Brassica rapa plants Essay

Abstract In this experiment, intraspecific competition was tested which is when members of the same species compete for a same resource. The experiment tested was to see if intraspecific competition using differing densities affected the growth rate of Brassica rapa plants. Brassica rapa are a type of mustard plant also considered the â€Å"fast plants† because they grow within a 6-12 week period. They were used for this experiment due to their fast and easy growing process. Past experiments were observed beforehand and according to those, one density would further the survival rate more than the other. The Brassica rapa seeds were planted and observed over time to study the growth rates between a high and low density. The lower density was expected to have the higher survival and growth rate before starting the experiment. The findings in this particular experiment came out to show extremely similar results to previously tested experiments. While the height did not differ between high and low densities, the survival rate and number of flowers produced was significantly different. Introduction Competition plays a huge role in life’s organisms, especially when it comes to plants. A more specific type is intraspecific competition, in which members of the same species compete for the same resource, which is what this experiment involves. Intraspecific competition is important because when plants of the same group are competing for the same resources in the same living place survival rate can decrease greatly, their need for the immediate resource may run out due to other competing members (Aspbury et al., 2013). The purpose for compiling this experiment was to determine if this intraspecific competition affected the growth and development of the Brassica rapa plant at differing high and low densities. The Brassica rapa was used because it can be easily tested, and completes their life cycle within six weeks after planting (Aspbury et al,. 2013). Predictions could be made based off past experiments that used Brassica rapa as well. According to these similar experiments one would conclude that the high density seeds produce less plants, however seem to produce a greater biomass (total mass of once living material) amount. Whereas low density would do just the  opposite and produce a lower biomass level going on to produce a larger number of flowers, increase in height, and so essentially obtaining a greater survival rate than that of the higher density. The hypothesis states that the low density would essentially have a higher growth and survival rate than that of the high density. Of course all these experiments differ in terms of density variability, but all testing the same issue of high vs. low density on Brassica rapa. Methods The experiment was conducted by first obtaining Brassica rapa seeds (using the Brassica rapa plant because it grows within a 6-12 week period, AKA: the â€Å"fast plant†). Two treatments were then carefully put together, one pot consisting of low density seeds while the other contained high density seeds. Two low density seeds, and ten high density seeds were then planted. After planting the differing seeds in separate pots the pot was then filled about halfway with Miraclegro potting soil. After that six fertilizer balls were added to each and watered it just enough to dampen and pack in the soil. We then fill the rest of the pot up with soil and water it again. After the soil is dampened and the pot is completely filled, small holes were poked for all the seeds making sure they are spaced out evenly. Then made sure all the seeds were covered in the soil and watered them once again. The pots were labeled by which one has high density and which has low, so that we were able to observe the growing rate and survival for each, recording them in a data table. We then place the labeled pots on a thin layer of gravel in a plastic box making sure there is enough water filling the box. We kept them under a warm light making sure they were no closer than 6-8 centimeters from the light. This helps them grow in what would be considered normal growing conditions for a plant. Using a chi – square test which involves the comparison of frequency distributions, the results were then analyzed. Each week we observed and recorded the results for height, number of pods (flowers), and density. Results Mean Proportion Surviving: From our analysis after three weeks, our results indicated there was a significant difference in proportion surviving between the low-density and  high-density treatments (unpaired t test: t: 4.908, DF=499.451, P= .0001). Plants in the low-density treatment had significantly higher proportion surviving than those in the high-density treatment (Figure 1: mean +/- s.e. proportion surviving: low-density= .837+/- .017; high-density= .721+/- 0166). Mean Flowers Per Plant: From our analysis after four weeks, it was found that there was a significant difference in the average amount of flowers per plant between the low and high-density treatments (unpaired t-test: t= 3.748, DF= 353.359, P= .0001). Plants in the low-density treatment had significantly more flowers per plant than those in the high-density treatment (Figure 2: mean+/- s.e. mean plant height: low-density= 2.427+/- .219; high-density= 1.507+/- .109). Meant Plant Height: From our analysis after six weeks, our results indicated there was not a significant difference in mean plant height between the low and high-density treatments (unpaired t test: t= .020, DF= 410.77, P= .984). Plants in the low-density treatment had nearly the exact same mean plant height than those of the high-density treatment (Figure 3: mean+/- s.e. mean plant height: low-density= 13.372+/- .337 ; high-density= 13.385+/- .543). Discussion The lower density was expected to produce more surviving plants and according to the recorded results it did, as well as produced more numbers of flowers. These results support the hypothesis that states the plants under low density conditions would survive better over plants under high density conditions. This basically means that Brassica rapa plants survive better under lower density conditions. On the other hand, the height stayed relatively the same for both high and low density trials, therefore the null hypothesis was partially accepted. (Miller, 1995). While the height did stay the same for our plants alone an unusual finding was discovered. In comparison to the other classes that did this same experiment, height levels differed in that the Wednesday 2-5 pm class had an overall much lower measured height. This could be due to a number of things such as different amounts of light received, or even not being watered as frequently as the  other classes. Other outside studies, which dealt with intraspecific competition, show that it highly affects plant size as well as number of leaves (Shahid et al., 2009). Number of leaves in this case, could correspond with number of flowers on the Brassica rapa plant. The findings in the experiment prove how much the plants were essentially affected. Literature Cited Aspbury, A.S., Gabor, C.R. 2013. Laboratory Exercises for Organismal Biology. 15-19 Miller, T.E. 1995. Evolution of Brassica rapa Populations in Interspecific and Intraspecific Competition, Evolution. 49. 1125-1133. Shahid, S.S., Waqar, A., et al. 2009. Intraspecific Competition and Aggregation in a Population of Solanum Forskalii Dunal in a Semiarid Habitat: Impact on Reproductive Output, Growth and Phenolic Contents, Pak. J. Bot. 41. 2751-2763. Figures and Legends Figure 1: proportion surviving in low and high-density treatments of Brassica rapa after three weeks. Figure 2: Mean Flowers per plant in low and high-density treatments of Brassica rapa after four weeks. Figure 3: Mean plant height in low and high-density treatments of Brassica rapa after six weeks.

American Indian Studies

The policies of the Federal Government toward Native Americans experienced numerous pendulum swings in the past years, influenced by changing political agendas. These swings left the Native American communities adapt to the changes imposed from outside.The Dawes Act of 1887 marked the beginning of the â€Å"Allotment Era†, during which it was possible to force or talk Native Americans into giving up their traditional way of life in order to integrate into the mainstream society. The importance of the Native American tribal rites came to the fore with the Indian Reorganization Act of 1934, touted as â€Å"Indian New Deal.† The Act laid the foundation for tribal businesses and the repurchase of the land that once belonged to the tribes.These policies were replaced by termination policy in 1945, in the wake of the Second World War. The new agenda implied the termination of the federal trust responsibility to Native American tribes and aimed at elimination of their reservat ions and settlements.In 1953 Congress voted for the removal of whatever federal support there existed for Native Americans. The next two decades were the time of termination when approximately 11,500 Native Americans stopped receiving services from the government, and 1.5 million acres of their land lost federal support. As a result, many were living depending on welfare payments.Many public demonstrations of protest such as occupation of Alcatraz Island in San Francisco Bay from 1969 to 1971 forced President Nixon to stop the termination policies.There was a return to a great degree to the policies of the Indian Reorganization Act of 1934 and push for self-determination. Sites were returned to Native Americans, and the Alaska Native Land Claims Settlement Act of 1971 offered settlements in return for land to Native Alaskans. The 1980s saw a series of reductions in the budgets for social services on the reservations. Thus, policies often swung from support to acts aimed at eliminati on of Native American settlements and their assimilation.

Context of Women in the 19th Century Essay

During the reign of Queen Victoria, a woman’s place was in the home, as domesticity and motherhood were considered by society at large to be a sufficient emotional fulfilment for females. These constructs kept women far away from the public sphere in most ways, but during the 19th century charitable missions did begin to extend the female role of service, and Victorian feminism emerged as a potent political force. The transformation of Britain into an industrial nation had profound consequences for the ways in which women were to be idealised in Victorian times. New kinds of work and new kinds of urban living prompted a change in the ways in which appropriate male and female roles were perceived. In particular, the notion of separate spheres – woman in the private sphere of the home and hearth, man in the public sphere of business, politics and sociability – came to influence the choices and experiences of all women, at home, at work, in the streets. As John Burgon pointed out in 1884, â€Å"Women’s strength lies in her essential weakness† (Burstyn 1980: 33), according to him, women are said to be men’s conscience and their strength is pureness in spirit. Inevitably, men’s and women’s tasks are likewise clearly distinguished. A man is expected to earn money, make it available to his wife, mother, daughters and sisters. Women’s tasks on the other hand, are overseeing the education and care of their children, shopping, organizing the household and by providing tranquility in a peaceful and comfortable home. A woman’s work is performed inside the sheltering house: it is spiritual and educational as it consists of teaching good virtues and moral values through her tenderness – the woman is to be the â€Å"moral guardian of society† (Burstyn 1980: 99) A women in the Victorian age who does not have to work is a status symbol for husband and family. The more well-off a family and the greater its economic success are deciding factors in how much leisure a woman can afford. Working middle-class women who had to make their own living came from socially deprived families and were treated with contempt. Excluded from the financial world, women depend completely on men. The denial of women being capable of experiencing passion and of having the natural ability to learn and to be suitable for a higher education leads to a general captivity of women, that many do not realize at all. Grace Pool in ‘Jane Eyre’ hardly ever leaves the attic, and both Adele and Georgiana are only concerned with their beauty and luxury. Helen Burns endures constant submission and takes refuge in religion. Other women, however, revolt against this assumption – not without result. As a women longing for fulfillment, Jane Eyre finds herself in captivity, imposed upon by society. This idea is symbolised through the red-room scene. Faced with her aunt’s degradation and injustice, Jane’s situation is best portrayed in this scene. As an unjust punishment Jane is locked up in a mysterious room and bound with a pair of female garters that symbolise her fate – one that women in Victorian England often face: ignorance, passivity, reserve, submission and stillness. Women are given no space for self opinion or free development of their own personality. â€Å"It’s only on condition of perfect submission and stillness that I shall liberate you,† Aunt Reed warns her (Bronte 2005: 16), but Jane can neither stand submission nor â€Å"endure patiently† (Bronte 2005: 67). Jane’s strong will to fight is symbolised by the â€Å"hot fire† (Bronte 2005: 503) inside her. â€Å"Suffer and be still† (Vicinus 1972) becomes a guiding principle of feminists who revolt and bring into conscience the doctrine of their society. That Jane cannot identify herself with the traditional ideal of women proves her utterance: â€Å"Women are supposed to be very calm generally: but women feel just as men feel; [†¦] they suffer [†¦] precisely as men would suffer† (Bronte 2005: 141). While more and more women become conscious of their situation and slowly start to take action, other circumstances accelerate the progress towards equality of men and women in English society when the â€Å"woman question† comes up. To understand the social situation in which ‘Jane Eyre’ is set and why Jane is such an extraordinary and revolutionizing character, one needs to briefly examine how society is constructed at that time.

