Necessary Physical Contant in D.H. Lawrences Women in Love and Platos

Necessary Physical Contant in D.H. Lawrence's Women in Love and Plato's Symposium D.H. Lawrence’s novel, Women in Love, presents a complex model of female-male and male-male relationships. Lawrence’s model relies heavily on a similar model presented in Plato’s Symposium. The difference between the two works lies in the mode of realization; that is, how one goes about achieving a ‘perfect’ love relationship with either sex. Lawrence concentrates on corporal fulfillment, characterized in his recurring reference to obtaining a â€Å"blood oath,† while Plato concentrates on a mental, or â€Å"divine† bond. Lawrence’s concentration on corporal fulfillment of love only superficially differs from Plato’s concentration on the mind: both come to the same philosophy of bodily exchange as being a necessary component of relations with either sex. As Barry J. Scherr points out in his article on the relationship between Women in Love and the Symposium, â€Å" ‘Excurse’ [chapter 23] has been recognized by critics as a ‘central chapter’ of Women in Love† (210). The reason for this appraisal is that â€Å"Excurse† presents both a realization and articulation of Lawrence’s view of female-male relationships through the characters of Birkin and Ursula. The transmittance, or â€Å"Excurse,† comes through bodily exchange: â€Å"[Ursula] traced with her hands the line of his loins and thighs †¦ It was a dark flood of electric passion she released from him, drew into herself. She established a rich new circuit †¦ released from the darkest poles of the body and established in perfect circuit† (358). It is through sexual intercourse, or, in the very least, bodily contact, that the connection between Ursula and Birkin is established. Scherr states that â€Å"This scene betwe... ...al connection to take place in order to establish a meaningful bond. These bonds, if properly achieved, are the ideal models of relations between the two sexes. Superficial differences between the two works’ philosophies manifest in a difference in importance: Lawrence stresses the physical connection as paramount, while Plato describes that both physical and mental connections are necessary. Works Cited Griffith, Tom, trans. Symposium of Plato. Los Angeles: University of California P, 1989. Hecht, Jamey. Plato's Symposium: Eros and the Human Predicament. New York: Twayne, 1999. Lawrence, D.H. Women in Love. New York: Random House, 1922. Scherr, Barry J. "Lawrence's ‘Dark Flood:’ A Platonic Interpretation of ‘Excurse’" Paunch 64 (1990): 209-246. Strauss, Leo. On Plato's Symposium. Ed. Seth Benardete. Chicago: University of Chicago P, 2001.

Management, Personal and Study Skills

In this section of my assessment for the Study Skills assignment, I will be producing a report, which will outline the contribution that I made within my group in our presentation on ‘Northern Ireland'. The presentation was conducted by a small group from the Business and Management Studies class in Lancaster. The group consisted of five individuals, namely Chris Gallagher, Peter Stephenson, David Long, Arif Patel and myself. The purpose of the presentation was to inform the audience of the main aims and objectives of the assignment, and educate the audience of the main findings of the written report and country analysis. Furthermore, the group believed that it would be beneficial to enlighten the audience of the conclusions and recommendations that we had made which related to the findings. Within the group, I contributed a great deal in the planning and writing up of the assignment. Our group communicated amongst itself both efficiently and effectively. Although we gathered on only the one occasion outside academic hours, this was extremely constructive as we were able to discuss and arrange the nine distinct sections of the presentation. The reason we were unable to meet up more often is due to the fact that I did not have any contact numbers for the people in my group. This is because I was initially intending to work with a group from the Business and Management Studies class in Carlisle, which is where I have been studying the module. However, due to certain circumstances this was altered. Despite such impediments, the presentation was successfully completed before the deadline date to the anticipated standard. In order to bring the presentation together, we firstly completed the written section of the assessment, in which we again as a group were required to conduct a country analysis of Northern Ireland, which would cover all the aspects mentioned subsequently in this report. Accordingly, we condensed the information contained in our assignments, and utilised the most important points in order to produce an effective presentation. Whilst completing the written section of the assignment, we met up on more than one occasion to complete the assessment. As a result of the meetings, we decided to make a PowerPoint presentation of our chosen island, which was Northern Ireland and the various applicable issues. Our presentation