MySpace Essay Example | Topics and Well Written Essays - 2000 words

MySpace - Essay Example It truly represents a new generation in interpersonal communication and establishes a model for how the power of the internet can be leveraged to bring social networking to a whole new level. People are able to learn about others in a way they never before would have imagined. They can choose to engage with others based on a heightened level of knowledge and information that was rarely available prior to the advent of MySpace.com. Interpersonal communication has accomplished no less than enabling civilization as we know it to exist. It has evolved and advanced over millennia in order to adapt to ever changing socialization needs. Today's society is driven by technology. The ultimate destination for interpersonal communication is arguably a kind of networked culture in which the thoughts and ideas of each person are readily available to every other person. The power of the internet is essential to that end. MySpace.com is one of the pioneers in leveraging internet technology to make a giant leap toward the kind of networked social circle that is likely to be the most prevalent form of interpersonal interaction in the future. MySpace.com enables users to create their own web page containing blogs that describe their interests. It facilitates meeting friends with similar interests by allowing them to send e-mails through the site, join interest groups, and rate one another. Users can customize pages by adding photos, colors, designs and personal information. They can connect with others who share similar interests by joining groups based on preferences. For example, there are groups relating to religion, sports, food, nightlife and many other interests. MySpace's music interest groups have been the site of song premiers by such artists as Madonna, Coldplay, Neil Diamond and Depeche Mode. The site has become so popular that it receives more hits than eBay and Google. The traffic generated by the site has made it sought after by advertisers, with mass-marketers such as Target placing ads on the site, and new motion pictures being promoted there. Its tremendous popularity is a testament to the extent to which the site has filled a void in modern interpersonal communication in the technological age. This type of online networked social interaction solution has become an important outlet for communication. The anonymity of the internet has caused some problems when it comes to usage and application of services like MySpace. Teens often post photographs of themselves, as well as detailed personal information that could put them in danger. There have been reports of sexual predators trolling the site for potential victims; and investigations into sexual assaults that have occurred where teens have met the alleged perpetrators on MySpace. The site has caused great concern among parents who have observed indiscrete postings by their own and other children that contain provocative photos and personal details that could put their children at risk. MySpace has cats a spotlight on the risks of interpersonal communication in the age of the internet. How can it be observed Observation of MySpace.com has become a major concern for many parents, who have seen first hand the dangers the site may pose to unwitting children. While MySpace does have

Analysis of Marks and Spencer Plc

Analysis of Marks and Spencer Plc Marks and Spencer (MS) is one of Britains oldest and best known retailers of clothing, foods, home ware. MS employ more than 60,000 people worldwide, operate more than 450 stores in 30 countries, and serve tens of millions of customers every week. The company was first established by Michael Marks and Tom Spencer. Marks had immigrated to England in 1882 after fleeing anti-Semitic persecution in Russian Poland. Here he began to eke out a living selling goods on a stall in Leeds town market. Due to his lack of English he made a sign to go on his stall that read Dont ask the price, its a penny. His stall was so successful that by 1890 he had stalls in five cities across the country. Tom Spencer, joined Marks, in 1894. This partnership signified the advent of MS as we know it today. By the turn of the century the company had expanded to 36 branches nationwide. Following the deaths of Marks and Spencer, the running of the company fell into the hands of Marks 28-year-old son Simon. It was he that led MS to break with time-honoured British retailing traditionby eliminating wholesalers and establishing direct links with manufacturers. The company continued to grow and in 1926 it became a PLC. Two years later it launched its now famous St Michael brand and in 1931 in a drive to concentrate on goods that had rapid turnover it introduced food departments into stores. During World War II approximately half of the companys stores were damaged or destroyed in air raids. However the business rebuilt and in 1964 Simon Marks handed over the running of it to his brother-in-law Israel Sieff. In the subsequent decade MS began to expand abroad in North America and later Europe. Sieffs son, Marcus Sieff became chairman in 1972. He was replaced by Derek Rayner 12 years later. Rayner became the first chairman to be hired from outside the Marks family. During Rayners tenure as chairman MS expanded into financial services by launching their own charge card. Rayner retired in 1991 and CEO Richard Greenbury took charge. In the 1990s MS began to rapidly expand across Europe and into Asia, opening stores in Germany, Hong Kong, Hungary and Spain. In 1999 following growing criticism of Greenburys failure