Rhetorical Analysis Essay Example for Free

Rhetorical Analysis Essay Disclaimer: Let’s avoid abortion, the death penalty, gun rights, and gay marriage for this assignment unless you can convince me you have a fresh spin or take on it. These topics have been heavily used in previous semesters, so I want to encourage you to expand to less traveled territory. 2. Then, choose three interesting rhetorical artifacts that deal with or illustrate this social issue. This could be such things as advertising, films, books, songs, albums, YouTube/online videos, speeches, websites, etc. Limit yourself to only two samples per genre—that is, don’t pick three films, or three songs, or three books, but have some variety. It is possible to pick something very simple—like a single magazine page ad—but remember that you need to be able to pull a lot out of it to discuss. So find something that will be fruitful for many pages’ worth of discussion. Your assignment 1. In your introduction (5-8 sentences), first describe the social issue and why you’ve picked it. Then, briefly describe the three rhetorical artifacts and how they pertain to the social issue. 2. Finish your introduction with a thesis statement. Remember, a thesis statement is an argument and not a declarative sentence, a question, or an announcement. Two sample thesis statements: A descriptive analysis of six parts of [artifact A], [artifact B], and [artifact C] reveal how each of these pieces work to illuminate [Social Issue]. [Social issue] can be better understood by a six-part descriptive analysis of [artifact A], [artifact B], and [artifact C]. 3. Do the six-part descriptive analysis, which will be explained in the next section. Generally speaking, you will be doing six analyses of each of your artifacts, so a total of at least 18 separate examinations. Each analysis should be roughly one or two paragraphs. 4. Be sure to include a Works Cited/Bibliography page with for three rhetorical artifacts. 5. Your paper should total 7-10 pages, not counting the Works Cited/Bibliography page. The Six-Part Descriptive Analysis: In your essay, you’ll need to do each of the following six analyses. For each analysis, you’ll need to follow the Claim+Proof+Analysis structure that the book calls the critical equation (see page 30-34, especially 32). So for each analysis, you would 1) claim that such-and-such descriptive element is present. Then 2) give me proof of that—why can you make this claim? Then 3) tell me how well your artifact puts this descriptive element to use. 1. The six rhetorical purposes (pages. 8-13) a. Creating virtual experience b. Altering perception c. Explaining d. Formulating belief e. Initiating action f. Maintaining action Examine each of your three rhetorical selections in the light of these six rhetorical purposes. Which of the six is the best fit for each of your selections? There may be more than one purpose, but discussing just one of them is fine. So for each artifact, you would 1) claim that X type of rhetorical purpose was used. Then 2) give me proof of that—why can you make this claim? Then 3) tell me how well your artifact puts this rhetorical purpose to use. 2. The seven elements (page 24). Of the seven elements, two are of interest for this assignment. a. Persona. The role the persuader takes in addressing the audience. Think of things like good cop/bad cop; teacher; friend; pastor; reporter; clown b. Tone. The persuader’s attitude towards the subject (Detached, emotional, satirical.) AND the audience. (Personal/authoritative/supplicant.) Complete a critical equation for Persona and Tone for each of your three rhetorical artifacts. So for each artifact, you would 1) claim that X type of persona or tone was used. Then 2) give me proof of that—why can you make this claim? Then 3) tell me how well your artifact puts this persona/tone to use. 3. The VASES—Visuals, Analogies, Statistics, Experts, and Stories. (See page 80 for a brief overview, but you’ll need to look at the entire chapter 4 for a full understanding.) Describe how each of your three artifacts uses evidence in light of your social issue. Use the VASES, although note that not all five of the VASES will be used in each artifact. Remember that this should be structured in the Claim + Proof + Analysis structure. So for each artifact, you would 1) claim that X type of evidence was used. Then 2) give me proof of that—why can you make this claim? Then 3) tell me how well your artifact puts this evidence to use. 4. The dimensions of rhetorical action. We aren’t always convinced by purely logical reasons—sometimes psychological, social, and personal reasons convince us as well. (See pages 117-121). Think of each as these as on a continuum—that is, it isn’t 100 percent on one extreme or the other, but more likely a blend of 70/30, 60/40, etc. Purpose Instrumental ïÆ'ŸïÆ'   Consummatory (A tool) (Purpose in action itself) Argument JustificatoryïÆ'ŸïÆ'  Ritualistic (Offers reasons/justifies) (Participatory/performative/affirms) Structure LogicalïÆ'ŸïÆ'  Associative (Necessary links)(Learned from experience) Language LiteralïÆ'ŸïÆ'  Figurative Describes worldDescribes internal state Evidence FactualïÆ'ŸïÆ'  Psychological VerifiableAppeals to needs, drives, desire (logos)(pathos) Plot where each of the three artifacts lie on the continuum. (Do so in paragraph form—I don’t necessarily need a diagram.) You don’t have to use the same rhetorical dimension(s) for each artifact. Remember that this should be structured in the Claim + Proof + Analysis structure. So for each artifact, you would 1) claim that your artifact is placed somewhere on a continuum for a certain dimension of rhetorical action. For example, â€Å"This artifact is mostly figurative, but it contains a few literal elements as well.† OR: As an entertaining film, this piece is almost purely consummatory.† Then 2) give proof of that—why can you make this claim? Then 3) tell how well you think it works in this case. 5. Organizational patterns. (pages 136-142). How is the artifact organized? Sequence A. Chronological—by time B. Narrative—story C. Spatialdirection Topical A. PartsïÆ'   subtopic (breaking into chunks—unique to the subject) B. Perspectives ïÆ'   familiar divisions (common, often-used categories) Logical A. Causal—cause ïÆ'  effect B. Problem-solution—harm ïÆ'  solution What is at least one organizational pattern used by each artifact? How does this organizational pattern help promote its perspective on your social issue? (If you do not think your artifact demonstrates any of these organizational patterns, prove it—show me by process of elimination how none of them fit) You don’t have to use the same organizational pattern(s) for each artifact. Remember that this should be structured in the Claim + Proof + Analysis structure. So for each artifact, you would 1) tell me what organizational pattern(s) you see at work. Then 2) give me proof of that—why can you make this claim? Then 3) tell me how well you think it works in this case in light of your social issue. 6. Resources of language (See 165-169) Think of these as continuums. FormalityïÆ'Ÿ-ïÆ'  Informality PrecisionïÆ'Ÿ-ïÆ'  Ambiguity LiteralïÆ'Ÿ-ïÆ'  Figurative EconomyïÆ'Ÿ-ïÆ'  Redundancy Plot your artifact on what of the continuums of style (for example, 70 percent formal, 30 percent informal). How does this style help promote its perspective on your social issue? Give me one paragraph for each artifact. (Note: If you’ve explored the literal—figurative continuum in a previous portfolio assignment, please select a new one.) (If you do not think your artifact demonstrates any of the styles, prove it—show me by process of elimination how none of them fit.). You don’t have to use the same resource of language for each artifact. Remember that this should be structured in the Claim + Proof + Analysis structure. So for each artifact, you would 1) tell me what organizational pattern(s) you see at work. Then 2) give me proof of that—why can you make this claim? Then 3) tell me how well you think it works in this case in light of your social issue.

