Essay on Freedom and Satan in John Milton’s Paradise Lost

Freedom and Satan in Paradise Lost Satans primary operational problem in Paradise Lost is his lack of obedience. The fundamental misunderstanding which leads to Satans disobedience is his separation of free will from Gods hierarchical power. In the angel Raphaels account, Satan tells his dominions, Orders and Degrees/Jarr not with liberty (5.792-93). Tempting as this differentiation seems, Satan is mistaken. Free will and hierarchical power are not mutually exclusive, as Satan suggests, but overlapping concepts. Even though Satan has been created with sufficient freedom to choose to disobey, he tacitly acknowledges Gods sovereignty when he exercises his choice. Satan is constrained existentially, from the outset, by†¦show more content†¦But if Satan does only what God wants, there is no external proof that Satan indeed had exercised his will. Satan cannot be content with mere assent that looks like blind obedience. Dissent, on the other hand, is absolute proof of Satans individual will being realized over aga inst Gods will. Satans intent seems to be to prove the existence of his will rather than, as God wants, to prove the independently good content of his will. By dissent, Satan shows himself to be more concerned with himself than with God, with the appearance of free will than with its real content. Here is the second major constraint under which Satan lies: as a rule, he only recognizes that part of himself which is disobedient. This constraint, unlike the one natural to Satans will, is self-imposed. Satans pride further constrains him. Because he is able to prove his freedom via dissent, and because he has ignored the fact that his free will comes from God, Satan thinks (or at least tells the angels before his own fall) that all heavenly beings including God are Equally free (5.792). Focused on his own freedom, Satan cannot understand that God has even more freedom than he. When confronted with the hegemonic power of the Son, then, Satan believes that new Laws have been imposed, that God has changed the rules (5.679-80). But this is not a new constraint; it is merely a new formulation of the Godhead. According to Raphael, Satan thinks that to acknowledge the Son would be toShow MoreRelatedTheodicy in John Miltons Paradise Lost792 Words   |  3 PagesJohn Miltons theodicy in Paradise Lost is an attempt to justify the ways of God to men. Many ask how God could let someone as innocent as a child die in a horrible way. How could a God that is all loving and all powerful let something like that happen? He answers this using the fall of Mankind as the trigger point. Cordelia Zukerman and Thomas H. Luxon, The dominance of these themes comes from the fact that Milton is writing about the first humans on earth, humans who have no history and no wayRead MoreResearch Paper: Paradise Lost1888 Words   |  8 PagesParadise Lost -John Milton- John Milton  (9 December 1608  Ã¢â‚¬â€œ 8 November 1674) was an English poet,  polemicist,  man of letters, and a civil servant for the Commonwealth of England  under  Oliver Cromwell. He wrote at a time of religious flux and political upheaval, and is best known for his  epic poem  Paradise Lost  (1667), written in  blank verse. Miltons poetry and prose reflect deep personal convictions, a passion for freedom and self-determination, and the urgent issues and politicalRead MoreJohn Milton s Paradise Lost 1328 Words   |  6 PagesRobert Mezian Professor Mylander English 589 14 November 2016 Paradise Lost Essay In his epic poem titled Paradise Lost, John Milton describes his work as a process to justify â€Å"the ways of God to men†. In terms of the personal and individual, Milton’s main concern was between a man’s relationship and God. With this, comes the very idea of free will itself. One can define free will as the ability and freedom to choose between different possible courses of action. Not only is free will portrayed inRead More Christianity and Greek Epic Tradition as Devices for Miltons Object in Paradise Lost2719 Words   |  11 PagesChristianity and Greek Epic Tradition as Devices for Miltons Object in Paradise Lost The widely known story of the Genesis account in the Bible of the creation and fall of humankind does not make for a very interesting story. Almost anyone familiar with Western tradition can provide at least this basic outline: God makes angels, the best angel wants to be God, the angel gets kicked out of Heaven into Hell, goes to the garden of Eden, persuades Eve to eat an apple, and down plunges humanityRead MoreParadise Lost By John Milton997 Words   |  4 PagesIn John Milton’s poem, Paradise Lost, written out were twelve books that mainly focused on Adam and Eve. The plot essentially focuses on the defiance that Adam and Eve have created due to Satan’s persuasive manner to destroy humankind. In book four, Milton introduces the creation of man. The Bible states, â€Å"the LORD God formed the man of dust from the ground† (The Holy Bible (ESV), Genesis. 