to expand the business fast enough and embrace new ideas he was succeeded by, Peter Salsbury. In that same year continued poor sales led Marks and Spencer to cut 700 jobs, close its 38 stores in Canada and part company with its clothing supplier of 30 years, William Baird. Following this continued poor performance the company, was subject to an unsuccessful takeover bid by Phillip Green of the Arcadia group. In response to this MS appointed Belgian Luc Vandevelde as CEO. The following spring MS announced a recovery plan to rescue the struggling chain, which involved selling off the majority of its global operations. Consequently, unhappy with the companys direction and its departure from older values, Marks and Spencer board members Sir David Sieff (the last remaining founder member), Sir Ralph Robins and Sir Michael Perry left the board in July 2001. Within a year and a half of Vandeveldes appointment profits began rising, but although at the time Vandevelde was credited with a revival, it proved to be short-lived, because by 2004 sales had fallen again and the brand had lost some of its credibility. In light of this it was felt drastic changes were needed and in May 2004 Stuart Rose, formerly head of Arcadia, was named CEO. Since his appointment Rose has instituted change programmes within the organisation and given it new strategic direction. The effects of these changes are already beginning to be seen and MS is showing clear signs of recovery. However it is too early to say whether this improvement is sustainable. MS was set up and run by a family for a long part of its history, its values and culture derived from that. For many years it was viewed as being very patriarchal and inward looking. The perception people had of the company up until the 1980s was of quality, affordability and reliability, embodied in the St Michael brand. During this time leadership of the business was very strong but inward focused. However, recent changes in the market place have presented a great challenge to the company which it is still addressing. PERCEPTION According to Huczynski and Buchanan it is our perception of reality that shapes and directs our behaviour, not some objective understanding of it. Marks and Spencers corporate objectives are incorporated in its mission statement. This outlines what the business is and what it should be. Mission statements set out in writing what the firm wants to achieve and often include information on the values of the business. MS outlines its core business as clothing and Food. Its financial objectives is to deliver shareholder value in terms of increase returns, but also in terms of increase sales and market share in retailing. It beliefs and values are outlined as Our customers continue to see Marks Spencer as the place to shop for special food, produced to exacting standards. MS also sees its workforce as an important part of its plan and also considers modernising its stores as a key corporate objective. Vision: The standard against which all others are measured Mission: Making aspirational quality accessible to all Values: Quality, value, service, innovation and trust MS also outlines its corporate social responsibility in its mission statement and considers the needs of other stakeholders too. Customer Perception Once established, from the customers point of view, MS was considered the epitome of quality, affordability and reliability which reached its apogee in the 50s and 60s when customers used to scramble to acquire MSs reproductions of catwalk fashion. MSs clothes lines became so popular that in the 50s limits were set on production as everyone wanted the affordable stylish Paris inspired 1950s glamour. This perception changed during the 90s. As ever increasing choice was available on the high street and a growing number of competitors emerged as rivals in MSs core markets. Retailers such as Top Shop, Warehouse and Gap offered more fashionable designs and labels, whereas others such as Next and Debenhams offered better value. Even food chains such as Tesco, Waitrose and Sainsburys began to encroach on MSs market share in the prepared food markets. In light of this people began to view the company as out-dated and old fashioned. This negative perception of the company is just now beginnin g to be counteracted for reasons which I will detail later in discussing leadership. Employee Perception From the stand point of employees MS was viewed as an employer of choice in the mid-20th century. People felt secure in their employment and viewed a career in MS as highly desirable. In the post-war period the company imposed a more explicit human relations policy. As Marcus Sieff, the incumbent chairman at the time, put it the chief executive has a duty to treat his employees as he would like to be treated himself, to do as he would be done by. This image was reinforced by the way MS treated its staff, stores were furnished with good staff canteens, rest rooms, medical and dental care, hairdressers, chiropodists, clean toilets and good training facilities. By the 1980s and 90s it had stopped being viewed as a viable career path and became characterised as dead-end job. This was reflected in the pay, management and promotional structures in place at the time. This is something subsequent CEOs have had to address. The Market A companys branding and marketing strategies are important tools in shaping the perception of it in the marketplace. Here, MS has never conformed to the norm s and actually created a virtue out of not advertising. Instead, MS relied until the 90s on word-of-mouth to promote the companys brand and image. This