Renoirs adaptation of maupassants A counrty excursion Essay

Renoirs adaptation of maupassants A counrty excursion - Essay Example In the context of French cinema, works of such iconic writers as Victor Hugo, Emile Zola and Alexander Dumas were heavily drawn upon. Guy de Maupassant’s short story A Country Excursion is one among many instances of early cinema embracing literature. But there are numerous challenges in adapting a work of art to a radically different medium. Theatre and cinema can be said to share some affinity in terms of principles of mise-en-scene, accepted rules of screen-play, shared exploration of genres, etc. But literature to film is a big leap and film theorist Dudley Andrew identifies three basic types of adaptation – borrowing, intersecting and transforming sources. In the case of A Day in the Country to varying degrees all the three types are at play. Borrowing: The film is said to be borrowed from the short story to the extent that there is divergence in their details pertaining to characterization, geographic description, projection of individual motive, etc. In borrowing , â€Å"the artist employs, more or less extensively, the material, idea, or form of an earlier, generally successful text...the adaptation hopes to win an audience by the prestige of its borrowed title or subject...at the same time it seeks to gain a certain respectability, if not aesthetic value, as a dividend in the transaction†. (Andrew, p.422) Renoir’s work satisfies some of these criteria better than others. Certainly the literary work is the very basis for the project of the film. Moreover, Maupassant was a household name in early twentieth century France, and thus brings a degree of prestige to the project at hand. But the particular short story, A Country Excursion, does not have the same name recollection as its author does. Renoir’s enterprise does succeed in fulfill the twin key criteria of bringing respectability and aesthetic value to the transaction. The cinema produced is no injustice to the artistic standards of its source. The additional provis ions afforded by the new medium add more vibrancy and color to the source text. So the idea of the film can certainly be said to have been borrowed, though with certain qualifications. Intersection: This form of adaptation is found to be the weakest in A Day in the Country. Intersection is the most infidel methods of transmuting words to film due to its limited objective. The goal of the filmmaker is less constrained, for he/she is not concerned with the entire written work but only one idea/feature within it. The task then is to experiment and find out what ‘cinema’ as a medium can ‘do’ to the original. At its heart is creative curiosity and experimentation on the part of the director. Renowned French film critic Andre Bazin has expressed intersection through the metaphor of light. Andrews paraphrases Bazin thus, â€Å"here the original artwork can be likened to a crystal chandelier whose formal beauty is a product of its intricate but fully artificial ar rangement of parts while the cinema would be a crude flashlight intersecting not for its own shape or the quality of its light but for what it makes appear in this or that dark corner† (Andrews, p.423) Seen in light of this definition, A Day in the Country is the cinematic intersection of the literary work, for it brings to the table unique cinematic qualities of expression. This is most evident in passages in the film where dialogue takes

Animal Farm by George Orwell Essay Example for Free

Animal Farm by George Orwell Essay Animal Farm is an allegorical novella by George Orwell published in England on 17 August 1945. According to Orwell, the book reflects events leading up to and during the Stalin era before the Second World War. Orwell, a democratic socialist,[1] was a critic of Joseph Stalin and hostile to Moscow-directed Stalinism, especially after his experiences with the NKVD and the Spanish Civil War.[2] In a letter to Yvonne Davet, Orwell described Animal Farm as his novel contre Stalin.[3] The original title was Animal Farm: A Fairy Story, but the subtitle was dropped by U. S. publishers for its 1946 publication and subsequently all but one of the translations during Orwells lifetime omitted the addition. Other variations in the title include: A Satire and A Contemporary Satire.[3] Orwell suggested the title Union des rà ©publiques socialistes animales for the French translation, which recalled the French name of the Soviet Union, Union des rà ©publiques socialistes sovià ©tiques, and which abbreviates to URSA, the Latin for bear, a symbol of Russia.