Women and Resilience in Khaled Hosseini’s A Thousand Splendid Suns Essa

Afghan-born American novelist and physician Khaled Hosseini’s second bestselling novel, A Thousand Splendid Suns, written in 2007, is set in â€Å"war-ravaged landscape of Afghanistan†, and it focuses on the tumultuous lives and relationship of Mariam and Laila. In contrast to Hosseini’s The Kite Runner, which is a story of â€Å"father-son relationship†, this novels is regarded as â€Å"mother-daughter story† by the author himself. The novel relates the story of Mariam and Laila in four parts. The first part focuses on Mariam, while the second and fourth part on Laila, and the relationship between the two women in the third part. At the background the novel also recounts Afghanistan’s troubled history of last several decades, through the eyes of a segment of the Afghan population that probably suffered and lost the most during that period, that are its women. Through this pitiable story of two women married to a man Rasheed, who oppress the m physically as well as psychologically, the author tries to represent the situation of Afghan women, who are not only affected by the war but are also being oppressed by their domestic rulers, that are their husbands. The present paper attempts to examine the afghan women, oppressed under the rule of patriarchy, whether at the domestic level by their husbands or at social order under Taliban rule, and their resilience and tenacity to survive, which is clearly identified throughout this novel with a glimpse of hope at the end, as the rains return, the cinemas open, the children play and the orphanages are rebuilt. Khaled Hosseini brings in this novel the subject of women suppression in Afghanistan along with the various other restrictions of education and familial subjugation. He has created the man-d... ...ize that when oppression goes too far, whether through an individual or the state; once oppressed, subjugated or downtrodden can rise up against the tyranny. Hosseini, through the love and affection of Mariam and Laila for each other, portrayed â€Å"amazing resilience of human spirit where hope unfolds like a tiny, frail plant in the most unlikely places† (Null and Alfred 123). Works Cited De Beauvoir, Simone. The Second Sex. Trans. Constance Borden ad Sheila Malovany-Chevallier. Inroduction by Sheila Rowbotham. London:Vintage Books, 2011 (1st Ed. 1949) Hosseini, Khalid. A Thousand Splendid Suns. Rivekhead Books, 2007. Web. Null, Linda and Suellen Alfred. â€Å"A Thousand Splintered Hopes†.The English Journal. 97.6. National Council of Teachers of English (July, 2008), pp. 123-125. http://www.jstor.org/stable/40503428. Accessed: 24/02/2014 06:40

Analyzing the role of Strategic Entrepreneurship in forming temporary Competitive Advantage that leads to Value Creation

Introduction Globalization and the rapid pace of development, combined with intense competition, have pushed firms to seek ways to survive and thrive in today’s highly volatile business environment. As such, entrepreneurs are primarily concerned with building competitive advantage and creating value for their firms. Recent studies point out the significance of strategic entrepreneurship as a way for businesses to develop a ‘more entrepreneurial orientation for sustained competitive advantage’ (Olusola, 2012). Strategic entrepreneurship essentially involves concurrent opportunity-seeking and advantage-seeking behaviors, which result in better performance of the firm (Ireland, Hitt & Sirmon, 2003). This research is interested in conducting a similar investigation and seeks to analyze the role of strategic entrepreneurship in forming temporary competitive advantage, which leads to the creation of value for the firm. Research Questions This dissertation is interested in determining whether firms, which engage in strategic entrepreneurship, are able to establish temporal competitive advantage in a dynamic environment, especially whilst competing with other firms and within the context of creating value for the firm. Below are the specific questions to be addressed in this dissertation: What benefits would a firm obtain by successfully employing strategic entrepreneurship in the current competitive market What temporary competitive advantage results from employing strategic entrepreneurship Does strategic entrepreneurship create value Aims and Objectives The primary aim of this research is to analyze the role of strategic entrepreneurship in building competitive advantage and creating value for the firm. Based on the research questions given above, the objectives of this dissertation are as follows: To find out the benefits of employing strategic entrepreneurship To understand what competitive advantages are the result of utilising strategic entrepreneurship To investigate whether strategic entrepreneurship creates value for the firm Rationale This dissertation will provide insights on the significance of strategic entrepreneurship, especially within the