Biography of Augustus DeMorgan :: essays research papers

Augustus DeMorgan was an English mathematician, logician, and bibliographer. He was born in June 1806 at Madura, Madras presidency, India and educated at Trinity College, Cambridge in 1823. Augustus DeMorgan had passed away on March 18, 1871, in London.   Ã‚  Ã‚  Ã‚  Ã‚  Augustus was recognized as far superior in mathematical ability to any other person there, but his refusal to commit to studying resulted in his finishing only in fourth place in his class.   Ã‚  Ã‚  Ã‚  Ã‚  In 1828 he became professor of mathematics at the newly established University College in London. He taught there until 1806, except for a break of five years from 1831 to 1836. DeMorgan was the first president of London Mathematical Society, which was founded in 1866.   Ã‚  Ã‚  Ã‚  Ã‚  DeMorgan’s aim as a mathematician was to place the subject on a more rigorous foundation. As a teacher he was unrivaled, and no topic was too insignificant to receive his careful attention. In 1838 he introduced the term “ mathematical induction'; to differentiate between the hypothetical induction of empirical science and the rigorous method. Often used in mathematical proof, for advancing from n to n+I.   Ã‚  Ã‚  Ã‚  Ã‚  DeMorgan made his greatest contributions to knowledge. The renaissance of logical studies, which began in the first half of the 19th century, was due almost entirely to the writings of the two British mathematicians, DeMorgan and G. Boole. He always laid much stress upon the importance of logical training. His importance in the history of logic’s, however, primarily due to his realization that the subject as it had come down from Aristole was unnecessarily restricted scope. By reflecting on the processes of mathematics, he was led like Boole, to the conviction that a far larger number of valid inference were possible that had hitherto been recognized.   Ã‚  Ã‚  Ã‚  Ã‚  His most notable achievements were to lay the foundation for the theory of relations to prepare the way to rise of modern symbolic, or mathematical, logic. His name is commemorated in DeMorgan’s Law, which is usually presented in the concise alternative forms ~( pvq ) = ~p & ~q; and ~( p&q ) = `~p v ~q. These read not ( p or q ) equals not p or not q ; and not ( p and q ) equals not p or not q.   Ã‚  Ã‚  Ã‚  Ã‚  These statements assert that the negative ( or contradictory) of an alternative proposition is a conjunction which the conjuncts are the contradictions of the corresponding alternants. That the negative of a conjunctive is an alternative proposition in which the alternants are the contradictories of the corresponding conjuncts.

Use of Coincidence in Vonneguts Cats Cradle :: Vonnegut Cats Cradle

Use of Coincidence in Vonnegut's Cat's Cradle Most modern novelists avoid the use of coincidence as a plot device, and such use of coincidence is looked on as trite and cheap. This was not always the case, as novelists of yore, Charles Dickens is a great example, have been known to throw in a suspicious coincidence at the very climax of the book that ties up the plot nicely but leaves modern readers feeling betrayed and deceived. Perhaps due to more literate, sophisticated readers, or just the maturation of the novel form, writers no longer have the luxury of plot coincidence. Modern novelists have to navigate through their plot with well-crafted character motivations, understated if any foreshadowing, and logical rising action. In other words, the reader has to feel that they could have known what was coming next, even if they really had no clue. So why is Vonnegut exempt? In Cat's Cradle, most of the plot revolves around the character's coincidental meetings and odd bits of shared history. Can such a plot be credible? And why, as readers, do we let Vonnegut get away with this circus of manipulation? The most obvious reason that we let Vonnegut get away with it is because we are busy laughing. This is no coincidence. Vonnegut makes each coincidence so absurd that it's humorous. Instead of hiding the fact that a certain scene comes about as coincidence, he focuses on the coincidence, repeats it, creates another scene with it, whips us back around again, until the reader no longer thinks, "How convenient of all his characters to end up on the same plane." The reader instead starts guessing ahead, examining the details that might lead to more absurdity. Vonnegut also introduces a medium for coincidence early. If Vonnegut waits until the plot thickens, heavy in coincidence, to tell us about "Bokononism" and the inexplicable nature of a "karass", he would quickly lose credibility.

Foundations of Group Behavior Essay

Groups can be as small as two people or as big as the number may reach even in hundreds of thousands. They are formed for different reasons and serve different benefits to their members and also to their organizations. However, there may be some drawbacks too as it will be seen in this paper. Formal and Informal Groups Groups can be divided into two types: Formal groups and Informal groups. Formal groups are those groups which have been recognized and created by the organization. (Robbins 2004, p. 164) They have a longer lifespan and have a more formal structure. They also have specific jobs that are to be handled and the efforts of the group are directed in such a way that they will lead to the accomplishment of the organization’s objectives. (Robbins 2004, p. 164) These groups are formed after extensive planning regarding their volume and constitution of the group. Waiters in a restaurant can be thought of as a formal group. On the other hand, informal groups are groups that are not made formally by the organization and do not have a specific structure that is recognized by the organization. (Robbins 2004, p.164) These can be formed by social interaction between workers in an organization and can be diverse in their nature in any sense. For example, four employees who met in the canteen can develop a sort of relationship with each other although they may not be required to interact with each other to accomplish any organizational objectives. This group has formed without any formal structure that can be identified in the organizational structure and is an example of an informal group. Command, Task, Interest, and Friendship Groups Groups can also be categorized into command groups, task groups, interest groups, or friendship groups. (Robbins 2004, p. 164) Command groups are created formally and they are recognized in the organizational hierarchical structure. These groups comprise of members who are answerable to one manager. Although task groups are also made by the organization and interact to achieve organizational objectives, their members are not always answerable to their immediate managers. Workers who originally report to different managers can be combined by an organization to accomplish a certain task and during this task, these individual members can skip the original organizational hierarchy if required. For example, an organization can ask employees from the software development team to interact with members of the human resources team to decide about vacancies in the organization. Both command groups and task groups are types of formal groups as both of these groups are formed formally to achieve organizational objectives. On the other hand, an interest group is a type of an informal group that can be formed to achieve some particular goal that has a common interest for all of the group members. (Robbins 2004, p. 164) For example, a few workers can join hands to ask for a salary increase. Similarly, friendship groups can also be categorized as a type of informal groups as they are formed by members who share some common characteristics that led them to develop friendship with each other. (Robbins 2004, p. 164) Moreover, friendship groups can also interact outside the dimensions of the workplace. Both interest groups and friendship groups are types of informal groups as they are not made formally by the organization, are not recognized by the organizational structure, and do not necessarily meet to accomplish organizational objectives. The aim of informal groups is more inclined towards fulfilling social requirements of the individuals in the group. (Robbins 2004, p. 164) However, the relationship between members of informal groups has significant impacts on their work performance and their actions. A group in the past was usually associated with some social activity where a number of people from the society would join each other for a specific reason. These social alliances, widely known as informal groups, fulfill the social needs of the members. In interest groups, society members from different fields join each other for vested interests while friendship groups are characterized by the common characteristic(s) of the members. The member of these groups may meet in health clubs, cafe, and public parks and so on. Since these groups lack a formal structure and rules and guidelines, the chances of conflicts are high but once the members get along, the group may be able to fight for their interest even in the worst situations. External and Internal Factors affecting Groups When we hear the word group, we infer it to a collection of people in an organization that work together to achieve a desired specific goal. These are the groups in which the members are confined to work within the boundaries of organizationally set guidelines and rules to achieve a goal or number of goals. They may face the problems of time limitations, resource(s) restriction, or the group may not be empowered with authority to make decisions on its own, or the organizational culture may not be aligned to that of the group. Similarly, the organization’s selection and rewarding policies may affect the performance of the groups as groups are composed of personnel that are hired and rewarded by the organization. These limitations are not under the group’s control and can be called as the external factors affecting the group’s performance. Internal factors affecting the group’s performance may be those factors that form the structure of the group. The reason is that these factors affect the behavior of the members. Group leaders that serve as a mentor, facilitator, conflict manager, and so on may bring about the desired changes in the member’s behavior and thus may increase the group’s performance. Tuckman’s Five-Stage Model It was in 1965 that Bruce Tuckman revealed his four-stage model comprising of Forming, Storming, Norming, Performing. Afterwards, he added a fifth stage, Adjourning, too to his original four-stage model. (Clark 2005, n. p. ) (Clark 2005, n. p. ) Forming Forming is the first stage where individuals in a group get acquainted with each other. In the beginning, the group members are careful not to show any behavior that may be considered as unacceptable for a group behavior. For example, at this stage, a group member may refrain from pointing out mistakes of another member as he might be afraid that it can give rise to some conflict. During this stage, members interact with each other to exchange basic concepts and primary matters. It can be difficult to figure out all of the problems at this stage as individuals within the group can get distracted by the different situations in which they try to adjust themselves. (Clark 2005, n. p. ) Therefore, only minimal progress is attained as far as the accomplishment of organizational objectives is concerned, but this is normal at this stage. (Clark 2005, n. p. ) This phase ends when individuals within the group begin to perceive themselves as constituents of the team. (Robbins 2004, p. 165) Storming During the next stage, storming, group members gradually realize that they have achieved little so far. Each and every member has his own perceptions of how things should be done and a suitable knowledge sharing environment is not formed yet. This can be considered the most troublesome phase as members start to recognize that the jobs to be done are not as easy as they seemed previously. Interactions with other team members are often limited to arguments about what should the group do as a whole. (Clark 2005, n. p. ) Conflicts may arise as team members do not want to have their individual freedom limited. (Robbins 2004, p. 165) At this stage, members do not trust others and do what seems appropriate with respect to their own experience. (Clark 2005, n. p. ) A lot of energy is wasted in these issues and not much is attained during this stage. However, members start to develop a mutual understanding amongst themselves. This stage ends when an obvious and established hierarchy of command forms inside the team. (Robbins 2004, p. 165) Norming The next stage is Norming where the group begins to share information with each other. Good associations build up amongst employees and the team shows cohesiveness. (Robbins 2004, p. 165) Members resolve their conflicts and collaborate with each other. During this phase, members also start to criticize others in a productive way so that the criticism benefits instead of creating conflicts. For example, a senior member can explain the correct way of doing a job to his juniors while supporting arguments from researches published in peer-reviewed journals. At the same time, the senior member can brief the juniors about the consequences of doing things wrong and the benefits of doing things in the right way. Junior members are also more likely to listen as they start realizing the importance of achieving organizational objectives while working in groups. As conflicts are avoided and minimized, most of the energy and time is spent on accomplishing organizational objectives. This phase ends when team members develop an attitude that matches the members’ mutual perception of acceptable group behavior. Performing The fourth stage Performing begins with members having developed good relationships with each others. Now, team members can identify problems, solve them, and implements the alterations successfully. Finally, group members have learned about the strong points and weak points of their fellow members. (Clark 2005, n. p. ) The group begins to perform very well and is now a successful and cohesive group. This is the final phase for enduring work groups although temporary work groups have another phase. Adjourning The last stage, which is for temporary work groups like task groups, is known as Adjourning. (Clark 2005, n. p. ) The work is wrapped up in this final stage. Some team members are happy due to the accomplishment of the task. Others may be sad to leave their fellows with whom they had developed cordial relationships. Some relationships may even continue even though the team may be dissolved. Roles The roles that are played by team members also affects their behavior as different teams are formed for different reasons and thus demands different behaviors in different situations. Several characteristics may always be associated with a role and these make the role identity. Similarly one’s perception of how to behave in a certain situation and other’s expectations of a certain behavior in a situation may also mould one’s behavior. This phenomenon of Role Expectation is visible in the real life where employees and employers form expectations for each others. (Robbins 2004, p. 169) Failure of exposing an expected behavior by any party may cause damage by bringing about an undesired behavioral change that might not be acceptable by the other party. Managing divergent role expectations arising from different employees and employers can result in a role conflict where meeting the role expectations of one group member may hinder with meeting the role expectations of other members, and this situation results in frustration for the group members. (Robbins 2004, p. 169) Norms and Status The norms that a group possesses explain its members how to behave in a different situations and thus should be possessed by all the members to avoid conflicts. For example the performance norms tell members how to work, how much efforts to put, how to increase productivity and so on. The appearance norms include things like appropriate dress code whereas social arrangement norms fulfill the social needs within the work groups by creating social interaction among members. (Robbins 2004, p. 169) Then there are allocation of resources norms that demands members to avoid wastage of time and resources and tells about salary and job. Working in groups also comes with problems called deviant workplace behavior where other members disturb others by a number of ways like harassment, verbal abuse, spreading rumors, stealing their goods and so on. Such behaviors may even make a member not only to leave a group but to leave the job. We see many women who leave their jobs as their boss or colleagues sexually harass them. These behaviors are found to be prevailing in people that have been members of groups whose norms support such behavior. Managers should plan and work to avoid such behaviors so that group members do not have to leave their group/job or reduce their efforts. Status as it affects ones norms also affects ones behavior. But this deviation should not be so much that other group members feel that they are treated unequally as it may affect their productivity and thus may decline the group performance. This decline in productivity is not just because of member’s sense of equity but also depends on the cultures to which they belong which consequently affect how they value status. Size, Composition, and Cohesiveness As far as the size of the group is concerned, it may not be the right predictor of a group’s success or failure as difference in size depends on the goal to be achieved. While small groups are good for short time projects, bigger groups are required when diverse objectives are to be achieved. Moreover, the composition of groups affects their performance directly. Evidence shows that heterogeneous groups outperform homogeneous groups but in return they take more time as members need to adjust and understand each other. (Robbins 2004, p. 174) Same is the case with groups composed of diverse national or cultured members. But as the gap between members having common attribute(s) increases, the group productivity decreases. Cohesiveness is also an important feature of groups. It is the tendency to which members are attracted to each other and thus stimulated to work together. It affects the group performance and thus its productivity for the performance related norms are high, cohesive groups will perform highly. (Robbins 2004, p. 175) Cohesiveness can be increased by providing a broader span of time so that members spend more time; the size of the group should be reduced as smaller groups make interaction easy. Group Decision Making: Groupthink Irving (1972, 1982) came up with the revolutionizing concept of groupthink that is related with the group decision making strategies. (qtd. In Universiteit Twente 2004, n. p.) This theory proposes that a group may develop itself in such a way that preserving the integrity of the group may become important than accepting and implementing real facts and optimal solutions. This situation usually takes place when a team is extremely cohesive in its nature, and is led by an authoritative leader where criticism and conflicting opinions are not welcomed. (Universiteit Twente 2004, n. p. ) There are a few drawbacks of having this approach of group decision making. Firstly, the team will restrict itself to only a handful of alternatives. The solution that is proposed initially and is accepted by the majority is not subject to criticism and arguments that may identify some complicated problems. Moreover, opinions from professionals are not valued very much. Lastly, the team becomes so overconfident of its practices and opinions that contingency plans are not made. (Universiteit Twente 2004, n. p. ) Therefore, groupthink can hinder the overall performance of the team significantly. (Robbins 2004, p. 179) Group Decision-making Techniques Brainstorming In brainstorming, the team leader may mention the problem in a clear-cut way to all members. Afterwards, each member comes up with his own ideas to solve the problem. It is essential during this stage that members do not criticize each other. All the solutions proposed by members are noted down so that they can be thoroughly discussed in future. (Robbins 2004, p. 181) One obvious advantage of this approach is that one opinion from a member gives rise to a number of opinions and members also come up with out-of-the-box ideas as criticism does not prevail. However, according to one research, members may still hold some ideas faring criticism from others although it is clearly mentioned and understood that no one will criticize. (Sample 1984, n. p. ) Nominal Group Technique In the Nominal Group Technique, employees join together as a team to solve the problem, but instead of sharing their opinions with each others, they just do brainstorming on an individual basis and note down their own ideas and solutions to the problem. Afterwards, members discuss their ideas one by one with others and each idea is discussed, clarified, and assessed. Then, on an individual basis again, members rank the ideas and solutions without consulting others. The solutions that are ranked higher by the majority are taken as the final group decision. (Robbins 2004, p. 181) One problem with this approach is opinions of members do not converge and the whole process may seem too mechanical. (Sample 1984, n. p. ) Conclusion When people work in groups, their analytical abilities enhances and they think of one thing in different aspects and since members in group are diverse, many new ways of doing a task can be sought. At the same time, those ways can be analyzed and assessed from different perspectives. Another reason for a group may be efficiency as a group can work faster. The chances of errors also reduce in groups as members look at minute details which might be ignored if the task was to be done by a single person. Time is another reason for working in groups. Time is saved when people work in groups. Also decision made by a group is usually better than that made by a single person as a group considers different aspects and follow the technique of brainstorming. Data gathering becomes easy in groups as diverse people collect the diverse data which makes the work easy. Groups are now vital to an organization’s success. They not only save time and other resources but also result in a better decision, but while forming a group, care should be taken as conflict may take place among member which eventually may decline the group performance and productivity and thus not only may waste money but also time and energy that might have been used effectively. Bibliography Clark, D. (2005, September 29) Matrix Teams [Internet]. Available from: [Accessed 15 Sep 2007] Janis, I. L. (1972) Victims of Groupthink. Boston: Houghton Mifflin. Janis, I. L. (1982) Groupthink, 2nd Edition. Boston: Houghton Mifflin. Robbins, Stephen P. , (2004) Chapter Eight: Foundations of Group Behavior, Organizational Behavior, 11th Edition [Internet]. Prentice Hall. Available from: [Accessed 15 Sep 2007] Sample, J. A. (1984) Nominal Group Technique: An Alternative to Brainstorming. Journal of Extension, 22(2) [Internet]. Available from: [Accessed 15 Sep 2007] Universiteit Twente (09/06/2004) Groupthink [Internet]. Available from: [Accessed 15 Sep 2007]

Epic theatre

The only form that can grasp the processes which drama needs to grasp if it Is to provide an all-encompassing view of the world† BB's ‘all-encompassing view of the world' was Marxism. Epic Theatre derives from Greek. Epos, story. A form of theatre which self consciously narrates. Estrangement effect = estrangement/alienation effect: distancing the viewer from the action; encouraging rational thought and analysis; reducing emotional catharsis. Aristotelian Theatre / non-Aristotelian Theatre.Term derives from Aristotle's Poetics. A. formulated an aestheuc based on catharsis, ( = purging of emotion through empathy), hence BB's description of his Epic Theatre as â€Å"non-Aristotelian Theatre†. Epic Theatre = Historicised theatre, theatre about the present, but not set In the present. (Distanclatlon) verfremdungseffekt (V-Effekt): Entfremdung both equal alienation. But? Estrangement aims to facilitate rationality, reason, reflection; militate against empathy and cathar sis; learning either from or against characters; making politics into art: â€Å"The politicisation of aesthetics and the aesthetlclsatlon of politics. â€Å"BB was also a great manipulator of genre. Adaptations, parodies, allegories, parables (political not moral e. g. Arturo Ui). 1 . PARODY: Keeping an existing cultural form, but inserting a different content. The Threepenny Opera (1928): an opera peopled by beggars, gangsters ; prostitutes 2. TRAVESTY ( = disguise): retaining a familiar existing content, but delivering It In a new or different form. Two examples: The Sex Pistols' punk version of God Save the Queen. The credits' music at the end of Michael Moore's Bowling for Columbine? : the Ramones upbeat version of Wonderful world originally recorded by Louis Armstrong.Why is that travesty, and what's the effect in the context of the film and Its subject matter (crime, racism and the gun-culture in the LISA)? 