mean that they can still work in the future, SAB should be aware of changes in environment, demand, strategies of other competitors, etc. Strategy implementation is an action-oriented, operation-driven activity revolving around managing people, within the organizational structure and its culture. At this stage we will identify the structure of the company and the key aspects of its culture. In the case of SAB, limited information was provided about the type of the organizational structure. However, from the analysis conducted in Appendix E, we can define SABs organizational structure. According to Mintzbergs structure configuration analysis (Appendix E), SAB follows a pattern of a divisionalised organization, adopting a geographically based vertical corporate structure for its international operations. Such a structure allows each of its country units or divisions to operate fairly autonomously from the other areas. The key part in this type of organization is the middle line managers. As a strategy for developing countries this is a definite benefit for SAB because it allows it to maintain expertise in each of its different countries. Moreover, this kind of structure is appropriate in market diversity as it spreads risk and reduces setbacks (e.g. setbacks in Mozambique and Tanzania were offset by the growth in China and Poland); it also allows the company to divest from any market easier than functional (machine) structures. However, it is argued that divisions can be seen as less effective than independent businesses. Organization culture: Divisional cultures: the differences between divisions may be particularly evident in organizations that have grown through acquisition (Exploring corporate strategy, Jerry Johnson and Kevan Scholes, 6th Ed, 2002). Having adopted a growth strategy through acquisition, and being a divisionalized organization, SAB has generated a difference in its geographical as well as in its functional divisions, creating subcultures. However, there is one main dominant culture for the whole group. Handy characterized culture in terms of the relationship between the organization and individuals and also the importance of power and hierarchy (Johnson and Scholes, Exploring corporate strategy, 6th Ed, Prentice Hall). Based on Handys analysis, SABs organizational culture could be the closest to the Task Culture seeking to achieve integration and synergy through acquisition. We will closely identify the characteristics of SABs culture by looking at its cultural web (Johnson 1998) these are: * Stories and myths: no information provided. * Rituals and routines: SAB has a consistent high quality brands and services, meeting customers needs (consistency could be considered as an operational routine). * Control system: no information provided. * Organization structure: SABs management structure is decentralized, reflecting its power structure and its divisionalization. Collaboration is very important. * Power structure: SABs power structure is decentralized. While strategic decisions are kept at the head-quarter, the power is not only based in the hands Graham Mackay the CE, but also delegation of the strategic planning is done at other managerial levels, reflecting SABs growth strategy. Moreover, operations in each country are run autonomously. * Symbols: no information provided. * The paradigm: SAB seems to be working not only to maximize long-term shareholders value like any other multi-national organization, but also seeks to maximize all stakeholder value. Moreover, despite the political, racial and economical problems faced in South Africa, SAB unlike other companies, continued to invest where it had initially started showing its commitment. SAB also respects the values and cultures of the communities in which it operates. Differentiation and high quality beer is on of the main key aspects in SABs paradigm.

Mesencephalon (Midbrain) Function and Structures

Mesencephalon (Midbrain) Function and Structures The mesencephalon or midbrain is the portion of the brainstem that connects the hindbrain and the forebrain. A number of nerve tracts run through the midbrain that connect the cerebrum with the cerebellum and other hindbrain structures. A major function of the midbrain is to aid in movement as well as visual and auditory processing. Damage to certain areas of the mesencephalon have been linked to the development of Parkinsons disease. Function: Functions of the mesencephalon include: Controlling Responses to SightEye MovementPupil DilationRegulate Muscle MovementHearing Location: The mesencephalon is the most rostral portion of the brainstem. It is located between the forebrain and the hindbrain. Structures: A number of structures are located in the mesencephalon including the tectum, tegmentum, cerebral peduncle, substantia nigra, crus cerebri, and cranial nerves (oculomotor and trochlear). The tectum consists of rounded bulges called colliculi that are involved in vision and hearing processes. The cerebral peduncle is a bundle of nerve fibers that connect the forebrain and hindbrain. The  cerebral peduncle includes the tegementum (forms the base of the midbrain) and the crus cerebri (nerve tracts that that connect the cerebrum with the cerebellum). The substantia nigra has nerve connections with the frontal lobes and other areas of the brain involved in motor function. Cells in the substantia nigra also produce dopamine, a chemical messenger that helps to coordinate muscle movement. Disease: Neurodegeneration of nerve cells in the substantia nigra results in a drop off of dopamine production. Significant loss in dopamine levels (60-80%) may result in the development of Parkinsons disease. Parkinsons disease is a nervous system disorder that results in the loss of motor control and coordination. Symptoms include tremors, slowness of movement, muscle stiffness, and trouble with balance. More Mesencephalon Information: Grays Anatomy: Midbrain Divisions of the Brain Forebrain - encompasses the cerebral cortex and brain lobes.Midbrain - connects the forebrain to the hindbrain.Hindbrain - regulates autonomic functions and coordinates movement.