strategy is very cost-effective and renowned for being extremely powerful in influencing customer behaviour. As a recent study shows word-of-mouth is now the number one most-trusted source of product information on a global scale, with advertising a distant second. Seventy per cent of consumers across the globe trust friends, family, or other people first when searching for information or ideas on products to buy. MSs decision not to enter into mainstream advertising has reinforced its image of being a household name so famous, that like Rolls Royce it did not need to advertise since the quality of its goods and services were undisputed. The St Michaels brand was also very powerful with its connotations of religion which brings to mind values such as honesty, loyalty and devotion. Therefore a big departure came for MS around the turn of the century when they decided to launch one of the biggest advertising campaigns in retail with the slogan Your MS, embodied by well known models and celebrities from different ages such as Twiggy, Jodie Kidd, Shirley Bassey. This has been hugely successful and has the effect of putting the company firmly back in the hands of the public, giving them a sense of ownership and a stake in its success. CULTURE This is the set of beliefs and attitudes of both employees and management that helps to influence decision making and behaviour with in the organisation. The simple way of explaining culture is the way the things are done in a business. According to Huczynski and Buchanan an organizations culture focuses on the values, beliefs and meanings used by its members to grasp how its uniqueness originates, evolves and operates. Edgar Schein makes the distinction between three levels of culture within an organisation distinguished by their visibility to and accessibility by individuals, surface manifestations of culture, organisational values and basic assumptions. Organisational culture and values: The views of the original founder as modified by the companys current senior management In the case of MS we can see that the original culture derived from the founders and the founders family. In a sense you can say that they were family values, with an overtone of religion, let us not forget that St Michael is the champion of the Jews and that Michael Marks was a Jew. Culture in the early days was based on quick turnover, honesty, hard work and no frills attached. These values evolved into the companys culture which became paternalistic, an approach is commonly associated with family run businesses. The repercussions of this culture are such that if you are not in the family you cannot rise to the top. This has an effect all the way through the company right down to the employees on the shop floor. From the mid-19th century family organisations had the strongest sense of culture, one based on loyalty, paternalism and community. However in the 1960s, post war restructuring concentrated on capital mobility, acquisitions and mergers. The old forms of identification tended to break down and anyone who spoke of solidarity or loyalty was seen as archaic. With rapid organisational growth it became very difficult for firms to maintain the family touch. So by the turn of the 21st century Marks and Spencer had become vulnerable to hostile takeovers with its ever falling share prices and low profit margins. The inward looking culture of the company and the absence of strong leadership were blamed for its poor performance. Stuart Roses vision after he was given the position of CEO was to revert back to old values and simplify a culture which had become too confused and confusing. The type of culture of Marks and Spencer is a customer driven culture. Customer driven culture is where every where in the business makes a real effort to improve customer service, market research, employing right people, and training. The business is trying to up date the technology e- commerce. It also has a positive culture where staff and workers communicate well. They also regard change as opportunity than not a treat. I also found they are dynamic, this where a business is always looking to change the way they work. Always looking for new ideas. The way I have noticed this is by changing the displays to make it appeal more to customers. LEADERSHIP According to Huczynski and Buchanan leadership is the process of influencing the activities of an organized group in its efforts toward goal-setting and goal achievement. They go on to mention that leadership appears to be a critical determinant of organizational effectiveness. It is useful to distinguish between leadership and management. These two concepts are sometimes seen as synonymous as leadership is seen as one component of the management role. However, other commentators on the subject make clear distinctions between the two. Leaders are portrayed as someone who develops drives new initiatives, [whereas] managers achieve stability. Warren Bennis and Burt Nanus make the point that managers do things right, while leaders do the right thing. Due to the complex nature of this topic a great effort has been made to distinguish the qualities that make a successful leader. This line of research has been greatly influenced by the great man theory. This argued that leaders reach positions of influence from which they dominate and direct the lives of others by force of personality. In MSs history, men such as, Sir Marcus Sieff could be seen to fall into the great man category. Leadership in the early years was very much in the hands of the family and based on traditional family values. It was strong but essentially