context of forming temporary competitive advantage, in pursuit of creating value for the firm. This research seeks to address some of the gaps in literature, such as understanding the balance between the opportunity-seeking behavior associated with entrepreneurship and the advantage-seeking behavior of strategic management (Hitt et al., 2011). Moreover, a Strategic Entrepreneurship Theoretical Tree will be utilized in order to analyze the various components of strategic entrepreneurship. The theoretical tree is created based from the different studies conducted on the subject. Literature Review (Preliminary) Strategic entrepreneurship is associated with firm’s objective of achieving superior performance through the simultaneous application of both opportunity-seeking and advantage-seeking activities (Ketchen, Ireland, & Snow, 2007). Various researchers have identified different components of strategic entrepreneurship, which can lead to superior performance of the firm. Ireland, Hitt & Sirmon (2003) proposes four dimensions for the successful implementation of strategic entrepreneurship: (a) entrepreneurial mindset; (b) entrepreneurial culture and leadership; (c) strategic management of resources; and (d) applying creativity to develop innovations. At the business level, value creation is usually reflected in the expansion and growth of a firm. Welter & Smallbone (2004) found that Institutional Economic Theory highlights the institutional embeddedness and path dependence of entrepreneurial behavior. This, in turn, influences the degree and nature of value creation for the firm. A number of authors have identified the factors that influence value creation and competitive advantage. Pongpearchan (2011, p.5) found that ‘operational innovation efficiency and business practice effectiveness have a significant positive effect on value creation excellence.’ On the other hand, Rindova & Fombrun (1999) argue that competitive advantage is a systemic outcome which develops as firms engage in processes that involve the use and exchange of resources, as well as the communication that occurs in these exchanges. Therefore, the fluctuations on the interpretations and evaluations of a firm affect its resources and its competitive advantage in the marketplace. Below is the model of the Strategic Entrepreneurship Theoretical Tree which will be used as the main theoretical framework of this research. Each of the components of this model is based on different studies. These will be discussed in more detail during the full dissertation document. Methodology This research will use quantitative research methodology in addressing the objectives of the study. Quantitative survey will be used in gathering data from respondents. Quantitative methodology is chosen for this study because it will allow the researcher to utilize the opinions of respondents in explaining the phenomena being studied. The survey will be administered to employees and managers of SMEs and large commercial firms in the UK to find out their views on the subject. The survey will asks questions such as how respondents perceive the role of strategic entrepreneurship in forming creative temporary competitive advantage; what are the benefits of strategic entrepreneurship; how can firms create value; etc. The target number of respondents for the survey is 100. In anticipation of the fact that some potential respondents might refuse to participate in the survey, around 175 to 200 questionnaires will be distributed to ensure that 100 responses will be gathered. The survey will be administered face-to-face, via post, though emails, and online. This is done to allow respondents to choose how they want to answer the survey. After data gathering is completed, statistical analysis will be used in analyzing the data. SPSS and Excel will be used as the primary software for analysis. References Hitt, M, Ireland, D, Sirman, G, & Trahms, C. (2011). Strategic Entrepreneurship: Creating value for individuals, organizations and society. Academy of Management Perspective. p.57-75. Ireland, D, Hitt, M, & Sirmon, D. (2003). A Model of Strategic Entrepreneurship: The Construct and its Dimensions. Journal of Management. 29(6), p.963-989 Ketchen, D, Ireland, D, & Snow, C. (2007). Strategic entrepreneurship, collaborative innovation, and wealth creation. Strategic Entrepreneurship Journal. 1(3-4), p.371-385. Olusola, A. (2012). Strategic Entrepreneurial Skills’ Influence on Small Businesses’ Performance in Oyo and Osun Western States-Nigeria. Research Journal in Organizational Psychology and Educational Studies.1 (6), p.345-352. Pongpearchan, P. (2011). Strategic entrepreneurship management competency and firm success: a comparative study of SMEs in auto and electronic parts in Thailand. International Journal of Business Strategy. 11(2). Rindova, V & Fombrun, C. (1999). Constructing competitive advantage: the role of firm-constituent interactions. Strategic Management Journal. 20(8), p.691-710.