Develop a Mission Statement Assignment Example | Topics and Well Written Essays - 500 words

Develop a Mission Statement - Assignment Example This 11-words mission statement provides a succinct description about its mission that it proposes for 2015. As Blythe, Zimmerman and Zimmerman (2005, p. 34) pointed, a mission statement gives clear expression to what is to be achieved by the company, in what manner it will be achieved and why this is worth achieving. Hilton is currently the fourth largest hotel chain just behind intercontinental Wyndham and Marriot international. Hilton plans to beat its competitors by 2015 with its new mission to reach wider population by helping its customers entertain to rejoice evermore. For this target to be accomplished, the company would thrive on innovation and invest extensively on technology to bring latest technology advantages to hospitality arrangements. Though ‘technology’ brings everything customers want, still people are always very likely to entertain with ‘nature’. In order to satisfy customers who are concerned about nature as well, Hilton proposes to align technology to nature, and facilitate traditional natural amusements and leisure parks with any latest and highly sophisticated technology advances that Hilton can reach at. As its mission illustrates, Hilton ultimately looks at customers to fulfill meeting of varying requirements of customers in regard to entertainment with technology and natural advantages and thus to seize this opportunity for long-term profitability of the firm. ‘Technology’ mentioned in the mission statement certainly reflects the strengths of the company in relation to its extensive investment in research and development and innovative projects. It will keep on trying to change its business strategy and techniques by adding latest technology to its marketing opportunities. The statement is motivating to it stakeholders because it clearly defines its potential strengths and ways that it can grab marketing opportunities for leisure, entertainment and hospitality