inward looking. By the late 90s when MS was in trouble there was a need for a change of leadership. Nowadays a more distributive form of leadership is required. One which creates a vision of a possible future that allows [the leader] and others to see more clearly the steps to take, building on personal capacities and strengths. Examples of these types of leader would be Luc Vandevelde and Stuart Rose. Under Vandeveldes leadership a recovery plan was put in place based on getting the company closer to its customers and returning the company to its core strengths. Recovery was based around focusing on the UK, selling only their own brand and retaking command of their supply chain. His vision was to return Marks and Spencers to its reputation for quality, value, service and innovation. Once articulated, the vision is shared through events designed to disseminate it. Thus we have Vandeveldes address to the shareholders and Stuart Roses mass motivational training for all of staff. They use catch phrases to describe and share what is already happening and to encourage others .In the advertising campaign Your MS Rose is embodying the key values and beliefs on which the newly revived MS is based. In differentiating the customer base and appealing to different sectors through sub-branding such as Per Una by Sir George Davis for the younger customer and Limited Edition for the more style conscious older customer, whilst maintaining the offering of high quality standard basics to everyone MS is becoming more competitive with other high street retailers. Also the advent of the Simply Food stores accentuates one of MSs traditional and continuing strengths- its food offerings. Management styles and culture The management style is the pattern of behaviour that he or she shows in carry out a management role over a period of time the most common management styles, are as follows: Autocratic Consultative Democratic Autocratic Autocratic management style is one where the manager is used to giving instructions like telling people what to do rather than asking them for their options. The manager is the only person contributing to the decision- making process. This style of management is more typical of UK management between 1970s and 1980s, although you are sure to find it today. A number of managers who started up with this approach find it difficult or impossible to change their ways. They are used to holding on power and do not understand how the process of empowerment might work. The result of this style is that members of the group often dissatisfied with the leader. This results in little cohesion, the need for high levels of supervision, and poor levels of motivation amongst employees. Consultative Consultative managers are ones who seek to consult other people before making a decision. Alternatively, they will seek to consult people before implementing a decision. This type of manager wants to draw on more sources of opinion him or herself. The consultative manager will have listening skills and also the ability to create the right sorts of channels to consult other people. In an organisation with a culture of consultation, there will be a series of mechanisms (e.g. newsletters, team briefing, suggestions boxes, etc.) that make it possible to get the feel of the concerns of other people involved in the decision- making, as well as to draw on their expertise. Democratic This is a third type of management style is the democratic one, which involves empowerment. This gives individuals and team responsibility to make decisions, usually within the framework. The team is then held responsible for the decisions that it chooses to make. The manager with this style will feel comfortable allow others to make decisions. The democratic manager will also have to have a good overall understanding of decisions being made, and will want regular feed back on results. However, they will be confidants that empower individuals and teams will use the responsibility given to them wisely. The management style of Marks and Spencer is consultative so this would mean, that leader consults with other before decision is made. There will be a group influence in the final decision; even through it is made by the leader. For example the marketing department, about weather to launch a new range of products may consider first than rushing straight into launching the products. The decisions are all taken in to account. The business of Marks and Spencer sometimes might use a mixture of Management Styles for example Marks and Spencer is consultative, the business might also be using democratic management style. Laissez-faire- This is where people are allowed to do what they feel correct, this is usually associated with medium status (e.g. Managing director Marketing Director) probably because they are experts in their field so they know what their doing. Marks and Spencer have a variety of management styles they often give a choice to the management but it depends upon where they are on the hierarchical scale. Those higher on the scale are autocratic and tell staff what to do, from the production line to the logistical designers. Those managers without managers below them are the ones which have to use an autocratic style because those below them have no knowledge on the field, while those around the middle are permitted to adopt a laissez-faire attitude to management, they are high enough in the company and have enough knowledge to use the style properly and to its maximum potential but the shareholders always have a eye on what there doing with any big decisions having a democratic vote on the item.