The Cross-Cultural Management Implications for a UK Manager Undertaking an International Business Assignment to another Country

Abstract This report looks at the implications for cross-cultural management for a UK manager undertaking an international business assignment in China. Key ways of understanding cultural differences, particularly Hofstede’s and Trompenaars cultural dimensions, are discussed. Although the UK and China have some similarities, they are very different in several dimensions, and the ways these differences impact upon business practice are pointed out. Finally, key recommendations are made. 1. Introduction The following looks at the cross-cultural management implications for a UK manager undertaking an international business assignment to China. It uses a theoretical framework of cultural differences to explore the ways in which the two different countries have different business styles (including differences in style of management, communication and staff issues).The exploration of the differences between the UK and China is used to support a number of recommendations to the UK manager about best practice. China offers unparalleled opportunities for business, and over the last 30 years has shown unprecedented economic growth, with a percentage rise of 8.7% in 2009, better than all other major economies (UK Trade and Investment 2012 [online]). China is large, both in terms of size (3.7 million square miles) and population (1.3 billion).Its capital is Beijing, and its population largely (92%) Han Chinese, with the remainder 55 different ethnic minority groups. Although officially an atheist country, Christianity, Islam, Buddhism and Daoism are practiced. Mandarin is the main language, although there are a number of local dialects, and the currency is the Yuan or Renminbi (Foreign and Commonwealth Office 2012 [online]). China’s communist government have, over the last 30 years, brought about substantial change to bring about market-oriented economic systems (Gore 2011) in order to deliver the prosperity that it seemed the Marxist system could not provide (Grant 2005). The transformation has been built upon the large workforce, offering the possibility of cheap labour and hence low-cost manufacturing. It has seen economic reforms which have meant China have become a force in the global business market (Brandt and Rawski 2006). China is, however, culturally very different from the UK, and in order to conduct business successfully it is essential to understand these differences and the impact on management. 2. Cross-Cultural Theorists Two theorists, Hofstede and Trompenaars, are particularly useful for understanding the differences between cultures. Hofstede has been very influential in contemporary management theory attempts to understand cross-cultural differences. His ideas were rooted in a large scale study of IBM (Matsumoto and Juang 2012), and involve five different dimensions which characterise a nation. Each country has a different value for each dimension, and a unique picture of the cultural nature of that country is built up through all five dimensions. The five dimensions are power distance, individualism / collectivism, masculinity / femininity, degree of uncertainty avoidance, and time orientation (Hofstede 1984).Power distance concerns the extent to which people are happy with an unequal society, and the extent to which the society is hierarchical with a large gap between the powerful and those without power. A low power distance country, for example, would be more egalitarianism and intolerant o f power imbalance. Individualism / collectivism refers to the extent to which people think of themselves as individuals or as part of a group.Individualistic societies are competitive and value creativity for example (Phillips and Gully 2011). The dimension of masculinity and femininity expresses the extent to which the culture displays predominantly masculine values: gender roles are clearly defined, assertiveness and striving are praised. In a feminine culture roles are more fluid and more caring values respected (Tian 2004). Uncertainty avoidance refers to how comfortable people are with ambiguity. Cultures high on this like rules and regulations (Sorrentino 2005).Interestingly for the context of this report, Hofstede’s final dimension was based on data collected from China, with the help of Michael Harris Bond (Berry et al 1997).Time orientation concerns the way in which people think about time, with a distinction between short-term and long-term orientation. Cultures which are short-term oriented life in the moment, while long-term cultures are strong on planning (Daft and Marcic 2010). Trompenaars (1993) model can be seen as a development of Hofstede’s ideas. He suggested seven different dimensions, again based on a large-scale study across many different countries. These dimensions cover three main areas: how people relate to others, their perceptions of time, and their experiences of the environment (Lane 2004). The seven dimensions overlap with Hofstede’s dimensions to some extent, with some being very similar and others new. The dimensions he specifies are: Universal v. particular: whether the society is organised around set rules and procedures or whether the needs of the individuals come first Individual v. collectivism: whether people predominantly act for themselves or think