An Overview on How to Write Reports and Essays and to Set out Research Paper

An Overview on How to Write Reports and Essays and to Set out Methodology - Research Paper Example In case of references where no date is mentioned, the term n.d. i.e., no date is used to denote that no date is available for citing. In case the name of the author is not available, it is mandatory to cite the name of the author who has cited it in their work/s by mentioning cited by. For instance, It is advisable to ensure that citations from other authors must be used with extreme caution and care and if at all such works are cited, adequate care must be taken to apply the accurate conventions. In the case where quotations used in the text are fewer than three lines, it must be: (a) placed within the text, (b) in quotation marks and (c) in italics while in case of quotations exceeding three lines, the same should be placed within quotation marks, in italics, blocked, indented and single-spaced. Organizational learning has always been a centre of focus for several decades. Learning in itself is given due importance owing to its contributions and outcomes in enhancing the overall organizational productivity as well as the environment. The term Learning Organization which was first used in the 1980s is defined as: "any company having a climate that speeds up individual and group learning" (Kirk 1996 Pp.3). The concept has been defined differently by different authors, however, the perception of three of such authors is presented below: According to Senge (1994), the Learning Organization is: â€Å"an organization that is continually expanding its capacity to create its future.  

Critically assess the proposition that collective bargaining is the Essay

Critically assess the proposition that collective bargaining is the most appropriate channel to redress the power imbalance within the employment relationship - Essay Example With the cases of Company A and B, such demands can be regarded as a non-issue since it is the right of every employee to be provided with their basic needs. However, the unwillingness of employers to grant the aforementioned requests pose a big problem, and might eventually strain the relationship between the management and its numerous employees. Without a proper venue to hear both parties, a collective decision may render impossible to happen. If this happens, employees would have no other choice but to go to the streets and hold the picket lines until other labour unions or government agencies get hold of their case. Hence, there is a need to emphasise the fact that every company or organisation must acknowledge the rights of their employees. And the only way to meet halfway through the conflict is through a collective bargaining agreement between the two parties involved (Cornell, 2007). In the UK alone, collective bargaining has been exercised by at least 15.5 million employees from a manpower population of about 17.5 million since 1945 (Cite filename: Personnel & HRM). British Academic Beatrice Webb was said to have coined such term in her 1891 book entitled ‘Cooperative Movement’ in an effort to provide an alternative movement from individual bargaining between a company and its individual employee. However, it was the definition made by Allan Flanders, as a ‘process of rule-making leading to joint regulation in industry,’ that further refined the meaning of collective bargaining (Wikipedia, 2007). He even expanded the significance of the term as not only limited to determining pay but as well as in the (cite filename: employee relations): †¦management acceptance of a style of employment relationship which is based on the legitimisation of the expression of the different interest within the organisation (conflict), on joint regulation (constraining the unilateral exercise of managerial authority over

Why is Food Exchanged with Hindu Gods Essay Example | Topics and Well Written Essays - 1250 words

Why is Food Exchanged with Hindu Gods - Essay Example This is known as Prasad, which means mercy or the divine grace from god. The food offered to the deities is said to bestow religious merit, purifying body, mind and spirit. One of the rituals performed in Hinduism is known as puja. It is an offering done to various deities or special guests. It is done in variety of occasions and settings, but it is mainly performed at home or in public temples. However, Puja has different ritual performances, which basically, exhibit the same structure. Pitar pak, a family rite consisting of simple rituals andinvolves a few participants (Babb 34). The matar festival in whichtheparticipants’ number are in hundreds unlike the pitar Pak. Singing Bhajan and a domestic puja called saptashati path. These ceremonies are performed to persuade deities to grant favors that the worshipper is seeking. Food offering is the central feature of the rituals Hindus perform. Otherwise, without food offering, the ritual would simply not be Puja in the convention al sense of the term. Food is offered to the deity and in turn, the deity in some way partakes of the offering. Sometimes, the consumption of the food is symbolized physically, like in homa where the food is consumed by the fire. Other times the food is set before the god often behind a concealing cloth. In both cases, it is assumed that the deity actually partakes of the food. If the deity does eat the food placed on the altar, the leftover is then taken back for distribution. Upon eating this food, the participants are giving the most profound honor to the god. Therefore, the exchange of food in puja is in consonance with general principles that order Hindu life. More so, it shows that the food exchange that takes place in puja is a necessary pattern of human interaction with the gods. In presenting the food, the deities are paid for the past of future favors. Apart from the food, offering of clothing, money, and precious metals are used to pay the deities. The deities are suppose d to be given expensive type of foods, and if simple, they are usually prepared under stringent conditions of purity, which is the universal rule of Hindu ceremonialism (Babb 47). Rituals should be performed to honor god and at the same time to pay the god for all the favors. Several rituals in Hinduism are associated with food. For example, when a child feeds for the first time, it is celebrated as Samskara known as annaprasana. The funeral rite involves offering food to the departed soul. Devout Hindus observe some rituals before eating it. They sprinkle water around the food to purify it and make it worthy to the gods. In addition, they clean the place first because Hindu law books proscribe eating food in dirty places. They offer food to their personal gods before eating. In doing so, one’s body becomes a sacrificial alter. It is also believed that offering the gods food is a mark of self-devotion. As stipulated in the Hindu scriptures, anyone who offers food to gods befo re eating it come to no harm as the qualities in the food are neutralized by their positive energies. Therefore, it is important that the food is presented to â€Å"temple† where the gods are waiting on their altars (Yalman 293) The Hinduism community in honor of the gods holds different festivals, for example, the Annakuta festival. Annakuta literally means, â€Å"A hill of food†. On this day, worshippers offer Krishna great varieties and large quantities of vegetarian food. It is a celebration of an event in Krishna’s life. He lifted the mountain of Govardhan for seven days to protect people against the deluge of rain sent by the god of heavens and rains, and that is why Hindus celebrate this day (Toomey 123). They prepare hundreds of different food and take them to the

Rubber Band Model of Communication Essay Example | Topics and Well Written Essays - 750 words

Rubber Band Model of Communication - Essay Example The first scholar who attempted a communication model is Aristotle. Aristotelian view of communication influenced the perspectives of communication thinkers until the mid twentieth century. In the late 1940s, and through the 1950s and 1960s, a number of new communication models were advanced, most of them preserving the basic themes of the Aristotelian perspective. Later in 1949, Claude Shannon and Warren Weaver published a model that they called the "Mathematical Model of Communication." and later in 1954 he proposed an interactive model. In 1960 Berlo proposed the SMCR model. These models were considered the major linear models of communication. and Becker's Mosaic Model (1968). The others that invited attention of communication experts included the multidimensional models. The major contributions were Functional Model by Ruesch and Bateson (1951) and Transactional Model by Barnlund (1970). All these models contributed only to further the discussions and research of communication and proved different points of the communications process. (Jones & Jones, 1997) The Rubber Band Model of communication, as the term denotes uses the analogy of a rubber band. The elastic property of the rubber band is used to explain the communication process. ... The Rubber Band Model can be explained with the following diagrams. The figures Fig.1 and Fig.2 show the communication process as proposed by the Rubber Band model. Fig.1 shows a stretched rubber band. The black portion is the piece of rubber band and the dotted lines show it in the stretched position. If we consider the piece of rubber band as the message transmitted by the sender the stretched portion explains the transmission of the message. The elastic property of the rubber band can be attributed to the nature of the message, transmission process and the channel. If stretched further, the message will reach a different receiver. It requires a more elastic material (a strong rubber band or a lengthy one) to stretch to a considerable length. The process of communication is similar. If the message has to be reached to a wider audience it has to be powerful, or in other words a mediated communication has to take place which occurs only in mass communication. Similarly the stretched rubber band when released (See Fig.2) gets back to the previous destination, which also explains the feedback. Critique of the Rubber Band model of communication The Rubber Band model is a dynamic model when compared to the linear models of communication as it proves that message can be send to an intended direction. This helps to explain interpersonal communication as well as group communication. The elastic property of the rubber band and its analogy used in the model also explains the mass communication process. The model has significance as it also give explanation for the feedback in communication. The limitation of the model is that it makes the feedback compulsory. Works cited 1. Marsha Jones and Emma

