The Evil Iago of Shakespeares Othello Essay -- GCSE English Literatur

"How shall I murder him, Iago?" This one line, spoken by Othello, in Shakespeare's play of the same name speaks volumes of the evil and deceitful nature of the character being spoken to, Iago. The ability to turn a noble, self controlled, respected man such as Othello into a raving, murderous lunatic can only be had by an evil man such as Iago. Iago is conniving, vengeful, vain, ruinous, dishonest, egotistical and paranoid. This makes him one of the most evil men in all of literature. The first of many examples of Iago's villainy occurs in scene one of act one. His vain ego has been hurt. Othello has chosen a "bookish theoric" to be his lieutenant instead of Iago. Iago has this to say of Othello's choice: Forsooth, a great arithmetician, One Michael Cassio, a Florentine, A fellow almost dammed in a fair wife, That never set a squadron in the field Nor the division of a battle knows More than a spinster--unless the bookish theoric, Wherein the togaed consuls can propose As masterly as he. Mere prattle without practice Is all his soldiership. But he, sir, had th' election; And I, of whom his eyes had seen the proof At Rhodes, at Cyprus, and on other grounds Christianed and heathen, must be beleed and calmed By debitor and creditor. This countercaster, He, in good time, must his lieutenant be, And I--God bless the mark!--his Moorship's ancient. This position is one Iago expected, not only because of his seniority in battle, but also because of his seniority with Othello himself. Iago clearly shows his vengefulness when he tells Roderigo: â€Å"Call up her father.Rouse him, make after him, poison his delight...†&n... ...bolical plan. He has traded "wife for wife" as Othello has smothered, albeit regretfully, Desdemona. When discovered by Emilia, Othello confesses, saying it was Iago that persuaded him to murder her. Emilia tells Othello too late of the lies told by her husband and she dies at the hands of Iago for her confession. Iago's lies have come to a crescendo and Othello realizes he has been deceived. Othello then commits suicide and we find, in this case, in order for love to conquer all, evil must triumph. As is the case oftentimes in real life, there is no happy ending. Iago is, for the literary world, evil incarnate. He lies and deceives with half-truths, to achieve his revenge, causing distrust and ultimately murder and suicide. This makes Iago one of the most evil, but most memorable characters, if not in all of literature, at least in all of Shakespeare.

Comparison Between the Yellow Wallpaper and Tell-Tale Hearts

Jaime Macias Professor Whalen English 1B 22 October 2012 Critical Thinking Log 2: Short Story #2 Madness within the human psyche goes hand and hand when the names Edgar Allen Poe and Charlotte Perkins Gilman are spoken. The stories â€Å"The Tell-Tale Heart,† by Edgar Allen Poe and â€Å"The Yellow Wallpaper,† by Charlotte Perkins Gilman are both prime examples of how 19th century authors provoked the ideas of paranoia and mental deterioration within troubled narrators.These disorders can be compared in reference to when each character makes its discovery, the similarities can be drawn from discovering these comparisons in mental state, and then differences between â€Å"The Tell-Tale Heart† and â€Å"The Yellow Wallpaper† can be broadcasted. In â€Å"Tell-Tale Heart,† Poe’s story through the eyes of an obsessive madman, this is very similar to the protagonist in â€Å"The Yellow Wallpaper† by Gilman. Because of the narrators’ d elusional states, it makes it difficult to differentiate between actual events or from those that occur through the distraught mental state of each narrator.Each character discovers and comes to admittance of their mental disability at different intervals of the stories. â€Å"The Tell-Tale Heart† has madness declared at the very beginning of the story when the narrator proclaims â€Å"†¦I am mad? The disease had sharpened my senses—not destroyed—not dulled them. † (Poe 81). In â€Å"The Yellow Wallpaper,† Gilman gradually develops the obsession and the disorder in the narrator’s mental state. The narrator describes the house they have moved into for the summer in the beginning as being, â€Å"The most beautiful place! â€Å"It is quite alone, standing well back from the road, quite three miles from the village. † (Gilman 88). As the narrator examines every inch of the house, she comes to the wallpaper and that’s when the obsession begins. â€Å"I never saw a worse paper in my life. † She continues by stating â€Å"One of those sprawling, flamboyant patterns committing every artistic sin. † (Gilman 89) It is here where she describes the wallpaper with detail and begins her descent into mental corrosion. One of the most obvious differences lies in the writing style of Edgar Allen Poe and Gilman, but many of the ideas circle around similar topics.