about the group Affective v. neutral: whether people are predominantly demonstrative emotionally, or are controlled and rational Specific v. diffuse: whether organisational systems determine employee behaviour, or systems arise out of the needs and perspectives of individuals. Achievement v. ascription: whether achievement or background, education and other fixed variables assumed to be important about people Sequential v. synchronous: whether time is seen fixed and linear or flexible and open Internal v. external control: whether people believe that nature can be controlled through human will, or human beings are part of nature and subject to its laws. (Trompenaars and Hampden-Turner 2004). While Trompenaars is clearly influenced by Hofstede’s work, Hofstede has criticised the former for lacking the intellectual rigour he believes the five dimensional model possesses. Hofstede has also attracted criticism, for example that five dimensions are inadequate to fully capture the complexity of cultural differences (Browaeys and Price 2008). Despite criticisms, however, both these models are useful to help understand how cultures differ from each other, and will influence the next section. 3. Discussion / Analysis According to Hofstede (Geert-hofstede.com 2012 [online]) (see appendix), China and the UK show fairly different cultural styles. They are, however, identical for masculinity / femininity (66) and near-identical for uncertainty avoidance.Both the UK and China tend towards masculinity in society, with drivenness and competition valued. Additionally, both are low for uncertainty avoidance, in other words, both societies are happy with ambiguity and believe rules should be followed flexibly and selectively. Both societies are adaptable, which encourages entrepreneurship. China is higher than the UK for power distance (80 v. 35), that is, China is comfortable with hierarchy, power structure and wide gaps between people. There is more likelihood of abuse of power, and authority is important. Aspiration above ones status is unacceptable. In the UK, people see each other as equals to a greater extent, have less respect for authority, do not tolerate abuses of power, and aspire to change their status. There is also a gap between the UK and China in regards to individualism, with the UK scoring much higher (89 v. 20). In other words, in China there is a much higher degree of interdependence between people, with people defining themselves as part of a group. In the UK the tendency is to think about oneself, and one’s family before society as a whole. Chinese people act to serve the group rather than themselves, and are likely to have much higher organisational commitment, as well as feeling it acceptable for closer groups (e.g. family) to get preferential treatment at work. Whereas UK people tend to be generally agreeable to those outside the preferred group, in highly collectivist societies those outside their group may be demonised. China are much more long-term oriented than the UK. There is a greater value placed on persistence and long-term goals. They are happy to save and be economical with resources, and have great respect for the past and for tradition. By contrast, people in the UK are more able to enjoy the moment, and can be flexible with regards to goals. According to Trompenaars, China is one of the most particularist of the countries he looked at (Rugman and Collinson 2008), meaning that they look at the particular case and take all circumstances into account, rather than looking at general principles. For example, an employer in a particularist culture might excuse poor work behaviour if the individual’s circumstances offer a good reason. In addition, China scores highly for affectivity, level of diffuseness and external control (Aswathappa 2010).That is, people conduct business in an emotional way, displaying emotions openly, do not have a strong sense of the barriers between public and private life, and feel that fate plays a stronger role in what happens to an individual or organisation than choice and self-motivation. While there are some similarities, China and UK have a very different cultural make-up, according to both sets of dimensions. What impact does this have on business styles This can be considered in terms of different areas. For team work, for example, the high-power distance might mean that Chinese staff are uncomfortable with sharing feedback and frank discussions. However, their low individualism suggests that they would put the team before themselves, and would therefore be motivated by team-based rewards. UK staff, by contrast, might find sharing opinions as a team fairly easy, as they have a lower power distance, but might put their own interests before those of the team or organisation as a whole. In terms of communication, China have high affectivity, which suggests they might work better if communication styles are emotional rather than neutral. For example, written communications in the UK tend towards formal business English: a more open and friendly style might suit the Chinese market more. Additionally, China scores highly for diffuseness against specificity. That is, there may be a tendency for communications to be more roundabout, with things left unsaid or communicated non-verbally. Diffuse cultures also have a higher degree of overlap between work and home (Amant 