Project Report 3 Essay Example | Topics and Well Written Essays - 750 words

Project Report 3 - Essay Example It began in December 2007 and lasted 18 months which was the longest recession since World War 2. By observing the U.S Gross Domestic Production (GDP) and the employment data, we can conclude that the current state of the U.S economy is recovering from the recession. The GDP is an important variable because GDP represents the total dollar value of all goods and services which being produced in the period time. The GDP is also related to the real income, employment and industry production. These reasons are why GDP is an important indicator to a country’s economy state. By looking at the Quarter-to-Quarter growth in real GDP graph (Bureau of Economic Analysis) the GDP in the last two quarters of 2008 and the first two quarters of 2009 are negative. Especially the last quarter in 2008, the GDP is down by 9% which means the economy of U.S had dropped 9% in the over the last quarter of 2008. However, from the third quarter of 2009 the GDP had grown back to positive and it stayed p ositive from 2010 to 2012. By using the previous data we can conclude that the recession is over and the U.S economy is recovering now. The other important variable is the employment data. ... mic Analysis), we can easily tell the number of employees dropped from 127,383,000 to 121,078,000 during 2008 to 2009 which means there are about 6,000,000 people lost their job during 2008 to 2009. In 2011, the number of equivalent of employees bounced back to 121,757,000 which is a good sign for U.S economy. There are many factors which can cause the economic recession. The most common reason is the declining in GDP growth and it brings the high unemployment rate, inflation and other economic problems. The latest recession in 2008 is because of the bubble burst in housing price. In 2006 the housing price in U.S peaked too high and the price started falling since 2007. The homeowners and the people who invested in real estate were facing a huge loss. Comparing the current GDP to the GDP before recession, we can realize that the GDP before recession is slightly lower than the current GDP. Therefore, U.S economy is recovered from the recession which was started from 2008. However, by observing the gross domestic investment data (Bureau of Economic Analysis table 5.2.3), the gross domestic investment in 2011 is still lower than 2004 to 2008. We can assume that the U.S economy is not fully recovered because people cannot have that much money to invest comparing to the time before the recession. We compared the recession between 2001 and 2008. These two recessions are interesting because they are really close to us, and most of us should remember how it was, and what was happening at that time. There were few main reasons that why the U.S. economy was slipping into recession in 2001. One of the most memorable reasons was the terrorist attack; the terrorist attack bringing down a $10.2 trillion dollar economy is dramatic. Another main cause of 2001 recession was the crash

Produce a report analysing past 3years financial performance of Essay

Produce a report analysing past 3years financial performance of Stanley Leisure plc - Essay Example hows the ability of the firm to meet its short term obligations from the most liquid assets, the trend is the same except in 2006 where there is a slight improvement. Reasons: The reason for the decline of the liquidity position is due to a poor working capital management policy embraces by the firm. Implications The firm's ability to meet its short - term inducing financial obligations is declining over time. 2. Profitability Profitability of the firm can be measured using the gross profit margin ratio, operating profit margin ratio and the net profit margin ratio. Observation Profitability of the firm declined in 2005 compared to the 2004 results before shooting up again in 2006. This is shown by the gross profit/ margin ratio declining from 4% in 2004 to 3.2% in 2005 before shooting to 10.4%. And lastly, the net profit margin ratio has also followed the same trend - 1.34% - 1.29% - 5.25% Implications The implications of the above observations can be adequately analysed on a ratio by ratio basis. (a) Gross Profit Margin Ratio This ratio shows the ability of the firm to control the cost of goods sold expenses. It means that for every 100% of sales 9Turnover) the gross profit was 4%, 3.2% and 17.3% for the years 2004, 2005 and 2006 respectively. The cost of sales comprised of 96% (100% - 4%), 86.8% (100% - 3.2%) and 82.7% (100% - 17.3%) for the years 2004, 2005, and 2006 respectively. This shows that the firm is not able to control its cost of goods sold expenses. (b) Operating Profit Margin Ratio This ratio shows/ indicates the ability of the firm to control its operating expenses such as telephone insurance premiums, salaries & wages distribution expenses etc. It shows that 95.77% (100% - 4.23%); 96.6% (100% - 3.4%) and 89.6% (100% - 10.4%) of sales revenue was... This ratio shows the ability of the firm to control the cost of goods sold expenses. It means that for every 100% of sales 9Turnover) the gross profit was 4%, 3.2% and 17.3% for the years 2004, 2005 and 2006 respectively. The cost of sales comprised of 96% (100% - 4%), 86.8% (100% - 3.2%) and 82.7% (100% - 17.3%) for the years 2004, 2005, and 2006 respectively. This shows that the firm is not able to control its cost of goods sold expenses. This ratio shows/ indicates the ability of the firm to control its operating expenses such as telephone insurance premiums, salaries & wages distribution expenses etc. It shows that 95.77% (100% - 4.23%); 96.6% (100% - 3.4%) and 89.6% (100% - 10.4%) of sales revenue was incurred to meet a) Cost of goods sold expenses and b) Operating expenses. Even though there was an improvement in 2006, the rates are still low and the firm must look for means and ways of further curbing the operating expenses. This ratio shows how the firm is able to control its financing expenses (interest charges), operating expenses and cost of goods sold expenses. For XXXX co, it means that for ever 100 of sales revenue only 1.34, 1.29 and 5.25 remained as profit after tax and 98.66; 98.71 and 94.75 relate to the amount incurred in paying off expenses including tax and interest charges. Investments are simply total assets.

The leadership theories and personal leadership style Essay

The leadership theories and personal leadership style - Essay Example This research will begin with the statement that the leadership characteristics of individuals are not standardized; the professional and educational background is usually a key factor influencing the leadership capabilities of people worldwide. The author has rightly presented that at the same time, the personal view can highly influence the decisions of people as members of various social groups, either related to economic or social activities. In this context, determining the perfect position, in terms of leadership capabilities, can be a challenging task. The researcher’s leadership style, as influencing his perfect position in the workplace, is presented in this paper. Reference is made to leadership theories, as applied in social and business life internationally. This essay discusses that personal leadership approach is presented and evaluated in order to decide which would be the position in which the author would perform more successfully, that is which would be the r esearcher’s Perfect Position in the workplace. It is evidently clear from the discussion that different approaches have been developed in the literature for explaining the decisions of leaders. These approaches are based on different social or economic conditions. This means that the leadership style of each individual is unique; still, it seems that similarities in regard to the leadership styles of individuals cannot be avoided.... the participative and the authoritarian leadership styles; the first allows subordinates to participate in the decision making process while the second reflects the power of the leader to decide alone, i.e. without being influenced by the views of his subordinates (DuBrin 2008, p.348). On the other hand, Wright (2009) noted that leadership styles could be divided into six major categories: ‘visionary, coaching, affiliative, democratic, pacesetting and commanding’ (Wright 2009, p.237). Using the above distinction of leadership styles, I would characterize my personal leadership style as visionary, a leadership style that has certain characteristics. Indeed, the visionary leader tend to focus ‘on the values of individuals’ (Wright 2009, p.237) and tries to continuously inspire individuals in order ‘to achieve long-term goals’ (Wright 2009, p.237). From a similar point of view, Cameron and Green (2012) note that the key characteristic of the vision ary leader is his ability to set long – term goals, i.e. to plan for the future, and not only for present. At the same time, it is made clear that the visionary leader can ‘inspire trust to subordinates’ (Cameron and Green 2012, p.158). At the same time, Riggio and Orr (2004) explain that a visionary leader is characterized by ‘high enthusiasm and integrity’ (Riggio and Orr 2004, p.225); such leader is also expected to focus ‘on empowering subordinates and sharing his vision’ (Riggio and Orr 2004, p.225). These characteristics of visionary leader will be evaluated, as related to my personal behavior in order to verify whether my leadership style is a visionary leadership style or not. 2.2 Personal leadership style, as related to leadership theories I have been working in a quite challenging sector, the

Four wheel steering Vs Front wheel Steering Assignment

Four wheel steering Vs Front wheel Steering - Assignment Example The vehicle is symmetrical about the x-z axis; 2. The vehicle’s total mass  is lumped; 3. The vehicle’s roll axis is fixed and ; 4. The road’s surface conditions are consistent throughout the modelling; 5. Small angle approximations apply to the vehicle’s motion. The dynamics of the 4WS vehicle system can be divided broadly into three categories which are: 1. Tyre side forces; 2. Yaw moments; 3. Roll moments. These aspects of the steering system will be investigated separately based on three kinds of steering systems which are the 2WS (two wheel steering) with front wheel steering, 4WS under 40 km/h where the wheels are steered in opposite phases and 4WS over 40 km/h where the wheels are steered in the same phase. The three modes of steering and the relevant dynamics and motion investigation are discussed below. 2. Vehicle Dynamics Where: The variables ,  and  all represent various kinds of disturbances that may affect the lateral, yaw and roll d irections such as drag effects, side wind gusts, braking on ice, modelling uncertainties, loads, a flat tyre, an uneven road etc. These external disturbances may exert a sizeable influence in certain circumstances but for the sake of this investigation these disturbances will be neglected. The longitudinal forces  are related to the wheels’ rotational model and these forces can be described by denoting them as: Where  is the effective rotational inertia that includes all related drive train effects. The lateral forces  are non-linear functions that can be described using the magic formula as below: Where   are six different coefficients that depend on the vehicle load  and the camber angles  and . In order to study the dynamic behaviour of the vehicle model being investigated under the assumptions that the side slip angle is small under regular driving conditions, the equation listed above can be linearized and written as: The tyre slip angles presented in the notation above can be written as: If the roll angle is assumed to be small then  and . In this case the equations listed above can be linearized as below: Similarly: And: If the vehicle is considered to be travelling under constant velocity conditions in a steady state fashion then  = 0 and the longitudinal force  displayed by the wheels can be approximated as: The dynamics of the involved actuator can also be represented as a linear first order lag system that can be described as: Where: And: Using the equations listed above a descriptor system can be obtained that possesses the form listed below: Where: The matrix inverse operation can then easily be used in tandem with the matrices presented above to produce a linear time invariant system that is described as below: The system above can now be easily modelled as a state space system in MATLAB in order to see how the system behaves when subjected to different steering angles and speeds. The parameters of interest are the lateral velocity, the yaw rate and the roll angle. 3. MATLAB Simulation The space state system was simulated as such in MATLAB for a host of combinations. The input steering angles were investigated for two wheel steering (2WS) and four wheel steering (4WS) systems for the yaw rate, the lateral velocity and the roll angle for limits of vehicle speed above and below 40 kilometres per hour. The 2WS system was investigated as such both above and below 4