Ethics, Justice, and Fair Treatment in HR Management Essay

1. Table of Contents: Preface i. Ethics and Fair Treatment at Work ii. What Determines Ethical Behavior at Work? iii. How Managers Use Personnel Methods To Promote Ethics and Fair Treatment? iv. Managing Employee Discipline and Privacy v. Managing Dismissals 2. Why I Selected This Book/Article: For the Course HRMN250 Human Resource Management 3. Book Theme (Key Quote): â€Å"Ethics and fair treatment play important roles in managing employees at work. Of course, few societies rely solely on managers’ ethics or sense of fairness to ensure that they do what’s right by their employee.† 4. Abstract: I. Ethics and Fair Treatment at Work. Ethics are normative judgments based on questions of morality. Ethics refers to what you stand for whereas fairness and justice are seen in terms of a decision’s result and the process of arriving at the same. Many countries have laws and legislations governing worker’s rights, not leaving them solely to an employer’s ethics. II. What Determines Ethical Behavior at Work? Several influences may determine whether a person acts ethical or not at work. They include: the boss: the  company; the organizational culture aided by a code of ethics; and the person themselves. III. How Managers Use Personnel Methods To Promote Ethics and Fair Treatment? Personnel methods such as selection, ethics training, performance appraisals, reward and disciplinary systems, managing compliance and personnel related method for ensuring fair treatment are tools which managers use to promote ethics and fair treatment in the organization. IV. Managing Employee Discipline and Privacy. Employee discipline may be punitive or non-punitive but should be fair and progressive, with an appeal forum. Employee screening and background checks are useful appraisal tool but should respect privacy laws or be given employee consented. V. Managing Dismissals. Fairness should be communicated in the involuntary termination of an employee’s employment and should be upheld by contractual agreements that show support for the same between the firm and the employee to avoid wrongful discharge claims. Layoffs, downsizing or closing plants should be down strategically and cautiously within legislative frameworks. 5. Brief Discussion of Book/Article Units/Sections/Chapters: I. Ethics and Fair Treatment at Work A. Principles of conduct governing an individual or group and are based on 1. Normative Judgments a. Something is either good or bad 2. Question of morality a. Society’s highest standard of behavior B. â€Å"Few societies rely solely on managers’ ethics or sense of fairness to ensure that they do what’s right by their employee.† They instead: 1. Formulated legislations to a. Protect employees i. Employees rights b. Enforce laws C. Justice is separated by experts into 1. Distributive Justice that shows a decision’s result exhibits a. Fairness b. Justice 2. Procedural Justice shows a. Fairness of process II. What Determines Ethical Behavior at Work? A. The person 1. The person most responsible for his or her own behavior B. The boss 1. Several elements of leadership determine ethical behavior including exhibiting a. Coercion b. Pressure c. Unfair/bias treatment of employee C. The organization’s culture including 1. The characteristics values, tradition and behavior a company’s employees share 2. The firm’s leaders ability to a. Walk the talk b. Clarify expectations c. Provide needed support for employees to make ethical decisions d. Provide an ethical code which is i. A document memorializing the standard that the employer expects the employees to adhere to III. How Managers Use Personnel Methods To Promote Ethics and Fair Treatment including the following A. Selection processes such as 1. Performing background checks 2. Ask ethical questions in the interview 3. Be fair in recruitment process a. Use good selection tools b. Respect applicants c. Provide useful feedback 4. Have establish formal ethical procedures B. Ethics training which involves 1. Teaching employees how to recognized a. Dilemmas b. Implications of actions c. Resolve dilemmas 2. Managers commitment to ethics 3. Having new-employees’ orientation 4. Equipping employees’ with a. Handbooks and copy of code of ethics b. Refresher courses C. Performance Appraisals – these attest to how fair or ethical an organization is and should be to employees 1. Clear 2. Understandable 3. Objective 4. Rewarding of ethical behavior D. Reward and Discipline 1. Swift to punish unethical behaviors 2. Rewarding of ethical ones E. Managing Ethical Compliance – To ensure compliance to legal and organizational ethical standards companies can set up 1. Frameworks 2. Procedures 3. Departments F. Supervisors and Fairness 1. Involve employees in a. Decisions that affect them 2. Make all aware of standards of evaluation 3. Communication should be a. Two-ways b. Practical IV. Managing Employee Discipline and Privacy A. Enforcing discipline encourages sensible behavior 1. Fair justice and disciplining involves 3 pillars a. Rules and Regulations b. Employees’ handbook 2. System of progressive penalties a. Gives a sense of fairness and opportunity for remedial b. Depends on severity of infringement 3. Process of Appeal a. Gives a sense of fairness and opportunity for remedial B. Discipline can be punitive or nonpunitive 1. Nonpunitive includes a. Issuing oral reminder b. If incidents arise again within six weeks i. Formal written reminder placed on file c. Further incident i. Give one-day paid leave for employee