Othellos Race Essay Research Paper Cynthia I free essay sample

Othellos Race Essay, Research Paper Cynthia I. Quintana Racial Background Effect in Othello During the Elizabethan times it was uncommon for black people to move out functions in dramas. Shakespeare introduces this to his audience in two dramas, the first Titus Andromicus and the 2nd Othello. The first black character, Aaron, is portrayed as a secondary scoundrel. Othello on the other manus is of higher position than many of his equals in the drama. This was different for Shakespeare to show a minority individual with such authorization as a chief character. Even with such, many different racial slurs were used by protagonists to degrade him. In Act I, Scene I, Iago, the scoundrel in this drama and at the same clip the right manus adult male of Othello, is shouting to Desdemona? s male parent from the exterior of his house? even now, now, really now, an old black random-access memory is tupping your white Ewe? ( Shakespeare 1051 ) . We will write a custom essay sample on Othellos Race Essay Research Paper Cynthia I or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The? thick-lips? ( Shakespeare 1050 ) is mentioned in this drama towards Othello but is non the first clip Shakespeare uses it. He uses the phrase in Titus Andronicus to depict the biracial kid of the Moor, Aaron. Moor is another term often used to place those darker skinned people. ( Shakespeare 1052 ) . Brabantio goes every bit far as impeaching Othello of witchery. He says that Othello must hold used? drugs and minerals? to acquire Desdemona to get married his? sooty bosom? . Iago instigates the characters in this drama that do talk foul of Othello. It is rather obvious from the beginning of the narrative that Iago is bewraying Othello. Iago references to Roderigo? I am non what I am? . The pick of words he used towards Othello does non needfully intend that he is a racialist yet at the same clip I do non experience that Othello? s Quintana -2- background effects the events in this drama. With or without Othello being a Moor the result of the drama would hold worked every bit good. Name-calling, which is how I describe what Iago was making throughout the drama, is a common manner of seeking to degrade person even in today? s society. You try to happen something in your opposition that distinguishes him from yourself and the people who defend you and you use this to interrupt down their regard. Iago, out of green-eyed monster, calls Othello names behind his dorsum and still with all this. Iago is really cagey in doing Othello vulnerable to his word. Iago? s use to Othello is neer specified to be race related although racial slurs are what he invariably repeats. He merely uses these comments to mock Othello. This is grounds that leads me to believe that if Shakespeare would non hold made Othello of the same race as the remainder of the characters the secret plan of this narrative would hold remained the same and it would hold flowed merely every bit good. Shakespeare would merely hold had to utilize other non-racial yet know aparting words against Othello. Love and green-eyed monster are the cardinal feelings portrayed in this narrative, non racism. All Iago wants is to take over the leading power that Othello has. He enjoys making pandemonium as all scoundrels do and will halt at nil to acquire what he wants. This demonstrates the immorality he has within himself. Iago persuades Roderigo to sell all of his properties so that there may be a opportunity between him and Desdemona. ( Shakespeare 1065 ) Two-faced Iago besides flourishes Desdemona with his congratulationss. ( Shakespeare 1068 ) is doing himself out to be a loyal friend in her eyes everyone is easy influenced by Iago. He has his manner with everyone. Neither Roderigo nor Desdemona are different in colour Quintana -3- skin color for Iago to lead on them but he does anyhow. They are all portion of his treachery. Iago is all for himself. He even goes to the extent of converting his married woman to steal a hankie from Desdemona and so made it portion of his strategy. There were no bounds for him. He took down whomever he had to. Even though Othello was black he was integrated into the Venetian society and was besides the provinces military title-holder against the Turks, which made his position equal to that of Desdemona? s male parent, Brabantio. Prior to Othello holding eloped with Desdemona Brabantio had invited this Moor to his house and held this black adult male as one of his equals. But even holding all of this authorization Othello is however an foreigner and he is really much aware of this. Othello tells us this in Act I, Scene III when he mentions his soldier of fortune at a? rented field? . Othello? s black tegument colour is less a racial issue than a cultural differentiator. However racial pigeonholing instead tham simple division between Venetian and non-Venetian does surface in Othello. In the heads of Shakespeare? s audience black people were identified with witchery and other non-Christian superstitious notions. Brabantio accuses Othello of witchery, stating that the Moor must hold used? drugs and minerals? to get the better of Desdemona to his? sooty bosom? . In act III scene IV Othello? s account of the losing hankie implies that his female parent engaged in appeals that she acquired through other non-whites, in this instance an Egyptian. Race plays less a factor than what most critics makes it out to be. Othello being a minority yet at the same clip keeping such high position in society, even though Quintana -4- conditioned to his utility to Venice, proves this. It was common for Skakepeare? s audience to pigeonhole and tie in his colour skin color with witchery but by no agencies indistinguishable to what occurs in present twenty-four hours society. Work Cited 1. Meyer, Michael. ? Othello The Moor of Venice? . The Compact Bedford Introduction to Literature. New York: Bedford/St. Martin? s, 2000 2. Moore, Roger. ? Hamlet Click-Guide? . All Shakespeare [ online ] ? last updated 1 July 2000? [ cited 8 July 2000 ] Available from World Wide Web: Uniform resource locator: hypertext transfer protocol: //www.allshakespeare.com 3. Ogude, S. E. ? Literature and Racism: The Example of Othello? Othello: New Essays by Black Writers. Ed. Mythili Kaul Washington, D. C. : Howard University Press, 1997, pp. 151-166 Bibliography Cynthia I. Quintana Racial Background Effect in Othello During the Elizabethan times it was uncommon for black people to move out functions in dramas. Shakespeare introduces this to his audience in two dramas, the first Titus Andromicus and the 2nd Othello. The first black character, Aaron, is portrayed as a secondary scoundrel. Othello on the other manus is of higher position than many of his equals in the drama. This was different