Market structures in practice at Unilever deviate

Market structures in practice at Unilever deviate Market structure is the manner in which a corporation experience competition during the delivery of goods and services. The structures are very dynamic and both extremes do exist depending on the market in which one is operating and the type of goods being dealt with. The theoretically existing market structures are: perfect competition, monopolistic competition, oligopoly and monopoly. Out of these existing market structures, it is not possible to single out one to be prevailing in the Unilever products market. This so because there is no clear cut differentiating between them. However, perfect competition is a far much distinct structure from the other three structures. Unilever has a wide range of its consumer products in distribution worldwide. The corporations complexities in organizational structure coupled with an expansive portfolio of products have made the Unilever company operate in all market structures except perfect competition. Perfect competition prevails when there are many sellers and buyers present in a market. This means that no single player will bring much influence in the entire market. The presence, withdrawal or change of strategy by a distributor in this market structure has an insignificant effect in price and demand. The market forces are left to take their full swing operation. In this market, the consumers view all products to be identical thus selection of a product to be purchased is indiscriminate. However, this is not case in most household consumer products. Consumers are very sensitive in the selection of such products, especially those that affect their health and general appearance. The earlier mentioned expansive portfolio of Unilever house hold products affects the final consumers health and appearance. This effects either instant or long term are evident in its advertising slogan; adding vitality to life. By considering the corporations profile, Unilever is not the type in which it s presence in the market cannot be felt by fellow competitors as well as consumers. Therefore, saying that a perfect competition is the kind of market structure in which Unilever is operating will be a complete fallacy. Monopolistic competition prevails when there are few restrictions to the entry of the market. The presence of a corporation in the market will therefore be determined by it creativity and ability to overcome the few existing restriction. Such restrictions may not necessarily be economic but rather anything which may retard the growth and performance of a player in that particular market. The many companies operating in this kind of market structure have little to influence since they have small market share. Unilevers market share cannot be generalized as small globally but rather largely variable. It is dependent on geographical diversification characterized by expansion and venturing into emerging markets. The aspect of small market share may not be entirely dismissed but can be stated as a fairly potential scenario to occur. This is evident in the penetration in to the new markets already colonized by competitors as well as situations where others are proving too strong to eat int o the corporations market share. The products in this case are very distinct thus one can easily differentiate between products of different companies. The Unilever products can easily be identified and are available in a large sea of household products from which a consumer chooses from. The marketing strategists in Unilever must therefore apply non-price competition strategies. Advertising is the most common non-price strategy available for Unilever, where fellow market players have close substitutes of its products. Another tool in use by the corporation is the rolling out of an ambitious research and development program which has seen it deliver the most optimal innovative designs of products. All these characteristics describe a monopolistic competition which becomes one of the prevailing market structures. Oligopolistic market structure exists when a few firm dominate market and thus enjoys a majority of market revenue. This is evident in its market share which according to Fortune 500 list of large companies in Europe, it revenue was at $ 45,679 million which placed them at fifty-fourth slot in the year 2000. This commanding market share coupled with European Union stringent standardization rules makes it hard for new products to hit the market. The Monopoly on the other hand means that there is only one supplier. Therefore there is no competition expected. The sole supplier dictates the prices, supply quantities and the quality control. This hypothetical structure hardly prevails unless there are influences from regulators like governments and other authorities empowered by pacts and international agreements. There are high barriers making it totally impossible for other firms to enter the market. It is hard to experience this kind of a market structure currently. It can only be seen in specialized products distributed by the government due to their nature to influence the national security. We can therefore confidently dismiss this structure to be non-existing in Unilevers products. To sum it all, all market structures except monopoly are in practice at Unilever. However the perfect monopolistic structure carries less weight because the cumulative market share of this corporation is big enough to shake off potential high caliber competitor. Any organization interested in the manufacture and distribution of household goods can only do best by either franchising or merging with Unilever. The consolidation of European resources through European Unions elimination of trade barriers and restrictions has come up with far reaching opportunities as well as setbacks for main stream organizations. For Unilever, it is a great milestone as it is for other multinational organizations to see different regions get in to agreements of forming trading blocs. The usually complex management structure can be simplified through creation of regional offices. The basis of such regional offices is going to be the preset blocs. Relationship between market forces and Unilevers response Market forces are the demand and supply which is a reflection of all price-conscious sellers and buyers of the products available in the market. The desires of sellers and buyers are in the two extreme ends. Sellers will want the highest possible prices while buyers want to own the goods for free if possible. Since taking goods freely is not possible they are therefore asking for minimum prices possible. The price is expected to go up with an increase in demand while an excess supply will make the price to fall. Such varied desires constitute never ending market forces. It is worth to note that the market forces are only possible when there are no external interferences. The already mentioned rich portfolio of Unilever products can be put into the following categories: washing powder and detergents, beverages and butter and margarine. These products must attract many buyers as well as producers being the fast moving consumer goods demanded by buyers daily. In fact the demand is poised to rise given the ever rising populations of the world accompanied by rapid urbanization. It is the dream of every organization in business to make profit and reduce cash outflows as much as possible. Unilever being no exception has put in a lot of efforts to stay up beat so as to maintain and grow its market share both in Europe and global market. We are now exploring its response to such dynamic challenges accompanying variations in market forces, the actual effects in revenue and long term reputation of the corporation. The corporation has a deliberate effort to guard its market share. The main strength of Unilever is the expansive geographical diversification of its products. These will translate to the final returns because; the poor results of one region are likely to be cushioned by those of the other. To illustrate this, the corporation was in operation in eighty eight different countries in the year 2002. Management teams in every region were given decision making autonomy so that the products available for distribution in their respective regions are tailor made to just meet the consumer needs. This brilliant approach ensures the avoidance of obsolescence as well as delivery of the most relevant goods in the market. Paying attention to human capital offers enormous opportunity to the long term strategy of the corporation. This global organization believes that a highly motivated human capital is going to impact positively on the general outlook. It is this reason therefore that has made the company to invest on human resources development through recruitment and training of employees from varied disciplines and qualifications. To ensure that every talent in the society is utilized one can enter the companys amazing human resource through graduate trainee program or specialized skill direct entry. Another notable strategy which may look more of welfare based than economic is the formulation and implementation of a well detailed safety, health and environmental policy. This has a lasting perspective and a wide focus beyond what can be immediately seen. However, there are short term benefits of this. An employee who is always safety conscious is going to deliver better results than the other who has no attention to safety. It is also worth noting that some economic blogs like the European Union cannot accept a companys products if there is not practical move to conserve and protect the environment. The most recent example is the black tea sourcing sustainability commitment which came by through the certification by Rain Forest