[3] Time magazine chose the book as one of the 100 best English-language novels (1923 to 2005);[4] it also places at number 31 on the Modern Library List of Best 20th-Century Novels. It won a Retrospective Hugo Award in 1996 and is also included in the Great Books of the Western World. The novel addresses not only the corruption of the revolution by its leaders but also how wickedness, indifference, ignorance, greed and myopia corrupt the revolution. It portrays corrupt leadership as the flaw in revolution, rather than the act of revolution itself. It also shows how potential ignorance and indifference to problems within a revolution could allow horrors to happen if a smooth transition to a peoples government is not achieved. Plot summary Snowballs revolution Old Major, the old boar on the Manor Farm, calls the animals on the farm for a meeting, where he compares the humans to parasites and teaches  the animals a revolutionary song, Beasts of England. When Major dies two young pigs, Snowball and Napoleon, assume command and turn his dream into a philosophy. The animals revolt and drive the drunken and irresponsible Mr Jones from the farm, renaming it Animal Farm. They adopt Seven Commandments of Animal-ism, the most important of which is, All animals are equal. Snowball attempts to teach the animals reading and writing; food is plentiful, and the farm runs smoothly. The pigs elevate themselves to positions of leadership and set aside special food items, ostensibly for their personal health. Napoleon takes the pups from the farm dogs and trains them privately. When Mr Jones tries to retake the farm, the animals defeat him at what they call the Battle of the Cowshed. Napoleon and Snowball struggle for leadership. When Snowball announces his idea for a windmill, Napoleon has his dogs chase Snowball away and declares himself leader. Napoleons rule Napoleon enacts changes to the governance structure of the farm, replacing meetings with a committee of pigs, who will run the farm. Using a young pig named Squealer as a mouthpiece, Napoleon announces that Snowball stole the idea for the windmill from him. The animals work harder with the promise of easier lives with the windmill. After a violent storm, the animals find the windmill annihilated. Napoleon and Squealer convince the animals that Snowball destroyed the windmill, although the scorn of the neighbouring farmers suggests that the windmills walls were too thin. Once Snowball becomes a scapegoat, Napoleon begins purging the farm with his dogs, killing animals he accuses of consorting with Snowball. He and the pigs abuse their power, imposing more control while reserving privileges for themselves and rewriting history, villainising Snowball and glorifying Napoleon. Squealer justifies every statement Napoleon makes, even the pigs alteration of the Seven Commandments of Animalism. No animal shall sleep in beds is changed to No animal shall sleep in beds with sheets when the pigs are discovered to have been sleeping in the old  farmhouse. No animal shall drink alcohol is changed to No animal shall drink alcohol to excess when the pigs discover the farmers whiskey. Beasts of England is replaced by an anthem glorifying Napoleon, who appears to be adopting the lifestyle of a man. The animals, though cold, starving and overworked, remain convinced that they are better off than they were when under Mr Jones. Squealer abuses the animals poor memorie s and invents numbers to show their improvement. Mr Frederick, one of the neighbouring farmers, swindles Napoleon by buying old wood with forged money, and then attacks the farm, using blasting powder to blow up the restored windmill. Though the animals win the battle, they do so at great cost, as many, including Boxer, are wounded. Despite his injuries, Boxer continues working harder and harder, until he collapses while working on the windmill. Napoleon sends for a van to take Boxer to the veterinary surgeons, explaining that better care can be given there. Benjamin the donkey, who could read as well as any pig,[5] notices that the van belongs to Alfred Simmonds, Horse Slaughterer and Glue Boiler (a knacker), and attempts to mount a rescue; but the animals attempts are futile. Squealer reports that the van was purchased by the hospital and the writing from the previous owner had not been repainted. He recounts a tale of Boxers death in the hands of the best medical care. Shortly after Boxers death, it is revealed that the pigs hav e purchased more whiskey. Humanisation Years pass, and the pigs learn to walk upright, carry whips and wear clothes. The Seven Commandments are reduced to a single phrase: All animals are equal, but some animals are more equal than others. Napoleon holds a dinner party for the pigs and the humans of the area, who congratulate Napoleon on having the hardest-working but least fed animals in the country. Napoleon announces an alliance with the humans, against the labouring classes of both worlds. He abolishes practices and traditions related to the Revolution, and changes the name of the farm to The Manor Farm. The animals, overhearing the conversation, notice that the faces of the  pigs have begun changing. During a poker match, an argument breaks out between Napoleon and Mr Pilkington when they both play the Ace of Spades, and the animals realise that the faces of the pigs look like the faces of humans, and no one can tell the difference between them. Animalism Seven Commandments redirects here. For the Noahide code, see Seven Laws of Noah.: The seven laws listed by the Tosefta and the Talmud are[7] 1. Prohibition of Idolatry 2. Prohibition of Murder 3. Prohibition of Theft 4. Prohibition of Sexual immorality 5. Prohibition of Blasphemy 6. Prohibition of eating flesh taken from an animal while it is still alive 7. Establishment of courts of law The pigs Snowball, Napoleon, and Squealer adapt Old Majors ideas into an actual philosophy, which they formally name Animalism. Soon after, Napoleon and Squealer indulge in the vices of humans (drinking alcohol, sleeping in beds, trading). Squealer is employed to alter the Seven Commandments to account for this humanisation, an allusion to the Soviet governments revising of history in order to exercise control of the peoples beliefs about themselves and their society.