The impact of the internet on plagiarism in student papers Annotated Bibliography

The impact of the internet on plagiarism in student papers - Annotated Bibliography Example In the above report, the authors identify the online research behaviors of teenagers in the modern digital world. Among other things, the authors identify the types of information easily obtained by students online. Among the examples given include online encyclopedia, e-books, and news sites among others. This is an extensive research that helps to fully uncover the types of materials available on the internet today used by students. The research is based on an online survey of more than 2400 teachers in the US. The major limitation is that the authors do not focus on how students use these materials to plagiarize. Carpenter, J et al (2012). Researchers of Tomorrow: the research behavior of Generation Y doctoral students. Joint Information Systems Committee (JISC) of the Higher Education Funding Council (HEFCE). Pp. 1-83. Retrieved on 12 April 2014 from http://www.jisc.ac.uk/publications/reports/2012/researchers-of-tomorrow.aspx#finding This report attempted to evaluate the research behavior of doctoral students born between 1982 and 1994 in the United Kingdom. This is a through and detailed research in which 17000 students took part in the three year study. The results help understand some of the online sources of information used by students, and these include video recording, news articles, e-books and e-journals among others. The limitation of the study is that the authors did not evaluate how these doctoral students use these online sources to committee plagiarism. In addition, the research was only based in UK, and therefore the results obtained may not be a fair reflection of this trend in other institutions. Conradson, S & Pedro H (2004). Computers, the internet, and cheating among secondary school students: some implications for educators.  Practical Assessment, Research & Evaluation, 9(9). Retrieved April 12, 2014 from http://PAREonline.net/getvn.asp?v=9&n=9 This article evaluates how computers and the internet have contributed to cheating

Trade Unions in Bangladesh Essay Example for Free

Trade Unions in Bangladesh Essay Trade unions in bangladesh and its impact Presentation Transcript †¢ 1. TRADE UNIONS IN BANGLADESH AND ITS IMPACTSubmitted By:Md. Omar Faruq Chowdhury -045 12601 Submission Date: 28th November 2012 1 †¢ 2. Contentsa. Definitionb. Causes of organizing trade unionsc. Objectivesd. History of Trade Unionse. Limitationsf. Positive impactsg. Negative impacts:h. Present Scenarioi. Suggestionsj. Conclusion 2 †¢ 3. Definition-Trade Union is an organization of workers who have banded together to achieve commongoals such as protecting the integrity of its trade, achieving higher pay, increasing thenumber of employees an employer hires, and better working conditions. -An organized association of workers in a trade, group of trades, or profession, formed toprotect and further their rights and interests.-A group of employees in a particular sector, whose aim is to negotiate with employees overpay, job security, working hours, etc. using the collective power of the members.-The most common purpose of these associations or unions is maintaining or improvingthe conditions of their employment. 3 †¢ 4. Causes of organizing trade unions†¢ Provision of benefits to members: professional training, legal advice and representation for members is still an important benefit of trade union membership.†¢ Industrial action: Trade unions may enforce strikes or resistance to lockouts in furtherance of particular goals.†¢ Political activity: Trade unions may promote legislation favourable to the interests of their members or workers as a whole. To this end they may pursue campaigns, undertake lobbying, or financially support individual candidates or parties.†¢ Conditions of employment and any grievances – are settled through trade unions.†¢ Bargaining rights: Trade unions bargain and ensure the status, rights, wages and demands of workers of the modern world of industry.†¢ Contribution in economical growth: Trade unions are growing rapidly in an economy because of the expansion of business and economical growth. 4 †¢ 5. ObjectivesTrade unions are the only way to manage, compliant, and control the labor force. Lots of objectives arethere to organize trade unions.1. To defend or improve the wages and working conditions of workers and to bring about a change inthe economic order.2. To strengthen their (labor) bargaining power collectively to establish and achieve all their rights.3. To dully protect all other interest of the workers .And from the management’s point of view theobjectives as written:a. To reduce the number  of negotiation.b. To specify work rules, disagreements and grievances to give the better solution to workers claim.c. To establish the efficient communication between the employers and management to enforce the predictable standards.d. To enhance the overall organizational effectiveness workers can also be sometimes inspired to form and organize trade union. In fact, objectives of a trade union are not defined; rather these are changing according to the need of t he economy and overall industry. When these objectives are not settled then the rivals are started. 