Business Risk - Edsel Essay Example | Topics and Well Written Essays - 750 words

Business Risk - Edsel - Essay Example Although the manufacturing and launching of the Ford Edsel were done by excessive market research and lots of suspense but it could not live up to the expectations of the managers. They created the car as a medium priced automobile with unique features but customers didn’t like it at all. Apart from this, the freezing up of the push button and oil leaking leads it to maximum level of disappointment. Thus the statement states that though the managers created a car for niche market but it could not get succeeded. The car had some unique features to prove itself different from its competitors. It should have a grand success in the competition. I agree with the statement because the company had really spent long time to plan for the unique design to make a change in the market. But situation did not support it as there was a recession in USA that reduces the disposable income of general people. The situation of recession was like a catalyst in the downturn of the sales. Apart from this, some of its features were not liked by the customers and they took it as an old model that they used to get from Chrysler and GM. Along with it the timing of launching was not good as the car was not ready and the period of early fall was considered to sell off the previous models by the dealers. Thus Ford had to compete with the old models of 1957 which were given at a lower price by the dealers to clear the stock.

Biological Determinism Essay Example | Topics and Well Written Essays - 500 words

Biological Determinism - Essay Example Biological determinism is an invalid theory that is maintained in the popular culture to serve various extremist political ends. Biological determinism contends that our genetic makeup is responsible for our appearance, mental condition and abilities, our destiny, and the choices that we make in our day-to-day life. In addition, the theory argues that our environment and social interactions have at most only a minimal effect on shaping our social being. For example, advocates of the theory believe that genetics controls our predisposition to use alcohol, exhibit violent behavior, or become aggressively greedy. The theory makes it easy to place the responsibility for academic achievement differences among the races on biology, rather than confront an educational system that disadvantages many minority students (Naiman 31). The theory states that the role of genetics is so pronounced that the person will have no choice but to act on these forces and become the product of their DNA. Most modern thinking has discounted the effects of biological determinism and though they acknowledge its existence, they limit its inevitability.

The girls stories Essay Example for Free

The girls stories Essay What is there about Millers presentation of the society of Salem which allows the girls stories to be believed? In the 16th century, the lives of most people were centered around God. Many of the laws of the time were based from the Bible, the Ten Commandments in particular. It was believed at the time that there were supernatural forces at work to cause one to stray from Gods path. Ministers and clergymen thought it their duty to purge the Earth of these beings when they presented themselves. During the 1600s, due to most peoples strong belief in God there was consequently a strong belief in the Devil. It was believed that, as God had angels working in his order, the Devil had witches working to corrupt innocent souls. If something went wrong, there were two reasons for it: that you had displeased God or that the Devil was tempting you. So naturally when something as devastating as your child falling ill occurs, you would be looking for someone to blame: a witch. As the people of Salem based their laws on the teaching of the Bible and believed that the Bible itself told them that witches were to be punished by death. To the people of Salem the forest that surrounded the town was met with suspicion. The forest was inhabited with Indians, and as the Indians were not Christians they were believed to be evil, and therefore any association with the forest was considered to be part of the evil. As the girls were struck down by illness after dancing in the forest, it gave the town people the suspicion of the Devils involvement. The original cause of the suspicion was that two of the girls in the town fell ill, one of who was the daughter of Goody Putnam. Having already lost seven children at young ages, Goody Putnam was very worried for the health of her child. She was also becoming suspicious of how many children she had lost, with them all being seemingly healthy at birth. Goody Putnam was the first to cry witch. As the people of Salem based their laws on the teaching of the Bible they believed that the Bible itself told them that witches were to be punished by death.

