Human Resource Case Study Essay Example for Free

Human Resource Case Study Essay 1. I think his request is reasonable. Nancy should have the time to address Mark’s request to develop an appropriate structure to deal with the growth of both companies. She will be able to present the possible strategies to overcome a shortage of employees. As well, she can discuss reasons why Family Distribution has experienced such a drastic fallout of staff over the past two years. Another topic she should have time to research are the complaints about the hiring practices at Family Manufacturing, whether they have genuine merit, and if so, what can be done to correct the situation. She should also be able to address the concerns of the vice president’s of both companies. . 2. I would not recommend one comprehensive plan for both companies because they are both experiencing different challenges that require separate action plans. Family Medical Distribution is making far less profit than it did at its peak in 1989 and has had to evolve into a specialty distributor of high end supplies just to stay afloat. Family Medical Manufacturing, on the other hand, is continuously exceeding its growth and profit projections yearly. They have the potential to grow the company even further but do not currently have the human resources to do so. . 3. Sam is a person who has been with the company for quite a long time. He has served in various positions and moved his way up the ranks, so he would have a good understanding about how the business is run. I think that Nancy should befriend him to understand his point of view and unique insights on how the company has evolved over time. . I think that Sam understands that a plan needs to be implemented to turn the company around. He has spent time and resources trying to evaluate his marketing department, sales, and operations. He’s even expressed that the staff need to work â€Å"smarter† not â€Å"harder†, but has given no specific direction on what could be done to make this a reality. His skepticism towards the value of HR seems to be based on the results of a department that has been running without a manager for the past 13 months. Even though the HR associate, Claire Jackson, has done a great job trying to keep things afloat, she simply does not have the time or expertise to run the entire department by herself. His judgment of the results is fair in the sense that HR is not particularly useful in its current incarnation, but he doesnt seem to have the insight to understand how much it could accomplish if it were running smoothly with competent leadership. . Nancy should explain to Sam that the best way to make the company more efficient and to work â€Å"smarter† is by appreciating how important a structured, secure working environment is to people. In order to make the company more profitable, she needs to convince him that the most important thing to do right now is to sort out how best to utilize people to achieve quality performance while at the same time promoting a business plan that will encourage growth. . 4. One glaring challenge is that there are four past complaints about hiring practices. Trust among the employees for the hiring process has been diminished, and the damage has already been done. Even though Mark Olsen seems to understand the importance of a strategic HR program, he has made some critical mistakes and shown a lapse in judgment in three ways. . Firstly, he has shown a bias in hiring people from his former employer in all cases of formal complaints made against the company. It is doubtful that the interview and selection process for these positions was done in a fair, unbiased manner. . Secondly, he has ignored the resources he already had at his disposal by hiring employees externally. In all formal complaints the employees had the education and training do the job they were applying for. Most people want a sense of purpose and accomplishment from their careers, and ignoring that basic desire will only create discontent among the workforce. . Finally, he disregarded and disrespected the entire hiring process by promising a position to someone before the opening had even been posted. In my opinion, this type of favoritism is one of the fastest ways to demoralize people. . At the upcoming meeting for Nancy’s presentation of her human resource plans, she needs to address these mistakes and explain to Mark how important it is to follow procedure, respect the hiring process, and moreover to respect his own employees. . 2. When Nancy present’s her plan, she needs to explain the different challenges that both companies are dealing with. There are pressures and opportunities to be found in both cases. Family Medical Distribution is a well respected company but has undergone significant downsizing due to government cutbacks. The opportunity here is to create an efficient supplementary business that will complement its manufacturing counterpart. Family Medical Manufacturing has plenty of room to grow, but not enough qualified personnel to help develop its upcoming products. . Next, she should state what goals of the company are to get clear about where they want to be in a five year time frame and what it will take to get there. Mark has said that his goal is to enter the home nursing market, so the plan needs to account for what needs to be done to achieve this goal from a HR perspective. . I think the most important issue that both companies need help with is in utilizing the talents and skills of their workforce in a way that compliments the needs of both divisions. The best solution is to consider both companies as one working unit from a HR standpoint. The deficiencies in staffing at Manufacturing could feasibly be satisfied by transferring the appropriate staff from Distribution. This would be an elegant way of taking care of the staffing needs of both companies while at the same time improving employee relations with upper management, an important first step in regaining a sense of trust and security. Nancy should also suggest that some of the money and employee benefits invested in Manufacturing’s new facility be put into effect at Distribution’s plant. It’s important to show genuine equality to employees and this would help to impart the understanding that both businesses are important for continued success.

