Human rights Essay Example | Topics and Well Written Essays - 1500 words - 1

The Apollo Program Essay Research Paper The free essay sample

The Apollo Program Essay, Research Paper The Apollo Program ( 1963 # 8211 ; 1972 ) # 8220 ; That # 8217 ; s one little measure for a grown-up male, one mammoth spring for a humanity. # 8221 ; The national endeavor that empowered Astronaut Neil Armstrong to talk those words as he ventured onto the lunar surface, and satisfied a fantasy each piece old as humankind. Be that as it may, Project Apollo # 8217 ; s closes went past landing Americans on the Moon and returning them securely to Earth. A portion of the main parts of the bargains were: to set up the designing to run into other national inclusions in vast ; to achieve qualification in endless for the United States ; to ship out an arrangement of logical ex-ploration of the Moon ; and to much more create grown-up male # 8217 ; s effectively top of the line capacity to work in the lunar condition. Six of the missions accomplished the finish of set bringing down on the Moon, and securely coming back to Earth. Apollos 7 and 9 were Earth rotating missions to demonstrate the Command and Lunar Modules, and did non return lunar informations. We will compose a custom exposition test on The Apollo Program Essay Research Paper The or then again any comparative subject explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page Apollos 8 and 10 tried arranged constituents while rotating the Moon, and returned picture taking of the lunar surface. Apollo 13 did non set down on the Moon at all because of a glitch, yet adjacent to brought exposures back. The six missions that arrived on the Moon restored an abundance of logical advanced audiotape an and around 400 kgs of lunar examples. Examinations included earth mechanics, meteoroids, seismal, heat stream, lunar running, attractive Fieldss, and sun based air current investigations. Apollo was a three-section ballistic case: the offer workforce ( CM ) , the group # 8217 ; s quarters and flight control region ; the administration staff ( SM ) for the impetus and shuttle emotionally supportive networks ( when together, the two resources are called CSM ) ; and the lunar personnel ( LM ) , to take two of the team to the lunar surface, back up them on the Moon, and return them to the CSM in lunar circle. The flight way, lunar circle rendezvous, was chosen in 1962. The supporters for the arrangement were the Saturn IB for Earth circle flights and the Saturn V for lunar flights. Between the 1940 # 8217 ; s and present twenty-four hours, somewhere in the range of 30,000 advancements have been imagined, produced, supported and created in some way as an immediate result of boundless geographic undertaking. Media communications, clinical research, registering machine building, agribusiness, climate examination forecast and tonss of different enterprises have benefitted by means of the quickening agent of interminable geographic endeavor. Not a group of individuals would recognize this, yet every part of life on Earth has been drastically influenced by what we # 8217 ; ve gained from the review of endless.

8 Tips to Survive Your Husbands Retirement

8 Tips to Survive Your Husband's Retirement January 20, 2020 Jose Luis Pelaez Inc/Creative RF/Getty More in Relationships Spouses & Partners Marital Problems LGBTQ Violence and Abuse Are you petrified of your partner’s retirement? Do you worry that he is going to cling to you day in and day out not knowing what to do with himself? Do you think he may become sullen or full of angst with all this new-found time and freedom? Retirement will be difficult for men and their spouses who have not quite prepared for the transition. In general, men have defined themselves by their career with other roles, such as a father or husband, secondary. On the other hand, women have maintained a myriad of roles, regardless of their work outside the home, and are commonly more social than men. So, it’s not a surprise that retirement can make men feel lost, lonely, more dependent on their spouse. This, in turn, can lead to a new kind of marital stress.?? Tips for Surviving Your Husbands Retirement Remember, retirement is tough. Retirement offers a whole new way of life, but, it does take planning, courage,  and determination to create a fulfilling retirement and marriage.Dream your wildest dreams and plan in advance. For years, you have heard about the importance of establishing a retirement financial plan. Couples who spend a good amount of time planning how they want to spend their retirement may find that this contributes to more to their happiness than their financial plan did. Acknowledging your dreams is an important aspect of this aspect of planning.?? Even if some of those dreams are too expensive or difficult to