was required to last for no longer than fifteen minutes and no less than ten minutes. Upon completion of the presentation, it was apparent that most of our presentation ran according to plan and the learning outcomes that were outlined before the presentation had been met. During the group discussions, we chose to write about different aspects of Northern Ireland, namely the aims, the economic overview, the political stability and the primary export strengths. In the group, my role was to explicate the social issues in Northern Ireland. The presentation also included information on tourism, the transport infrastructure, the conclusion of our presentation and finally the recommendations we made on Northern Ireland. My role within the group of the nine sections comprised of the social issues and a point from the conclusion section in the presentation. Firstly, I decided to research the various social issues of Northern Ireland, and aimed to expand on a number of these issues. I investigated these certain aspects by using different types of research. The group decided on using OHT's and Microsoft PowerPoint in order to communicate effectively with our audience. Therefore, the research, which I collected on the social issues of Northern Ireland, which was my role in the presentation, was put on both OHT's and Microsoft PowerPoint. My role in the work of the group for the presentation involved introducing the facts of the social issues of Northern Ireland and writing up on one of the four points in the conclusion, which was linked to the social issues. I explained the four main social issues to the class and why these points exist. (See Appendix 1). The remaining sections were completed by the other members my group. We all contributed to reading the conclusion and recommendations' slides in which we alternatively talked through all the points. Firstly, Craig Gallagher talked the class through the first two slides on the aims of Northern Ireland and the economic overview of the country, whereas David Long covered the political stability and the tourism sections. Peter Stephenson covered the section on the primary export strengths, leaving the transport infrastructure to Arif Patel. These members of the group also took certain points and went into detail when discussing their sections for the presentation. At the end of our presentation, we held a plenary session in which our audience were asked if they would like to ask any questions which could be answered on the different aspects which we discussed in our presentation. This demonstrated the audience's understanding of the information presented. The structure of our presentation included the clear use of Microsoft PowerPoint and the use of OHT's. this enabled the group to communicate more effectively with the audience, as it allowed visual aids to correspond with the verbal communication. The whole presentation was conducted around the use of the above in order for the audience to understand thoroughly the purpose of the presentation. I believe that my group successfully informed the class on our topic of Northern Ireland which we had chosen as a group with a mutual agreement. We chose our country from the list that had been given to us. As we held a plenary session towards the end of our presentation in which the class could ask our group questions, this allowed everybody a chance to express their views. All the discussions contained correct answers by the audience, which illustrated that we had covered all the topics effectively and resourcefully. If I was to carry out this particular, or any other, presentation in the future, I would ensure that my PowerPoint document is working well because in our presentation there was a problem with the PowerPoint, due to a technical hitch. This was the only aspect of the presentation which did not go according to plan. As a result of this, we were required to read off our print outs, which we had created in case of such circumstances. Another thing that I would change in the future is to be more organised and time efficient. This is due to the fact that we had to rush to put the presentation together, as we had all worked on our different sections of the assignment individually on our own. Therefore, when we met up we were required to organise our final piece, prior to the presentation. In addition, I feel that getting to know the members of a group and building a relationship between each other is essential, as it can cause some awkwardness when you do not know all the members. However, I was fortunate, as I knew some of them from my Economics class. Even though I did not know all of the members, we worked well together as a group and did not face any issues, which would have made it difficult for us to work as a team. To conclude this report, I feel that we were very successful in informing and motivating the class on our subject. The reason for this is that the class met the objectives, which we outlined at the beginning of our presentation and the met the criteria set in order to pass this section of the assignment.