The Influence of British/Celtic Myths and Figures in Haydn Middletons Lie of the Land :: Middleton Lie of the Land Essays

The Influence of British/Celtic Myths and Figures in Haydn Middleton's Lie of the Land The following is a list of explications pointing towards British and Celtic myths and figures. While pursuing the Celtic influences of Middleton's novel, I found myself searching for the meaning of other present mysteries. This author's twist of two cultures creates a spectrum for possible explication. It seems that the Celtic material melds into British society throughout this novel. In search of specific markers I found myself concentrating mostly on Haydn Middleton's use of names. Textual Explications: 1. First of all it is necessary to work with the cover pictures inside of the novel which exhibit Blake's "Dance of Albion" or "Glad Day." This art work is important because Blake, in his literary work, "personified Albion as a giant." Following the physical descriptions of David Nennius in the book, one grasps a mental picture of a large and giant like man. An early description of him found on page 15 connects him to the image of Albion. (15) "I'm large aren't I?" he said as he came to rest. "Six eight and a half in my stockinged feet." ( http://www.ealaghol.demon.co.uk/celtenc/celt_a1.htm) 2. Next of course is the reference to Albion itself. Albion is visible through Blake but also through David's story. On page 99, Emrys tells Nennius a story which confirms the name of Britain. Albion is described as "the primal archetype of the Celtic world." This name is a symbol for "all that flowed into creation of the unique and magnificent wonder known as the Celtic spirit. - The Otherworld (Albion) did not have historical foundation, but the historical world (the Britons of old called their island Alba) had an Otherworldly foundation." ( http://www.ealaghol.demon.co.uk/celtenc/celt_a1.htm) 3. Another important "mention" is Brutus. Nennius speaks of Brutus' conquests to Quinn on page 41. Brutus is said to have "founded a second Troy- Troia Nova (Trinovantum) on the banks of the Thames" where he "defeated an army of giants and chained their leaders, Gog and Magog, to be his porters." Basically Brutus is the crude Abraham or Moses of the Britons as far as ancestry is concerned. It is also important to quote that Brutus is the "great-grandson of Aeneas," who killed his dear father. 4. As long as I am examining names I must make a note on "Nennius." On page 77 of the book, Mary Machin (David's mother) buys a wedding ring and renames herself Mary Nennius after reading about Historia Brittonum. The Influence of British/Celtic Myths and Figures in Haydn Middleton's Lie of the Land :: Middleton Lie of the Land Essays The Influence of British/Celtic Myths and Figures in Haydn Middleton's Lie of the Land The following is a list of explications pointing towards British and Celtic myths and figures. While pursuing the Celtic influences of Middleton's novel, I found myself searching for the meaning of other present mysteries. This author's twist of two cultures creates a spectrum for possible explication. It seems that the Celtic material melds into British society throughout this novel. In search of specific markers I found myself concentrating mostly on Haydn Middleton's use of names. Textual Explications: 1. First of all it is necessary to work with the cover pictures inside of the novel which exhibit Blake's "Dance of Albion" or "Glad Day." This art work is important because Blake, in his literary work, "personified Albion as a giant." Following the physical descriptions of David Nennius in the book, one grasps a mental picture of a large and giant like man. An early description of him found on page 15 connects him to the image of Albion. (15) "I'm large aren't I?" he said as he came to rest. "Six eight and a half in my stockinged feet." ( http://www.ealaghol.demon.co.uk/celtenc/celt_a1.htm) 2. Next of course is the reference to Albion itself. Albion is visible through Blake but also through David's story. On page 99, Emrys tells Nennius a story which confirms the name of Britain. Albion is described as "the primal archetype of the Celtic world." This name is a symbol for "all that flowed into creation of the unique and magnificent wonder known as the Celtic spirit. - The Otherworld (Albion) did not have historical foundation, but the historical world (the Britons of old called their island Alba) had an Otherworldly foundation." ( http://www.ealaghol.demon.co.uk/celtenc/celt_a1.htm) 3. Another important "mention" is Brutus. Nennius speaks of Brutus' conquests to Quinn on page 41. Brutus is said to have "founded a second Troy- Troia Nova (Trinovantum) on the banks of the Thames" where he "defeated an army of giants and chained their leaders, Gog and Magog, to be his porters." Basically Brutus is the crude Abraham or Moses of the Britons as far as ancestry is concerned. It is also important to quote that Brutus is the "great-grandson of Aeneas," who killed his dear father. 4. As long as I am examining names I must make a note on "Nennius." On page 77 of the book, Mary Machin (David's mother) buys a wedding ring and renames herself Mary Nennius after reading about Historia Brittonum.