pursue, they still produce an opportunity for creative planning. Couples often find that these pursuits are accessible, sometimes in a less costly or ambitious mode, and fulfilling nonetheless.Identify what you enjoy doing together. Some couples think they have too much togetherness now that they are retired. Sharing meaningful activities that you both enjoy r educes that tension and increases your pleasure in spending time together. Think about any new activities you wish to try on your own or with others.Create individual space in your home for each partner and allow time to pursue personal interests. We all need space and time to be alone or to pursue our own particular interests. Having even a small area that the other person respects as their partner’s special place as well as guilt-free time to partake in these individual interests reduces tension in the relationship.Hold courageous conversations where partners feel comfortable identifying their unique interests and concerns about this new life stage. Partners who do not share their hopes or fears for this new life stage often have difficulty understanding the others’ actions or attitudes. For instance, a husband whose life had been wrapped around his work or forced into early retirement may be angry that he is not working.  Unless he helps his wife understand these feelings, sh e is likely to resent the angry behavior he may demonstrate. Communication has always been important throughout your marriage and it is even more so now.??Do not say “never” or “you always.” If or when an argument surfaces, the accused partner hears only the accusation of blame or guilt and not the underlying reasons why the partner is upset. It is far more effective to tell your partner why a particular action is a problem rather than making an accusation. For instance, he probably did take the garbage out in the past week or two. Hearing you never take out the garbage will most likely only produce defensiveness.Take the time to listen to what your spouse is really saying. Too often, especially when there is tension, we tend to think we heard what the other said. Alternatively, we don’t listen at all. Stable relationships take a lot of empathy, and that is achieved when we feel the other’s pain, concerns, or desires. If you have gotten this far in your marriage, you mos t likely value each other’s perspectives. Don’t forget this once your spouse is retired.Find reasons to be kind to one another. Kindness is contagious. It’s harder to remain angry when another person is nice to you, and kindness helps deepen the bond as couples grow in their love and appreciation for one another. Let compliments and “thank yous flow from your lips often. Retirement does not have to mean doom for your marriage. It does mean a significant transition. With transitions comes to stress and changes. There are ways to make this as smooth as possible so that you both get your well-deserved enjoyment out of this phase in your life and marriage.

Operations, Strategic and International Management - Free Essay Example

Sample details Pages: 11 Words: 3277 Downloads: 9 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? Operations, Strategic and International Management 1 How would you assess Motorola’s recent (last 5 years) global performance? Since January 1 2005, Motorola has operated through four divisions: mobile devices, government and enterprise mobility solutions, networks and connected home solutions. The mobile devices division forms the core of the business, and was responsible for 58% of net sales in 2005, while the other three divisions accounted for 18%, 17% and 8% respectively, therefore the focus of this analysis will be the mobile division. Motorola’s performance since 2001 is best described as erratic, with some considerable successes and some difficult trading periods. At least some of this can be attributed to the macroenvironment, with economic trends in the US particularly affecting many of Motorola’s competitors, some to a worse degree than Motorola. Don’t waste time! Our writers will create an original "Operations, Strategic and International Management" essay for you Create order However, Motorola’s main competitor, Nokia, has perhaps suffered less, suggesting that Motorola’s performance could have been improved, had it adopted the right strategy. To understand Motorola’s performance in the last 5 years, it is important to place it in context by looking at how the business was operating in the period two to three years before this. The late 1990s saw difficult trading conditions due to the Asian economic downturn, with many Asian companies cutting prices. With many technological items produced in Asia, this proved highly competitive for Motorola, so the company embarked on a restructuring programme, shedding jobs to cut costs (news.bbc.co.uk/1/hi/business/the_company_file/187392.stm). Motorola quickly began to reinvest. The years 1999-2000 were a boom time for companies dealing with emerging technologies, particularly relating to mobile communcations and the internet, and Motorola was very much part of this, teaming up with Cisco in 1999 to develop wireless internet technology, in which Motorola planned to invest $1bn over a five year period. (news.bbc.co.uk/1/hi/business/the_company_file/274739.stm). In the same year, it embarked on a  £60m expansion of its semiconductor production in Scotland (news.bbc.co.uk/1/hi/scotland/436744.stm) and bought General Instrument, a US cable TV set-top box producer for $11bn (news.bbc.co.uk/1/hi/business/the_company_file/448608.stm). The following year saw a deal with Psion, a competitor in the handheld technology market (news.bbc.co.uk/1/hi/business/625682.stm), and Motorola was already involved with Psion through the Symbian group. The Symbian group supported the use of the Epoc operating system, which was in competition wit h Microsoft’s operating system. The group was formed to ensure that Microsoft’s dominant position could be challenged, which an organisation acting alone would have found difficult to do. The following year saw more expansion of operations, and a pattern becomes evident: Motorola were keen to be part of whatever might develop as the next major technology, and the strategy to achieve this was to spread business interests across a range of possibilities. The General Instrument purchase, for example, was made in the hope that cable technology would become the dominant force in communications, although wireless investment was undertaken alongside this. In 2001, macroeconomic factors had a major effect on the markets in which Motorola operated, and the company was hit. An economic downturn in the US reduced demand for computer equipment and the semiconductor market, a large part of Motorola’s business, declined rapidly. The company embarked on cost-cutting measures, and there were widespread redundancies. While much of this can be attributed to trading conditions, it is significant that, simultaneously, Motorola was losing mobile phone market share to the market leader, Nokia. Its strategy of investing in a broad-ranging portfolio was not effective insurance against the whole technology market facing difficulties. While Motorola had worked hard to anticipate new trends, it had been less active in its market research, with the result that Nokia was designing phones with a far greater awareness of cultural trends (news.bbc.co.uk/1/hi/business/1287560.stm). Although the customer ultimately chooses their preferred model of phone, mobile networks control the range available, and are more likely to stock and subsidise purchase of phones with revenue-earning features: the more the consumer likes and uses the mobile phone, the more revenue for the network operator. Nokia phones were more successful in achieving this than Motorola phones. 2002 was a year of losses for Motorola, although it returned to profit in the final quarter. It was also gaining mobile phone market share, mostly from Ericsson. Trading conditions were still challenging, with depressed markets affecting both Motorola and its competitors. Coupled with this was a demand for new 3G technologies much lower than anticipated. Motorola had invested heavily in developing 3G products, and would have to wait longer than expected to recoup its costs. During 2003, Motorola was still struggling to become profitable again, blaming the Sars outbreak in East Asia, an excess of stock in Asia and earthquake damage to a semiconductor plant in Japan (news.bbc.co.uk/1/hi/business/2975796.stm). In October, the CEO, Christopher Galvin, resigned over differences in opinion over strategy. Shortly afterwards, Motorola announced that its semiconductor business was to be separated and eventually floated independently, resulting in a significant climb in Motorola’s share price as investors saw the narrowing of interests as potentially leading to a more focused operation (Teather 2003). Edward Zander took over as CEO, identifying time-to-market as a key weakness in Motorola’s strategy (Brown 2003). During 2004, Motorola won market share which was attributed to design and features of new phones (news.bbc.co.uk/1/hi/business/3758196.stm). The company’s recovery continued in 2005, partly due to sales of its Razr phone, a slimline model that helped Motorola’s brand image compete more successfully with Nokia’s. The phone was subsequently made available in pink, with Carphone Warehouse ordering the first shipment and selling 400,000 in the three months to Christmas 2005 (Parkinson 2006). However, Motorola’s success with mobile phones has been mixed. The Rokr phone, the result of a collaboration with Apple and the