to sort out self d. Further incident i. Dismissal C. Employee Privacy – 1. Several employer actions that triggers most violation include a. Background checks b. Monitoring off-duty conduct c. Drug testing d. Workplace searches 2. By-laws that protect the same a. No bathroom or locker-room surveillance b. Cannot publish private matter such as i. Medical records c. May not appropriate employees’ name or likeness for commercial use without consent 3. Employee monitoring- a. This includes i. Reading their emails incoming and outgoing ii. Blocking sites iii. Monitoring in/out times as per workplace 4. Restrictions and guidelines a. Electronic Communication Act which i. Makes eavesdropping of employee legal up to a point ii. States monitored calls if found to be personal should not be further monitored iii. Business purpose exception iv. Consent exception V. Managing Dismissals A. Dismissal 1. Involuntary termination of employment 2. Most drastic organizational disciplinary action 3. Requires special care 4. Should be based on proper grounds 5. Should be done after effort to i. Rehabilitate person ii. Salvage person B. Aspects include 1. Termination at will where a. No contractual obligation between both parties i. Either employee can be terminated at any point/any reason ii. Employee can resign at any time/reason 2. Wrongful Discharge- Include a. Dismissals that i. Violate law ii. Fails to comply with contractual agreement aa. Stated ab. Implied b. Statutory Exceptions which are i. Governing laws that prohibits some kind of dismissals such as aa. Reporting safety violation c. Common law exceptions d. Public Policy Exception – where employee refuses i. To break an explicit public law ii. Well establish public policy C. Grounds for dismissal include 1. Unsatisfactory performance, for example a. Tardiness b. Can’t perform duties applicable to employment c. Absenteeism issues 2. Misconduct 3. Lack of qualifications 4. Changed requirement for the job i. Nature of job ii. Job no longer required or available 5. Insubordination D. Fairness in dismissals entails a. Giving full explanation as to why b. Progressive approach c. Process of dismissal i. Who does it ii. How it is done iii. Where it is done iv. Follow up services for the dismissed E. Security measures as per dismissals a. Disabling the dismissed i. Access to compound ii. Computers and other equipment iii. Access to phones and other assets F. Avoiding wrongful dismissal lawsuits 1. Create perception of fairness in a. Employment policies b. Grievance procedures 2. Make employees feel they are treated fairly 3. All employment-related policies, procedures and documents should be a. Reviewed b. Referenced 4. Have employee sign a. A â€Å"no fixed term of employment contract† b. Or a termination at any time clause 5. Communicate job expectations clearly 6. Make personnel supervisors liable; they should a. Be familiar with applicable laws b. Not at in anger c. Utilize the HR department for advice D. The Termination Interview – where the employee is informed of their dismissal 1. Plan carefully a. Make sure schedule is kept by i. Person doing the dismissal ii. Employee b. Use neutral location i. Not your office c. Have security or medical numbers at hand d. Keep interview to maximum 10 minutes e. Have all needed documents 2. Get to the point 3. Describe the situation, don’t emphasize person’s fault 4. Listen 5. Speak calmly 6. Review all elements of severance package 7. Identify the next step for the dismissed such as a. Outplacement counseling b. Exit interview as to i. Get insight as to what the company is doing right or wrong E. Layoffs, Downsizing and the Plant Closing Law 1. These are non-disciplinary separation such as a. Retirement b. Resigning c. Layoffs/bump-off – i. Selecting employees to take time-off with the expectation to return to work in the future d. Downsizing – usually reducing dramatically the number of people employed by a firm 2. The plant Closing Law (Worker Adjustment and Retraining Act 1989) a. Firms of 100 or more workers must give at least 60 days’ notice before i. Closing down facility ii. Starting a layoff of 50 or more workers b. Doesn’t prevent organizations from shutting down c. Does not obligate firms to save job d. Does require adequate notice by employers to allow time for employees i. To job search ii. To retrain iii. To adjust to circumstances e. Penalty for infringement of this act include i. 1 day pay for everyday of the violation aa. That is, days when the notice should have been given F. Layoff Process 1. Plan for layoffs a. Have up-to-date appraisals in advance aa. This attests to rationale behind layoff procedure 2. Layoff implies softness a. Termination implies (cut off) 3. Layoff is characterized usually a. Work is not available b. Expected to be short term c. Expected recalling of employees at later date 4. Sensible Layoff Steps involves a. Identifying objectives and constraints b. Forming a downsizing team c. Addressing legal issues i. Reviewing factors of those being laid off including aa. Gender ab. Race ac. Religion d. Address security issues, including i. Personal ii. Infrastructural iii. Data e. Remain informative and truthful f. Plan post-implementation action i. Especially for remaining workers aa. Boost morale etc. 5. Dismissal Effect – plan to manage effect on a. Victims b. Survivors c. Managers i. Health 6. Layoff/Bump-off Procedures – detailed procedure determining who will be laid off it no work is available a. Survivors often chosen by i. Seniority aa. Based on date joining the