Lean

As trained industrial engineers, it seems pretty basic to us. Its simplicity is what makes it work. While the Japanese are rightfully given credit for re-vitiating the concept of lean, its roots really go back to Frederick Winslow Taylor of Bethlehem Steel in the asses and asses. Then it was called â€Å"Scientific Management. † The Taylor approach starts with a clean slate – it designs the process to, as much as possible, only include steps that create value in the product. It is well suited for new plants, new products or new processes. The Japanese approach addresses existing plants, products and processes.It is focused on eliminating â€Å"waste† (anything that is not adding value). As waste is reduced, quality improves, production times are reduced and cost is minimized. Various methodologies are used as tools to achieve this including Value Stream Mapping, AS, Kanata (pull systems) and error-proofing. Our view is that starting with Tailor's approach lets yo u establish the perfect world as a base line. Using the Japanese approach then helps you work toward the perfect world. Let's use a casting example. A typical process might be to cast, clean, finish, re-clean, machine and ship.Why do we clean, finish and machine? We now these processes often can't be eliminated but why not try? If the casting can be produced as-cast either by achieving best practice methods or changing casting methods (investment casting and lost foam often achieve as-cast parts), machining can be eliminated or minimized. If you don't put the stock on you don't have to take it off. Why is finishing (or at least why is so much) required? We know a state-of-the-art MEMO producing iron castings in green sand that require almost no finishing. Are you grinding/trimming parting lines?Then your patterns or molds may need attention. Are you grinding rough casting surfaces? Then your sand is not right or your die casting practices need improvement. Grinding gates? Can they b e relocated to areas where they can be left untouched and minimized using knife gating? Are you welding? If you are not Joining parts in welding all you are doing is fixing mistakes. Why do you clean before finishing? Good sand and shake-out practices should produce castings that are clean enough for finishing. Just clean one time after finishing. What's your scrap level?If you're not under 3% total scrap, no matter what casting method you use, you are not achieving best practice. That's without welding and other salvage operations by the way. There are metal casters achieving these levels every day. How do they do it? They share a lot of common traits. First, they understand what best practice is for the process they are using. That includes melting, molding, sand preparation, finishing or what-ever process they are using. They know the best practice way to do everything. You would be surprised at how many metal casters we visit who don't know what can be done.Next, they are fanati c about doing it the right way. That means equipment 2009 The Folk Group, Adolescent, PA, 18901. 1. 215. 340. 9072 www. Foolproof. Com Page 2 of 8 s well maintained, systems are defined, documented and implemented the same way every time and everyone is well trained and does their Job right. After that they focus on problem Jobs – ones that require re-design, special gating, handling or other steps to insure they are scrap free. Finally, they document all scrap and attack issues. There are other lean practices to implement. If production flows perfectly, there is no inventory waiting to be worked on.Metal casters have helped minimize work-in-process by installing conveyor lines to keep castings moving right through to finished goods storage. This eliminated putting the castings in totes and the added handling. One low to medium volume gray/ductile iron Jobbing foundry (casting weights under 50 pounds) we know now ships 30% of its production the same day and believes they can achieve 70% same day shipment. These standards aren't