first iTunes-compatible phone on the market, received a negative response from critics, as other MP3-playing phones on the market had better features, and the phone does not have elements of the iPod’s design. It is possible that Apple imposed design and functionality restrictions to avoid compromising sales of iPods, and the end product struggled to compete in an already crowded market. Although Motorola operates in a large number of markets worldwide, its strongest market is in the US, for all its divisions. The US accounts for 40% of mobile sales and 69% of Government and enterprise mobility solutions sales. Sprint Nextel, a US communications company, accounts for 25% of sales of the Networks division (library.corporate-ir.net/library/90/908/90829/items/186361/MOT200510Ka.pdf). A focus on the domestic market has affected Motorola’s success elsewhere: its slowness to pick up on European mobile phone trends enabled Nokia to gain ground, and any US economic downturn impacts on Motorola particularly heavily. It attributes a decline in the performance of the automotive sector of its Government and enterprise mobility division to the slump in the US automobile market. While the share price has more than recovered since its 2002-3 trough (see Fig. 1), there are still strategic issues that Motorola should address that could improve its performance, particularly from a global perspective. Fig. 1 (see appendix for table of share prices from April 2001-6) To summarise, Motorola’s performance in the past five years has seen it maintain its second place in the market (Nokia is the leader): however, some of its strategy has been flawed, and its global performance could have been significantly better. 2.Evaluate the resources possessed/controlled by Motorola. Which, if any, can be considered strategic? Establishing which of Motorola’s resources are strategic first demands an overview of the business’s strategy. Its approach is to have a strategy for each of the four core areas of the business: these are summarised in its Annual Report (library.corporate-ir.net/library/90/908/90829/items/186361/MOT200510Ka.pdf). For mobile phones, the company’s strategy is three-fold: a focus on seamless mobility, differentiation through design and richness of consumer experience. The most important resources for this are research and development into technologies which can improve convenience and ease of seamless mobility, design resources to utilise aesthetic and functional potential of the phones and partnerships, such as those with Apple and Google, to maximise the satisfaction derived from delivery of the phone’s functionality. Together, these can help boost Motorola’s position by differentiating it from its competition: differentiation, rather than an ‘all things to all people’ approach, is advocated by Michael Porter (Hammonds K 2001): Motorola have tended towards the latter. The strategies for the three other areas of the business are comparatively vague, and better described as goals than strategies. For Government and Enterprise mobility, Motorola wants to provide all the Government’s purchases, but anticipates â€Å"widespread competition† (ibid: 2). There is no indication of how this might be tackled, although the company believes its portfolio of compatible products is unique. Competitors could develop their own products to fulfil the same functions as Motorola’s portfolio. If the portfolio is to be an effective strategic resource, uniqueness must be maintained through ongoing research and development and patenting to limit competitor’s options to develop similar technologies. Motorola’s Networks strategy is investment in technologies, including 3G’s successors. Again, research and development is core to delivery here. However, the factors particularly influencing the markets are identified as time to market and price: the supply chain, manufacture and distribution would therefore appear to be important resources, although not strictly strategic in that they are more relevant to post-development operations. Motorola’s aim with Home Solutions is to be global leader (ibid: 13), which it intends to achieve partly by developing more cost-effective products so that families buy more than one set-top box. Supply chains and operational analysis to increase efficiency and minimise costs are key resources, and research and development may be able to identify possible product improvements. Technological research, marketing research and product development require financial investment prior to reaching market, with no guarantee of recouping costs. Motorola’s position can be analysed in relation to the Boston Consulting Group matrix. The matrix identifies products as falling into different quartiles according to the level of market growth and market share. With Motorola depending on maintaining