firm not a particular position ii. Merit 7. Alternatives to layoffs a. Voluntary reduction in pay to keep everyone working b. Concentrating employees vacation during slow times i. Avoids having to hire seasonal workers c. Voluntary time off d. Offering early retirement packages e. Hiring temporary workers with the understanding that â€Å"they would be first to go† G. Adjusting to Downsizing and Layoffs 1. Downsizing a. Usually to boost financial position of the organization b. Boosting the morale of survivors and management is essential 2. Mergers and Acquisition a. Employees may now be hypersensitive as to unfair treatment management must i. Avoid appearing dominant ii. Avoid â€Å"win-lose† behavior iii. Remain business-like and professional always iv. Remain positive about acquired firms v. Remember that how the organization treats acquired employees affects aa. Organizational morale ab. Productivity ac. Commitment VI. Practitioner/Researcher Value of Book: A. The practitioner value of the book – The chapter â€Å"Ethics, Justice and Fair Treatment in HR Management† is of great practitioner value for several reasons. These reasons include firstly, the chapter’s readableness (the state or quality of being readable). The chapter has a uniform layoff where its main points or learning outcomes are indicated in an emboldened blue font of serif. Subtopics within these learning outcomes are given emboldened  red fonts of sans serif and further subtopics are indicated using emboldened green fonts of sans serif. Thus the chapter is uniformly organized and makes for easy reading and finding of key concepts and other information. Definitions are clearly highlighted at the foot of each page that has a gray background. The chapters’ practitioner’s value is shown also by the several tables and charts that conveniently summarize large amounts of information making for quick referencing by any practitioner. An example of this includes figure 14-12 on page 553, which shows the â€Å"Median Week of Severance Pay by Job Level†. This summative and quick reference format of key textbook and practical procedures for the issuance of severance is essentially useful to practitioners looking for reliable and timely solutions to everyday challenges. The chapter’s practitioner value is further attested to by several case studies and practical examples that show the key concepts presented being use in the real world and having practical application and relevance. Several case studies including that involving the infamous Enron (page 562) presents to the practitioner the relevance and implication of ethics by an organization. Comprehensive case studies are also presented at the end of the book in Appendix B such as that which deals with the ethical underpinnings of conduct of BP Texas management in relations to the March 2005 explosion. Practicality of the book/chapter is attested to by examples like that on page 547-48 which presents an example of employee monitoring software, thus presenting to practitioner a practical example of the concept of employee monitoring and furthermore giving a suggested tool to implement the same. Finally the chapter’s practitioner value is depicted by several step-by-step procedures that give the practitioner easy and ready to use procedures that they can easily implement for results and solutions. Page 546 gives an example of this for disciplining employees without punishment offering a readily available reference tool and guide for the practitioner to administer the same. B. The researcher value of the book The chapter (book) contains prodigious referencing. From its charts to tables to defining of key terms are given full reference linking information to their authors, websites and primary sources. Each chapter has its own endnote reference listing which gives all sources referenced as per the chapter. The sources are mainly in the form of scholarly journals and  articles attesting to the credibility of the information presented in the chapter. This chapter in question has about a WHOPPING 117 sources as per the information presented therein. Sources are easily verifiable. The books content are easily accessible as it contains an extension name and organization index with some 1200 entries. Its subject index is quite impressive as well in terms of its precision of search terms, concepts and points. The book/chapter presents an impressive Evidence Based HR section that presents evidence of how managers manage based on facts and evidence lending credence to the usefulness, credibility, applicability of the information presented. The book also presents authoritative findings and guidelines from professional bodies including The Society of Human Resource Management or SHRM as well as brief In-Text Study Guide from the SHRM organization. I therefore fully believe that the book is fully valuable to the researcher. VII. Final Impact Statement: In terms of ethics, justice and fair treatment in human resource management, we glean the importance of firstly the individual having a firm ethical framework, the organization also fostering the same and the society which embellishes the same. Governments are the regulating and enforcing entities of the same. We note in closing the authors remarks: â€Å"Of course, few societies rely solely on managers’ ethics or sense of fairness to ensure that they do what’s right by [to] their employees.† (Dessler, 2011, p. 533.). Instead we see legislations are used which at the minimum, organizations tend to subscribe to, and which satisfies both parties.