The importance of the quest in Homer's Odyssey and Dante's The Inferno Essay

The importance of the quest in Homer's Odyssey and Dante's The Inferno - Essay Example The damned souls populate the chasm, which Dante classifies under Aristotle's Nichomachean Ethics, and thus becomes an amalgamation of Grecian hellish myth and a testimony to Aquinas' appropriation of Christian sensibility in Aristotle's Ethics. Virgil guides Dante through the nine concentric circles of Hell., diving into deeper and graver sins, unrepentant, and culminating into absolute evil, as represented by Satan. The journey begins from the Dark wood, and into the Limbo. It is more of a pagan, unbaptised and a coarse yet virtuous crowd like Homer, Horace, Ovid and Lucan (Canto IV), who only repent their seperation from god. In Canto V, one of the seven cardinal sins appear, which is sin under lust. Inhabited by the adultress Francesca, who proclaims to justify her irresistible attraction to Paolo, in a way that evokes the ideology of the immoral Thirteenth century Italian love sonnets, that challenged the power of love beyond anything. The third realm is possessed by Cerbereus, amonster from greek mythology, but attributed with montrous humanity by Dante, who guards the gluttons. The journey also evokes the political tensions of contemporary Florence and the complexity of the whole Guelf-Ghibelline conflict and Florent ine politics that reached its crest in 1300 (ironically the fictional date chosen by Dante for his Inferno). Hatred for papacy, and the belief that Rome is predestined to be the seat of Empire, disillutions the poet about factionalism (symbolically Florence is shown to be divided by the Arno river of the Hell in Inferno) and party politics and makes him search out a way for Salvation through his poem. The political condition of Florence is mouthed by the sinner Ciacco in Canto VI, in the third realm. IN Canto VII, with the beginning of the fourth circle, Dante sees Pluto stationed, a place damned for the avaricious and the prodigal. In a sysiphean way, the group ofmiserly and the wasteful squanderers push weights against each other and start allover again when it smashes on any of the sides. It is a psychological drama represented by the futility that awaits all materials things that we pursue in life. Entering the land of the sloths, thepoet and Virgil cross Styx with the ferryman, Phlegyas, when tey meet the fury of Filippo Argenti, and denied entry by the fallen angels of the city of Dis, and meeting the hellish monsters and the wrath of the furies are granted entrance due to Heaven's intervention. Thesixth circle burns with consuming flames to torture the heretics. Here he meets the famous Ghibelline Farinata delgi Uberti, who was seen as a heretic for potensial opposition against the political lrole of the papacy. Excluded from any form of amnesty and pardon he is damned. This part seeks to voice the poets contest with his own fears about sin against the papacy. The violent, like those commited against people and property,theirown self i.e. suicice and that against God, nature and the art i.e. blasphemers, sodomites and the usurers are punished in the seventh circle, and guarded by

Chilean miners Research Paper Example | Topics and Well Written Essays - 750 words

Chilean miners - Research Paper Example Firstly, the mode of communicating the message about this horrifying incident must be face-to-face as after receiving this news, the families of the victims would need instant physical support and care. Furthermore, in order for the families to stay strong and not lose hope, the news must be broken to them in a manner that helps them in reassuring their selves that nothing terrible is going to happen. For this, it is highly significant for the news breaker(s) to paraphrase their message considering the expected response from the family members after getting the news i.e. the message must include what the rescue workers are capable of doing in order to help the trapped men. Moreover, it is also very important for the people who are going to deliver the message to have patience and to be available as much as possible for the families. It is essential because as soon as the family members will receive this news, they will come up with a variety of questions regarding the safety and well being of their loved ones who are trapped underground and they will be looking forward to the people involved in this matter (the company authorities, rescue workers, the government of Chile, etc.) for all their questions to be heard and answered properly. Many a times when such incidents happen, it has been observed that the people who are responsible for providing endless support to the family members of the victims try to escape from the situation only so that they will not have to answer each and every question that is being asked and also because they have a fear of being accused to be responsible for the incident. Unfortunately, such acts contribute in worsening the already awful state of the victims’ families as all they need during such hard times is to have people around them to cater their worrisome anticipations, such behavior should be strictly avoided. Furthermore, it is also necessary to enlighten the family members regarding the facilities such as drilling narr ow holes up to the level through which air, food, fluorescent lights with timers, games, and other helpful necessities can be supplied down to the trapped men along with exchange of messages (â€Å"Trapped in a Chilean Mine†, 2010) in order to help them survive inside the darkness; which the rescue workers are able to competently provide as this will be helpful in bringing and strengthening the hope in the hearts of families. Moreover, keeping the families up to date with the progress of rescue work is another vital factor to be kept in mind but care should be taken in order to steer clear of giving any kind of false hopes as these would only make the loss, if any, more unbearable to the families at the end. Another important measure to be taken is that of providing professional help of psychologists to the families who are going through this difficult time. It is important for keeping them in healthy mental states (â€Å"Trapped Chilean Miners†, 2010) so that they can learn different coping strategies to survive in this stressful time and also can prepare themselves to accept and deal with whatever is hidden for them in the near future. An added help to cater the needs of the suffering family members would be that of telling them the real stories of successful survivors of similar incidents. What would be the potential needs of the company’s employees when receiving a message about this incident? As in the case of breaking the news to the family members of the trapped men, it would be better if the employees of the company are also given the message about this incident face-to-face instead of using any other mode of communication. It is important because while giving out such sensitive messages, it is always better for the person giving the message to be able to observe the reactions (both verbal and non-verbal) of the message receivers in order to be able to modify the tone and delivery