Just for the high volume or dedicated metal casting companies any more. â€Å"Automation† or â€Å"smart automation† is a part of lean manufacturing as well.Automation refers to automating the process so humans can focus on what humans do best. The objective here is to design the machine so it knows when it is working abnormally and alerts human. The human no longer has to monitor normal production but can focus on abnormal or fault conditions. Removing routine and repetitive activity reduces the chance for error. Lean manufacturing is focused on doing the right tasks, at the right place, at the right time, in the right quantity to achieve perfect work flow while eliminating waste (scrap) and with the ability and flexibility to change.Implementing lean manufacturing often requires a cultural change in all levels of the organization. Once management is committed, a program needs to be started that begins with small s uccesses and grows to include the entire organization. The Toyota Production System (TAPS) focuses on murk and mud. Murk focuses on the preparation and planning of the process, or what work can be eliminated in the design process. Mud are those waste steps and processes that add cost. Murk is used in new product design and mud is used to improve existing operations. TAPS identifies 7 key mud*.They are: 0 Transportation (moving products that is not actually required to perform the processing) 0 Inventory (all components, work-unprocessed and finished stock not being processed) 0 Motion (people or equipment moving or walking more than is required to perform he processing) 0 Waiting (waiting for the next production step) 0 Overproduction (production ahead of demand) 0 Over Processing (due to poor tool or product design creating activity) 0 Defects (the effort involved in inspecting for and fixing/scrapping defects) *From â€Å"Lean Thinking†, Woman, James P. ND Jones, Daniel T. , Free press, 2003, p. 352 What are the steps to developing a lean culture? 1 . Senior management needs to agree on a lean vision. Page 3 of 8 2. Identify the project leader and set objectives for the leader. 3. Communicate the plan and vision to the workforce 4. Solicit volunteers to form the Lean Implementation Team. Five to seven people with varied backgrounds seems to work best. 5. Appoint the Lean Manufacturing Implementation Team 6. Train the team in various lean tools. AS is often a good starting point. 7. Select pilot project implementation. . Implement the pilot. Evaluate the results, review and learn from mistakes made. 9. Roll out the next project(s). 10. Train supervisors how to teach and train their employees. 11. Continue adding and training in additional lean manufacturing tools. Page 4 of 8 FIVE S Companies frequently select AS as a method to start their lean manufacturing program. Five S is a manageable process that is relatively easy for people to understand and ge t their arms around. Five S is a reference to five Japanese words that have been transliterated and translated into English.The technique is characterized, incorrectly, â€Å"standardized cleanup. † It is more than that. Five S is a method to organize and manage the workspace and work flow with the intent of improving efficiency by eliminating waste, improving work flow and reducing process inefficiencies. The ass's are: Sort (Series), Straighten (Sexton), Sweep (Skies), Standardize (Quickest) and Sustain (Skittish). Sort – This means going through the work area and making sure only essential items are present. This is eliminating tools, materials, fixtures or any other items not used in the process.Everything else is stored or, preferably, discarded. Straighten – Straighten focuses on setting the workplace in order to focus on efficiency. This is more than Just arranging the tools and equipment where they will be used and in the sequence they will be used. It i s â€Å"straightening† the work path for materials, tools and the work process. Of all the steps this is the one that typically produces the greatest cost reductions. Straightening the work process can include changes in dies or tooling that reduces finishing labor, for example.It may include interaction with the customer to implement design changes that result in cost reduction or quality improvement. It is also the step that bears the most repeat visits to implement continual improvement. Sweep – This is Just what it says: keeping the workplace clean as well as neat. At the end of the shift, the work area is cleaned and everything is restored to its proper place. In straighten, the workplace is clearly marked where things go and gives confidence in the ability to find hat is needed when it is needed.The key point here is that cleanliness is a regular part of the daily work effort, not an effort initiated when the workplace gets too messy. Standardize – Standar dizing the work practices means operating in a consistent and standardized fashion. Everyone knows their role and exactly what his or her responsibilities are. Actions are taken the same way – the right way – every time. Sustain – This means more than Just maintaining what has been established. Five S becomes a way of life and a new way to operate. It is important that management does not allow a gradual cline back to the old ways of operating.Sustain also means that when an issue arises – a suggested improvement, a new tool becomes available, or a new output requirement – the process is reviewed improvement. Page 5 of 8 At times a sixth S – for Safety – is added. Five S purists argue that implementation of the AS protocols will result in safety. Implementation of the AS program usually starts with a manageable project. These tend to be in limited work areas or warehouse locations. Once implemented, the results are publicized and the concept is expanded to other areas. The strength of AS is the ease of understanding and implementing the concept. Lean As trained industrial engineers, it seems pretty basic to us. Its simplicity is what makes it work. While the Japanese are rightfully given credit for re-vitiating the concept of lean, its roots really go back to Frederick Winslow Taylor of Bethlehem Steel in the asses and asses. Then it was called â€Å"Scientific Management. † The Taylor approach starts with a clean slate – it designs the process to, as much as possible, only include steps that create value in the product. It is well suited for new plants, new products or new processes. The Japanese approach addresses existing plants, products and processes.It is focused on eliminating â€Å"waste† (anything that is not adding value). As waste is reduced, quality improves, production times are reduced and cost is minimized. Various methodologies are used as tools to achieve this including Value Stream Mapping, AS, Kanata (pull systems) and error-proofing. Our view is that starting with Tailor's approach lets yo u establish the perfect world as a base line. Using the Japanese approach then helps you work toward the perfect world. Let's use a casting example. A typical process might be to cast, clean, finish, re-clean, machine and ship.Why do we clean, finish and machine? We now these processes often can't be eliminated but why not try? If the casting can be produced as-cast either by achieving best practice methods or changing casting methods (investment casting and lost foam often achieve as-cast parts), machining can be eliminated or minimized. If you don't put the stock on you don't have to take it off. Why is finishing (or at least why is so much) required? We know a state-of-the-art MEMO producing iron castings in green sand that require almost no finishing. Are you grinding/trimming parting lines?Then your patterns or molds may need attention. Are you grinding rough casting surfaces? Then your sand is not right or your die casting practices need improvement. Grinding gates? Can they b e relocated to areas where they can be left untouched and minimized using knife gating? Are you welding? If you are not Joining parts in welding all you are doing is fixing mistakes. Why do you clean before finishing? Good sand and shake-out practices should produce castings that are clean enough for finishing. Just clean one time after finishing. What's your scrap level?If you're not under 3% total scrap, no matter what casting method you use, you are not achieving best practice. That's without welding and other salvage operations by the way. There are metal casters achieving these levels every day. How do they do it? They share a lot of common traits. First, they understand what best practice is for the process they are using. That includes melting, molding, sand preparation, finishing or what-ever process they are using. They know the best practice way to do everything. You would be surprised at how many metal casters we visit who don't know what can be done.Next, they are fanati c about doing it the right way. That means equipment 2009 The Folk Group, Adolescent, PA, 18901. 1. 215. 340. 9072 www. Foolproof. Com Page 2 of 8 s well maintained, systems are defined, documented and implemented the same way every time and everyone is well trained and does their Job right. After that they focus on problem Jobs – ones that require re-design, special gating, handling or other steps to insure they are scrap free. Finally, they document all scrap and attack issues. There are other lean practices to implement. If production flows perfectly, there is no inventory waiting to be worked on.Metal casters have helped minimize work-in-process by installing conveyor lines to keep castings moving right through to finished goods storage. This eliminated putting the castings in totes and the added handling. One low to medium volume gray/ductile iron Jobbing foundry (casting weights under 50 pounds) we know now ships 30% of its production the same day and believes they can achieve 70% same day shipment. These standards aren't Just for the high volume or dedicated metal casting companies any more. â€Å"Automation† or â€Å"smart automation† is a part of lean manufacturing as well.Automation refers to automating the process so humans can focus on what humans do best. The objective here is to design the machine so it knows when it is working abnormally and alerts human. The human no longer has to monitor normal production but can focus on abnormal or fault conditions. Removing routine and repetitive activity reduces the chance for error. Lean manufacturing is focused on doing the right tasks, at the right place, at the right time, in the right quantity to achieve perfect work flow while eliminating waste (scrap) and with the ability and flexibility to change.Implementing lean manufacturing often requires a cultural change in all levels of the organization. Once management is committed, a program needs to be started that begins with small s uccesses and grows to include the entire organization. The Toyota Production System (TAPS) focuses on murk and mud. Murk focuses on the preparation and planning of the process, or what work can be eliminated in the design process. Mud are those waste steps and processes that add cost. Murk is used in new product design and mud is used to improve existing operations. TAPS identifies 7 key mud*.They are: 0 Transportation (moving products that is not actually required to perform the processing) 0 Inventory (all components, work-unprocessed and finished stock not being processed) 0 Motion (people or equipment moving or walking more than is required to perform he processing) 0 Waiting (waiting for the next production step) 0 Overproduction (production ahead of demand) 0 Over Processing (due to poor tool or product design creating activity) 0 Defects (the effort involved in inspecting for and fixing/scrapping defects) *From â€Å"Lean Thinking†, Woman, James P. ND Jones, Daniel T. , Free press, 2003, p. 352 What are the steps to developing a lean culture? 1 . Senior management needs to agree on a lean vision. Page 3 of 8 2. Identify the project leader and set objectives for the leader. 3. Communicate the plan and vision to the workforce 4. Solicit volunteers to form the Lean Implementation Team. Five to seven people with varied backgrounds seems to work best. 5. Appoint the Lean Manufacturing Implementation Team 6. Train the team in various lean tools. AS is often a good starting point. 7. Select pilot project implementation. . Implement the pilot. Evaluate the results, review and learn from mistakes made. 9. Roll out the next project(s). 10. Train supervisors how to teach and train their employees. 11. Continue adding and training in additional lean manufacturing tools. Page 4 of 8 FIVE S Companies frequently select AS as a method to start their lean manufacturing program. Five S is a manageable process that is relatively easy for people to understand and ge t their arms around. Five S is a reference to five Japanese words that have been transliterated and translated into English.The technique is characterized, incorrectly, â€Å"standardized cleanup. † It is more than that. Five S is a method to organize and manage the workspace and work flow with the intent of improving efficiency by eliminating waste, improving work flow and reducing process inefficiencies. The ass's are: Sort (Series), Straighten (Sexton), Sweep (Skies), Standardize (Quickest) and Sustain (Skittish). Sort – This means going through the work area and making sure only essential items are present. This is eliminating tools, materials, fixtures or any other items not used in the process.Everything else is stored or, preferably, discarded. Straighten – Straighten focuses on setting the workplace in order to focus on efficiency. This is more than Just arranging the tools and equipment where they will be used and in the sequence they will be used. It i s â€Å"straightening† the work path for materials, tools and the work process. Of all the steps this is the one that typically produces the greatest cost reductions. Straightening the work process can include changes in dies or tooling that reduces finishing labor, for example.It may include interaction with the customer to implement design changes that result in cost reduction or quality improvement. It is also the step that bears the most repeat visits to implement continual improvement. Sweep – This is Just what it says: keeping the workplace clean as well as neat. At the end of the shift, the work area is cleaned and everything is restored to its proper place. In straighten, the workplace is clearly marked where things go and gives confidence in the ability to find hat is needed when it is needed.The key point here is that cleanliness is a regular part of the daily work effort, not an effort initiated when the workplace gets too messy. Standardize – Standar dizing the work practices means operating in a consistent and standardized fashion. Everyone knows their role and exactly what his or her responsibilities are. Actions are taken the same way – the right way – every time. Sustain – This means more than Just maintaining what has been established. Five S becomes a way of life and a new way to operate. It is important that management does not allow a gradual cline back to the old ways of operating.Sustain also means that when an issue arises – a suggested improvement, a new tool becomes available, or a new output requirement – the process is reviewed improvement. Page 5 of 8 At times a sixth S – for Safety – is added. Five S purists argue that implementation of the AS protocols will result in safety. Implementation of the AS program usually starts with a manageable project. These tend to be in limited work areas or warehouse locations. Once implemented, the results are publicized and the concept is expanded to other areas. The strength of AS is the ease of understanding and implementing the concept.

Gender in Othello - 716 Words

Of all the characters in Shakespeare’s works, none fall harder or faster than that of Othello, The Moor of Venice. Easily swayed and wrought by jealousy, Othello’s downfall is brought on by the fact that he doesn’t believe in himself. This uncertainty is the basis upon which unfolds one of Shakespeare’s greatest tragedies. Through the in depth analysis of both Othello and Iago, I will serve to prove that Shakespeare was illustrating the fact that disaster is the only outcome of men lead by wild emotion and pride. As the play starts, Iago assures Roderigo that he detests Othello, and he states that the only true motivation for this hatred is because he was passed up for promotion, and that Cassio has become Othello’s lieutenant. Sound as his military judgement was, he clearly could not foresee the impeding wrath of his flag bearer. This rejection pushes Iago into seeing that Othello get his due punishment for passing up on him. The fact that Iago was not chosen brings about a sense of emptiness. This is the man that he would gladly die for on the battlefield. Othello was everything to Iago; now that he is passed over, Iago is nothing. The death of this belief leads Iago to plan out his revenge for the Moor. The reader gets to witness the development of Iago first hand, from that of a miscreant waking Brabantio and starting up street brawls, to his ability to masterfully spin the web which all of the characters get ensnared in. Ken Jacobsen breaks down the character on aShow MoreRelatedGender and Race I Othello2283 Words   |  10 PagesGender and Race in Othello |    In many of his works, William Shakespeare explores ideas of gender differences and racial tensions. Othello, a play whose characters are judged again and again based on appearances and outward characteristics, is one such work. The protagonists different ethnic background provides a platform for probing ideas of racial conflict. Similarly, the presence of well-developed yet opposing female characters adds a dimension of gender conflict and feminist views. These seeminglyRead MoreGender Stereotypes in Othello Essay2033 Words   |  9 Pagesregards to gender stereotypes. Shakespeare’s great play Othello uses its main characters to embody the characteristics of the stereotypical females and males according to society’s liking. The stereotypical woman is loyal and faithful to her husband, while the male stereotype possesses strength, control, and dominance. This use of stereotypes enables many misperceptions to develop and build until ultimately everyone experiences downfa ll and destruction. Shakespeare includes the effects of gender rolesRead MoreGender and Race I Othello2289 