3. PARABLE: â€Å"Narration by analogy. A didactic narrative conve ying a moral truth or message in another guise. † M. H. Abrams, A Glossary of Literary Terms, London, 1988. Compared to Kafka's parables (e. g. Before the Law? 4. ALLEGORY: â€Å"A narrative in which the agents and action, and sometimes the setting as well, are contrived so as to make coherent sense on the ‘literal', or primary level of significance, and also to signify a second, corresponding order of agents, concepts and events†.M. H. Abrams, ibid. The Resistible Rise of Arturo Ui (1941) reflects in parabolic form events in Germany 1929- 1939. Allusion, rather than direct one-to-one reference. Apparently/superficially about gangsters in 1930s Chicago, but actually about fascism's rise to power in Germany. Hitler as A1 Capone, Nazi politicians as 1930s Chicago gangsters, but talking in classical metre ands presented as if in a classical tragedy. Also a parable, with a political moral: ‘The womb is still fertile†.Donmar Warehouse London, 2008: Arturo I as Robert Mugabe. . As parables by definition simplify complex processes, BB's model of Germany 929-1938 is inevitably incomplete. What is missing historically? Complex negotiations re. Weimar cabinets before 1933 The book burnings (1933) The Persecution and expulsion of intellectuals (post-33) The Nazi Olympic games (August 1936) The Hitler/Stalin pact (August 1939) The Spanish civil war July 1936 – March 1939) The Munich agreement (Sept 1938) What is retained? 1 .The NAZI tactic of pseudo-legality , so for instance the Nov 1923 Beer Hall Putsch is referred to as a failed bank robbery. BUT: There's no mention of Hitler's electoral support 2. BB suggests that the petty bourgeoisie were forced to support Hitler. . Various political manoeuvrings around Hindenburg are addressed in the play, but Brecht's portrayal distorts history: In reality the Junkers supporting Hindenburg were not captains of industry, but pre-industrial agricultural landowners, economically archaic, a polit ically powerful landowning elite.BB solves this problem by giving the cauliflower trust a dual function: they are both industrialists and they also represent the Junkers' agricultural interests. 4. The ‘Anschluss' (annexation into the greater German Third Reich in 1938) is portrayed by 8B, but BB gives a different reason for it n the play, so that Ul invades Cicero to allow business to expand its interest and markets. BB ignores the political and nationalist motivation of Hitler's Anschluss, i. e. bringing the Germans ‘Heim ins Reich'. The play portrays historical figures in characters represent types: social, political, economic, class positions.Dogsborough represents the old right-wing traditional conservatives in Germany, Dollfuss the same in Austria, Trustherren represent the capitalists, and Kleinh ¤ndler represent the middle class. But BB gives hardly any insights into Hitler the person. Although Ui is a ively theatrical character, he's very one-dimensional, a th ug with hardly any charisma. Brecht: using non-realist techniques to penetrate beneath the surface appearance of capitalism to reveal its essential reality, its power strategies and economic relations.Dramatic realism (naturalism): Dismissed by Brecht as too preoccupied with the accuracy of surface details. The realist myth of a ‘slice of life' Mere reproduction of reality is inadequate. dramatic action is Art as a lamp, not a mirror Illumination, v. reflection Art should draw attention to the conditions and the process of its own production Non-realist': expose the illusion striven for by naturalist and realist writers and directors, the myth that what they offer an audience (in a theatre, cinema or wherever) is an uncomplicated unmediated â€Å"slice of life†.For Brecht non-realist methods, transcending the limitations of the strictly empirical, the verifiable, were (paradoxically? ) those most appropriate to understanding the true nature of reality, not Just its supe rficial appearance. Brecht believed he was not anti realism as such, he preferred a different form of realism. In this experimental sense Brecht was both a realist and a modernist. Typical techniques of Brechtian epic theatre in performance 1 . Announcer summarising the events to come. 2.Actors stepping outside their roles, addressing the audience, reminding us we are watching a play 3. Characters singing (as in opera, but to didactic effect) 4. Actors swapping roles (to prevent emotional identification). 5. (In film) Montage Verfremdungseffekt : a practical example SPRING The play of the sexes (regeneration of the species) is renewed Every Spring. The lovers Meet. The gentle embrace Of the lover's hand makes the Girl's breast tremble. Her fleeting glance beguiles him. In Spring the countryside Appears to the lovers renewed. The air is already warm.The days grow long and The fields stay light later. In Spring the trees and grass Grow free of inhibition. Fertilisation in the forests and fields gathers pace. And the earth gives birth to the new, Free from care and precaution. From the sound film Kuhle Wampe co-scripted by Brecht, Germany, 1931/2 James Lyon, Brecht and Hollywood Conclusion: Some broader Brecht issues to reflect on: BB's primary attraction to Marxism was his thirst for greater knowledge and greater understanding of social processes, what he called the â€Å"temptation† of rational hought (Galileo? BB was above all a scientific thinker, who sought rational solutions to social problems. He rejected metaphysics and all forms of irrationalism, and prioritised empirical thought. Precisely because of his apparently total ; exclusive dedication to rationalism BB was worthy of the term UTOPIAN thinker. BB was the ultimate rationalist, more dedicated to the analytical methods of Marxist enquiry than to Marxism's practical implementation. Did BB fetishise idolise science?Did he acknowledge its limitations? How appropriate is BB's work to the post-mod ern age, when scepticism about the ncritical appliance of science, and thus about the desirability of human progress humankind, seem to dominate the political agenda? How does the above relate to Life of Galileo? Is BB now pass ©, given the end of the Cold war, the demise of â€Å"real existing socialism† in eastern Europe, and the ‘disappearance' of his chosen German homeland (DDR) after German re-unification in 1990?Or is BB's project (to inject politics into art and art into politics i. e. to make both activities fun) now even more necessary? Look out for the predilection amongst some TV advert designers for Brechtian self- irony! The essays excerpted in John Willet's The Theatre of Bertolt Brecht are a good starting-point for investigating Brecht's views on theatrical practice. From The Modern Theatre is the Epic Theatre (notes on Mahagonny): the ‘shifts of accent' between dramatic theatre and epic theatre.Wears down his capacity arouses his capacity for for action action provides him with sensations forces him to take decisions experience picture of the world the spectator is involved in he is made to face something omething suggestion argument instinctive feelings are preserved are brought to the point of recognition the spectator is in the thick of it, spectator stands outside, studies shares the the human being is taken inquiry the human being is the object of the for granted eyes on the finish eyes on the course one scene makes another each scene for itself growth montage linear development in curves evolutionary determinism Jumps man as a fixed point man as a process thought determines being social being determines thought feeling reason Brecht on Theatre.