5 †¢ 6. History of Trade Unions-The British rulers introduced Trade Union Act, 1926. The main purpose of the Act was to provideregistration for trade unions and in certain respects. But the Act did not contain any provisionregarding strikes.-In 1929, the Trade Disputes Act put restrictions on strikes in public utility services and laidprovision for the establishment of tribunals to adjudicate upon the labor disputes.-In 1947, the Industrial Disputes Act placed the conciliation and adjudication machinery for thesettlement of industrial disputes on a permanent footing. 6 †¢ 7. History of Trade UnionsThe Pakistan Period (1947-71)-The East Pakistan Trade Unions Act, 1965 was enacted repealing the Trade Unions Act, 1926.-The Labor Disputes Act, 1965 was enacted.-Industrial Relations Ordinance, 1969 was enacted integrating the above two Acts.Bangladesh Period (1971-onwards)-Government of Bangladesh declared a labor policy in 1972. The right to strike and collectivebargaining in the nationalized industries was prohibited for six months by Presidential order no. 55 inMay 1972.-In 1973, the right to strike and lockout, as granted by IRO, 1969 was withdrawn.-In 1974 Act completely suspended the democratic rights of workers by prohibiting trade unionactivities such as strikes, lock-outs, collective bargaining.-The military regime of 1975 imposed restrictions on the rights of collective bargaining.-The Industrial Relations (Amendment) Ordinance, 1977 liberalized the Rights of Freedom ofAssociation-The Labor Policy of 1980 restored the right to freedom of association to a considerable extent-In 1982 the military regime banned trade union activities, strikes, and right of freedom of association. 7 †¢ 8. History of Trade Unions-Full trade union activities were restored by the democratic government in 1991.-In 2006, an updated, consolidated and unified version of labor laws was enacted.-During the Emergency in 2007 -2008 that lasted for 23 months, trade unions and  collective bargainingwere prohibited and the determination of collective bargaining agent could not be made. -However, full trade union activities were restored by the democratic government in 2009. 8 †¢ 9. LimitationsIn Bangladesh Trade Unions have a lot of unavoidable problems:1. Lack of consciousness: Trade union are not actually completely aware about employees legal rights and duties.2. Lack of Unity: In Bangladesh trade unions are separated for political influence.3. Lack of knowledge: The workers of Bangladesh don’t have enough knowledge about theirrights and duties.4. Political influence: In Bangladesh, trade unions work a part of political parties not as a freeright saving association.5. Division of trade union: Bangladesh is a country where every organization has more tradeunions in name only. The overall productivity got down. 9 †¢ 10. Positive impacts†¢ Trade union plays a major role in creating ideal working conditions.†¢ Trade union always helps management to create better policies for workers. †¢ Trade unions negotiate for the standard wage and benefits with the management.†¢ Trade union helps the management to increases the productivity as well as the profit.†¢ Political influence’s existence makes the trade union not to interfere in management decisions.†¢ Trade union is hugely helping the management to produce more and implementing management tactics. 10 †¢ 11. Negative impacts†¢ Trade Unions are creating a surplus of manpower but not of productivity.†¢ Trade union of Bangladesh bargains more than they understand because of the limitations of their knowledge. If don’t consult then they strike.†¢ Trade Unions have equal power of management then clashes are started.†¢ In companies labors are awarded for good work and threatened for bad work. But if it’s punished then trade union interfere and don’t let to happen the punishment. So it increases crime of the labors.†¢ Trade union leaders always tr y to save their interest first then the labor.†¢ For the power of politics trade union always dishonor the management. 11 †¢ 12. Present ScenarioCategories Total number of Number of unions Number of members unions/federations includedNational federation 32 1264 1,263,66Industrial federation 108 721 640,221Garments federation 15 80 50,14Basic union 5,242 2,069,61 12 †¢ 13. Suggestions†¢ Strengthening bilateral collective bargaining for solving problems quickly and effectively.