The World Trade Organization Where It’s Been and Where’s It’s Going? Es

The World Trade Organization Where It’s Been and Where’s It’s Going? Even dating back to times of Aristotle there has always been some form of trade and along with trade came rules and regulations. In the time of Aristotle trading took place on a smaller scale and between people much like bartering. In the modern world trade is what makes the world function on a broader and larger scale. We have become globalized as a world and we now are engaged in free trade, among many countries. There still needs to be regulations for each individual country and for trade in general. For the past century the GATT (General Agreement on Tariffs and Trade) has been the one to deal with issues that would arise, between countries. The GATT wrote rules and regulations on things that were acceptable and not acceptable in the trade arena. Then about a decade ago at the Uruguay Round, the GATT was meeting and decided that there needed to be another organization to meet the needs and enforced the articles written by GATT. This is way the World Trade Organization cam e about. The WTO has come under both praise and criticism for the work that they do, these ideas will be further discussed in the pages to come. They have had issues brought to their table that have no doubt been hard, but they must try to please all parties involved using the articles of GATT. Pleasing all parties is impossible since the WTO must follow those regulations, therefore they cannot make all parties content. Today and in future, cases will continue to be brought to their table, where they are expected to give the best response based on the articles, but also on research and past cases. Countries have battled amongst each other as how to solve a problem such as The... ...ppen in the push for globalization and the fight against it. The WTO will have to become stronger players in world markets in order to help things truly progress. BIBLIOGRAPHY Diao, Xinshen, Terry Roe, and Agapi Somwaru. â€Å"Developing Country Interests in Agricultural Reforms Under the World Trade Organization.† American Journal of Agricultural Economics, v.84, no.3. (August 2003): 782-790. Wallach, Lori. Global Trade Watch. Whose Trade Organization? Public Citizen 1999, 19. Irwin, Douglas. Free Trade Under Fire. Princeton and Oxford: Princeton University Press, 2002. Josling, Tim. â€Å"Key Issues in the World Trade Organization Negotiations on Agriculture.† American Journal of Agricultural Economics, v.85, no.3. (August 2003): 663-667 Working Group on the WTO/MAI. â€Å"A Citizen’s Guide to the World Trade Organization† (July 1999): 1-28

Can Lord of the Flies be Classified as a Fable? Essay

A fable, by strict definition, is a short tale conveying a clear moral lesson in which the characters are animals acting like human beings. A fable is intended to provide moral instruction and its characters and scenes are drawn to suit this purpose. William Golding has referred to his novel, Lord of the Flies, as a fable. This essay will demonstrate that in the moral lessons it offers us and in the symbolic nature of its setting, characters and literary devices, the novel functions as a fable for the inherent tendency in man to revert to primal savagery once he is removed from civilization. We are left with the caution that evil must be acknowledged and consciously opposed. The novel’s status as a fable is demonstrated strongly through the moral lesson it presents to his responders. Golding’s message is dark one, emphasizing the bleaker aspects of human nature. Rejecting the conventional, romantic notions that man ‘is basically noble’, Golding insists that evil is inherent in man. Indeed, Golding would say that the central idea behind the Lord of the Flies is that man is fallen from grace. He would go on to state that once the faà §ade of civilization is stripped away, man is fundamentally motivated in his behaviour by primal and brutal instincts. Evil is a force which is instinctive in man, which must be recognized and controlled. Golding’s message for the inherent tendency in man to revert to primal savagery once he is removed from civilization is presented through the boy’s gradual loss of order and descent into savagery. When the boys conduct their first meeting on the island they establish rules and methods of proper conduct. Ralph is elected by the boys as Chief and a democratic ‘political’ system is established. The boys are excited at the prospect of rules and meetings, even Jack ironically states, â€Å"We’ve got to have rules and obey them. After all, we’re not savages. We’re English; and the English are best at everything. So we’ve got to do things right†. However, later on in the book, when Jack deserts Ralph to form his own tribe he declares, â€Å"Bollocks to the rules!† and assures the boys that their tribe will not be based on rules-instead they shall have ‘fun’, hunting and feasting. The call of the conch is disregarded and autocratic system of governing commences. This new warrior cult establishes fortifications, political feuds, wars and methods  of torture. The loss of order and descent into savagery is further presented through the boy’s progression from vegetarianism to carnivorous hunting. When the boys first arrive on the island they are content to eat the ripe fruit available to them, however as the book progresses their lust for blood and meat becomes more and more evident. Jack’s first attempt to kill a pig ends unsuccessfully, but he claims that next time there will be no mercy. Ralph however realizes the truth of his hesitation, that he is still faintly attached to the civilized life he once lived and because â€Å"of the enormity of the knife descending and cutting into living flesh; because of the unbearable blood.