2.7). The name of God’s creation is Adam. After contemplation, God realizes man shall not be alone. This isRead More The Character of Yolanda Garcia in How the Garcia Girls Lost Their Accents and !Yo!2539 Words   |  11 PagesThe Character of Yolanda Garcia in How the Garcia Girls Lost Their Accents and !Yo!  Ã‚        Ã‚  Ã‚   Julia Alvarez develops the character of Yolanda Garcia in some different and similar ways in her two books How the Garcia Girls Lost Their Accents and its sequel !Yo!. The reasons for the differences in the two characterizations of Yolanda is that there is almost no continuity concerning her character in the two books-meaning that all the specific details of Yolandas life given to the reader in theRead MoreFrankenstein Study Guide14107 Words   |  57 Pagesbetter-known poems and books Shelley refers to in the novel, such as Wordsworth’s â€Å"Lines Composed a Few Miles Above Tintern Abbey,† Percy Shelley’s â€Å"Mutability,† Coleridge’s The Rime of the Ancient Mariner, Goethe’s Sorrows of Young Werter, Milton’s Paradise Lost, and Plutarch’s Parallel Lives. Also include literature guides that contain summaries of these works. Bookmark the pages where each work is discussed. Encourage students to browse and spot-rea d in these books. Suggest that they note each allusion

Planned Strategy vs Emergent Strategy, Game Theory and Concept of Driv Term Paper

Essays on Planned Strategy vs Emergent Strategy, Game Theory and Concept of Driving Markets - Strengths and Weaknesses Term Paper The paper â€Å"Planned Strategy vs Emergent Strategy, Game Theory and Concept of Driving Markets - Strengths and Weaknesses" is a meaningful version of a term paper on management. Marketing planning is an aspect that is carried out in many organizations. Analysis, however, shows that it is quite important to find a balance between planned and emergent approaches strategy. This paper will, therefore, compare the effectiveness of game theory as proposed by Nalebuf and Brandenburger and driving markets as proposed by Jaworski. This is basically the difference between the two approaches. This is in relation to assisting marketers to find a balance. This paper will also elaborate on the strengths and weaknesses of game theory and the concept of driving markets. (Brandenburger, 1994, p. 800)It is quite essential that a balance between the planned and emergent approaches to strategy be found. Strategic planning involves putting clear future goals of an organization. In this case, planners put in place steps that have to be implemented in order to achieve goals. Analysis of various planning strategies shows that they end up creating a climate that is uncongenial to stakeholders. This is one of the main reasons as to why a balance between planned and emergent strategy is important. It is quite clear that the planned strategy puts across foreseen aspect in a market. (Bell, 1980, p. 295)The planned strategy has been known not to use a committing but a calculative style. In this case, the managers only look at the ultimate goal and not bother about stakeholder preferences. This means that managers only push employees towards achieving the ultimate goal. This type of approach kills employees’ enthusiasm. It is quite essential that a balance between planned and emergent strategy be reached.In this case, the management can use planned strategy to have a clear view of what they want to be achieved but at the same time consider other stake holder’s views and mar ket changes. It is very essential that a balance between planned and emergent strategies be reached. This is because the planned strategy basically focuses on assumptions that are linear based. On the other hand, emergent strategy bases on the business reality on the ground. (Steiner, 1979, p.30)This means that in the pursuit of goals and objectives, managers need to recognize that assumptions made during planning may not necessarily follow a linear framework. A planned strategy is mostly carried out through beliefs, common reasoning and experience of the planners. The planned strategy consists of a structure that is expected to be followed by stakeholders. This structure undergoes conditioning once defensive and challenging customs emerge in an organization.The emergent strategy recognizes that the business world is quite dynamic in nature. This means that changes need to be managed and initiated accordingly. Some of the changes in a market may be quite chaotic in nature. This aspe ct is not put into consideration in the planned strategy. Emergent strategy highly recognizes the elemental interaction of multifaceted systems in a market. This is whereby both positive and negative feedbacks are analyzed accordingly. This strategy easily deals with strategic behavior within an organization.This strategy perceives strategic behavior as an observable fact that materializes in a way that is not predictable. This is due to various facets of interaction and influence that occur in business organizations. The emergent strategy greatly analyses the performance of the planned strategy. In case the planned strategy is deemed to be ineffective then appropriate measures are taken. These measures may include re-engineering and restructuring of organizational systems.