Alliance. Among the immediate benefits of this tea sourcing sustainably, Unilever has been able to launch its Rain Forest Alliance compliant tea in the European market. The years of poor performances globally prompted the organization to embark on an ambitious path to growth strategy in the year 2000. The strategy has specific action points to be discussed next. First of all, the ambiguity surrounding the amorphous number of brands was eliminated through the reduction of brands to the four hundred most important core products. The unsuccessful brands were successfully removed from the market which led to the increase in sales of the top brands from 75% to 93%. The corporation has been able to also tap from emerging markets by penetrating those which are already colonized by the competitors such as; Procter Gamble, Nestle and Kraft Foods. Among the major advantages of Unilever is it ability to carry out research and identify the consumer trends of needs. With this information at hand, the response is efforts to cater for them. Just to illustrate this proactive approach, the major concerns in the world of late are nutrition and weight. Majority of the people are currently shifting their focus to ways of living healthier lifestyles. So as to move in tandem with this trend Unilever acquired Slimfast, an organization offering weight management services and nutritional consultancy. The intense competition faced worldwide has necessitated the Corporations top management to make acquisitions. The top acquisitions are Ben Jerry, Slimfast and Best Foods among other twenty worldwide. This ability to make huge acquisitions and conglomerate firms hav e put itself in a position to enable itself enjoy competitive advantage. The corporation saved EUR750 in cost and operating margins rise by 15.7 per cent in the first three quarters. The Unilever is carefully working together the Competition Commission so as to achieve a balance between their profits and legitimacy. Striking a balance has been a headache for both parties bearing in mind their varied intention of promoting competition. Competition Commission will always strive to provide a fair play ground for the players in a given industry. It ensures also that no one takes unfair advantage by punishing the final consumer. To achieve this, the commission closely monitors the interaction of competitors and partners in the market. The changes in businesses set up including concentrations through mergers and takeovers are very useful so as to eliminate the competition among the players in the market. The resent proposed acquisition of United States based Sara Lees body and laundry division by the Unilever is being reviewed in line with European Union Merger Regulation. The commission seeks to establish the ultimate effects of shelf prices of these products after th e elimination of competing suppliers of a good number of household cleaning products. Through such a strategy, the corporation is able to wade off expenses that could have resulted from competition and huge advertisement. However, if this is viewed as move to club together and drive others out of business it will be totally unacceptable and the commission is going to advice the relevant bodies accordingly. Sanctions and license suspension may the worst penalties that the company can get if found guilty. But leaving alone this pessimistic approach of the role of competition Commission, there are a lot to be achieved. The corporations expansion strategy has seen it adopt an earlier mentioned path-to-growth master plan aimed at growing it market share. Its unrivalled enormous infrastructure has played a paramount role in venturing into emerging markets. The other strategy has been the focus on the internal structures of management and building of global leadership. A well oiled management machine has been achieved through internalization of the concept of growth by every member of the management team. The history of this company shows us that it is a merger of two companies based in United Kingdom and the Netherlands. With this foundation, there has been need to cluster the two head offices resulting in a simpler organizational structure. A fast decision making and improved accountability can only be achieved through the continuous improvement of organizational structure. Importance of foreign international trade, economic integration and global markets in Unilevers business International trade is the exchange of goods and services through the borders. This type of business has formed the firm foundation in the modern business world because the manufacturers and distributors attempt to gain from a wider market rather than looking at their own borders. Each and every firm intending to throw its nets wide must focus on the globalization of its marketing and distribution operations. The foreseeable constraints of venturing into international trade are deeply rooted in the standardizations and trade barriers formed through economic integrations and blocs formations. Many economies have leant that they cannot effectively compete with the do-it-alone approach. Therefore there is a rise in regional economies coming together and forming a bigger economy. This grouping and regrouping of states have a huge impact on the social, political and most important economic dimensions of organizations. There many benefits that come along side this integrations as well as d emerits. Any organization in need of these benefits and willing to take the accompanying risks will surely take these challenges and reap from the goodies of global market. Just like any other multinational firm, Unilevers presence in the global market has helped in the continuous development of new market segment. In order to benefit from the economies of scale, the corporation shakes off the saturation in the European domestic market by gathering for the needs of international buyers. International trade is also important bearing in mind the corporations portfolio resources and products. To tap from these undoubted benefits of international trade, Unilever utilizes the various available options of internationalization. The earlier stated concept of mergers and acquisitions has given the corporation a huge milestone in venturing into international trade. Among the many firms that has entered in a n international partnership with the corporation are: Pepsico which works together to market and distribute Lipton a ready-to-drink tea, Inmarko which is the leading ice cream corporation based in Russia and the imminent acquisition of Sara Lee division of body and laundry production. In a nutshell, the company has been able to secure a total of twenty acquisitions Unilever can therefore be said to be a global corporation based on the attributes described before. This is justified by its presence in many nations and the use coordinated brands in global market. It however has one centralized office in the United Kingdom which manages the entire strategy. The European Union policies which affect tariffs and free trade agreements are going to have a final trickledown effect on the revenues and operations of Unilever. The elimination of trade restrictions and barriers within the European market means that the revenues are going to rise because of easy penetration to domestic regions. The removal of all tariffs on trade is one of the major benefits enjoyed by the corporation. Economic implications emu in the United Kingdom The economic monetary union is the adoption of one currency by the European Union member countries. This move has been achieved through the development of one European Central Bank and formulation of a common monetary policy. Such adoption of single currency has elicited a series of mixed reactions due to the economic implications. Some school of thought may argue that the adoption of EMU is irrelevant because it focuses strictly on the financial services sectors. The critics of Economic Monetary Union claim that putting together economies of different sizes is going to be detrimental. This will mean that the entire Europe economy will be the least common denominator. In simpler terms this will mean that the economic muscle of the member states is going to be achieved through striking a balance between the participating economies. The poorly performing economies are going to pull down the perceived successful ones. Despite this pessimistic view of EMU, there will ultimately be a lot of attractiveness of euro financial assets due to eliminated exchange risk and improved liquidity. In addition the stability in macroeconomic environment is very instrumental in reduction of financing and investments risks. It is no doubt that the introduction of euro as the common currency in the European Union has improved prices transparency. There are no fears by someone using euro resulting from using different currency. The firms in the Unions territory are able to comfortably compare prices without worry of actual value being distorted by conventional highly volatile exchange rates. From an external point of view, the consolidated EMU area is in a position to be self sufficient and independent of the Asian or American influences. Thus partnership has a political effect. The mutual relationships between nations are going to be fostered since the bad blood is eliminated by continually partnering in the formulation and improvement framework of the common market policies. The Eur opean Union firms, in which our organization of discussion is part, are going to increase their profitability through elimination of currency exchange transaction costs. Other trade focused proponents of this worth project claim that no cent will be lost on the fluctuating exchange rates. Trading as a bloc makes Europe compete effectively with other giants in the Far East and America.