2007), which may mean that there is a greater reliance on shared experience upon which to base communication amongst the Chinese. There is also a need for a different management style, to take into account the greater power distance in China. Whereas UK workers respond better to power sharing and partnership styles, in China there may be a need to confirm the hierarchy, making it clear who is in charge, and defining roles carefully.However China also score highly for particularism, which suggests that management needs to take into account the details of each situation, rather than rigidly follow rules. Employees are likely to expect that rules can be bent to suit circumstance. Motivation and performance management are also likely to differ across the cultures. As mentioned, China scores much lower for individualism, which suggests that team-based rewards would be more motivating for them than in the UK. China are also markedly more long-term oriented, which means employees are likely to respond to goals set for the distant future, rather than needing near-instant reward. There is also an issue here for motivating teams which consist of employees from both China and the UK, as each employee group is likely to have a different perspective on what is a motivating factor. The higher score for China on external control suggests that employees are less likely to enjoy spontaneous decision making. As they feel that the forces which drive business are located outside of themselves, this removes some of the responsibility for making decisions, and places it in the hands of fate, or higher authorities in the organisation. This is confirmed by the high power distance in China, which suggests that employees are very comfortable with letting decision making be carried out by those higher in the corporate hierarchy. By contrast, UK employees are likely to desire more participation in decisions. Negotiation should also be handled with care. The higher affectivity and diffuse culture in China may mean that great attention needs to be paid to the non-verbal cues when negotiation takes place.The higher power distance might also mean that negations need to be carried out between staff perceived to be at similar levels. In addition to the dimensional analysis of culture, Tian (2007) suggests that negotiation in China is determined by a set of core traditional values including the importance of sincerity and trust, respect for age and hierarchy, maintaining social harmony and avoiding getting angry or being unpleasant to others. This might mean that negotiation between two people of very different ages might be tricky, for example. 4. Conclusions Although they have some common areas, for example similarly masculine cultures and a similar tolerance of uncertainty, China and the UK have key cultural differences which are likely to impact attempts to manage a diverse work team. In particular, China employees are likely to be much more comfortable with hierarchy and unequal distribution of power, to value the group over the individual, to be focussed upon the long-term (but less likely to react spontaneously to the moment). They are also more likely to expect rules to be bent to the particular case, to attribute the cause of events to circumstances or agents external to themselves, and to prefer styles of communication which heavily emphasise the non-verbal and tacit. While, to a certain extent, globalisation has meant that cultural diversity is threatened, (Homann et al 2007), to be successful management needs to anticipate and plan for difference. 5. Recommendations Recognise that hierarchy has a more important role in China Adapt communication styles to pay attention to context, body-language and assumed information Plan team-work to incorporate two very different perspectives on the relative importance of the individual and the group Ensure Chinese employees are kept fully informed about the long-term perspective 6. References Aswathappa, K (2010) International Business (4th edn.), Tata McGraw-Hill Education, India. Berry, J W, Portinga, Y H and Pandey, J (1997) Handbook of Cross-cultural Psychology: Social behavior and applications (2nd edn.), John Berry. Brandt, L and Rawski, T G (2006) China’s Great Economic Transformation, Cambridge University Press, Cambridge and New York. Browaeys, M-J and Price, R (2008) Understanding cross-cultural management, Pearson Education, Harlow, Essex Daft, R L and Marcic, D (2010) Understanding Management (7th edn.), Cengage Learning, Belmont, CA. Foreign and Commonwealth Office (2012) ‘China: Country Information’ [online] (cited 22nd February 2012), available from http://www.fco.gov.uk/en/travel-and-living-abroad/travel-advice-by-country/country-profile/asia-oceania/china Geert-hofstede.com (2012) ‘What about China?’, [online] (cited 22nd February 2012), available from http://geert-hofstede.com/china.html ‘What about china?’, Gore, L (2011) The Chinese Communist Party and China’s capitalist revolution: the political impact of the market, Taylor & Francis, Oxon. Grant, R G (2005) Communism: Systems of government, Evans Brothers. Hofstede, G H (1984) Culture’s consequences: international differences in work-related values (2nd edn), SAGE, Thousand Oaks, CA Homann, K, Koslowski, P and Luetge, C (2007) Globalisation and business ethics, Ashgate Publishing, Ltd, Aldershot, Hants. Lane, H W (2004) The Blackwell