Strategy and Operations Revision Free Essays

Introduction to Strategy and Operations Management| Operations Strategy| Product Design| Process Design| Supply Networks| Layout and Flow| Scientific Management and Job Design| Introduction to Quality – A Choice Paradigm| Operationalizing Strategy| Review and Examination Preparation| Operations Strategy Strategic decisions Widespread in their effect, define the position of the organisation relative to its environment and move the organisation closer to its long term goals * A strategy has content and process Operations is not the same as operational * Operations – resources that create products and services * Operational – opposite of strategic. Day-to-day and detailed Content and Process * Content – specific decisions and actions * Process – method that is used to make the specific ‘content’ decisions 4 Perspectives Top Down – the influence of the corporate or business strategy on operations decisions * Bottom-up – the in fluence of operational experience on operations decisions * Market requirements – the performance objectives that reflect the market position of an operations products or service, also a perspective on operations strategy * Operations resource capabilities – the inherent ability of operations processes and resources; also a perspective on operations strategy. Products * Tangible Are used after purchase Services * Intangible * Used at the time of delivery TOP DOWN PERSPECTIVE Views strategic decisions at a number of levels Corporate strategy – the strategic positioning of a corporation and the businesses with it Business strategy – the strategic positioning of a business in relation to its customers, markets and competitors, a subset of corporate strategy Functional strategy – the overall direction and role of a function within the business; a subset of business strategy BOTTOM UP PRESPECTIVE Sees overall strategy as emerging from day-to-day operational experience Emergent strategy – a strategy that is gradually shaped over time and based on experience rather than theoretical positioning MARKET REQUIREMENTS PERSPECTIVE -Satisfy the requirements of the market Competitive factors – the factors such as delivery time, product or service specification, price etc. We will write a custom essay sample on Strategy and Operations Revision or any similar topic only for you Order Now hat define customers’ requirements Order-winning factors – the arrangement of resources that are devoted to the production and delivery of products and services Qualifying factors – aspects of competitiveness where the operation’s performance has to be above a particular level to be considered by the customer Less important factors – competitive factors that are neither order winning nor qualifying, performance in them does not significantly affect the competitive position of an operation Product/service life cycle – a generalized model of the behaviour of both customers and competitors during the life of a product or service; it is generally held to have four stages, introduction, growth, maturity and decline. OPERATIONS RESOURCES PERSPECTIVE Resource-based view (RBS) – the perspective on strategy that stresses the importance of capabilities (sometimes known as core competences) in determining sustainable competitive advantage. Intangible resources – the resources within an operation that are not immediately evident or tangible, such as relationships with suppliers and customers, process knowledge, new product and service development. PROCESS OF OPERATIONS STRATEGY Process – procedures which are, or can be, used to formulate those operations strategies which the org. should adopt. IMPLEMENTATION 5 P’s of operations strategy formulation * Purpose * Point of entry * Process * Project management * Participation TRADE-OFFS The extent to which improvements in one performance objective can be achieved by sacrificing performance in others. PROCESS OF OPERATIONS STRATEGY GUIDES THE TRADE OFFS B/W PERFORMANCE OBJECTIVES Operations strategy – Should address the relative priority of the operation’s performance objectives * Influences the trade-offs b/w an operation’s performance EFFICIENT FRONTIER Like in economics – convex line. Useful approach to articulating trade-of fs and distinguishes b/w repositioning performance on the efficient frontier and improving performance by overcoming trade-offs. FOCUS AND TRADE-OFFS Operations focus – dedicating each operation to a limited, concise, manageable set of objectives, products, technologies or markets, then structuring policies and support services so they focus on one explicit task rather than on a variety of inconsistent or conflicting tasks. Operation-within-an-operation – allows an org. to accrue the benefits of focus without the considerable expensive of setting up independent operations. Design DESIGN ACTIVITY To conceive looks, arrangement and workings of something before it is constructed. Happens