Dominos Pizza: A Crisis Management Case

Dominos Pizza: A Crisis Management Case Josefina Vasquez According to (PRSA, 2009), in 2009, the company Dominos pizza experienced a tremendous PR crisis because of a couple of their employees. In fact, in a restaurants kitchen, in a slow working day, the two of them, with the employee uniforms, contaminated some food ingredients and then placed them onto sandwiches and pizza; they recorded a video and later posted it on YouTube. This video reached more than one million views in just three days because it became viral. The company realized that social media has the power to turn small incidents into huge marketing crises. This is a real case very interesting to analyze from the point of view of public relations and ethics. Because something simple could be the cause of the failure or success of significant companies, and what would construct the difference are the decisions taken in crises. In this review, we will be looking at this case from the point of view of the public relations professional and the ethical bases and how this addresses companies direction. Dominos Pizza: A Crisis Management Case According to (PRSA, 2009), the vice president, the communication team and the rest of Dominos corporate members sooner became aware of this situation. The first reaction was anger, but they channeled into action. The company proceeded to intercept the store, the authors of the video, took away the videos, and the company pressed charges against them. One of the first actions was to find out if the contaminated food was finally delivered to a client, fortunately, it was not. Domino has had the plan to introduce the company to Facebook, Twitter and some other social media sites by 2009 just before the crisis, but they did it during the crisis in order to communicate with the active core audience. The CEO decided to the response by YouTube instead of distributing a press release because even at a million views, they thought there were 307 million people in America, so they focused on that audience. They received criticism from the media during the first twenty-four hours, because people thought that they were not doing anything about it. The company understood that the most important thing was to keep the companys credibility with customers. Dominos pizza learned that is so important to keep in touch with media web community all times. (Randallreilly.com, 2015) stated that the company listened to their audience and later they admitted that their product was awful, so that, they started a campaign called Pizza Turnaround, in order to acknowledge the problems they were facing and reinvent their pizza, this along with an extensive media coverage, documentaries, promotions, advertising, etc. Problem Statement. The companys PR team faced an important challenge. The company had a disadvantageous place due to the lack of presence on social networks. Dominos faced the dilemma of obviating persons opinion by denying, and only focus on defending their brand or putting on the customers side and reinforcing their product. This crisis could have undermined this large multinational company, so they had to deal with some ethical principles such as fairness, honesty, expertise and loyalty. Personal Critique of the Case. In this context, is important to point out the conflict management life cycle concept from (Wilcox, Cameron and Reber, n.d.) which has a proactive, strategic, reactive and recovery phases, and the way the companys PR professional applied it during this situation. The proactive phase involves crisis-planning, issues tracking by creating strategy plans in ways that address the emerging issue. The strategic phase allows organizations to place itself favorably in anticipation of actions. The reactive phase occurs when the issue or conflict reaches a critical level of impact; it involves the implementation of crisis management plan, crisis communication and conflict resolution. The recovery phase involves reputation management and image restoration. PR professionals at Dominos pizza implemented both the reactive and recovery phases as well, once the issue became critical. They initiated a crisis management plan by establishing communication channels with the target audience through social media. They also implemented reputation management and image restoration when they decided to reinvent their pizza with a campaign called Pizza Turnaround by using an extensive media coverage, documentaries, promotions, advertising, etc. Once the crisis was overcome, they started implementing the proactive and strategic phases of establishing constant communication with customers through social media channels, with a strategy to pay special attention to customer feedback. References Wilcox, D., Cameron, G. and Reber, B. (n.d.). Public relations. PRSA. (2009). Dominos Delivers During Crisis: The Companys Step-by-Step Response After a Vulgar Video Goes Viral. [online] Available at: http://apps.prsa.org/Intelligence/TheStrategist/Articles/view/8226/102/Domino_s_Delivers_During_Crisis_The_Company_s_Step#.WNMO7PkrLIV [Accessed 23 Mar. 2017]. Randallreilly.com. (2015). Dominos Pizza: A Case Study in Customer Feedback | Randall-Reilly. [online] Available at: http://www.randallreilly.com/dominos-pizza-a-case-study-in-customer-feedback/ [Accessed 23 Mar. 2017]. Tesco and Sainsburys: A Comparison of Strategies Tesco and Sainsburys: A Comparison of Strategies 1. Introduction Business strategies are largely unique to individual business organisations and depend upon the objectives of their primary stakeholders, namely the shareholders and the senior management. While these two entities are the main decision makers for the road maps followed by firms, which they exercise through formulation and articulation of objectives, mission statements, and strategies, many other issues like product or service features, strengths and weaknesses of business organisations, economic, legal and political environments, nature and intensity of competition, opportunities and threats, environmental and ecological needs, as well as technological advances, often play major roles in determining and implementing business strategy. Work in these areas, by management experts, have led to the development and construction of models and theories that attempt to elaborate, explain and demystify these issues. The tackling of these challenges previously depended upon the thought processe s and ingenuity of business owners, and played vital roles in the successes or failures of business organisations. The work of Igor Ansoff and Michael Porter led to the enunciation of well known strategic models for growth and the Five Forces theory for analysis of competitiveness. These tools, as well as decision making aids like SWOT and PESTLE analyses have become commonplace in today’s business scenario, and are widely used by managers all over the world. While most growth strategies deal with marketing, other areas like production, human resource, information technology and finance also need goal setting, and are important to overall strategy for optimisation of organisational wealth. Total Quality Management, for example has emerged in recent years as a necessary item in every strategic manager’s toolbox for achievement of organisational objectives. Apart from these tools, business strategies for growth and shareholder wealth appreciation are also influenced by t he ethics and value systems of individual corporations; while many firms chose to forsake both growth and profitability for ethics, the reverse, as evinced by scams like Enron and WorldCom is equally true. Every so often, companies in the same industry, and operating in the same national or global environment, adopt sharply different strategies with spectacularly divergent results. Search engines like Yahoo and Alta Vista existed for years before Google arrived on the scene and swept everything before it. Toyota, a Japanese car manufacturer, formed much after the end of the Second World War, entered the car market of the United States in the face of widespread scepticism, and over a few decades, orchestrated a business strategy that saw it overtake Ford, the iconic American car making giant. Among British companies, the last two decades saw the rise and rise of the retailing company, Tesco. The company changed its down market â€Å"pile them high, sell them cheap† public perception to emerge as the largest retailer in the country, first overtaking the much older market leader Sainsbury’s and then proceeding to widen the gap until its’ market share was twice that of its erstwhile condescending rival. This assignment aims to examine and analyse the different strategies adopted by these companies, which have similar products and services, and also operate in the same environment. 2. Commentary and Analysis Business organisations constantly face challenges in every sphere of activity, be they in marketing, sales, production, workforce, human resource management, information technology development, or in raising and controlling finances. Many of these challenges arise from the social, political and economical environments in which organisations operate. While businesses in the UK operate in democratic and market friendly environments with institutionalised legal and financial systems, they need to conform to the stipulations laid down by numerous regulatory bodies (of the UK and the EU) and governmental organisations, and that too in almost all operating areas. Furthermore, firms with global operations have to frequently function in conformity with different environmental requirements, necessitated by dissimilar political and legal systems, or by widely divergent local, infrastructural or market conditions. Sainsbury’s and Tesco’s both entered the UK retail market, as small convenience stores, not much different from the many such establishments that exist all over the UK. Both organisations outgrew and outperformed other businesses in their genre to become colossal retailing chains with countrywide presences. Sainsbury’s, a much older firm than Tesco’s was the market leader in the UK retailing sector, until 1995, when it was overtaken by Tesco’s. a. Sainsbury’s J Sainsbury, plc, is one of Britain’s most famous firms, represented across the country, through its chain of supermarket stores that operate under the Sainsbury’s brand. Apart from supermarkets, the company operates convenience stores, an internet-based home delivery shopping service, and Sainsbury’s Bank. The company, originally started as a partnership in 1869, and while incorporated as a private company as far back as 1922, listed on the London Stock Exchange only in 1973, in what was until then the LSE’s largest stock issue. Sainsbury’s grew to become the UK’s largest supermarket company and retained its privileged position for much of the twentieth century. Tesco’s overtook Sainsbury’s in 1995, and ASDA/ Wal-Mart relegated it to third position in 2003. (J Sainsbury, 2007) While the business, in the beginning, grew organically into a chain of convenience stores, its first major strategic decision came, in 1950, with the opening of the first self service store, in Croyden, London. This initiative was followed by increasing the number of self service stores, expanding the range of non food goods, opening of hyper markets, acquisition of smaller chains, and commencement of operations in Scotland and North Ireland. The company grew to become the country’s largest supermarket chain, fuelled by increasing economic affluence, changing buying habits, customer convenience, and the ability of Sainsbury’s to provide a large and diverse range of products under one roof. Large Sainsbury’s stores typically stock 50,000 products, of which 50% are home brands. While the company grew slowly in its initial years, real growth came only in the post war years, with the development of a strong market economy, economic prosperity, increased spending powe r, and customer desire for a large range of better quality goods. Sainsbury’s responded to this changed economic environment, by concentrating on the increasing and upwardly mobile middle class. The