their position through innovation, and the relatively short lifespan of products such as mobile phones, there can be limited reliance on the ‘cash cow’ with low market growth but strong market share: products will quickly become ‘dogs’ with low growth and low market share. This means there must be even more emphasis on ‘stars’ with high market growth and high market share, but which will not maintain their star position long-term. The income from stars and cash cows is needed to fund ‘question marks’, new products with the potential to become stars with the right investment. With Motorola’s research and development core to its strategies in all its divisions, stars such as the Razr, which is expanding its market share through being available in different colours, are vital to generate funds for investment. While extending a product through variation of design features may at the moment ensure its popularity, it can be expected that other manufacturers will follow suit. Motorola is in a strong position to invest. Its net earnings for 2005 were almost $4.6bn, up form $1.5bn in 2004. In the Company’s Annual Report for 2004, Edward Zander highlighted $5bn net cash assets,which could be used for investment before less liquid assets are utilised. However, another key strategic resource is Motorola’s workforce. In the expanding technological markets, retaining skilled workers is paramount to success and there are many opportunities for them to move. Additionally, with investment followed by redundancy programmes in recent years, many employees may experience a sense of job insecurity or have decreased loyalty. Investment in ensuring employment conditions are superior to competitors’ could be key to maintaining a competitive edge. A final strategic resource is Generation HERE, a survey undertaken in 2005 to collect qualitative data globally to see how mobiles affected people’s lives. This will hopefully provide the insight that has been lacking in some of the company’s decision-making in recent years. 3.On a visit to the Motorola offices in London, you find yourself stuck in the lift with Motorola’s Chairman and Chief Executive Officer, Edward Zander. The engineer says that you will have to wait 10 minutes before they can get the lift working again. Based on your earlier analysis of the above two questions what would your comments be to the Chairman? Your objective is to be offered a highly paid consultancy role. Ten minutes are equivalent to one side of A4 – ensure you do not exceed this limit. Overall, the strategy of Motorola could be made more focused. Past performance has suffered when the organisation has tried to compete in too many areas and has lost focus. The mobile phone strategy seems to concentrate on high-end models, yet the company is moving into emerging markets where lower specification, cheaper phones are required, and the strategy seems inconsistent. Previously, Motorola has tended to spread risk by investing in a range of technologies, but with more research into which technologies consumers are likely to take up, the range could be cut down, with more money invested in each new technology, and hence more likelihood that Motorola would develop as leader in that technology. Because the mobile phone division accounts for more than three times the sales of any of the other three divisions, the company’s focus seems to be on mobiles, and the performance of other divisions is comparatively weak. Additionally, the three smaller divisions have markets which are more concentrated in the US. For all the divisions to benefit each other, a more global focus is required, and this would also limit the effect of economic downturn in one market. The usefulness and performance of the three smaller divisions should be thoroughly assessed. If they can offer benefits to other areas of the business, they should be retained and developed. If not, they should be disposed of so that the business can be more focused, and can provide funds for further investment in the core business activities. Global expansion requires a better understanding of consumers and cultures in different countries. Success is not always a given: while the design of the Razr made it hugely successful, the Rokr’s design is relatively uninspiring. The partnership with Apple has not fulfilled its potential. The Rokr seems to have suffered through lack of research into consumer’s preference for iPods, which is partly due to design. It could be argued that the Rokr failed to meet expectations because of lack of utilisation of the iBrand. This needs to be exploited for success, otherwise Motorola might be better focusing on standard MP3s. There is the danger that combining the Motorola and Apple iPod/iTunes brands could lead to brand dilution and weaken Motorola. Motorola appears to have focused on innovation