Coconut Tree Essay Example for Free

Coconut Tree Essay The coconut tree as a â€Å"tree of life† is characteristically a food supplier as this tree provides fruit and is well-known to be devoid of any anti-nutrient factors and is known as a whole food with 5,000 years of recorded use in food preparation with health benefits.The fruit is edible at any stage of maturity. It provides not only a solid food but a large volume of very safe and healthy drinking water-based juice. The fruit of the coconut palm is the main source of many food products such as coconut milk/cream, desiccated coconut, coconut chip, coconut water, nata de coco, coconut oil, copra, etc. Apart from these, the unopened inflorescence can produce coconut sap or toddy (tuba) which can be processed into high value and nutritious food products. Coconut sap sugar, considered to be one of the best natural sweeteners, is truly a perfect and healthier substitute for artificial sweeteners because it is not a product of chemical laboratories, not an artificial sweetener and not a by-product of sugar cane, not brown sugar nor muscuvado sugar. Coco sugar is good for both diabetic and non-diabetic consumers because it does not induce high blood sugar because it has a Low Glycemic index. Glycemic index (GI) is a numerical system of measuring how much of a rise in circulating blood sugar a carbohydrate triggers-the higher the number, the greater blood sugar response. So a low GI food will cause a small rise, while a high GI food will trigger the opposite. GI is about the quality of the carbohydrates, not the quantity. Coco sugar can be good for weigh maintenance. (Dr. Trinidad P. Trinidad, Scientist II of the Food and Nutrition Research Institute – Department of Science and Technology.) It is also rich in various amino acids, vitamins and minerals that are essential for the human body to benefit.