before construction. PROCESS DESIGN AND PRODUCT/SERVICE DESIGN ARE INTERREALTED Treated separately but are interrelated. Process design and product/service design should be considered together PROCESS DESIGN OBJECTIVES Point of process design is to make sure that the performance of the process is appropriate for whatever it is trying to achieve. Process design should reflect process objectives Micro’ performance flow objectives are used to describe flow performance: * Throughput rate – rate which units emerge from the process * Throughput time – the time for a unit to move through a process * Work in process – number of units in the process is an average over a period of time * Utilizatio n- the ratio of the actual output from a process or facility to its design capacity ENVIRONMENTALLY SENSITIVE DESIGN Life cycle analysis – a technique that analyses all the production inputs, life cycle use of a product and its final disposal in terms of total energy used and wastes emitted. PROCESS TYPES – THE VOLUME VARIETY EFFECT ON PROCESS DESIGN High volume = food canning factory Low volume = major project consulting engineers Low variety = electricity utility High variety = architects practice Low volume – high variety and vice versa Volume variety positions PROCESS TYPES Process types – terms that are used to describe a particular general approach to managing processes In manufacturing these are generally held to be project, jobbing, batch, mass and continuous processes, In services they are held to be professional services, service shops and mass services PROJECT PROCESSES – processes that deal with discrete, usually highly customized, products. JOBBING PROCESSES – processes that deal with high variety and low volumes, although there may be some repetition of flow and activities. BATCH PROCESSES – processes that treat batches of products together, and where each batch has its own process route. MASS PROCESSES – processes that produce goods in high volume and relatively low variety CONTINUOUS PROCESSES – processes that are high volume and low variety; usually products made on continuous process are produced in an endless flow, such as petrochemicals or electricity. PROFESSIONAL SERVICES – service processes that are devoted to producing knowledge-based or advice-based services, usually involving high customer contact and high customisation, examples include management consultants, lawyers, architects etc. SERVICE SHOPS – service processes that are positioned between professional services and mass services, usually with medium levels of volume and customization. MASS SERVICES – service processes that have a high number of transactions, often involving limited customization, for example mass transportation services, call centres etc. PRODUCT-PROCESS MATRIX A model derived by Hayes and Wheelwright that demonstrates that natural fit between volume and variety of products and services produced by an operation on one hand, and the process type used to produce products and services on the other. Natural diagonal – most operations stick to this. PROCESS MAPPING Describing the processes in terms of how the activities within the process relate to each other (aka process blueprinting or process analysis) PROCESS MAPPING SYMBOLS PMS – The symbols that are used to classify different types of activity; they usually derive either from scientific management or information systems flow charting High-level process mapping – an aggregated process map that shows broad activities rather than detailed activities THROUGHOUT, CYCLE TIME AND WORK IN PROCESS Work content – the total amount of work required to produce a unit of output, usually measured in standard times Throughput time – the time for a unit to move through a process Cycle time – average time b/w units of output emerging from a process Work-in-process – number of units within a process waiting to be process further LITTLES LAW Throughput time = work-in process x cycle time THROUGHPUT EFFICIENCY % Throughput efficiency = (work content/throughput time) x 100 PRODUCT AND SERVICE DESIGN WHY IS DESIGN IMPORTANT? -Enhances profitability WHAT IS DESIGNED? * Concept – outline specification including nature, use and value of p/s * Package – Core p/s – fundamental to the purchase and could not be removed without destroying nature of the package * Supporting p/s – Enhance the core * Process – designing a way in which the ‘ingredients’ will be created and delivered to customer DESIGN ACTIVITY IS ITSELF A PROCE SS -The design activity is one of the most important operations processes -Producing designs for products is itself a process STAGES OF DESIGN 1. Concept generation – a stage in the product and service design process that formalizes the underlying idea behind a product or service 2. Screening – to see if they will be a sensible addition to its p/s portfolio 3. Evaluation and improvement – can it be served better, more cheaply, more easily? 