and technology at the expense of market research. The Generation HERE project has been a useful exercise in reversing this trend and needs to be continued, along with practical application of its findings to business decisions. This should help boost competitive advantage in an area which has held Motorola back in the past. APPENDIX Motorola share price in $, quarterly, April 2001-April 2006 Date Open High Low Close Avg Vol Adj Close Apr-06 23.17 24.24 22.93 24.02 18,280,111 24.02 Jan-06 22.89 24.67 22.13 22.71 22,289,180 22.67 Oct-05 22.21 22.76 19.45 22.16 22,691,428 22.08 Jul-05 18.31 21.49 18.05 21.18 24,783,610 21.07 Apr-05 15.12 15.98 14.48 15.34 13,440,509 15.22 Jan-05 17.26 17.52 15.15 15.74 18,924,755 15.58 Oct-04 18.20 19.47 16.46 17.26 14,280,023 15.26 Jul-04 18.38 18.39 14.79 15.93 17,733,700 14.05 Apr-04 17.95 20.89 16.18 18.25 23,010,633 16.06 Jan-04 14.25 17.50 14.19 16.58 18,939,885 14.56 Oct-03 11.97 14.40 11.83 13.53 16,272,334 11.84 Jul-03 9.25 11.00 8.68 9.04 13,556,927 7.88 Apr-03 8.26 8.77 7.58 7.91 15,294,004 6.87 Jan-03 8.92 10.08 7.93 7.98 13,063,914 6.89 Oct-02 10.31 10.90 7.30 9.17 20,334,665 7.89 Jul-02 14.75 16.05 10.49 11.60 17,267,572 9.94 Apr-02 14.06 16.33 13.15 15.40 12,444,772 13.17 Jan-02 15.09 16.24 12.78 13.31 13,322,819 11.35 Oct-01 15.40 18.00 14.25 16.37 13,248,308 13.92 Jul-01 16.50 19.45 14.25 18.69 13,476,904 15.90 Apr-01 13.17 16.40 12.77 15.55 14,935,309 13.19 Report generated at uk.finance.yahoo.com. Figures are for the 14th of each month, or the nearest date for which figures are available. Bibliography Anon. (2006) Power to the People in The Economist Technology Quarterly 11/03/2006 pp33-34 Brown K (2003) Motorola Revs its Engines in Wireless Week 01/10/2003 Bulkley K (2003) Ultimate mix? in The Guardian 28/07/2003 Frary M (2006) Latest mobile phones the most connected ever in The Times 14/02/2006 Hammonds K (2001) Michael Porter’s Big Ideas Interview in Fast Company March 2001 p150 Hernida A (2005) Multimedia mobiles face the music news.bbc.co.uk/1/hi/technology/4215546.stm Johnson G and Scholes K (1989) Exploring Corporate Strategy: Text and Cases (Prentice Hall, Herts) Judge E (2006) Never mind what it does, it’s what the mobile looks like that counts in The Times 14/02/2006 Kotler P, Armstrong G, Saunders J and Wong V (1999) Principles of Marketing 2nd European Edition (Prentice Hall, New Jersey) Marcusà © I, Gillespie A, Martin B, Surridge, M and Wall, N (2003) Business Studies 2nd Edition (Hodder Arnold, Oxon) Milmo D (2001) Motorola set to add to telecoms gloom in The Guardian 10/01/2001 Norris A (2002) Let’s roll with it in The Guardian 14/02/2002 Norris A (2006) Why less will mean more in 2006 in The Guardian 20/03/2006 Parkinson G (2006) Pink phone sales boost profits for Carphone Warehouse in The Independent 13/01/2006 Staff and agencies (2001a) Motorola to cut 9,400 jobs in The Guardian 19/12/2001 Staff and agencies (2001b) Siemens and Motorola ‘discuss joint venture’ in The Guardian 1/10/2001 Teather D (2004) 1000 jobs go as Motorola restructures in The Guardian 29/09/2004 Teather D (2003) Chips fly at Motorola in The Guardian 7/10/2003 Timms D (2005) Early Adopter in The Guardian 18/04/2005 Van Duyn A (2006) Techwise consumers shift sahpe of gadget horizon in The Financial Times 11/04/2006 p28 Wray R (2005a) Nokia and Motorola widen sales gap in The Guardian 25/08/2005 Wray R (2005b) Motorola buys UK’s Sendo in The Guardian 30/06/2005 Wray R (2003) Motorola blames SARS for Asian dip in The Guardian 10/06/2003 Wray R (2001) Motorola to license handset ‘guts’ in The Guardian 24/07/2001 Internet References news.bbc.co.uk 19/01/2006 Big sales double Motorola profit news.bbc.co.uk/1/hi/business/4630182.stm 06/01/2006 Motorola adds Google to mobiles news.bbc.co.uk/1/hi/business/4586940.stm 27/09/2005 Cheap phone contract for Motorola news.bbc.co.uk/1/hi/business/4285638.stm 21/04/2005 Profits up at Nokia and Motorola news.bbc.co.uk/1/hi/business/4468643.stm 30/06/2005 Motorola steps in as Sendo fails news.bbc.co.uk/1/hi/business/4638749.stm 14/02/2005 Mobile firms plan cheap handset news.bbc.co.uk/1/hi/business/4257739.stm 20/10/2004 New phones boost for Motorola news.bbc.co.uk/1/hi/business/3758196.stm 25/08/2004 DoCoMo and Motorola seal 3G deal news.bbc.co.uk/1/hi/business/3597164.stm 06/10/2003 Motorola takes chips off the menu news.bbc.co.uk/1/hi/business/3169052.stm 16/12/2003 New chief appointed at Motorola news.bbc.co.uk/1/hi/business/3325927.stm 29/08/2003 Motorola to pull out of Symbian news.bbc.co.uk/1/hi/business/3190435.stm 09/06/2003 Motorol a warns of lower profits news.bbc.co.uk/1/hi/business/2975796.stm 15/04/2002 Siemens to sell Motorola mobiles news.bbc.co.uk/1/hi/business/1930797.stm 23/01/2002 Motorola losses mount news.bbc.co.uk/1/hi/business/1776783.stm 07/11/2001 Motorola boosts China