Cohens Acting Power Essays - Alignment, De, , Term Papers

Cohen's Acting Power The main point of Cohens Acting Power is balance. In the book, he brings up concepts, sites examples, sometimes brings exercises to help his point, and restates the point. I personally did not like this book, but I did not hate it. At times, it was confusing, very vague, and hard to understand, but at the same time, this indicates the difficulty of the concepts Cohen is conveying. Many of the ideas and concepts in this book are hard to explain by word, much less typed word, so I gave this book more patience than I normally would with a regular textbook. One aspect that I did really like, was how Cohen brought everything back into focus in the last chapter on Alignment. Alignment is how an actor chooses to handle the four attributes to a performance; situation, character, style and performance. Proper alignment of how an actor handles the situation, the behavior and style of the character, and performing in front of an audience usually brings a good performance. It isnt enough to get three out of four, because each attribute is important. Throughout the book, I found things that I had trouble grasping, and many times, they didnt seem like theyre related to each other, but at the end of the book, the chapter on alignment, it all made much more sense to me. The book is structured like how alignment should be constructed. In the first two chapters it went through stuff about situations, then character, then style and performance. At the end, the book tied how everything relates. I think that the most important thing I got from this book, is the relacom concepts. I found if I translate almost every line of a scene, the intentions reveal themselves, and the delivery of line, is much more convincing. Another concept that I have always wanted to express, but couldnt find the words, is the idea of ethno-centricity. I cant remember which chapter it was in, but it explained that everyone thinks their own world is the center, and to properly build a character, sometimes you must lose this ethno-centiricity. Acting Power has not enhanced my acting as much as I would like it, but skimming this book for this question, I found that I had missed some concepts that previously, I did not understand. More and more often, I try to break down dialog in relacom terms, and see their intentions to comprehend things better. I feel that if I can maintain this habit, then my acting can improve. Book Reports

Elements of Mythology in Popular American Culture Watching the Phoenix Rising from the Ashes

Elements of Mythology in Popular American Culture Watching the Phoenix Rising from the Ashes Despite the fact that Ancient Greece and Ancient Rome vanished long ago, their culture has not fallen into oblivion. Though the characters of the Greek and Roman mythology no longer seem just as credible as the Ancient Greeks and Romans saw them, these characters are still an integral element of the modern culture, and especially pop culture. However, the elements of mythology might not factor in the content of the pop culture Justas well as the authors of the reference think.Advertising We will write a custom essay sample on Elements of Mythology in Popular American Culture: Watching the Phoenix Rising from the Ashes specifically for you for only $16.05 $11/page Learn More One of the most famous examples of the use of the ancient mythology characters in popular culture must be the mentioning of the famous Greek goddess, Venus, in one of the recent commercials, which is, in fact, based on a song about Venus. In the commercial, some elements of the song are u sed, with Jennifer Lopez performing. On the one hand, the idea of femininity which the whole commercial is shot through seems to be quite in tune with the image of Venus. However, such lines as â€Å"Feeling confidence and strength† can hardly be attributed to the Greek idea of femininity, especially strength, which is a purely male feature in the Ancient Greek mythology. Therefore, the authors of the commercial turned the Greek mythical beauty into a modern image of a femme fatale. Hence, it can be admitted that the authors of the commercial have offered a peculiar idea; however, this idea landed too far from the original context. The second example can be considered cheating, since the product itself is a reference to the Ancient Greek mythology with a number of references to the rpeesent-0day pop culture. Hercules was a huge innovation at the time, and a new way of telling the old story. However, it is still a movie for children, which is why it should be viewed as a moder n story about a man learning where he belongs, with an Ancient Greek background. However, it still seems that basing a movie for children on such an ambiguous character as Hercules, who further on killed his wife, Megara, does not seem a good idea. To avoid the controversy, the movie director had to cut a lot of essential elements, making it another coming-of-age story, but not an interpretation of a myth. Finally, comic books as a huge chunk of the modern era must be considered. In one of the most famous comic universes, DC, a character based on one of the most famous Ancient Greek mythological creatures, a phoenix, was created. Jean Grey, known further on as Phoenix, turns into the above-mentioned creature, bringing destruction and chaos into the entire universe. This is another good example of reviving the long-forgotten myths. The comic book adds an important social context to the image of the mythological bird, i.e., the idea of equality, which, as a phoenix, cannot be killed, defeated or washed away by the sands of time.Advertising Looking for essay on comparative literature? Let's see if we can help you! Get your first paper with 15% OFF Learn More It seems that the use of the elements of Greek and Roman mythology in the context of the present-day popular culture can be justified by the proper use of the aforementioned elements. For instance, when referring to a certain idea which has already been expressed in some of the famous Greek myths, or when developing a character that can relate to one of the characters in the ancient mythology, the latter can be used. However, the use of these elements must make sense both regarding the source material and the new context; otherwise the whole idea will most likely fall flat. BeyondBeautifulJLO. â€Å"Jennifer Lopez’s Gillette Venus Commercial.† YouTube. 3 Feb. 2012. Web. https://www.youtube.com/watch?v=__B2s68et-o. Hercules. Ex. Prod. Ron Clemens, John Musker and Barry Jo hnson. Burbank, CA: Walt Disney Pictures.1997. DVD. Phoenix (Jean Grey) n. d. Web. http://i.annihil.us/u/prod/marvel//universe3zx/images/6/6a/JeanGrey442.jpg.

