Sir Gawain And Don Quixote - 1373 Words

Chris Shea ENG 203 – Final Essay Professor Meghan Evans 12/09/15 Who is More Chivalrous, Sir Gawain or Don Quixote? Sir Gawain and Don Quixote†¦these brave men bolster the honor, courage, and bravery which can be only demonstrated by that of the chivalrous knight. They face strong adversity, yet are able to use their wit and cunning in order to gain the upper hand. They uphold the laws of chivalry every knight must obey. First a knight must obey God. Then a knight must obey his King and his Lords. And then a knight must obey his Lady Love. Yes with their majestic nobilities, these brave men represent the epiphany of all that is great about knighthood. Of course this is all unless one is referring to Don Quixote. First off in Sir Gawain and the Green Knight, Gawain is a legitimate knight. He serves the court of King Arthur and is among the famous Knights of the Round Table. When the Green Knight breaks into the castle and demands that King Arthur play the ‘Beheading Game’ with him, Arthur voluntarily comes up and gets ready to do so. But then in an action comparable to a model knight, Sir Gawain volunteers to behead the Green Knight in Arthur’s place. This leads to the Green Knight picking his severed head up and telling Sir Gawain to meet him at the Green Chapel in a year and a day. Time passes by to the beginning of the next winter, where Sir Gawain must leave King Arthur’s castle (Camelot?) and ride to the Green Chapel. After days of riding and encountering dangerousShow MoreRelated Loyalty in Sir Gawain and the Green Knight, The Odyssey by Homer and Don Quixote by Cervantes1764 Words   |  8 PagesLoyalty in Sir Gawain and the Green Knight, The Odyssey by Homer and Don Quixote by Cervantes This essay has some structural problems. Loyalty is a theme found in many classics. The three classics that are discussed in this paper are _Sir Gawain and the Green Knight_, written by an unknown author, _The Odyssey_ by Homer, and _Don Quixote_, written by Miguel de Cervantes. In all three of the masterpieces loyalty can be traced through the characters action and words. Loyalty is evident inRead MoreDon Quixote Essay1083 Words   |  5 PagesLiterature Don Quixote Essay â€Å"With these word and phrases the poor gentleman lost his mind,† (Cervantes 20). In the beginning of Don Quixote, the reader is introduced to a man engulfed in chivalric books, who soon loses his mind in the stories of knighthood. Don Quixote is labeled as an insane man by the narrator who soon proves this statement through Don Quixote’s delusions and eccentric behaviors. As the narrator describes the delusions, the narrator’s tone is overly mocking towards Don Quixote’sRead MoreAn Assortment Of Heroism : Sir Gawain And The Green Knight1171 Words   |  5 Pagestales, Sir Gawain and the Green Knight, Beowulf and The Dream of the Rood each have particularly strong themes of heroism, though, they each have their own distinct idea of what heroism is, their own flavor one might say. It is partly because of their strong themes and ideas that they are still well-known and read today. A story without a theme or real purpose has little to no value whatsoever. Perhaps the most notable thing to mention about the gallant character of Sir Gawain in Sir Gawain and theRead MoreThe Sonnet Form: William Shakespeare6305 Words   |  26 Pagessonnets were written—the sonnet was the form of choice for lyric poets, particularly lyric poets seeking to engage with traditional themes of love and romance. (In addition to Shakespeare’s monumental sequence, the Astrophel and Stella sequence by Sir Philip Sydney stands as one of the most important sonnet sequences of this period.) Sonnets were also written during the height of classical English verse, by Dryden and Pope, among others, and written again during the heyday of English Romanticism

The Conventional Scope Of Economics - 2420 Words

Introduction The word monopoly originates from the Greek words ‘monos (single)’ and ‘polein (sell)’ (Wikipedia, 2014), thus, it means a market with only one seller. Being the sole producer a monopolist is alleviated from many constraints faced by traditional sellers. This paper will examine monopolies in through market pricing and strategies in the face of government regulations. It will examine Standard’s Oil monopoly in the US and the role of government regulation to break down the monopoly. It will also examine the recent use of anti-trust laws in China to examine the role of regulations on monopolists. Theoretical Review Classical economics is built on the metaphor of the invisible hand and principles of supply and demand.†¦show more content†¦Monopolists derive their demand curve from the average revenue which is the price they receive per unit. To choose a profit maximizing output level monopolists use marginal revenue which is the change in revenue per unit increase. Since monopolists are the only seller in the market they are not affected by a supply a curve but by their marginal costs. Monopolists maximize their profits by equating their marginal revenue to their marginal costs. The golden rule for pricing for a monopolist is to ensure the price is higher than the marginal costs, but by an amount that is inversely related to demand so as to offset the traditional rules. This golden rule helps in understanding why monopolies occur in certain sectors which are very inelastic. The next section will provide a brief overview of the Standard Oil Monopoly. Standard Oil-Overview In the real world it would be impossible to imagine a monopoly pertaining to anyone sector or industry, at best there can be influential firms. Standard Oil, however was the exception to that it is exemplary of the word monopoly. This section will provide a brief history of Standard Oil and the monopoly it had over US oil. The company was founded by John D. Rockefeller often dubbed as the wealthiest man in history in 1870, and within ten years he