Online Social Network

Online Social Network: Advantages & Disadvantages Social network is a place for people to interact with each other from around the world, it’s also gave benefits for us to make a new friend. It’s also gave us bad effect. From this assignment we can created a few objective. The objective is †¢We can make a difference between good and bad effect of social network. †¢We can gain more knowledge about social network. †¢Improve communication and productivity by disseminating information among different people. †¢Gain higher GPA, intelligence and general knowledge. IntroductionSince their introduction, social network sites (SNSs) such as MySpace, Facebook, Cyworld, and Bebo have attracted millions of users, many of whom have integrated these sites into their daily practices. As of this writing, there are hundreds of SNSs, with various technological affordances, supporting a wide range of interests and practices. While their key technological features are fa irly consistent, the cultures that emerge around SNSs are varied. Most sites support the maintenance of pre-existing social networks, but others help strangers connect based on shared interests, political views, or activities.Some sites cater to diverse audiences, while others attract people based on common language or shared racial, sexual, religious, or nationality-based identities. Sites also vary in the extent to which they incorporate new information and communication tools, such as mobile connectivity, blogging, and photo/video-sharing. Scholars from disparate fields have examined SNSs in order to understand the practices, implications, culture, and meaning of the sites, as well as users' engagement with them.This special theme section of the Journal of Computer-Mediated Communication brings together a unique collection of articles that analyze a wide spectrum of social network sites using various methodological techniques, theoretical traditions, and analytic approaches. By c ollecting these articles in this issue, our goal is to showcase some of the interdisciplinary scholarship around these sites. The purpose of this introduction is to provide a conceptual, historical, and scholarly context or the articles in this collection. We begin by defining what constitutes a social network site and then present one perspective on the historical development of SNSs, drawing from personal interviews and public accounts of sites and their changes over time. Following this, we review recent scholarship on SNSs and attempt to contextualize and highlight key works. We conclude with a description of the articles included in this special section and suggestions for future research. Social Network Sites: A DefinitionWe define social network sites as web-based services that allow individuals to (1) construct a public or semi-public profile within a bounded system, (2) articulate a list of other users with whom they share a connection, and (3) view and traverse their list of connections and those made by others within the system. The nature and nomenclature of these connections may vary from site to site. While we use the term â€Å"social network site† to describe this phenomenon, the term â€Å"social networking sites† also appears in public discourse, and the two terms are often used interchangeably.We chose not to employ the term â€Å"networking† for two reasons: emphasis and scope. â€Å"Networking† emphasizes relationship initiation, often between strangers. While networking is possible on these sites, it is not the primary practice on many of them, nor is it what differentiates them from other forms of computer-mediated communication (CMC). What makes social network sites unique is not that they allow individuals to meet strangers, but rather that they enable users to articulate and make visible their social networks.This can result in connections between individuals that would not otherwise be made, but that is of ten not the goal, and these meetings are frequently between â€Å"latent ties† (Haythornthwaite, 2005) who share some offline connection. On many of the large SNSs, participants are not necessarily â€Å"networking† or looking to meet new people; instead, they are primarily communicating with people who are already a part of their extended social network. To emphasize this articulated social network as a critical organizing feature of these sites, we label them â€Å"social network sites. While SNSs have implemented a wide variety of technical features, their backbone consists of visible profiles that display an articulated list of Friends1 who are also users of the system. Profiles are unique pages where one can â€Å"type oneself into being† (Sunden, 2003, p. 3). After joining an SNS, an individual is asked to fill out forms containing a series of questions. The profile is generated using the answers to these questions, which typically include descriptors suc h as age, location, interests, and an â€Å"about me† section. Most sites also encourage users to upload a profile photo.Some sites allow users to enhance their profiles by adding multimedia content or modifying their profile's look and feel. Others, such as Facebook, allow users to add modules (â€Å"Applications†) that enhance their profile. The visibility of a profile varies by site and according to user discretion. By default, profiles on Friendster and Tribe. net are crawled by search engines, making them visible to anyone, regardless of whether or not the viewer has an account. Alternatively, LinkedIn controls