handbook of global management: a guide to managing complexity, John Wiley & Sons / Blackwell, Oxon. Matsumoto, D and Juang, L (2012) Culture and Psychology (5th edn), Cengage Learning, Belmont CA Phillips, J and Gulley, S M (2011) Organizational Behavior: Tools for Success, Cengage Learning, Belmont, CA. Rugman, A M and Collinson, S (2008) International Business (5th edn.), Pearson Education, Harlow, Essex St. Amant, K (2007) Linguistic and cultural online communication issues in the global age, Idea Group Inc, Hershey PA Sorrento, R M (2005) Culture and social behaviour, Routledge, UK Tian, Q (2004) A transcultural study of ethical perceptions and judgements between Chinese and German businessmen, Martin Meidenbauer Verlag, Germany Tian, X (2007) Managing international business in China, Cambridge University Press, Cambridge. Trompenaars, F (1993) Riding the waves of culture: understanding cultural diversity in business, Economist Books. Trompenaars, F and Hampden-Turner, C (2004) Managing people across cultures, Capstone. UK Trade and Investment (2012) ‘China’ [online] (cited 22nd February 2012), available from http://www.ukti.gov.uk/export/countries/asiapacific/fareast/china.html

The History, Practice, Implications of Megans Law

The History, Practice, Implications of Megans Law Megans Law is a federal law passed in 1996 that authorizes local law enforcement agencies to notify the public about convicted sex offenders living, working or visiting their communities. Megans Law was inspired by the case of seven-year-old Megan Kanka, a New Jersey girl who was raped and killed by a known child molester who moved across the street from the family. The Kanka family fought to have local communities warned about sex offenders in the area. The  New Jersey  legislature passed Megans Law in 1994. In 1996, the U.S. Congress passed Megans Law as an amendment to the Jacob Wetterling Crimes Against Childrens Act. It required every state have a sex offender registry and a notification system for the public when a  sex offender  is released into their community. It also required that repeat sex offenders receive a sentence of life in prison. Different states have different procedures for making the required disclosures. Generally, the information that is included within the notification is the  offenders name, picture, address, incarceration date, and offense of conviction. The information is most often displayed on free public  websites, but can be distributed through  newspapers, distributed in  pamphlets, or through various other means. The federal law was not the first on the books that addressed the issue of registering convicted sex offenders. As early as 1947, California had laws that required sex offenders to be registered. Since the passage of the federal law in May of 1996, all states have passed some form of Megans Law. History - Before Megan's Law Before Megans Law being passed, the Jacob Wetterling Act of 1994 required that each state must  maintain and  develop a registry of sexual offenders and other offenses related to crimes against children. However, the registry information was only made available to law enforcement and was not open to public viewing unless information about an individual became a matter of public safety. The actual effectiveness of the law as a tool to protect the public was challenged by Richard and Maureen Kanka of Hamilton Township, Mercer County, New Jersey after their 7-year-old daughter, Megan Kanka, was abducted, raped and murdered.  He was sentenced to death, but on  December 17, 2007, the death penalty was abolished by the New Jersey Legislature and Timmendequas sentence was  commuted  to  life in prison  without the possibility of  parole. Repeat sex offender, Jessee Timmendequas had been convicted twice for sex crimes against children when he moved into a home across the street from Megan. On July 27, 1994, he lured Megan into his house where he raped and murdered her, then left her body in a nearby park.  The following day he confessed to the crime and led police to Megans body. The Kankas said that had they known that their neighbor, Jessee Timmendequas was a convicted sex offender, Megan would be alive today.  The Kankas fought to change the law, wanting to make it mandatory that states notify the residents of a community when sex offenders are living in the community or move to the community. Paul Kramer, a Republican Party politician who served four terms in the New Jersey General Assembly, sponsored the package of seven bills known as Megans Law in New Jersey General Assembly in 1994. The bill was enacted in New Jersey 89 days after Megan was kidnapped, raped and murdered. Criticism of Megan's Law Opponents of Megans Law feel that it invites vigilante violence and reference cases like William Elliot who was shot and killed in his home by vigilante Stephen Marshall. Marshall located Elliots personal information on the  Maine Sex Offender Registry website. William Elliot was required to register as a sex offender at the age of 20 after being convicted of having sex with his girlfriend who was just days away from turning 16 years old. Reformist organizations have criticized the law because of the negative collateral effects on the family members of registered sex offender. It also finds it unfair because it means that sex offenders are subjected to indefinite punishments.