†¢ Multiplicity of trade union creates the rivals in a union. So it must be reduced.†¢ Political involvement must be reduced.†¢ Organization  must support financially as trade unions support the worker.†¢ Training programs under trade union should be helpful to develop the skills of the workers.†¢ Trade union’s function should be increased and widened throughout the organization.†¢ Union leader must be given importance and encourage the members. †¢ If trust between workers and management increases, productivity increases.†¢ Management must help and guide trade unions to settle industrial clashes and crisis.†¢ Trade unions always should demand reasonable thing to the management. 13 †¢ 14. Conclusion-The industrial relation system is pre-dominantly confrontational in nature rather than cooperative inBangladesh.-Although in recent times the rate of unionization has increased in the RMG sector, trade union affiliationis low in Bangladesh compared to many other developing countries .-The promotion of independent trade unions and collective bargaining can contribute to political andsocial stability and consequently create more favorable climate for foreign investment.-Trade unions have an important role to play in settling disputes between workers and management overwages by way of collective bargaining.-All the developing countries trade unions were influenced politically, but they used politics to create abetter solution.-Bangladesh should also start practicing like Japanese trade union which has a single union for singleenterprise. There is no conflict, no unfair means and no strikes in productivity and the growth of theoverall economy.

Abb Essay Example for Free

Abb Essay As a result the front-line profit center managers’ performance is getting affected. * The conflict between long-term technical development and short-term profits is making the situation worse. As per the Business Area’s concern, the COMSYS project should be given priority over other activities as this project, if successfully implemented, would enhance the operations and efficiency of our relays business across the world. However, the development of the project is affecting the daily activities of the company. The problem spilled-over to the regional transmission performance and thus allocation of funds to the project COMSYS (in this case investing in RD) rises as an important issue to be discussed. * Such an issue increases the difficulty in reaching to a decision. The more time we take in reaching to a conclusion; more will the performance of the company get affected. First of all, we need to ensure that the development of project COMSYS doesn’t affect the operations and performance of the company. Second, we need to allocate suitable resources like funds, workforce etc. or project COMSYS separately. Moreover, from the short-term perspective we need to implement the project as soon as possible as the resources allocated to the project would then be available for daily operations, and from the long-term perspective we would be able to eliminate the compartmentalized framework of the profit centers and thus form a common base of software and hardware. * In the current situation it would be difficult to achieve this goal as the priorities within the organization doesn’t coincide. Project COMSYS is important for long-term development of the organization and, thus, needs sufficient resources for its implementation. I would, therefore, request the committee to take the afore-mentioned points into consideration and carry this discussion forward and helps us to reach to a decision. 2. ABB’s Global Matrix: As mentioned in its annual reports for the year 1988 and 1989, the Chairman(s) has(ve) clearly mentioned about the strategy of â€Å"think global, act local†. Since the merger the ABB group has been following the philosophy of decentralization; its aim to be close to the customer, to have short-lines of communication and decision-making and clearly defined accountability, all are reflected in its matrix structure. The matrix structure was proposed by a 10-person top management so that it enables the group to achieve a balance between its global business focus through its 58 business areas with the market created by the 1300 local companies under the umbrella of several country-based holding companies. The structure focuses on the principles of decentralization and individual accountability with clearly defined responsibilities from business areas heads to regional and front-line profit center managers. The business areas were responsible for carving out strategies while the local companies were responsible for implementing the strategies and achieving the objectives. All the business area heads had additional responsibilities of their national company’s operations. Thus, the overall goal of the top management was to develop managers who can take leadership roles as a result of which â€Å"a self-driven, self-renewing organization† would be formed. One of the main reasons for the success of the matrix structure in ABB was proper communication of the philosophy by the top management to every single employee of the organization. Communicating values to the managers was given priority based on the belief that managers are loyal to values rather than to the company or a particular boss. The core values included quality not only in products but also in the organizational processes and relationships. The management emphasized on dedication to productivity and performance at all levels of the organization. The structure implemented was well in line with the overall strategy of the organization. With rapid acquisitions after the merger ABB grew bigger, spreading its operations throughout the world. The matrix structure, therefore, provided a platform for ABB to absorb the acquired companies and made implementation of its strategies in them easier. One of the important initiatives taken by the top management was to translate the company’s philosophy to specific task requirements for managers at all levels. Throughout the internal restructuring process it was ensured that the organization was not distracted from the market place. Important issues were delegated to teams consisting of front-line managers. The company also had a unique philosophy of resolving of problems wherein the problem, if escalated to the higher level manager, was pushed back to the team to resolve and to reach to a conclusion. This process enabled and enhanced the problem solving capabilities of the managers. In order to implement individual accountability, a transparent reporting system named ABACUS was developed to collect performance data for all the 4500 profit centers in dollar denomination. The business area heads did not stop with just crafting strategies, rather they were personally involved up to some extent in implementing the strategies and policies. The top management, also, was well informed of the daily activities as well as the performance of all its companies. In case any business underperformed, the top management would step in and demand explanation and offer help if needed, thus, giving proper attention to all its businesses. All the above mentioned points explain why ABB was successful with the matrix structures while many could not. Having explained the advantages of the matrix structure, I would like to mention few disadvantages which were prevailing in ABB too. 1. The complex structure with dual hierarchy sometimes leads to confusion and conflicts within the organization resulting in decreased productivity as is visible in case of the COMSYS challenge faced by Don Jans in ABB. . It is sometimes time consuming and delay in taking decision may affect the organization’s performance largely. 3. In such a structure it is difficult to ascertain accountability. The larger the organization, the complex the structure, thus, more difficult is individual accountability. 3. Management roles and responsibilities in ABB and Don Jansâ€℠¢s performance in ABB The management of ABB has been playing a vital role in the post-merger restructuring of ABB. The structure evolved as a pathway for the management to achieve its goal of operating in a global scale. It provides managers the flexibility and autonomy in taking decisions. The management was driven by policies made by the CEO, Percy Barnevik. The frameworks set by Barnevik were well implemented throughout the hierarchy, for example, Barnevik implemented â€Å"7-3 formula† which says that it is better to decide quickly and be right 7 out of 10 times than delaying action in search of a perfect solution. This policy was driven by the principle that the only unacceptable behavior is not doing anything. Under his leadership, the company grew rapidly with numerous acquisitions across the world. Nevertheless, the same philosophy, values were implemented in each of its companies. The matrix structure of ABB defined responsibilities for business area heads to work on the strategy whereas the front-line managers were held responsible for the daily operations of the local company. The managers were provided autonomy to the extent that they had control over their company’s balance sheet such that they inherited their results year to year and, thus, the top management had no say in the decisions regarding their company’s operations. This particular autonomy motivated many managers to perform better and better. As ABB was acquiring companies, it became important for ABB to ensure that the acquired companies imbibed the culture and values of ABB. The management