† Jack’s first kill is significant in the stories plot, as it a revelation of his own darker side and shows the extent to which his primal instincts and bloodthirstiness have taken over him. As the boys establish the technology of hunting, their kills become more violent and eventually they begin to turn their bloodthirstiness on each other. Barbaric chants such as, â€Å"Kill the pig! Cut his throat! Kill the pig! Bash him in!† develop, as do savage dances that often end in the hurt of one of their peers. It is these rituals that eventually end in the death of Simon. The boy’s loss of order and descent into savagery is further shown through their worship of the Beast. Jack proposes that â€Å"when we kill we’ll leave some of the kill for it† , in order to keep the threat of the Beast at bay This conduct is similar to ancient, primal rituals where offerings and sacrifices would be left in order to please the gods. The boys have invented their own primitive religion which is a crude form of totemism and their worship is of blood and ultimately, the devil. Overall, like a fable, Lord of the Flies enforces a very strong message. Humans as a race have a tendency to revert to their primal, savage instincts and in doing so reveal their true sadistic and evil nature that lies within. This moral message is expressed in several ways by the author, however especially through the boys gradual loss of order, their blood lust and their worship of the devil. The novel’s symbolic nature further enhances the books status as a fable. The  disintegration of civilization is charted through the use of symbols, one of the major tools of the fabulist. Almost every detail in the novel has a meaning of its own and a representational meaning in terms of the theme and the development of evil on the island. The setting of the novel is particularly symbolic. The island functions as a microcosm of the wider world and parallels our society in competitiveness, destructiveness and violence. The island is a perfect place in which Golding can test his theories, as being isolated it lacks society and societal laws and rules, allowing the boys to run wild and show their true inner selves. However, the presence of the wider world is never forgotten, as there are constant mentions to the war occurring outside the island. References such as the boy’s evacuation, the crashing of the plane and the pod, the dogfight over the island at night and the arrival of the naval officer on the beach and his warship, show the corruption of what is happening in the real world. The island starts off as a paradise with â€Å"food and drink and-rocks-blue flowers† and in many ways is similar to the Garden of Eden in biblical stories. The book corresponds to this biblical story further, in that man is given a chance of Paradise but destroys it, which shows mans potential for evil. Indeed, at the end of the book the entire island is set alight. The â€Å"roughly boat shaped† layout of the island is symbolic in itself, the boat being an ancient symbol of civilization. The water current flowing backwards around the island is also meaningful, as it leaves the impression that civilization may be going backwards for the island and its inhabitants. The disintegration of civilization in the novel is demonstrated particularly in the symbolic nature of the characters. Described as a â€Å"skinny, vivid little boy, with a glance coming up from under a hut of straight hair that hung down, black and coarse,† Simon represents the highest aspirations of the human spirit towards beauty and holiness and can be interpreted as a Christ figure. His name, which comes from the Hebrew word ‘listener’, further enhances his spiritual role, as it is also the name of one of Jesus’ apostles Simon Peter. Simon participates in an important symbolic dialogue with ‘Beelzebub’, who represents the lowest part of man, the source of violence, hatred, fear and murder. The meeting represents the recognition of  these forces in all men, even the saintly. Like Christ, Simon brought a radical new message to those around him; however instead of heeding this message, his peers took him and killed him. Jack is another symbolic character in the story, however in contrast to Simon, he represents savagery and anarchy. Originally a prefect, Jack rediscovers in himself the instinct and compulsions of the hunter that lie buried in every man. From the beginning he is surrounded by symbolism. For example the fact that â€Å"his hair was red† connects him immediately to connotations often associated with the devil and his name means ‘one who supplants’. Throughout the novel, Jack is a significant figure for evil and destruction and hungers for leadership positions. Jack disregards order and it is through him that the responder sees the innate evil of man, since he was the one cast off from society the earliest. Ralph is another central character to the novel and is the embodiment of democracy. Ralph is a likeable character from the start; strong, handsome and comes from high British society. It is Ralph who establishes the use of the conch at assemblies, using it to carry out fundamental principles of democracy; â€Å"I’ll give the conch to the next person to speak†¦And he won’t be interrupted† . Ralph, whose name in the Anglo-Saxon Language means ‘counsel’, is fair, rational and understanding, as is democracy. It is through Ralph that the responder sees the degradation of society on the island, and thereby shows them the innate evil within man. This is particularly evident when â€Å"Ralph wept for the end of innocence, the darkness of man’s heart.