Sivas Congress essays

Sivas Congress essays Milli mcadele yà ½llarà ½nà ½n en nemli tanà ½klarà ½ndan biri ve Cumhuriyet gazetesinin kurucusu olan Yunus Nadinin kaleme aldà ½Ãƒ °Ãƒ ½ bu eser, Atatrkn Samsuna ayak basmasà ½ndan hemen nceki planlarà ½ ile Sivas Kongresinden sonra oluà ¾turulan Temsil Heyetinin, Mdafai Hukuk Cemiyeti teà ¾kilatlanmasà ½na ek madde olarak à §Ãƒ ½karttà ½Ãƒ °Ãƒ ½ Gizli teà ¾kilat nizamnemesinin yayà ½nlanmasà ½ arasà ½ndaki srece à ½Ãƒ ¾Ãƒ ½k tutuyor. Eserinde Kurtuluà ¾ savaà ¾Ãƒ ½ ncesi; bir toplumu gaflet uykusundan uyandà ½rmak ià §in sarfedilen à §abanà ½n ne kadar byk, katedilen yolun ise bir o kadar zoru olduà °unu dile getiriyor. à ngiliz egemenlià °i altà ½nda bulunan, onlar ile iyi geà §inmenin en iyi siyaset olduà °unu kabul eden à stanbul hkmeti ve Babà ½li, bazà ½ à ttihat ve Terakkicileri ile hià § alkalarà ½ olmamasà ½na raà °men eski devlet memurlarà ½nà ½ ( Ali Fethi Bey Sofya Sefiri ) potansiyel suà §lu olarak grmekte ve kontrol altà ½nda tutmak ià §in tutuklamaktadà ½r. Bunun gibi zc ve bir o kadar da moral bozucu olaylar Mustafa Kemalin Samsuna à §Ãƒ ½kà ½p Milli Mcadele ateà ¾ini yakmasà ½nà ½ engelleyemeyecektir. Ali Fethi Beyin arkadaà ¾Ãƒ ½ olan Mustafa Kemal sà ½k sà ½k tutuklu bulunduà °u Bekiraà °a koà °uà ¾unda Onu ziyaret etmekte, à ngilizleri fazlasà ½yla uyandà ½rmadan Anadoluya geà §mek ià §in resmi memuriyet takibinde olduà °unu ve kabul edilir edilmez yola à §Ãƒ ½kacaà °Ãƒ ½nà ½ anlatmaktadà ½r. Olaylar tam Mustafa Kemalin arzuladà ½Ãƒ °Ãƒ ½ ve hedefledià °i gibi gelià ¾mekte, 3 gn sren bu yolculuk Samsunda son bulmakta ve oradan da yapà ½lacak Milli Mcadele à §aà °rà ½sà ½ Anadolunun ià §lerine doà °ru yayà ½lmaya baà ¾lamaktadà ½r. Bu sà ½rada Mustafa Kemali Anadoluya greve yollayan, à ngilizlerin geciken uyandà ½rmasà ½yla sonradan pià ¾man olacaklarà ½ bu karardan dnmek ià §in à §abala...

