The Downfall Of The South In The Civil War Essay Example for Free

The Downfall Of The South In The Civil War Essay The Civil War had continued to be a subject of interest by many Americans than any other event in their history. Even the Revolution that marked the birth of the republic pales in comparison, in terms of popularity, with the bloody fratricidal conflict of 1861-1865. Such popular imagination perhaps had been fueled by the thousands of books and articles, movies, and television performances. Furthermore, commemorative monuments, museums, parks, and cemeteries dot every state that saw battle. No skirmish, however minor, lacks at least one historical marker to remind visitors of the event, and every state that raised troops has its mementos flags, uniforms, guns, and equipment which it treasures. To mark anniversary dates, old veterans used to make appearances that would recount their experiences real and imagined in the war. Not immune to such fascination, are historians who continue to recount the battles many times over - describing, attacking or defending the actions of key actors (and many not so important) on both sides of the conflict. Of course, it was a costly war: one which demanded one million casualties, including a half million deaths and millions of dollars in destroyed property which served ample evidence that the Civil War marked a sharp conflict in American history. It is not therefore unusual that many historians have looked into the many facets of the war. Others focused on what could be the causal factors which brought on the war: How significant were the differences that led to war between North and South in 1861? Was it caused by differences in ideologies? A struggle for political power waged by representatives of two economic systems†¦that the conflict was between industrialism and agrarianism? Or a moral issue that served as the basis of a complex web of ideas that led both sides to accept ideologies, or world views that they were convinced, which put them in sharp conflict with one another? This paper however, primarily looks into the underlying issues which greatly influenced the outcome of the war. How the South was placed at a disadvantage - being deficient in terms of population and economy that ultimately led to its downfall in the Civil War. II. Two Main Differing Views Concerning the Cause of War A. Conflicting Economies A highly accepted argument spearheaded during the 1920’s by Charles Beard, who presented that it was the conflicting economic systems of the North and the South which caused the war. He believed that the two economic structures did not remain static which brought about the tremendous change effecting immense dislocation in the social structure, and thereby resulting to igniting the inherent antagonisms outside the bounds of diplomacy. Within each section of the country, the necessities of the productive system were generating significant results. The periphery of the industrial vortex of the Northeast was daily enlarging; agriculture in the Northwest was being steadily supplemented by manufacturing, and the area of tillable land by planters was steadily diminishing a shift by which statesmen had to contend in order to maintain peace. An increase in population concentration was much facilitated by the construction of railways, the telegraph system. Travel and communication was cheap and readily available. It facilitated the clustering of people similar status and parallel opinions into cooperative activities. It contributed to the growth of the intellectual force released by the increase of accumulated wealth - as stimulated by the expansion of the reading public and the literary market. That on the other hand, the South resisted the shift of system and had to defend its economic structure. Beard believed that this opposing system became an â€Å"irrepressible conflict† between the industrial North and the agricultural South, that each was contending for economic and political domination over the nation as demonstrated by the victory of the industrialists in Congress when the North won on the battlefields. The Civil War had put an end to the dominance of agricultural interests, and as such the Civil War was described by Beard as a â€Å"Second American Revolution†. According to Beard’s interpretation, the issue on slavery only played a secondary role in the war and that it was used as a cover up for other purposes. However, historians today by and large disagree with that of Beard. There were reports from early historians indicating that a clash of economic system and interests were none existent between the North and South prior to the war and thereby could not have precipitated the war. B. The Issue on Slavery Eric Foner’s interpretation in contrast to that of Beard makes slavery the central issue. Foner agrees with Beard that the Civil War resulted from a basic conflict in American society. However he rejects the notion that the conflict arose out of industrialism and agrarianism. For Foner, the key issue was slavery, not merely as a moral issue (as some historians have argued), but as well as a sharp contrast of viewpoint that propelled them to a point of conflict. Statesmen of the North expressed concern not only on the extension of slavery, but against its very existence. It was widely accepted that slavery required expansion to survive, and that confinement to the states where it already existed would kill it. In each ideology was the conviction that its own social system must expand, not only to insure its own survival but to prevent the expansion of all the evils the other represented. The Republicans believed that free society, with its promise of social mobility for the laborer, required territorial expansion and how this was combined with a messianic desire to spread the benefits of free society to other areas and peoples. Southerners had their own grandiose design. Writers C. Stanley Urban and Eugene Genovese have emphasized how essential expansionism was in the southern ideology. The struggle for the West represented a contest between two expansive societies only one of whose aspiration could prevail. For the North Americans, slavery could not be allowed to expand, because it would bring upon the West a scar whose fatal influence will be felt for centuries. The Southerners counter-argued that expansion of their own system would prevent the extension of the â€Å"evils† of free society as embodied by the North. Containment meant an indirect admission from the South that slavery is wrong, and should be abolished. Furthermore, it indicated that the South had to abandon its whole ideology, which had come to see slavery as a positive good. Slavery, the Southerners justified, had â€Å"refined† and greatly â€Å"developed† the Negro race. III. Comparison of the North and the South At first glance it seemed that the 23 states of the Union were more than a match for the 11 seceding Southern states South Carolina, Mississippi, Florida, Alabama, Georgia, Louisiana, Texas, Virginia, Arkansas, Tennessee, and North Carolina. There were approximately 22,000,000 people in the North compared with some 9,000,000 in the South (of whom about 3,500,000 were Negro Slaves). In addition, the Federals possessed over 100,000 manufacturing plants as against 18,000 south of the Potomac River, and more than 70 percent of the railroads were in the North. Furthermore, the Union had at its command a 30-to-1 superiority in arms production, a 2-to-1 edge in available manpower, and a great preponderance in commercial and financial resources. It had a functioning government and a small but efficient regular army and navy. But the Confederacy however, despite the many odds against them was not to be snuffed out easily. While at the outset the South without doubt, could have been easily perceived to be on the losing end, there were certain factors which could have made victory possible. Proof of which is that the war dragged on for four years, incurring heavy losses on both sides. The Southern armies had the advantage of fighting on interior lines, and their military tradition had bulked large in the history of the United States before 1860. Moreover, the long Confederate coastline of 3,500 miles (5,600 kilometers) seemed to defy blockade; and the Confederate president, Jefferson Davis, hoped to receive decisive foreign aid and intervention. Finally, they were strongly driven for survival by fighting for the intangible objectives of home and white supremacy. Indeed, other nations had won independence against equally heavy odds.

Hrm is more important in current economic climate business essay

Hrm is more important in current economic climate business essay The main purpose of this essay is to examine how the existing or present economic situation which led to firms trying to beat each other in business has made the role of HRM significant in achieving business success. In evaluating this statement, Armstrong (2003) sees the main role of HRM in this present economic climate as being how to carefully devise a plan of action which will be used to achieve a goal, as well as the logical way through which business organisations can manage their employees through HRM so as to achieve business success. The author of this essay observed that in this current economic climate, countries such as the United States, United Kingdom etc. are recovering from depression and inflation which led to loss of so many jobs, and increased competition in the recruitment process, thereby making it possible for HRM functions to be more important in order to achieve business success (source: Survey of Global HR Challenges, 2005). While Pendleton (2011) argued that in the face of this current economic climate, if HRM functions are not properly implemented people will be losing good jobs with better pay due to downsizing in different organisations and start taking up jobs with lesser pay because economic climate will detect salary/pay to be received by employees. McKenna and Beech (2008) emphasise that these HRM functions include; recruitment which involves the proper advertisement of job so as to attract the proper/right applicants, then comes the selection of the best candidates among all the candidates that applied for the job, and proper training of the employee is said to add value to them and the work they do so as to bring about business organisation success and on the other hand, the employees will be rewarded accordingly for their contribution to the growth of the organisation. Armstrong (2003) further indicated that the main aim of HRM is to gain business success in an organisation through the people employed in that business organisation. Som (2008) implied that HRM functions will ensure that organisations attract, retain, motivate and also develop its human resources in accordance with the organisations demand. Ulrich and Brockbank (2005) argued that HRM plays an important role in seeing that every business organisation achieves success through the proper implementation of its functions, and by applying those functions with the necessary information technology system such as the internet. Wachira (2010) suggested that HR managers ought to apply new technologies that will enable them communicate easily with other managers in the organisation so as to reduce the cost incurred during recruitment and also select the proper candidate for a particular job. Though in some developing countries, organisations may not have the technical capability to handle this t ype of recruitment and selection process and this will negatively affect such organisations (Source: CIPD survey report, 2007). It is being argued that there are challenges encountered by HR managers in the day to day management of human resources in an organisation which may result from political, environmental, economic as well as social effects, and this is said to be because of the high level of responsibility bestowed on the HR manager in this current economic situation (source: Survey of global HR challenges, 2005). Jackson and Schuler (1995) sees these as external environmental pressures which can be positive or negative, such as tax exemptions and conducive business environment used to encourage local businesses and allow them to compete favourably in business with their counterpart from other countries so as to enable them retain their existing manpower/employees through their HRM functions or political instability/uprising which discourage foreign organisations/companies from investing in a country thereby creating unemployment, affecting business success and the countrys economic growth negatively. Brewster et al (2005) also argued that in most developed countries of the world such as United Kingdom, United states etc. HRM functions will definitely be affected by political, legal, and social environmental pressure/factors either positively or negatively. This is said to be due to the fact that every business organisation operates under the framework of the law in the environment where the business is located. For example, in Libya, international companies such as British Petroleum (BP) is being affected by political and social unrest in that country, this has affected the operation of so many other companies in Libya and on the other hand reduced business success and government revenue, while Japanese car manufacturing companies in United Kingdom are all doing well and achieving business success due to the favourable political, social and legal environment they established their organisation (source: BBC news, 22/02/2011). Som (2008) argued that the positive performance of an o rganisation in this current economic situation will depend mostly on HRM functions of staff selection, training/development and incentives/compensation. Beardwell and Holden (2001) observed that before now some changes took place in the economic situation of the United Kingdom (UK) in relation to how people are being employed to work, in compliment to what is obtainable in the United States (US). This is said to be caused by economic pressure existing at that period which resulted from increase in competition, recession, and emergence of new technology, which on the other hand created employment, increased employee training and development so as to enable them master the new technology, which will improve their skill and also enable the organisation achieve business success. Though Kinnie et al (2000) argued that the inability of HR managers to properly train its employees will lead to low productivity and low customer satisfaction which will also affect business success and employee relationship with the organisation negatively. Beardwell and Holden (2001) also emphasise that increased competition tried to change the old method of H R and this made it possible for organisations to develop a new method of employment that will be employer friendly/oriented. This policy helped in directing the method of recruitment and selection so as to employ the right people needed for the organisation to arrive at its business success. Although it is also observed that this method of employment will lead to unemployment because very few people with the required skills will be employed by the organisation. Kulkarni (2008) implied that increased competition and globalisation has made it possible for most organisations to adopt uninterrupted learning and training of its employees through the human resource management department. This is said to enable the organisation to satisfy its employees and customers needs and on the other hand achieve business success. Notwithstanding the continuous learning and training adopted by most organisations, Varma (2008) argued that some organisations now concentrate more on what to gain from an employee without considering how to add value to such employee through training and development. It is then emphasised that an organisations aim should be directed towards employee and customer satisfaction through purposeful HRM strategy implementation which will result to profit maximisation as well as business success for such organisation McKenna and beach (2008) emphasized that at the beginning of the economic recession of the 1980s which changed the role of trade unions resulting to little or no strike action, made it possible for organisations to be able to change their staff with ease. This is not only said to be caused by unemployment and recession but also from the introduction of some new laws that reduced the power of trade unions by controlling strike action, which is said to have affected business success negatively because employees will not be motivated to give their best. It is being argued by Deen and Giri (2008) that employees are the biggest assets of an organisation and should be encouraged and motivated through the organisations HRM activities/functions which can provide emotional support, training and development, financial rewards etc. that will make it possible for the employees to do their work with full commitment. This is argued to result to organisations business success because the employees will feel valued and being cared for, thereby contributing positively to the organisation. McKenna and Beech (2008) also noted that the weakness in the power of trade unions is said to signal the need for less elaborate process in collective bargaining and conflict management, which also resulted in a faster way of negotiating settlement of wages. In addition to the foregoing, organisations were better positioned to make changes in work practices which resulted into an increase in productivity as well as a decrease in the number of people employed. Changes in the practice of HR were observed because of the large pool of available labour. A good example is said to be the emphasis being switched from recruitment to selection, which led to the selection of the right people for the job so as to achieve business success which will on the other hand increase unemployment because not every applicant will be selected. It is being argued by McKenna and Beech (2008) that the reduced volume of negotiations which is based on collective bargaining between labour unions and human resource specialists, including the reduction in time committed to recruitment and selection, which helped to provide HRM with the opportunities to manage employee layoff programmes and enter into negotiations so as to bring about low wage settlements, and this is said not to favour employees because of the low wage they will be receiving and it will also discourage them from giving their best to the work they do. Goel (2008) emphasise that in this current economic situation, HRM will require a cybernetic scheme of information management so as to enable an organisation gather, store, examine and disseminate information that concerns the organisations human resource management functions of recruitment and selection so as to help the organisation manage employee redundancy and negotiation programmes. Though, Goel (2008) also argu ed that without a good human resource management information system, an organisation will find it difficult to access information about its employees both old and new, as well as those seeking to work for the organisation. It is then said that an organisation will choose a HRM information system that will satisfy its information management needs if such an organisation wants to achieve business success. Davi (2008) contend that increased competition has made the role of HRM to be faced with challenges of handling management modification, managing organisational culture, dealing with leadership training and growth, measuring the strength of HRM and employee environment, designing employee engagement, dismissal as well as compensation. And to take care of these challenges, Pinnington and Edwards (2000) advised that HR managers should try and discover the main problems, analyse it and provide solutions to it through the use of HRM and performance strategies. McKenna and Beech (2008) argued that in considering organisation of reasonable size, which implies a big organisation, it is possible to find a HRM function just as one would expect to see in a finance or marketing function where specialisation of duties exists and the management team tries as much as possible to achieve organisational goal/objective. While in the smaller organisation, it is said that the level of specialisation may not prevail because the HRM function is being performed by the manager who handles HRM matters. It is observed by the author that the big organisation where specialisation exists will tend to achieve more business success than the small organisation with no specialisation. Though, it is being argued by Bhattacharya (2008) that it will be improper for human resource department of any organisation whether big or small, to assure employees of retaining them in the organisation when such employees are being seen for example by the accounts department as a lia bility. Therefore, Pendleton (2011) emphasise that the HRM department should work hand-in-hand with other departments in the organisation so as to determine employees that can be classified as asset to the organisation and retain those employees because they will help the organisation in achieving business success. According to McKenna and Beech (2008) human resource planning process is concerned with the function of matching organisational demand for quantity and quality of employees with the available supply. This demand is said to be derived from the current and forecast level of company operations, while the supply side is said to consist of human resources that is available both internally and externally. Foot and Hook (2005) observed that an organisation unmistakeably needs to be sure that they have the right staff so as to attain the needed level of competitiveness. These staff are said to be employed by the organisation through their recruitment process by assessing their internal human resource supply. This is said to involve a process through which an organisation takes into account the number of its employees as well as their duties and responsibilities, including their skills so as to enable the organisation compete favourably in order to achieve business success. McKenna and Beech (2008) argued that the internal supply consists of the exiting workforce and its potential to contribute to business success, which has been a target for systematisation in recent years. While the external supply is said to reside in the population outside the organisation and it is influenced by demographic trends, developments in education as well as competitive forces in the labour market, and this is said to be observed within the European Union (EU) where competition is common because every organisation want to achieve business success. McKenna and Beech (2008) emphasise that prior to staff recruitment, job analysis is undertaken, and this is said to involve examining the work to be undertaken by a candidate which results in the preparation of a job description, which produces a specification about the attributes a suitable candidate will need so as to perform the job. McKenna and Beech (2008) also implied that a variety of techniques such as the application form, interviews, tests and assessment centres are all available in selecting the best candidates from a pool of applications. It is mentioned that a shortlist of applicants will be produced as a first step in the selection process which will then lead to training of the applicants, and it is concerned with establishing what type of training is required and to which applicant so as to add value to the candidates and also achieve business success as the candidates work for the organisation. It is further emphasised by Kulkarni (2008) that notwithstanding the bene fits of organisations recruitment, learning and training through HRM, employees are said to be faced with tension of accomplishing business goal/objective in this current economic climate than ever before. Also employees are said to be facing the problem of having to do more work as a result of the training given to them. Although, it is said that some organisations though their HRM can take care of these problems by conducting stress management seminars and training on how to cope with tension at the workplace (Pendleton, 2011). Armstrong (2003) explained that HRM functions will bring about an integrated approach towards the development of human resource strategies or plans which will enable an organisation to achieve its goals thereby leading to success in the organisations business, but when the strategy is not properly implemented the business may collapse. Organisation strategy according to Foot and Hook (2005) are said to function with those plans of action that an organisation makes so as to take care of future occurrences and these plans are targeted at answering the basic economic question of what to do as well as how to do it. Armstrong (2003) on the other hand sees strategic HRM function as an approach used in making decisions on the intentions and plans of the organisation as it concerns the employment relationship as well as the organisations recruitment, training, development, performance management, reward and employee relations strategies, policies and practices, which if not properly implemen ted will result in business failure. According to Nachimuthu (2008) increased competition in the face of the current economic climate has made it possible for organisations that share some business strategy in common to merger together and become one organisation so as to enable them achieve more business success. Nachimuthu (2008) further implied that HR plays a vital role when organisations want to go into merger and acquisition, and the HR function is said to involve retaining some of the existing employees that will be considered as asset to the organisation through the use of HRM strategies to carry out employee assessment that will select and integrate them into the new organisation. Foot and Hook (2005) also emphasise that in order to ensure success in the business of any organisation, HRM strategy must be incorporated in all other departments of an organisation such as finance department, sales department, marketing department etc. and they must work hand-in-hand with the human resource department in the aspect of recruitment, manpower development and training so as to achieve business success. Not only is HR functions beneficial during merger and acquisition, but also it is being argued by Nachimuthu (2008) that when two organisations or more merge together, HRM will be faced with the problem of organisations cultural integration, communication between employees, appraisal and selection of managers/leaders, keeping of valuable employees as well as how to carry out compensation and welfare program in the newly formed organisation. Though, it is emphasised by Pinnington and Edwards (2000) that these problems can be taken care of or solved through a well-planned and implemented HRM strategy which will involve selection of the right employees, performance, appraisal, development and rewards. Hutchinson and Purcell (2003) noted that strategic HRM is functional through focusing on actions that differentiate a business organisation from its competitors. While on the other hand, Armstrong (2003) said that it develops a declaration of purpose which defines the means to achieve ends, and it is concerned with the long term allocation of significant company resources as well as matching those resources and capabilities to the external environment. Strategy is therefore said to serve as a perspective on the way in which critical issues or success factors can be addressed, and this strategic decisions is aimed at making a major and long-term impact on the behaviour and success of the organisation (Armstrong, 2003). According to Armstrong (2003), when considering strategic HRM, it is said to be necessary to address the extent to which human resource strategic measures should take into account the interest of all the stakeholders in an organisation, employees in general, as well as the owners and management. Storeys (2007), argued that soft strategic HRM places more emphasize on how to manage people in terms of ensuring them employment security, training, development and work benefits etc. while Hard Strategic HRM on the other hand will consider the benefit to be derived by investing in human resources in the interest of the business achieving its business success. In this situation, a well-planned soft and hard strategic HRM will guarantee business success in the sense that organisational objectives/directions, its choice of employees and how they are managed will be considered (Legge, 2005). Armstrong (2003) also emphasise that the rationale for strategic HRM is the perceived advantage of having an agreed as well as understood basis for developing approaches to people in the longer term, and this will enable an organisation achieve competitive advantage by allowing such an organisation to utilize its opportunities. On the other hand, Hamel and Prahalad (1998) argued that a firm cannot achieve competitive advantage unless the firm develop its human resource by training them so that they can learn more work techniques which they will use in working for the firm so as to beat their competitors. It is also said that one of the clear benefits that will arise from competitive advantage as a result of effective management of people is that such an advantage is hard to imitate by an organisations competitors (Pendleton, 2011). Organisations strategies, policies and practices are said to be a unique blend of processes, procedures, personalities, styles, capabilities and organisational culture, which differentiates what the business organisation supplies to its customers from those supplied by its competitors and it is said to be achieved by having human resource strategies which ensures that the firm has higher quality people than its competitors (Armstrong, 2003). Organisations challenges can be handled by redefining HRM strategies so as to sustain competitive advantage on investment in human resources, by so doing HR managers must have the core competence to deal with changes in economic situations, social effects and technology which affects the organisation by being able to discover important issues affecting the organisation and providing solutions through development and training (Source: Survey of global HR challenges, 2005). It is being emphasised by Armstrong (2003) that the aim of a resource-based approach to HRM is to improve resource capability by achieving fit between resources and opportunities as well as obtaining added value from the effective deployment of resources. Cesyniene (2008) noted that recruitment process will definitely be challenging in some fields where there is existence of dearth skills in the labour market. Armstrong (2003) also observed that in line with the intellectual capital theory used to analyse HRM, the resource-based theory of HRM emphasise that investment in people adds to their value to the firm or organisation. Therefore the author understands that when an organisation invests in its employees by training them for example, they tend to add value to the organisation by working to achieve business success for that particular organisation. More so Boxall (2011) argued that it is by hiring and developing more talented staff and by extending their skills base that an organi sation will achieve success in its business. It has been observed that a resource-based strategy for HRM is therefore concerned with the enhancement of the intellectual capital of the firm/organisation, which implies that seeing a business firm in terms of what it is capable of doing may offer a more durable basis for strategy in HRM than considering the needs which the business seeks to satisfy (Armstrong, 2003). The author of this essay tends to emphasise that a business can achieve success if it has the strategic capabilities/or plans to compete favourably with others in the same line of business not minding the present economic situation. Cesyniene (2008) argued that the deficiency in the number of qualified workers as well as increase competition will make it possible for HR managers to change from Hard to Soft HRM which will put into consideration the needs of employees so as to sustain competitive advantage. While Kamoche (2000) explained that the basis of this resource capability approach to HR strategy will be the reco gnition of the available manpower in the organisation, which is claimed that it will develop and provide a single model for strategic HRM to function better. Although Jackson and Schuler (1995) also argued that in this situation, firms will try to gain competitive advantage by using human resources through development and training in order to add value to their employees so as to match the nature of the organisations relationships with their customers and employees. According to Armstrong (2003) the key feature of strategic HRM function is the concept of fit or integration, which is also known as matching model. Malik (2009) explained that this matching model helps to bring about strategic integration in an organisation, by combining HRM strategic functions and organisations strategy together and channelling them towards the same strategic direction in order to achieve business success when they are being implemented. Legge (2005) argued that organisation strategy and strategic HRM sometimes does not seem to be appropriate to each others context. A good example can be seen in the downsizing exercise undertaken by some organisations during the last economic meltdown or recession which is not in contrast with human resource management strategy and it discouraged employees thereby bringing about poor performance of such an organisation (Pendleton, 2011). Bowen and Ostroff (2004) argued that merely having good HRM policies is unlikely to be sufficient enough to motivate employees and derive organisational performance so as to achieve business success; hence there is the need to go beyond HRM content and consider HRM process. Fey (2000) suggested that organisations ought to concentrate on HRM patterns of employee development and training at all levels of its management and employees. McKenna and Beech (2008) implied that HRM functions must have the purpose of meeting organisational objectives which will lead to enhancing service provision to its customers, quality, profitability or efficiency of its services/goods. Though, Fey (2000) also argued that there is no relationship existing between HRM Practices and organisational performance in relation to employee training and development. Therefore in this current economic climate, Hutchinson and Purcell (2003) observed that increased competition has really made the HRM functions more important to the success of business than ever before. This is said to be because of the fact that HRM now covers the activities of recruitment and employment which calls for the proper selection of those to be employed, manpower planning involving management of the available work force, employee training and management development resulting to coaching, training and guidance which add value to employees so as to support them on taking more responsibilities, organisational planning and development that helps to achieve organisation effectiveness, wage and salary administration through management and monitoring reward in the organisation and also recognising employee contribution, health and safety benefits and services which helps to maintain work-life balance by building a good working relationship between the organisation and the emplo yee, union management relations and personnel research which may result to outsourcing so as to obtain service from an outside supplier either to train its employees or work for the organisation (Hutchinson and Purcell, 2003). By taking closer look at these HRM functions, Pinnington and Edwards (2000) stressed that there has been an increase on the functions given to the HR manager unlike before, and if these functions or responsibilities are well implemented by the HR manager, there will be a tendency in which the success of the business organisation will definitely be arrived at and the business organisation will grow in all ramification. But the author observed that in a situation where these functions are being neglected, business success may not be achieved and the business will suffer.

Shutter Island Psychoanalytic Response

Shutter Island Psychoanalytic Response The film Shutter Island is an extremely complex mental thriller that you must watch multiple times to fully understand the movie. Teddy, believes he is a government Marshall looking for a missing patient named Rachel Solando, with the assistance of his accomplice Chuck. In reality, Teddy is Andrew Laeddis and Chuck is Andrews essential therapist. Andrew appears to have a fight between his conscious state, Teddy Daniels, and his unconscious state, Andrew Laeddis. Andrew knows that his wife Dolores murdered his kids and that he murdered Dolores out of rage. However, the blame and distress drag him back to his dreamland. Andrew is constantly tormented by the way his daughter attempted to convince him that he killed his family. Hence, Shutter Island is the perfect case of Freuds theory of psychosis. Initially, a person with an id personality will do anything to have instant gratification. Dolores represents the id because she is a lady who experiences sadness and schizophrenia, a few cases of this is when Dolores sets their apartment on fire because the voices in her head told her to do so. Also, Dolores only lives in Teddy Daniels fantasy world. Her unreasonableness and psychotic tendencies convinced her to kill the three kids. She never thought about the consequences of her actions. Some may argue that Dolores controls Teddy because he allows her to do so. In addition, a person with an ego personality deals with reality, they try to find a logical reason for everything. Dr. Sheehan represents the Ego because he understands the reality of the situation at hand. Hes aware that Teddy is on the verge of eliminating any possibility of living a sane, semi-normal life. Dr. Sheehan is logical because he never wants to hurt Andrew, so he goes along with his part in Teddys dreamland to hopefully break Teddy out of his psychotic state of mind. An example of this is when Dr. Sheehan and Teddy hunt down pieces of information about the missing patient, and they become stuck in an old building due to hurricane-like conditions. Teddy concluded that Shutter Island is brainwashing their patients and that he and Dr. Sheehan are soon to follow. Dr. Sheehan agrees with him because he sees the bigger picture. Hes rational in his actions and careful when dealing with Teddy. Furthermore, a person with a superego personality has a good set of morals in every situation. In the beginning of the film, Teddy Daniels is driven by his morals of good and bad. He chases a life where he seeks justice for the murder of his wife. From the moment Teddy enters the island his goal is to find the missing prisoner. As the movie progresses, he tries harder to solve this mystery even though, he keeps finding less evidence. This allows him to keep making up new reasons to live as Teddy Daniels, and not confront his truth. Andrew Laeddis can never live with himself knowing that he is a murder. Based on the observations from the film, Teddy Daniels has strong moral values. Its ironic how he immorally kills his wife and now lives in a fantasy where he is driven by his morals. Even when we see Teddy come to his senses he remains in his fantasy world, not being able to live with himself as a killer. This is the superego still in effect, which dominates his mind. To conclude, Shu tter island is an excellent example of Freuds theory of psychosis. Dolores has an id personality because she is irrational and irresponsible. Dr. Sheehan has an ego personality because he is rational and has a reasonable answer for everything. Finally, Andrew Laeddis has a superego personality because he goes against all his morals when he kills his wife. He creates a fictional world to live with himself. However, Andrew comes to the conclusion that he rather die a good man instead of living with all the remorse and guilt for his actions.

Red Badge of Courage Essay: Isolation -- Red Badge Courage Essays

Isolation in The Red Badge of Courage      Ã‚   Stephen Crane's literary technique has long been a matter of analysis and speculation. In The Red Badge of Courage Crane takes us into the life of a young man named Henry Fleming, who wants to enlist in the Army and fight in the war against the South. By using irony, similes, and symbols, Crane "paints" a vivid picture of what life was like for the fragile Henry Fleming. He opens our eyes to the vast reasons of separation for Fleming, and why he lived his life so independently. The precarious, vulnerable, and insecure Henry Fleming was isolated from more than just his family and his regiment; he was isolated from himself.    As the narrative, The Red Badge of Courage, opens, Henry and his mother are engaged in a quarrel about Henry leaving to join the Army. By going against his mother's wishes and disobeying her, he isolates himself from his family. This isolation is imperative to the way Henry lives his life during his time in the Army. Moral support is something that a family, especially a mother, provides for a child, but because Henry has disa... ...s effort.    Works Cited Bloom, Harold, ed.   Modern Critical Interpretations:   Stephan Crane's The Red Badge of Courage.   New York:   Chelsea House Publishers, 1987. Crane, Stephen. The Red Badge of Courage.   Logan, IA:   Perfection Learning Corporation, 1999. Gibson, Donald B. The Red Badge of Courage:   Redefining the Hero.   Boston:   Twayne Publishers, 1988. Wolford, Chester L.   "Stephen Crane."   Critical Survey of Long Fiction.   Ed. Frank N. Magill.   English Language Series.   Vol. 2. Englewood Cliffs, N.J.: Salem Press, 1991.   

A Separate Peace: Finny - How Things Change Essay example -- essays re

A Separate Peace: Finny - How Things Change In the novel "A Separate Peace," by John Knowles, a boy named Gene visits his high school 15 years after graduating in order to find an inner peace. While attending the private boys school during the second World War, Gene's best friend Phineas died and Gene knows he was partially responsible. Phineas, or Finny as he was sometimes called, was the most popular boy in school. He was a handsome, taunting, daredevil athlete. Gene, on the other hand, was a lonely, self-sufficient intellectual. Somehow the two became good friends, or so Finny thought. Gene, unfortunately, was bitten by the green-eyed monster of jealousy. Gene just couldn't come to grips with the idea that a person of Finny's stature would want to be his friend. Gene's envy grew to a point where he was willing to severely injure Finny for being too perfect. Unfortunately for Finny, Gene succeeded. Finny's seeming perfection, his strong beliefs, and his ability to forgive trace his development throughout the novel. Finny's seeming perfection was the basis for Gene's resentment towards him. Gene thought that everything Finny did was perfect, which just upset Gene all the more. Finny was so perfect that he didn't care what others thought, like when Finny wore a pink shirt as an emblem after the bombing of central Europe. " '...Pink! It makes you look like a fairy!' 'Does it?' He used this preoccupied tone when he was thinking of something more interesting than what you had said." One time Finny and Gene were at the swimming pool when Finny noticed that a boy named A. Hopkins Parker had the record for the 100 yards free style. When Finny realized that A. Hopkins Parker had graduated before they came, he remarked, "I have a feeling I can swim faster than A. Hopkins Parker." He was right. Gene was ecstatic that Finny could do such a thing without any training or anything. All Gene could say was, "You're too good to be true." In certain ways he was. Throughout the book Gene knows that Finny has some strong beliefs. The first three he noticed were: "Never say you are five feet nine when you are really five feet eight and a half"; "Always say some prayers at night because it might turn out that there is a god"; an... ...y?" "I believe you. It's okay because I understand and I believe you. You've already shown me and I believe you." Finny forgave Gene and all was well, at least for a little while. Finny's development can be seen throughout the novel by tracing his seeming perfection, his strong beliefs, and his ability to forgive. Finny changed from being the best athlete in the school to being the only one who couldn't go to the war. Finny was a very good person. Finny was a very firm believer in what he thought was right. Finny was a very forgiving person, believing in the forgiveness of friends. Unfortunately, Finny died due to the negligence of the school doctor. When Finny's leg was being set some bone marrow escaped into his blood stream stopping his heart. When Gene heard this news he didn't cry. Gene felt that, along with Phineas, he himself had died, and you don't cry at your own funeral. Gene went back to his school to come to grips with the fact that he was partially responsible for Finny's death. Finny was not perfect; D's on his tests and bad grades show that. But to Gene, Finny was perfect and always would be.

Drama Films

Drama Films are serious presentations or stories with settings or life situations that portray realistic characters in conflict with either themselves, others, or forces of nature. A dramatic film shows us human beings at their best, their worst, and everything in-between. Each of the types of subject-matter themes have various kinds of dramatic plots. Dramatic films are probably the largest film genre because they include a broad spectrum of films. See also crime films, melodramas, epics (historical dramas), biopics (biographical), or romantic genres – just some of the other genres that have developed from the dramatic genre. Dramatic themes often include current issues, societal ills, and problems, concerns or injustices, such as racial prejudice, religious intolerance (such as anti-Semitism), drug addiction, poverty, political unrest, the corruption of power, alcoholism, class divisions, sexual inequality, mental illness, corrupt societal institutions, violence toward women or other explosive issues of the times. These films have successfully drawn attention to the issues by taking advantage of the topical interest of the subject. Although dramatic films have often dealt frankly and realistically with social problems, the tendency has been for Hollywood, especially during earlier times of censorship, to exonerate society and institutions and to blame problems on an individual, who more often than not, would be punished for his/her transgressions. Social Problem Dramas: Social dramas or â€Å"message films† expressed powerful lessons, such as the harsh conditions of Southern prison systems in Hell's Highway (1932) and I Am a Fugitive From a Chain Gang (1932), the plight of wandering groups of young boys on freight cars during the Depression in William Wellman's Wild Boys of the Road (1933), or the lawlessness of mob rule in Fritz Lang's Fury (1936), or the resourcefulness of lifer prisoner and bird expert Robert Stroud (Burt Lancaster) in John Frankenheimer's Birdman of Alcatraz (1961), or the tale of a framed, unjustly imprisoned journalist (James Cagney) in Each Dawn I Die (1939). In Yield to the Night (1956), Diana Dors relived her life and crime as she awaited her execution. A tough, uncompromising look at New York waterfront corruption was found in the classic American film, director Elia Kazan's On the Waterfront (1954) with Marlon Brando as a longshoreman who testified to the Waterfront Crimes Commission. The film rew criticism with the accusation that it appeared to justify Kazan's informant role before the HUAC. Problems of the poor and dispossessed have often been the themes of the great films, including The Good Earth (1937) with Chinese peasants facing famine, storms, and locusts, and John Ford's The Grapes of Wrath (1940) about an indomitable, Depression-Era Okie family – the Joads – who survived a tragic journey from Oklahoma to California. Martin Scorsese's disturbing and violent Taxi Driver (1976) told of the despairing life of a lone New York taxi cab driver amidst nighttime urban sprawl. Issues and conflicts within a suburban family were showcased in director Sam Mendes' Best Picture-winning American Beauty (1999), as were problems with addiction in Steven Soderbergh's Traffic (2000). Films About Mental Illness: Two films from different eras that dealt with the problems of the mentally ill and conditions in mental institutions were Anatole Litvak's The Snake Pit (1948) with tormented Olivia de Havilland's assistance from a psychiatrist, and Milos Forman's adaptation of Ken Kesey's One Flew Over the Cuckoo's Nest (1975) with Jack Nicholson as a rebellious institutional patient who feigned insanity but ultimately was squashed by Nurse Ratched and the repressive system. Bette Davis played a neurotic and domineering woman in John Huston's In This Our Life (1942). Sam Wood's Kings Row (1942) examined the various fears and phobias in a small-town. Repressed and prohibited from consummating her love with Warren Beatty, Natalie Wood exhibited signs of insanity in Elia Kazan's Splendor in the Grass (1961). Another teenager (Kathleen Quinlan) felt suicidal tendencies due to schizophrenia in I Never Promised You a Rose Garden (1977). And 1930s-40s actress Frances Farmer (Jessica Lange) tragically declined due to a mental breakdown and subsequent lobotomy in Frances (1982). The repressed emotions and tragic crises in a seemingly perfect family were documented in Robert Redford's directorial debut Best Picture and Best Director-winning Ordinary People (1980). Films About Alcoholism: A hard look was taken at alcoholism with Ray Milland as a depressed writer in Billy Wilder's The Lost Weekend (1945) and Jack Lemmon (and Lee Remick) in Blake Edwards' Days of Wine and Roses (1962). An aging alcoholic singer (Bing Crosby) desperate for a comeback was the theme of The Country Girl (1954) – the film that provided Grace Kelly with a Best Actress Oscar. Susan Hayward acted the decline into alcoholism of 1930s star Lillian Roth in Daniel Mann's biopic I'll Cry Tomorrow (1955). More recently, Mickey Rourke and Faye Dunaway played the parts of two fellow alcoholics in Barbet Schroeder's Barfly (1987). Films about Disaffected Youth and Generational Conflict: Juvenile delinquency, young punks and gangs, and youth rebellion were the subject matter of Dead End (1937), Laslo Benedek's The Wild One (1953) with biker Marlon Brando disrupting a small town, Richard Brooks' The Blackboard Jungle (1955) with Glenn Ford as an idealistic teacher in a slum area school, and Nicholas Ray's Rebel Without a Cause (1955) with James Dean as an iconic disaffected youth. Race Relations and Civil Rights Dramas: Films that were concerned with race relations included Hollywood's first major indictment of racism in producer Stanley Kramer's and director Mark Robson's Home of the Brave (1949), the story of a black WWII soldier facing bigoted insults from his squad. Then, there was John Sturges' Bad Day At Black Rock (1955) about small-town Japanese-American prejudice uncovered by a one-armed Spencer Tracy, Stanley Kramer's The Defiant Ones (1958) with Tony Curtis and Sidney Poitier as bound-together escaping convicts – and Guess Who's Coming to Dinner (1967) about an inter-racial couple (Sidney Poitier as WHO doctor John Prentiss and Katharine Houghton as SF socialite Joanna Drayton) planning on marrying who needed parental approval from Katharine Hepburn and Spencer Tracy (in their ninth and last film together). Also, In the Heat of the Night (1967) featured a bigoted sheriff and a black homicide detective working together to solve a murder, and Spike Lee's Do the Right Thing (1989) – about racial tensions and eventual violence during a hot Brooklyn summer. Strong indictments toward anti-Semitism were made in Elia Kazan's Gentleman's Agreement (1947) with writer Gregory Peck posing as a Jew, and Crossfire (1947) about the mysterious murder of a Jew. The Japanese film classic from Akira Kurosawa titled Rashomon (1951) examined a violent ambush, murder and rape in 12th century Japan from four different perspectives. Courtroom Dramas: See also AFI's 10 Top 10 – The Top 10 Courtroom Drama Films Courtroom legal dramas, which include dramatic tension in the courtroom setting, maneuverings between trial opponents (lawyers, prosecutors, and clients), surprise witnesses, and the psychological breakdown of key participants, were exemplified in films such as the following: * William Dieterle's film noir The Accused (1948), with Robert Cummings defending college professor Loretta Young's self-defense murder * 12 Angry Men (1957) with Henry Fonda and eleven other jurists in a tense deliberation room * Billy Wilder's intriguing and plot-twisting Witness for the Prosecution (1957) based on an Agatha Christie play * Otto Preminger's Anatomy of a Murder (1959) with James Stewart as a defense lawyer for accused murderer Ben Gazzara * Compulsion (1959) the Navy court-martial trial based on the Herman Wouk play of the same name in The Caine Mutiny (1954) – a film with a memorable performance of Humphrey Bogart as Captain Queeg * the historic Scopes Trial battle in Inherit the Wind (1960) pitting Spencer Tracy against Fredric March in a case brought against a schoolteacher for teaching Darwinism * the social drama regarding the Nazi war crimes trials in Judgment at Nuremberg (1961) with Burt Lancaster as a Nazi judge defended by Nazi defense attorney Maximilian Schell in a 1948 court ruled by Chief Allied Judge Spencer Tracy * the defense case of a black accused of rape in To Kill a Mockingbird (1962), adapted from the Pulitzer-Prize winning novel by Harper Lee about civil rights In addition, director Robert Benton's Best Picture-winning Kramer vs. Kramer (1979) focused on the subject of a nurturing father (Dustin Hoffman) trying to win a child custody case with divorced Meryl Streep. An Australian film, Breaker Morant (1980) was another tense courtroom drama – the true story of soldiers in the Boer War who were used as scapegoats by the British Army. The award-winning drama, Sidney Lumet's The Verdict (1982) featured Paul Newman as an alcoholic, has-been Boston lawyer fighting a case of medical malpractice against James Mason. Glenn Close defended lover/client Jeff Bridges in Richard Marquand's who-dun-it Jagged Edge (1985). Assistant DA Kelly McGillis defended the bar-room gang-raped Jodie Foster (an Oscar-winning role) in The Accused (1988). A Soldier's Story (1984) examined racial hatred in a 1940s Southern military post in a dramatic courtroom murder/mystery. And A Few Good Men (1992) portrayed the courtroom conflict (known for its catchphrase: â€Å"You can't handle the truth! â€Å") between established Marine Colonel Jessup (Jack Nicholson) and two young Naval attorneys (Tom Cruise and Demi Moore) regarding the circumstances surrounding the hazing (â€Å"Code Red†) death (by asphyxiation due to acute lactic acidosis) of Private Santiago – a Marine stationed at Guantanamo Naval Air Station in Cuba. Jonathan Demme's AIDS drama, Philadelphia (1993) examined discrimination against AIDS and the legal defense of an AIDS sufferer (Tom Hanks) who was fired. Political Dramas: Political dramas include Frank Capra's two political tales – State of the Union (1948) with Tracy/Hepburn, and his classic story of a naive Senator's fight against political corruption in Mr. Smith Goes to Washington (1939). Conversely, the award-winning, potent story of a corrupt politician was dramatized in Robert Rossen's All the King's Men (1949) with Broderick Crawford as the rising politician. Alexander Knox starred as President Woodrow Wilson in Henry King's epic, big budget bio Wilson (1944). In Otto Preminger's Advise and Consent (1962), stars Charles Laughton (in his last film), Franchot Tone, and Lew Ayres portrayed scheming Senators during Henry Fonda's crisis-threatened Presidency. The controversial The Manchurian Candidate (1962) questioned the Cold War brainwashing of a Korean War hero. Michael Ritchie's The Candidate (1972) examined the harsh reality of the campaign trail with political hopeful Robert Redford starring as an attorney running for the Senate. Oliver Stone's conspiracy-centered drama, JFK (1991), attempted to disprove the theory that President Kennedy's killer acted alone. Journalism, the Press and Media-Related Dramas: Dramatic films often center around the theme of journalism, the world of reporters and news. Often regarded as the best film ever made, Orson Welles' Citizen Kane (1941) was an insightful character study of a newspaper magnate. Alan J. Pakula's All the President's Men (1976) was a docu-drama of real-life journalists Bernstein and Woodward investigating the Watergate scandal. Sidney Lumet's Network (1976) with Peter Finch as a despairing newsman was a critical look at TV news, while Sydney Pollack's Absence of Malice (1981) told about an over-earnest journalist (Sally Field) and a wrongly-implicated defendant (Paul Newman). James L. Brooks' Broadcast News (1987) focused on the world of network news shows, editors, and reporters. Elia Kazan's A Face in the Crowd (1957) showed how a down-home country boy (Andy Griffith in his film debut as Larry â€Å"Lonesome† Rhodes) could be transformed into a pop television show icon and political megalomaniac. Through the eyes of a cameraman, Haskell Wexler's docu-drama Medium Cool (1969) covered the corruption and events surrounding Chicago's 1968 Democratic Convention. In Peter Weir's The Year of Living Dangerously (1962), Mel Gibson played the role of an Australian journalist working during the time of President Sukarno's coup in mid-60s Indonesia. And in Oliver Stone's Salvador (1982), James Woods played the role of a photographer in war-torn El Salvador. WWII Homefront Dramas: Dramatic films which have portrayed the â€Å"homefront† during times of war, and the subsequent problems of peacetime adjustment include William Wyler's Mrs. Miniver (1942) about a separated middle-class family couple (Greer Garson and Walter Pidgeon) during the Blitz, Clarence Brown's The Human Comedy (1943) with telegram delivery boy Mickey Rooney bringing news from the front to small-town GI families back home, John Cromwell's Since You Went Away (1944) with head of family Claudette Colbert during her husband's absence, and another William Wyler poignant classic The Best Years of Our Lives (1946) with couples awkwardly brought back together forever changed after the war: Dana Andrews and Virginia Mayo, Fredric March and Myrna Loy, and Harold Russell and Cathy O'Donnell. History-Related Dramas: Films that have dramatized portions of the American past include W. S.  Van Dyke's San Francisco (1936) on the eve of the 1906 quake, John Ford's Drums Along the Mohawk (1939) with Claudette Colbert and Henry Fonda facing marauding Indian attacks at the time of American independence, Howard Hawks' Sergeant York (1941) with Gary Cooper as the gentle hick-hero of the WWI trenches, the gothic drama of a turn of the century family in Orson Welles' The Magnificent Ambersons (1942), and of course Gone With The Wind (1939) during the Civil War and Reconstruction Eras. Exquisite, nostalgic family dramas include John Ford's How Green Was My Valley (1941) – a flashback of Roddy McDowall's childhood in a Welsh mining village, and George Stevens' tribute to a Norwegian immigrant mother (Irene Dunne) raising her family in San Francisco in I Remember Mama (1948). Sp orts Dramas: Dramatic sports films or biographies have created memorable portraits of all-American sports heroes, individual athletes, or teams who are faced with tough odds in a championship match, race or large-scale sporting event, soul-searching or physical/psychological injuries, or romantic sub-plot distractions. Fictional sports films normally present a single sport (the most common being baseball, football, basketball, and boxing), and include the training and rise (and/or fall) of the underdog or champion in the world of sports. Typical sports films (with biographical elements) include the sentimental biography of the Notre Dame football coach, Lloyd Bacon's Knute Rockne: All-American (1940). One of the best films ever made about pro-football was Ted Kotcheff's North Dallas Forty (1979) which examined the brutal fact of labor abuses and drug use in professional football – loosely basing its story on the championship Dallas Cowboys team. The tearjerking made-for-TV sports film Brian's Song (1970) used professional football as the backdrop for its sad tale of the death of a Chicago Bears running back (James Caan). Burt Reynolds starred in The Longest Yard (1974) as scandalized ex-professional football quarterback Paul Crewe in prison who must organize a team of convicts to challenge a prison-guard team (and then face the additional challenge of throwing the game). Recently, Cameron Crowe's sports romance-drama Jerry Maguire (1996), famous for the phrase â€Å"Show me the money! † starred Tom Cruise as a hard-driven major sports agent, and Academy Award-winning Cuba Gooding, Jr. as a football player. One of the best sports biopics was Sam Wood's The Pride of the Yankees (1942) with Gary Cooper in a fine performance as New York Yankees great Lou Gehrig. In The Jackie Robinson Story (1950), the famed black player who crossed the major-league ‘color-line' and joined the Brooklyn Dodgers portrayed himself. Director Barry Levinson's mythical and romanticized film about baseball titled The Natural (1984) featured Robert Redford as Roy Hobbes – a gifted baseball player who led his New York team to the World Series. Ron Shelton, who was an actual ex-minor leaguer, wrote and directed the intelligent comedy/drama Bull Durham (1988) which used as its backdrop minor league baseball to tell the story of a baseball groupie (Susan Sarandon), a veteran catcher (Kevin Costner) and a dim-witted pitcher named Nuke LaLoosh (Tim Robbins). The immensely popular fantasy/drama Field of Dreams (1989) concerned the creation of a ball diamond in the middle of an Iowa cornfield by a farmer (Kevin Costner). Writer/director John Sayles' Eight Men Out (1988) dramatized the infamous episode in professional baseball of the scandalous 1919 World Series that was fixed – with its final sepia-toned shots of banned ball-player â€Å"Shoeless† Joe Jackson (D. B. Sweeney) in the minors. And Tommy Lee Jones starred as the legendary baseball great Ty Cobb in Shelton's Cobb (1994). Basketball-related sports dramas are rare: three notable ones were Spike Lee's He Got Game (1998) with Denzel Washington as the convict father of a promising basketball athlete, David Anspaugh's Hoosiers (1986) about an underdog 50s basketball team (coached by Gene Hackman) that won the state championship, and Ron Shelton's play-filled, trash-talking court action film White Men Can't Jump (1992) with its two basketball hustlers/con-artists (Woody Harrelson and Wesley Snipes) and their scenes of two-on-two tournaments. Kevin Costner portrayed a talented pro golfer in Ron Shelton's romantic sports film Tin Cup (1996). And Paul Newman portrayed swaggering, upstart poolshark gambler Fast Eddie Felson in The Hustler (1961) in the world of professional pool, shooting against the great champ Minnesota Fats (Jackie Gleason). Downhill Racer (1969) starred Robert Redford as an American downhill skier training to become an Olympic superstar. The Best Picture winner Chariots of Fire (1981) told the parallel stories of two English runners (one a devout Protestant, the other Jewish) competing in the 1924 Paris Olympics. Autoracing in the Daytona 500 was featured in the action/drama Days of Thunder (1990). And one of the most memorable ice hockey films was Slap Shot (1977), with Paul Newman as inspiring player-coach Reg Dunlop of a minor-league team. Although a comedy, Caddyshack (1980) was about an elitist country club for golf, a mischievous green-destroying gopher, and a crazed groundskeeper (Bill Murray). Films about boxing are perhaps the most numerous sub-genre. One of the best boxing films ever made, along with Robert Wise's classic film noirish The Set-Up (1949) starring Robert Ryan as aging boxer Stoker Thompson, was the realistically stark Body and Soul (1947). It starred John Garfield as boxer Charlie Davis who ‘sold his soul' to unethical promoters but then had a change of heart in the last three rounds of a championship fight during which he was supposed to take a dive. Others included King Vidor's classic The Champ (1931), an award-winning story of a prizefighter and his young son, Champion (1949) with Kirk Douglas as the young fighter, the brutal boxing drama The Harder They Fall (1956) (Humphrey Bogart's underrated last film in which he portrayed Eddie Willis – an aging, crooked sportswriter), Ralph Nelson's Requiem for a Heavyweight (1962) with Anthony Quinn as punch-drunk, washed-up professional boxer Louis ‘Mountain' Rivera, Martin Ritt's The Great White Hope (1970) with James Earl Jones as black boxer Jack Jefferson, and Karyn Kusama's independent feminist film Girlfight (2000) with a great performance by Michelle Rodriguez as a struggling Brooklynite and teenage Latino boxer. One of the best films of the 80s decade, Raging Bull (1980) was Martin Scorsese's tough, visceral and uncompromising biopic film of the rise and fall of prizefighter Jake La Motta with a remarkable performance by actor Robert DeNiro. The stylized scenes in the ring included flying blood and sweat, exaggerated flashbulb camera flashes, slow-motion and violent punching sounds.

Intel Case

Intel makes the microprocessors that are found in 80 percent of the world’s personal computers. In the early days, Intel microprocessors were known simply by their engineering numbers, such as â€Å"80386† or â€Å"80486. † Intel positioned its chips as the most advanced. The trouble was, as Intel soon learned, numbers can’t be trademarked. Competitors came out with their own â€Å"486† chips, and Intel had no way to distinguish itself from the competition. Worse, Intel’s products were hidden from consumers, buried deep inside PCs. With a hidden, ntrademarked product, Intel had a hard time convincing consumers to pay more for its high-performance products. Intel’s response was a marketing campaign that created history. The company chose a trademarkable name (Pentium) and launched a marketing campaign to build awareness of the Intel brand. The â€Å"Intel Inside† campaign was Intel’s effort to get its name outside of the PC and into the minds of consumers. Intel used an innovative cooperative scheme to extend the reach of its campaign. It would help computer makers who used Intel processors to advertise heir PCs if the makers also included the Intel logo in their ads. Intel also gave computer manufacturers a rebate on Intel processors if they agreed to place an â€Å"Intel Inside† sticker on the outside of their PCs and laptops. Simultaneously with the cooperative ads, Intel began its own ad program to familiarize consumers with the Intel name. The â€Å"Intel Inside† campaign changed Intel’s image from a microprocessor maker to a quality standard-bearer. The ads that included the Intel Inside logo were designed to create confidence in the onsumer’s mind that purchasing a personal computer with an Intel microprocessor was both a safe and technologically sound choice. Between 1990 and 1993, Intel invested over $500 million in advertising and promotional programs designed to build its brand equity. By 1993, Financial World estimated the Intel brand to be worth $17. 8 billion. Intel continues its integrated campaigns to this day. For example, when launching its Centrino mobile platform, Intel began with TV ads that aired in the United States and 11 other countries. These ads include the animated logo and ow familiar five-note brand signature melody. Print, online, and outdoor advertising followed shortly thereafter. Print ads ran in magazines and featured ads that targeted that magazine. For instance, an ad appearing in a sports magazine showed the logo in the center of a tennis racquet with the tagline â€Å"High performance laptop. No strings attached. † Simultaneously, Intel held a â€Å"One Unwired Day† event that took place in major cities such as New York, Chicago, San Francisco, and Seattle. In addition to allowing free trial Wi-Fi access, each city held festival events that included live music, roduct demonstrations, and prize giveaways. The company also set up free access demonstration sites (with wireless Centrino-powered laptops) in areas frequented by road warriors, such as San Francisco’s airport. To boost interest in mobile computing, the company partnered with Zagat Survey to produce a mini-guide inserted into The New Yorker that identified more than 50 â€Å"Wi-Fi Hotspots†Ã¢â‚¬â€mainly restaurants and hotels—in the â€Å"One Unwired Day† cities. Finally, Intel ran online ads on such Web sites as CNET. om and Weather. com. Yahoo! created a Wi-Fi Center Web ite co-sponsored by Intel and featuring Centrino advertising. The â€Å"Unwired† campaign was another Intel success in marketing integration. The $300 million total media effort for the Centrino mobile platform helped generate $2 billion in revenue for Intel during the first nine months of the campaign. Among marketers, Intel won the Innovation award in the Business Superbrands Awards 2003. Going forward, Intel CEO Craig Barrett said the company will aggressively target opportunities outside of its traditional revenue stream in PCs. The company ill be moving beyond â€Å"Intel Inside† to â€Å"Intel Everywhere†Ã¢â‚¬â€Intel chips in every type of digital device possible, from cellphones to flat-panel TVs to portable video players and wireless home networks, even medical diagnostic gear. The company is targeting 10 new product areas for its chips. If the new markets take off, they’ll increase demand for PCs and services, bringing new revenues for Intel’s core products even if its own new products do not succeed in these markets. In 2005, former marketer Paul Otellini will succeed Craig Barrett as CEO and take the helm of this $34 billion company.