Aztec Belief System Essay Example for Free

Aztec Belief System Essay Throughout the history of mankind civilizations have trusted in the existence of a higher power. Although the existence of a higher power doesn’t bear as large of an impact on societies like the United States today, it was the focal point of life in many civilizations of the past. A great example of a civilization that was extremely reliant on the connection between humans and higher powers was the Aztecs. The Aztecs believed that they were connected to the universe by a sacred energy. They believed this energy was the source of all natural events and if it were unbalanced, they would suffer. In order to maintain the balance, the Aztecs performed ceremonial sacrifices, bloodletting, and other forms of violent cultural behavior. The connection between the Aztecs and the universe is evident among their myths about how humans were created. One creation myth is the story of the goddess Tlaltecutli. In the story Tlaltecutli was ripped apart by the gods Quetzalcoatl and Tezcatlipoca and her body parts were used to create the earth and the other gods. This event caused Tlaltecutli to desire human hearts and she would not be quiet until they were brought to her. Nor would she bear fruit until she had been drenched in human blood. Another creation myth, and the most common legend amongst the Aztecs, was that the god Quetzalcoatl descended into the underworld and retrieved the bones and ashes of previous human beings in order to recreate humanity because the universe had been destroyed after the fourth Sun went out. Quetzalcoatl ground the bones into powder and used his blood to fertilize it and create humans.   The Aztecs also had a myth that explained how the Sun and moon were created. According to legend, the gods Nanautzin and Tecuziztecatl sacrificed themselves by jumping into a fire, which turned them into the Sun and moon. The other gods also sacrificed themselves to provide nourishment for the Sun. However the Sun and the Earth still had an insatiable craving for human blood, therefore war was created to satisfy the Sun’s needs. What’s interesting about these creation myths is that they all included some form of death, sacrifice, or blood shed in order to create something. The creation myths shaped the foundation for why Aztecs placed so much emphasis on violent cultural behavior. In the Aztec society, human sacrifice was extremely common. This is because sacrifices were the main method of creating cosmic order between humans and the universe. Pubic sacrifices took place at the beginning of each of the 18 twenty-day months. The sacrifices consisted of mostly captured warriors, but in rare cases included children and young women. The purpose of public sacrifice was to acquire the divine forces embedded in the physiology of human beings in order to nourish the Sun, Earth, and rain. Aztec ceremonies consisted of days of ritual preparation, ceremonial sacrifice, and acts of nourishing the gods and the community. Priests carried out the sacrifices, which included many forms such as decapitation, burning, hurling from great heights, strangulation, and arrow sacrifice. The most common was the removal of the heart. The heart and the head were the two most important body parts to the Aztecs. Tonalli was a type of energy that came from the head and determined the shape of one’s temperament and destiny. Tonalli was first acquired as an embryo in a female uterus. The Sun was the most powerful way to increase tonalli. It was believed that hair prevented tonalli from leaving the body. Therefore hair was a major prize in warfare. When heads were decapitated during ceremonies, the city as a whole gained tonalli. Teyolia, or â€Å"diving fire†, was the energy that came from the heart and determined a person’s sensibilities and thinking patterns. When a person died his or her tayolia traveled to the world of the dead, or â€Å"sky of the Sun†. Tayolia gives energy to the Sun, which is why heart sacrifices were so popular.   Giving hearts and heads wasn’t the only donation made to the higher powers. Bloodshed was also seen as a type of nourishment. The Aztecs believed that spilling blood was vital to please the gods and to ensure natural forces such as strong harvests. Another Aztec creation myth, the story of Tezcatlipoca, gives strong insight into the importance of bloodshed. In the story the body of Tezcatlipoca was cut into pieces and divided over the four directions of the world, with his blood flowing into the center. The divine blood redistributed energy to animals, body parts, vegetation, and the calendar. Although The Aztecs believed that by giving the hearts and heads of their victims to the gods and the universe, they would be blessed with gifts like bountiful harvests, strength in war, and healthy lives, they didn’t practice sacrifice just to receive blessings; they also feared that the universe would be destroyed. The Aztecs believed that there had been four previous ages that the universe passed through prior to the present age, the Fifth Age. At the end of each age, the Sun went out and caused a catastrophic event that destroyed all life on Earth. In the Second Age, for example, it was believed that the beings that lived there were carried away by the wind. (AD1, p. 4) The fear of the Sun going out again and ending the Fifth Age is one the main catalysts for explaining why the Aztecs placed so much importance on human sacrifice, warfare, and other violent cultural behavior. In order to ensure that the Sun wouldn’t go out again, the Aztecs participated in what is known as the New Fire Ceremony. It took place once every fifty-two years and was used to ensure that the Sun would last for another fifty-two years. The rebirth was achieved by the heart sacrifice of a brave, captured warrior specifically chosen by the king. The ceremony began at the top of a mountain with a priest cutting out the warrior’s heart and throwing it into a fire. The people in the village would then cut themselves and splatter their blood in the direction of the fire. The fire was then brought down the mountain and the people blistered themselves with fire. The Aztecs believed that if they did not perform the ceremony properly to nourish the Sun, it would go out and the demons of the darkness would descend to eat all human beings. The New Fire Ceremony is a great example of how the Aztecs viewed the connection between human beings and the cosmos. The role of humankind in the Aztec society was very pre-determined. Men were devoted to warfare and females were devoted to the household. Warfare was extremely important to Aztec men because it was used as a way to appease the gods with the hearts of prisoners of war.   It was also used a way to rank the importance and worth of a man. Men higher up in the military rank received more luxuries and entitlements than men of lower ranks. For example, a top war commander, or â€Å"quauhpilli†, was given land by the ruler and could run schools for commoners.   Military service was a compulsory obligation by all free men. The Aztec’s innate desire for combat is a direct impact of the believed connection between conflict and nourishment for the universe. When a male child was born, he is dedicated to the Sun, and â€Å"the flowery death† of the warrior in battle or on the killing stone. This shows that the Aztecs believed that the only honorable death for a male is on the battlefield or being sacrificed on another tribes killing stone. The Aztec devotion to the universe was so strong that they not only believed that they had to sacrifice others in battle to please the gods; they had to sacrifice themselves as well. The culture and beliefs of the Aztec civilization were much different than the culture and beliefs of society today. Human sacrificing no longer occurs because it is considered cruel and unusual punishment. Humans do not believe that sacrifices and bloodshed are necessary to please a higher power. Although there are certain religions that believe that the way humans act bear some consequence on things like karma and where we go in the afterlife, it is rare to find a society in today’s world that believes wholeheartedly that there is a direct connection between human’s actions, the divine, and natural forces, like