Information and Systems for Competitive Advantage Research Paper

Information and Systems for Competitive Advantage - Research Paper Example The researcher states that for many organizations, such Web sites are helpful to customers because they are able to acquire resources, as opposed to determining requirements for resources. On the other hand, customers make use of the sites for determination of requirements, as opposed to using them for acquisition purposes. At the same time, the Web helps firms to be in a position to compete in the manner expected. CLRC is advantageous due to the fact that it is able to provide guidance that assists in the search for SIS opportunities by focusing on the needs of customers. Products that are provided by an organization to its customers appear as supporting resources from the point of view of the customers. This is due to the fact that a customer must go through a kind of resource lifecycle to acquire them, and this requires a significant amount of effort and time to manage. The ability of a supplier in assisting a customer to manage this lifecycle enables them to differentiate themsel ves from the competition, thus creating a competitive edge. The differentiation method applied may be in form of enhanced customer service, the introduction of direct cost savings or investing in ICT. The relationship between ICT and the CRLC framework is crucial especially in today’s technologically advanced world due to the fact that enhancement of customer service/ experience is largely dependent on the advancement. Various studies have been carried out to determine the prevalence of ICT in the wine industry; different forms of ICT used in the industry, how they are applied and incorporated in the various operations, what they are used for, their importance in enabling production, as well as the factors that could influence their use.

Z302-ch15 Case Study Example | Topics and Well Written Essays - 250 words

Z302-ch15 - Case Study Example 15.2 If one is in charge of the restructuring efforts at Starbucks, rather than imposing the needed changes, which would apparently generate savings for the organization, one would first solicit inputs, comments, suggestions from the employees themselves to determine the best practices and techniques that evidently have been used and proved to be effective in facilitating exemplary service to the customers. By enjoining the employees’ participation, resistance to the proposals for change would be minimized and other suggestions could even prove to be more efficient in cost-savings and revenue maximization for the organization. 15.3 An expansion and venture in China would necessitate being more aware of the cultural facets that are being practiced by the people. A change in organizational structure for Starbucks should therefore incorporate a point-person or management personnel who would be in charge of overseeing cultural awareness and practices which fit the national culture of China. Likewise, if people to be employed in Starbucks stores would be predominantly of Chinese descent, then, relevant inputs should first be solicited from these people to determine which values, norms, traditions, and preferences could be channeled towards the organizational culture and which could be slowly integrated as part of the organizational culture and structure of the home country. These are significant to avoid resistance to change and to ensure smooth transitions to a culture which is significantly different from that of the

Video Project Reflection Paper Essay Example | Topics and Well Written Essays - 500 words

