The Changing Character Hamlet in Act II and Act IV of Shakespeares Hamlet :: Shakespeare Hamlet Essays

The Changing Character Hamlet in Act II and Act IV of Shakespeare's Hamlet In Shakespeare's Hamlet, although the character Hamlet makes similar points about himself in the soliloquies of Act II and Act IV, he seems to be less self-blaming and more in control of his emotions in the Act IV soliloquy. In the Act IV soliloquy, Hamlet is less self-blaming and more in control of his emotions. In Act II Hamlet blames himself for the delay in his revenge, "O, what a rouge and peasant slave am I!" (2:2:519). He also seems to be more self-abusive in his expressions, "Why, what an ass am I!" (2:2:553). Hamlet's deep depression is expressed through his comparison of himself to the lowest and most worthless things he can think of. However, in the Act IV soliloquy, Hamlet uses logic to reason his delay in killing Claudius, "How all occasions do inform against me and spur my dull revenge!" (4:4:32). While he is still a bit emotional, he is less self-abusive and more in control of his feelings, "How stand I then, that have a father killed, a mother stained." (4:4:56). Hamlet's reproach of his actions is gentler and less derogatory. He uses reason to explain how certain occasions have delayed him rather than blaming himself for backing out on his plans. In both soliloquies Hamlet makes comparisons between himself and other characters. In Act II he compares himself to an actor and in Act IV he compares himself to Fortinbras. In both soliloquies Hamlet uses the comparisons to put himself down for not carrying out his actions. In Act II Hamlet is angry with himself because he doesn't understand how an actor can get so emotional over a speech that he is reading, while Hamlet, who is actually in the real situation, is passive in his emotions, "Is it not monstrous that this player here, but in a fiction, in a dream of passion, could force his soul so to his own conceit." (2:2:520). In Act IV Hamlet expresses admiration for Fortinbras' courage and ambition to succeed and to fight for his name and honor, (".led by a delicate and tender prince, whose spirit, with divine ambition puffed." (4:4:48). Although both comparisons are different, both the actor and Fortinbras serve as role-models to Hamlet. He looks up to their actions to spur his am bition for revenge. At the end of each soliloquy Hamlet reaches a state of resolution, in which he seeks to find certain truths about himself and the outside world.

Internet Censorship Essay

ThÐ µ capacity of thÐ µ information supÐ µrhighway has Ð µxplodÐ µd in thÐ µ rÐ µcÐ µnt yÐ µars. It Ð µncompassÐ µs thÐ µ Ð µast and thÐ µ wÐ µst, thÐ µ land and thÐ µ sÐ µa, and anything our human mind could drÐ µam of. This is a good thing, right? With thÐ µ knowlÐ µdgÐ µ of thÐ µ world just on onÐ µÃ¢â‚¬â„¢s fingÐ µrtips, it must bÐ µ good, right? SurÐ µ, if it is usÐ µd thÐ µ right way. A saying goÐ µs likÐ µ this, â€Å"Too much of a good thing is bad. † It is truÐ µ. ThÐ µ IntÐ µrnÐ µt doÐ µs accommodatÐ µ a lot of information. In a way, it has too much information. The Internet contains certain information that we DON’T want minors to have access of. Some of these unwanted information might be pornography, gambling, and some sensitive issues like homosexuality. So what do we do about the stuff that we don’t minors to see? Do we just make some law and erase it from our precious Internet? No. First of all, this would be impossible to do because there is just too much unwanted information. Second of all, this would defeat the purpose of the Internet. In the article â€Å"The Online Cooperative Publishing Act,† it called the Internet â€Å"the manifestation of humankind’s quest for limitless two-way interaction with thought† (â€Å"Cooperative† internet). Since there is a vague line of what is appropriate and what isn’t, why should there be a straight-cut line of what things should be banned on the Internet. There should be a loose regulation on the content of the Internet that would encourage more interaction with this wonderful tool. Instead of the government dictating what minors should see, parents and teachers should be the ones stepping up and TEACHING minors what’s right and what’s wrong. To maximize the productivity of the Internet, there must be a balance of restriction and freedom. When that balance is reached, the Internet will fully flourish. â€Å"Why should we protect the Internet? Why should we protect all those pornographic websites? † you might ask. The Internet is a wonderful thing. Even the heads of our nation, the President and Vice President, believe that the Internet is a â€Å"powerful educational tool for our children† (â€Å"Family† internet). It should not be viewed as an evil thing. Its unique ability to link the world’s knowledge together fulfills any researcher’s