[6] The original commandments are: 1. Whatever goes upon two legs is an enemy. 2. Whatever goes upon four legs, or has wings, is a friend. 3. No animal shall wear clothes. 4. No animal shall sleep in a bed. 5. No animal shall drink alcohol. 6. No animal shall kill any other animal. 7. All animals are equal. Later, Napoleon and his pigs secretly revise some commandments to clear them of accusations of law-breaking (such as No animal shall drink alcohol having to excess appended to it and No animal shall sleep in a bed with with sheets added to it). The changed commandments are as follows, with the changes bolded: 1. No animal shall sleep in a bed with sheets. 2. No animal shall drink alcohol to excess. 3. No animal shall kill any other animal without cause. Eventually these are replaced with the maxims, All animals are equal, but some animals are more equal than others, and Four legs good, two legs better! as the pigs become more human. This is an ironic twist to the original purpose of the Seven Commandments, which were supposed to keep order within Animal Farm by uniting the animals together against the humans, and by prevent animals from following the humans evil habits. Through the revision of the commandments, Orwell demonstrates how simply political dogma can be turned into malleable propaganda.[7] Characters Pigs Old Major – An aged prize Middle White boar provides the inspiration  that fuels the Rebellion in the book. He is an allegory of Karl Marx and Vladimir Lenin, the founders of communism, in that he draws up the principles of the revolution. His skull being put on revered public display also recalls Lenin, whose embalmed body was put on display.[8][9] Napoleon – A large, rather fierce-looking Berkshire boar, the only Berkshire on the farm, not much of a talker, but with a reputation for getting his own way,[10] An allegory ofJoseph Stalin,[8] Napoleon is the main villain of Animal Farm. In the first French version of Animal Farm, Napoleon is called Cà ©sar, the French form of Caesar,[3] although another translation has him as Napolà ©on.[11] Snowball – Napoleons rival and original head of the farm after Jones overthrow. He is mainly based on Leon Trotsky,[8] but also combines elements from Vladimir Lenin.[9] Squealer – A small white fat porker who serves as Napoleons right hand pig and minister of propaganda, holding a position similar to that of Molotov.[8] Minimus – A poetic pig who writes the second and third national anthems of Animal Farm after the singing of Beasts of England is banned. The Piglets – Hinted to be the children of Napoleon (albeit not explicitly stated) and are the first generation of animals actually subjugated to his idea of animal inequality. The young pigs – Four pigs who complain about Napoleons takeover of the farm but are quickly silenced and later executed. Pinkeye – A minor pig who is mentioned only once; he is the pig that tastes Napoleons food to make sure it is not poisoned, in response to rumours about an assassination attempt on Napoleon. Humans Mr Jones – The former owner of the farm, Jones is a very heavy drinker. The animals revolt against him after he drinks so much that he does not feed or take care of them. Mr Frederick – The tough owner of Pinchfield, a well-kept neighbouring farm, who briefly enters into an alliance with Napoleon, represents Germany. Mr Pilkington – The easy-going but crafty owner of Foxwood, a neighbouring farm overgrown with weeds, represents Britain. Mr Whymper – A man hired by Napoleon for the public relations of Animal Farm to human society, who is eventually used to procure luxuries like alcohol for the pigs. Equines Boxer – Boxer is a loyal, kind, dedicated, and respectable horse, although quite dim-witted. Clover – Boxers companion, constantly caring for him; she also acts as a matriarch of sorts for the other horses and the other animals in general. Mollie – Mollie is a self-centred, self-indulgent and vain young white mare who quickly leaves for another farm after the revolution. Benjamin – Benjamin, a donkey, is one of the oldest animals. He has the worst temper, but is also one of the wisest animals on the farm, and is one of the few who can actually read. He is skeptical and pessimistic, his most-often-made statement being Life will go on as it has always gone on – that is, badly.[12] Other animals Muriel – A wise old goat who is friends with all of the animals on the farm. She, like Benjamin and Snowball, is one of the few animals on the farm who can read. The Puppies – Offspring of Jessie and Bluebell, taken away from them by Napoleon at birth and reared by Napoleon to be his security force. Moses – An old raven who occasionally visits the farm, regaling its denizens with tales of a wondrous place beyond the clouds called Sugarcandy Mountain, where he avers that all animals go when they die—but only if they work hard. He is interpreted as symbolising the Russian Orthodox Church, with Sugarcandy Mountain an allusion to Heaven for the animals.