what a viewer may see based on whether she or he has a paid account.Sites like MySpace allow users to choose whether they want their profile to be public or â€Å"Friends only. † Facebook takes a different approach—by default, users who are part of the same â€Å"network† can view each other's profiles, unless a profile owner has decide d to deny permission to those in their network. Structural variations around visibility and access are one of the primary ways that SNSs differentiate themselves from each other. After joining a social network site, users are prompted to identify others in the system with whom they have a relationship.The label for these relationships differs depending on the site—popular terms include â€Å"Friends,† â€Å"Contacts,† and â€Å"Fans. † Most SNSs require bi-directional confirmation for Friendship, but some do not. These one-directional ties are sometimes labeled as â€Å"Fans† or â€Å"Followers,† but many sites call these Friends as well. The term â€Å"Friends† can be misleading, because the connection does not necessarily mean friendship in the everyday vernacular sense, and the reasons people connect are varied (boyd, 2006a). The public display of connections is a crucial component of SNSs.The Friends list contains links to each Fr iend's profile, enabling viewers to traverse the network graph by clicking through the Friends lists. On most sites, the list of Friends is visible to anyone who is permitted to view the profile, although there are exceptions. For instance, some MySpace users have hacked their profiles to hide the Friends display, and LinkedIn allows users to opt out of displaying their network. Most SNSs also provide a mechanism for users to leave messages on their Friends' profiles. This feature typically involves leaving â€Å"comments,† although sites employ various labels for this feature.In addition, SNSs often have a private messaging feature similar to webmail. While both private messages and comments are popular on most of the major SNSs, they are not universally available. Not all social network sites began as such. QQ started as a Chinese instant messaging service, LunarStorm as a community site, Cyworld as a Korean discussion forum tool, and Skyrock (formerly Skyblog) was a French blogging service before adding SNS features. Classmates. com, a directory of school affiliates launched in 1995, began supporting articulated lists of Friends after SNSs became popular.AsianAvenue, MiGente, and BlackPlanet were early popular ethnic community sites with limited Friends functionality before re-launching in 2005-2006 with SNS features and structure. Beyond profiles, Friends, comments, and private messaging, SNSs vary greatly in their features and user base. Some have photo-sharing or video-sharing capabilities; others have built-in blogging and instant messaging technology. There are mobile-specific SNSs (e. g. , Dodgeball), but some web-based SNSs also support limited mobile interactions (e. g. , Facebook, MySpace, and Cyworld).Many SNSs target people from specific geographical regions or linguistic groups, although this does not always determine the site's constituency. Orkut, for example, was launched in the United States with an English-only interface, but Portugu ese-speaking Brazilians quickly became the dominant user group (Kopytoff, 2004). Some sites are designed with specific ethnic, religious, sexual orientation, political, or other identity-driven categories in mind. There are even SNSs for dogs (Dogster) and cats (Catster), although their owners must manage their profiles.While SNSs are often designed to be widely accessible, many attract homogeneous populations initially, so it is not uncommon to find groups using sites to segregate themselves by nationality, age, educational level, or other factors that typically segment society (Hargittai, this issue), even if that was not the intention of the designers. A History of Social Network Sites The Early Years According to the definition above, the first recognizable social network site launched in 1997. SixDegrees. com allowed users to create profiles, list their Friends and, beginning in 1998, surf the Friends lists.Each of these features existed in some form before SixDegrees, of cours e. Profiles existed on most major dating sites and many community sites. AIM and ICQ buddy lists supported lists of Friends, although those Friends were not visible to others. Classmates. com allowed people to affiliate with their high school or college and surf the network for others who were also affiliated, but users could not create profiles or list Friends until years later. SixDegrees was the first to combine these features. SixDegrees promoted itself as a tool to help people connect with and send messages to others.While SixDegrees attracted millions of users, it failed to become a sustainable business and, in 2000, the service closed. Looking back, its founder believes that SixDegrees was simply ahead of its time (A. Weinreich, personal communication, July 11, 2007). While people were already flocking to the Internet, most did not have extended networks of friends who were online. Early adopters complained that there was little to do after accepting Friend requests, and most users were not interested in meeting strangers.From 1997 to 2001, a number of community tools began supporting various combinations of profiles and publicly articulated Friends. AsianAvenue, BlackPlanet, and MiGente allowed users to create personal, professional, and dating