† The symbolic literary devices Golding uses also enforce this novel’s genre as a fable. The evolution of the conch as a symbol reflects the boy’s gradual loss of civilization and all its fragility, beauty and innocence. In the beginning of the novel, the conch is regarded as a toy, beautifully coloured and â€Å"ever so valuable† . However, when the boys discover the true power of its voice it is used to summon meetings. As the book progresses, it becomes to be the centre of order and organization and is instrumental in creating order. It develops into a symbol of civilization, common sense and  discipline. The fact that it is beautiful, powerful and fragile gives us an idea of how we should view civilization itself, especially later when the primal forces of evil and disorder are breaking down its influence over the boys. As the story progresses the shell summons the boys and pulls them into order from even the wilds of the island. However, as the boys descend into brutality they grow impatient with the order the conch represents, disregarding the power it bestows on the holder to speak at meetings. This is evident at Jack’s feast when Ralph threatens, â€Å"I’ll blow the conch†¦and call an assembly† and Jack refutes, â€Å"We shan’t hear it.† The conch’s destruction towards the end of the novel destroys once and for all the boys own sense of beauty, fragile innocence, order and civilization. The title Lord of the Flies is symbolic in itself; a reference to who the boys are submitting to as they give in to savagery. It is a translation of the Hebrew name Beelzebub, the devil beneath Satan himself. This title suggests the boys are becoming more evil as they establish the Lord of the Flies on a stick and begin to worship the mysterious forces of the jungle. The Beast is another important literary device used by Golding. The Beast is symbolic of the evil residing within everyone-the dark side of human nature. The Beast is first introduced by a littun who has nightmare. Initially dismissed by the older boys as imaginary, the fear of the Beast in the boy’s minds continues to linger and haunt them. Indeed, its presence grows stronger and more frightening with each day on the island. With the discovery of the parachutist on the mountain top, the boys are convinced it is a living thing. Jack and his tribe make sacrifices to it, whilst Piggy and Ralph opt to avoid it completely. It is only Simon who has the insight to discover the truth-that the beast resided in the boys themselves, â€Å"Fancy thinking the Beast was something you could hunt and kill †¦ I’m part of you. Close, close, close†¦Ã¢â‚¬  In addition, Piggy’s glasses are a symbol of political insight and clear-sightedness. As an inadequate leader, Ralph depends on Piggy’s judgment. Ralph must see through eyes that themselves need corrective lenses. Although Piggy’s vision is imperfect, even with glasses, it is all  Ralph has. The glasses are first damaged by Jack, who blurs them whilst attempting to light the fire. While the lenses remain intact, Ralph can at least go through the motions of statesmanship, however the smashing of one of the lenses diminishes Piggy’s effectiveness and the theft of the other by the hunters renders Piggy and Ralph helpless. Overall, the symbolic nature of Golding’s setting, characters and literary devices, enforce its status as a fable. The symbol is an important tool used in writing fables, as can be seen in Lord of the Flies. Whilst the figurative temperament of the setting helps to show that what is happening on the island is just a mirror of what’s happening in the wider world, the representational characteristics of the characters and literary devices help to give the novel a more complex and powerful meaning. In conclusion, William Golding’s Lord of the Flies is a fable, in that it conforms to the structure and features of one. It offers us a moral lesson about the darkness of human nature, showing us that once the faà §ade of civilization is stripped away, man is fundamentally motivated in his behaviour by primal and brutal instincts. Golding delivers this message through the symbolic characteristics of his setting, characters and literary devices-important features of a fable. Lord of the Flies offers an important lesson to all of mankind, perhaps the one of the many reasons why this all time classic shall never die. â€Å"And in the middle of them, with filthy, matted hair, and unwiped nose, Ralph wept for the end of innocence, the darkness of man’s heart, and the fall through the air of the true, wise friend called Piggy†¦Ã¢â‚¬ 

History of TV Broadcasting Essay