Competitor Analysis of Dahlie Essay

The two of the main competitors of Darlie in the market are Sensodyne and Colgate. As the world largest producer and manufacturer of toothpaste, Colgate becomes the greatest competitor of Darlie. Colgate has survived in this industry for such a long time and has established its influence among the customers. It has successfully making the customers to have brand loyalty toward Colgate. Besides that, Colgate has different types of toothpaste, which can satisfy different needs of the customers. This has fulfilled the needs and wants of the customers and directly competes with Darlie as the product range of Colgate and Darlie are quite similar. Nowadays, a lot of people are facing different types of teeth problems, such as sensitive teeth, gum disease and tooth decay. Therefore, they tend to buy the toothpaste which can help them to solve their teeth problems. Sensodyne is focusing on solving sensitive teeth problem and is recommended by dentist to be used. It has shaped the brand image of Sensodyne to become professional and high class toothpaste. Therefore, although Darlie also has their own sensitive teeth toothpaste, people still prefer Sensodyne as the look for the brand image. Therefore, Colgate and Sensodyne become two of the main competitors for Darlie in Malaysia toothpaste market. Comparison of Colgate and Its Competitors Darlie Colgate Sensodyne Market share in Malaysia In 2011, Darlie’s market share is 31%. In 2011, Colgate’s market share is 60%. In 2011, Sensodyne’s market share is 5%. Target customer Their target customers are those urban people who are above 18 years old, and pay attention to their oral health. The target customer is mothers with kids who make toothpaste buying decisions for the family and people who care for their oral health. The target customer is the adults from 20 to 60 years old who faced sensitive teeth problem. Promotion Using websites, advertisements and TV commercial to advertise. Having promotions in supermarket. Using website, advertisement, and TV commercial to advertise. Having some promotions by giving free gifts. Colgate School Program: give out free samples to kids and teach kids the way to brush teeth properly. Bright Smile, Bright Future program: promote the importance of oral health through education and prevention. Using websites, various advertisements and TV commercial to attract customers. Promotion through dentist and dental clinic. â€Å"Chill Test† in hypermarket. Price The price range of Colgate is between RM7. 95 to RM10. 60. The most expensive toothpaste is Colgate Sensitive Pro Relief. The cheapest toothpaste is the Colgate Regular tube. The price range of Sensodyne toothpaste is from RM9. Product Having different range and types of toothpaste. For instance, fresh breath, whitening, sensitive teeth and enamel protection. Specializing in the preservation and treatment of oral hygiene. Create an array of 40 different patented toothpastes keeping Colgate competitive. Having 13 different classifications and varieties of Colgate toothpaste. Consists of different types of toothpaste, but mainly focuses on the sensitive teeth issue. Place Almost at all supermarket and mini market. Very convenience to buy it. Almost all super markets and pharmacies carry Colgate Toothpaste. Can sometimes be found in more prominent locations when on sale or launching new products into the market. Distributed indirectly. Available in all hypermarkets, supermarkets and pharmacies, Chinese medical halls and mini markets in Malaysia. Length of time in business Darlie started its business since 1933. It has taken 80 years in the toothpaste industry. Colgate-Palmolive started its business in 1806. It has taken 207 years in the toothpaste industry. GSK produced Sensodyne in 1961. It has taken 52 years in the toothpaste market.

Human factors Essay

Introduction The National Institute for Occupational Safety and Health (NIOSH)’s invention of Research to practice (R2P) was a totally a new initiative, it is served with the purpose of transferring and translating the institute’s research findings, its technologies and information by using highly effective practices of prevention and most common and available products which can are easily adopted in the workplace. Its research is aimed at using the necessary methods of prevention to reduce work-related musculosketal disorders (WMSDs). The initiative encourages management commitment, the anticipation of workers, it also trains them the necessary safety practices procedures and these helps them to identify, evaluate and control risk factors that relate to WMSDs (American Meat Institute and Ergo Tech, 1990). The main objective of the initiative is to reduce illness and injury is achieved by ensuring there is effective use of its research findings at workplaces (ANSI, 1996). In ensuring that their findings are achieved effectively they work closely with other partners like center for disease control (CDC), this facilitates its product development, translating its research findings into practice, target its dissemination efforts, and in evaluating practice effectiveness (ANSI, 1986), and this is clearly demonstrated by their efforts which have improved workplace health and safety in many organizations (American Meat Institute and Ergo Tech, 1990). Their research initiative is accomplished by making use of the following techniques: (a) Prioritizing: – their researches are aimed at addressing the most important and pertinent issues occupational, safety, health and injuries. (b) Partnering: since it realizes that it cannot achieve its targets alone, it carries out its research and works closely with both international and domestic partners to encourage work place practices adoption and use of research findings. (c) Targeting: – Its research findings are channeled into information products, in different presentation reports which is tailored mainly towards meeting the targeted audience. (d) Translation: – It ensures that their research findings are transferred and translated by using appropriate tools of presentation by making use of latest technology, and all the necessary information that will ensure adoption of required prevention practices and procedures. (e) Dissemination: It uses the latest communication science in guiding the movement of its research into the workplace. (f) Evaluation: It builds data collection into each program to determine its effectiveness in preventing work place injury and illness (ANSI, 1996). In order to ensure that the above initiative objectives are met, they make use of a variety of control methods of intervention to contain workplace hazards, their methods include ergonomic hazards. The control methods are: (a) It builds strategies aimed at reducing the potential conditions for hazards by making use of engineering controls. (b) By making use of administrative controls to ensure easy transition of workplaces practices, and the general management policies. (c) they encourage the use of any necessary personal equipment Conclusion NIOSH’s practices and activities highlight hazards and prevention strategies from diverse settings of work places. Their materials of practice are flexible and can be used either as a stand-alone curriculum or they get it incorporated into the already safety programs in practice (Astrand, & Rodahl, 1986). Their practice even includes a dedicated curriculum aimed at reducing occupational injuries and illness in young people. In helping teens, its activities have been extensively involved in pilot-testing by making use of high school teachers, job trainers and work coordinators all over the country to teach the youth, the basic occupational safety and health (Astrand, & Rodahl,1986). There is need for inclusion of behavioral issues in their research as relates to corporate social responsibility, this will help greatly in office ethics. References American Meat Institute and Ergo Tech, Inc. (1990). Setting up an ergonomics program: meat industry. Arlington, VA: American Meat Institute. ANSI, (1986). American national standard: guide for the measurement and evaluation of human exposure to vibration transmitted to the hand. New York, NY: American National Standards Institute, S3. 34 1986. ANSI, (1996). American national standard: control of work-related cumulative trauma disorders. Part I: upper extremities. New York, NY: American National Standards Institute, Z-365-1996. Unpublished draft. Astrand, P. and Rodahl K. (1986). Textbook of work physiology. New York, NY: McGraw Hill.