the Aztecs believed. Science and technology have allowed humans to understand that we can control all aspects of processes such as growing crops and that the gods have no effect on it. Warfare, although still important, does not have nearly as strong of an impact on humans today. Warfare is only needed for protection, to defend other countries, or in certain areas of the world, to attempt to settle religious differences like the Shiite and Sunni Muslims. Today, men and women have the choice to grow up and become whatever they want. Men are not required to serve in the military and women have the ability to do more than just take care of the household. The main difference between the Aztecs and humans today is that for the Aztecs, the connection to the universe was the most important aspect of life, while today creating a family, treating others fairly, and having proper morals are the most important aspects of life. The majority of people just want to make the most of their lives on Earth while they still have time, and depending on their beliefs, if they do it right they will reach an afterlife when they die. The Aztecs were one of mankind’s most interesting civilizations. They devoted their lives to pleasing the universe and believed that sacrifice and bloodshed were the best ways of doing it. They attempted to control every aspect of their lives in order to keep the connection between humans and the universe in balance. The Aztec belief system was very extreme. No other civilization has put so much emphasis on sacrifices, and more than likely, no civilization ever will again.

How Did Napoleon Create And Maintain Power History Essay

How Did Napoleon Create And Maintain Power History Essay In George Orwells famous novel Animal Farm, Napoleon used many tools of propaganda to gain power and control over the farm. The sheep perhaps were his most important tools throughout the novel. They were, without doubt, a deciding factor in Napoleons rise to power. From the very start Napoleon had been an obvious leader among the pigs because he was well known for getting things his own way. By contributing to the various debates that took place in animal farm, he often received lots of attention from the animals. He also gained support from some animals that were too shy to express themselves; he connected with them and persuaded them to share his views. Hence, he became a representative of these animals. Napoleon also used propaganda in various situations to gain power. The sheep were the most susceptible to these methods and were a great help to his campaign. Snowball, the other pig who shared the position of leadership with him did not agree with him on many occasions. However, naturally he was a good speaker and could easily reach the animals minds and gain support with his speeches alone. So, Napoleon trained the liable sheep to start chanting their favourite slogan four legs good, two legs bad at crucial parts of Snowballs speeches to drown him out, which made it incredibly difficult for him to express his point of view to them. Because of this, Snowball could not gain much support which was exactly what Napoleon wanted. All Napoleon had to do was to put down Snowballs ideas to gain support as the animals could not be convinced by Snowball if they could not listen to him. Napoleon gained total control over animal farm through exiling Snowball. Regardless of Napoleons efforts, Snowball managed to get most of the animals support on the matter of the windmill. Napoleon knew Snowball was a great threat to his position. If Napoleon did not act soon, Snowball would soon become the undisputable leader of Animal Farm. So he got rid of this threat. Using the dogs he had secretly trained, he banished Snowball from the farm. Without Snowball around, Napoleon became the undisputed leader himself. He then banned the debates and told the animals they would follow orders instead. He did this so the animals would be powerless in any decisions made on the farm. Napoleon would be running the farm without anyone there to disagree with any decisions he made. He later sent Squealer to justify his actions. Squealer twists the truth with lies to confuse the animals to think Napoleon was right in exiling Snowball. Some phrases he uses are; Do not imagine leadership is a pleasure and it is a deep and heavy responsibility [1]. These make Napoleon seem sacrificial, which will help gain the animals sympathy. He also uses the animals fear of Jones coming back to persuade them that Napoleon is right. He creates power using many methods. Making the animals March past Old Majors skull is reinforcing his leadership and also allies himself with the loved pig. It makes the animals respect the new leader as much as the old leader. In Napoleons speeches he uses the word sacrifice and own contribution to make the animals think that what they are doing is for a greater cause which convinces them to sacrifice for the greater good. Napoleon uses Squealer to explain anything and everything to avoid making mistakes himself. Squealer uses complicated vocabulary which the simple-minded animals do not understand. When the animals protest, squealer quickly persuades them with help from the threat of violence from the dogs; it makes the animals stop with their complaints. The sheep are then used to ease the mood by bleating their slogan. It is then not possible for the animals to protest again. Throughout the novel, it becomes routine for the dogs to be seen in public with Napoleon to reinforce hi s power through violence. Napoleon also makes the animals work so hard that they are so tired and they forget how they are being turned into slaves by their leader Napoleon. They also have no time to consider rebelling against him. He does this by making the animals build the snowballs windmill that he considered useless when snowball thought of it. To explain this, he tells the animals that it was originally his idea. Napoleon exploits the animals weaknesses. When he changes the seven commandments to justify his actions, the animals are doubtful because they remember that the seven commandments were different. However Squealer tells them that they are wrong and it is just a figment of their imagination. The animals think that if napoleon says so then he must be right and so they let him get away with it. Napoleon is an opportunist. When he realises that he can turn a situation, whether good or bad, to his advantage, he does without a second thought about whom or what might have to be removed in order for him to succeed. For example, when the windmill collapses, he tells that Snowball destroyed it and turns the animals against him. From that point onwards he makes Snowball a scapegoat. Whenever something goes wrong, it is because of Snowball. This makes the animals feel that they are lucky to have Napoleon as a leader. It is also an easy way out as it keeps the animals from finding out who is really to blame. This reinforces Napoleons leadership position as he will not be blamed for anything that goes wrong and creates the vision that Napoleons is a perfect leader. With his decision regarding the timber, he uses Snowball to back him up. Since the animals are against him, the farm he is not selling to will have Snowball hiding there. This makes the animals support his decision. He maintains power through various means. By rarely appearing in public he makes it seem that he has more important matters than the animals and that they should be lucky when he does appear. Through the various killings, he eliminates anyone who is a likely threat to his leadership such as the four porkers. The others who are killed had always angered him in some way or form, such as the hens who decided to rebel; they were killed as a warning not to disobey him. At the same time, he further destroys Snowballs reputation by making the animals confess that he was planning to kill napoleon. By using statistics, another form of lies, he convinces the naÃÆ'Â ¯ve animals that the farm has grown and flourished under his rule, again making him appear an admirable leader. There are other methods he uses to maintain power. He is given tittles like Protector of the sheepfold to make the animals see his acts of sacrifice and his birthday is celebrated which makes him appear like a