Women in Edgar Allen Poes Literature

Women in Edgar Allen Poes Literature Poe Can Do It People dont know the mysteries behind Edgar Allen Poes writings. Many believe that Poe was a Gothic writer, but I believe he was more than that. Edgar Allen Poe was a realist, a person who was trying to deal with the trauma in his life by writing. Edgar Allan Poe is not a straight forward author, he is a read between the lines type of author. His writing is the mystery and his readers are the detectives, it is up to us to figure out the meaning for the stories. Poe wants the readers to break down his story and question everything. By using one form of Critical Approaches, I will solve the mystery behind one of Poes best stories, The Tell- Tale Heart. Many believe that the unknown narrator was a man, but I beg to differ. There are so many different elements in this story that shows that the narrator could indeed be a woman. By using feministic criticism, I will question the gender of the narrator in The Tell-Tale Heart. Edgar Allan Poe was born in Boston, Massachusetts on January 19, 1809. His father, David Poe Jr., had left long before he was born, and his mother, Elizabeth Arnold Poe died of tuberculosis when Poe was only three years old. Poe was an orphan until he was adopted by the Allan Family, which separated him from his biological siblings. John and Francis Allan took Poe into the family and expected him to take on the family business, selling tobacco. Edgar did not have intentions on being a part of the family business, because his dream was to become a writer. Edgar went to the University of Virginia in 1826, and soon after school moved back to his hometown of Boston, Massachusetts. Edgar was a writer and his greatest inspiration was the women in his life. His mother died of tuberculosis when he was young, his fiancà © got married to another man while he was at the University of Virginia, and his adopted mother died of tuberculosis in 1829. The women in his life always seemed to leave him and all he wanted was love, but there was one woman who truly grabbed at his heart, Virginia Eliza Clemm. He got married to his cousin, Virginia Eliza Clemm Poe, when she was thirteen years old and he was twenty seven. Many said that the happily married couple had more of a brother- sister type of relationship. In fact, it is said that before Edgar even decided that he wanted to marry his beautiful young cousin she was arranged to have a fixed marriage, there was no evidence found to identify the man only sources that say that the man was much older than Poe at the time. Virginia Poe was diagnosed with an illness in 1842, and she died five years later after her illness became more severe. The Tell-Tale Heart was made in 1843, many see it is a story about a madman who is insane and fulfills his desires to kill by murdering the elderly man that he is caring for, but I see it as a dedication to his wife. Women were supposed to be seen and not heard, not to question the authority of the man in their families, and their goals is to live up to the standards that society has brainwashed you into believing. That was the way that women were supposed to behave during that period, at least until the Womens Revolution in the 1900s. Men did not see their women as individuals, but more like trophies or property. The men of that era would probably have a heart attack if he met a modern-day woman, many men with the exception of one, Edgar Allan Poe. Poe loved his wife and did anything, and everything to please his wife, he let her have complete control because in his eyes she was his queen until tragedy struck. In 1842 of January, Virginia Poe was diagnosed with tuberculosis and soon after went into a deep depression, Edgar did not know what to do so he created a story, The Tell-Tale Heart. The Tell-Tale Heart is a story about the insanity of a person who grows an obsession with an old mans eye, and the sound of his beating heart, but I believe that it is more than that. The Tell-Tale Heart was a story for Poes young love, Virginia. It is a story that puts her in a perspective where she is given control at a time where she is at her weakest. The gender of the narrator was never classified but people just predicted that the narrator was a male, because no one thought a female could commit such a crime because it was so vulgar. The use of the words conceived and passion are affiliated with a woman for they are very passionate, and are the only human beings in the whole entire world who can give birth. At the end of the story the narrator admits that they committed the crime, in a way it is saying that the reason why the narrator confessed at the end of the story is because she could not contain the guilt that she felt inside, because she is weak. If you truly think about the wife could have indeed been the narrator, and the elderly man, but the policemen were societies views of women. Society at the time would have laughed, and shamed a woman for even thinking that she could possess that type of power to be violent, especially towards a man. The elderly man is slowly dying; Virginia is also slowly dying. The narrator is insane; Virginia is upset that she it dying, The narrator is irritated with the eye of the elderly man; Virginia would rather avoid the truth of her health, and when the narrator becomes obsessed with the beating heart of the elderly man, it is really just Virginia who was depressed realizing that she is not dead yet, even though she is acting as if she is. Edgar Allan Poe was a man of mystery, but he was also a man full of love for his wife. He changed the way of literature by writing famous pieces without people even knowing the true meaning behind the story. The narrator could have easily been a woman forced into a loveless marriage who finally decided she was tired of him, or a nurse/maid who had to care for this creepy old man, who was sick of getting sexually harassed every day to the point of insanity. Either way it goes it could have been a man as much as it could have been a woman. But knowing the history behind Poe and the love that he had for his sweet Virginia, there is no way this narrator could have possibly been about anyone else, especially when the evidence is so obvious. He wrote this piece to try to give his ill wife happiness, it is not a random story about a crazy madman who is obsessed with the eye of an elderly man, it is so much more. Edgar Allan Poe is a man of mystery, but one secret that wasnt a mystery was th e love that he had for his darling wife. Work Cited Bloom, Harold, ed. The Tell-Tale Heart. Edgar Allan Poe, Blooms Major Short Story Writers. Philadelphia: Chelsea House Publishing, 1998. Blooms Literature, Facts On File, Inc. www.fofweb.com/activelink2.asp?ItemID=WE54WID=99152SID=5iPin=BMSSEP17SingleRecord=True. Rajan, Gita. A Feminist Rereading of Poes The Tell-Tale Heart. The Tell-Tale Heart and Other Stories, New Edition. 24.3(1998): 283-300. Print. Werlock, Abby H. P. Poe, Edgar Allan. The Facts On File Companion to the American Short Story, Second Edition. New York: Facts On File, Inc., 2009. Blooms Literature, Facts On File, Inc. www.fofweb.com/activelink2.asp?ItemID=WE54WID=99152SID=5iPin=CASS678SingleRecord=True.