company refrained from taking too many risks or initiatives, possibly feeling that its reputation would enable it to grow steadily and retain market leadership. The strategy of least resistance was interspersed by a few initiatives like the introduction of Do it Yourself (DIY) products, and acquisition of chains like Bell’s Stores, Jackson’s Stores, and JB Beaumont, which served to add to and broaden its customer base. The company has more than 750 stores today, and with a turnover in the range of 16 billion GBP, is one of UK’s more successful corporates. A prima facie assessment regarding the company’s response to business and environmental challenges would tend to give credit to the company’s corporate strategies in an extremely competitive bus iness environment. This assessment would however be substantially incorrect. Even as the company continued to grow steadily, in both profits and sales, through the 1990s and into the 21st century (except for the difficult years of 2004 and 2005), it was overtaken, first by Tesco’s in 1995, and later by ASDA in 2003. Tesco’s , which had a turnover of less than 11 billion GBP in 1994 saw its sales touch 38 billion GBP in 2006 and now sells more than twice of what Sainsbury’s does. Very apparently, Sainsbury’s has committed serious errors in handling and responding to business and environmental challenges, and has yielded the high ground in supermarket retailing to younger and possibly more effective competition. b. Tesco’s Growth Path Tesco’s started off as a small one man grocery operation, in 1919, in London’s East End. It took Jack Cohen, the founder, 10 more years to start his first store, in 1929, a full 60 years after Sainsbury’s. The company grew organically in the initial years, spurred by Cohen’s hard work. In the beginning business strategy revolved around providing cheap and economical goods, (pile them high, sell them cheap) espousal of trading stamps to induce customers, and relentless opening of new stores. Strategies, broadly similar to those followed by Sainsbury’s in the post war years led Cohen to open Tesco’s first self service store in 1947, and the first supermarket in 1956. In retrospect, Cohen’s better understanding of the demands and changing moods of customers is possibly evinced by his decision to open his self service store, a full three years earlier than Sainsbury’s. When Cohen resigned, in 1977, the company had achieved significant growth and traction but was still much behind Sainsbury’s, both in size and reputation. The years that followed Cohen’s handing over of Tesco’s leadership were marked by strategic swings designed to take the company away from its image of a purveyor of cheap and low quality goods. This period saw the management launch an aggressive campaign for market share, a multi dimensional effort that involved (a) rapid expansion of stores, (b) acquisition of medium sized supermarket chains, (c) entry and consolidation in a number of foreign markets, (d) large scale expansion of non food products, (e) opening of a number of hypermarkets, (f) introduction of loyalty cards, and (g) exploitation of online markets. The company assessed the existing national and global environment and felt that it would be able to work towards significant increases in sales and profitability and make it into a global leader from i ts status of a lowly down market UK based retailer. These strategies, combined with effective systems and operational implementation, enabled Tesco’s to power past Sainsbury’s, the British market leader, and establish itself as the third largest retailer in Europe. With sales of 38 billion GBP and 2 billion GBP in profits, Tesco is today the undisputed market leader, way ahead of both Sainsbury’s and ASDA. It played for glory and won hands down. (Pringle and Cohen, 2007) c. Management of Environmental Conditions In the early 1960s, Cohen lobbied Parliament to have the Retail Price Maintenance (RPM) act abolished, efforts supported by Edward Heath. The RPM allowed manufacturers and suppliers to set the price of goods thus preventing large retailers, who could buy in bulk and had greater buying power, from benefiting from economies of scale and undercutting the prices of smaller shops. To get â€Å"around† this, Tesco offered another incentive to get customers through the doors Green Shield Stamps. These were collected by customers when they spent money in the store, and were then traded for goods in a catalogue. An effective discount (Tesco, a corporate profile, 2004) This extract serves to illustrate Tesco’s response to environmental challenges and the many innovative ways the company found to constantly improve customer value. The emergence of Thatcherism, in the 80s, coupled with the break up of the Soviet Union, the consolidation of a unipolar world, sharp improvements in internet technology, and the commencement of globalisation, created a number of opportunities that Tesco was quick to spot, grab, and exploit. The company closed down 500 stores, revamped and modernised hundreds of others. Store formats like Tesco, Tesco Express, Tesco Metro, and One Stop, catered to distinct sizes, products, and locations, and ranged from small street corner shops to huge all inclusive supermarkets. The company was quick to realise that its image as a purveyor of cheap products, with its perceived down market connotations, would not help growth in a society that was rapidly becoming richer, and did not hesitate to close down its coupon scheme. In a br illiant segmentation exercise, the company created three product categories, good, better, and best, across most of its product lines. While this enabled customers to access different price ranges, it also allowed the company to access an â€Å"inclusive† and huge market. Sainsbury’s, which had traditionally catered to the middle class clientele with zealously protected margins, tried to enlarge its product base, but was unable to make any headway, because of its lesser supplier base and inferior logistical capability. (Pringle and Gordon, 2007) Tesco’s introduced customer loyalty cards