god, as the animals must celebrate the day he was born to thank god for his birth. He even has a poem about his greatness inscribed on the wall with a portrait of him next to it just opposite the seven commandments. This makes him appear as powerful as the very principles of animalism. He is guarded by dogs and has a food taster so that he cannot be poisoned. He spreads rumours about the terrible state that the animals on other farms are kept to make the animals feel privileged to be in animal farm. He shows his brilliance by letting the animals see the banknotes he traded for the timber. This shows the animals that there are many luxuries to be gained under napoleons rule. He makes everything seem like a victory to cover up his mistakes and to keep the animals from blaming him. An example would be the blowing up of the windmill. It makes the animals feel that although there was a slight loss they still won. This can be seen when he uses the phrase readjustments instead of reductions [1] to make reducing of food seem not too bad. There are more celebrations to cover up the animals hunger and needs. Animal farm is also proclaimed as a republic, with Napoleon as its president to make it appear as if he is just watching over the animals and not controlling them. He allows Moses to remain when he returns as he spreads false hope which makes the animals continue labouring, hoping that if life is bad now, maybe one day, Moses stories might come true and life will be better. When Boxer, the highly respected horse and role model among the animals is taken away to be slaughtered, the animals are told that he received the best medical care available but was unable to be kept alive. Boxers death is then manipulated to Napoleons advantage. Napoleon tells the animals that Boxers last words were Napoleon is always right. Since this was one of Boxers favourite mottos, it is a likely lie. The animals then make this their own motto to respect their beloved Boxer. This works out incredibly well for Napoleon. Napoleon was a treacherous character and very much an opportunist of the worst kind. He used brilliance, cunning, treachery, propaganda and many other tools to gain, create and maintain power. Animal farm remained under his tyranny throughout the entire novel.

Mathematics Teaching In Early Years Settings Education Essay

Mathematics Teaching In Early Years Settings Education Essay Learning is a fundamental process, and one believed to be life long. Subsequently, education allows for learning to be progressed through the acquisition of knowledge and development of reasoning and judgment. Providing children with the necessary attributes to both read and communicate fluently, as well as count and calculate confidently are of significant importance, hence, to review progression, the Government insist on the analysis of frameworks. In July 2007, the Secretary of State asked Sir Peter Williams to review the teaching of Mathematics within Early Years and Primary schools. Through extensive research, Williams (2008) made ten final recommendations about how to improve the teaching of mathematics, addressing its distinctive requirements. Williams (2008) expressed that, The high standards achieved in mathematics in recent years can be maintained and improved further only by addressing the unique needs of this subject, a discipline which is not always embraced with enthusiasm and confidence. (ibid 2008 p.1) The recommendations highlighted that the improvement for the quality of mathematical teaching should not solely rely upon teachers and practitioners. Parents and families are of significant importance, particularly where an intervention programme is required. In addition, Head Teachers and members of Senior Management play an active role in ensuring that every child receives the best mathematical education. The accomplishment of this is very much dependent upon children having an unassailable start to their educational journey; hence, Williams (2008) proposed three specific recommendations for early years. Recommendation six highlighted that there should be a continuing increase in the proportion of graduate practitioners in early years settings: The review agrees that the presence of someone with Qualified Teacher Status, with early years specialism, working with children wherever possible is vital. (Williams 2008 p.38) This recommendation could signify considerable changes for early years education, encouragingly echoing a key aim outlined within The Childrens Plan; Building brighter futures (2007), that there shall be a graduate early years professional in every full day care setting in England by 2015. Furthermore, practitioners would require a firm understanding of mathematical pedagogy, expressing distinctive features that would support high quality learning. Children require an array of opportunities to learn in an environment that is stimulatingly rich and appropriate to their development, achieved through positive enthusiasm and direct teaching of mathematical skills and knowledge. There is significant value for the understanding of how the range of childrens educational experiences, during their first five years, can have profound implications on their mathematical learning. Consequently, Williams (2008) expressed there was a broad consensus on the importance for the need of uniformly good early years environments providing quality teaching. Central to that are the teachers and practitioners creating enabling environments and positive relationships, adopting effective pedagogy throughout all aspects of learning. Williams (2008) explored how childrens experiences with mathematics should be built upon play and spontaneous learning, fostering their natural interest in numeracy and problem solving. Achieving this requires the understandin g of how the use of childrens own graphical explorations, though mark making, is highly significant and of great value to practitioners. Williams (2008) however discovered that support for mathematical mark making was very rare, needing specific focus, as allowing children to develop their ability to extend and organise their thinking was defined as highly important. Williams (2008) commissioned recommendation four to highlight the significance of early years practitioners having specific mathematical mark making materials to support their professional development. Previous research into childrens mathematical graphics lays further emphasis on the value of these materials as Worthington (2008) expressed: The emphasis with childrens mathematical graphics is very much on children making sense of the written language of mathematics and effective pedagogy to support their thinking. (Ibid 2008) Worthington (2008) highlighted the importance of understanding how mathematical mark making could have dramatic effects on childrens learning, as allowing children to adopt their own form of mark making to symbols, will in future years, encourage them to combine their representations with that of standard mathematical symbols. As children progress through the primary curriculum, it is clear how there is a logical pattern to teaching and learning. Williams (2008) stressed the significance of children receiving excellent teaching and a high quality curriculum: each relying on the other for successful learning. Furthermore, within the mathematic curriculum, Williams (2008) believed there to be a well-structured programme that took into account how to develop most childrens learning. From this, Williams (2008) proposed, under recommendation nine, that the primary national curriculum for Mathematics should continue as currently prescribed, subject to any changes proposed by Sir Jim Rose. On the other hand, however, Williams (2008) identified how the transition from Early Years to Key Stage one can lead to discontinuity in learning through attempts to match early learning goals to the National Curriculum. A preceding review to Williams (2008) report expressed the importance of smooth transitions, conveying furth er certainty of its significance. The Childrens Plan: Building brighter futures (2007) expressed, Smoothing these transitions will benefit all children and allow each child to progress at a speed that best suits their needs while they are adjusting to their new environments. (ibid 