Core Humanities Essays - Characters In Macbeth,

Core Humanities Macbeth Paper December 14, 1998 People have a hard time getting what they want; in fact, the things they want can be incompatible with each other. The attempt to reach one of these goals can simultaneously hurt the other. In William Shakespeare's Macbeth, the protagonist, Macbeth, is lured to murder the king, Duncan, by the desire for power, an appetite whetted by witch's prophecies and his wife's encouragement. But when he reaches the kingship, he finds himself insecure. He attempts to remove threats that decrease his security, including his companion Banquo and his son Fleance, who is prophesied to be king. His lords grow angry and revolt successfully, after witches lure Macbeth into a false sense of security by further foretelling. In Macbeth, we see that, despite appearances of paradox, man's goals of comfort and power are forever opposed in increment, though the two may decline together. The power from knowledge causes discomfort. It has often been said 'ignorance is bliss'. After Macbeth is promised the throne, Banquo asks why Macbeth is less than Valles 2 ecstatic. "Good sir, why do you start, and seem to fear things that do sound so fair?" (Act I. Scene iii. Lines 51-53) Macbeth's new knowledge makes him uncomfortable, as he realizes the implications. His first thoughts considering murdering Duncan appear, and he is scared. After he commits the murder, Macbeth says, "To know my deed, 'twere best not know myself" (Act II. Scene ii. Lines 76-77). Knowing that has committed such a vile act makes him uncomfortable. It will be difficult to act innocent and to deal with his guilt. When he later decides to murder Banquo and Fleance, he tells his wife, "Be innocent of the knowledge, dearest chuck, till thou applaud the deed" (Act III. Scene ii. Lines 46-47). Hecate sets Macbeth up for his final fall, explaining her strategy, "As by the strength of their illusion Shall draw him on to his confusion. He shall spurn fate, scorn death, and bear His hopes 'bove wisdom, grace, and fear. And you all know security Is mortals' chiefest enemy." (Act III. Scene V. Lines 28-33) The security provided by the second set of predictions is only fleeting. Feeling there is no threat to his power, Macbeth acts wildly, bringing his downfall and loss of both Valles 3 comfort and security. The problem with knowledge was that it was power resulting in a decline in comfort. Those most comfortable have the least power. The enjoyment of security precludes strength. The Porter delivers an ironic speech on the evils of drink, explaining, "Lechery, sir, it provokes and unprovokes: it provokes the desire, but it takes away the performance: therefore much drink may be said to be an equivocator with lechery: it makes him, and it mars him; it sets him on, and it takes him off; it persuades him and disheartens him; makes him stand to and not stand to; in conclusion, equivocates him in a sleep, and giving him the lie, leaves him." (Act II. Scene iii. Lines 32-40) While drink may cause comfort, its other effects contradict this. It takes away the power, the performance. This recalls the guards, comfortably asleep but not standing guard, the latter their condemnation, as they are said to stand and kill the king and then stop standing to. After the murder, Duncan's sons Malcolm and Donalbain decide to forgo the power of the kingship. Says Donalbain, "Where we are there's daggers in men's smiles; the near in blood, the nearer bloody" (Act II. Scene iii. Lines 146-149). He Valles 4 realizes that his father was murdered because of the position he was in. It would be much safer to not be king, despite the loss in power, because the threats are too great. Power serves as both a blessing and a curse. Gaining power causes discomfort. When trying to gain power, hoping to increase their pleasure, people find themselves wracked with guilt and paranoia. Macbeth sees how lucky the dead and powerless Duncan really is when he comments "In restless ecstasy. Duncan is in his grave; After life's fitful fever he sleeps well. Treason has done his worst; nor steel, nor poison, Malice domestic, foreign levy, nothing, Can touch him further." (Act III. Scene