for Shakespeare to show a minority individual with such authorization as a chief character. Even with such, many different racial slurs were used by protagonists to degrade him. In Act I, Scene I, Iago, the scoundrel in this drama and at the same clip the right manus adult male of Othello, is shouting to Desdemona? s male parent from the exterior of his house? even now, now, really now, an old black random-access memory is tupping your white Ewe? ( Shakespeare 1051 ) . The? thick-lips? ( Shakespeare 1050 ) is mentioned in this drama towards Othello but is non the first clip Shakespeare uses it. He uses the phrase in Titus Andronicus to depict the biracial kid of the Moor, Aaron. Moor is another term often used to place those darker skinned people. ( Shakespeare 1052 ) . Brabantio goes every bit far as impeaching Othello of witchery. He says that Othello must hold used? drugs and minerals? to acquire Desdemona to get married his? sooty bosom? . Iago instigates the characters in this drama that do talk foul of Othello. It is rather obvious from the beginning of the narrative that Iago is bewraying Othello. Iago references to Roderigo? I am non what I am? . The pick of words he used towards Othello does non needfully intend that he is a racialist yet at the same clip I do non experience that Othello? s Quintana -2- background effects the events in this drama. With or without Othello being a Moor the result of the drama would hold worked every bit good. Name-calling, which is how I describe what Iago was making throughout the drama, is a common manner of seeking to degrade person even in today? s society. You try to happen something in your opposition that distinguishes him from yourself and the people who defend you and you use this to interrupt down their regard. Iago, out of green-eyed monster, calls Othello names behind his dorsum and still with all this. Iago is really cagey in doing Othello vulnerable to his word. Iago? s use to Othello is neer specified to be race related although racial slurs are what he invariably repeats. He merely uses these comments to mock Othello. This is grounds that leads me to believe that if Shakespeare would non hold made Othello of the same race as the remainder of the characters the secret plan of this narrative would hold remained the same and it would hold flowed merely every bit good. Shakespeare would merely hold had to utilize other non-racial yet know aparting words against Othello. Love and green-eyed monster are the cardinal feelings portrayed in this narrative, non racism. All Iago wants is to take over the leading power that Othello has. He enjoys making pandemonium as all scoundrels do and will halt at nil to acquire what he wants. This demonstrates the immorality he has within himself. Iago persuades Roderigo to sell all of his properties so that there may be a opportunity between him and Desdemona. ( Shakespeare 1065 ) Two-faced Iago besides flourishes Desdemona with his congratulationss. ( Shakespeare 1068 ) is doing himself out to be a loyal friend in her eyes everyone is easy influenced by Iago. He has his manner with everyone. Neither Roderigo nor Desdemona are different in colour Quintana -3- skin color for Iago to lead on them but he does anyhow. They are all portion of his treachery. Iago is all for himself. He even goes to the extent of converting his married woman to steal a hankie from Desdemona and so made it portion of his strategy. There were no bounds for him. He took down whomever he had to. Even though Othello was black he was integrated into the Venetian society and was besides the provinces military title-holder against the Turks, which made his position equal to that of Desdemona? s male parent, Brabantio. Prior to Othello holding eloped with Desdemona Brabantio had invited this Moor to his house and held this black adult male as one of his equals. But even holding all of this authorization Othello is however an foreigner and he is really much aware of this. Othello tells us this in Act I, Scene III when he mentions his soldier of fortune at a? rented field? . Othello? s black tegument colour is less a racial issue than a cultural differentiator. However racial pigeonholing instead tham simple division between Venetian and non-Venetian does surface in Othello. In the heads of Shakespeare? s audience black people were identified with witchery and other non-Christian superstitious notions. Brabantio accuses Othello of witchery, stating that the Moor must hold used? drugs and minerals? to get the better of Desdemona to his? sooty bosom? . In act III scene IV Othello? s account of the losing hankie implies that his female parent engaged in appeals that she acquired through other non-whites, in this instance an Egyptian. Race plays less a factor than what most critics makes it out to be. Othello being a minority yet at the same clip keeping such high position in society, even though Quintana -4- conditioned to his utility to Venice, proves this. It was common for Skakepeare? s audience to pigeonhole and tie in his colour skin color with witchery but by no agencies indistinguishable to what occurs in present twenty-four hours society. Work Cited 1. Meyer, Michael. ? Othello The Moor of Venice? . The Compact Bedford Introduction to Literature. New York: Bedford/St. Martin? s, 2000 2. Moore, Roger. ? Hamlet Click-Guide? . All Shakespeare [ online ] ? last updated 1 July 2000? [ cited 8 July 2000 ] Available from World Wide Web: Uniform resource locator: hypertext transfer protocol: //www.allshakespeare.com 3. Ogude, S. E. ? Literature and Racism: The Example of Othello? Othello: New Essays by Black Writers. Ed. Mythili Kaul Washington, D. C. : Howard University Press, 1997, pp. 151-166 321

cubiculum essays

cubiculum essays Cubiculum: the bedroom of a Roman villa The Romans often thought the bedroom as a less important room compared to the rest of the house, even if all the grooming and dressing activities took place there. Thus it became a small room, quite crapped, thanks to the low vaulted ceilings. The average Roman bedroom was about 6 feet wide. The bedroom itself inside was not filled with much furnitures. A bed or a sleeping sofa to sleep on, a chest to put ones belongs, and a little footstool near the bed. The flooring would often be covered in mosaics, in a certain pattern that would eventually led or frame where the bed sits. Some bedrooms, like the ones discovered in Pompeii, would have a bed niche. The windows themselves were even smaller; they usually were three by two feet. And if the bedrooms were on the first floor, the windows would not look at onto the streets, located near the atrium. Yet the room would nevertheless be situated towards the westward side, so that the windows would catch the morning sunrays. If the rays were bothersome, they did have shutters to block out the light and create a more dimmed, night-like environment. Sometimes, there would be a small antechamber in front of the bedroom chamber, where a personal servant would rest there, the antechamber was known as the procoeton. The Roman bedroom was often known to be small and more public compared to the Greek bedrooms. They were often located off the atrium, the entrance hallway, or connecting to the living room, for socializing reasons. They had bedrooms for the members of the family as well as for their fellow guests. The bedrooms during the daytime were used as a place to hold daytime private meetings, a place to have friends over, or to hold a confident business trading. - tcnj.edu/~anchouse/bedroom.html - roman-empire.net/society/soc-house.html ...