HR Strategy of Barclays Bank

HR Strategy of Barclays Bank Identify the organisations overall HR strategy and goals Specifically, Barclays outlined the core objectives of its overall HR strategy in its online job portal: To ensure that our people programmes are aligned with the Barclays Commercial Bank business strategy. To train and retain, as well as acquire the best talent in the market. To make Barclays the employer of choice for people in the industry and ensure those already with us will have no intention of leaving. To ensure we have the right people, in the right jobs, doing the right work. (Barclays Bank) From the objectives strategy, one sees that the overall Human Resources strategy of Barclays Bank is guided by two fundamental factors: First, the HR strategy is about governance directed at managing the sheer number and diversity of its employees so that they all function and work according to and towards achieving the organizations business objectives. This is particularly important because Barclays employs more than 123,000 people across the globe (Barclays 2009), covering a wide variety of subsidiaries. Secondly, the HR strategy is, certainly, aimed at attracting, developing and retaining the best people available. In regard to employee development and training in the context of the first dimension to Barclays overall HR strategy the people management a formal learning process has been developed and put in place by the banks human resources managers. The aim here is to instill the behaviors and values seen as pivotal in achieving corporate goals. This HR programme involves basic training in how teams work together, personality profiling, and preferred learning styles. (Ostroff 1999, p. 122) According to Mike Ockenden, a former managing director at Barclays, HR is trying to create a spirit that says we are all one group of people working together towards the customer imperative. (Ostroff, p. 122) In addition, numerous other trainings are continually developed ranging from mentoring programmes, training on new technologies, operational methodologies, courses on team-work, to communication efficiency modules. When it comes to the objective to attract, train and retain the best people, specific programs and initiatives have been introduced. Our people, according to the organization, are the foundation of Barclays success. Its as simple as that. We want the most talented, whatever their style, personality, age, race, gender, sexual orientation, or disability. (Barclays 2009) Indeed, the organization implements a policy of diversity and equality in the workplace. Furthermore, the Barclays corporate culture resembles democratized structure: nobody has a private office, nor are there executive parking spaces; employees sit in the same size chairs behind the same size desks; titles are forbidden, and employees use first names when they address one another. (Ostroff, p. 121) This culture creates a conducive environment for innovation and that it promotes and maintains a system that values everyones contribution. Barclays maintains: We promote an inclusive culture where colleagues of all backgrounds are respected and the different perspectives and fresh ideas they can bring to the business are valued. (Barclays 2009) Barclays have also experimented with competency-based pay systems which were expected to provide clarity about how employees can add value through their respective roles in the organization and motivation to perform better. (Holbeche 2009, p. 148) The company boasts of offering one of the highest salary schemes in the industry. The benefits package is consisted of: 1. Financial reward such as competitive salary, discretionary bonuses and recognition schemes wherein employees could receive performance-based gifts and expensive perks; 2) discounts in privileges on Barclays financial services and Barclays shares; 3) health, well-being and retirement benefits. At Barclays, employees also have the option to have flexible work schedules such as part-time work, compressed working week, job-sharing and a nine day fortnight, among others. Then, the organization has also set up a corporate social responsibility policy that aims to boost employee morale and made them proud to work for the company. This policy is contained in the companys sustainability strategy which focuses on three areas: helping address social issues, investing in community initiatives, and volunteerism. In assessing whether Barclays overall human resources strategy and objectives, one needs to look at the statistics. According to Ostroff: The company is meeting its goal of increasing national market share by at least one percentage point each year. This figure represents approximately an 18 percent increase in revenues and a 20 percent increase in profits What is more, Barclays is beating the competition by spending less. (p. 119) Barclays has achieved many of its successes partly because it was able to develop and implement a sound HR strategy and objectives, which are characterized by excellent people management.