4. Prototyping and final design CONCEPT GENERATION IDEAS FOR CUSTOMERS -Marketing – focus groups etc. LISTENING TO CUSTOMERS -Complaints –suggestions IDEAS FROM COMPETITORS Reverse engineering – the deconstruction of a p/s in order to understand how it has been produced IDEAS FROM STAFF Know what customers like etc. IDEAS FROM RESEARCH DEVELOPMENT RD – the function in the org. that develops new knowledge and ideas and operationalizes the ideas to form the underlying knowledge on which p/s and process design are based. CONCEPT SCREENING Assessing the worth or value of each design option, so a choice can be made. * Design criteria – 3 broad categories of design criteria† 1. Feasibility – the ability of an operation to produce a process, product or service 2. Acceptability – the attractiveness to the operation of a p/s 3. Vulnerability – the risks taken by the operation in adopting a process, p or s THE DESIGN ‘FUNNEL’ A model that depicts the design process as the progressive reduction of design options from many alternatives down to the final design. PRELIMINARY DESIGN SPECIFYING THE COMPONENTS OF THE PACKAGE Component structure – diagram that shows the constituent component parts of a product or service package and the order in which the component parts are brought together (aka components structure) REDUCING DESIGN COMPLEXITY Simplicity is a virtue STANDARDIZATION The degree to which processes, products or services are prevented from varying over time COMMONALITY The degree to which a range of p/s incorporate identical components (aka parts commonality) If multiple p/s are based on common components, the less complex it is to produce them MODULARIZATION The use of standardized sub-components of a p/s that can be put together in different ways to create a high degree of variety. I. e. Art attack. Many languages, 60% scenes the same DEFINING THE PROCESS TO CREATE THE PACKAGE Examine how a process could put together the various components to create the final p/s. DESIGN EVALUATION AND IMPROVEMENT See if preliminary design can be improved before the p/s is tested in the market. Many techniques (3 main ones): 1. QUALITY FUNCTION DEPLOYMENT A technique used to ensure that the eventual design of a p/s actually meets the needs of its customers. QFD matrix – how company sees relationship b/w requirements of customer and the design characteristics of p/s 2. VALUE ENGINEERING An approach to cost reduction in product design that examines the purpose of a p/s, its basic functions and its secondary functions. 3. TAGUCHI METHODS A design technique that uses design combinations to test the robustness of a design I. e. Telephone – should still work when has been knocked over. Pizza shop – cope with rush of customers PROTOTYPING AND FINAL DESIGN Prototype can be clay model, simulations etc. Virtual prototype –a computer based model of a p/p/s that can be tested for its characteristics before the actual p/p/s is produced Computer-aided design (CAD) – a system that provides the computer ability to create and modify p/p/s drawings BENEFITS OF INTERACTIVE DESIGN Interactive design – the idea that the design of p/s on one hand, and the processes that create them on the other, should be integrated Can shorten time to market SIMULTANEOUS DEVELOPMENT Sequential approach to design – one stage completed before another is started * Easy to manage and control * Time consuming and costly Simultaneous/concurrent approach to design – overlapping these stages in the design process so that one stage in the design activity can start before the preceding stage is finished, the intention being to shorten time to market and save design cost PROJECT-BASED ORGANIZATION STRUCTURES Functional design organization Product design organization Range of org. structures = Pure functional to pure project forms. Task force Matrix organization LAYOUT AND FLOW WHAT IS LAYOUT? -How its transforming resources are positioned relative to each other and how its various tasks are allocated to these transforming resources. – Layout decision is relatively infrequent but important What makes a good layout? – Inherent safety – Length of flow – Clarity of flow – Staff conditions – Management coordination – Accessibility – Use of space – Long-term flexibility – Layout is influenced by process types BASIC LAYOUT TYPES 4 basic layout types: FIXED-POSITION LAYOUT -Locating the position of a product or service such that it remains largely stationary, while transforming resources are moved to and from it I. e. Motorway construction, open-heart surgery (patients too delicate to be moved). FUNCTIONAL LAYOUT * Conforms to the needs and convenience of the functions performed by the transforming resources which constitute the processes. Similar resources or processes are located together * I. e. Hospitals, supermarket CELL LAYOUT * Transformed resources entering the operation are pre-selected to move to one part of the operation in which all the transforming