Crystal Flower - How to Crystallize a Real Flower

Crystal Flower - How to Crystallize a Real Flower Heres how to crystallize a real flower to make a beautiful decoration. Crystal Flower Materials You can do this project with any type of real (or fake) flower. Flowers with strong stems, like this thistle, work very well because the stem can support the weight of the crystals. If you use a fragile flower or a seed head, you may wire the stem or support it with a pipecleaner to help it support the weight. The crystals will absorb pigment from the flowers, producing a pastel tint, or you can add food coloring to the solution to color the flowers. Real flowerBoraxHot waterFood coloring (optional) What To Do Find a cup or jar large enough to hold the flower.Pour boiling water into the cup.Stir in borax until it stops dissolving. Add food coloring, if desired.Place the flower in the cup. You can tie a string to the stem of the flower and hang it in the cup from a pencil if you are concerned about crystals sticking the flower to the cup, but it isnt usually a big deal.Let the crystals grow for a few hours to overnight, depending on how thick you want the crystals to be.Remove the flower from the cup and gently place it on a paper towel to dry.You can place the flower in a vase to display it. Edible Crystal Flower If you substitute sugar or even salt, you can made an edible crystal flower. The principal is the same, but the crystals typically require a day or longer to grow. To get sugar crystals on a flower, add as much sugar as will dissolve in boiling hot water. Feel free to add food coloring or even a drop or two of flavoring. Let the solution cool to near room temperature before adding the flower. Place the container in a quiet location. You may need to break a top crust off the solution and occasionally move the flower to keep it from sticking to the sides or bottom of the container. You could suspend the flower in the liquid by tying it to a pencil or butter knife laid across the top of the container. The sugar solution is much thicker (syrupy) than the borax solution, so its best to attempt this project after youve mastered easier-to-grow crystals. Learn More Make a Glow in the Dark FlowerBorax Crystal SnowflakeMake Colored Flowers

Lean thinking game Assignment Example | Topics and Well Written Essays - 1750 words

Lean thinking game - Assignment Example The production system seemed to be push system where the master production schedule 1 has been followed in this round. U-Shaped layout has been implemented at the beginning of the game. The allotments of the members were same as in the round one. The further additions to the round two were that there were some changes in the inspection criteria. The inspection of the quality was done along the line instead at the end. With the inspections being done along with the operations the lines where encouraged to pace up the process. The speeding up of the operations certainly reduced the cycle time of the station. Significant changes have been made to the operations of the process. Long pull was introduced between the operations. The team has decided to use Mini heat treat unit in round 3. Additionally, the team decided to cut off the quality control and move forward to total quality control; that means eliminating all the possible defects from the process rather than identifying the defects by the end of the process. The observations of the end of the round 3 of the game concluded the following results. With the lack of alignment with production and demand the over production of the product will occur which can be seen in every round of the game. The production of the product shall be designed so as to fulfill the demand so that there shall be no over production in the upcoming rounds. The over production also occurred due to the lack of knowledge of inventory. With the proper transfer of the knowledge as where the inventory is present in the process and how much work is to be done on each of the station then the over production can be reduced to the minimum. With the control in the over production of the products the direct costs shall decrease along with the overheads and shall be beneficial. The production system shall be Kanbaan where the product is produced as per the demand of the customers and the demand of the next

Business Ethic - Flag of convenience Coursework

Business Ethic - Flag of convenience - Coursework Example matters over ships flying its flag.† Prevented by the odium linked with flags of convenience, several new shipping registries have placed themselves up as tax havens, more suitably pertained to asquasi-flag of convenience registries that is provided with firm maritime laws and the administrative machinery to enforce and implement them. There are three foundations when it comes to. The first one is that the ship registration conveys nationality to a ship and carries it within the command of the national law of the country of registration. Article 6 of the Convention of the High Seas (1958) particularly indicates that ships shall sail under the flag o one country solely and shall be subject to that flags special jurisdiction. Another is that a ship should also comply with international laws embodied in conventions that have been approved by the flag state and that is enforced. Apart from this, a ship could also be subject to the laws imposed by a country in whose territorial waters or port it is at present functioning. However the "law of the flag" often has supremacy over the "law of the port of call." Since the country of registry together with the law of the flag primarily influence ship operating economics, the option of register is critical to ship-owners. Ship registries could be divided into two broad categories: closed and open registers. Closed registers limit flagging only to nationals, such that a German would not be able to register his ships under the Russian flag. On the contrary, open registers are available to any ship-owner in spite of nationality. For instance, the United Kingdom is considered as an open register in that an American shipowner could register his vessels in the name of the British flag. Amongst open registries, there are national registers which deal with shipping companies in fundamentally the similar manner as any other business in the country. It is also noted that there are international registers which have been particularly