Managerial Economics Essay Example

Managerial Economics Essay Example Managerial Economics Essay Managerial Economics Essay Managerial Economics Course Credits : 3 Course Faculty : Prof. Animesh Singh Learning Objectives At the end of this course, the student should be able to: develop a basic understanding of economics as an important tool for taking effective managerial decisions; develop the concept of managerial economics and its applications; and to apprise how managers need to understand fundamental demand supply forces in a market to arrive at best decisions keeping in view the competition in different market forms. PedagogyCourse will be delivered through lecture method using power point slides, class discussions using case studies. Session Plan |Session |Topic |Readings | | 1 2 |Introduction to micro macro economics, markets industry concept, importance |Chapter 1 of text book.Case 1-1, | | |of economics for managers, economic role of government, general equilibrium, |1-2, 1-3, 1-4, 1-5, and 1-6 | | |demand schedule and curve | | | 3 4 |Theory of Firm, factors affecting demand and supply, equilibrium price and |Chapter 1, 2, 3 of Text Book, Case | | |quantity, elasticity of demand and supply, measurement of elasticity of emand |1-7, 1-8, 1-9, 1-10, 1-11, 1-12 | |5 6 |Consumer Behavior, utility, law of diminishing marginal utility, why demand |Chapter 4 of Geetika Piyali Ghosh | | |curve slopes downward, derivation of market demand | | |7 8 |Production analysis, production function, long run and short run , production |Chapter 6 of text book, Case 6-1 to | | |function, stages of productio n function, law of diminishing returns |6-10 | |9 10 | Returns to scale, isoquant and isocost line, optimum input combination, |Chapter 6 7 of text book, Case: 7-1| | |expansion path, analysis of costs, |to 7-8 | |Mid Term Examination | |11 12 |Traditional modern approaches, analysis of economies of scale, economies of |Chapter 8 of Geetika and Piyali | | |scope, relevance to decision – making |Ghosh, Case Outsourcing Pg. 72 | |13 14 |Market, perfectly competitive markets – short-run long run, dynamic changes, |Chapter 8 of text book, Case 8-1 to | | |monopoly market equilibrium comparison with pure competition, price |8-8 | | |discrimination effects and government regulation | | |15 16 |monopolistic competition-equilibrium critique, oligopoly markets – non – |Chapter 8 9 of text book, Case 9-1 | | |collusive oligopoly, Cartels, Price – Leadership models.. |to 9-11 | |17 18 |Pricing Decisions : Product Pricing and Input Pricing |Chapter 11 .Cases 11-1 to 11-11 | |19 20 |Macro Economy: Flow of Economic Activity, National Income, Inflation Business |Chapter 17, 18, 19 20 of Piyali | | |Cycle |Ghosh. Case, Pages 583, 543 520 | Session = 1 ? hours Evaluation Plan |Internal Assessment |30% | |Mid-Term Examination |30% | |End Term Examination |40% | |Details of Internal Assessment | |S. No. Items |Marks | |1 |Class Participation and Attendance |5 | |2 |Quizzes |15 | |3 |Presentations Assignments |10 | | |Total |30 | Text Books: Managerial Economics by D Salvatore 2012 edition, Oxford Geetika, Piyali Ghosh, Purba Roy Choudhary : Managerial Economics, 2nd Edition 2011, TMH Reference Books 1. Geetika, Piyali Ghosh, Purba Roy Choudhary : Managerial Economics, 2nd Edition 2011, TMH 2. Managerial Economics by D N Dwivedi, Vikas 3. Modern Microeconomics by Koutsyannis, McMilan 4. Managerial Economics by Atmanand, Excel Books 5. Managerial Economics by Gupta G. S. , Tata McGraw Hill . Managerial Economics by Petersen Lewis, Hi malaya Publishing House Articles 1. The Managerial Mistakes that a CEO Must Avoid. By: DiPrimio, Anthony. Journal of Case Research in Business Economics. Dec2009, Vol. 2, p1-18. 18p. 2. What makes a die-hard entrepreneur? Beyond the employee or entrepreneur’ dichotomy By Andrew E. Burke, Felix R. FitzRoy, Michael A. Nolan Published online: 16 January 2008_ Springer Science+Business Media, LLC. 2008 3. MANAGEMENT SCIENCE, ECONOMICS AND ENVIRONMENTAL SCIENCE*! ALLEN V. KNEESE Resources for the Future, Inc. , MANAGEMENT SCIENCE, Vol. 19, No. 10, June, 1973, Pnnledin U. S. A. 4. RUNAWAY CAPITALISM.By: MEYER, CHRISTOPHER; KIRBY, JULIA. Harvard Business Review. Jan/Feb2012, Vol. 90 Issue 1/2, p66-75. 10p. 5. Letter From the Editor: Business and the Worlds Poorest BillionThe Need for an Expanded Examination by Management Scholars. By: Bruton, Garry D. Academy of Management Perspectives. Aug2010, Vol. 24 Issue 3, p6-10. 5p. 1 Chart. DOI: 10. 5465/AMP. 2010. 52842947. 6. Managerial E conomics. By: Flynn, Simone I. Managerial Economics Research Starters Business. 2008, p1-1. 12p. 7. WHAT CAN MANAGERIAL ECONOMICS CONTRIBUTE TO ECONOMIC THEORY? By: Hitch, Charles J. ; McKean, Roland N. American Economic Review. May61, Vol. 51 Issue 2, p147. 8p.

Politics and society Essay Example | Topics and Well Written Essays - 1000 words

Politics and society - Essay Example The winning party is required to win approximately 20 percent of the total votes on top of winning approximately 20 percent of the legislative seats (Jez, 2010). Under the FPTP system, the pattern is repeated time and time again. In addition, the FPTP excludes minorities from fair representation. Under the rules of the system, some parties put up the most broadly accepted candidate in a particular district so as to avoid alienating the majority of electors. This then ensures that candidates, especially the black minorities do not to get a major party’s nomination in majority white districts in the UK. It is quite evident that the ethnic and racial minorities across the world are far less likely to be represented in elections done under the FPTP system. The exclusion of minority groups due to the voting behavior can lead to unstable political systems (Dunleavy, 1999). Further, the FPTP system excludes women from fair representation in the legislature. The idea that the most broadly accepted candidate affects the ability of women in getting fair representation. Women are often less likely to be selected as candidates in male dominated societies as well as male dominated party structure. It quite evident across the world, that women are less likely to be elected to the legislature under the plurality systems than under the alternative vote according to Norris (2001). Politics and political parties based on clan, ethnicity or region can also be encouraged by the FPTP system. This may lead to general campaigns and policy platforms on conceptions that are attractive to the majority of the voters in their region but exclude or are hostile to others. There is the likelihood of the country being divided into geographically separate party strongholds, with little chances for parties to sell their ideology outside their home regions and cultural political base (Dunleavy, Margaret and Weir, 1998). Consequently, the