in 1995. While it took Sainsbury some time to catch up with the idea, the two companies used it for widely divergent aims. Even as Sainsbury’s used the cards primarily to drive repeat visits and purchases, Tesco’s processed the information feedback from the loyalty card customers, to assess customer demands and needs, and keep on adding to its product range. The company also foresaw the potential of the internet and globalisation, and established profitable online sales channels, as well as successful overseas forays. Tesco’s international business now accounts for nearly 25% of company sales, and the immediate priority is to drive it up to 50% of company revenue. Apart from maintaining strong market leadership, Tesco is now focussing on two major areas that are propelling the company’s growth and increasing the gap between the company and its competitors. Its aggressive growth in the non-foods market means that it is possibly selling more clothes than Next and more health and beauty products than all the others put together. (Hunter, 2006) The company has set up base in numerous countries in Europe and Asia and should soon have a significant presence in the USA. â€Å"Indeed, some 60% of Tesco’s floor space is now based outside of the UK.† (Hunter, 2006) Sainsbury’s, on the other hand has been too busy handling its inadequate stocking mechanism, half empty shelves, and falling market share, to be able to pay much attention to new thrust areas, and opportunities, made available by changes in environmental conditions and advances in technology. (Tesco, a corporate profile, 2004) 3. Conclusion While this analysis does not intend to eulogise Tesco’s management practices, or its planned and meticulous exploitation of available opportunities, the stark difference in the working of Tesco’s and Sainsbury’s tend to make any comparative analysis of strategy, and management practice, enormously one sided. Even as Tesco was using feedback from its loyalty card scheme to add enormously to its product range, Sainsbury’s was trying to adamantly protect its margins and cutting down on service quality, practices that inevitably led to further customer dissatisfaction and loss of market share. It was not until 2004, a full 9 years after Tesco overtook it, that the company realised that its major problem lay in under stocked shelves, inadequate logistics and poor supply chain management. While Sainsbury’s strategy appeared to be one of risk avoidance and slow growth, in reality it proved to be akin to that of an ostrich in the face of danger. The company however still remains a respected and successful retailer. Recent initiatives, taken after a change in top management, have seen a priority shift and led to revived sales, reduced costs and improved profitability. The company has its heart in the right place and contributes a much higher percentage of its post tax profit to charity than Tesco. The tremendous success of Tesco, in assessing customer needs and environmental opportunities, came about because of a new aggression that evinced itself after the departure of jack Cohen and is an indicator of the possibilities that exist for Sainsbury. The fact that Tesco lagged behind Sainsbury’s until 1995 is proof of the levels to which Sainsbury can aspire without being impractically optimistic. Sainsbury’s has a number of strengths, namely its goodwill in the UK market, access to enormous amount of shop space and property that have been built up over the years, very strong domain knowledge in the retailing business, and adequate capital resources. The company has also become active in the online segment, the fastest growing market segment in the retailing market. It however definitely needs to scan the environment constantly, look for new opportunities, upgrade technology, and be more fleet footed in responding to opportunities and challenges. Both the companies have seen rapid departures from existing strategies after changes in top level management. Strange as it may appear, changes in management appear to have been critical to Tesco seeing opportunities that were not explored earlier. Sainsbury’s too has commenced implementation of measures that should have logically been done much earlier, only after a change of guard at the top. The solution to the paradox possibly lies in realising that management theories, practices and strategies, in most cases, become relevant only if the CEO thinks them fit. The boss is the key. Bibliography Annual report and Financial Statements, 2006, J Sainsbury plc, Retrieved April 3, 2007 from www.j-sainsbury.co.uk/ar06/fullfinancials/notestofinancialstatements5.shtml Annual Review and Summary Financial Statements, 2006, J Sainsbury plc, Retrieved April 3, 2007 from www.j-sainsbury.co.uk/ar06/summaryfinancials Cavazza, M, 2007, Sainsburys bid is very close, thisismoney.co.uk., Retrieved April 3, 2007 from www.thisismoney.co.uk/investing-and-markets/article.html?in_article_id=418580in_page_id=3 Cole, R, 2007, Sainsbury’s progress offers reason to hold even if no bid comes, Times Online, Retrieved April 3, 2007 from business.timesonline.co.uk/tol/business/industry_sectors/retailing Hunter, H, 2006, Revolution in the British aisles: why Tesco will continue to rule the roost, msn.money, Retrieved April 3, 2007 from money.uk.msn.com/Investing/Insight/Special_Features/Markets_Comment/article.aspx?cp-documentid=1054991 J Sainsbury, 2007, Wikipedia, Retrieved April 3, 2007 from en.wikipedia.org/wiki/J_Sainsbury Jordan, D, 2007, Tchenguiz adds to Sainsbury stake, Times Online, Retrieved April 3, 2007 from business.timesonline.co.uk/tol/business/industry_sectors/retailing/article1578864.ece 2 Apr 2007 Pringle, H, and Gordon, W, 2007, The Tesco Story, customerserviceworld.com., Retrieved May 27, 2007 from www.ecustomerserviceworld.com/earticlesstore_articles.asp?type=articleid Tesco, 2007, Retrieved May 25, 2007 from www.tescocorporate.com/page.aspx?pointerid=A8E0E60508F94A8DBA909E2ABB5F2CC7 Tesco,  A corporate profile, 2004, Corporate watch, Retrieved May 27, 2007 from www.corporatewatch.org.uk/?bid=28

Macbeth :: essays research papers

Blood Different imagery are seen through out the play one of the imagery is blood.In Macbeth by Wiiliam Shakespear in every scene the image of blood changes, it changes through remores, bravery, and guilt. The characters affected by all of this is Macbeth and Lady Macbeth since they are the ones with blood in their hands. The imagery of blood seens to effected all the characters in the play. One that is affected by all of this is Lady Macbeth, when she is found sleepwalkig and talking to herself after the murder of Duncan and Banquo, " Here the smell of blood still. All the perfume of Aradia will not sweeten this little hands"(5.1.53-55) Shakespear by use of blood makes Lady Macbeth goes crazy by the actions that she has done. Makes it obvious that being evil brings unhappiness and guilt of what she has done in the past. At the beginning Lady Macbeth starts all of this by asking the spirits to, "make thick my blood"(1.5.50) She asking them to make her remorseless and wrong for the actions that is about to do. She did not have the control over har own conscience since she has remorse and guilt over her actions, but it is all ready too late since she has gone crazy and paranoid of blood being on her hands. Macbeth in the other hand has not yet gone crazy, but at the beginning the captain said, " Which smoked with bloody exection"(1.2.20) Shakespear uses blood in a whole defferent way. This time the meaning of blood is of the brave fighter that Macbeth is with the bloody sword he has of his enemies in the battle he fought. This time is shown as a action in which has nothing to do with beginning evil but as a fighter of a country. Macbeth does not shows his true self to his wife and hides in his words he speaks of guilt. "Will all great Neptune's ocean wash this blood clean for my hands?"(2.2.78-79) Macbeth wounders if he will ever forgive his own actions.At the banquet it is when Macbeth shows a little of his guilt of killing Banquo, since his ghost appears to him as a sign of guilt.Shakespear makes this imagery of blood as

The Adventures of Huckleberry Finn Should NOT Be Banned Essay examples

Many books around the world have been banned because they are offensive. One example is Mark Twain’s The Adventures of Huckleberry Finn, a novel about the journey of a thirteen-year-old boy named Huck, who fabricates his own death to run away with an escaped slave named Jim. The two voyage in a raft along the Mississippi River to gain their individual freedom. In addition, Huck gains a new understanding about humanity. Huck Finn has been creating great controversy on both sides of the argument: to ban or to keep in the school curriculum. Currently â€Å"much debate has surrounded Mark Twain’s Huck Finn since its publication in 1885, but none has been more pervasive, explosive, and divisive than that surrounding the issue on race† (Chadwick-Joshua xi). In The Adventures of Huckleberry Finn, written by Mark Twain, characters speak with a racist dialect. The way that characters speak and address African Americans causes a tremendous amount of controversy regardin g whether to ban or keep the book in public schools. Huck Finn is thought to be a racist book, and some of Mark Twain’s audiences believe that it should be banned from school curriculum. The main reason the public wants Huck Finn to be banned is because of its racial dialect. The use of the word â€Å"nigger† is used repeatedly throughout the novel. Some people say that â€Å"Twain’s consistent use of the word ‘nigger’ is†¦troubling to readers† (James). The fact that the word is so often used throughout the book offends many African Americans. It is offensive because the word â€Å"nigger† has very strong negative connotations and past references to blacks as slaves. Hughes describes, â€Å"The word nigger to colored people of high and low degree is like a red rag to a bull. Used rightly or wron... ... Works Cited â€Å"A Rationale for Teaching Huckleberry Finn.† EXPLORING Novels. Online Detroit: Gale, 2003. Student Resource Center – Junior. St. Francis High School – GA. Web.17 Feb. 2014. Chadwick-Joshua, Jocelyn. The Jim Dilemma: Reading Race in Huckleberry Finn. Jackson: University of Mississippi, 1998. Print. Henry, Peaches. â€Å"The Struggle for tolerance: Race and Censorship in Huck Finn.† Huck Finn Controversy. Western Michigan University, July 2002. Web. 25 Feb 2014. â€Å"Huck Finn Teacher’s Guide. About the Book.† PBS. Public Broadcasting Service, n.d. Web. 25 Feb. 2014. James, Pearl. â€Å"Overview of The Adventures of Huckleberry Finn.† EXPLORING Novels. Online ed. Detroit: Gale, 2003. Student Resource Center – Junior. Gale. St. Francis High School – GA. Web. 1 March. 2014. Twain, Mark. The Adventures of Huckleberry Finn. New York: Bantam, 1981. Print.

Miss Representation Essay

In the documentary film, â€Å"Miss Representation,† produced by Jennifer Siebel Newsom, 2011, it shows that how the women who are living in the United States are defined by mass media. Image of Women are displaying on a mass media as sex symbol or aid role for the male although women’s life is getting better than before. Moreover, advertisements such as cosmetic and fashion have forced to women severe diet indirectly. Therefore, the documentary film â€Å"Miss Representation† want to not only achieve enhance of women’s role in society but also recover women’s rights through the movie. Actually, I was impressive to women who were arguing in the film because it is different from Asian women who demand their right act. I know that all women did not doing but in Asia, many women demand the women’s right without their effort. Unfortunately, most Asian men are working for aid to women’s satisfaction. For example, men must have own house for marriage and they usually pay for an expensive gift for women’s decoration or anniversary. Many women do not investment for their future; they rely on male just for their convenience. Therefore, many conservative female in Japan do not like this atmosphere which accepted enforcing of women’s right. Moreover, desire of women’s beauty has caused inaccurately advertisement. Many women consume their popularity. In contrast, men do not buy useless cosmetic for their masculine. When the documentary film was finished, I agree that fairness of sexes have to equal. But I do not agree with exaggerated requirement. If men have to pay all things for women, is that valuable to requirement of women? I think their requirements should be acceptable when they have qualification for women’s rights. Of course Men should considerate for women, but women also should not act excessively for their objective.