Top 3 Shylock Quotes and Speeches

Top 3 Shylock Quotes and Speeches Shylock is one of the most memorable characters from Shakespeare’s The Merchant of Venice – arguably, one of Shakespeare’s most memorable characters ever. We bring you the top three Shylock quotes and speeches that gave him an enduring presence throughout literary history. 1. â€Å"It Will Feed my Revenge!† To bait fish withal: if it will feed nothing else, it will feed my revenge. He hath disgraced me, and hindered me half a million; laughed at my losses, mocked at my gains, scorned my nation, thwarted my bargains, cooled my friends, heated mine enemies; and whats his reason? I am a Jew. Hath not a Jew eyes? hath not a Jew hands, organs, dimensions, senses, affections, passions? fed with the same food, hurt with the same weapons, subject to the same diseases, healed by the same means, warmed and cooled by the same winter and summer, as a Christian is? If you prick us, do we not bleed? if you tickle us, do we not laugh? if you poison us, do we not die? and if you wrong us, shall we not revenge? If we are like you in the rest, we will resemble you in that. If a Jew wrong a Christian, what is his humility? Revenge. If a Christian wrong a Jew, what should his sufferance be by Christian example? Why, revenge. The villany you teach me, I will execute, and it shall go hard but I will better t he instruction.(Act 3, Scene 1) 2. â€Å"Many a Time and Oft in The Rialto You Have Rated Me!† Signior Antonio, many a time and oftIn the Rialto you have rated meAbout my moneys and my usances:Still have I borne it with a patient shrug,For sufferance is the badge of all our tribe.You call me misbeliever, cut-throat dog,And spit upon my Jewish gaberdine,And all for use of that which is mine own.Well then, it now appears you need my help:Go to, then; you come to me, and you sayShylock, we would have moneys: you say so;You, that did void your rheum upon my beardAnd foot me as you spurn a stranger curOver your threshold: moneys is your suitWhat should I say to you? Should I not sayHath a dog money? is it possibleA cur can lend three thousand ducats? OrShall I bend low and in a bondmans key,With bated breath and whispering humbleness, Say this;Fair sir, you spit on me on Wednesday last;You spurnd me such a day; another timeYou calld me dog; and for these courtesiesIll lend you thus much moneys?(Act 1, Scene 3) 3. â€Å"I Have Possessd Your Grace of What I Purpose!† I have possessd your grace of what I purpose;And by our holy Sabbath have I swornTo have the due and forfeit of my bond:If you deny it, let the danger lightUpon your charter and your citys freedom.Youll ask me, why I rather choose to haveA weight of carrion flesh than to receiveThree thousand ducats: Ill not answer that:But, say, it is my humour: is it answerd?What if my house be troubled with a ratAnd I be pleased to give ten thousand ducatsTo have it baned? What, are you answerd yet?Some men there are love not a gaping pig;Some, that are mad if they behold a cat;And others, when the bagpipe sings i the nose,Cannot contain their urine: for affection,Mistress of passion, sways it to the moodOf what it likes or loathes. Now, for your answer:As there is no firm reason to be renderd,Why he cannot abide a gaping pig;Why he, a harmless necessary cat;Why he, a woollen bagpipe; but of forceMust yield to such inevitable shameAs to offend, himself being offended;So can I give no reason, nor I will not,More than a lodged hate and a certain loathingI bear Antonio, that I follow thusA losing suit against him. Are you answerd?(Act 4, Scene 1)

The matrix Essay Example | Topics and Well Written Essays - 1000 words

The matrix - Essay Example The directors of the movie ‘The Matrix’ are the two Wachowski siblings; they are Andy Wachowski and Lana Wachowski. The two brothers were very enthusiastic about the movie even before the making of it. It was a very ambitious project for them. They have portrayed the religious belief and the conception that they possess in well documented manner in the movie. The religious inclination of the siblings came from their mother. Their mother was originally a catholic, so the directors have got some sort of inclination towards the religious beliefs and conceptions. Moreover, their mother was also a Shamanist, i.e. she believed in reaching to an alternate state of mind. She also used to develop an energy that helped her to communicate with the various spirits. Furthermore, she also used to have the power to enter into the benevolent and malevolent spirits of the universe and can highly influence them. These environments of religion and spiritual beliefs have highly influenced s iblings to have a strong inclination towards it. Hence, they were influenced to make the movie. The movie, ‘The Matrix’, has also shown a suffice presence of the religious and spiritual concepts. Moreover, the two siblings had immensely struggled in their early life of childhood. They also believe that they were able to survive in those struggling days only because of the blessings of the God and the holy spirits (Gerrold 1-257). Literally speaking, ‘The Matrix’ is the development of an object that is influenced by the political, cultural and social environment. There are various religions practiced in this world that believe the concept portrayed in the movie, ‘The Matrix’. Moreover, the religious beliefs conveyed in Christianity and Buddhism shows strong similarity in their doctrines to the message that is being portrayed in the movie. Many people in this world believe that the