resources, to meet their immediate processing needs, are located. * I. e. Maternity unit in a hospital, lunch products in a supermarket * Shop-within-a-shop – display area selling specific thing. I. e. sports shop – sports books, sports shoes, etc. PRODUCT LAYOUT Line layout – a more descriptive term for what is technically product layou t Involves locating the transforming resources entirely for the convenience of the transformed resources. I. e. Automobile assembly Self-service cafeteria – sequence of customer requirements (starter, main, dessert, drink) is common to all customers, but layout also helps control flow of customers. MIXED LAYOUTS Combination of layouts I. e. 1 kitchen serving 3 restaurants (cafeteria, buffet and sit down) VOLUME-VARIETY AND LAYOUT TYPE -The volume and variety characteristics of an operation will influence its layout – When volume is low and variety high, flow is not a problem SELECTING A LAYOUT TYPE -Volume-variety characteristics narrow down choice -Influenced by understanding advantages and disadvantages (see p198) – Cost implications DETAILED DESIGN OF THE LAYOUT DETAILED DESIGN IN FIXED POSITION LAYOUT Location of resources based on the convenience of transforming resources themselves. DETAILED DESIGN IN FUNCTIONAL LAYOUT Combinatorial complexity – the idea that many different ways of processing products and services at many different locations or points in time combine to result in an exceptionally large number of feasible options; the term is often used in facilities layout and scheduling to justify non-optimal solutions Flow record chart – a diagram used in layout to record the flow of products or services between facilities Relationship chart – a diagram used in layout to summarize the relative desirability of facilities to be close to each other. How to cite Strategy and Operations Revision, Papers

Self Presentation free essay sample

When you meet someone for the first time, it comes to your mind a certain impression about him or her. On the other side, that person also takes a certain impression about you. This impression might be positive or negative. It depends on how you present yourself to others. Unfortunately, the first impression is sometimes unfair because the person you meet for the first time may take a wrong impression about you. For example, my friend told me that before we became close friends, she was thinking that I am arrogant, but when she became close to me, she discovered that she took a wrong impression about me. In fact, I am not sociable and I dont take the initiative in getting to know others. That is why those who do not know me well think i am arrogant, but that is not true about me. The first impression whether it is true or not may affect the way you treat people and how they treat you forever. For example, I fall In love with someone.When we first meet each other, he told me that he belongs to the royal family. Later, I discovered that he was lying to me. I know that he is from the upper class and he belongs to a prominent family, so there was no need to lie about his family name. Actually, because of this lie, I took an impression about him that he is not trustworthy, so we broke up. In most cases, the first impression lasts forever, so you should present yourself in a good image. To make others take a good impression about you, you must consider the following; First, be yourself.Dont tell anything that is not true about you. Show your real personality. Second, take care of your appearance. Your dress should be clean and appropriate to the customs of society in which you live. Moreover, be careful in your appointments. If you attend the meeting on time, you will get others aspect because it shows that you care about them. In addition, smile to your audience, keep eye contact when you speak and listen and Speak clearly to let your audience understand what you say.Furthermore, choose your words which express what you want to say correctly. In short, we all should present ourselves in the right way to let others take a good impression about us in order to make relationships last longer. Samara Said AH Hajji. Assignment 1. Social psychology_DO. BY chambermaids impression about him or her. On the other side, that person also takes a certain impression about you. This impression might be positive or negative. It depends on how you present yourself to others.Unfortunately, the first impression is sometimes unfair because the person you meet for the first time may take a wrong impression that she took a wrong impression about me. In fact, I am not sociable and I dont take the initiative in getting to know others. That is why those who do not know me well think I am arrogant, but that is not true about me. The first impression whether it is example, I fall in love with someone. When we first meet each other, he told me that the following; First, be yourself. Dont tell anything that is not true about you.