Business Strategy and Sustainability Environment †MyAssignmenthelp

Question: Discuss about the Business Strategy and Sustainability Environment. Answer: Introduction: Over the past few decades there has been an increasingly growing moral pressure for companies to proactively evaluate their impact on the environment, particularly with consideration of adopting the ISO 14001 environmental management systems. Studies have established that businesses contribute the most to the deterioration of environment through pollution and therefore need to work towards environmentally sustainable business operations. While businesses remain reluctant to adopt the ISO 14001 EMS, owing to the cost of implementing the system, it is widely suggested that corporate commitment to EMS does not only benefit the environmental conservation but creates a win-win situation where business stands to benefit in terms of performance if they comprehensively adopt the system. This essay seeks to highlight the variety of values that a business stands to gain by holistically adopting ISO 14001; a gain that far surpasses the cost and challenges incurred in inculcating the environment al management system in their corporate policy level. Since the advent of ISO 14001, environmental management system in 2015 there has been a debate on the cost benefit analysis factor of pro actively adopting the system. ISO 14001mainly involves integrating environmental factors within business decision processes, strategic operations and operations. Although adoption of EMS is depicted as voluntary within businesses, the increasing pressure for its implementation from customers, governments and business stakeholder has led to ISO 14001 becoming a dominant debate in the current times. Coupled with the adverse effects facing the global community such as global warming, diminishing raw materials, increased pollution levels as well as overflowing waste sites, environmental preservation becomes a moral call to action among all stakeholders to commit, plan, implement and review their activities to mitigate their impact on the environment(Prajogo, Tang and Lai 2012). However, businesses need to create a balance in achieving the triple bottom line that includes profits, people and planet given the scarcity of resource and the growing need to remain competitive. In this case EMS implementation is likely to present companies with significant benefits with regards to strategic direction, operations and overall performance of the company. The comprehensiveness of ISO 14001:2015 system emphasizes on an a holistic optimization of resource utility across all aspects of any business, which may include supply chains, operations, marketing among others with an aim to develop sustainable businesses that minimize their impact on environment. The system mainly emphasizes on aligning the environmental agenda to corporate agenda at the policy making level and subsequently in the corporate culture development. While some companies may view EMS adoption as a burden that comes at considerable cost towards conserving the environment, studies illustrate that ISO 14001 provide an opportunity to drive company performance by adding value to business value proposition. Motivations leading a Firm to Adopt ISO 14001 There are two main motivators that prompt companies to adopt an EMS namely external pressure and internal pressures. External pressures involve demands for environmental conservation from external parties such as government and environmental lobby groups that have a vested interest in environment preservation. Internal pressures are borne out of a companys understanding of the strategic benefits that could be gained from adoption of EMS. Customers and suppliers are increasingly becoming environmental conscious which may pose as a threat to company operation in an event where ISO 14001 certification is demanded. Notably, internal motives are evaluated as the most effective drivers of EMS adoption as they would enhance the companys commitment to appropriately internalize EMS (Iatridis and Kesidou 2016). Furthermore, by putting EMS hand in hand with business agendas, the long-run outcome is sustained company performance and an environmental improvement. The ISO 14001:2015 integration involves seven key stages that include: policy development, initial review of scope of environmental factors a company might impact, rolling out an environment program with objectives that company aims to achieve, Implementation of EMS with oversight on operating effectives, review and audit of the EMS, auditing and review of the EMS and finally the publishing of an EMS milestone report and certification (International Organization for Standards 2015). Emphasis on good management practices at the center of environmental program allows for companies to derive meaningful benefits in the overall objectives of a business. Resource Wastage And Cost Control With the increased competition and increase shareholder value, the need to maximize on revenue and minimize on costs is apparent. Adoption of an EMS system helps in the identification, control and reduction of environmental and operational occurrences that imply higher financial liability and cost towards the firm. Apart from mitigating against liabilities such as fines and damage expense and prosecution for non-compliance; emerging from a breach of environmental regulations, ISO 14001 offers market-based