2007 p.63) The effects of this transition on childrens mathematical learning may generate significant problems, leading to a loss in interest, omitting the opportunity to develop good attitudes towards the subject. Ensuring that a positive approach towards mathematics is a predominant feature, Williams (2008) outlined his key recommendation; a mathematical specialist in ever school. Engaging with a deep mathematical knowledge, the specialist would be central to effective teaching and learning, aiding quality instruction and intervention. The specialist would encompass attributes and characteristics that could advance mathematical learning, developing enthusiasm across the school. Continuing Professional Development (CPD) would incorporate a specifically designed programme, facilitating critical reflection on how to implement learning practices, and how to interrelate all strands of the mathematical curriculum. Williams (2008) also expressed how such programmes of studies could build upon complimentary Government aspirations, leading to the introduction of teaching becoming a Masters level profession. Through greater access to valuable recent research into mathematics, the specialist would offe r head teachers an array of opportunities to circulate effective practices and models of learning. Consequently, the mathematical specialist would become an invaluable constituent to primary schools; however, Williams (2008) needed to address the necessary training and professional development concerns. Williams (2008) proposed that mathematical specialists would receive an additional five days for Continuing Professional Development; however, the logistics could raise considerable barriers, and therefore still require further analysis. Effective learning through curriculum and pedagogy are central to both classroom practice and teachers knowledge and beliefs. Predominantly, pedagogy should be learner centred; embracing models of learning that encompass a collection of technique and effective assessment. Implementing this is very much dependent upon the teacher and through Williams (2008) recommendation, in future years includes the mathematical specialist. Assessment for Learning (AFL) is a tool used within schools to establish the progress of all children, aiming to improve individual attainment levels. Allowing children time to question, as well as answer and try out their own strategies, ensure that assessment becomes a collaborative procedure, offering teachers an array of opportunities to develop childrens learning. From reviewing evidence of mathematical achievement, Williams (2008) concluded that it appeared there was no single cause for under attainment, consequently leading to no single answer. One solutio n adopted by the Government is intervention programmes, aimed at children who are failing to achieve the basics. Intervention occurs across the curriculum, through, as the National Strategy describes, the three waves model. Wave one outlines the necessity for quality, inclusive teaching, targeted at all pupils needs. Wave two furthers this with group intervention, designed to accelerate the learning for particular groups of children expected to draw level with their peers. The individualised programme of intervention occurs during wave three, when teaching becomes specifically targeted and personalised. According to Williams (2008), the importance of intervention to the subject of mathematics, is paramount. There is a growing body of international evidence showing that a carefully considered response to these problems of under attainment in mathematics can restore young learners to a successful pathway for future study in the subject. (Williams 2008 p.45) Throughout his review, Williams (2008) put forward a strong recommendation for early intervention and under recommendation eight, outlined that children with serious difficulties should receive daily intensive one to one teaching from a qualified teacher. Previous research into early intervention can lay further significance on Williams (2008) recommendation. Dowker (2004) set out general principles outlining that intervention should ideally take place during the early stages of a childs education, aiming to reduce the risk of negative attitudes. Subsequently, Williams (2008) review sincerely welcomed the new initiative Every Child Counts (2008), a coalition partnership, between the Government and the charity Every Child a Chance, aiming to engage in the search for solutions for mathematical under attainment. The Every Child Counts (2008) programme is aimed at the lowest attaining Year two children, imposed at this stage, as it is believed to have maximum impact at a timely and prac tical period of a childs learning. In January 2009, Ofsted released the publication, An evaluation of National Strategy intervention programmes, incorporating a small-scale survey concluding on the impact of intervention. Ofsted explained that: Intervention is most successful when confident leaders and well organised teachers select from the National Strategy programmes and develop a curriculum that meets the needs of pupils and the circumstances of the school. (Ofsted 2009 p.18) Building upon this, Williams (2008) outlined that intervention should be led by a qualified teacher, generally involving one child, and incorporate the appropriate use of multi sensory resources and diagnostic assessment. Achieving this lays further emphasis on the importance of having well-trained teachers, with support from mathematics specialists. Leading an intervention programme would require significant support from head teachers and senior management, but additional to this the child must be committed, supported comprehensively by parents. Although this encouragement and assistance should occur for all children during their educational journey, it has been made evident how parents can further aid a child with mathematical difficulties. Williams (2008) identified that parents often miss the opportunity to help their child, as they are not aware of current mathematical teaching methods. Addressing this, teachers and practitioners should encourage parents, bringing them up to date on how they can support. Furthermore, Williams (2008) expressed the imperative need for teachers to recognise the wealth of mathematical knowledge a child learns outside of school, therefore, aim to encourage parents to use this out of school knowledge to participate in mathematical activities together. Williams (2008) review of mathematics could implicate significant changes within the structure of primary education and training of new and established teachers. Having an extensive knowledge of how effective interaction and instructive teaching can extend childrens thinking, with particular attention to their use of accurate mathematical language, lays further importance of having highly qualified and skilled teachers. Furthermore, Continuing Professional Development, with predominant reference to mathematics, is essential; with Head Teachers ensuring teachers have many opportunities to progress. With regard to intervention programmes, it is clear how essential training may need implementing, with specific focus on Initial Teacher Training and Continuing Professional Development programmes. As intervention is more widely adopted across primary education, it may become apparent for the review of Initial Teacher Training courses, ensuring that all trainees experience an intervention p rogramme. With regard to my personal teacher training, the Williams (2008) review made it evident how securing curriculum knowledge and effective pedagogy is paramount in aiding children to achieve their potential. Building upon the standards outlined by the Training and Development Agency (2009) it is apparent how knowing and understanding relevant national strategy frameworks can aid with the execution of inclusive teaching, overcoming barriers to learning and assessment. Furthermore, with the proposed national roll out of the Every Child Counts (2008) scheme in 2010 2011, the Williams (2008) report would become of significant value to my teacher training and future career, providing substantial information about the importance of effective mathematical teaching, encompassed with a positive and enthusiastic approach.