[13] The Sheep – They show limited understanding of the situations but nonetheless blindly support Napoleons ideals. The Hens – The hens are among the first to rebel against Napoleon. The Cows – Their milk is stolen by the pigs, who learn to milk them, and is stirred into the pigs mash every day while the other animals are denied such luxuries. The Cat – Never seen to carry out any work, the cat is absent for long periods, and is forgiven because her excuses are so convincing and she purred so affectionately that is was impossible not to believe in her good intentions.[14] She has no interest in the politics of the farm, and the only time she is recorded as having participated in an election, she is found to have actually voted on both sides.[14] Glossary of Terms Coccidiosis: a parasitic infection that causes bloody diarrhea and sudden death in animals Communism: a theory or system of social organization based on the  holding of all property in common, actual ownership being ascribed to the community as a whole or to the state; in practice, communism is often a totalitarian system of government Comrade: a fellow member of a political party; a member of the Communist party Disinter: to exhume; to unearth that which is buried Proletariat: in Marxism, the class of workers, especially industrial wage earners, who do not possess capital or property and must sell their labor to survive Propaganda: information, ideas, or rumors disseminated to help or harm a person, group, movement, institution, nation, or other entity Regime: a mode or system of rule or government; such a system when in power Socialism: a theory or system of social organization that advocates vesting the ownership and control of the means of production and distribution, of capital, land, and other assets in the community as a whole Totalitarianism: absolute control by the state or a governing branch of a highly centralized institution Tushes: small, short tusks such as those belonging to a boar. Major Themes The Soviet Union under Stalinism Animal Farm is a satire of totalitarian governments in their many guises. But Orwell composed the book for a more specific purpose: to serve as a cautionary tale about Stalinism. It was for this reason that he faced  such difficulty in getting the book published; by the time Animal Farm was ready to meet its readers, the Allies were cooperating with the Soviet Union. The allegorical characters of the novel represent specific historical figures and different factions of Imperial Russian and Soviet society. These include Karl Marx (Major), Vladimir Lenin (Major), Leon Trotsky (Snowball), Joseph Stalin (Napoleon), Adolf Hitler (Frederick), the Allies (Pilkington), the peasants (Boxer), the elite (Mollie), and the church (Moses). The resemblance of some of the novel’s events to events in Soviet history is indubitable. For example, Snowball’s and Napoleon’s power struggle is a direct allegory of Trotsky’s and Stalin’s. Frederick’s trade agreement with Napoleon, and his subsequent breaking of the agreement, represents the Nazi-Soviet non-aggression pact that preceded World War II. The following Battle of the Windmill represents World War II itself. Despite his fairy-tale clarity in satirizing some historical events, Orwell is less specific about others. For example, the executions in Chapter VII conflate the Red Terror with the Great Purge. The executions themselves bear resemblance to both events, although their details connect them more to the Moscow Trials than to the Red Terror. Squealer’s subsequent announcement that the executions have ended the Rebellion connects them to the period of the Red Terror, however. Orwell leaves some ambiguity in the identities of the Rebellion and the Battle of the Cowshed. These ambiguities help the reader focus on the overall satire of Stalinism and the broader warning about the evils of totalitarian government. The Inevitability of Totalitarianism Orwell held the pessimistic belief that totalitarianism was inevitable, even in the West. According to Russell Baker, who wrote the preface to Animal Farm’s 1996 Signet Classics version, Orwell’s pessimism stemmed from his having grown up in an age of dictatorship. Witnessing Hitler’s and Stalin’s movements from afar, as well as fighting totalitarianism in the Spanish Civil War, Orwell came to believe in the rise of a new species of autocrat, worse even than the tyrants of old. This cynicism is reflected in  both of his highly successful novels, Animal Farm and 1984. Orwell emphasizes the insidiousness of totalitarianism early in the novel, when the pigs take the fresh milk and apples. The pigs justify their actions on the basis of their superiority; they are smart and need more nutrition than the other animals to fuel their brainpower. There is no scientific basis for the pigs’ claim—in fact, if anyone needs more food to fuel their labor, it is the manual laborers—but they can count on the animals’ being too ignorant to realize that. In this way, Orwell makes the point that totalitarianism need not be blatant in order