profiles—users could identify Friends on their personal profiles without seeking approval for those connections (O. Wasow, personal communication, August 16, 2007). Likewise, shortly after its launch in 1999, LiveJournal listed one-directional connections on user pages. LiveJournal's creator suspects that he fashioned these Friends after instant messaging buddy lists (B.Fitzpatrick, personal communication, June 15, 2007)—on LiveJournal, people mark others as Friends to follow their journals and manage privacy settings. The Korean virtual worlds site Cyworld was started in 1999 and added SNS features in 2001, independent of these other sites (see Kim & Yun, this issue). Likewise, when the Swedish we b community LunarStorm refashioned itself as an SNS in 2000, it contained Friends lists, guestbooks, and diary pages (D. Skog, personal communication, September 24, 2007). The next wave of SNSs began when Ryze. com was launched in 2001 to elp people leverage their business networks. Ryze's founder reports that he first introduced the site to his friends—primarily members of the San Francisco business and technology community, including the entrepreneurs and investors behind many future SNSs (A. Scott, personal communication, June 14, 2007). In particular, the people behind Ryze, Tribe. net, LinkedIn, and Friendster were tightly entwined personally and professionally. They believed that they could support each other without competing (Festa, 2003). In the end, Ryze never acquired mass popularity, Tribe. et grew to attract a passionate niche user base, LinkedIn became a powerful business service, and Friendster became the most significant, if only as â€Å"one of the biggest d isappointments in Internet history† (Chafkin, 2007, p. 1). Figure 1. Timeline of the launch dates of many major SNSs and dates when community sites re-launched with SNS features Like any brief history of a major phenomenon, ours is necessarily incomplete. In the following section we discuss Friendster, MySpace, and Facebook, three key SNSs that shaped the business, cultural, and research landscape. ttp://jcmc. indiana. edu/vol13/issue1/boyd. ellison. html Content Pros Of The Social Networking Sites †¢The best advantage of social networking sites is that these sites allow you to keep in touch with your friends, classmates, and relatives. It is also the most cost effective way to keep in touch with your people. Here geographical locations are no barrier to stay in touch. †¢These sites allow you to send and receive messages, upload photos, and videos. As such, they are very interactive as you can get to see what your friends and relatives are up to. With social networki ng sites, you are not bound by any geographical and cultural differences. You get to meet and know a variety of people whose interests are similar to your own. These sites are a window to different cultures and places. †¢You can build a network of contacts and interact with a lot of people at the same time. As such, you can spread your thoughts and interests to a large number of people. †¢The social networking sites also facilitate you to procure information on any subjects from anywhere. These sites also make it easier and faster to collect the information. Social networking sites can also be a tool to promote your business, services, products, or websites. Due to the huge number of people who regularly use networking sites it has found huge favors among advertisers. http://wiki. answers. com/Q/What_are_the_advantages_and_disadvantages_of_social_networking The Cons Of Social Networking Sites †¢The most glaring disadvantage of social networking sites is the risk of id entity theft and fraud. The personal information of users can be used by dubious people for illegal activities. Information like the e-mail address, name, location, and age can be used to commit online crimes. Also, many people pretend to be someone else and prepare their online profiles with false information, so as to dupe unsuspecting users. So, if you do not know the person face to face then it will be very hard for you to find the real identity. †¢Another cause of concern is cases of online harassment and stalking. Since the social networking sites, are very poorly regulated so it can be a very fertile ground for people trying to get even with you. They can spread malicious humor among your friends and also download and morph your photos. http://wiki. answers. com/Q/What_are_the_advantages_and_disadvantages_of_social_networking

American foreign policy Essay Example | Topics and Well Written Essays - 2500 words

American foreign policy - Essay Example Moreover, according to Lang (2003), it should be identified who would be allowed to perform the intervention, how humanitarian intervention should be established, and whether there are provisions under which consent to intervene becomes a responsibility. Humanitarian intervention is normally talked about as an exemption to the nonintervention rule. This rule points out that states are prohibited to use their power, and definitely to exercise force, within other states’ jurisdiction. The rule has received strong patronage from the United Nations Charter, which allows states to protect themselves from attacks but prohibits employing the military against the political autonomy or territorial sovereignty of other states (Lang 2003). Exactly speaking, these conditions ban armed intervention, as well as intervention to safeguard human rights. Generally, contemporary international law weakly