Staff Roles And Responsibilities In Rfp Process Information Technology Essay

Staff Roles And Responsibilities In Rfp Process Information Technology Essay Best Western International is looking at develop the functionality and the eServices of the European consolidated Best Western website that support the national European IT departments to integrate their functions and maintain-operate this single website portal. As the travel industry is characterised by dynamic changes such as mergers and acquisitions of hotel chains and properties, Best Western International is looking for a partner who is willing to share the responsibilities, benefits and risks. The partner should continually find ways to advance the functionality of the consolidated website portal and advise Best Western on the change management processes for its national IT departments. The vendor is also expected to help and assist the hotel to plan and go through with the required organisational change. The project is to complete within the next six months. This is a huge challenge as Best Western does not have any single IT department to oversee the design and the management of outsourcing requirements and process. This report helps to identify its operational and strategic needs for developing the Request for Proposal (RPF) as well as identifying and selecting an appropriate outsourcing vendor. One of the major requirements of the RFP is not only the technical requirements of the application but also the organisational competencies of the vendor that is required to help Best Western, Europe, manage the organisational transition process. This report advise the client how to write and negotiate the Service Level Agreement (SLA) with the selected vendor in order to ensure the provision of reliable services, how to develop and negotiate a contract with a potential vendor so that Best Western enjoys pricing, technological and organisational flexibility. This report also examines the business operational environment, its culture and propose strategies. This should enable Best Western to effectively manage the knowledge transfers and process collaboration between the internal multi-national IT staff and the IT vendor development staff. The focus areas include knowledge management and transfer issues, management of the transition process and organisational changes that are required to take place within Best Western in Europe. In addition, it helps Identify the staff who should be involved in the transition process and their roles and responsibilities. Major outsourcing risks and recommend practices to overcome them were identified as well. Introduction Best Western International is the worlds largest hotel brand. With its presence in 80 countries, it has over 4,000 hotels all around. Member hotels of Best Western consortia enjoy many benefits. Besides being associated with the international brand name, they receive the benefits of the marketing and operational services of Best Western. This includes access to (electronic) distribution channels, international reservation call centres, training, and centralised e-procurement. While Best Western International has its footprints all over the globe, its local representative offices in each country function independently in more ways than one. They develop and operate their own websites. These websites are not characterised by any standardised design. Each one features different online services and functionalities. Furthermore, there is limited synergy and links amongst these country specific websites. These websites create confusion to international travellers and also act as a major technological and organisational inhibitor to the future development and adoption of sophisticated eServices by the hotel chain. Furthermore, every national Best Western office has an individual IT department. This department is responsible for developing its own eServices based on the departments financial resources and skills. As a result, eServices development efforts are replicated; leading to a waste of resources at a European level despite the fact that other national IT departments may be lacking resources for website development The organisation has recognised the need to develop a consolidated portal providing access to all European Best Western websites. This should feature integrated and holistic new eServices; such as dynamic packaging solutions and an easier interface to the Best Western Reward programme Dynamic packaging solutions provide several benefits and revenue making opportunities to travel companies. It can also help the organisation realise its aims to promote Europe as a single destination. It has envisaged the need to re-organise the IT departments of Best Western in every European country. Other requirements will be to foster and support their cooperation and synergies as well as define their roles and responsibilities related to website design and e-services development. RFP Development RFP is typically drafted at the end of the requirements-gathering phase of a project. It is important that the following prerequisites be completed before embarking on RFP process: à ¢Ã¢â€š ¬Ã‚ ¢ Identify organisational objectives. à ¢Ã¢â€š ¬Ã‚ ¢ Identify stakeholders. à ¢Ã¢â€š ¬Ã‚ ¢ Identify project objectives. Once the prerequisites are completed, we can then accurately capture, interpret, and represent the voice of the client in specifying the IT system requirements. It is important that all stakeholders must achieve a common understanding of what the IT system will be and do. To achieve that, a combination of meetings with user representatives, facilitated workshops with analysts and users, individual customer interviews, prototyping, and user surveys be employed. It is important that Best Western International undergo the following pre-RFP activities before developing its RFP Has it performed any prior feasibility studies or High level design analysis on the new web portal to be developed Has the cost and benefit analysis of the consolidated systems being conducted and documented Was the benefits been quantified and shared with key stakeholders within the organisation to get consensus and endorsement about the new business for developing and consolidating the IT system Was the high level scope been identified including completing the documentation of the business process procedures (BPPs) to be enabled through new IT systems Identifying the sponsor for the new Portal and receiving approval to proceed. For example, a project