to be operating. It can hide under the guise of the â€Å"greater good† as it did in the Soviet Union before the totalitarianism became obvious. Orwell uses a cyclical structure in Animal Farm, which helps advance the idea of totalitarianism’s predictability. The novel begins with Jones as autocratic tyrant and ends with Napoleon not only in Jones’s position, but in his clothes as well. Over the course of the novel, Napoleon essentially becomes Jones just as Stalin becomes an autocrat after pretending to espouse equality and freedom. Orwell cements this idea in the book’s final scene, where he writes, â€Å"Twelve voices were shouting in anger, and they were all alike. No question, now, what had happened to the faces of the pigs. The creatures outside looked from pig to man, and from man to pig, and from pig to man again; but already it was impossible to say which was which† (139). The circularity of Orwell’s story prevents the reader from imagining a better future for Animal Farm. After all, even if another Rebellion were to take place, its leaders would eventually come to emulate Napoleon. According to Baker, technology turned out to be the force freeing people from Orwell’s age of dictators. But â€Å"technology† can be just another banner under which to rally the people. While Orwell does portray technology as a source of progress in Animal Farm, he points out that it is useless unless it is in the people’s hands. Most notably, even when the windmill is finished it is used for milling corn instead of its original purpose of supplying the animals with electricity in their stalls. Intelligence and Education as Tools of Oppression From the very beginning of the novel, we become aware of education’s role in stratifying Animal Farm’s population. Following Major’s death, the pigs are the ones that take on the task of organizing and mobilizing the other animals because they are â€Å"generally recognized as being the cleverest of the animals† (35). At first, the pigs are loyal to their fellow animals and to the revolutionary cause. They translate Major’s vision of the future faithfully into the Seven Commandments of Animalism. However, it is not long before the pigs’ intelligence and education turn from tools of enlightenment to implements of oppression. The moment the pigs are faced with something material that they want—the fresh milk—they abandon their morals and use their superior intellect and knowledge to deceive the other animals. The pigs also limit the other animals’ opportunities to gain intelligence and education early on. They teach themselves to read and write from a children’s book but destroy it before the other animals can have the same chance. Indeed, most of the animals never learn more than a few letters of the alphabet. Once the pigs cement their status as the educated elite, they use their mental advantage to manipulate the other animals. For example, knowing that the other animals cannot read the Seven Commandments, they revise them whenever they like. The pigs also use their literacy to learn trades from manuals, giving them an opportunity for economic specialization and advancement. Content in the role of the intelligentsia, the pigs forgo manual labor in favor of bookkeeping and organizing. This shows that the pigs have not only the advantage of opportunity, but also the opportunity to reject whatever opportunities they like. The pigs’ intelligence and education allow them to bring the other animals into submission through the use of propaganda and revisionism. At the book’s end, we witness Napoleon’s preparations to educate a new generation of pigs and indoctrinate them into the code of oppression. Propaganda and Duplicity Working as a propagandist during World War II, Orwell experienced firsthand both the immense power and the dishonesty of propaganda. Many  types of governments make use of propaganda, not only totalitarian ones. Consider, for instance, the arguments that led many United States citizens to go along with the idea of invading Iraq after the September 11, 2001, terror attacks. Propaganda serves the positive task of uniting the people, sometimes at the cost of misleading them. Orwell takes a firm stance on the harmfulness of propaganda in Animal Farm while acknowledging its value for rallying a mistreated and disillusioned populace. In Chapter IX, Orwell demonstrates the positive value of propaganda. By this point, the animals are so downtrodden that they are desperate for something in which to believe. (Note the irony, though: it is Napoleon who has robbed them of their belief in the original version of Animalism.) The falsely optimistic statistics, the songs, and especially the Spontaneous Demonstrations give the animals something to live for. This chapter is an exception in terms of portraying propaganda in a positive light. For the majority ofAnimal Farm, Orwell skewers propaganda and exposes its nature as deception. Squealer represents a totalitarian government’s propaganda machine. Eloquent to a fault, he can make the animals believe almost anything. This fact is especially clear in Squealer’s interactions with Clover and Muriel. Each time Clover suspects that the Seven Commandments have been changed, Squealer manages to convince her that