approaches that insist on good management practices that consider sustainability of businesses with respect to the environment. This includes maximizing on efficient processes in all operations such as product development and manufacturing, supply chains, management structures procurement, that are an expense towards value delivery (Di Noia and Nicoletti 2016). Given that each process has an environmental impact, companies adaptation of EMS at policy level can minimize on cost by co ntrol wastage at all levels of operations. Notably many companies that are ISO 14001 certified realized a cost savings especially in input material cost and energy conservation as a reduction on wastage was realized. Avoidance of environmentally harmful incidents such as Exxon Valdez oil spill into the Spanish coastal Ocean, that brought about significant financial and environmental costs to the company can be met by conducting an environmental review of a firms location and operations. In such a case EMS decreases liability risk on all fronts of strategic operations. Companies that implement EMS system have an increasingly easier time in avoiding damages that arise from non-compliance to legally enforceable environmental requirements. In some cases, legal penalties may include closure and deregistration of a business, which comes at high cost of the firm. While some firms partly implement environmental management to meet the acceptable standards within the law, they may consistently have a hard time to react to change in legal framework which may require a great deal of resources (Hahn et al., 2010). However firms running EMS have better adaptability to conveniently adjust and maintain regulatory standards (Di Noia and Nicoletti 2016). Instance of firms making last minute rushes to comply with changing environmental requirements could exert high strains on the companys cash flow and resource allocations that may in some cases lead to bankruptcy (Gavronski, Ferrer and Paiva 2008). Therefore, having a laid out environmental plan that is continuousl y reviewed enhances a firms ability to meet legal requirement at relative ease and appropriately meeting the resource needs of any legal requirement changes. Improvement Of Corporate Image And Credibility That Enhances Financial, Social And Market Value Corporate Image and credibility carry a lot of weight in as far as marketing value and customer satisfaction is concerned. The image perception of a company among its market base is bound to create a differentiation value on a firms value proposition which in turn becomes a competitive advantage. Green orientation is fast becoming the new frontier of differentiation as stakeholders continually insist on environmentally friendly products (Drake, Purvis and Hunt 2004). Furthermore such firms stand a chance to gain financially and in market value by appealing to a wider market share of environmentally conscious consumers that may perceive a firms meaningful commitment to environment conservation (Di Noia and Nicoletti 2016). Adoption of EMS provides for integration of environmental awareness within a corporate culture that transcends from the top to bottom levels of an organization. Instilling an environmentally conscious staff comes at a cost of conducting training and providing oversi ght function at staff and management levels respectively (Mohamed, 2001). However the benefits associated to implementing EMS are diverse which range from appraisal of company image, increased market base as well as customer and supplier satisfaction. All this factors contribute to overall increased performance of a firms and sustainability in the future value addition (Drake, Purvis and Hunt 2004). Corporate social Responsibilities have worked well in assuring the social communities of a firms commitment to their well being. EMS provides for a systematic and continuous improvement of environmentally sound program that helps in attaining the three bottom lines of a company i.e. profits, people and planet management (Hall 2011). This translates to better stakeholders relationships that help improve on future market performance As in any firms strategy planning and implementation, EMS requires a high commitment from all the stakeholders, especially the top management. In order for effective adoption of company policies, top management commitment is crucial as it sets an example to the wider corporate structure and also cultivates a strong culture that emerges from frequent interaction between the management class and the other stakeholder of a corporation (Beckmann, Hielscher and Pies 2014). Similar, implementation of EMS promotes a culture of increased communication and involvement of management class in a bid to maintain a viable EMS program. Consultations between departments are also crucial so as to align cost effective measures that seek to optimize on operational efficiency (Dixon, Mousa and Woodhead 2005). While implementation of EMS may present difficulties such increased workload in reporting and time resource, the ability to enhance collaboration provides for value addition not only with an aim to conserve the environment, but also improving the employee-employer relationship as they interact to deliver major organizational objectives. Promotion of Fast And Innovative Improvement On Processes As Well As Response To Issues. ISO 14001 provide for continuous improvement on a firm's environmental policy milestones. This involves implementing Demings Plan-Do-Control- Act model of reviewing processes. Following such a process, coupled with the integration of environmental conservation culture, a firm stands a better position of developing innovative process