Words   |  10 PagesGender and Race in Othello |    In many of his works, William Shakespeare explores ideas of gender differences and racial tensions. Othello, a play whose characters are judged again and again based on appearances and outward characteristics, is one such work. The protagonists different ethnic background provides a platform for probing ideas of racial conflict. Similarly, the presence of well-developed yet opposing female characters adds a dimension of gender conflict and feminist views. TheseRead MoreGender Inequality In Othello And Shelleys Frankenstein1294 Words   |  6 PagesGender inequality will always affect the portrayal of women in society, the weaker, unnecessary, and other sex. It is not just a subject of the past, and still holds a name in society. However in the olden eras, the way women were treated and looked at was in a much harsher condition. In Shakespeare’s Othello and Shelley’s Frankenstein, women’s roles in the books are solely based on the way they are treated in their ti me period. The portrayal of women in these books demonstrate that they can neverRead More Gender Bias in Othello Essay examples1880 Words   |  8 PagesGender Bias in Othello  Ã‚  Ã‚        Ã‚  Ã‚   Shakespeare’s tragic play Othello is an unfortunate example of gender bias, of sexism which takes advantage of women. The three women characters in the drama are all, in their own ways, victims of men’s skewed attitudes regarding women. Let us delve into this topic in this essay.    Barbara A. Mowat and Paul Werstine comment in the Introduction to Shakespeare: Othello that sexism is a big factor   in the play:    At this point in our civilizationRead MoreEssay about The Impact of Gender on Shakespeares Othello 1376 Words   |  6 PagesThe Impact of Gender on Shakespeare’s Othello In the book â€Å"Gender Trouble† (1990), feminist theorist Judith Butler explains â€Å"gender is not only a social construct, but also a kind of performance such as a show we put on, a costume or disguise we wear† (Butler). In other words, gender is a performance, an act, and costumes, not the main aspect of essential identity. By understanding this theory of gender as an act, performance, we can see how gender has greatly impacted the outcome of the play inRead More Gender Roles in Shakespeares Othello Essay example2081 Words   |  9 PagesGender Roles in Shakespeares Othello      Ã‚  Ã‚   Othello represents a prime example of Shakespeares ability to develop relationships between the sexes so as to demonstrate those relationships weaknesses. In Othello, the sexes are divided by misconceptions and ego- centric views of the opposite gender. The men of the play, in particular Othello, maintain a patriarchal, chivalric notion of the sexes, while the women of the play yearn for more involvement in their husbands affairs. So it is thatRead More The Manipulation of Gender Roles in Shakespeare’s Othello Essay4756 Words   |  20 PagesThe Manipulation of Gender Roles in Shakespeare’s Othello Of Shakespeare’s great tragedies, the story of the rise and fall of the Moor of Venice arguably elicits the most intensely personal and emotional responses from its English-speaking audiences over the centuries. Treating the subject of personal human relationships, the tragedy which should have been a love story speaks to both reading and viewing audiences by exploring the archetypal dramatic values of love and betrayal. The final sourceRead MoreShakespeare s Othello - Role Of Women And Gender Representation1312 Words   |  6 PagesWomen in Othello The role of women and gender representation in Othello challenged the male dominated society in that time period. Women in Shakespeare’s time were seen as being loyal and submissive to their husbands and not going against their husband’s judgment. Shakespeare developed complex and varied female characters in his plays, especially the women portrayed in Othello. In the play, Shakespeare introduces three female characters: Desdemona, Othello s wife, Emilia, Iago’s wife and mistressRead MoreEssay on Analyses of Race and Gender Issues in Shakespeares Othello3144 Words   |  13 PagesAnalyses of Race and Gender Issues in Othello      Ã‚  Ã‚  Ã‚  Ã‚   The discussion of race in Shakespeares Othello has received a great deal of critical attention. Virginia Mason Vaughn, in her book Othello: A Contextual History, surveys this critical history, beginning with Marvin Rosenbergs 1961 book The Masks of Othello (a book documenting the nineteenth-century tendency toward representing Othello as light-skinned), and continuing through to Jack DAmicos 1991 book The Moor in English Renaissance