Wellness Industry in India

INTRODUCTION In India, a country where traditional medicinal and health practices like Ayurveda and yoga have promoted the idea of mental and physical wellbeing since ancient times, a new concept of wellness is emerging. No longer limited to health, nutrition and relaxation, the new multi-dimensional definition of wellness encompasses the individual’s desire for social acceptance, exclusivity and collective welfare. WELLNESS INDUSTRY The 2009 FICCI-Ernst & Young (EY) Wellness – Exploring the Untapped Potential report classifies the Indian wellness industry into two segments: wellness services and wellness products.Expected to grow dramatically in the next years, both the segments offer great opportunities to wellness providers. At the end of 2008, the overall industry was estimated at around INR 27. 000 crore (EUR 4. 05 billion1), of which INR 11. 000 crore (EUR 1. 65 billion) represented by the services segment and the rest by the products segment. WELLNESS INDUSTRY SI ZE AND SEGMENTATION (EUR billion) 1,65 41% Wellness Products Wellness Services 2,4 59% Source: Ernst & Young and FICCIAccording to the study, the wellness industry has the potential to sustain a compound annual growth rate of more than 14% till 2012, with the wellness services market expected to witness an annual growth of approximately 3035% till 2014. 1 The conversion rate utilized in this report is 1 INR = 0. 015 EUR. WELLNESS INDUSTRY PROJECTIONS (EUR billion) 7,00 6,00 6,00 5,00 4,05 4,00 3,00 2,19 2,00 1,00 2009 2010E 2011E 2012E Source: Ernst & Young and FICCI 5,26 4,62 3,84 2,90 1,65 Wellness Industry Wellness Services Geographically, South India is much ahead in terms of wellness, with an average of 34. wellness centers per 100. 000 households, compared with 13. 6 for the North, 12 for the West and 10. 1 in the East. AVERAGE NUMBER OF WELLNESS CENTERS IN INDIA 0 South North West East 13,6 12 10,1 Source: Ernst & Young and FICCI 5 10 15 20 25 30 35 34,4 40 The report depicts the overall wellness industry as highly unorganized, with the organized sector limited to less than 50 percent of the industry. The industry’s disorganization and fragmentation open further opportunities for international wellness players to capture a large share of the market.Wellness services From massages to cardio sessions, from steam baths to ago puncture, from slimming programs to beauty treatments, the wellness services segment includes all the facilities, centers and in general domestic and international players which offer Indian customers wellness solutions. Recent trends in the wellness services sector Spas: As per the FICCI-EY study, rejuvenation services – including spas, alternative therapies, Ayurveda treatments and beauty services – is expected to witness a 30 percent growth till 2014.In its 2009 report, SpaFinder Inc. counted over 2. 300 spas operating in India, with over 700 to open by 2012 and generating revenues for approximately EUR 264 mil lion annually. NUMBER OF SPAS IN INDIA (PROJECTION) 3500 3000 2500 2000 1500 1000 500 0 2009 Source: SpaFinder Inc. + 700 spas 3000 2300 2012 A distinct trend visible in the Indian wellness market is the opening of spas in the mid-price category. No longer exclusivity of 5-stars hotel guests, standalone spas with a more affordable price-value equation are filling a gap that was missing in the market2.Gyms: Assessed at around INR 500 crore (EUR 75 million) in 2009, the gym market in India is quickly developing. As per the FICCI-EY study, fitness services – comprising gyms and slimming centers – will grow by more than 25 percent till 2014. According to the consultancy firm Deloitte and the US-based International Health, Racquet & Sportsclub Association, the number of people using health clubs in India currently stands at 0. 23 million. Of this, experts say 40 percent are women3. HEALTH CLUB USERS PENETRATION RATE 2 3Wellness industry unaffected by recession, liveMint, Th e Wall Street Journal, Jun 14, 2009. Gym becoming social networking hub, The Economic Times, Aug 14, 2009. 0,0% US Australia New Zealand Singapore Hong Kong India 0,4% 5,0% 10,0% 15,0% 20,0% 17,0% 12,4% 10,8% 6,5% 3,9% Source: Deloitte & International Health, Racquet & Sportclub Association The still low penetration rate, combined with the success of the fitness reality show Biggest Loser Jeetega, which featured gym equipment of the Italian manufacturer Technogym SpA,suggests there is still plenty of room for new centers to open in India.Hotels and restaurant: A further trend, emerging as a consequence of the significant number of lifestyle diseases which affects the country — India accounts for 60% of global cardiac illnesses and has over 50 million diabetics — is the emergence of hotels as health destinations, offering special menus and fitness programs4. Many restaurants are also starting to propose their health-conscious customers special menus. Main international and national players of the wellness services sectorOverall, more than 15 international players in the wellness product and service space have entered India in the recent past and are aggressively expanding in the country. Just to name one, the US-based largest international gym chain in the world, Gold’s Gym has opened 48 gyms since its arrival in India in 2002. This increasing competition from multinationals has compelled national players – including Reliance, Dabur, Manipal Group of Companies, Dr. Batra’s, Kaya Health Clinic – to strengthen and speed up their market expansion strategies.To support the growth, after Talwalkars– one of the leading gym chains in India, with over 100 branches across 50 cities in the country, and over 100. 