investment news.bbc.co.uk/1/hi/business/1642716.stm 17/10/2001 How gadgets could get cheaper news.bbc.co.uk/1/hi/business/1602242.stm 11/07/2001 Hutchison 3G chooses Motorola news.bbc.co.uk/1/hi/business/1433572.stm 26/04/2001 Secrets of good phones news.bbc.co.uk/1/hi/uk/1296073.stm 20/04/2001 Why Nokia is winning the phone war news.bbc.co.uk/1/hi/business/1287560.stm 11/04/2001 Customers hang up on Motorola news.bbc.co.uk/1/hi/scotland/1271650.stm 20/04/2000 Reaction to Motorola deal news.bbc.co.uk/1/hi/scotland/720456.stm 31/01/2000 Psion pockets Motorola deal news.bbc.co.uk/1/hi/business/625682.stm 15/09/1999 Motorola bets on cable technology news.bbc.co.uk/1/hi/business/the_company_file/44860 8.stm 06/10/1998 Motorola hit by Asian crisis news.bbc.co.uk/1/hi/business/the_company_file/187392.stm 02/09/1999 Motorola creates 200 jobs news.bbc.co.uk/1/hi/scotland/436744.stm 08/02/1999 Internet goes wireless news.bbc.co.uk/1/hi/business/the_company_file/274739.stm www.motorola.com Motorola annual report 2005 at library.corporate-ir.net/library/90/908/90829/items/186361/MOT200510Ka.pdf Motorola annual report 2004 at Library.corporate-ir.net/library/90/908/90829/items/141386/891705_motorola_10k.pdf Motorola annual report 2003 at www.motorola.com/annualreport/2003/ Motorola annual report 2002 at www.motorola.com/annualreport/2002/ Motorola annual report 2001at ccbn4.mobular.net/ccbn/7/49/53/

The Valley of Ashes as Metaphor in The Great Gatsby Essay

The Valley of Ashes as Metaphor in The Great Gatsby Throughout F. Scott Fitzgeralds The Great Gatsby, location is a critical motif. The contrasts between East and West, East Egg and West Egg, and the two Eggs and New York serve important thematic roles and provide the backdrops for the main conflict. Yet, there needs to be a middle ground between each of these sites, a buffer zone, as it were; there is the great distance that separates East from West; there is the bay that separates East Egg from West Egg; and, there is the Valley of Ashes that separates Long Island from New York. The last of these is probably the most striking. Yet, the traditional literal interpretation does not serve Fitzgeralds theme as well as a more†¦show more content†¦If it is remembered that ashes circa the turn of the century often referred to garbage, then it is possible to interpret the valley of ashes as a dumping ground. (23) The ash heaps, then, are piles of garbage, and the repeated references to waste land, as opposed to wasteland, now make m ore sense, as does George Wilsons use of a piece of waste to wipe his hands. (24-5) For Fitzgerald, the American dream is to get rich and become socially acceptable; Wilson, who has failed, has wasted his life, and is now down in the dumps. He has been cast away by society, just like the rest of the refuse that surrounds him. This, then, seems to be the fate of middle-class dreams--despite being conceived in a land filled with opportunity, they all end up in the landfill. Yet, there are still inconsistencies with this interpretation, which also apply to the stricter literal view; where does the gray, scrawny Italian child down the road by the railroad tracks come from? (26) Where do the workmen come from? (137) If the valley is so isolated and desolate how could Nick even imagine there would be an old man regaling little boys with the story of Myrtles death? 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Translations by Brian Friel Free Essays

Leaving Cert Comparitive study : Translations by Brian Friel Translations is a three-act play set in the tumultuous nineteenth century country of Ireland. The action takes place in a hedge-school where students are faced with the invasion of English speaking soldiers. One of these soldiers falls in love with an Irish girl and then mysteriously goes missing. We will write a custom essay sample on Translations by Brian Friel or any similar topic only for you Order Now The son of the master of the hedge-school is forced to go into hiding to keep from being condemned for the crime, although he is not responsible for the soldier’s disappearance. Translations is a play about love, tradition, and the circumstances that force the break with these traditions. Characters Manus Cares for people at the beginning of the play. Intelligent and educated. Runs away at the end. Lacks ambition and vision. Owen Friendly with everyone. Takes Manus’ place at the end in caring for Sarah and Hugh. Betrays Ireland with the English. Ran away for six years, like Manus does at the end. Yolland Wants to learn Irish and understand the people. Doubts moral validity of what he is doing. Overly romantic about Ireland and its language. Cannot face up to authority. Hugh Agrees to help Maire at the end. Uses Manus and blatantly prefers Owen. Sometimes pretentious. Major Areas of Study: Language and power†¦ Language and communication†¦ Language and identity (both cultural and individual)†¦ Progress†¦ Friendship and love†¦ The past and mythology†¦ Education†¦ Sample Questions 1. Why do you think that Friel gave his play the title Translations? 2. The play is set in 1833. How does Friel make its themes relevant to a modern day audience? 3. Do you agree that Translations is more concerned with the fate of individuals than the fate of nations? 4. â€Å"The play is about the characters’ search for their true identities. † Do you agree? How to cite Translations by Brian Friel, Essay examples