charter to formally engage the necessary resources for the outsourcing project an Has the timelines for the implementation of new IT system and the estimated budget for the entire programme including TCO(total cost of ownership) for enduring support been finalised Pre-RFP activities are critical for formulating any business case into an RFP. It is recommended to use information gathering or IT requirement gathering methods, tools and techniques in order to capture the requirements for the new IT system. Some of the main tools that would help in elicitation of requirements are Brainstorming, structured questionnaires, case scenario, state transition diagrams and UML model diagram to capture relationship between the real time objects and classes. In other words, the pre-RFP activities are as much critical as the RFP activities. A good RFP address and capture the following: Scope of activities that are clearly defined to be delivered by the vendor. Unless the scope of the engagement is clear, vendors would not be in a position to submit a viable and competitive response for the RFP. Include inputs from the initial study/HLD analysis performed by client organisation with the quantifiable benefits expected out of new IT system. Vendor must understand the sizeable benefits and criticality of the new system to client organisation otherwise it would not be able assess direct financial implications on client organisation for any slippages and understand the criticality of the project to client Include technical requirements including specific technical infrastructure, platform and software. Furthermore, it is important to highlight reasons behind finalising on a particular platform and software including its roadmap in the RFP Include timelines for the vendors response submission and timelines for the project implementation and what impact would have on the client organisation in case of slippages Explicitly mention Vendor characteristics and minimum qualifications expected from vendor for being trusted partner for this engagement Clearly articulate the service level Agreement (SLAs) for the delivery of new IT system and impact of not adhering to SLAs along with financial liabilities (if any) Highlight the expected frequency and details to be incorporated in status reporting Explicitly document the mandate for signing on non-disclosure agreement of vendor with client organisation in order to ensure security and integrity of data Highlight the need for obtaining approval from key client personnel who will be engaged in the programme from vendors team Enforce the business units to highlight the risks, operational constraints and issues that the vendor can foresee on the programme/project. This will help in assessing its impact and its likelihood even before start of the programme and plan for mitigation What infrastructure required from a vendor perspective to deliver the new information system Vendors commercial offer and what factors that vendor thinks that would position them ahead of others Any live case studies whereby vendor had involved in similar engagement with other clients along with contact references from those clients for future enquiry and reference. Articulate clearly responsibility and accountability of activities to be taken by vendor and other parties as part of the engagement through RACIS(R-Responsible A-Accountable C-Consulted I-Informed S-Supported) matrix Include the warranty requirements that is expected from vendor on the new IT system to be developed The acceptance criteria for the new system and the process for obtaining signoff In addition an RFP should request a corporate profile of the responding vendor. Typically this will include risk statements around corporate liquidity, market share, an outline of local operations, number of staff in this country, support models (where support may be with a third party), escalation procedures to parent, local install base (number of customers in this country) etc.. A typical RFP for a website project should include the following components: Introductiona summary of the organization including the mission statement. Project outline Goals and purpose Project scope Website requirements Database development requirements User requirements Design requirements Functional requirements Budget constraints-limited budget Time constraints-when we need the project completed by and when we require responses from vendors Criteria for selecting a vendor Submission of proposal and further information-contact information that encourages vendors to contact the organization for more information Staff roles and responsibilities in RFP process: One of the critical success factors of an outsourcing deal is involving the right stakeholders who will be actively involved in this project whose interest may be positively or negatively affected as a result of the project execution or successful completion. For project outsourcing to succeed, it must be well-planned and carefully implemented. To help ensure the organisation benefit from outsourcing, different teams or roles can be formed or specified: Ideas team This team is involved in identifying processes which can be beneficial to outsource. They should be directly involved in overseeing the companys business strategy to ensure that they have a strategic overview of the companys existing processes and goals. Policy-level team This team is involved in assessing whether outsourcing specific processes is appropriate. For each process, this requires analysing the possible benefits of outsourcing in relation to the companys policies and strategic goals. The team should consist of senior company executives, rather than employees from individual departments. A common perception is that outsourcing a process implies a departments failure to manage it. Using senior executives rather than department members in a policy-level team helps ensure objectivity. It also ensures that the team has the required strategic perspective. Assessment team This team is involved in analysing the likely implications of outsourcing the process for the company. This team should include members from the policy-level team, and should be lead by an executive from the team. This team should include members with different roles and skills. This helps ensure that the team can recognise the likely implications of outsourcing across different areas and form the perspectives of different stakeholders. Members of an assessment should include: Consultants Functional managers Process experts Representative customers Technical experts Implementation and transition team This team is responsible for setting up project outsourcing to address any implication identified. It makes the changes required to pass internal production processes to a service provider. The transition team should be involved in managing the change involved in outsourcing project. This teams focus should be on ensuring that the move from internal production to outsourcing des not impact negatively on the company. Vendor evaluation and assessment criteria Prior to developing the evaluation criteria, it is important to clearly define the company objectives of outsourcing its IT operation in term of functions, performance, quality and costs. We can then define the following outputs expected from the vendors: Operational systems Documentation Management Training Communication Support Reduced costs Expertise Assets When we have the above outputs, we can define the following acceptance criteria: The quality of the service in term of functionality, usability, performance, reliability and availability The implementation and operational plan The quality of the support Capability for future enhancements in line with business expansion Qualification of vendor technical capacity ability to meet objectives financial stability quality system In additional, an evaluation of the following should be performed: Assess the managerial proposal: Desired working relationships Depth and frequency of liaison, meeting, reports Dealing with extraordinary items Location of offices and services Resources/commitment required of client Confidentiality Assess terms and condition: ownership of hardware and software maintenance of customer supplied equipment protection of customers and vendor proprietary information Warranty period Escrow arrangement Assess the technical proposal completeness of proposal demonstration of capabilities or products compliance to requirement (performance and quality) demonstration of degree of understating of problems and applicability of solution technical strategy maturity applicability and compatibility Assess the financial proposal assess method of payment E.g., fixed price, by usage of resource, shared savings, revenue it Identify Total costs Identify cost payment schedule Other factors in assessing proposal The vendor The company industry specification, track record Length of time in business Length of time with local presence Standard qualification (ISO 90000, etc) Size, ownership, financial position / paid up capital etc. Staff assigned CV, security clearance (if appropriate) Experience, is who you see who you will get? Any other commitments References (other customers) Previous experience with contractors Does contractors representative come across as direct or straight forward? interest in your business In addition, we can quantify evaluation criteria of each vendor by aiming to score vendors against each other. For example: Attached weights to each Criteria Weight Proposed Functionality 6 Demonstrated Services 5 Previous Experience 3 Costs 5 We can give each vendor a score of 1-10 for each criterion and determine total weighted score = sum (weighted scores) Criteria Weight Vendor 1 Vendor 2 Score Weighted Score Score Weighted Score Proposed Functionality 6 8 48 7 42 Demonstrated Services 5 4 20 5 25 Previous Experience 4 6 24 4 16 Costs 5 5 25 5 25 Total 117 108 The vendor with the highest score is usually the preferred partner. Service Level Agreement (SLA) development An SLA defines the boundaries of the project in terms of the functions and services that the service provider will provide, the volume of work that will be accepted and delivered, and acceptance criteria for responsiveness and the quality of deliverables. A well-defined and well crafted SLA should set expectations for parties, including the incentives, rewards and penalties applicable to the outsourcing agreement and its results. To ensure the provision of reliable services from the service provider, an SLA should specify client and the providers accountabilities in the outsourcing relationship. These include: Client role The organisation needs to detail its role in the outsourcing relationship. This extends beyond providing its requirements because it details what the provider can expect from the client organisation. For example, the organisation may need to advise the provider about the process, keep them informed about the vision of the project, provide any customise software it needs, or help it acquire and maintain infrastructure The terms of service This should include the cost and duration of the contract, and a time frame for deliverables. The terms should be realistic and measurable, based on the organisations requirements. It need to stipulate any context-sensitive terms, such as a roadmap for release dates, an hourly billing rate, any ceilings on billing rates, and conditions for payments. Delivery measurements This should detail how the providers service is measured, and any performance bonuses payable if metrics are exceeded. The organisation needs to specify who is in charge of completing the metrics, who reviews status reports, and how any conflicts in the measurements are to be mediated or arbitrated. For example, we should set metrics for service reliability, availability and response times for transactions and any service incidents such as server failure. Reliability = Uptime / Downtime The system shall not suffer a downtime greater than 15 minutes during continuous 24 hours operation Downtime = Operational down time + Waiting time + Investigation time + Recovery time Availability = Uptime / (Uptime + Downtime + Maintenance time) The system shall be 99% available during normal working hours (0700 1900) Performance Response time 95% of all online enquiries will be serviced within 5 seconds Average response time to online enquiries shall be 4 seconds No enquiry shall suffer a response time > 10 seconds Throughput The system will handle a maximum of 100,000 transactions per day Storage The system must currently store 1 million customer records and provision must be made for an increase in records of 5% per annum Delivery and Output The following reports will be delivered daily at 0800 Penalty clauses This should include the price and penalties of non-compliance in the SLA. This should clearly define the expectations in the relationship and helps establish remedial processes to resolve any compliance disputes and ensure uninterrupted service. We can dictate a fee reduction, corrective action or payable compensation for any defects or damages to the organisation reputation or service quality due to non-delivery. For example: A Defect is any non-conforming performance that occurs during a day. A Level one defect is any defect that lasts for more than 2 hours but less than 24 hours A Level two defect is any defect that lasts for more than 24 hours A Level three defect is any defect that occurs more than once during any seven-day period A Level four defect is any defect that occurs more than once during any thirty-day period Penalties For each Level one defect, service provider will grant the client a credit of $1000 against the provider fees For each Level two defect, service provider will grant the client a credit of $5000 against the provider fees Exit clause The organisation may need to terminate an outsourcing relationship due to non-performance, violation of the SLA like Termination for cause, or to reintegrate the outsourced processes into its in-house operations due to mergers or acquisition Termination for convenience. These instances and related activities need to be stipulated in an exit clause to ensure both parties understand how and when the outsourcing relationship can end. For example, the organisation stipulates that the contract automatically terminates after six months or if a contact violation occurs. Flexibility SLA should be flexible enough so that any changes or updates either internal or market-related can be easily added to the contract. It is recommended that SLA be reviewed every six month depending on service aspect and its occurrence of poor performance and duration of the contract itself. However, this should not negate the benefits accruing to either party. For example, if a project is scaled upwards to accommodate extra transactions, the metrics for measuring service deliverables need to change. When setting an SLA, we need to consider the organisation and service provider existing infrastructure, including expertise, employees, and technology. It is useless setting up an SLA that details commitments that cannot be fulfilled due to limited infrastructure. A typical SLA should be as long as it must be and as short as it can be. SLA of 10 to 50 pages are not unusual. The longer it is, the more important it is to focus on structure, clarity and readability Contract Development Building flexible in an outsourcing contract is important to ensure the success of an outsourcing arrange. Today market is moving fast and changing fast. Many IS outsourcing deals seem to be obsolete as soon as they are signed. Business strategy changes, market environment changes, technology changes, law, rules and regulatory changes could affect scope of services which means that outsourcing objectives no longer aligned to the business goals to achieve the desired outcomes that they were set to achieve. Flexibilities need to be built during planning stage, contracting stage and post contract management stage to meet any of the above changes. Planning Stage Selecting the right vendor with culture that reflects its business philosophy is important instead of evaluating merely on price and capability. The selection process should involve due diligence regarding the vendors record and attitudes toward rigidity, structure, adaptation, bureaucracy, change and, most importantly, the vendor attitudes toward creating customer value. Choosing the right vendor by forming a strategic alliance promotes the spirit of teams whereby both share relevant risk and rewards would enable contracting parties to be flexible in getting over those bumps along the path. Contracting Stage Contracts are made to allocate risks. Typical contracts allocate known risks and provide some opportunity to each party to obtain a commercially reasonable outcome for risks that are unlikely but nonetheless possible The first is a change in the scope of services. This will likely affect staffing commitments, technology investment, pricing and service level commitments, among other things. In defining the scope of contracted services, the customer should establish a method for integrating the vendors services into the customers other service infrastructures, both internal and external, both current and planned. In the contracting stage, provision for flexibility should be catered for changes in the business environment within organisation. As mentioned, with rapid globalisation, change is a constant to the business. Such change could result in a drastic increase or decline in provider services. The contract should contemplate the impact on pricing and service level commitments in the face of such dramatic changes. The pricing schedules should reflect a band of services at varying, foreseeable levels in order to facilitate financial planning for both parties. At the outer limit, unbundled and transparent pricing, particularly for commodity-type services should be considered. Pricing algorithms and strategies should be studied separately, since pricing flexibility reflects a constellation of business terms. Next are changes in the legal environment. Laws, rules and regulations change, often unpredictably. A contract that did not foresee such changes must be construed to allocate the cost of compliance with such new directives and compliance. Accordingly, contracts should require the vendor to comply with changes in the laws, and costs of compliance should be addressed. Otherwise, the vendor would be exculpated from having to comply by arguing that an act of state, act of God or other force majeure exonerates the vendors non-compliance. The vendor should assume certain predictable risks of technology changes. With rapid technological update and changes, both parties may predict and contractually agree on certain technology refreshment cycles beyond a certain threshold like three to five years where both sides must provide contractual leeway to benefit from such changes without incurring material adverse consequences if those changes should radically alter the contractual balance. Additionally, organisations are moving towards the concepts such as business process management (BPM). BPM allows an organisation to continually make adjustments to its business processes as it evolves and learns. A vendor should embrace this type of concept and allow flexibility into its processes. Furthermore, using best practices such as Service Oriented Architecture could also aid in flexibility. Business operational environment and Culture Staff roles and responsibilities in transition Staff or stakeholders involved in the transition process and knowledge transfer would include Ideas team, Policy-level team, Assessment team, and Implementation and transition team as mentioned Staff roles and responsibilities in RFP process who roles and responsibilities are clearly defined. In addition, the teams should consist of members from both the client and service provider organisation. Culture and resistance to change The culture of each organisation in an outsourcing relationship helps to determine its flexibility. Change typically involves stress because it requires that people adjust to new roles, process and responsibilities. An organisation culture helps to determine the level of stress caused by change, and whether this stress inspires resent or commitment. An organisation culture can help to determine: Its approach to the value of the relationship and to building the relationship over time with the provider