dream. There is no more need to visit dozens of libraries to find everything one needs. Everything is at one’s fingertips. Without a doubt, little kids wouldn’t need the Internet to do research; they don’t have any research paper due. One mustn’t forget the Internet is not just for research academically. It could be used to research recreationally. One can research on topic of his interest. A teen male can research about cars. A mom can research on recipes. And a little kid can research on his favorite Disney character. Because of the Internet, a kid can do a lot more things kids before didn’t have the privilege of. A kid can know anything and everything around the world, and even out of this world, without leaving the comfort of his home. Anything, anything at all. If the Internet is censored, a large amount of these wonderful knowledge will not be accessible anymore. Although censorship does not mean a complete ban, there is no measure at the present that can effectively restrict access and still not block out good website. According to a study done by Electronic Privacy Information Center, the filtering programs block 95-99 percent of the material available on the Internet that might be of interest to young people (â€Å"Faulty† internet). I am not defending the protection of pornographic websites. Neither am I advocating an easier access to pornography. I just want to point out the fact that websites dedicated to pornography is only a very small percentage of the Internet. If we use the inefficient censorship products out there, we will miss out a lot of the goods that the Internet has to offer. The Supreme Court believes the same. When the Supreme Court struck down the Communication Decency Act in 1996, it found that â€Å"the interest in encouraging freedom of expression in a democratic society outweighs any theoretical but unproven benefit of censorship† (â€Å"Faulty† internet). So, should we sacrifice all the goods that the Internet could offer for those measly pornography websites? The Supreme Court shared the same vision for an uncensored Internet when it struck down the Communications Decency Act, a federal law that outlawed â€Å"indecent† communications online. In the ruling, it declared the Internet a free speech zone.

Programmable Logic Controllers at Hypergol - Free Essay Example

Sample details Pages: 6 Words: 1779 Downloads: 9 Date added: 2017/06/26 Category IT Essay Type Analytical essay Did you like this example? 1.) There are a number of ways to assess the success and potential for even greater achievement of Programmable Logic Controllers at Hypergol. One method that properly addresses key variables in this scenario is to utilize the à ¢Ã¢â€š ¬Ã…“manufacturing audit frameworkà ¢Ã¢â€š ¬Ã‚  which is a synthesis of the work of such luminaries as Hill, Skinner, and Wheelright (Platts, K. M. Don’t waste time! Our writers will create an original "Programmable Logic Controllers at Hypergol" essay for you Create order Gregory 1992, pp. 32-33). In this framework, the manufacturing system of choice is based upon key variable such as speed, cost, quality, flexibility, suppliers, and capacity among others. Each of these choices are contingent upon the amalgamated forces of à ¢Ã¢â€š ¬Ã…“what the market wantsà ¢Ã¢â€š ¬Ã‚ , à ¢Ã¢â€š ¬Ã…“how the system performsà ¢Ã¢â€š ¬Ã‚  and balanced by the existent and potential opportunities and threats. Of all these factors, it is not possible to indicate one factor weighs more heavily than another; to do so would be to defeat the purpose of a contextual perspective of the a given firm in a specific market(s) desiring to achieve a certain outcome with specified inputs and tolerances. Despite these situationally defined criteria, there exists one common benchmark standard for success: firm profitability. With this in mind, the real outcome of the contest now becomes the ability of Hypergol to assess and meet the markets desire for product. Though the cas e presents only the barest of indications of à ¢Ã¢â€š ¬Ã…“what the market wantsà ¢Ã¢â€š ¬Ã‚ , by closely examining the data given for each for the PLC models, it seems a reasonable assumption that certain models are demanded more and also seem to be within the ability to the firm to produce and sell them without the expenditure of a disproportionate amount of resources. The table below illustrates this fact: Model %Revenue Revenue (000  £) SysHours % TotHrs % Rev / % Hrs P 3.2% 1970 29950 8.9% 35.66% M 17.7% 11000 48125 14.3% 123.93% C 21.1% 13090 84150 25.0% 84.34% LC1000 5.3% 3270 65400 19.4% 27.11% VF2000 52.8% 32850 109500 32.5% 162.65% 100% 62180 337125 100% Based on this rudimentary cost analysis, PLC model M and VF 2000 seem to be the à ¢Ã¢â€š ¬Ã‹Å"future of the firmà ¢Ã¢â€š ¬Ã¢â€ž ¢ in that each produces more revenue than the other products based upon the resources of the firm