supports humanitarian intervention. Nevertheless, there is a more traditional rule in which t he exercise of force is acceptable not just in self-preservation but also to defend the innocent and punish violations. This rule is somewhat in conflict with contemporary international law and particularly with the UN Charter (Lang 2003). ... The decision over humanitarian intervention is still complex and difficult. Today, the international community has inadequate alternatives for dealing with humanitarian issues. Prospects for Democracy Noam Chomsky leads the way by making public his assessment of the Prospects for Democracy. Starting with a general evaluation of political history and democratic theory, he claims that traditional democrats like Thomas Jefferson would be disappointed at the poor shape of American democracy today. The vast expansion of corporate capitalism has by now ruined democratic traditions and the state by giving power to a few (Chomsky & Otero 2003). And the prospect for democracy seems bleaker. Despite of this gloomy evaluation, Chomsky upholds that the revival of true democracy depends ultimately on the people or on whether they can get rid of their political dissatisfaction and put together a democratic prospect. The destiny of democracy is still changeable, Chomsky claims, but â€Å"unless pe ople here and in other rich societies can recapture and revitalize† (Chomsky & Otero 2003, 259) the misplaced institutions of democracy and liberty, â€Å"the prospects for democracy are indeed dim† (Chomsky & Otero 2003, 259). The rapid development of democracy in numerous countries has built expectations for a healthier future; the hopes are that democracy will not just advance human rights and political rights but will also result in better welfare and swift economic growth aside from international relations distinguished by shared understanding and diplomatic cooperation. As argue recently by Samuel Huntington and Robert Dahl, we should not anticipate other

Strategic Management Essay Example | Topics and Well Written Essays - 500 words - 2

Strategic Management - Essay Example GM has a brand name with Cadillac, Buick, Chevrolet, GMC, Hummer, Pontiac, Saab, and Saturn. Trucks, sport cars, sedans, and SUVs are made by GM. The recognition of the GM brand sets it above new automotive company competition. Another asset is GM’s resources. Money, automotive parts, factories, and stock allow GM to remain competitive worldwide. GM has spent millions on research for hybrids and other cars that run on alternative fuel, lower emissions, and safer products. This creates confidence in the GM product for the consumer population. External Analysis---The remote environment is promising for GM. The resources available to GM allow the company to comply with economic, social, political, technological, and ecological demands. The industry environment is no problem for GM. Entry barriers, supplier power, buyer power, substitute availability, and competitive rivalry are handled by GM’s strong foundation and brand name in the auto industry. The operating environment is more unstable. Customers, creditors, competitors, labor, and suppliers can be affected by a recession or high oil prices. GM will need to take this into consideration and make necessary changes accordingly. As long as GM continues to change in the face of adversity, produce quality products, and research alternative fuel sources, the company will make it through tough times and

Visual analyzation Research Paper Example | Topics and Well Written Essays - 1000 words - 1

Visual analyzation - Research Paper Example Majority of their statues represent aged look. This sculpted head created in marble gives all the minor and major details of an elderly matured face. The facial expression are crafted skillfully in marble which gives the complete details of the face representing sheer determination, experience and power. Romans highly admired such characteristics. The face has the perfect folds and bulges which gives the head a very realistic view. Portrait of Augustus is the sculpture of Octavian Caesar who became the first Roman Emperor in 44 BC. He was the nephew of Julius Caesar and some historians mentioned him as his adopted son too. During 27 BC, he was awarded as the title of â€Å"Augustus† by the Senate. Augustus ruled over the Roman Empire for 41 years. He was known for establishing peace, tranquility and prosperity within his domain. The original sculpture is in bronze, however; the marble copy is present in Vatican Museum located in Rome. The sculpture represents Augustus addressing the troops with his hand held out. The inclusion of Cupid on the side of the sculpture represents the divine descent of Augustus (Source: http://www.the-art-minute.com/augustus-of-primaporta-spin-city/). The original sculpture is painted in color. The bodily portrait of Augustus highlights deeply his masculine features that represent his masculinity, authority, grace and experience which is prominent from his facial features. Th e purpose of the statue was to promote the political propaganda and to highlight the authority and control Augustus held during his times. He is depicted like god of war wearing the military clothes. The portrait of Constantine was created in 330 CE. It is about 30 feet in height. However, the head of Constantine is 8 feet high. The entire body of the portrait was made up of less precious material but the head, hands and feet are made of fine marble. The statue was at first