Analysis Of Good And Evil In The Crucible Essays -

Analysis of Good and Evil in "The Crucible" It was a play with tremendous feelings with many inside twists hidd en in the archives of the true story. It was a play with emotional feelings; feelings of anger , hate, and evil, yet feelings of manipulation, good, and pureness. It was the Crucible. A fireball of guilt, evil, and good compiled into one magnification. The Crucible: Good versus Evil. The play contained many scenarios of good versus evil, and the characters who generally possessed these feelings and intentions. But it must be understood t hat there were the intentions, the incentives, and then the actions taken out on a person or a group of people. Every character could either be placed in the intentions under good or bad intentions. Aft er that, almost every character has mixed feelings of evil or good actions. The fight between the centre of evil and the centre of good is the foremost important of the points. Abigail Williams is the nucleus of all evil in the story. Sh e is the one who triggers off this sense of hate in the play. She tempts Proctor into lechery, and comm its unlawful acts which all are against the Puritan religion. To escape punishment for dancing, she deflects the actions and blames them on someone else, and does not care how many lives she ruins. La ter when she grows into power and influence, she seems to enjoy sending these innocent peopl e their deaths. She takes pleasure in her lies, and thrives on the attention and power that th ey bring her. All these are the aspects of being the evil character. Power, attention, and acts of w rongful doing. Therefore she can be labelled with being the evil character in the novel. She uses evi l actions disguised as good by admitting who was with the devil. Of course the people she accuses a re actually innocent, but she has the ability to manipulate people into believing that she is doin g good. This again is evil. The centre of good can be labelled as John Proctor. He is considere d the 'hero' of the story, because he fits into the points that make up the hero of a story. Pr octor is a heroic martyr at the end of the play, when he falsely admits that he was with Satan all a long. He then refuses to tell the judge and accuse anyone of being with Satan too like Abigail did. Th erefore he may be considered a martyr, for dying for a cause of saving the lives of other innocen t people. John Proctor also tries to defend his wife, and attempts to make the judge realize how Abiga il is manipulating him. This is where the conflict arises between good and evil. It is survival o f the fittest. Who will survive at the end? Abigail Williams or John Proctor? This is the main battle o f the story. John Proctor is not a saint in this story either. He does possess s ome fragments of evil in his soul. His intentions are to do good and that justice is served, but he wants this so badly, that he also turns to evil incentives to kill Abigail (subliminally for w hat she is doing). At the latter part of the play, he tries to use evil to counter evil by saying he was w ith the devil. His intentions are to do good, but that is really against the Puritan Code, and hence i s considered evil. One more fault that Proctor has was for committing lechery with Abigail. This is ev il, because it is against the Puritan rules. Abigail and Proctor are both at fault. Ann Putnam was greatly influenced by Abigail's doings, that she beg an to follow the same strategy. She then accuses Rebecca Nurse of witchery to escape her a ccusation. This deflection is just used to keep herself out of trouble. Consequently, Ann Putnam i s then considered evil, for using deflection. Marry Warren's intentions at the beginning of the story were to do good and justice. But she sees that when she is in trouble, she also needs someone to defl ect the punishment on. This greed results in her saying that Proctor was associated with Satan, and that he possessed her and made her do all of her wrong actions. Her intentions were first good , but then her actions turned into pure evil, just