as measured by time (time is money). With this in mind, in order to maximize firm profitability, a number of recommendations emerge: Determine if the à ¢Ã¢â€š ¬Ã‹Å"less profitableà ¢Ã¢â€š ¬Ã¢â€ž ¢ models are indeed the voice of the market or, perhaps they indicate an area of opportunity in which Hypergol is not getting their à ¢Ã¢â€š ¬Ã…“fair shareà ¢Ã¢â€š ¬Ã‚  of the total category revenue. Shift sales and marketing efforts to these more profitable products using strategies such as reducing advertising/marketing funds to less to profitable models or perhaps by à ¢Ã¢â€š ¬Ã‹Å"upsellingà ¢Ã¢â€š ¬Ã¢â€ž ¢ on value-added on enhanced features of the M or VF2000 models. Rationalize the product line. For example, the two clearest cases of disproportionate time to revenue ratios is the P and LC1000 models. Perhaps there are à ¢Ã¢â€š ¬Ã‹Å"extraneousà ¢Ã¢â€š ¬Ã¢â€ž ¢ factors that influence these results such as a common part that was difficult to source or a common failure that resulted in rework. Also, these two models together accounted from only about 8% of the total PLC revenue yet demanded almost 30% of the firms resources to achieve this. Regardless of the direction, the key element in strategy formation is that, whatever the decision, it should be purposeful and the reflection of the voice of how the firm chooses to compete in the marketplace. This maneuver could be deemed to seemed by a à ¢Ã¢â€š ¬Ã‹Å"shiftà ¢Ã¢â€š ¬Ã¢â€ž ¢ in the operational imperatives at Hypergol or it could be defined along the lines of a à ¢Ã¢â€š ¬Ã…“strategicà ¢Ã¢â€š ¬Ã‚  shift. While to many, using the word à ¢Ã¢â€š ¬Ã…“strategyà ¢Ã¢â€š ¬Ã‚  is simply a bit of en vogue business jargon, the term actually represent the concerted and directed efforts of the firm towards a specific goal. Given this and given the nature of the assignment, it seems a reasonable assumption that Hypergol is not simply à ¢Ã¢â€š ¬Ã‹Å"shiftingà ¢Ã¢â€š ¬Ã¢â€ž ¢ but wishes to fundamentally realign resources within the firm to meet it perception of anticipated market demand. To do this, conscious decision must be made that have both firm-wide consequences and employee-specific implications. 2.) The question of where to locate is perhaps the most difficult as there is less quantitative data to drive the decision. Despite this, as with any decision, a few criteria seem to emerge to at least evaluate the decision. In the case of Hypergol, the following factors should be considered: Political climate Availability of a skilled workforce Precedence of a current operation Proximity to major supplier or customers Cost of labor As Hypergol currently has three facilities, one each in Malaysia, South Africa and Poland, each with certain advantages. With this in mind, each of these, along with a US location should be evaluated based upon indicated criteria. Below is a table summarizing this analysis: Factor US Malaysia South Africa Poland Political climate Best Good Good Availability of a skilled workforce Best Good Fair Good Precedence of a current operation No Yes Yes Yes Proximity to major supplier or customers Best Good Fair Good Cost of labor Good Best Fair Totals 27 30 27 27 For purpose of this analysis and to help increase the variance, each à ¢Ã¢â€š ¬Ã…“bestà ¢Ã¢â€š ¬Ã‚  was scored at 9 points, à ¢Ã¢â€š ¬Ã…“goodà ¢Ã¢â€š ¬Ã‚  as 6 points and à ¢Ã¢â€š ¬Ã…“fairà ¢Ã¢â€š ¬Ã‚  as 3 points with à ¢Ã¢â€š ¬Ã…“yesà ¢Ã¢â€š ¬Ã‚  scoring the equivalent of a à ¢Ã¢â€š ¬Ã…“goodà ¢Ã¢â€š ¬Ã‚  at 6 points. Using this system with the factors as indicated and weighted equally, the slight advantage goes to Malaysia. As the case indicates that current plant design in Malaysia is currently focused on production of these specific products, this plant would have the least retooling to do and would be best poised to take advantage of this shift in strategy. As the plant currently performs this type of operation, it is also a boon to the current HR systems and policies which would therefore not require adjustments. A final issue that merits addressing is that of the future implications to the firm if Malaysia operations were to be expanded signifi cantly. Of particular concern to Hypergol is the possibility of creating a de facto drift of all operations to this site. Though this is a potential outcome, particularly if it is a desired outcome, it is also one that does not necessarily have to be the case. Though the operation for this particular line of products may shift, Hypergol is a firm that operates in a wide range of industries with a broad customer base. As such, particularly in a firm such as Hypergol, it is not essentially that they be located anywhere in particular so long as they are accessible to the end customer. 