that impact less on the environment while maximizing company efficiency (Melville 2010). Innovation mainly stems from fulfilling a desire that is not fulfilled by current value propositions. In this case adopting environmental management systems at policy level allows for the development of innovative ideas that would work to meet the three main bottom-line objectives of an organization: profit, people and planet. Continuous improvement on processes enhances the development of new and innovative avenues to meet company goals and creating a positive impact on the environment. Such a process orientates stakeholder to change and therefore change management i s welcome while resistance to change is minimized (Melville 2010). Companies that develop long standing status quos may find high resistance to change whether in environmental management or in business operations. However the continuous improvement element of ISO 14001 psychologically encourages the idea of change that positively affects the firms and the environment. When a firm is committed to environmental management, personnel have a moral and ethical duty to act on quickly on issues that impact on environment within their day-to-day duties. Having a structured process of implementation set out clear guidelines which are communicated in time for implementation thus enhancing response to changes and imminent environmental hazards. Research studies have shown that employees are motivated when they valued and work towards impacting a positive change. In many respects, environmental management is intertwined with Corporate Social Responsibility and thereby a contending factor among many potential employees(Drake, Purvis and Hunt 2004). In such a case firms that fail to adopt ISO 14001 are at a disadvantage of being passed over by highly skilled employees for an environmentally conscious firm. Additionally, increased social pressures to go green may also lead to employee turnover as employees feel uncomfortable working in a company that is notable in environmental proliferation(Drake, Purvis and Hunt 2004). The cost of employee turnover is consider to be greater than that of retaining satisfied employees. Thus a firm may suffer higher cost of recruitment and training of employees while compromising the consistency of performance as staff changes are not always a smooth transition. In such cases, commitment to EMS enhances a companys stability as its concern for the environment may inspire dedication and loyalty among staff which translate to better service delivery to end consumers and overall performance. Conclusion It is evident that with adoption of Environmental Management System comes at cost of financial, time and work input resources. However the notion where EMS adoption is treated as a burden that needs minimized environment consideration may leave a firm at a disadvantage. Instead a firm needs to consider EMS as investment of value that is realized across many levels of the organization. WE find that apart from minimizing the risk of liability resulting from unpreparedness to environmental hazards and non-compliance of environmental regulation, inculcating EMS at the policy level, enhances the development of a green culture throughout the organization. The results of have a framework that plans, controls and evaluates a firms environment impact installs internal and external stakeholders confidence of a firms commitment to sustainable growth at economic and environmental scopes. Therefore ISO 14001 does lead a firm into numerous opportunities that present a win-win situation for both th e firm and the environment. References Prajogo, D., Tang, A.K. and Lai, K.H., 2012. Do firms get what they want from ISO 14001 adoption?: an Australian perspective. Journal of Cleaner Production, 33, pp.117-126. Iatridis, K. and Kesidou, E., 2016. What drives substantive versus symbolic implementation of ISO 14001 in a time of economic crisis? Insights from Greek manufacturing companies. Journal of Business Ethics, pp.1-19. Di Noia, A.E. and Nicoletti, G.M., 2016. ISO 14001 Certification: Benefits, Costs and Expectations for Organization. Studia Oeconomica Posnaniensia, 4(10), pp.94-109. International Organization for Standards 2015, ISO 14001 Key Benefits, viewed 29 September 2017, https://www.iso.org/files/live/sites/isoorg/files/archive/pdf/en/iso_14001_-_key_benefits.pdf. Beckmann, M., Hielscher, S. and Pies, I., 2014. Commitment strategies for sustainability: how business firms can transform trade?offs into winwin outcomes. Business Strategy and the Environment, 23(1), pp.18-37. Melville, N.P., 2010. Information systems innovation for environmental sustainability. MIS quarterly, 34(1), pp.1-21. Hall, T.J., 2011. The triple bottom line: what is it and how does it work?. Indiana business review, 86(1), p.4. Drake, F., Purvis, M. and Hunt, J., 2004. Meeting the environmental challenge: a case of winwin or losewin? A study of the UK baking and refrigeration industries. Business Strategy and the Environment, 13(3), pp.172-186. Hahn, T., Figge, F., Pinkse, J. and Preuss, L., 2010. Trade?offs in corporate sustainability: you can't have your cake and eat it. Business Strategy and the Environment, 19(4), pp.217-229. Mohamed, S.T., 2001. The impact of ISO 14000 on developing world businesses. Renewable Energy, 23(3), pp.579-584. Dixon, R., Mousa, G.A. and Woodhead, A., 2005. The role of environmental initiatives in encouraging companies to engage in environmental reporting. European Management Journal, 23(6), pp.702-716. Gavronski, I., Ferrer, G. and Paiva, E.L., 2008. ISO 14001 certification in Brazil: motivations and benefits. Journal of Cleaner Production, 16(1), pp.87-94.