Video Project Reflection Paper - Essay Example In our case, the whole concept of professionalism boarded on respect, both for other members as well as for oneself. The task and the entire project were daunting, and it took a toll on everyone’s schedules; without self-respect, we would not manage to get everything going within the stipulated timeframe. Fortunately, most of us were extremely focused and aligned with the project’s requirements. As such, we exhibited a great deal of professionalism with respect to the expedition. However, a little lack of professionalism still surfaced, at some point some would not complete their duties in time, but with the help of others, they were successful in the end. On the same note, members were highly respectful and patience with regards to the opinions of other members. Each opinion, regardless of how wrong it may seem, was accepted and later isolated with facts, and in a way that left everyone satisfied. In any situation where more than one person is involved, conflicts of interest are bound to arise. Likewise, our team had to struggle with conflicts resulting from different points of view. Working in a team is never an easy task; everyone has their opinions, all which have to be harmonized and integrated with the overall objective of the project (Schon 9). On this note I found myself in a tight corner- most of the time having to deal with a mixture of feelings. From the onset of the project, I felt somewhat awkward; some members seemed to dislike the tasks they were allocated. Furthermore, the team had to evaluate all the different opinions given by the members. As is not enough, the introverted team members who rarely contributed to the discussions felt out of place, and somehow unrecognized. To contain the conflict that could probably blow out of proportion, everyone was required to contribute each time a motion popped up. The collectively, each proposal was evaluated in a more c omprehensive and inclusive

Projects Risks Which Affect Schedule Or Resources Information Technology Essay

Projects Risks Which Affect Schedule Or Resources Information Technology Essay Risk management can be defined as identifying risks and drawing up plans to minimize their effect on a project. The term risk is used universally, but different people take different meanings to it. Risk management helps in decision making, but it depends upon the context in which it is used. For example, safety professionals view risk management in terms of reducing the accidents and injuries, while the insurance industry relies on risk management techniques when setting insurance rates. Likewise, each industry uses risk management, there is no universally accepted definition of risk. A risk is a probability that some adverse circumstance will occur. They may be of any type: Projects risks which affect schedule or resources Product risks which affect the quality or performance of the software being developed. Business risks which affect the organization development. Principles of risk management The  International Organization for Standardization  (ISO) identifies the following principles of risk management.12 Risk management should: create value be an integral part of organizational processes be part of decision making explicitly address uncertainty be systematic and structured be based on the best available information be tailored take into account human factors be transparent and inclusive be dynamic, iterative and responsive to change be capable of continual improvement and enhancement Defining risk Risks are simply potential problems. For example, every time we walk the street, we have the risk of being hit by the car. Until we make any commitment, the risk does not start. It ends when the problem occurs or the possibility of risk is eliminated. (we safely step on to the other side).A software project may encounter various types of risks: Technical risks include problems with languages, project size, project functionality, and platforms. These risks may result from excessive constraints, lack of experience. Management risks include lack of proper planning, lack of management experience and training, communication problems and control problems. Financial risks include cash flow, capital and budgetary issues and return on investment constraints. Contractual and legal risks include changing requirements, market driven schedules, health safety issues. Personnel risks include staffing lags, experience and training problems, ethical and moral issues, staff conflicts. Other resource risks include unavailability or late delivery of equipment supplies, inadequate tools, distributed locations and slow response times. Three conditions of risk As specific definitions of risk may vary, a few characteristics are common to all definitions. For risk to exist, the following three conditions must be satisfied. (charette, 1990): The potential for loss must exist Uncertainty to the eventual outcome must be present. Some choice or decision may be required to deal with the uncertainty and potential for loss. Basic Definition of risk The above three characteristics can be used to give a basic definition of word risk. Most definitions focus on the first two conditions, because they are the two measurable aspects of risk. Thus the essence of risk, no matter what domain, can be captured by the definition: Risk is the possibility of suffering loss (Dorofee, 1996). There are different definitions presented by many authors: A simple definition of risk is a problem that could cause some loss or threaten the success of the project, but which hasnt happened yet. These potential problems might have an adverse affect on the cost, schedule or technical success of the project, the quality of our software products or project team morale. Risk management is the process of identifying, addressing and eliminating these potential problems before they damage our project. (Wiegers, 1998) Risk is a combination of abnormal event or failure and the consequences of that event or failure to a systems operators, users or environment. A risk can range from catastrophic to negligible. (Glutch, 1994) Components of Risk As shown in figure 2, a risk can be described as a cause-and- effect pair, where the threat is the cause and the resulting consequence is the effect. So here, a threat can be defined as a circumstance with potential to create loss and the consequence is defined as the loss that will occur when a threat is realized (Alberts, 2009). Figure 2. Components of risk Risk Measures Three measures are associated with a risk: Probability Impact Risk exposure The relationships between probability and impact and the components of risk are shown in the figure 2. So here, probability is defined as a measure of likelihood that a threat will occur, while impact is defined as a measure of the loss that will occur if the threat is realized. Risk exposure provides a measure of the magnitude of a risk based on current values of probability and impact. Risk Management Risk management is a systematic approach for minimizing exposure to potential losses. It provides a disciplined environment for Continuously assessing what could go wrong Determining which risks to address. Implementing actions to address high-priority risks and bring those risks within tolerance. Risk management activities The three core risk management activities are Assess risk: transform the concerns people have into distinct, tangible risks that are explicitly documented and analyzed Plan for risk mitigation: determine an approach for addressing or mitigating each risk and prepare a plan for implementing the approach. Mitigate risk: dealing with each risk individually and implementing the appropriate mitigation plan and tracking the plan to completion. These three activities form the foundation of the risk management frame-work. Figure 3. Risk Management Activities Issue/Problem One of the fundamental conditions of risk is uncertainty regarding its occurrence. A risk, by definition, might occur or not. But an issue is a loss or adverse consequence that has occurred or certain to occur. With an issue, no uncertainty exists, the loss or adverse consequence has taken place or is certain to take place. Issues can also lead to other risks by Creating a circumstance that produces a new threat Making an existing threat more likely to occur Aggravating the consequence of the existing risks. Oppourtunity Risk is focused on the potential for loss, it does not address the potential for gain. The concept of oppourtunity is used to address the potential for gain. An oppourtunity is the likelihood of realizing a gain from an allocation or reallocation of resources. Oppourtunity defines a set of circumstances that provides the potential for a designed gain and requires an investment or action to realize that gain. Pursuit of an oppourtunity can produce new risks or issues, and it can also damage existing risks or issues. Risk management framework The risk management framework defines activities that are required to manage risk effectively. The main goal of the framework is to specify the core sequence of activities that must be executed when performing risk management. However, because risk management must be conducted within a broader context or environment, the framework also specifies activities to prepare for risk management as well as to sustain and improve the risk management practice over time. Figure 6 shows the three phases of the framework. Figure 6. Framework structure Phase 1 (prepare for risk management) is used to get ready for the other two phases. Phase 1 activities should be complete before activities in the other phases are executed. Phase 2(perform risk management activities) defines a set of activities for managing risk. Phase 2 activities are continually performed to ensure that the overall risk to key objectives is effectively managed overtime. The activities of phase 3(sustain and improve risk management) are normally performed on periodic basis to ensure that the risk management practice remains effective over time. Phase 3 activities are used to identify improvements to a risk management practice. While phase 1 is generally completed prior to beginning the other two, phases 2 and 3 are typically executed concurrently. The phase 2 of the frame work comprises the following three activities, which will be seen in detail in the risk management process. They are: Assess risk Plan for risk mitigation Mitigate risk The basic structure of the risk management framework can be defined as Phase 1 : prepare for risk management Phase 2 : perform risk management activities Assess risk Plan for risk mitigation Mitigate risk Phase 3 : sustain and improve risk management One of the main objectives of the framework is to provide a basis for evaluating and improving risk management process for a program or organization. Risk Management Process A risk management process is a method by which risks to the project (e.g. to the scope, deliverables, timescales or resources) are formally identified, quantified and managed during the execution of the project. The process entails completing a number of actions to reduce the likelihood of occurrence and severity of impact of each risk. A risk management process is used to ensure that every risk is formally: Identified Quantified Monitored Avoided, transferred or mitigated. 1.When to use a risk management process: Although the risk management process is undertaken during the execution phase of the project, project risks may be identified at any stage of the project lifecycle. In theory, any risk identified during the life of the project will need to be formally managed as part of the risk management process. Without a formal risk management process in place the objective of delivering a solution within time, cost and quality may be compromised. The risk management process is terminated only when the execution phase of the project is completed.(just prior to project closure). 2.Overview An overview of the risk mangement process will give the clear example of how each risk is identified within the project environment and how it is documented, escalated and mitigated as appropriate. Risk mangement will be undertaken on the project through the implementation of five key processes. Risk identification Risk analysis Risk planning Risk monitoring This process starts with the identification of a list of potential risks. Each of these risks is then analyzed and priortized. A risk management plan is created that identifies containment actions that will reduce the probability of the risk occuring and reduce the impact if the risk turns in to a problem. The plan also includes contingency actions that will taken if the risk turns in to a problem. The tracking step involves monitoring the status of know risks as well as the results of the risk redution actions. As new status and information are obtained, the risk management plans are updated accordingly. Tracking may also result in the addition of newly identified risks or in the closure of the known risks. The risk management process is an on-going part of managing the software development process. It is designed to be a continous feedback loop where additional information and risk status are utilized to refine the projects risk list and risk management plans. 5.10 Risk-man-process.eps 000FF90EMacintosh HD B8AA5F2E: Figure 4. The risk management process 2.1 Risk identification During the first step in the risk management process, the risks are identified and added to the list of known risks. The output of this step is a list of project-specific risks that have the potential of damaging the projects success. The following procedures can be undertaken to identify risks. Risk originator identifies a risk applicable to a particular aspect of the project. Risk originator completes a risk form and distributes the form to the project manager. Different types of risks associated with a project : Technology risks. People risks Organisational risks Requirements risks Estimation risks 2.2 Risk analysis During the risk analysis step, each risk is assessed to determine The probability, that the risk will result in loss Impact: the size or cost of that loss if the risk turns into a problem and Timeframe: when the risk needs to be addressed (risk associated with activities in the near future would have a higher priority then similar risks in later activities) The project manager reviews all the risks raised and determines whether or not each risk identified is applicable to the project. If the risk considered by the project manager is related to project, then a formal risk is raised in the risk register. The project manager will assign the level of impact. The list of risks is then prioritized based on the results of our risk analysis. Since resource limitations rarely allow the considerations of all risks, the prioritized list of risks is used to identify risks requiring additional planning and action. 2.3 Risk planning Taking the prioritized risk list as input, plans are developed for the risks chosen for action. Considering each risk, an appropriate strategy is developed to manage the risk. Different strategies are Avoidance strategies: the probability that the risk will arise is reduced. Minimisation strategies: The impact of the risk on the project or product will be reduced. Contingency plans: if the risk arises, contingency plans are plans to deal with that risk. After a formal review of each risk listed in the risk register, the project review group decides for action on it. Some of the risk management strategies: Prepare a briefing document for senior management showing how the project is making a very important contribution to the goals of the buziness to compensate for the organisational financial problems. Alert the customer of potential difficulties and the possibility of delays, investigate buying-in components to sustain any recruitment problems. Reorganize team so that there is more overlap of work and people therefore understand each others job, in case of staff illness. Replace potentially defective components with bought-in components of known reliability, incase of any defective components. Derive traceability information to assess requirements change impact, maximize information hiding in the design, in case if any requirements change. Investigate the possibility of buying a higher-performance database for database performance. Investigate buying in components and also the use of a program generator to compensate for the underestimated development time. 2.4 Risk monitoring The risk mitigating strategies assigned by the project review group are then implemented. These may include: Scheduling each action for implementation Implementing each action scheduled Reviewing the success of each action implemented Communicating the success of each action implemented. The monitoring step involves gathering data, compiling that data into information, and then reporting and analyzing that information. The results of the monitoring can be: Identification of new risks that need to be added to the risk list. Validation of known risk resolutions so risks can be removed from the risk list because they are no longer threat to project success. Information that dictates additional planning requirements Implementation of contingency plan. 3 Risk roles Define the roles and responsibilities for all human resources, both internal and external to the project who are involved with identification, review and mitigation of risks within the project. 3.1 Risk originator The risk originator identifies the risk and formally communicates the risk to the project manager. The risk originator is reponsible for: Identifying the risk within project Documenting the risk by completing the risk form Submitting the risk form to the project manager for review 3.2 Project manager The project manager receives each risk form and records and monitors the progress of all risks within the project. The project manager is responsible for: Receiving all risk forms and identifying whether the risk is appropriate to the project Recording all risks in the risk register Presenting all risks to the project review group Communicating all decisions made by the project review group Monitoring the progress of all risk mitigating actions assigned 3.3 Project review group The project review group confirms the risk likelihood and impact and assign risk mitigating actions where appropriate. The project review group is responsible for: The regular review of all risks recorded in the risk register Identifying change requests required to mitigate risks raised. Allocating risk mitigating actions Closing risks which are no longer likely to impact on the project. 3.4 Project team The project team undertake all risk mitigating actions delegated by the project review group. 4. Risk documents List any other documentation used to identify, track and control risks to the project. 4.1 Risk register The risk register is the log / datebase where all risks are registered and tracked through to closure. 4.2 Risk form The risk form is used to identify and describe a risk to the project. The below figure shows the data flow between various entities in the risk management process. Risk Management Process Figure 5. Dataflow between various entities in a risk management process Risk communication Risk communication is a complex cross-disciplinary academic field. Problems for risk communicators involve how to reach the intended audience, to make the risk comprehensible and relatable to other risks, how to pay appropriate respect to the audiences values related to the risk, how to predict the audiences response to the communication, etc. A main goal of risk communication is to improve collective and individual decision making. Risk communication is somewhat related to crisis communication. (Frederick, 1988) Seven cardinal rules for the practice of risk communication are Accept and involve the public/other consumers as legitimate partners. Plan carefully and evaluate your efforts with a focus on your strengths, weaknesses, opportunities, and threats. Listen to the publics specific concerns. Be honest, frank, and open. Coordinate and collaborate with other credible sources. Meet the needs of the media. Speak clearly and with compassion. .

Robert E. Lee :: essays research papers

The idol of the South to this day, Virginian Robert E. Lee had some difficulty in adjusting to the new form of warfare that unfolded with the Civil war, but this did not prevent him from keeping the Union armies in Virginia at bay for almost three years. The son of Revolutionary War hero "Light Horse" Harry Lee-who fell into disrepute in his later years attended West Point and graduated second in his class. During his four years at the military academy he did not earn a single demerit and served as the cadet corps' adjutant. Upon his 1829 graduation he was posted to the engineers. Before the Mexican War he served on engineering projects in Georgia, Virginia, and New York. During the war he served on the staffs of John Wool and Winfield Scott. Particularly distinguishing himself scouting for and guiding troops, he won three brevets and was slightly wounded at Chapultepec. Following a stint in Baltimore Harbor he became superintendent of the military academy in 1852. When the mounted arm was expanded in 1855, Lee accepted the lieutenant colonelcy of the 2nd Cavalry in order to escape from the painfully slow promotion in the engineers. Ordered to western Texas, he served with his regiment until the 1857 death of his father-in-law forced him to ask for a series of leaves to settle the estate. In 1859 he was called upon to lead a force of marines, to join with the militia on the scene, to put an end to John Brown's Harper's Ferry Raid. Thereafter he served again in Texas until summoned to Washington in 1861 by Winfield Scott who tried to retain Lee in the U. S. service. But the Virginian rejected the command of the Union's field forces on the day after Virginia seceded. He then accepted an invitation to visit Governor John Letcher in Virginia. His resignation as colonel, 1st Cavalry-to which he had recently been promoted-was accepted on April 25, 1861. His Southern assignments included: major general, Virginia's land and naval forces (April 23, 1861); commanding Virginia forces (April 23 July 1861); brigadier general, CSA (May 14, 186 1); general, CSA (from June 14, 186 1); commanding Department of Northwestern Virginia (late July-October 1861); commanding Department of South Carolina, Georgia and Florida (November 8, 186 1-March 3, 1862); and commanding Army of Northern Virginia June 1, 1862-April 9, 1865). In charge of Virginia's fledgling military might, he was mainly involved in organizational matters. As a Confederate brigadier general, and later full general, he was in charge of supervising all Southern forces in Virginia. In the first summer of the war he was given his first field command in