The Damage Of A Disorganised Organisation Business Essay

The Damage Of A Disorganised Organisation Business Essay The assignment focuses on the outcomes of the study of the module-Organizational Behaviour which deals with the importance of the organizational principles in any company linked to its success in long run. I have focussed myself to study the Case of Oticon Ltd. in reference to change of organisation structure bringing in success. Though the objective of the study is to analyse the organisation in the context of dynamics of change affecting its very functioning with respect of organizational issues, the limitation of the study is inability to take up all issues considering organisation behaviour. Oticon, is a Danish firm, which was founded in 1904 by William Demant, is a leader in manufacturing hearing aids in Europe and the rest of the world. During the 1980s, a small American company, which designed a new and innovative model of hearing aids, entered aggressively in the market, and caused decreased sales for Oticon. The reaction of Oticon was immediate, as they decided to reconstruct the whole structure of the company, so as to boost their efficiency and profitability. The process lasted for almost three years, and resulted to major changes, which helped Oticon to regain profits, and become again a leader in their sector. Oticon is a good example of what D. T. Hall (1996) called The career is dead, long live the career and the boundary career construct (Arthur Rousseau, 1966). Key features of traditional career management like earmarking of management potential, formalized development programs, the use of promotions and organizational symbolism (e.g., privileges) etc. were simply not applicable in the spaghetti organization with no hierarchical structure, no traditional management positions, no high-flier program and not even an HR function. The nickname spaghetti organization reflects the complex, informal and almost anarchistic characteristics of the project organization, as it was initially implemented at Oticon. The path which Oticon choose to regain its ground and the initiatives taken in terms of Organizational Behaviour has been assessed in this assignment. For the purpose of analyzing the focus was laid down on 3 key aspects of organization behavior which are organizational structure, management of change and organizational culture and climate which can be correlated to the case. 2. Organizational Structure According to Sheldon: Organization is the process of combining the work, which individuals and groups have to perform with the facilities necessary for its execution, that the duties so performed provide the best channels for the efficient, systematic, positive and coordinated application of the available efforts. Koontz and Donnel have defined organizational structure as the establishment of authority relationships with provision for coordination between them, both vertically and horizontally in the enterprise structure. A good organizational structure has the following features: The structure should lay down a formal reporting hierarchy from lowest level to higher level of management. Identical activities should be grouped for each department so that equipment, processes and expertise can be developed at one place under the guidance of a departmental head. Coordination of various activities is laid down and specification of the coordinating authority be placed. Individual, group and departmental goals should be laid down with specific time frame. Monitoring of goals is essential to achieve the objectives. 2.1 Forms of Organization Structure Mechanistic form Organic form Comparative evaluation of mechanistic and organic form of organizational structures can be summarized as under: 2.1Centralization and Decentralization Apart from the forms of organizational structure discussed above the decision makers of the organization could be categorized into centralization and decentralization based on the form of organizational structure the board of directors or the higher management decide for the benefit of the organization, but in certain cases of management decisions this may or may not prove beneficially in long run and change is expected if it needs to change its horizons and expand its business. The concept of centralization refers to reservation of authority for decision making at top level of management i.e. the decision lies in the hands of Board of Directors/MD. Lower levels are responsible for implementing the decisions or one can say to abide by the decision ordered by the higher level. They are basically operators or implementers. In general, the authority is not delegated to the lower levels. The subordinates carry out work towards accomplishing their destined task. If at all there is a hurdle or operation is halted due to some reason, then the matter is referred to an appropriate authority that has the power to take appropriate decision to resolve the problem. Centralization can be viewed or implemented where the organization structures do not have many layers and it is relatively flat. It is majorly noticed where the subordinates are rightly not trained to handle key specific/ higher jobs, where there is a lack of trust in subordinates and the intricacy or the magnitude of work that demands centralized control. Decentralization on the other hand refers to authority being delegated to various levels of organization for making appropriate decisions for making the process quicker and efficient. In decentralized organizations, the individuals at lower levels are allowed to make decisions pertaining to their jobs which give them autonomy. Authority in this case does not flow with the same rate to each of the levels of the organization structure. It is important to note that each level should have appropriate authority for decision making when need arises and that one does not have to wait for upper level to take decisions at each level. An organization which has flat organizational structure is ideal to have a decentralized command and control especially in the current environment where specialization, information technology, competencies, work teams, group culture and systems prevail. It develops a sense of responsibility among employees, efficient time management, improves productivity, team sprit, motivation and brings the feeling of oneness among work groups. Greater decentralization offers employees higher level of job satisfaction as they have autonomy at work in decision making process. They can respond to a particular situation quickly. Charlisle suggested the following guidelines to determine whether there should be centralization or decentralization. (a) Mission, goals and objectives of the organization: Those organizations where democracy exists prefer decentralized structure in decision making process in turn, small organizations have a centralized structure. (b) Size of the organization and complexity of the work. Large organizations with diverse production lines and conglomerates with companies involved in different fields should be decentralized. (c) Geographical location of customers: Organizations which cater for customers which are geographically located far apart should have decentralized organizational structure. (d) Competency: If the top management is highly skilled, knowledgeable and experienced and has the capacity to handle more activities at one time, then the centralization is recommended. (e) Communication: If the communication between the management and employees is efficient, then the decentralization is recommended. This will enable problem solving and accord a sense of autonomy amongst workers. 2.2 Organizational structure and Oticon Oticon was initially following the Mechanistic Form of organization structure with centralized decision makers until it faced a stiff competition in terms of market leadership until Kolind the new CEO of the company had converted the same mechanistic form of organization structure into decentralized organic system of organizational structure which yielded fruitful results to the success of company in long run. Though the top management is highly skilled, knowledgeable and experienced and has the capacity to handle more activities at one time, then the centralization is recommended but the situation demanded Spaghetti organization. The introduction of Spaghetti form of organization structure was a tough task indeed as it needed everyones (board of directors, stakeholders, etc.) consent for implementation and the situation for Oticon demanded immediate decision to change its structure for its very survival which also links with the management of change which is discussed in relation to organization structure in the following paragraphs. 3.0 Management of Change It is known fact that change is inevitable. Nothing is permanent except the change but it is the duty of the management or organization to manage change properly and orderly. Organizations must incorporate suitable changes if the situation so demands or when the need arises. Change is a continuous phenomenon. It is to be noted even in most stable organizations change is necessary just to keep the level of stability. The major environmental forces, which make the change necessary, are Technology, Market forces and Socio-economic factors. Showing resistance to change can prove fatal for the very existence of the organization. According to Barney and Griffin, the primary reason cited for organizational problems is the failure by managers to properly anticipate or respond to forces for change. 3.1 Change Process Kurt Lewin proposed Three Stage Model of the change process for moving the organization from present position to the changed position. This is as under: Stage 1: Unfreezing: Creating motivation and readiness to change through (a) Disconfirmation or lack of confirmation. (b) Creation of guilt or anxiety. (c) Ensure subordinates of psychological safety. Stage 2: Changing through cognitive restructuring: Helping the client to see things, judge things, and feel things differently based on new point of view obtained through. (a) Identifying with a new role model, mentor, etc. (b) Scanning the environment for new relevant information. Stage 3: Refreezing: Helping the client to integrate the new point of view into (a) The total personality and self concept. (b) Significant relationship. 1. Unfreezing: Process of unfreezing makes individuals ready for change. Lewin believes that employees must be informed in advance of impending change and that they should not be surprised. Unfreezing entails unfreezing the old behaviour or situation. Edgar Schein took this excellent idea propagated by Lewin and improved by specifying psychological mechanism involved in each stage of the model. Unfreezing involves creating motivation and readiness to change by creating an environment of disconfirmation of existing psychological safety in the changed pattern of behaviour. This can be achieved by making announcements, meetings and promoting the idea throughout the organization through bulletin, boards, personal contacts and group conferences. The unfreezing process basically cleans the slate so that fresh behavioural patterns, customs, traditions can be imprinted which can then become a new way of doing things. 2. Moving: Once unfreezing process is completed, moving takes place. Moving is incorporating change. Persons undergo cognitive restructuring. The process is carried out by the following three methods as proposed by Kelman: à ¢Ã¢â€š ¬Ã‚ ¢ Compliance: Compliance is achieved by introducing rewards and punishments. It has been established that individual accepts change if he is rewarded or punished. This is a behaviour modification tool. à ¢Ã¢â€š ¬Ã‚ ¢ Identification: Members are psychologically impressed upon to select their role model and modify behaviour. If a leader can act as a role model the change is easier. à ¢Ã¢â€š ¬Ã‚ ¢ Internalization: It involves internal changing of individuals thought processes in order to adjust to a new environment. Members are advised to carry out soul searching and adopt a new behaviour. 3. Refreezing: It is related to integrate the new behaviours into the persons personality and attitude. It is referred to stabilization. The change behaviour must necessarily fit into the social surroundings. Refreezing takes place when the new behaviour is adopted in a normal way of life. New behaviour must replace the old on a permanent basis. New behaviours must be re-enforced continuously so that it does not diminish. Change process is not a one time process but it is continuous hence unfreezing, change and refreezing must also be continuous. 3.1 Steps In Managing Change Organizations must plan to implement change in a systematic manner. It must identify the field in which the change is required whether it is strategic, structural, process oriented or cultural change. Changes can also be affected in all the areas concurrently, but it must be managed appropriately so that there is no bottleneck effect. Once the need for change is identified and the area in which it is to be implemented, the following steps have been suggested by Greiner. Develop new goals and objectives: Objectives and goals are derived out of mission statements, objects may need revision due to change in external or internal forces. Select an agent for change: It is the responsibility of the management to entrust execution of change to appropriate authority. A manager may be given this responsibility. Diagnose the problem: Diagnosis is the first step to implement change. If an organization has a large number of employee turnover then the data must be collected and made available to the consultant so that the reasons for turnover can be identified and appropriate corrective measures taken. The process of identification of problem is not simple as it appears and requires research. Select Methodology: It is comparatively easy to implement material change as a part of change of a system. What is important is to protect the emotions they must be made party to select methods so that it is easier to implement at a later stage. Develop Plan: If the organization wants to reduce employee turn over, it may like to carry out comparative study of other organizations in respect of job content, reward system, employee performance, appraisal system, promotion criteria, training development and the strategy adopted by the organization for its growth. Strategy for implementation: Timings of implementation of change is very crucial. If the change is related to internal employees, it must be communicated at an appropriate time so that there is no resistance to planned change. Implementation of Plan: Once the decision to implement the plan and communication through which the plan is to be implemented is decided, it is the responsibility of the various departments to implement the same. This may need notification, briefing sessions or in-house seminars so as to ensure acceptance of all the members of the organizations specially those who are likely to get affected. Employee reactions in attitudes, aspirations, emotions and behaviour must be canalized in positive directions due to change. Evaluation Feedback: The result of the change must be evaluated and suitable feed back obtained. If modification to training development causes decrease in employee turnover, the objective of change would deemed to have been achieved. If the results are contrary to the expectation, then a new change may be required to diagnose cause. 3.2 The Change Process in relation to Oticon: Think the Unthinkable The change process in Oticon was initiated with the recruitment of a new CEO, Lars Kolind in 1988, who was given the full responsibility for implementing changes, and who bought the change which was unthinkable. After a two-year period of rationalization and cost-cutting, which has achieved savings in sales and administration costs of 20 percent, Lars Kolind announced in early 1990 a unique package of innovative and radical initiatives in terms of organizational structure, job design, information technology, and physical layout of the company. Oticon was rebuilt as a networking organization and became the worlds technologically leading audio logical company; and within five years was listed on the Danish stock exchange. The recommendations for the change process was described in a 10-page memo called Think the unthinkable, which was written by the new CEO and distributed to all staff in March 1990. The proposed changes are described: 1. To Increase the competitiveness by utilizing human and technological resources in a more efficient way, reducing the overhead costs, which at that point of time exceeded the actual production costs; 2. The objective is to replace the hierarchical job structure where in each employee is involved in number of projects at the same time considering each project as a business unit with its own criteria. 3. To reduce the written paper communication by establishing electronic scanning of all incoming mail and introducing comprehensive information technology systems, networks, etc.; 4. To disown traditional managerial jobs and transferring managerial authority to the project groups or the individual employee; 5. An open space office to be created where physical mobility persists where in each person has a cart or trolley, a cabinet on wheels containing the computer, the phone, and a limited space for files that can be moved around in the office. 4.0 Organizational Culture and Climate Edgar Schein defined culture as A pattern of basic assumptions invented, discovered or developed by given group as it learns to cope with its problems of external adoption and internal integration worked well enough to be considered valuable and therefore, to be taught to new members as a correct way to perceive, think and feel, in relation to those problems. Wagner III and Hollenbeck have defined organizational culture as the shared attitude and perceptions in an organization that are based on a set of fundamental norms and values and help members understand the organization. Organizational culture is not inherit form of an organization, it has to be invented and later developed over a period of time. It enables employees to perform within the framework of the organizations culture. Environment plays a dominant role in developing the culture and so does demographic factors. Once the culture is developed, it virtually becomes a peoples organization from a functional point of view that promotes risk-taking among managerial cadre and generates novel ideas. It promotes communication that improves productivity and job satisfaction. 4.1 Organizational Climate According to Bowditch and Buono Organizational culture is with the nature of belief and expectations about organizational life, while climate is an indicator of whether those beliefs and expectations are being fulfilled. Employees in the organization keep studying the management philosophy and various actions they take to deal with organizational factors that are of a routine nature. These include the following: (a) Selection Process of the employees. (b) Leadership style and approach to solve problems of the employees. (c) Wage administration. (d) Attitude to implement change and incorporate latest technology. (e) Job description. (f) Organizational structure and frequency to modify the same based on need. (g) Performance evaluation. (h) Promotion policy and its implementation. (i) Efforts involved in promoting creativity and innovations. (j) Availability of resources for research and development. Overt factors can be measured and fair assessment can therefore be made about the intentions of the management and efforts they are putting in to build an appropriate organizational climate. While on the other hand covert factors can not be quantified being of subjective nature. Likert has carried out studies on organizational climate by isolating six different variables namely decision making, leadership style, motivation, goal setting, communication and control. Each variable was then evaluated on four dimensions. Each of the dimensions can then be studied on the five-point scale enumerated above. Based on the inputs so received on the specific study of a particular variable an appropriate conclusion of the prevailing organizational climate can be drawn. Suitable remedial measures then can be initiated to modify the climate to desired level. According to Edgar Schein Culture is the most difficult organizational attribute to change. He specified three cognitive levels of organizational culture: What can be seen and known, Organizational mission and value, Tacit assumptions which is the deepest level and the most difficult to explicate. In the years before the change Oticon management had bureaucratic nature of the organization and corporate culture. It was more off hierarchical organization with importance given to people rather than position. Oticon after year 1991 became more task culture, it developed into customer focus organization and started to be project orientated, where departments disappeared, individuals were expected to contribute to the organization and got recognized influence in the group. In short it was made more important what you do and not who you are. 5. Conclusion Various companies have tried and tested teamwork organization unsuccessfully but what were the key elements that were responsible for the success of teamwork in Oticon? A lot of companies want to implement teamwork in their processes, as working into teams has several advantages such as creativity, innovation, speed, and better productivity. Moreover, teams with more freedom in their ideas and way of working, seem to be more productive and creative than others with stricter rules. In the case of Oticon, there are several key elements which were responsible for the successful implementation of teamwork. Firstly, the employees were fully informed about the changes and the new working situation. In addition to this, some of them participated to the process of restructuring the company. Even in the meetings there was the employees presence so as to be closer to the new decisions. It is important to be mentioned that it was necessary for the employees to practice in PC use, so they were encouraged to take a PC home so as to practice in their free time too. Another aspect of this change was that because of the Spaghetti organization, all the departments were abolished, and the companys structure was based on the projects. By this, employees were motivated, as they were encouraged to come up with new ideas for new projects, and become leaders of these project teams. So, the company promoted creativity and innovative ideas among their workers and gained in productivity, as the employees felt satisfied and ready to contribute more, because they were active members in the development of the organization. The organization of the company became more elastic, that gave freedom to employees duties; as they could co-operate and even more, work in the same offices, by moving their desks. Oticon also gave the freedom to project leaders to select on their own the team members, according to their specifications, in a more informal way, the selected team members had the right to refuse to take part in the project. This means that the people, who are in the team, are by their will, so they are more dedicated in the goal, and loafing effects are avoided. Furthermore, it is important to be mentioned that team meetings were frequently arranged, and the way the meetings were conducted, were organized by the team itself, in the frame of given freedom. So, teams decided in which way they could be more productive, and, be frequent meetings and good communication, the success was inevitable. On the contrary, meetings between senior management, and project groups had taken place only once every three months in order to present their results and take feedback. A three year preparation period before the completion of the new structure was enough time for the idea to mature, and the organizations members to adapt to the new working conditions. Finally, the fully autonomous groups were one of the most important factors of success, as strong connections were built between the team members, which ameliorated the collaboration. Moreover, team members had the opportunity to work in several projects simultaneously, which allowed them to exchange and share ideas and information between connected projects. All in all, the not formalized structure encouraged all employees to contribute in the development, be having the right to give to their employers, new ideas and projects, without the fear of criticism. Evaluation of the Outcomes, and the Present Today, over two decade after the changes were inaugurated, overall management ideology and practice have largely remained the same, but a number of specific changes have occurred. The organization has been professionalized by defined projects in the sense that fewer people are now assigned as project team leaders, with a proper  career path, and that a training program in project management has been launched thus making it more selective and exclusive to become a project manager. The role of functional experts has been maintained, but has developed into more traditional business units or staff functions. The CEOs thought of creating a paperless organization has proved to be too idealistic. Lars Kolind, the man behind the change of thought process in 1990-91, retired in 1998 and was replaced by Niels Jacobsen, who had been with the company from 1988 and co-managed the company with Lars Kolind until his retirement.

Movement of Goods and Freedom of Establishment Policies

Movement of Goods and Freedom of Establishment Policies INTRODUCTION In an examination of the various freedoms that are protected by the European Convention (EC), there are two that have provoked at different times praise and criticism, champions and conquerors. This paper will analyse that the roadmap that has been followed by the European Court of Justice[1] while interpreting EC Article 28[2] and EC A43[3]. Before splitting the discussion between free movement of goods and establishment, it is important to lay the foundation by an overview of the federalism debate that is natural to the EC and to Europe in general. The federalism question concerns the division of jurisdiction, power, and authority, between the central body (in this case the EC) and the individual states that are part of the central body. As the EC has developed, various autonomies have diminished. The ECJ is acknowledged as supreme, and Woods[4] notes that the court has expanded the Treaty into areas that were not envisaged originally, for example in Commission v Council[5]. The purpose of this paper then is to analyse the relationship between establishing a common market and respecting the autonomy and policies of individual states in the context of movement of goods and freedom of establishment. LEGISLATION? Craig[6] raises and interesting point with regards to the litigation on these points. In an effort to get true harmony, the simple solution would have been to issue Commission legislation which would have compelled the states to harmonise their laws. Craig blames the lack of speed in the Community for this failure, a situation which raises the question of the effectiveness of the courts as an adjudicator in this battle. While the ECJ do have jurisdiction, the decisions which will be examined presently have fluctuated as different times bring different concerns. The case-by-case approach is one that should surely be addressed by a legislative rather than a judicial body. Regardless of the lines that the courts have developed, there is surely a strong argument that they were not the right body for this job. It is important to understand what the individuals would be interested in gaining from the relationship. It is fair to say that the goals enumerated in the EC Treaty indicate that the Commission would want the maximum control in order to establish a common market, free of barriers. For the state, it cannot be expected that they will retain full autonomy; that would have been a sacrifice made when signing the treaty. The ideal situation though would be sufficient autonomy to be able to regulate so as to protect the interests of their constituency. WPJ Wils[7] summed this up in his article as â€Å"partial integration† which was described by him as the â€Å"pragmatic approach reconciling the desire for integration with the desire for government intervention†. The best alternative would be a clear and concise set of rules from the ECJ which would enable them to know for certain what they are and are not permitted to do; though this would be a poor substitute for the previous scenario. FREE MOVEMENT OF GOODS The EC Treaty is based in a large part around the development of a concept of a common market. A crucial aspect of this is the free movement of goods, with the apex being a market where there are no barriers and goods are sold in exactly the same conditions and situations in states a, b, and c. On the other hand, the states argue that to further the individual causes of their state, the national government must have the power to regulate, at least to a certain degree, the movement of goods. This section will deal first with Article 28 which sets out the boundaries of the intervention; it will then proceed to deal with Article 30 which addresses the interests of the member states. Intervention of the federal government. Article 28 states that: Quantative restrictions on imports and all measures having equivalent effect shall be prohibited between Member States. By itself this Article poses more questions than it answers; as such the interpretation of the ECJ is crucial. The attitude of the ECJ has been inconsistent when drawing the federalist line, although on certain points they have remained consistently pro central governance. The limited consistencies In Geddo v Ente Nazionale Risi[8] the ECJ took a broad view as to the nature of a quantative restriction, including â€Å"measures which amount to a total or partial restraint† of trade. Since Geddo[9], this has not been questioned, and it remains a firm foundation against the influence of national governance. Likewise, it has never been seriously doubted that the second part of Article 28 addressed measures that had equivalent results (MEQRs) and that national intervention could be struck down if the court deemed them to be an MEQR. The only question has been what constitutes an MEQR and this was largely resolved by Directive 70/50 which in Article 2 outlined the possible legislation that might constitute an MEQR. Discriminatory measures: national intervention rejected. On one point, it can be stated that the ECJ has awarded an overwhelming victory to the central government. This is where the restriction has a discriminatory element to it; for example in Commission v Italy[10] imported cars were compelled to go through a rigorous registration procedure. This was struck down as being a discriminatory restraint of trade. Likewise the court has struck down attempts by a state to promote domestic goods or efforts at price fixing. Indeed this analysis of the strict application to discrimination is included for three purposes only. First, to emphasise the first victory against state intervention. Second because of Commission v Ireland[11] where the court were content to ignore the prima facie pleadings of Ireland and examine the substantive result of their self interest promotions. Craig[12] points out that this is the theme which the ECJ have followed. The third reason is the indication that, not content with giving the central government a points decision, the ECJ have attempted to land a knockout punch. In Openbaar Ministere v Van Tiggele[13] the ECJ said that if a non-discriminatory attempt to fix prices affected even a single product adversely, the law would breach Article 28. The effect of this case is to throw down the gauntlet to states and make the dedication to an open market even more convincing. There is one way for the state to save a measure; by utilising Article 30. This provides that prohibitions can be saved on the grounds of public morality, public policy, public security, health and life, protection of national treasures, and protection of industrial and commercial property. On the face of this article, it seems to belay the earlier statement of victory for the common market. States have found though that utilising the article has major difficulties. Firstly, the courts have declared that the state has the burden of proof (Openbaar[14]). Secondly, as a general principle the list is exhaustive and cannot be added to over time Non-discriminatory measures In reality, it is hardly surprising that the ECJ has reacted strongly against discriminatory measures; the real battle ground has been measures that are applicable to both domestic and foreign goods. While A28 makes no mention of any requirement of discrimination, the Dassonville case obiter noted in paragraph 5 that there should be no need for discrimination in order to be caught by A28. Far from being simple, this field has been where the battle has been most fiercely fought. Cassis de Dijon In Rewe-Zentrale AG v Bundesmonopolverwaltung fur Branntwein[15] Germany invoked a rule that liqueurs were required to have a certain alcoholic content (regardless of nationality). The ECJ developed the Dassonville obiter to apply A28 to national rules that do not discriminate. Fundamentally, the ECJ summed up the approach in paragraph 14(4) by stating the principle of mutual recognition. Once a good is lawfully marketed in state x, it should be lawful to market it in any state in the bloc. This is a huge leap from Dassonville, a leap which on its face renders a national power helpless in the face of potential consequences. Craig notes[16] that in one step the ECJ places the states â€Å"on the defensive†. It can even be stated, and this paper contends, that this does not reflect the extreme state of affairs. An analogy can be drawn with company law in the United States. With no federal control, the states engaged in a race to attract companies to their shores. Delaware prevailed by offering such laws as provide minimum governance and convenient laws. The result has been that the companies have flocked to Delaware. The result of Cassis is that were one state to create a lenient set of laws, any product that passes muster should be accepted in every other member state. This ‘Cassis control’ leaves states not on the defensive, rather defenceless. Is there no limit to the ‘Cassis control’? This bleak state of affairs is not though one of total disaster. Cassis applies only so far as the ECJ rules that the boundary extends. The crucial term is what â€Å"affects the free movement of goods†? Weatherill and Beaumont[17] emphasised the potential for domination by listing a number of hypothetical situations where irrelevant regulations could be viewed as having a marginal effect on trade. The path the court has taken has been to draw a distinction between dual-burden rules where a product has to satisfy the rules of both state a and b, and equal-burden rules which apply to all goods after they have entered the country and so would not have been applied to the goods before. Cassis clearly governs the former; the crucial question is whether it also applies to the latter, for if it does then the national legislatures may as well take a white flag to the next European summit for their battle will be truly lost. The difficulty is that the court has been ambivalent on the issue with the court in Obel[18] stating that the cases were outside A28, while in Cinetheque SA v Federation Natioanle des Cinemas Francais[19] the court ruled that such a regulation could be within A28. The court it seems has resolved the matter in Criminal Proceedings against Keck and Mithouard[20]. The ECJ followed the initial article by E White[21], who contended that under the application of the article and to retain needed autonomy for the national legislatures, all equal-burden regulations should be outside the ambit of A28. On the face of it, this appears to be a boost for the states. Indeed, this would appear to grant back to the states the freedom and autonomy to regulate in this area, so long as the regulation applies to the characteristics of the goods and is not a regulation of the type that the goods would have had to satisfy in their original state. This though is not the complete story. The first point is that the decision in Keck[22] received a great deal of criticism, from scholars, practitioners and judges alike. While this doesn’t affect the decision, it has led to uncertainty in applying Keck[23]. The result has been that a new question has been raised as to what the courts meant when permitting regulation as to sale arrangements. A typical example comes from Societe d’Importation Edouard Leclerc-Siplec v TFI Publicite SA[24] where advertising was seen as a method of sales promotion and so outside the article. Meanwhile, in Vereinigte Familiapress Zeitungsverlags- und Vertreibs GmbH v Heinrich Bauer Verlag[25] the court held that because there was an effect on the product, it was within the ambit of A28. The opening section considered the range of scenarios from the perspective of the state, from ideal to least desirable. It is clear that the current jurisprudence provides the tae with neither the autonomy that it needs to protect the interests of the state, nor the certainty which would be needed in order to determine what the state may and may not regulate. Conclusion In conclusion what can be said about the line drawn by the courts? There is no doubt that the courts have used Dassonville as a launching pad for an assault on the autonomy of the member states. The only beacons of light for the state are the Keck authority, which has already been weakened by Gourmet and by academic criticism, and the policy exemptions which as has been discussed above will be interpreted strictly by the courts. The overwhelming conclusion must be that the line has been drawn in favour of the common market. FREEDOM OF ESTABLISHMENT The second element of the EC Treaty is the section concerning the freedom of establishment pursuant to Article 43. This goes hand in hand with freedom of movement, with the distinction that it applies to the right of individuals to maintain a permanent or settled place of business. Once again, the dispute at issue here is the battle between policies and a common market. It is conceivable that individual states may have concerns about allowing free establishment. Issues such as promotion of domestic small businesses and potential concerns about lack of qualifications are all issues which states may wish to regulate. This section will determine how the ECJ has reconciled these rights with the goal of a common market. In many regards there are parallels with free movement of goods and A28, as the crucial battle lines have been drawn over measures and regulations that are non-discriminatory. However, as before, the starting point must be those regulations that discriminate against new arrivals. Discriminatory tactics: any point at all? Unlike free movement of goods, the answer to this question is implicit within A43. The second paragraph clearly and explicitly states that an individual has the right of establishment â€Å"under the conditions laid down†. This was confirmed by the General Programme[26] which detailed the requirement that restrictive laws be removed. The point therefore is clear; the state may not discriminate against individuals entering the state for the purpose of to establish themselves as a company or in self-employment. Non-discriminatory measures? On a first reading of the article, the implication seems to be that non-discriminatory measures will pass muster. Indeed, the second paragraph states that the right must be acknowledged â€Å"under the conditions laid down for its own nationals†. Given the strict approach that the courts have taken in other cases though, it is worth examining whether they have held true to this definition or have developed it, much as they did with Dassonville in the area of free movement of goods. The early authorities appeared to bode well for the national authorities; in Commission v Belgium[27] the Advocate General stated that there was no need to analyse the question of proportionality because the law was non-discriminatory. A close analysis of this decision is not needed to iterate the importance of it. As long as a state could convince the ECJ that their law applied to everyone, they would still be able to control the establishment within their country. While they would be restricted, they would at least have a wide range of options open to them, and could exercise these options while retaining their autonomy and moulding them based on the needs of their constituency. The fight however, soon began to turn, at least with regards to the initial intervention of the ECJ. In Ordre des Avocats v Klopp[28] the court struck down a French law which applied to nationals and non-nationals alike. This could be excused, as the French law prevented the lawyer from holding a second office within the Community, which provided another ground to strike the law down. Nonetheless, the decision would have been troubling for the defenders of states rights and policies. The volte face was confirmed in Gullung v Conseil de l’Ordre des Avocats[29] when the ECJ ruled that a non-discriminatory law could be struck down if not sufficiently objective. Just as the Belgium case was significant for the states, so this was for the common market. Regardless of the overall result following a determining of objectivity and state policy, the decision meant that the court would investigate the reasons for the regulation. This by itself was a strike against the states autonomy and ability to self-govern. The hits just keep on coming for state’s rights. In the next section, there will be a discussion on the defences that a state can raise, indeed they are similar to those discussed for free movement of goods. Before that though, the ECJ has provided one last marker to further encroach on the states right to regulate. In Van Binsbergen v Bestuur van de Bedrijfsverenigning voor de Metaalnijverheif[30] the court ruled that upon finding a non-discriminatory restriction to fall within A43/59 (the test was originally used in the context of free movement of services but has been extended to establishment) the state will have to show that it can be objectively justified in pursuance of a public interest. On the one hand this is a positive step for the states as the ECJ is recognising their right to regulate under certain circumstances. The difficulty is that not only is an objective standard required, a standard that will judge the state not merely on what is best for that state, but also that the ECJ was prepared in Van Binsbergen[31] to hold that the measure was not sufficiently tailored to the particular aim of the regulation. For a state attempting to hold on to autonomy, this is arguably the worst possible result, to have the ECJ making recommendations about internal legislative functions. The other complication with this proportionality test arises from the complications for a state in assessing the likelihood of prevailing at the ECJ. Even on the question of what constitutes proportionality, the case law has mushroomed into a determination of the various factors that need to be taken into account. In Criminal Proceedings against Webb[32] the court made a list of factors that would be taken into account, including whether or not a similar test existed in the individuals home state. The re-claiming of territory lost As with free movement of goods, there are exceptions which the states can attempt to fit their regulations into. Once again, the enumeration of these in the Treaty (Articles 46 and 56) is both a blessing and a curse. On the one hand the court can at worse apply them strictly; they cannot remove the right to a defence from the members. On the other hand, the ECJ have used the enumeration to state that the at least for discriminatory measures, only those enumerated defences may be utilised (Bond van Adverteerders v Netherlands([33]. There is one area that the ECJ has deemed sacrosanct. A55 states that the rules on establishment are null and void when related to â€Å"the exercise of official authority†. In Reyners v Belgium[34] the ECJ held that this had to be related to sovereignty and† majesty† of the States. Unsurprisingly the states have seized on this to try and hit a metaphorical home run by forcing as many measures through this loop-hole. It is possibly because of Luxembourg’s wide ranging approach to the Reynors[35] case that the ECJ drew the narrowest possible interpretation emphasising that simply because a profession exercised some official duties, the entire profession could not be exempt. The official purpose exception may still be invoked but it will be an exception rather than the rule. In passing it should also be noted that the states do have some rights reserved to the. Under A43 there is express mention of the non-appliance of the article to citizens of that nation. Although the ECJ have wavered on this point, in Ministere Public v Auer[36] the ECJ held that the ‘foreign’ qualification was crucial. Thus there is nothing to prevent state a denying rights to their own citizens that to any other states citizen would be in breach of the article. This is likely to be a pyrrhic victory given that few states will have any desire to hinder their own citizens. Last chance saloon The final chance for the national authorities to claim some of the territory in this battle is with the ability to derogate that is contained in A46(1). The texts, in particular Barnard and Craig, set out the individual case law for each of the exceptions. This section simply focuses on the general approach in an effort to ascertain how helpful the derogation powers are to the national authorities. The first benefit that the states have is that it is not merely the ECJ who have commented on the derogations. Directive 64/221 Article 2 sets out the guidelines that must be followed. While the states may have hoped for more sympathy from the Commission than they received from the ECJ, they will have been disappointed. The articles merely set out a number of restrictions, including the point that the states cannot use it merely to further their own economic agendas. Indeed, the situation for the States is so unappealing that Craig emphasises (at788) that there is â€Å"little scope for manoeuvre†¦by the Member States†. Possibly the most illustrative case in this area is Van Duyn v Home Office[37] where the UK convinced the ECJ that they should be allowed to derogate in the case of an individual who was entering to work for the Church of Scientology. The ECJ ruled that it was irrelevant that the practice of this religion was not universally condemned. While this might encourage states, they would have been concerned by a later part of the judgement where the court emphasised that had she merely been a member the derogation would not have been permitted. In many ways this was typical of the ECJ’s approach to these case; advancing the cause of the States one step and with the same movement moving them two steps back. Equally illustrative was Bonsignore v Oberstadtdirektor der Stadt Koln[38] where the court took the sizeable stride of stating that past criminal convictions may not be enough to derogate from the articles. It I fair to say that this would frustrate any official in a State who would find that their hands were being tied, not on n integral international level, but on the basic and fundamental needs of national security. CONCLUSION The first conclusion is, and has to be that no definite answer can be given. As long as the federalism debate is answered by the ECJ and not the Commission, the answer will depend on the date of the cases and the environment at that particular time. It can be said though that regarding both free movement of goods and freedom of establishment, any regulations that are deemed to be discriminatory will be prima facie void and that it will be exceedingly difficult to persuade the court of the need for the regulation. Regarding non-discriminatory regulations, the situation also looks bleak for national policies with Cassis in particular emphasising central dominance. There are chinks of light within the Treaty itself and within parts of the ECJ jurisprudence. Overall though the path that the ECJ is taking leads in one direction only, and either they or the Commission will eventually minimise national policies to the point of virtual insignificance. Possibly the most clinical analysis can be found in Usher at 83 when he writes: It can hardly be denied that the Community now exercises considerable substantive powers which the Member States no longer exercise or lay claim to exercise- the exceptional cases being so infrequent as to be regarded as a major crises. BIBLIOGRAPHY BOOKS Barnard C‘The Substantive Law of the EU’ The Four Freedoms 1st Edition Published by Oxford Press Burrows F‘Free Movement in EC Law’ Published by Oxford Press Craig P /De Burca C‘EU Law, Text, Cases, and Materials’ 2nd Edition Published by Oxford Press Levasseur A‘The Law o the EU, A new Constitutional Order’ Published by Carolina Academic Press Rometsch D (edited)‘The EU and member states. Towards institutional fusion?’ Published by European Policy Research Unit Series Usher J‘EC Law and National Law. The Irreversible Transfer?’ Published by George Allen Woods L‘Free Movement of Goods and Services within the EC’ Published by European Business Law Library ARTICLES- GOODS Dirks K‘The Market Citizen: Economic Integration and Citizenship in the European Union’ Columbia University, 2005, http://www.columbia.edu/cu/polisci/pdf-files/dirks.pdf Gormley LW ‘Cassis de Dijon and the Communication from the Commission’ (1981) 6 ELev 454 Pitiyasak S‘Free Movement of Goods Within EU’ (17/12/2005) http://members.tripod.com/asialaw/articles/saravuth.html Steiner J‘Drawing the Line: Uses and Abuses of Article 30 EEC’ (1992) 29 CMLRev 749 Weatherill S‘After Keck: Some Thoughts on how to Clarify the Clarification’ (1996) 33 CML Rev 885 White E‘In Search of the Limits to Article 30 of the EEC Treaty’ (1989) 26 CMLRev 235 Wils WPJ‘The Search for the Rule in Article 30 EEC: Much Ado About Nothing?’ (1993) 18 ELRev. 475 ARTICLES- ESTABLISHMENT Lonbay J‘Picking over the bones: Rights of Establishment Reviewed’ (1991) 16 ELRev 507 The General Programme (1961) OJ Spec. Ed. Second Series IX O’Keefe D‘Practical Difficulties in the Application of Article 48 of the EEC Treaty’ (1982) 19 CMLRev 35 CASES- GOODS Case 22/70 Commission v Council [1971] ECR 263 Case 2/73 Geddo v Ente Nazionale Risi (1973) ECR 865 Case 154/85 Commission v Italy (1987) ECR 2717 Case 249/81 Commission v Ireland (1982) ECR 2717 Case 82/77 Openbaar Ministere v Van Tiggele (1978) ECR 25 Case 120/78, Rewe-Zentrale AG v Bundesmonopolverwaltung fur Branntwein (1979) ECR 649 Case 155/80 Obel (1981) ECR 1993 Cases 60 and 61/84 Cinetheque SA v Federation Natioanle des Cinemas Francais (1986) ECR 2605 Cases C-267 and 268/91- Criminal Proceedings against Keck and Mithouard (1993) ECR I-6097 Case 412/93, Societe d’Importation Edouard Leclerc-Siplec v TFI Publicite SA (1995) ECR I-179 Case C-368/95, Vereinigte Familiapress Zeitungsverlags- und Vertreibs GmbH v Heinrich Bauer Verlag (1997) 3 CMLR 1329 CASES- ESTABLISHMENT Case 352/85, Bond van Adverteerders v Netherlands (1988) ECR 2085 Case 2/74, Reyners v Belgium (1974) ECR 631 Case 221/85, Commission v Belgium (1987) ECR 719 Case 107/83, Ordre des Avocats v Klopp (1984) ECR 2971 Case 292/86, Gullung v Conseil de l’Ordre des Avocats (1988) ECR 111 Case 136/78, Ministere Public v Auer (1979) ECR 437 Case 33/74, Van Binsbergen v Bestuur van de Bedrijfsverenigning voor de Metaalnijverheif (1974) ECR 1299 Case 279/80 Criminal Proceedings against Webb (1981) ECR 3305 Case 41/74, Van Duyn v Home Office (1974) ECR 1337 Case 67/74, Bonsignore v Oberstadtdirektor der Stadt Koln (1975) ECR 297 1 Footnotes [1] ECJ [2] Formerly A30 [3] Formerly A52 [4] ‘Free Movement of Goods and Services within the EC’ at 2 [5] Case 22/70 [1971] [6] ‘EU Law, Text, Cases, and Materials’ at 582 [7] ‘The Search for the Rule in Article 30 EEC: Much Ado About Nothing? [8] Case 2/73 (1973) [9] ibid [10] Case 154/85 (1987) [11] Case 249/81 (1982) [12] ibid n4 at 588 [13] Case 82/77 (1978) [14] ibid [15] Case 120/78 (1979) [16] ibid n4 at 607 [17] ‘After Keck: Some Thoughts on how to Clarify the Clarification’ [18] Case 155/80 (1981) [19] Cases 60 and 61.94 (1986) [20] Cases C-267 and 268/91 (1993) [21] ‘In Search of the Limits to Article 30 of the EEC Treaty’ [22] ibid n20 [23] ibid [24] Case 412/93 (1995) [25] Case C-368/95 (1997) [26] (1961) [27] Case 221/85 (1987)