000 members – and Birla Pacific Spa, also the healthcare and beauty treatment provider Goodwill Hospitals, the drug retail chain Apollo Pharmacy, the diagnostics chain Super Religare Laboratories and the eye care firm VasanEyecare are planning to go public in the next 12 months5. 4 Wellness on the menu, liveMint, The Wall Street Journal, Jul 29, 2011. 5After Birla Pacific Spa and Talwalkars niche beauty and wellness companies planning for IPO, The Economic Times, Aug 25, 2011.While substandard facilities and a lack of qualified staff still characterize the domestic wellness scene, this unsatisfying picture opens further opportunities to international players, which will bring to India their sets of standards of procedures and training programs. Wellness products Including various types of â€Å"modified† foods (e. g. , fat free, low calories, energetic, reinforcing), oils, supplements, integrators, and personal care products, wellness products are gaining more and more space in Indians’ purchase basket.No longer limited to preventive or supportive nutrition, the wellness product portfolio reflects a mix of indulgence, invigoration and narcissism6. Health and wellness food s market Tata Strategic Management Group (TSMG) has estimated theIndian health and wellness foods market being worth INR 10. 150 crore(EUR1. 52 billion) in 2009, with the potential of rising at a compounded annual growth rate of 32. 5 percent to INR 55. 000crore (EUR 8. 24 billion) by 2015. 6 Impulse and Lifestyle Products Define the FMCG Future in India, Roosevelt D’souza, Executive Director, The Nielsen Company, March 4, 2011.HEALTH AND WELLNESS FOODS PROJECTION (EUR billion) 9,00 8,00 7,00 6,00 5,00 4,00 3,00 2,00 1,00 2009 2010E 2011E 2012E 2013E 2014E 2015E Source: TSMG 8,24 + 32. 5% 4,69 3,54 2,67 1,52 2,01 6,21 To capture the growing demand, food brands are in a race to launch new products. Himalaya International’s natural fruit yoghurt, Parle Products’s baked chips, Amul’s range of functional products (including energy drinks, probiotic ice-creams, probiotic lassi and curd, high calcium milk and reduced salt butter), Frito Lay’s trans-fat a nd MSG free products, ITC Food’s low cholesterol products, gut beneficial foods are just few examples7.Sugar-free products With diabetes increasing at an alarming rate –the number of people with diabetes was over 45 million in 2010 and is expected to rise to 69. 9 million by 2015 –, obesity, hypertension and other lifestyle-related disorders, sugar-free product variants are gaining more space on the retail shelves. While Indians have begun to show a liking to sugar-free products, sugar substitutes (often referred to as â€Å"sweeteners†) do not receive the same welcome.In fact, sweeteners are not yet considered a low-calorie sugar substitute, but a product for people suffering of lifestyle diseases8. Nutraceuticals market Within the wellness products segment, the nutraceuticals market – merger of the words â€Å"nutrition† and â€Å"pharmaceutical† indicating functional foods, beverages and dietary supplements which provide health and medical benefits – is expected to grow exponentially. The 2009 FICCI-EY Nutraceuticals – Critical supplement for building a healthy India estimated the market to be around INR 44 billion (representing one 7 8Insights on Indian market, NutriConnect, 2009. Sweet equilibrium, Progressive Grocer, December 2010. percent of the global INR 5. 148 billion nutraceutical market), growing by an annual 18 percent since 2006, much faster than the global 7 percentaverage. INDIA’S NUTRACEUTICAL GLOBAL MARKET SHARE AND SEGMENTATION Rest of EU; 6% Switzerland ; 3% Italy; 3% UK; 2% France; 6% Germany; 5% Japan; 22% 14% Others; 9% US; 36% Functional foods Rest of Asia; 7% Functional beverages India; 1% Dietary supplements Source: Ernst & Young and FICCI 2% 54% Source: Frost & Sullivan, Cygnus Growth drivers are: ? ? the increasing affluence of working population with changing lifestyles; the reduced affordability of sickness related expenditures (with the Out-ofpocket expenditure constituting 64 percent of healthcare expenditures in India – against the global average of 18 percent – and the average cost of in-patient treatment doubled in the decade 1995-20059); the increasing awareness and media penetration; Andthe increased accessibility to such roducts, due to the emergence of new distribution channels. ? ? Moreover, due to their high prices compared to conventional foods, the lack of credibility of their benefits among costumers, and the not-yet-implemented regulatory framework, the latent market for nutraceutical products is estimated to be two to four times the existing market size. CONCLUSIONSIn India, a new multi-dimensional definition of wellness is emerging, encompassing the individual’s desire for social acceptance, exclusivity and collective welfare. Be it in the services or product sector, the wellness industry in India is showing bright opportunities to wellness providers, especially international players. 9 WHO statistical information system, 2008.