The effect of talent management on business success in Nigeria’s telecoms sector

Summary Talent management is a key challenge for organisations in the current economic climate and, in particular, when it comes to a dynamic industry within an emerging market. With this in mind, the research proposed here looks at the role of talent management in gaining business success, with specific reference to Etisalat, a growing telecoms company within the Nigerian economy. Introduction In emerging economies, such as Nigeria, there is a need to consider the strategy for growth within organisations, both national and multinational. This raises several questions, in terms of business strategy and specifically requires the consideration of whether or not talent management should be the central theme for this discussion. As part of this research the key themes will be to look at talent management in the context of how this aligns with busienss success and then beyond that how it works within the emerging economies. . Motivation for the Research Determining the level of importance of talent management and the way in which it is best incorporated into the wider business strategy is of key importance to Etisalat and the technological industry, in general, but also potentially has an impact on the other industries looking to enter an emerging market and aiming to develop and utilise home grown talent, as well as identifying how talent can be encouraged to join and develop the region. This is a dynamic region and is currently in an appropriate stage for research to be undertaken as to how to develop this, in the future. Rationale for the Research Countries, such as Nigeria, are under an ongoing pressure to provide a region of growth for both their own national companies and for multinational organisations looking to make the most of developing regions that may offer a strategic advantage, in the long ru. (Newman, 2001). This research offers value to the current organisation and any other company looking to going into the region. Where such development is likely, the research here will provide strong guidelines which can be used for the future. Scope and Limitation of the Research This research will look specifically at the issue of talent management within a large telecoms company in Nigeria which is, in itself, a limitation on the research, as the telecoms industry is dynamic and constantly changing. Therefore, although this provides a good area of research currently, it needs to be borne in mind that this is likely to change over time and also when moving from industry to industry. Furthermore, different countries will have slightly different dynamics, which will need to be taken into consideration when looking at research areas for the future. Research Questions / Hypotheses and Objectives The overall research hypotheses aim to prove, or indeed disprove, the link between early adoption of talent management within the organisation and ultimate business success. It is suggested, at the outset, that there is a direct link between the ability of an organisation to expand successfully and the concerted approach to talent management that is taken by the management team, at the outset. The objective is to identify whether this is indeed a substantial link and, if so, what specific management practices are effective and which are not. Literature Review The concept of talent management has been well documented across a variety of different jurisdictions, including the UK. Talent management is referred by the CIPD (2010) as being â€Å"initiatives and strategies†¦ to harness the unique talents of individual employees and convert their talent potential into optimum organisation performance†. Although there are multiple different definitions in relation to talent management, this is seen as being one of the leading definitions. Back in 2001, the concept of talent management was established by McKinse and Company 2001, who created the concept of â€Å"the war on talent†, which was then taken on by the CIPD, with the likes of the 2012 CIPD documentation, where talent was considered to be the qualities â€Å"of those individuals who can make a difference to organisational performance either through their immediate contribution or, in the longer-term, by demonstrating the highest levels of potential†. Bearing these principles in mind, the literature can then go to consider the role that this approach would take within the emerging market of Nigeria and with particular reference to the telecoms industry. For example, Etisalat created a strategy plan that would span 2011 – 2016 called â€Å"Engage†, with the aim of inspiring staff and encouraging greater emphasis being placed on management and its ability to engage with the staff during a period of dynamic expansion (Etisalat, 2014). When looking specifically at the area of the telecoms industry, it is seen that Etisalat is one of the more pro-active talent management companies, with its own Academy providing learning and development opportunities for staff members in its central head office, in Dubai. As well as creating learning opportunities, there are is also an argument that the company has gained success by looking at the greater brand loyalty from the staff, with the wider perception of what is meant by talent management and how this can link with the emerging markets and companies, such as Etisala (Etisalat, 2014). Gap in LiteratureA seeming gap in the