External environments interact to affect managers Essay Example

External environments interact to affect managers Essay Example External environments interact to affect managers Paper External environments interact to affect managers Paper With the entire world as a market and national borders becoming increasingly meaningless, the potential for organizations to grow and expand is almost unlimited (Robbins, 2003, p. 101 and business is increasingly international due to increasing sales and accessing resources(Wild, 1999). In such circumstance, organizations must learn how to survive and prosper in a global environment that is highly dynamic and unstable. Managers in this setting not only deal with a set of social , economic, legal and political factors in the home nation, but with entirely different set of these in each country of operation. International management involves balancing a firms internal environment forces which is a system of shared meaning and beliefs within an organization that determines employees act with external environmental forces which is outside institutions or forces that potentially affect an organizations performance (Bard, Post, Mammon, 1990). The internal environment such as human resource policies, organizational culture, and production methods affects the managers ability to achieve certain outcomes. However, it is not only the organizational culture that plays a significant role (Robbins, 2003). It interacts with the external environment such as social culture, technology, economic to affect the organizations performance in the global environment. The focus on this essay is on the interaction between some of the factors in internal and external environment in the global environment and its impact on organizations and managers. All organizations, even monopolies, have one or more competitors. In the global environment, the competitors which are one factor of the specific environment are even more and stronger. Managers cannot ignore the competition. They must monitor and prepare to respond, such as change the rice, services, and develop new products (Robbins, 2003). Mercedes-Benz always is thought as serious, not youthful and extremely expensive in the U. S. Market at the beginning. Research among American dealers also revealed that consumers felt so intimidated by Mercedes that they wouldnt sit in the cars at the showroom. When Japanese carmakers entered the U. S. Market in the sass, they reproduced their car-building philosophies, cultures, production practices and management styles in the United States. But Mercedes started with the proverbial blank sheet of paper. In order to appeal o U. S. Market, Mercedes enters the M-Class, a sports utility vehicle (SUB) with a base price of 335000 and luxury lineage. At the same time, Mercedes abandon the rigid hierarchy of the typical Mercedes production line and create a more egalitarian shop floor in order to motivate workers. Thus administrative offices in the Vance plant run through the middle of the manufacturing area, and while its all glassed in, team members still have easy access to administrators. The plant is also designed so workers can unilaterally stop the assembly line to correct manufacturing problems. So far, he system has been a catalyst to communication among the Alabama plants 1500 U. S. Workers, German trainers, and diverse management team that includes executive form both Detroit and Japan. Even so, Mercedes has spent an enormous amount of time and effort to train its U. S. Rockford. So far the Mercedes M-class is competing very well against the entrenched competition (Wild, 1999). This case describes how the competitors and the organizational internal culture interact to shape the managers decision in the global business environment. In terms of the general environment which is one components of the external environment, the most rapid changes during the past quarter-century have occur red in technology (Robbins, 2003). Especially in the increasing globalization, the technology represents a key advantage and challenges to the organization. MET, the channel beams its irreverent and brash mix of music, news, and entertainment to 281 million homes in over 64 countries, including Brazil, Singapore, India, and 36 countries in Europe. In 1987, MET commanded an audience of 61 million in the united States. The company wanted to take the music revolution global by starting MET Europe and MET Australia. At first, it took a pan-European approach, marketing the same product to all European countries. The European network was a huge overnight success. Through its experiences in Europe, MET refined its mix of programming to become a global national brand with local variations. They had spent almost two decades building a global brand identity, MET executives initially rejected that idea. Little by little, however, they changed their collective mind. They decided to move forward because a certain technological innovation made it possible for MET to think globally and act locally at very little cost. The breakthrough was digital compression technology, which allows suppliers to multiply the number of services offered on a single satellite feed. Where there were three or four services, explained one MET official, now we can broadcast six or eight. (Hung, 1996). Math/ Europe, currently reaching 77 million homes, has adopted a European strategy; it offers local version of its satellite and cable TV network programming to compete in individual European countries. These more- focused offerings have gradually been replacing MN Rupees wider regional programming, and versions for the Netherlands, Spain, and Eastern European Mounties are now being considered. Today, not only teens in Europe but teens all over the world have their MET cake and eat it, too (Wild, 1999). This is the typical example which represents how technology interacts with the organization internal innovation in the international economic. Coloratura which is the one of general environment also impact the managers actions. Managers must adapt their practices to the changing expectations of the society in which they operate (Robbins, 2003). April 1992, Disneys new $4 billion theme park-Euro Disneyland opened at twenty miles east of Paris. Disney executives are banking on a love affair between Mackey and company and the Europeans as the principal engine of Disneys growth in the sass. It is hoped that 11 million Europeans a year will rub elbows in a happy melting pot at the park. But a number of conflicts and a lower-than- expected attendance in the early months had Disneys bosses worried. Glitzy American -style theme parks may not be Rupees cup of tea. No one really expects the king of theme parks to flop in Europe. Two million Europeans flock to Disneys American parks every year. But for reasons ranging form ultra backlash to Frances chilly winter weather, the reception has indeed been cool for the U. S. Company. Europeans visit Disorderly in Florida as part of an American experience. Many observers doubt, however, that they will seek Americana as eagerly in the Paris suburbs. Then there was the challenge Of hiring and training 1 6000 cast members, representing 86 nationalities and 34 languages. About half of the cast members were French, and the dress code imposed by Disney was regarded as an assault on French and European social standards. The attempt to maintain the standardized, all- American Disney look-no long hair, no long fingernails, very limited makeup, no jewelry. In addition to specific job training, Disney University, a feature of all company parks, gave the standard day-and-a half course in Disney culture. Now, Disorderly is very successful in Paris (Dresser, 1994). International trade has undergone explosive growth recently(Bard, Post, Mammon, 1990). The AC survey indicates that since 1997, on average, non-US sales for us-based companies have risen slightly, from the 10 to 20 percent range to the 20 to 30 percent range. Products manufactured outside the US eave increased in a similar manner (Talking, 2001, p. 34). The internal and external environments interact to affect managers and organizations. It is important for the manager to be aware of the diversities and more flexible that they have been in the past. The economic globalization is the inevitable trend in coming years, the managers have to consider both the internal environment and external environment in order to be successful in such global environment.