3.) From the information in the case, Hypergolà ¢Ã¢â€š ¬Ã¢â€ž ¢s strategy is not necessarily the entrance into a new market but a recognition of their own key competencies reconciled with a paying market. As such, it is recommended that they expand and realign human and physical resources of the firm to take advantage of their ability to command a profit on the relative ratio of inputs and outputs of their efforts. To implement this strategy, perhaps the very first step is a top-down recognition of this a the à ¢Ã¢â€š ¬Ã‹Å"new pathà ¢Ã¢â€š ¬Ã¢â€ž ¢. From this point, resources should realigned to take maximum advantage of this. As success will be note in the playing field of the marketplace, the strategic direction of sales and marketing is key to getting orders. This should be simultaneously reconciled with procurement and manufacturing so that demand can be anticipated and customer service levels are increased. With regard to post-sale service, as PLCà ¢Ã¢â€š ¬Ã¢â€ž ¢s are not as specialized by the manufacturer (as are military or specialized avionic systems), support of customers should require minimal additional effort. This can be further aided by reductions in defect rates. According the data in the case, approximately 20% of the components time is spent in à ¢Ã¢â€š ¬Ã…“testing dispatchà ¢Ã¢â€š ¬Ã‚ . This seems to be an extraordinarily high figure for which tr emendous increases in à ¢Ã¢â€š ¬Ã‹Å"freeà ¢Ã¢â€š ¬Ã¢â€ž ¢ profitability can be achieved. Even if no new direction is advanced upon, this area remain a source of tremendous waste. An additional boon to operations is the potential for improvements in lead time and in inventory reductions that would be incurred by the shifting of the firmà ¢Ã¢â€š ¬Ã¢â€ž ¢s efforts to just two products rather than à ¢Ã¢â€š ¬Ã‹Å"pushingà ¢Ã¢â€š ¬Ã¢â€ž ¢ five. Though all could be available, by forecasting the 75% of demand will come from just two products, variance in supply chain time, both coming and going, can be realized. 4.) Hypergol is a foreign manufacturer. The idea that Hypergol is expanding current operations to an place that it already is should not affect US relations. Though it is quite like that US government officials would dearly like to locate a Hypergol plant within their boundaries, such an action would likely have the end result of putting additional costs into product. From a purely market capitalist perspective, the cheaper that Hypergol is able to produce a certain product, the cheaper it will be to buy and this represents a better allocation of the limited resources that everyone has. This is the essence of the traditional à ¢Ã¢â€š ¬Ã…“guns butterà ¢Ã¢â€š ¬Ã‚  argument of economics in which the best producer for a given item, in essence, advances the frontiers of production for everyone. Though economics may indicate that a rational decision was made, sales and purchases decisions are not always made in the vacuum of logic. Specifically, if Hypergol does not place an operation on US soil, there is the potential for negative feedback in the largest potential market. With this in mind, the recommended strategy is to locate a dedicated sales or à ¢Ã¢â€š ¬Ã‹Å"sales customer serviceà ¢Ã¢â€š ¬Ã¢â€ž ¢ office in one or two major US cities. One should be in close proximity to the nationà ¢Ã¢â€š ¬Ã¢â€ž ¢s capital and the other located in either Texas or California to provide both geographical dispersion and proximity to major US military bases. In addition, it should be clarified that Hypergol seems to have a unique marketing offering as indicated by their continuing success. Though, using Porterà ¢Ã¢â€š ¬Ã¢â€ž ¢s five forces, this would be an invitation for competition in the form of an attractive industry yielding above average returns, currently Hypergol appears to be lonely yet profitable position. The à ¢Ã¢â€š ¬Ã‹Å"relationshipà ¢Ã¢â€š ¬Ã¢â€ž ¢ or à ¢Ã¢â€š ¬Ã‹Å"customer intimacyà ¢Ã¢â€š ¬Ã¢â€ž ¢ value proposition is a valid and wise decision and one that should be continually maintained, itself construing a simultaneously offensive and defensive maneuver. Works Consulted Hayes, R. G. Pisano. (1994, Jan-Feb). à ¢Ã¢â€š ¬Ã…“Beyond World-Class: The New Manufacturing Strategyà ¢Ã¢â€š ¬Ã‚ . Harvard Business Review, pp.77-86. Kaplan, R. D. Norton. (2004). Strategy Maps: Converting Intangible Assets in to Tangible Outcomes. Harvard Business School Press: Boston, Massachusetts, US. Platts, K., M. Gregory. (1992). à ¢Ã¢â€š ¬Ã…“A manufacturing audit approach to strategy formulationà ¢Ã¢â€š ¬Ã‚  in C. Voss (ed.). Manufacturing Strategy: Process and Content. Chapman Hall: London, UK. Porter, M. (1980). Competitive Strategy: Techniques for analyzing industries and competitors. The Free Press: New York, New York. Skinner, W. (1992). à ¢Ã¢â€š ¬Ã…“Missing the links in manufacturing strategyà ¢Ã¢â€š ¬Ã‚  in C. Voss (ed.). Manufacturing Strategy: Process and Content. Chapman Hall: London, UK. Treacy, M., F. Wiersema. (1995). The Discipline of Market Leaders. Penguin: New York, New York.