literature which is to be dealt with as part of this research is that of understanding the role of traditional talent management will have on an emerging market and, in particular, the telecoms industry. Specific consideration needs to be given to the notion that there is likely to be an issue with the mobility of staff and the willingness of individuals to move either to or from the area, in order to sustain employment. Research MethodologyResearch designThe proposed research method is deductive in nature, involving multiple different observations which ultimately provide an overall theory. In order to achieve this, it is necessary to undertake both primary and secondary research, to gather a rounded understanding of both theory and then its practical application.Data SourcesFor the literature review, the information will be primarily gathered from journals and reports surrounding the area of talent management, as well as from direct information from Etisalat. It is anticipated that this information will be gathered from free sources, as well as subscribed online journals such as Emerald Insight. Primary research will look at the opinions of HR staff, as well as those subject to â€Å"talent management† within the workplace.Data Collection / Analysis TechniquesA total of 100 individuals will be contacted through the use of questionnaires, to determine the use of talent management and the perc eptions of talent management within the workplace. Of these 100 questionnaires, a further 10 one-to-one interviews will be undertaken, to supplement and further the understanding gained as part of the wider questionnaires. This is based on availability and time constraints, as well as the desire to obtain a balanced view, overall.Sampling TechniquesThe selected individuals will be a mixture of HR professionals and staff members who are targeted as part of the talent management process. This split is thought to be approximately 80 / 20 and will allow both sides of the action to be considered alongside each other and research then undertaken into whether or not the perceptions of the staff differ from the perceptions of the managers implementing these agendas.Practical ConsiderationsEthical considerationsA potential difficulty emerges with the primary research, in that it is asking employees about their perceptions of talent management within the organisation. This is because some ind ividuals may be concerned that expressing honest opinions could have a negative impact on their own career progression. For this reason, as well as commercial confidentiality reasons, the data collected will be entirely anonymised and pass-worded, so that the answers cannot be directly linked to the individuals in question.Suggested Research TopicsThe overall topic is the link between talent management and business success; however, there will be several sub areas of research that will also be considered as part of this; for example, how can various initiatives impact on the role of talent management, the role of talent management from the point of view of recruitment, performance management and promotion. Consideration will also be given to the mobility of individuals within the emerging world and the political aspects that may be relevant. Project Plan The research will take place over one academic year and 10 months of total work. This is broken down as follows: Month 1Background research and delineation of questions and areas of research Month 2Literature review and setting out the questionnaires for the primary research Month 3Literature review and sending out of primary research Month 4Collation of primary research and analysis Month 5Collation of primary research and analysis Month 6Review of literature based on findings of primary research Month 7Review of literature based on findings of primary research, conclusions and summary Month 8Conclusions and summary Month 9Writing of report Month 10Review and preparation of presentation This is a reasonably flexible time frame, with recognition that there will need to be a consolidation time period at the end, to revisit key areas. Bibliography – suggested initial bibliography (to be added to during the research) Bersin & Associates. (2012). New research finds UK talent acquisition spending rose six per cent in 2011. London: Bersin & Associates. Chartered Institute of Personnel and Development. (2006). Talent management: understanding the dimensions. London: CIPD. Chartered Institute of Personnel and Development. (2010). The talent perspective: what does it feel like to be talent-managedCIPD, London. Available: http://www.cipd.co.uk/NR/rdonlyres/95D2D604 -36C6-450A-996A-01F45F0B17C5/0/5262_Talent_Perspective.pdf (Accessed 18/09/12) Chartered Institute of Personnel and Development. (2012). Talent management: an overview, CIPD, London. Available: http://www.cipd.co.uk/hr-resources/factsheets/talent-management-overview.aspx (Accessed 3/10/12) Cheese, P. (2008). The talent powered organisation: strategies for globalisation, talent management and high performance. Cornwall: MPG Books ltd. Etisalat (2014) Etisalat Strategu. Available at: thttp://www.etisalat.com/en/ir/corporateinfo/etisalat-strategy.jsp McKinsey & Company. (2001). The war on talent, McKinsey & Company Inc, USA. Available: http:// autoassembly.mckinsey.com/html/downloads/articles/War_For_Talent.pdf Newman, E. (2012). What is the definition of CRMInside Talent Management Technology, Available at: