Analysis Of Frankenstein Dark Elements - 1117 Words

Reagan Page Mrs. Schroder English IV Honors 8 December 2016 Frankenstein’s Dark Elements Starting in the late eighteenth century, gothic literature rapidly expanded to become a major genre of study. There are many key elements that make a piece of literature gothic, many of these elements are found in Frankenstein. Three of the main elements that categorize gothic literature are extreme landscapes, supernatural manifestations, and intense emotions; these three elements can also be found in Frankenstein. One common element of gothic literature includes extreme landscapes. Gothic literature uses this key element to explore and emphasize the isolation these characters desire or face. Through the emphasis on isolation, books take on an†¦show more content†¦So, while the location is an element of gothic literature, so is the reason for traveling to that location. The landscape of the summit of Montanvert is the place where Victor Frankenstein runs into the Creature, and the Creature begins to tell his tale. This is the first time in the novel the reader starts to connect with the Creature, a supernatural being. Supernatural manifestations are a must for gothic literature. These inventions of the mind tend to attract readers, setting this genre apart from all others. Supernatural manifestations make the ordinary seem not so ordinary, which helps add to the overall mystery and suspense of a novel. Gothic literature aims to create the feelings of suspense, gloom, isolation, and thrill; or simply emotions in general. The prime example in Frankenstein comes from Victor Frankenstein’s invention of the Creature. The Creature can be described as essentially a functioning monster, pieced together by various parts to make it work like a human body would. In the time the novel was written, nothing like this had ever been accomplished, whereas in current times, the Creature might not classify as a supernatural manifestation. The idea for the Creature comes from Victor Frankenstein’s love for the field of alchemy. Alchemist study the transformation of matter in the days prior to chemistry. This field intrigued Victor Frankenstein at an early age; therefore, early on in his life he learned andShow MoreRelatedFrankenstein as a Gothic Novel Essay1332 Words   |  6 PagesTragic wanderers, ominous atmosphere, symbolism, and themes: these are elements of a Gothic novel. Though Mary Shelleys Frankenstein, written in the early 19th century, certainly contains many components of a Gothic novel, can it be correctly grouped under that genre? A definition of a Gothic novel; according to Tracy, is a description of a fallen world. We experience this fallen world though the aspects of a novel: plot, setting, characterization, and theme (De Vore, Domenic, Kwan and Reidy)Read MoreAnalysis Of The Poem Frankenstein And The Rime Of The Ancient Mariner 1131 Words   |  5 PagesMr. Maust English IV AP 11 September 2015 The Burden of Knowledge, An Analysis of Gothic Elements in Frankenstein and The Rime of The Ancient Mariner Henry Wadsworth once said: â€Å"Every man has his secret sorrows which the world knows not; and often times we call a man cold when he is only sad.† Such untold sorrows are what plague two very distinct characters in two very distinct works of literature. Mary Shelley’s Frankenstein tells of Victor Frankenstein’s torment as he is plagued by his creation;Read MoreModule a961 Words   |  4 Pagesaddress the societal issues and paradigms of their eras. 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However, though the analysis of  Jane Eyre  written by  Charlotte Bronte, certain factors come into focus.The novel of Charlotte Bronte entitled Jane Eyre has showcased aRead MoreFrankenstein: Theme of Abortion1559 Words   |  7 PagesFrankenstein: The Theme of Abortion Most of us have read the novel Frankenstein. There are many themes that come along with one of the first gothic, romantic science fiction novels of the 17th century. Mary Shelly used her background life to create this horror book. She influenced future horror films for decades to come, Halloween costume ideas and quote upon quotes. Although this book carried the obvious Halloween-feel themes Shelly had a greater meaning for the book. Shelly believed in the needRead MoreMary Shelley s Frankenstein Vs. The Modern Prometheus1547 Words   |  7 PagesIn Mary Shelley’s Frankenstein; or, the Modern Prometheus, Victor Frankenstein struggles against the monster that he creates. Their conflict eventually leads to tragedy for both of them. In the novel, the author provides numerous references to the opposites of fire and ice in the experiences of both Victor and his creation. Mary Shelley associates ice to Victor Frankenstein and fire to the monster to represent their respective under lying character. Initially in the novel, fire is linked to VictorRead MoreThe Mysteries Of Udolpho, Frankenstein, And The Rime Of The Ancient Mariner1249 Words   |  5 Pagesbent on destruction...and witty dialogue — laced with irony and satire — speaking of matchmaking, fall fashions and the propriety of social actions? Pre-dash, the elements of Gothic fiction permeate and resonate throughout the Romantic era and are included in analysis of many such fiction and prose. The Mysteries of Udolpho, Frankenstein, The Rime of the Ancient Mariner, etc. display said aspects and can be considered works of true Gothic horror. Emily St. Aubert (from Udolpho) acts in the GothicRead MoreMary Shelley s Frankenstein : The Modern Prometheus ( 1818 ) Essay1937 Words   |  8 PagesIn Mary Shelley’s Frankenstein: The Modern Prometheus (1818), many binary comparisons appear and reveal to the reader deeper meanings beyond the written word. One of the most important juxtapositions represent s the binary scale of solitude versus companionship as evident in the protagonist Victor Frankenstein and the Creature whom he creates. Although these characters compare in a plethora of ways, a Structuralist focus on the latter’s forced seclusion and search for camaraderie, compared to Frankenstein’sRead MoreAnalysis Of Mary Shelley s Frankenstein 1758 Words   |  8 PagesFrankenstein was published over 200 years ago. Ever since it was published, it has been one of the most famous books known to literature. History.com Staff states that this book, by 21-year-old Mary Wollstonecraft Shelley, is frequently called the world’s first science fiction novel (History.com Staff). According to Wikipedia, Shelley was an English novelist. She was born August 30th, 1797. She died on February 1st, 1951 (Wikipedia). Shelley came up with the idea of Frankenstein as she andRead MoreThe Strange Case Of Dr. Jekyll And Mr. Hyde3074 Words   |  13 PagesFrankenstein by author Mary Shelley is a Gothic science fiction novel written in Switzerland between 1816–1817, and published January 1, 1818. Set in eighteenth century Geneva, Frankenstein tells the story of a young man by the name of Victor who goes away to college to study natural philosophy, chemistry, and alchemy. When armed with the knowledge he has long been seeking, Victor spends months constructing a creature out of old body parts, and in the secrecy of his apartment, brings his creation

The Components of a Decision Support System Free Essays

(i)Data Management Component. The data management component performs the function of storing and maintaining the information that you want your Decision Support System to use. The data management component, therefore, consists of both the Decision Support System information and the Decision Support System database management system. We will write a custom essay sample on The Components of a Decision Support System or any similar topic only for you Order Now The information you use in your Decision Support System comes from one or more of three sources: Organizational information: One may want to use virtually any information available in the organization for your Decision Support System. What you use, of course, depends on what you need and whether it is available. You can design your Decision Support System to access this information directly from your company’s database and data warehouse. However, specific information is often copied to the Decision Support System database to save time in searching through the organization’s database and data warehouses. External information: Some decisions require input from external sources of information. Various branches of federal government, Dow Jones, Compustat data, and the internet, to mention just a few, can provide additional information for the use with a Decision Support System. Personal information:You can incorporate your own insights and experience your personal information into your Decision Support System. You can design your Decision Support System so that you enter this personal information only as needed, or you can keep the information in a personal database that is accessible by the Decision Support System. (ii)Model Management Component. The model management component consists of both the Decision Support System models and the Decision Support System model management system. A model is a representation of some event, fact, or situation. As it is not always practical, or wise, to experiment with reality, people build models and use them for experimentation. Models can take various forms. Businesses use models to represent variables and their relationships. For example, you would use a statistical model called analysis of variance to determine whether newspaper, TV, and billboard advertizing are equally effective in increasing sales. Decision Support Systems help in various decision-making situations by utilizing models that allow you to analyze information in many different ways. The models you use in a Decision Support System depend on the decision you are making and, consequently, the kind of analysis you require. For example, you would use what-if analysis to see what effect the change of one or more variables will have on other variables, or optimization to find the most profitable solution given operating restrictions and limited resources. Spreadsheet software such as excel can be used as a Decision Support System for what-if analysis. The model management system stores and maintains the Decision Support System’s models. Its function of managing models is similar to that of a database management system. The model management component can not select the best model for you to use for a particular problem that requires your expertise but it can help you create and manipulate models quickly and easily. (iii)User Interface Management Component. The user interface management component allows you to communicate with the Decision Support System. It consists of the user interface management system. This is the component that allows you to combine your know-how with the storage and processing capabilities of the computer. The user interface is the part of the system you see through it when enter information, commands, and models. This is the only component of the system with which you have direct contract. If you have a Decision Support System with a poorly designed user interface, if it is too rigid or too cumbersome to use, you simply won’t use it no matter what its capabilities. The best user interface uses your terminology and methods and is flexible, consistent, simple, and adaptable. For an example of the components of a Decision Support System, let’s onsider the Decision Support System that Land’s End has tens of millions of names in its customer database. It sells a wide range of women’s, men’s, and children’s clothing, as well various household wares. To match the right customer with the catalog, land’s end has identified 20 different specialty target markets. Customers in these target markets receive catalogs of merchandise that they are likel y to buy, saving Lands’ End the expense of sending catalogs of all products to all 20 million customers. To predict customer demand, lands’ end needs to continuously monitor buying trends. And to meet that demand, lands’ end must accurately forecast sales levels. To accomplish theses goals, it uses a Decision Support System which performs three tasks: Data management: The Decision Support System stores customer and product information. In addition to this organizational information, Lands’ End also needs external information, such as demographic information and industry and style trend information. Model management: The Decision Support System has to have models to analyze the information. The models create new information that decision makers need to plan product lines and inventory levels. For example, Lands’ End uses a statistical model called regression analysis to determine trends in customer buying patterns and forecasting models to predict sales levels. User interface management: A user interface enables Lands’ End decision makers to access information and to specify the models they want to use to create the information they need. 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Effectiveness of Employee Retention Strategies †MyAssignmenthelp

Question: Discuss about the Effectiveness of Employee Retention Strategies. Answer: Introduction The case study for McDonald's business has been considered to understand the business strategies with respect to the talent. The employees are the most important assets of any business because they convert all other assets/ resources into revenue. It is important for the business to hire, retain, and manage the employees with the right skills, knowledge, capabilities and aptitude (Business Insider, 2017).Talent management is an important element of human resourcing procedures, programs and approaches used for identifying, assessing, developing and retaining the talent. The business strategy of my Donald focuses ongrowth andoperational excellence so it can be stated that McDonald's make use of the specialisation strategy. As per the given case study businessrealisesthat people are its most significant assets. The business makes use ofthisworkers and creates its strategies in such a manner that these workers focus on providinghighlevel of customersatisfaction.It focuses ondeliveryof cleanliness, quality goods, fastservicesand value to the clients (Henebery, 2017). This is the socialisation business strategy where the business lays stress on particular kind of customer strategy on the basis of fulfilling that particular segment needs. The clientswho cometo McDonald's prefer Great food,attentionof the staff members, clean restaurant and fair pricing. Will the strategic needs, the staff have to be nicewiththe clients and there has to be consistency in the food prepared. It is important that the workers ensure cleanliness in the outlet. All these strategic needs have to be fulfilled by the staff members ofMcDonald's thereforeit is important that the right kind of employees is hired for bringing such vision to actuality. The success of McDonald'sis dueto its capacity of hiring right individuals who apply the same vision for the clients. Thehigh qualityemployees provide McDonald's with a competitive advantage in the market, by application of the Business strategy discussed above. As the staff's satisfaction forms the basis of attaining competitive advantage, it is important that the strategy which is followed by the workers must be carefully considered (Corporate.mcdonalds.com, 2017). It is necessary that the people who are hired by McDonald's are highly customer oriented and they also need to be trained on the same perspective. Thisstrategy leadsto the great stuffing and since the employees are promoted from within theorganisation thereforethey get motivated to stay forlongterm with the same business (Structured Orientation for New Graduates, 2004). McDonald's not only hiresgreat people but also maintains that the talent by use ofit principalknown as "people province". It will use its workers and provide them with the needed skills, tools andequipmentswhich are needed for providing the customers with great services, high level of accuracy at work and Consistency. The business identifies and tracks the people aspects which haveimpacton the business performance (Gandhi Arora, 2015). Therefore McDonald's is capable of evaluating and continuously improving the alignment among the staffing and business strategies. Alignment of business, Human resource and staffing strategies of McDonalds As stated above, McDonald's has to pursue two business strategies which are the operational excellence and growth. For achieving this, it is important that the workers provide support to the business. These workers need to have great communication and customer servicing skills. Even though the workers which are hired by McDonald's are highly skilled, still for the alignment of business strategies, human resources and staffing, McDonald's has to provide the staff members with regular training and development. It takes appropriate measures for retaining the talent. The management processes a clear understanding and knowledge regarding the attitude,skill setthat is needed by its workers. And in order to stay ahead in these as well, McDonald's has created its own staffing strategy. In terms of human resourcing, the aim of McDonald's is to be one of the top employers in the society and forthisit provides the workers with a great workingenvironment. The workers are promoted from within the organisation thereforeencouraged to show great performance at work. These practices make the employees have a feeling of belongingness with the business and also make them feel as a part of McDonald's. By following the strategies, McDonald'sis ableto retain talented people because the potential candidates stay with the business in the long run as they hopeto getpromoted to the higher level within the organisation (Schweyer, 2013). The initial two steps used by McDonald's for gaining the competitive advantage were restructuring of the staff'sperformance development system (PDS) for all the staffs and using a talent review procedure for the staffs. This business has also set up different improved development programmes for the workers at all the levels. One of the examples of such programme is known as "leaders at McDonald's program (LAMP)". The business has also started with the leadership Institute (leadership developing programs. With the initial rolling out of policy for performance development system, in 2001 McDonald's made a decision of practising the same in three major segments. These segments were:t and change (Hatum and Preve, 2015). Disadvantage development was started in McDonald's for promoting the advancement of exit YouTube talent and creating the development opportunities for new workers. This strategy laid stress on talent and diversity management in McDonalds. The launch of "LAMP "program was done for creating innovative ideas to bring changes in the perception of participants and to apply a worldwide approach in turning to be The business which is capable of retaining top talent (Reed, 2012). The focus of the strategy had been on development of great potential talent for turning to be a future leader and making the performance to be better for business growth. The main aim of this strategy was to expand the competency and acceptance of employees to turn to be future leaders (Goldsmith and Carter, 2010). When the people are promoted from within the business then there is a decrease in the time needed for newly promoted managers and achieving faster outcomes, therefore the business stands out to be further effective for development and attainment of top talent. This also helps in improving the diversity profile at the management level. With the start of McDonald's leadership Institute and the launch of global leadership development programmes, the aim was to develop the skills among the workers so that they can be ready to get remote it up to director level (Noe, 2013). This institute and program are related with the exceptional development support, trainings, learning seminars and development sessions. Through the global leadership development programmes, the existing employees were provided with detailed overview of the leadership roles and responsibilities and they were prepared for their future roles. This way the individual contributors also got an expanded base for networking with their peer groups. The promoted workers show their gratitude towards the business by providing the clients withgreatlevel of customer service (Lewis and Sequeira, 2012). Similarly the potential workers, who wish to getpromotion, also focus on the client satisfaction, which is the key for attaining competitive advantage. This way the business strategy of McDonald's has been aligned to its staffing and human resourcing strategies. Possible talent-linked threats to the competitive advantage of McDonalds The key possible talent related threats which can harm the competitive advantage of McDonald's would behighturnover of workers and that aggravated by the time when the business find it complicated to hire people particularly in the younger age bracket (Yamamoto, 2011). Since the McDonald's tries to promote the employees from within the organisation as a part of its retention strategy, therefore it would lack the younger task force and therefore it might lackthe newtalent, harming its competitive advantage (Gberevbie, 2008). Due to the tight labour markets, the business would also be facing an issue of huge costs linked with the training of employees and if the employee retention problem continues then this cost can be amultiple times (Bais, 2012). For improving its future and retaining its brand image as a great employer, McDonald's can actually apply the different strategies for attracting the largest labour pools i.e. the students or teenage segments. The students can be hired as trainees and provided with training which can help the business to retain those are for the long run. This would help the business to getthe newtalent and fresh skills. TheGuests model of HRMcan be applied to McDonald's. This model will help the business in seeking the employs engagement in terms of achieving business goals and it will also focus on the fulfilment of needs of the staff members (Aitalieva and Panasyuk, 2016). By use of this model, McDonalds will turn more flexible. This model can be linked with the commitment of staff members and their high performance levels rather than approvals. The major focus of HR functions in this business would be able to successfully attain the predefined aims (Shabib-Ul-Hasan, 2012). This would be done by improvement in the skills and abilities of the workers. Since the employees are highly valued in this organisation therefore the employee participation would be useful for cultivating a trusted and healthy work environment. Practices of HRM at McDonald's revolve around recruiting, selecting, workers, job design, reward and recognition for the improvement and motivation of the performances of workers.It is also suggested that the business exercises flexibility at the workplace by which McDonald's would be able to keep the workers are motivated. Motivated workers would be putting in extra efforts for giving their best performances and successful accomplishment of their work targets (Fast Company, 2017). This way the business would be able to retain its goal of having competitive advantage and this flexibility will make the workers empowered to prove their proficiency. Moreover by practising the flexible working, the team building activities want to be hindered. Flexibility at workplace won't be useful for only the employees rather it would be used by the management for enhancing the productivity of the business because they would be able to provide the workers with trusted, healthy and sound work environm ent (Conlow and Watsabaugh, 2013). Since the employees would be free to choose their working schedule is therefore there would be high level of satisfaction inculcated among them which would consequently encourage them in delivering the desirable performances. By offering the flexible working practices, the craving of McDonald's to hire more experienced and skilled people at different hierarchies will be fulfilled. For example, on the Christmas eve or during festive season, when there is more footfall expected that the outlets then part-time workers can be hired so that the client demand is fulfilled easily with the maximisation of profits (Clinton Foundation, 2017). The people can get support by working withMcDonald's,if the jobs are offered with flexibility and they haveoptionto choose their timings. Thiscan be used to retain the existingpeople, and others can also join the organisation as part-timers and support their living or education. This saves a brand image will also be created for McDonald's and simultaneously it would be able to retain its existing staff, with opportunities forthemtogrow and develop. Conclusion Business strategy for McDonald's is focused on customer satisfaction and therefore it hires talented people who can help the business in maintaining the trust which the customer is having McDonald's, all over the world (Training Magazine, 2017). The strategy of competitive advantage through customer satisfaction can be achieved by keeping the staff members satisfied and retaining the skilled are talented workers, who can add value to theclientsexperiences. It is important to hiretalentedpool of people, but it is further necessary to retain that talent within the organisation. This case study has been utilised for understanding the need of talent management for any business to stay competitive. References Aitalieva, V. and Panasyuk, M. (2016). THE SPECIFICS OF CORPORATE CULTURE MANAGEMENT IN A FOREIGN SUBDIVISION OF MCDONALDS COMPANY.Business Strategies, (11), p.1. Bais, D. (2012). Employee Retention Management:some Issues.International Journal of Scientific Research, 1(4), pp.22-24. Business Insider. (2017).McDonald's is about to unveil a huge plan to save its business - here are 8 things investors need to hear. [online] Available at: https://www.businessinsider.in/McDonalds-is-about-to-unveil-a-huge-plan-to-save-its-business-here-are-8-things-investors-need-to-hear/articleshow/47130718.cms [Accessed 28 Sep. 2017]. Clinton Foundation. (2017).Talent for Tomorrow: How McDonalds is Redefining Employee Education and Training. [online] Available at: https://www.clintonfoundation.org/blog/2014/08/12/talent-tomorrow-how-mcdonalds-redefining-employee-education-and-training [Accessed 28 Sep. 2017]. Conlow, R. and Watsabaugh, D. (2013).Superstar leadership. Pompton Plains, NJ: The Career Press, Inc. Corporate.mcdonalds.com. (2017).Leadership Development - McDonald's Training :: McDonalds. [online] Available at: https://corporate.mcdonalds.com/mcd/corporate_careers/training_and_development/leadership_development_career_pathing.html [Accessed 28 Sep. 2017]. Fast Company. (2017).Making Over McDonalds. [online] Available at: https://www.fastcompany.com/1686594/making-over-mcdonalds [Accessed 28 Sep. 2017]. Gandhi Arora, R. (2015).Talent Retention. Saarbru?cken: LAP LAMBERT Academic Publishing. Gberevbie, D. (2008). Employee Retention Strategies And Organizational Performance.IFE PsychologIA, 16(2). Goldsmith, M. and Carter, L. (2010).Best practices in talent management. San Francisco: Pfeiffer. Hatum, A. and Preve, L. (2015). Managing Talent Risk.Harvard Deusto Business Research, 4(1). Henebery, B. (2017).Inside McDonalds talent strategy. [online] LD. Available at: https://www.ldphub.com/general-news/inside-mcdonalds-talent-strategy-238465.aspx [Accessed 28 Sep. 2017]. Lewis, A. and Sequeira, A. (2012). Effectiveness of Employee Retention Strategies in Industry.SSRN Electronic Journal. Noe, R. (2013).Human resource management. New York: McGraw-Hill/Irwin. Reed, D. (2012). Leveraging Your Employees' Values to Retain Staff and Develop Leaders.Proceedings of the Water Environment Federation, 2012(1), pp.544-548. Schweyer, A. (2013).Talent management systems. Hoboken, N.J.: Wiley. Shabib-Ul-Hasan, S. (2012). Managing Talent; Twenty Commandments about Talent Management.IOSR Journal of Business and Management, 2(6), pp.31-36. Structured Orientation for New Graduates. (2004).Journal for Nurses in Staff Development (JNSD), 20(3), pp.125-126. Training Magazine. (2017).McDonalds Recipe for Success. [online] Available at: https://trainingmag.com/content/mcdonald%E2%80%99s-recipe-success [Accessed 28 Sep. 2017]. Yamamoto, H. (2011). The relationship between employee benefit management and employee retention.The International Journal of Human Resource Management, 22(17), pp.3550-3564.