Essay --

The effects of observational learning on children Does allowing children to watch violent television and what they see on a daily basis in their lives from peers and adults effect their actions, and thoughts? The answer is simply yes! When it comes down to the facts, children’s behaviors are greatly influenced from what they see going on around them. Children can be taught to be violent or they can be taught to be kind, they can be taught to be confident, or they can be stripped of their self-confidence, they can be taught to be great or they can be taught to fail in life all from observing how adults and peers in their life act. Children start out in life observing everything that everyone and everything around them are doing. They learn to walk, talk, and feed themselves from observing what their parents, siblings, and other people around them do. They learn these things from observing and then imitating them. â€Å"It has been found that infants as early 6 weeks old imitate facial expressions and infants 6 and 9 months of age have shown to exhibit deferred imitation of actions demonstrated with objects† (Jones, Hebert. 197). â€Å"Recently researchers at the University of Washington and Temple University have found the first evidence revealing a key aspect of the brain processing that occurs in babies to allow this learning by observation† (â€Å"Baby Brains Learn Through Imitation†). In their study they found that when a baby observed an adult touch a toy with their hand the same part of the brain that controls the same hand on the child would light up. The same was true if they obs erved an adult touch the toy with their foot, the foot part of the child’s brain would light up. These results showed that when babies observed someone els... ...Jones and Hebert found that infants as early as 6 weeks old imitate facial expressions and infants 6 to 9 months of age have shown to exhibit deferred imitation of actions demonstrated with objects. Greer, Dudek-Singer and Gautreaux found that even weeks after their study was completed that the children’s behavior was still able to be reinforced with the plastic discs that were used in their experiment. The exposure to chronic alcoholism by parents effect children well into adulthood and in almost every area of their lives from health to relationships and Huesmann, L. R., Moise-Titus, J., Podolski, C., & Eron, L. D. found that exposure to early childhood violence on television effects children well into adulthood. These studies are proof that what children observe growing up does effect what they learn and can have horrible effects on who they are when they grow up.

His taints and honours waged equal with him? Essay -- essays research

Philo, one of Antony’s loyal friend and partner in war, has seen Antony going from one respectable soldier to then abandoning his everything about the empire upon meeting Cleopatra. He is not confident into which category Antony fits into. (5.1) Many roles are played by Antony; therefore we see different sides of the argument. Antony can claim greatness for serving the needs of his country and his empire as fighter and as a leader. He can be seen as equal as Caesar, as he commits suicide, seen as a honourable thing to do. Antony’s once loyal and heroic background all changes when he comes across Cleopatra. A once great military reader is now in decline due to her charm and bewitching nature. The first sign we see this occurring is when Philo says the temple pillar of the world transformed into the strumpet’s fool (1.1). In differences between Roman and Alexandrian ways of life has a big influence on Antony’s behaviour and each view of Antony’s â₠¬Å"taints and honours† very differently. Shakespeare could be seen as using shock tactics to challenge the audiences of the time such as Antony’s suicide, which is a grave crime for the Protestant religions of that period. Different audiences will tend to view Antony’s behaviour differently.   Ã‚  Ã‚  Ã‚  Ã‚   Philo complains that Antony has abandoned the military endeavours. Antony was the military hero and disciplined statesman, but seems to have happily abandoned his reason in order to pursue his passion. He himself says, â€Å"here I am Antony, yet cannot hold this visible shape† (4.14). He, right after this, declares that, â€Å"let in Tiber melt and the wide arch of the ranged empire fall!†(1.1) Therefore, at this early stage, on the evidence provided, the audiences have already seen how badly Antony has switched to another side of himself. They now are aware that his taints now far outweigh his past honours in Roman eyes. Antony tried very hard to fight the conflict between public duty and private life. The fist such example one sees when Antony returns to Rome to fight against Pompey, as Antony describes it, â€Å"Our quick remove from hence†(1.2). This sense of duty creates anxiety for Cleopatra, as in the following scene we see her asking Alexas for his whereabouts, â€Å" see where he is, who’s with him, what he does†.   Ã‚  Ã‚  Ã‚  Ã‚   Antony falsely marries Octavia, thus bringing in another woman ... .... This will already give Antony a bad name, negative role, and identity. However Shakespeare first designed the play as, a â€Å"tragedy†. By indicating its dramatic genre, the audience will in the end see how Antony can be a hero serving his domain, country people and see to the extent his honourable death.   Ã‚  Ã‚  Ã‚  Ã‚   The argument to what extent makes Antony honourable or not is extremely complex, with equal evidence on both sides. Antony as an honourable figure is backed up by his loyal soldiers at the very beginning by his closely followed friends in and out of war, Enobarbus and Philo, who speaks the quote, being two of his most trusted companions and followers.   Ã‚  Ã‚  Ã‚  Ã‚  However arguments against Antony is particularly from Cleopatra and Caesar’s attendants and servants. However Caesar, to a degree, did fully support Antony before his â€Å"let in Tiber melt†, Octavia and his â€Å"hand to hand combat† and in the end, declares this (5.1). So, in conclusion, with the support of Enobarbus his loyal support and in the opposite ends of the time scale, Caesar, Antony is very much holds an admirable past rather than his apparent downfallen soldier he was.