Literary Themes In All Quiet O :: essays research papers

Some authors use themes to show the reader some perspective. Erich Maria Remarque’s book “All Quiet on the Western Front'; uses many themes but there are four main ones. Those four themes are the Lost Generation, futility of war, sound imagery, and the institutionalization or depersonalization of war. Some of these themes can be integrated together to make an alarming yet wonderful effect to draw the reader into the story of “All Quiet on the Western Front';.   Ã‚  Ã‚  Ã‚  Ã‚  One of the most prominent themes book is also the most saddening. That theme is the institutionalization or depersonalization of war. Remarque begins the story with Germany’s soldiers fighting an institutionalized war. Soldiers were trained to destroy and kill the enemy. By institutionalizing the war, it was made easier to kill someone just like you for no reason. But by depersonalizing the soldiers with their enemy, it left devastating effects on the mind and heart. Soldiers emotions were deadened and they became irrational. Throughout the story, Paul Baumer, the narrator does not talk about killing someone but as the story progresses, this changes. An example of Paul acting irrational because of the effect war had on him was when he was in the trenches and all of a sudden, a French soldier comes into the trench and Paul immediately stabs him without thinking about, for Paul is scared and emotionally scarred. After stabbing him, Paul leaves him alone to let him bleed to death. In that part of the story, Paul regains a little bit of his emotions because after he stabbed the man, he starts to feel very guilty about it. He tries to talk to the dead man and help the man’s wounds. When Paul looks at the mans wallet, he finds some information about the soldier and realizes that the soldier was very much like himself, the only difference was that they were fighting on different sides. Paul then starts to feel he killed himself and wishes no more of a part in the war.   Ã‚  Ã‚  Ã‚  Ã‚  The institutionalization of the war led to people thinking how futile this war really is. Because the war was so depersonalized for the soldiers of Germany, they start to feel this isn’t their war to fight. Their loyalties are lost. What could have been solved between world leaders in a peace meeting had been made into an all out war, making millions of people lose their lives.

The early petroleum industry in the US :: essays research papers

The Early Petroleum Industry in the United States Ancient Egyptians used bitumen for embalming, the Assyrians used it in building, the Chinese for heating and lighting, and for centuries fishermen have used it to make their boats watertight. Naturally, man being what he is, was not content to let well alone, and soon petra- oleum (rock oil) and its associated products were being used in many delightful ways to cripple and annihilate his fellow men. The famous "Green Fire" was used in various forms for many centuries once it became known that when a mixture of petroleum and ground quicklime is exposed to moisture spontaneous combustion takes place. The flaming mixture thus produced was thrown by a pump mounted on the prow of a warship and the consequent havoc wrought on the enemy's ships can easily be imagined. Then oddly enough, the ancients knowledge of the properties of petroleum seemed to fall into abeyance and during the Middle Ages, and up to the beginning of the 19th century, petroleum was only remembered for its medicinal uses. It was to capitalize on this use that an American, Samuel Kier, decided to bottle the oil that seeped into his father's brine wells. He put it up in half pint bottles and advertised it as containing wonderful medical virtues. Another American George H. Bissell, saw his advertisement but was interested in oil for other reasons so, together with a friend, he leased 105 acres of farmland, near Titusville, Pennsylvania, paying $5,000 dollars for a 99 year lease. So in 1854 the first oil lease was granted. Having obtained the land, which he was fairly certain covered oil deposits, Bissell commissioned Edwin & Drake to drill a well for him. Drake did so and struck oil on August 27th, 1859. The first oil well had been sunk and a great industry had been born. Within a few months of the completion of the Drakwell, oil wells were being sunk all over the United States and within two years the country was exporting great quantities of oil. Simple distillation of seep and salt well oil was being carried out in Pittsburgh, Pennsylvania, by Samuel Kier who built a one-barrel still. He was buying crude by the gallon. Later Kier made a still of five-barrel capacity. These two stills for treating crude oil constituted the first commercial refinery in America. The five-barrel apparatus of Kier has survived and is in the Drake Well Museum.

Morgan Components IESE MBA Case Report Essay

  The Director of the European Interior Components Product Line Team of Morgan Components Company, Sean O’Fearna is facing a difficult decision. He needs to respond to the price reduction request on a door panel project, which would take-off in six months. The initial contract was signed at a price of 90 euros between Asiacar and Plasticom. Morgan Components took ownership of the contract, as it acquired the Clondalkin plant of Plasticom. The project was seen infeasible by Morgan Components executives, even before the price reduction. Therefore, first a unit based cost breakdown analysis was applied. It was observed that with the current production processes, the minimum price that Morgan Components could afford was 80 euros. Then the possible process improvements and cost reduction alternatives were analyzed and redesigning the door panel to reduce its features was identified as a must. The other two alternatives of reducing scrap and in-house production of X-27 had their own shortcomings like high initial investments and going against company policies, and therefore should only be applied if the price was restricted to very low levels. (e.g. at 73 euros Alternative of reducing features should be supported by reducing scrap to maintain profitability. For all the price levels below 72 euros, all three measures should be taken) Then, the auto industry was analyzed with regards to the purchasing regimes in the first years of a new launched product. The outcome was that even a failure product driven to market by Asiacar would necessitate Asiacar to buy at least 30,000 units of door panels in total. (A moderate success would result in the purchase of 100,000 to 200,000 units and a real success would take the sales number of Morgan Components up to 300,000 units.) In the light of this analysis a comparison of worst case scenarios were made. The result showed that even in the worst case scenario of going on with the Asiacar contract, Morgan Components would be better off than canceling the contract. Moreover, a series of arguments were prepared for Sean O’Fearna to present his seniors within Morgan Components to convince them on this argument and  get permission to go on with Asiacar contract. Financial situation and the diversification policy of Morgan Components, under capacity production of the Clondalkin Plant and the importance of Asiacar as a client were among these. Then a price range was provided to Sean O’Fearna before his negotiations with Asiacar. He should keep the price at a level between 75 to 81 euros not to forgo the contract, while maintaining profitability. To be able to achieve this, the credibility of the Japanese supplier threat was argued and the risk of changing suppliers for Asiacar was quantified as 5 to 7 euros. Besides, counting on the fact that Clondalkin had the rights to redesign the door panels for Europe up to now, and Asiacar had already invested 2 million to Clondalkin redesigns, the Japanese threat was further diluted. However, these arguments would not mean much without Sean being able to put them clearly on the table during negotiations. Therefore a clear negotiation action plan was outlined in order for Sean to persuade Asiacar to carry on with the contract at a price level of 78, which would reduce the risk on Morgan Components and may even provide a profit of 1.8 million euros in the best case scenario, while, on the other hand, providing Asiacar a savings potential of 3.6 million euros. Problem Statement & Alternatives The main problem Sean O’Fearna is facing in the Morgan Components Case Study is that he needs to give a response to the 25% price reduction request of Asiacar. This reduction is requested on a door panel contract, for which some investments are already made and the process is to be started in six months. Sean is concerned about the potential losses that may arise after this price reduction, and the potential risks of canceling the whole contract. First of all Sean needs to decide on whether to carry on with the contract or cancel it right away, analyzing the cost structure of the door panels. Moreover, he may need to choose a way to modify his production processes to  reduce his costs. Afterwards, if he decides to carry on with the contract, he will need to decide on a minimum price that he may afford and come up with a price range, mutually acceptable for both Asiacar (AC) and Morgan Components (MC). Since Sean himself is not in a position in the organizational structure of MC to decide on such a critical issue all by himself, he will need to discuss the upcomings with his own superiors, before starting a negotiation with AC. In this context, he has to identify the strengths of his arguments that he should draw on during his dialogues with both MC executives and AC representatives. Criteria: All the decisions Sean needs to take are constrained in five main criteria, all of which will be taken into consideration to provide a framework for the analysis. First of all is the risk of canceling the contract right away. Since some investments has already been made and considering the Clondalkin Plant running with 60% capacity currently, quitting the contract will require firing some workers and in total incurring a non-recoverable loss of 3 million euros. Second important aspect is the profitability of the AC contract. Taking into account the potential risks contained within the structure of the contract, the cost structure of the door panel production should be re-analyzed to determine the maximum potential profit and potential losses that may occur at the end of the contract period. Third criterion is the MC organizational structure and corporate strategy. The organizational structure will affect the decisive ability of Sean himself and the possibility of that a certain modification in the cost allocation structure of the contract may be applied. Moreover, alternative cost cutting methods should be analyzed with regards to the strategies of  the company. The fourth key point is AC as a company and its current condition. The relations of MC with AC and the significance of AC to MC as a strategic client have important impact on the decisions of both Sean and the senior management of MC, who are seeking for diversification. Furthermore, the Japanese Supplier threat put forward by AC should be analyzed in the context of AC being in weak financial situation and currently running a revival plan. Finally, Sean and his relationship with the Clondalkin Plant and the Clondalkin town should regularly be considered during analysis, in the sense that he may not yet be able to think unbiased from MC’s side, since he has worked for long years at Clondalkin before MC bought the plant. Analyses of Alternatives in the Framework of Relevant Criteria: 1. To carry on with Asiacar contract or to cancel it right away The first issue to observe before making this decision for Sean is to figure out the losses the company is going to face. It is clearly stated in the case that the company is going to lose 3 million euros if the contract is cancelled now. So, Sean needs to check the alternative of going on with the contract and analyze the profitability of it, in order to make a net comparison. To have a better judgment of the profitability of the door panel contract, Sean first needs to analyze the costing methods of Plasticom and MC. He needs to spot out the Two main differences are in the labor costs and the corporate overheads. Assuming that wages might have been increased after the factory was bought by MC in order to increase motivation and gain worker