Image Processing :: OCR Captcha Facial Recognition

Abstract This paper is about a selected few image processing applications. Optical Character Recognition is the translation of images of handwritten, typewritten or printed text into machine-editable text. Then I have introduced the captcha that we so frequently encounter in common websites. An algorithm trying to solve or break a captcha has been explained. Face detection is a growing and an important tool in security these days. It must be applied before face recognition. There are many methods for recognizing faces and a few of them are discussed in the paper. Contents Topic Pg No Image Processing Optical character recognition Captcha Braking Captcha Face Detection Algorithm for Face Detection References Image processing Image processing is any form of signal processing for which the input is an image, such as photographs or frames of video; the output of image processing can be either an image or a set of characteristics or parameters related to the image. Most image-processing techniques involve treating the image as a two-dimensional signal and applying standard signal-processing techniques to it. Typical Operations Among many other image processing operations are: ï‚ § Geometric transformation such as enlargement, reduction, and rotation ï‚ § Color corrections such as brightness and contrast adjustments, quantization, or conversion to a different color space ï‚ § Digital compositing or optical compositing (combination of two or more images). ï‚ § Interpolation, demosaicing, and recovery of a full image from a raw image format. ï‚ § Image editing (e.g., to increase the quality of a digital image) ï‚ § Image differencing (to determine changes between images) ï‚ § Image registration (alignment of two or more images) ï‚ § Image stabilization ï‚ § Image segmentation(partitioning a digital image into multiple regions) ï‚ § Extending dynamic range by combining differently exposed images ï‚ § 2-D object recognition with affine invariance Optical character recognition Optical character recognition, usually abbreviated to OCR, is the mechanical or electronic translation of images of handwritten, typewritten or printed text (usually captured by a scanner) into machine-editable text. OCR is a field of research in pattern recognition, artificial intelligence and machine vision. Though academic research in the field continues, the focus on OCR has shifted to implementation of proven techniques. Optical character recognition (using optical techniques such as mirrors and lenses) and digital character recognition (using scanners and computer algorithms) were originally considered separate fields. Because very few applications survive that use true optical techniques, the OCR term has now been broadened to include digital image processing as well. Early systems required training (the provision of known samples of each character) to read a specific font. "Intelligent" systems with a high degree of recognition accuracy for most fonts are now common.

Eagles :: essays research papers

Eagle, common name for a number of diurnal birds of prey, some of which are the largest members of their family which also includes kites, hawks, buzzards, and certain vultures. The name eagle is somewhat loosely applied, as several of the groups are not particularly closely related to one another, and some birds called hawks are larger than some called eagles. IIGOLDEN AND RELATED EAGLES The golden eagle is distributed through most of the northern hemisphere. This is the eagle that has been regarded from ancient times as a symbol of courage and power because of its large size, superb aerial skills, and the inaccessibility of many of its nest sites, in wild and mountainous country. In Roman myths this eagle is associated with the principal deity, Jupiter. It was the emblem of certain Roman legions, of France under the Bonapartes, of Germany, and of the Russian and Austro-Hungarian empires. In North America the golden eagle occurs as far south as Mexico, but it is most common in the mountainous areas of the western United States and Canada; east of the Mississippi it is relatively rare. Females attain a length of about 1 m (about 3 ft) from the tip of the beak to the tip of the tail, and have a wingspread of about 2 m (about 7 ft). Males are smaller, as is true for most of the birds of prey. A characteristic of the genus is the feathering of the legs down to the toes; in other eagles the lower part of the leg is bare and scaled, as in most birds. The body plumage is dark brown, with a distinct golden wash over the back of the head and neck, giving the species its name. The tail of adults is brown with several indistinct pale bands; that of immature birds is white with a dark brown terminal band. Most golden eagle nests are placed on cliff ledges, but in some areas large trees are preferred. The nest is large and coarse, built of sticks and twigs. The same nest is used from year to year, and the birds add more sticks, so that the nest may eventually be as much as 1.8 m (6 ft) in diameter and 1.5 m (5 ft) high. The usual number of eggs is two, often only one, and occasionally three. They are heavily marked with blotches and spots of various shades of brown.

Company Director’s Duties

A company director is a person that has been appointed by shareholders or other directors to act in accordance with the Companies Articles of Association. The position of director is extremely sensitive. This is because one ought be fully aware of all their obligations, responsibilities and duties. In view of this, the UK government passed the Companies Act of 2006 to set out duties of the company director. (Butterworths Company, 2008) Company director’s duties at Common law The Company director’s duties were laid in previous legislations. However, in the year 2006, the UK parliament decided to codify these duties and also at the same time establish some new aspects to these obligations. According to common law, the company director was expected to accommodate employee interests. This was largely because it could heighten success within any respective company when implemented. Most of the companies that adhered to this principle would eliminate or reduce cases of litigation. (Kluwer, 2006) How it was codified Codification of company directors’ duties occurred as a result of the company reform Bill that was proposed in November 2005. The purpose of the Bill was to modernise company law. This is because in the past, the duties of the company director were mainly laid out in case law. This left a lot of room for speculation as some of these duties were not well explained. These included issues about auditor’s liability, accountability, transparency and rules governing private companies. The Bill was then passed into law as the Company Act 2006. It should be noted that this new law is not simply a new creation, instead it has merged previous case law with statutory provisions. In summary, the codification of company director’s duties creates a venue for making company directors exercise diligence, care, skill and independent judgement. The company director should look out for the interests of consumers, employees, and the environment in general. It should be noted that such an approach was not prevalent in the previous case laws. Now company directors need to watch out for the emission of pollutant gases and increased waste emission to the environment. (Thiaray, 2006) Codification of director’s duties was also created for the purpose of clearly outlining the rules governing this role. This is because company directors can now have an understanding of their boundaries in simple language. This is especially so owing to the fact that the codification forbids benefiting out of company profitability. This means that company directors should operate within a given moral code. This also ascertains that most of the company shareholders are also able to understand the code. Consequently, company directors who choose to break it may find themselves in larger levels of problems than those who do not do the same. The following are the duties as laid out in the new statute; †¢ the duty to consider all relevant issues when acting on behalf of the company †¢ the duty to abide by company decisions and laws †¢ the duty to treat company property as a separate entity from the company director’s or shareholders’ †¢ the duty to record decisions made by the company director †¢ the duty to apply special skills and improve one’s knowledge about one’s company †¢ the duty to take up responsibility for assigning work to organisational members the duty to avoid potential conflicting scenarios between the director and the company. When this is inevitable, the company director must inform others of these conflicts immediately †¢ the duty to seek counsel from other individuals outside the company- the latter is specifically applicable to financially challenging situations (Hannigan & Prentice, 2007) According to the Minister for industry and the Reg ions, this codification represents a shift from common law in one major way; it presents a unification of obligations to the shareholder and to the public. In the past, shareholder’s interests were considered contradictory to company director’s duties because it was assumed when the company director was trying to protect the interests of shareholders, he would have to forego environmentalists rights and the interests of the general public. However, with introduction of the new law, now the two interests can be merged to work as one. The minister also asserted that the statute reflected a new method of doing business because it employed business sense. Overly, this new Act is trying to highlight how companies can incorporate social responsibilities into their way of business. The law had made provisions for suing company directors. However, owing to the fact the very few shareholders often conduct litigations against their bosses, then chances are that shareholders will not choose that option. The statute states that company directors are answerable to the company in case they breach their duties. However, it should be noted that a substantial amount of shareholders rarely conduct litigations against their company director. Reece & Ryan, 2007) The law has also assisted in the process of clarifying how the company director should act in case of a difficult decision making process. According to the statement of duties, the company director is supposed to consider the interests of the company rather than his own interests. It should be noted that there is a distinct difference between company dependants and company shareholders. Besid es that, the Act also lays out some specific issues that need to be incorporated in the decisions making process. There are numerous players that can be affected by the company director’s choice. Consequently, company directors who follow the latter provisions are likely to heighten their chances of success than those who do not. It should be noted that success in this case is measured by a company’s achievement of its long term objectives. The latter are usually laid out at the inception of the company or are revised by shareholders as they continue with their operations. Additionally, the statute talks about company directors ensuring that their words are often documented. It should be noted here that this requirement is not forced upon the company director; instead it merely prompts him. Precedent case The particular duty chosen for study in this case is the duty to consider all the relevant issues when acting on behalf of the company. . The case chosen for analysis is BAE vs. the state 2006. The latter company BAE was a supplier of war planes. In this particular case, it had been contracted by Saudi Arabia to supply those commodities to them. However, the BAE company was found to have involved itself in corruption. The company director who acted on behalf of the firm did not consider all the issues surrounding the reception of bribes. In order to secure the contract to supply Saudi Arabia with warplanes, the latter utilised bribery to secure the contract. This has the capability of affecting the whole of the United Kingdom. Saudi Arabia was providing assistance to Britain in its effort towards fighting terrorism. However, upon hearing the news of BAE company’s decision, Saudi Arabia was angered and therefore discontinued their provision of aid to Britain. (Lorie, 2006) It should be noted that the Attorney general decided to cancel the inquires placed upon the representatives of that company especially the company director. This decision to halt inquiries was done secretly and it made it appear as though companies did not adhere to the duties of the company director. Many people asserted that the case brought into question a conflict between the rule of law and public interest. It should be noted that the latter two have been merged in the codification of company director’s duties. But before that codification, the latter two seemed very conflicting. This is exactly what took place here. There were differing opinions about whether the company’s directors’ breach of duty can be questioned before the law. However, the case brought out the fact that it can be difficult to implement this law especially when the case involves a large company. The situation was further aggravated by the fact that the nature of the business conducted by the company was rather sensitive, some of the analysts of the case claimed that the issue of arms supplies kind of grants immunity to the respective parties and makes it extremely easy for company directors to get away with wrong doings. However, other experts asserted that the company has lost public confidence owing to the fact that the case was not tried properly. The Attorney general who holds three dockets; government chief officer, politician and legal advisor, may have overstepped his boundaries by letting this company go without giving it the right to defend its name in the public. It should be noted that consumers will have serious doubts about the integrity of the company and whether they can approach it for business in the future. (Lorie, 2006) The codification of code company director’s duties also indicated the fact that a company director ought to consider all parties involved in a decisions; this refers to the shareholders and the public alike. However, before the code, the major emphasis was on shareholder’s interests alone. Consequently, the effect was that case law was a mere regulator rather than an implementer of the company directors duties. This means that when one commits a business crime as a company director, then they are not susceptible to face the full force of the law. In fact, the codification has assisted in laying out clear violations as some people may have problems ironing out what affects them and what does not. Overly, the latter case was never tried. Consequently, it is difficult to determine whether the respective director would have been made accountable for his crimes or whether he would have been set free. What one can conclude about this particular case is the fact that company directors tend to act with immunity. The UK government has a serious challenge of instituting the rule of law with regard to wealthy individuals like the one under trial. Buckley, 2005) Conclusion The codification of company director’s duties was done in order to iron out some grey areas in this aspect. Additionally, it was done to ascertain that company directors act within the confines of economic and social responsibility. Company directors can no longer feign ignorance as a result of the complexities of such an approach. Also, they are likely to be ea sily detected in case they act poorly. Despite the latter positives, the UK government is still faced with a number of challenges in this sector. Some of the negatives that can emanate from the latter law are related to fear of looking for alternative solutions to problems plaguing a company. It is also possible that some people may be discouraged from vying for the post of company director due to these numerous rules. On top of that, the new laws do not match laws on punishing non compliance. The latter are still the same old methods that ere used in the past. This means that implementation of the company Act 2006 may be very difficult.

The Timeout Process

The implementation of the timeout processes could well be the most important procedure to be introduced to the operating theatre in recent times. This seemingly small change has had a dramatic impact on patient outcome, staff cohesion and cost reduction in medical institutions. However, there are still issues that are obstructing the effectiveness of the timeout, namely poor compliance by some team members who believe that the fast turnover of cases does not allow for the timeout, that they have never had a problem in the past or that the timeout is questioning their competence.This essay will look at the positive outcome that the timeout process has had in the operating theatre, why it is working and how to ensure that it remains a priority. The writer will also address the problem of poor compliance by some members, why they are resistant to the timeout process and what can be done to ensure their co-operation thereby creating a positive outcome for more patients. In order to place the checklist process in a proper perspective the following historical event is provided: In aviation, pilots have been using checklist since 1935.It was formulated after the crash of the new Boeing Model 299 on its test flight, which killed two of the five crew members. One of the fatalities was Major Ployer P. Hill the Air Corps’ Chief of Flight Testing. The ensuing investigation ruled that the accident was pilot error and not mechanical failure. As the result of this ruling a group of test pilots took it upon themselves to investigate the reason for the pilot error.They concluded that the new technology had a lot more sequential steps for the pilot to follow than the older aircrafts, which made it easier for Major Ployer P. Hill, a highly experienced pilot, to have missed a crucial step. The solution they formulated to rectify this dilemma was a simple checklist. By following this checklist the Model 299 was flown for 1. 8 million miles without an accident. Gawande (2010, p. 32 – 34). Likewise, the nursing profession has been using checklists in various forms, from the implementation of routine recording of vital signs to medication charts.However, it was only in 2001 that a critical care specialist, Peter Pranovost, decided to formulate a simple checklist to try and reduce central line infections in the ICU at the John Hopkins Hospital, where he was working at the time. Peter Pranovost and his colleagues monitored the results of their idea for a year. In that time the ten-day line infection rate went from 11 percent to zero. They proceeded to test other checklists with equally impressive results. (Gawande 2010, p. 7- 39) Several studies were done on surgical outcomes that showed that about half of the complications experienced could have been prevented through the use of this checklist. In these studies it was shown â€Å"that in industrial countries major complications occur in 3% to 16% of inpatient surgical procedures, and permanent disa bility or death rates are about 0. 4% to 0. 8%. In developing countries, studies suggest death rates of 5% to 10 % during major operations.Mortality from general anaesthesia alone is reported to be as high as one in 150 in parts of sub-Saharan Africa. Infections and other postoperative complications are also a serious concern around the world. † WHO (2007). In 2007 the World Health Organization (WHO) decided that something must be done to improve the situation A team of experts, led by Dr Atule Gawande, was brought together to find a solution. They formulated the surgical checklist and challenged the world to use it. The group investigated the impact of the WHO checklist in eight hospitals worldwide, four in high-income settings and four in low and middle-income settings. Data on in-hospital complications occurring within the first 30 days after surgery were collected prospectively from consecutively enrolled adult patients undergoing non-cardiac surgery, 3733 before and 3955 after the implementation of the checklist. The overall death rate was reduced from 1. 5% to 0. 8% (P= 0. 003) and in-patient complications from 11. 0% to 7% (P< 0. 001)†. Haynes (2009) What does this surgical checklist entail?As stated by WHO â€Å"The checklist identifies three phases of an operation, each corresponding to a specific period in the normal flow of work: Before the induction of anaesthesia (â€Å"sign in†), before the incision of the skin (â€Å"time out†) and before the patient leaves the operating room (â€Å"sign out†). In each phase, a checklist coordinator must confirm that the surgery team has completed the listed tasks before it proceeds with the operation†. Many institutions worldwide have adopted the surgical timeout; they have changed a few points of the WHO checklist to better meet their needs, with impressive results.A study following 8000 surgical procedures, found that the implementation of the timeout resulted in a 30% reduction in the rate of surgical complications and deaths (Hayes 2009). Not only has patient mortality and expenditure decreased but its application showed an increase in staff cohesion. The surgical checklist has helped to increase communication by ensuring that all members as a team take the time to check and discuss potential problems and expected outcomes for the patient.This enhanced interaction between the multidisciplinary team lends itself to the staff’s increase awareness of potential problems and adverse conditions, which contributes to improved patient outcomes. Taylor (2010) surveyed operating room staff and found a perceived improvement in communication, teamwork, respect and patient safety related to the use of the timeout. Improved patient outcome following the implementation of the surgical checklist has been clearly demonstrated within Veterans Affairs (Neily et al 2010) as well as in the Netherlands (deVries et al 2010) and Iran (Askarian et al 2011).In the Netherlands study by deVries, it was found that most postoperative complications declined and that this decline could be credited to improved communication. An interesting outcome was that rates of bleeding and anastomotic leaks also declined as well as technical problems which occur primarily at the surgeons hands. The findings of this study suggest that the indirect effects of implementing checklists may be much more important than their specific content. (Birkmeyer 2010) Improved communication leads to respect for each team member and trust in each other.To maintain a high degree of efficacy all staff members should be provided with continuous education and evaluation of their performance. All members should therefore be informed and have access to the data that shows the benefits of using the surgical checklist. This will prevent the staff from becoming complacent. However, complacency is not the only obstacle preventing the success of the surgical checklist, poor or even non c ompliance is of greater concern. There are a number of reasons for this. A checklist implies that mistakes can and do happen.In a study which investigated medical professionals’ attitude to the safety systems 30% of nurses and doctors stated that they ‘did not make errors’. (Sexton 2000; p745-9) A great number of medical personnel have this misconception that they do not make mistakes or they feel that admitting to mistakes, no matter how minor, will lead to their colleagues loosing respect for them and some fear being punished as the medical profession as a whole has a low tolerance for errors. These feelings can cause staff members not to report minor incidences; unfortunately many minor incidences can lead to major problems.The hierarchy system that exists in the theatre environment also leads to poor compliance with regards to the surgical timeout. Although nursing in theory is now deemed to be a profession that works