1950s During the 1950s, the University of Santo Tomas and Feati University were experimenting with television. UST demonstrated its home-made receiver, while Feati opened an experimental television station two years later. On October 23, 1953, the Alto Broadcasting System (ABS), the forerunner of ABS-CBN, made its first telecast as DZAQ-TV Channel 3. The ABS offices were then located along Roxas Blvd. ABS was owned by Antonio Quirino, brother of former president Elpidio Quirino. Consequently, the first telecast was that of a party at the owner’s residence, earning Elpidio Quirino the honor of being the first Filipino to appear on television. The station operated on a four-hours-a-day schedule (6-10PM), covering only a 50-mile radius. ABS was later sold to the Lopez family, who later transformed it into ABS-CBN By 1957, the Chronicle Broadcasting Network (CBN), owned by the Lopez family, operated two TV stations–DZAQ Channel 3 and DZXL-TV Channel 9. 1960s By 1960, a third station was in operation, DZBB-TV Channel 7, or, the Republic Broadcasting System. It was owned by Bob Stewart, a long-time American resident in the Philippines who also started with radio in 1950. RBS started with only 25 employees, a surplus transmitter, and two old cameras. During this time, the most popular horror series on Philippine television was Gabi ng Lagim. In 1961, the National Science Development Board was established. It was behind the earliest initiative to use local TV for education, â€Å"Education on TV† and â€Å"Physics in the Atomic Age.† In 1963, RBS TV Channel-7 Cebu was inaugurated The Metropolitan Educational Association (META), in cooperation with the Ateneo Center for Television Closed Circuit Project, produced television series in physics, Filipino, and the social sciences which were broadcast in selected TV stations and received by participating secondary schools. The META team was headed by Leo Larkin, S.J., with Josefina Patron, Florangel Rosario, Lupita Concio and Maria Paz Diaz as members. The project lasted from 1964 to 1974. By 1966, the number of privately owned TV channels was 18; ABS-CBN was the biggest network by the time Martial Law was declared. By 1968, the daily television content consisted mostly of canned programs; only 10% of programs was locally produced. The same year, ABS-CBN provided Filipinos with a live satellite feed of the Mexico Olympics. Filipino audiences also saw the Apollo 11 landing live in 1969. 1970s During Martial Law, Ferdinand Marcos ordered the closure of all but three television stations: channels 9 and 13 were eventually controlled by then Ambassador Roberto Benedicto, and Bob Stewart’s Channel 7 was later allowed to operate with limited three-month permits. ABS-CBN was seized from the Lopez family, and Eugenio Lopez Jr., then president of the network, was imprisoned. In 1973, the Kapisanan ng mga Brodkaster sa Pilipinas (KBP) was organized to provide a mechanism for self-regulation in the broadcast industry. By the latter part of 1973, Channel 7 was heavily in debt and was forced to sell 70% of the business to a group of investors, who changed the name from RBS to Greater Manila Area (GMA) Radio Television Arts. Stewart was forced to cede majority control to Gilberto Duavit, a Malacaà ±ang official, and RBS reopened under new ownership, with a new format as GMA-7. When the smoke cleared, the viewer had channels 2, 9, 13, run by Benedicto; Duavit’s 7; and 4, which belonged to the Ministry of Information. When DZXL-TV Channel 9 of CBN was sold to Roberto Benedicto, he changed the name from CBN to KBS, Kanlaon Broadcasting System. So when a fire destroyed the KBS television studios in Pasay, the people of Benedicto took over the ABS-CBN studios on Bohol Avenue, Quezon City. His employees moved in, and by August 1973, KBS was broadcasting on all ABS-CBN channels. A year later, Salvador â€Å"Buddy† Tan, general manager of KBS, reopened Channel 2 as the Banahaw Broadcasting Corporation (BBC). The two Benedicto stations–KBS Channel 9 and BBC Channel 2—mainly aired government propaganda. 1980s In 1980, Channels 2, 9, and 13 moved to the newly-built Broadcast City in Diliman, Quezon City. In 1980, Gregorio Cendaà ±a was named Minister of Information. GTV Channel 4 became known as the Maharlika Broadcasting System. When Benigno Aquino was assassinated in 1983, it was a small item on television news. GMA Channel 7 gave the historic funeral procession 10 seconds of airtime. In 1984, Imee Marcos, daughter of Ferdinand Marcos, attempted to take over GMA Channel 7, just as she did with the Benedictos. However, she was foiled by GMA executives Menardo Jimenez and Felipe Gozon. On February 24, 1986, MBS Channel 4 went off the air during a live news conference in Malacaà ±ang and during an exchange between Marcos and then Chief of Staff General Fabian Ver. The network was eventually taken over by rebel forces and started broadcasting for the Filipino people. On September 14, 1986, ABS-CBN Channel 2 made a comeback and resumed broadcasting after 14 years. On Novermber 8, 1988, GMA inaugurated the â€Å"Tower of Power,† its 777-feet, 100kW transmitter, the country’s tallest man-made structure. In 1988, PTV Channel 4, then MBS, was launched as â€Å"The People’s Station.† 1990s In the 1990s ABS-CBN launched the Sarimanok Home Page, the station’s Web presence, making it the first Philippine network on the Internet. On February 21, 1992, ABC Channel 5 reopened with a new multi-million-peso studio complex in Novaliches. By 1996, 89% of Filipinos and 57% of Philippine households watched television 6-7 days a week. In 1997, the Children’s Television Act (RA8370), providing for the creation of a National Council for Children’s Media Education, was passed. By 1997, 57% of Filipino households had at least one television. 100% of those in class AB had televisions, as opposed to only 4% in class E. In 1997, the Mabuhay Philippines Satellite Corporation successfully launched Agila II, the country’s first satellite. By 1998, there were 137 television stations nationwide.