loyalty. Moreover, since the wages might as well rise in the following five year contract period, the increased labor cost approach seems conservative, but logical. On the other hand, the corporate overheads are only an allocated portion of MC headquarters’ costs; they have no direct relation with this contract alone and do not affect the potential positive cash  flows. As Sean convinced MC executives not to consider the corporate overheads to carry on with the project before, they definitely will not be included in the analyses for such a critical decision of canceling the contract. The next step in the analysis of costs should be to decide whether AC is going to buy 300,000 units in the following five years and how the purchases will be distributed over years. It can be certainly understood from Sean’s doubts, that in the AC contract there’s no restriction for AC to buy 300,000 door panels. Also, big manufacturing companies tend to transfer market risks on to the supplier as a procurement strategy. It is often the case that if the product of a main company does not sell in the market, it is the supplier who suffers because of not being able to compensate initial investments. Therefore, it is crucial to analyze costs on per-unit base and to carefully differentiate variable costs and fixed costs. Exhibit-1 shows the recommended cost structure per unit door panel. The reason that indirect labor, maintenance and factory overheads were incurred as variable is that these costs tend to change with the volume of production and would disappear if there were not door panel production. Even factory overheads are allocated on to projects according to production volumes. So, it is obvious from Exhibit-1 that Sean cannot afford to carry on with the contract at a price of 68 euros per panel unless a cost reduction in the production process is made. Then, the decision of going on with the contract depends on the next decision step, which is; 2. To choose which alternative cost reduction methods to implement Sean has three alternative ways to reduce production costs of door panels. First of which, – now on to be called Alternative-1 – is to reduce the features of the panel design. Alternative-2 is to reduce scrap and Alternative-2 is to produce X-27 in-house. All possible combinations and outcomes of these process improvements are given in Exhibit-2. As it is seen, the Alternatives 2 and 3 are inefficient to reduce the cost below the 68-euro level. Their effect is more adequate when combined with  Alternative-1. On the other hand, the Alternatives 2 and 3 bring some shortcomings with them. First of all, Alternative-3 requires a non-strategic component to be manufactured in-house and may cause a supplier to go out of business. This is both against two critical criteria; MC corporate policies and Sean’s relations with Clondalkin. Moreover, both Alternative 2 and 3 require an increase of initial investments. This increases the risk undertaken by MC with regards to the fact that the amount of purchase and its distribution over the years is ambiguous. Exhibit-3 presents possible procurement regimes that may be followed by AC according to the success level of their new car model. A summary of Exhibit-3 may be that while a successful or moderately successful model would create a purchase of over 100,000 units of panels, the failure of AC would mean sales of below 100,000 units for MC, but particularly not below 30,000. This analysis enables us to compare worst-case scenarios and make a distinct comparison between canceling the contract and going on with it. Exhibit-4 demonstrates this comparison. According to this, it is clear that even if AC’s new model is a failure, MC would be better off by continuing with the contract with minimum condition of implementing cost reduction Alternative-1 is met. Sean should do everything he can to keep this contract, in order to minimize Clondalkin’s losses. 3. Affordable Price Range and the Effect of Price on Cost Reduction Alternatives Graph at Exhibit-5 illustrates the variation in breakeven points of the AC contract with different cost reduction alternatives at different price levels. This graph is essential in several ways: First, the minimum affordable price for MC is 72 euros, assuming that it is the probability to sell more than 300,000 units with this contract is very low. It also reveals the cons and pros of the alternative cost reduction methods. For example, if the price level is restricted to a level of 72 euros or below by AC, then the trade-offs of Alternatives 2 & 3 are less important compared to the  profitability increase they bring and both should be implemented immediately. If a price of 73 euros may be negotiated with AC, then the implementation Alternative-3 may be postponed or completely dropped due to its shortcomings and only Alternative 1 and 2 would be enough together to bring MC to a breakeven at 300,000 units. At even higher price levels, alternatives 2 and 3 lose their significance and MC may carry on the contract only with Alternative-1. However, can the price reduction request of 25% be negotiated with Asiacar? Is the Japanese threat credible? What are the arguments and strengths that Morgan Components has in hand to increase the requested price to a higher level? How important is this contract and the relationships with Asiacar for both Morgan Components and Sean himself? All these questions and more need to be answered in order to come up with a down to earth action plan that can be applied immediately to get Sean and Morgan Components out of this situation without any significant losses. Synthesis: In the light of the analysis made, my recommendation for Sean O’Fearna is to go on with the Asiacar contract with whatever means possible. This outcome is also supported by the criterion of Sean’s relationship with Clondalkin plant. He, having a strong reputation within Clondalkin, would not want to put the plant at risk by continuing at a capacity of 60% and not making decent profits. On the other hand, considering the organizational structure of Morgan Components, Sean is not at a position to take such a critical decision on his own. He needs to convince the senior executives of Morgan Components about carrying on with the contract. However, at this point, his strong relations with Clondalkin my turn out to be a disadvantage for him. Morgan Components executives, knowing Sean’s strong tie to Clondalkin may respond to this proposal biased. Therefore, Sean needs to support his arguments with fact, especially the data presented in the exhibits of this report, which clearly show that canceling the contract brings the worst possible outcome. Moreover, Sean must emphasize on the corporate vision of Morgan Components. Being 80% dependent on only one firm and being very eager about their diversification policy, creating new businesses with Asiacar has high importance of Morgan Components. Asiacar is not a completely new client for Morgan Components and the three plants of Plasticom were acquired by Morgan Components mainly to increase businesses with Asiacar. When compared to the 1.2 billion euro sales size of Morgan, the 27 million euro potential of this contract may seem small at first sight. However, at this crucial period where Morgan is trying to minimize its losses by all means, letting Asiacar down with this contract would put both current and future businesses of Morgan with Asiacar at stake. In addition to that the Asiacar contract will increase the capacity usage of the Clondalkin plant significantly from 60% to 90%. Clarifying all these critical aspects should get Sean