alongside doctors, not for them or subser vient to them, in practise this is not always the case. When there is resistance from the surgeon or anaesthetist toward the checklist this resistance is expressed verbally in an active ridiculing manner, or non-verbally by just ignoring the process (Valen, Waehle et al 2012, p 4).When this type of attitude is displayed the theatre nurses’ main objective becomes self-preservation and the maintenance of peace, which makes the nurse rush the checklist and omitted points that may cause the surgeon or anaesthetist to become more displeased. If the surgeon and anaesthetist are supportive of the checklist, it is more likely that it will be done correctly. (Mahajan 2011, p161-8) One often finds that staff feel that doing the surgical checklist will cause delays in patient turnover, they also feel that the current system is working for them and their team so why fix what is not broken.The 2010 report by Patient Safety First showed that while most trusts reported that the checklist le d to improved safety and teamwork the most common challenges to its implementation were negative clinician attitudes. (Allard, 2011, p711-17) In the operating theatre setting there are three professions involved, namely, nursing, surgery and anaesthesia and all three are working towards a common result and yet each profession is accustomed to doing this to achieve individual goals.All three are faced with staff shortages, educational duties and economic pressures. (Lingard et al 2006, p 471-83) These pressures lead to the inconsistent use of the checklist. When the checklist process is started all staff are meant to stop what they are doing, thereby giving their full attention to the checklist. However, this is not always the case as team members may be reluctant to alter their work routine and feel that what they are doing is more important, or that if people of the team knew what they were doing the checklist would not be necessary. Amalberti et al 2005, p756-64) If there is no cl ear decision made as to who is responsible for the completion of the surgical checklist, points may not be addressed or in the rush the checklist may just be ticked so that it is complete when it is audited. Vats et al( 2010, p340) discovered that there was confusion over who’s responsibility it was to do the sign-out checks which were frequently missed due to it being at the most time pressured part of the process and also found some checklists to be incomplete, hurried, dismissed or completed without key members participation.As can be seen from the above observations there are a number of factors that lead to poor compliance and this presents a challenge in finding ways to remedy this. It is hard for junior or more timid members of the team to implement the checklist if the more senior or assertive members are not compliant. Paull et al (2009, p 675-78) states that leadership support was deemed the strongest single predictor of successful checklist implementation among six ty four Veterans Health Administration Facilities.When studying the implementation efforts of five hospitals Conley et al (2011, p873 – 79) found that having the department chiefs as members of the implementation team and actively promoting the checklist was a big factor in its success. The senior staff need to lead by example and should be seen actively supporting and participating in this process, which in turn will ensure compliance by the rest of the staff. A team approach is recommended, with the team being made up of respected members of physicians, anaesthetists and nurses.Having all disciplines represented in these teams is important as they are likely to positively influence their peers. (Reinertsen et al. 2007) This team approach removes the need for a nurse to approach a doctor or anaesthetist, which would prove difficult and they would more inclined to ignore the advice given. To ensure the surgical checklist is adopted completely by the multidisciplinary team, it should be first introduced on a small scale, to one team or theatre.This allows for more comprehensive training in the correct way to complete the surgical checklist (Taylor 2010), Positive feedback will filter from the team doing the checklist to the teams not involved, so when they have to start using the check list they will have a positive attitude towards it. This is when changes should be made to the list which will customize it to the institution. The success of the surgical checklist will filter to the other surgical teams, thereby causing wider acceptance and compliance. Langley 2009) Modifying the original WHO checklist will ensure equal participation from all team members and, therefore, creates a checklist that is inherently â€Å"team led†. A feeling of ownership will be cultivated. The WHO published a comprehensive implementation manual (WHO, 2008) to accompany the introduction of the WHO checklist that encouraged modification to fit with local practice, cautio ning against making the checklist overly complex. The Multidisciplinary team members need to receive comprehensive training with regards to how the surgical checklist is to be presented to the other staff members.They need to have clear guidelines as to who will take ownership of the checklist, in many cases it is the circulating nurse. The checklist should ideally not be recited from memory; it should be read from the list. All activity should stop when the checklist is being presented. To maintain the interest and compliance of all staff, regular feedback should be given, namely real-time feedback. As Ursprung et al (2005) cited in their discussion on improving safety, providing real-time feedback is critical for early detection and remediation of problems that may arise.Data should be collected on a regular basis and be correlated, as to provide solid evidence that will provide proof of the goals the staff have achieved and evidence of what still needs to be addressed. Thereby, m aintaining their interest in the checklists importance. The surgical checklist when approached in the proper manner is a simple tool that has the potential to improve patient outcomes expediential. Various studies by A. B Haynes (2009), J. Neily (2010), C.Hayes (2009) just to name a few have shown marked improvement with regards to patient complications and mortality rates. To prevent poor compliance by members there are a number of strategies that can be adopted. Senior members should be seen to actively participate in the checklist process so that the rest of the staff will take ownership of their checklists. To assure the success of the checklist, a small team should be formed comprising of respected members of the three disciplines involved, this will allow for peer interaction.Introducing the checklist on a small scale allows for more comprehensive education and positive feedback to the members not involved. The culture in theatre needs to change, the theory that doctors and nu rses are both professionals in their own rights and neither are boss over the other, needs to be put into practise. The multidisciplinary team in theatre needs to become a team, forget their individual agendas and make the positive outcome for their patients their priority.The surgical checklist will help, as it creates the opportunity for open communication between the multidisciplinary team, which leads to greater respect and trust between the members. With the ever increasing number of surgeries performed each year, the need for quicker turnover times will become greater, therefore without the surgical checklist, surgical complications and mortality rates will increase. It is the opinion of the writer based on the evidence gathered, that the implementation of a comprehensive surgical checklist, should be mandatory for every medical facility in the world.