took this as a challenge and ensured this by communicating the strategies and goals of the organization to managers from corporate level to business area heads to country level managers. One such regional manager for the relays division in the Coral Springs, Don Jans, who became part of ABB after the acquisition of Westinghouse in early 1989, had well-received the communication from the head of the ABB’s power transmission segment, Goran Lindahl, where he emphasized on the responsibilities of the local companies to implement the plans and achieving positive results. It was not an easy task for Don Jans and his team from Westinghouse to adapt to the culture of ABB, however, he found the management of ABB much supportive and involved as compared to that by Westinghouse’s. When first exposed to the philosophies of ABB, Don Jans found it to be much different than Westinghouse, where the decisions were taken by the top management, unlike ABB where he had the autonomy of taking the decisions. He found ABB to be much more flexible as the decisions were very much delegated and the organization was result oriented, i. e. he top management continuously monitored results of each of its companies, and would interfere only when the results were not satisfactory. Proper communication of the organization’s strategies to the managers was given importance as they were the ones who were responsible for achieving results. For Don Jans this experience was exhilarating, as he mentions once in a meeting where the corporate managers(for relays business) were presenting to his team â€Å"about how the industry was developing, where ABB wanted to be, how it was going to get there, and so on. †. Such meetings were received in a positive manner as they educated his team about the organization. Moreover, the meeting did not end there, the proposals for investing in relays business by his team were given proper attention, which further encouraged Don Jans to provide better performance. The matrix structure provided Don Jans with the flexibility of operations and taking decisions. Due to which the performance of relays business (of which Don Jans was in charge) had improved. With clear communication from the top management, he was aware of what was required to deliver. He used his experience in the industry to invest in a small-scale in microprocessor relays technologies as he had financial resources at his disposal. He used his freedom to improve the product lines of the relays division by broadening the microprocessor technologies experiment to solid state devices, and thus gave ABB a competitive advantage in the market where other players were taking advantage of the technology. Thus, Don Jans tried to improve the performance of the relays division by leaps and bounds by regular investment in newer and better technologies.

Vision of IKEA

Vision of IKEA Contents Vision2 Introduction:3 History:.3 SWOT ANALYSIS..4 SWOT analysis of IKEA : ..4 Strengths of IKEA4 Weaknesses of IKEA.5 Threats of IKEA5 PESTEL ANALYSIS 5 PESTEL analysis of IKEA.6 Political factor:.6 Economical factor..6 Social factor:.6 Technological factor: 7 Environmental factor:.7 Legal factor:..8 Forecasting the possible problems IKEA could face in future..8 Appendix1..9 REFERENCES16 Vision of IKEA To create a better everyday life for the many people. At IKEA our vision is to create a better everyday life for the many people. Our business idea supports this vision by offering a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them. Introduction: IKEA offers a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them. This is the idea at the heart of everything IKEA does, from product development and purchases to how we sell our products in IKEA stores globally. Anybody can make a good-quality product for a high price, or a poor-quality product for a low price. But to make good products at low prices, you need to develop methods that are both cost-effective and innovative. This has been IKEAs focus since its beginnings in Smà ¥land, Sweden. Maximising the use of raw materials and production adaptation to meet peoples needs and preferences has meant that our costs are low. The IKEA way of doing things is to pass these cost savings on to you, our customers. History: The IKEA story begins in 1926 when Ingvar Kamprad is born in Smà ¥land in southern Sweden. He is raised on Elmtaryd, a farm near the small village of Agunnaryd. Even as a young boy Ingvar knows he wants to develop a business. The IKEA story begins in 1926 when Ingvar Kamprad is born in Smà ¥land in southern Sweden. He is raised on Elmtaryd, a farm near the small village of Agunnaryd. Even as a young boy Ingvar knows he wants to develop a business. SWOT ANALYSIS: SWOT is a planning tool that enhances firms and organisations to focus on issues which are the key ones. Strength and weaknesses focuses more on the internal part like production marketing while opportunities and threats focus on the external part like environment and social changes which you do not have much control over (www.thetimes100.co.uk ). SWOT analysis of IKEA : Strengths of IKEA A clear vision(www.oppaper.com) This means that IKEA knows what they are dealing in which is furniture and only furniture, they are on that alone and perfecting that well. A strong global brand Furniture is a product that is used worldwide, every home has furniture and used one way or the other by this is global. It has strength in production IKEA has the use of renewable materials with a long-term partnership with suppliers meaning that the suppliers have been there for a long time and they know what is expected of them. Weaknesses of IKEA It cannot control its standard because of its size and scale and because of the high quality of its product it doesnt commiserate with the demand for low cost product. IKEA has few distribution channels this means that the branches are not much if a product is needed it will have to be imported. Opportunities of IKEA Its opportunities come from joining its plan to the increasing demand from customers by Providing a well designed and easy to use website to help give customers idea for their home Reducing wastewater treatment and less water use Supporting charities to make it known Sourcing from China Sell some of their furniture in other retail stores Threats of IKEA In the economic factor, the customer will prefer a low priced product even if it will affect its quality especially when the economy is tough. No direct competition Intertypes (Wal mart, Ashley Furnitures, Hoover) Recession PESTEL ANALYSIS : A management technique that enables an analysis of four external factors that may impact the performance of the organisation. These factors are: Political, Economic, Social, and Technological issues that could affect the strategic development of a business. PEST analysis is often conducted using brainstorming techniques. According to the Internet Centre for Management and Business Administration, Anon (2003), identifying PEST PESTEL analysis of IKEA Political factor: This involves the regulation, legislation requirement by the government on foreign investors for example the minimum wage policy which means that the workers are not paid anything less than the stipulated wage to avoid cheap labour. Also U.K has always been political stable and the political parties have always welcomed the foreign owned companies. Also the taxation policies are not tough on the companies to enter the market. At present the upcoming elections in the country will definitely show there impact in future. Economical factor: IKEA has made it in such a way that their price is very reasonable for the public especially during the economic recession. This has been of an advantage especially since IKEA products are mainly made in China. As the countrys inflation rate is low and the national income is higher, IKEA have better chances to grow and capture the market, which it was doing since long. The rate of interest is low and so it encourages people to buy their product. Also the currency was strong till now but due to the recession scenario the business is going to face the impact. Social factor: IKEA has maintained a fair social standing. IKEA has completely understood the life style of the people to this country and have developed there stores accordingly. As people have the flexible working hours and they tend to do shopping on odd hours or say late hours looking to this normally all IKEA stores are opened till mid night. Also stores have other facilities like children playing area and restaurants which is helping the parents who are accompanied with their children. Technological factor: Technology has made it easier for IKEA to promote their product through the internet. It gives the customer detailed information about the product, the dimensions which make it easier for the customer to know what they are buying. Apart from the catalogue services IKEAs strength is online service. It also provides the online help to the customers. The latest advancement in the stores are computer operated lifts. Earlier after placing the order customer has to go to the warehouse for the pickup of the product but now IKEA has centralised store and warehouse. Customer has to place order and then has to put the code of product on the computed lifts provided and thus can receive the product. This saves the time of the customer and also the staff. Environmental factor: IKEA uses recyclable products which in this case it reduces waste and space consumption, the packaging is less fancy and more environment friendly U.K is environment friendly country and encourages the companies following the policies to save the environment. IKEA mission is to provide products at low price but not at any price. It does the foresting for the woods used in the furnitures and with WWF partnership it is working on projects to focus on sustainable forestry, cotton manufacture and climate change. IKEA also does third party auditing on the material used by its suppliers to check the compliance of raw material used. The company follow low emission foot print during the logistics as its materials are transported by rail, road or ship. Most of the products are eco friendly and are healthy for the customers. It utilises the maximum of the resources and thus try to use recyclable products to have less impact on environment. It also does charity projects with UNICEF for the educating children. In partnership with WWF it is also focusing on the countries like U.K, USA and China on the climatic change and low emission of fue l energy and encourages its staff by using public transport. Legal factor: Countries have legal laws for foreign investors to invest in their territory and these laws have to be abided by to invest, this makes it a bit difficult for IKEA to penetrate into some countries despite the fact that there is good market. U.K has legal policies for the organisations and thus IKEA follow the same for its staff and suppliers and some extend to its customers too. The policies which are followed by IKEA are like minimum wages, no forced or bonded labour, discrimination acts, safety regulations, health and accidental insurances, freedom of associations, etc. IKEA prevent child labour and works actively to prevent it. Forecasting the possible problems IKEA could face in future: The complexity of the logistics system will increase.It will be more difficult to respond to national needs and cultural sensitivity issues. Franchisees may demand more control over operations. With all these challenges emerging, it will be very difficult to maintain a global organizational structure. The best approach to meet these challenges is to find the proper balance between country level autonomy and centralized intervention. REFERENCES 1. www.thetimes100.co.uk swot analysis 2. www.oppaper.com research by Norwin pest analysis 3. Strategic management by clayton320(2008) www.oppaper.com 4. ikea.com

Newtons Method :: Newton-Raphson Method

Finding roots of a function is often a task which faces mathematicians. For simple functions, such as linear ones, the task is simple. When functions become more complex, such as with cubic and quadratic functions, mathematicians call upon more convoluted methods of finding roots. For many functions, there exist formulas which allow us to find roots. The most common such formula is, perhaps, the quadratic formula. When functions reach a degree of five and higher, a convenient, root-finding formula ceases to exist. Newton’s method is a tool used to find the roots of nearly any equation. Unlike the cubic and quadratic equations, Newton’s method – more accurately, the Newton-Raphson Method – can help to find roots of nearly any type of function, including all polynomial functions.   Ã‚  Ã‚  Ã‚  Ã‚  Newton’s method use derivative calculus to find the roots of a function or relation by first taking an approximation and then improving the accuracy of that approximation until the root is found. The idea behind the method is as follows. Given a point, P(Xn,Yn), on a curve, a line tangent to the curve at P crosses the X axis at a point whose X coordinate is closer to the root than Xn. This X coordinate, we will call Xn+1. Repeating this process using Xn+1 in place of Xn will return a new Xn+1 which will be closer to the root. Eventually, our Xn will equal our Xn+1. When this is the case, we have found a root of the equation. This method may be unnecessarily complex when we are solving a quadratic or cubic equation. However, the Newton-Raphson Method compensates for its complexity in its breadth. The following examples show the versatility of the Newton Raphson Method.   Ã‚  Ã‚  Ã‚  Ã‚  Example 1 is a simple quadratic function. The most practical approach to finding the roots of this equation would be to use the quadratic equation or to factor the polynomial. However, the Nowton-Raphson method still works and allows us to find the roots of the equation. The initial number, Xn, 3, is a relatively poor approximation. The choice of 3 illustrates that the initial guess can be any number. However, as the initial approximation worsens, the calculation becomes more laborious.   Ã‚  Ã‚  Ã‚  Ã‚  Example 2 demonstrates one of the advantages to Newton’s method. Function 2 is a Quintic function. Mathematician, Niels Henrik Abels proved that there exists no convenient equation, such as the cubic equation, which can help us find the function’s roots.

A Complete Cleopatra Essays -- Cleopatra Different Perspectives Essays

A Complete Cleopatra In the tragic play Romeo and Juliet, Shakespeare comments, â€Å"What’s in a name? That which we call a rose / By any other word would smell as sweet† (2.1.85-86). A word can have many meanings depending on a person’s perspective. Cleopatra is a â€Å"rose† that has been depicted under many names. Throughout history numerous authors have sought to depict her character and their differing opinions have made her name one which resounds in very different ways. The Roman historian Plutarch created Cleopatra the political manipulator; John Dryden illustrated Cleopatra the ultimate sexual woman; George Bernard Shaw offered Cleopatra the uneducated impetuous young child-queen; and, Geoffrey Chaucer wrote of Cleopatra the martyr of love. The character of Cleopatra presented by Shakespeare is a complex combination of each of these traits and is thus the most memorable and meaningful depiction. The Cleopatra that emerges from Plutarch’s writing is a manipulative and scheming political woman who dominates both Julius Caesar and Mark Antony. In his Roman Lives, Plutarch offers a biased historical account of Mark Anthony with frequent references to Cleopatra. According to M.S. Mason, Plutarch does not fulfill his role as an objective historian and deliberately vilifies the character of Cleopatra (Mason). It is almost a completely negative portrayal of the Egyptian queen. She is referred to as a â€Å"charmer† (Waterfield 343) with â€Å"devastating effects on Caesar† (514). Her â€Å"eloquence [and] argumentative cunning† (382) are described as a means of drugging and bewitching her men (392). Plutarch describes one situation when Cleopatra is afraid of Octavia’s political power and she goes about weeping and starving herself to manipulate... ...the Egyptian queen, it can be found in the character that emerges in Antony and Cleopatra. Bibliography: Bernard Shaw, George. Three Plays for Puritans. London: Penguin Books Ltd., 2000. Greenblatt, Stephen, ed. The Norton Shakespeare: Tragedies. New York: W.W. Norton & Company Inc., 1997. Helvarg, David. â€Å"Cleopatra: What Kind of a Woman Was She, Anyway?† American Theatre 14:4 (Apr. 1997): 5-8. Jones, Chris. â€Å"Still Seductive After All These Years.† American Theatre 14.4 (Apr. 1997): 4. Mason, M.S. â€Å"The Allure of Cleopatra.† Christian Science Monitor 93.297 (25 Jan. 2002): 13. Noyes, George R., ed. Selected Dramas of John Dryden. Chicago: Scott, Foresman & Company, 1910. Percival, Florence. Chaucer’s Legendary Good Women. New York: Cambridge UP, 1998. Waterfield, Robin, trans. Plutarch: Roman Lives. New York: Oxford UP, 1999.

Rewritten Pyramus and Thisbe Myth :: essays research papers

Pyramus was the cute boy next door, and Thisbe the prettiest girl in the entire neighborhood. They lived right next door to each other. Their parents were in a dispute over rent money; Thisbe’s father was the manager of the apartments and Pyramus’s parents had been late on their payments for a few months now. The kids were not allowed to talk or to see each other. One thing, however, they could not forbid- their young and carefree love that pound in each others hearts. They conversed by signs and glances, and the fire burned more intensely for being covered up. In the wall that parted the two apartments there was a crack, caused by the buildings old structure. No one had observed it before, but the lovers discovered it. What love can discover. As they stood, Pyramus on one side, Thisbe on the other, they would whisper to each other innocent non-sense. "Damn this freaking wall," they said, "Why do you keep us apart?† Such words they uttered on different sides of the wall; and when the night came and they must say goodnight, they would tell the other of how they are kissing the wall and imagining it was other. Next morning, when the sun had resin above the tallest skyscraper, and the city filled with busy noise and smog, they unveiled their plan to see each other. They had agreed to sneak out at night, they would wait till the routine police car had passed their block, and then each would run and meet at the old winery and wait till the other arrived. All was agreed on, and they waited impatiently for the sun to go down b eneath the buildings and night to rise up from them. Then cautiously Thisbe opened her back window- unsuspected by her parents, put a white scarf around her, waited for the police car to pass and escaped. As she sat alone in the dim light under one of the old street lights, she saw a drunk old man approaching her. With a thirst in his eyes Thisbe fled the sight, and sought refuge in the back alleys of the streets. As she fled she dropped her scarf. The drunken old man was hurt and was going to ask Thisbe for some help but just found a scarf on the ground and wiped his wound with it. Pyramus, late only because he had stopped at a local gas station to get some snacks for his dear love, finally arrived at the old winery.