the necessary permissions to start negotiations with Asiacar to continue business with them. The next step for Sean should be to analyze the possibility of negotiating the requested price of 68 euros with Asiacar. Greatest threat for Morgan Components is the possibility that Asiacar may transfer its supply to a Japanese supplier, which is currently supplying door panels for the Japanese version of the same Asiacar model. Nevertheless, if the nature of automotive industry is analyzed, it will be seen that most of the main manufacturers apply Just-In-Time production procedures, or even if not, they try to minimize their inventory by pressurizing suppliers with tight deadlines and minimum delivery lots. Supplying from Japan to a manufacturer in UK, other than bringing an additional logistics cost of 4 euros, is extremely risky for the manufacturer in the sense that it may increase lead-times and cause inventory pile-ups. Although it is difficult to quantify such a risk, Sean’s target price during his negotiations with Asiacar should definitely be higher than 72 euros. In that case, what should be the target price for Sean during his negotiations with the Asiacar representatives? Looking at Exhibit-3 again, aiming a price that would breakeven at 300,000 units is far too risky for  Morgan Components. On the contrary, trying to achieve a profit even if Asiacar’s new product fails would be too opportunistic and may cause an unpleasant response of direct change of supplier on the Asiacar side. Therefore, targeting a price range that would arrive at a breakeven at moderate success would be my suggestion. This price range may be deducted from Exhibit-5, and falls between 75 euros and 81 euros. Furthermore, the Clondalkin plant contains a key advantage regarding the Asiacar contract. Clondalkin is not a just a plant that is to produce a given design; Asiacar has provided Clondalkin the initial design and the redesign of the door panel and the necessary adaptations of the design for the European market is carried by the Clondalkin plant. Why is this issue so important? Because of the two vital criteria for Asiacar: Time restrictions and the necessary initial investments. First of all, there are only eight months left for the product launch of Asiacar, which is on May 2005. This means that the first samples of the door panels for the try-outs should be delivered to Asiacar at the latest by January 2005. Thus, the new supplier needs to redesign the product for European Markets, produce the mold, and start the production within 6 months. Would Asiacar take such big risk? Besides, Asiacar has provided 2 million euros of a total of 5 million euro investment on the redesign of the door panels. Now Asiacar has two possible option, which I recommend Sean to emphasize clearly during the negotiations: Asiacar is either going to provide the remaining 3 million euros and wait until Clondalkin completes the molds and then transfer them to Japan, or come down to accept a mutual agreement for with Morgan Components In order to be able to build on this argument without being offensive, my recommendation is that Sean should follow such an action plan: First he should mention that Morgan Components wants to support the revival plan of Asiacar and ready for sacrificing to an extent to maintain a sustainable relationship. However he should stress on the fact that pressurizing Morgan Components for a price reduction to 68 euros would result in the shut down of the whole company. He should support this by the data provided in Exhibit-6, which is the re-structured version of the cost breakdown in  Exhibit-1. Exhibit-6 will show Asiacar that below 81 euros, Morgan Components will theoretically not make profits for this contract. Moreover, reducing the price down to 81 euros would mean a potential saving of 2.7 million euros for Asiacar. He should also underline the risks and additional costs of working with a Japanese supplier and mention that a 68 euro price from a Japanese supplier would mean the ex act same cost to Asiacar to buy the panels at a 73 euro price from Morgan. Setting his minimum and maximum clearly to 73 and 81 euros, then Sean may start releasing the handles again. Depending on the reactions of the Asiacar representative, he may restate the importance of being an Asiacar supplier for Morgan Components and approach with the favor of going below 81 euros with the following conditions being guaranteed: More future contracts starting form 2005 and the renegotiation of the door panel prices at the end of 2005. Even after that, if Asiacar keeps insisting on very low price levels, the issue of having the current design in hand and having already expended the 2 million design fund should be raised, but without being offensive or destructive. The objective must be keeping the price in range of 75 to 81 euros. If Sean may apply my recommendation completely, he should come out of the Asiacar negotiations, with a price of around 78 euros. Having this price settled and implementing a redesign on the panel to reduce features (Cost Reduction Alternative-1), Morgan Components may expect a profit of nearly 1.8 million euros within the next five years, if the project is a complete success. Moreover, since the initial investments will be recovered after 170,000 units, the risk will be also minimized. Within very tight deadlines and such stressful conditions, following such a structured action plan may not be very easy for Sean O’Fearna to apply, however, with the above given key points in mind he should be able to achieve the outcome to save his professional reputation, Clondalkin Plant’s future and moreover, to provide a decent profit for his new company, Morgan  Components.

Decision making on workplace Essay

In my workplace I look after a gentleman who likes to go to the shops on his own. He is deemed too have mental capacity to make this decision. On making this decision it was discussed with him what certain protocols we needed to put in place to support him and to make this happen safely. This man is very much involved in his care plan and he has read, and reviews his care plan when changes are needed. Firstly it was explained to this man that we needed to put a risk assessment in place which says if anything was to happen to him when he was out and about that he took full responsibility of what might happen, for example if this man was to fall when out by himself that the workplace would take no responsibility for this, this man was very happy with this statement and was willing to sign and agree to this risk assessment. The family were also made aware of this decision and were happy for this to be put in place. Family suggested that maybe before he goes out that he was to tell a member of staff where and when he was going, just so that someone is aware. All parties agreed to this. Letting this man go out to the shops by himself really helps with his self-esteem because it makes him feel important, respected and makes him feel like he is as independent as possible and that he doesn’t have to ask all the time about what he wants to do. Also if any changes have been made to his care plan for whatever reason he is always consulted first and asked if he is happy with the decisions that are being made. If he isn’t happy for whatever reason he is more than capable to speak up and say what he would like or prefer. On the other hand if this man didn’t have the mental capacity to make any of these decision or had no family to make decisions on behalf of him and advocate would be brought in and they would be able to make best interest decisions on behalf of him.