Its openness to change The extend to which employees share a common vision and can work together One of the crucial factors to successful outsourcing is a smooth transition. The transition phase involves multiple stakeholders and a number of dynamics paradigms that outsourcing brings to an organisation impacts all clients stakeholders employees, users, and support groups. Many employees will be concerned about the implication of this change to their jobs and to their futures. For some employees, a clear understanding of the required changes and their rationale will foster immediate buy-in and support. Other employees will express their concern by asking questions, challenging rationales, and finding holes in the implementation plan and process. Other employees may resist the change by either avoiding involvement or causing real or potential disruption. Understanding the stages of Resistance A key step in a smooth transition is to understand the three stages of behavioural patterns as it relates to organizational resistance. The three basic stages that have been identified by organizational management professionals are Holding On, Letting Go, and Moving On. Holding On is the initial the resistance to change that occurs when individuals hold on to that with which they are most familiar and comfortable. Many users are used to getting served in a particular way from a team. There is mutual trust as well as fear of the unknown. In the case of outsourcing, their team may now be thousands of miles away instead of just down the floor. This naturally causes concerns such as: How do I know what my team is doing offshore? How do I speak to my team during my workday? Where is everybody? Signs of this stage include forgetting to attend meetings about the change, coming into work late or an increase in employees calling in sick, or when people become irritable or withdrawn from others with whom they have previously had good working relations. Letting Go is the second phase individuals typically experience when confronted with change. You may start hearing people say things like it just might work if management will let it happen. I will do it once I see others do it without any backlash. It might work somewhere else, but I dont know how it would work here. Letting Go is visible when people start attending meetings and either do not contribute or take opposing perspectives or when individuals question the issues associated with the change and start challenging thinking. They begin spending more of their personal time discussing how it might just work if only Moving On is the third phase. At this stage, we can hear comments like: When am I going to learn how to do this? How can I get this going already? This isnt so bad after all. Moving On is visible when individuals spend time planning how to make things wo

Plot Summary Catch Me If You Can Essay

In 1963, teen-aged Frank Abagnale (Leonardo DiCaprio) lives New Rochelle, New York with his father Frank Abagnale, Sr. (Christopher Walken), and French mother Paula (Nathalie Baye). When Frank Sr. is denied a business loan at Chase Manhattan Bank due to unspecified difficulties with the IRS, the family is forced to move from their large home to a small apartment. Paula carries on an affair with Jack (James Brolin), a friend of her husband. Meanwhile, Frank poses as a substitute teacher in his French class. Frank’s parents file for divorce, and Frank runs away. When he runs out of money, he begins to rely on confidence scams to get by. Soon, Frank’s cons grow bolder and he even impersonates an airline pilot. He forges Pan Am payroll checks and succeeds in stealing over $2. 8 million. Meanwhile, Carl Hanratty (Tom Hanks), an FBI bank fraud agent, begins to track down Frank. Carl and Frank meet in a hotel, where Frank convinces Carl his name is Barry Allen of the Secret Service. Frank leaves, Carl angrily realizing his mistake just as it is too late. Later, at Christmas, Carl is still working when Frank calls him, attempting to apologize for duping Carl. Carl rejects his apology and tells him he will soon be caught, but laughs when he realizes Frank actually called him because he has no one else to talk to. Frank hangs up, and Carl continues to investigate, suddenly realizing (thanks to a waiter) that the name â€Å"Barry Allen† is from the Flash comic books and that Frank is just a teenager. Frank, meanwhile, has not only changed to becoming a doctor and a lawyer, but has fallen in love with Brenda (Amy Adams), to whom he eventually admits the truth about himself and asks her to run away with him. Carl tracks him to his engagement party where Frank has left Brenda, asking her to meet him two days later so they can elope. Frank sees her waiting for him two days later, but also sees agents in disguise. He realizes he has been set up and escapes on a flight to Europe. Seven months later, Carl shows his boss that Frank has been forging checks all over western Europe and asks permission to go to Europe to look for him. When his boss says no, Carl brings Frank’s checks to printing professionals who deem that the checks were printed in France. Carl remembers from an interview with Frank’s mother that she was born in Montrichard, France. He goes there and finds Frank, and tells him that the French police will kill him if he does not go with Carl quietly. Frank assumes he is lying at first, but Carl promises Frank he would never lie to him, and Carl takes him outside, where the French police escort him to prison. The scene then flashes forward to a plane returning Frank home from prison, where Carl informs him that his father has died. Consumed with grief, Frank escapes from the plane and goes back to his old house, where he finds his mother with the man she left his father for, as well as a girl who Frank realizes is his half-sister. Frank gives himself up and is sentenced to 12 years in prison, getting visits from time to time from Carl. When Frank points out how one of the checks Carl is carrying as evidence is fake, Carl convinces the FBI to offer Frank a deal by which he can live out the remainder of his sentence working for the bank fraud department of the FBI, which Frank accepts. While working at the FBI, Frank misses the thrill of the chase and even attempts to fly as an airline pilot again. He is cornered by Carl, who insists that Frank will return to the FBI job since no one is chasing him. On the following Monday, Carl is nervous that Frank has not yet appeared at work. However, Frank does show up and they discuss their next case. The ending credits reveal that Frank has been happily married for 26 years, has three sons, lives in the Midwest, is still good friends with Carl, has caught some of the world’s most elusive money forgers, and earns millions of dollars each year because of his work creating unforgeable checks.