John Locke Essays (774 words) - Rights, Empiricists, John Locke

John Locke John Locke John Locke was an English philosopher and political theorist during the 1600s. He was also the founder of British empiricism. He is known for his great contribution to the Enlightenment period, in which he gave people the idea of natural rights and a government that protects those rights. John Locke also wrote a famous essay called Concerning Human Understanding and attacked the theory of divine right of kings in Two Treatises of Government. John Locke was a very important philosopher and his ideas effected many people. John Locke was born in Wrinlington, Somerset on August 29,1632. He lived from 1632 to 1704. He was the son of a puritan lawyer who fought for Cromwell in the English civil war. The father also named John Locke was a very devoted man to his work and family and an even-tempered man.John Locke was educated at Westminniser School and Oxford and later became a tutor at the university. His friends urged him to leave the church and start writing all of his great ideas, but John Locke said he was not fit for that calling, so he remained at the Church of England. He had long been interested in Meteorology and the experimental sciences, especially chemistry. He turned to medicine and became one of the most known practitioner of his time (Microsoft). In 1669, Locke became confidential secretary and personal physician to Anthony Ashley Cooper, later Lord Chancellor, and the first earl of Shaftbury. Locke's association with Shaftbury enabled him to meet many of the great men of England, but it also caused him a great deal of trouble. Shaftbury was indicated for high treason, but Locke was suspected of disloyalty. In 1685 he left England for Holland after the revolution of 1688 (Wolterstorff 83). Locke was always very interested in psychology, and in about 1670, some of his friends begged him to write and publish a paper on limitations of human judgment. He started to write a few paragraphs, but 20 years passed before he finished because he was interested in Shaftesbury's political affairs. The result was his great and famous essay Concerning Human Understanding. In his work he stressed the theory that the human mind starts as a tabula rasa, which is a wax tablet ready to be used for writing. The mind has new born ideas, and once men get a greater understanding of the idea, he can learn to make that idea greater (?John Locke?). Locke was the founder of British empiricism. Locke's Essay is one of the classical documents of British empirical philosophy. The thing that Locke was most concerned about was epistemology, which means the theory of knowledge. Locke sees the universe as made up of ?insensible particles? and ?immaterial substances? that associate with human bodies. He believes these bodies have senses, which produce ideas. These ideas are what creates our thoughts, perception, and consciousness. Locke believed we have no knowledge other then our ideas. According to Locke, secondary qualities, such as taste, ?are nothing in the objects themselves but powers to produce ideas in use by their primary qualities? (Aaron 72) Locke is also known for the Two Treatises of Government. The first part of the document talks about the political views of Sir Robert Filmer. Filmer had argued that the power of a king is the same as a father's power over his children. Locke didn't agree with this concept and thought that the father only has power until his child become an adult and that the king's subjects are not the same as children. In the second part of the document, Locke says that ruler's must rule by the laws of nature, or natural rights to life, liberty, and property. The ruler's powers are given to him with people trusting that the ruler will follow these natural rights, and if the ruler doesn't follow these rights his power can be taken away. He believed that a monarchy with an assembly to make sure the monarch follows these natural rights was a perfect political arrangement. He also believed that principles of conduct were possible and humans could be trusted to follow these principles. These ideas had a tremendous effect on all future political thinking. The Americans Declaration of