she is wrong. After the executions, Napoleon abolishes the singing of â€Å"Beasts of England† in favor of a new anthem, the lyrics of which contain a promise never to harm Animal Farm. In this propagandist manoeuvre, Napoleon replaces the revolutionary spirit of â€Å"Beasts of England† with the exact opposite, a promise not to rebel. In addition to being a source of manipulation, propaganda is an agent of fear and terror. Orwell demonstrates this quite clearly with Napoleon’s vilification of Snowball and his assurances that Snowball could attack the animals at any minute. He uses similar fear tactics regarding Frederick and Pilkington. The most egregious example of propaganda in the novel is the maxim that replaces the Seven Commandments: â€Å"All animals are equal / But some animals are more equal than others.† The idea of â€Å"more equal† is mathematically improbable and a nonsensical manipulation of language, but by  this time, the animals are too brainwashed to notice. Violence and Terror as Means of Control In Animal Farm, Orwell criticizes the ways that dictators use violence and terror to frighten their populaces into submission. Violence is one of the yokes from which the animals wish to free themselves when they prepare for the Rebellion. Not only does Jones overwork the animals and steal the products of their labor, but he can whip or slaughter them at his discretion. Once the pigs gain control of the animals, they, like Jones, discover how useful violence and terror can be. They use this knowledge to their full advantage. The foremost example of violence and terror in the novel is the pattern of public executions. The executions can be said to represent both the Red Terror and the Great Purge, but they stand more broadly for the abuse of power. For example, they are also similar to the Taliban’s public executions in Kabul’s soccer stadium in modern Afghanistan. Capital punishment for criminals is a hotly debated issue. Killing suspected criminals, as Napoleon does, is quite another issue. The executions perhaps best symbolize the Moscow Trials, which were show trials that Stalin arranged to instill fear in the Soviet people. To witnesses at the time, the accused traitors’ confessions seemed to be given freely. In fact, they were coerced. Napoleon likely coerces confessions from many of the animals that he executes. Orwell’s use of the allegory genre serves him well in the execution scene. Execution with weapons is a violent and horrifying act, but many people have become desensitized to it. Orwell’s allegorical executioners, the dogs that kill cruelly, portray the bloody and inescapably animalistic side of execution. Terror comes also in threats and propaganda. Each time the animals dare to question an aspect of Napoleon’s regime, Squealer threatens them with Jones’s return. This is doubly threatening to the animals because it would mean another battle that, if lost, would result in a return to their former lifestyle of submission. Jones’s return is such a serious threat that it quashes the animals’ curiosity without fail. The other major example of fear  tactics in the novel is the threat of Snowball and his collaborators. Napoleon is able to vilify Snowball in the latter’s absence and to make the animals believe that his return, like Jones’s, is imminent. Snowball is a worse threat than Jones, because Jones is at least safely out of Animal Farm. Snowball is â€Å"proved† to be not only lurking along Animal Farm’s borders but infiltrating the farm. Napoleon’s public investigation of Snowball’s whereabouts cements the animals’ fear of Snowball’s influence. In modern language, Snowball is pegged as the terrorist responsible for the infringements on the rights and liberties instigated by the pigs. Exploitation and the Need for Human Rights Exploitation is the issue around which the animals unite. Initially, the animals do not realize Jones is exploiting them. For this reason, Old Major’s speech is a revelation of momentous proportions. Major explains to the animals that they are enslaved and exploited and that Man is to blame. He teaches them not only what exploitation means, but also the fact that it is not inevitable. Orwell suggests that exploitation is, in fact, bound to happen when one class of society has an advantage over another. The opposite of exploitation, according to Major, is the state of being â€Å"rich and free.† Major’s ideas about animal rights symbolize the importance—and scarcity—of human rights in an oppressive regime. Gaining freedom does not necessarily lead people also to become rich, but it is better to be poor and free than poor and exploited. All the animals on Animal Farm are exploited under Napoleon’s control, save the pigs. Even the dogs, which work closely with the pigs, are exploited. The dogs face perhaps even a worse form of exploitation than the other animals, because they are made into agents of intimidation and death. Whereas Napoleon exploits the other animals’ physical strength and their ignorance, he exploits the dogs’ viciousness and turns them into villains against their parents’ wishes. Boxer’s life is a particularly sad example of exploitation because he exploits himself, believing wholeheartedly in Napoleon’s goodness. In the  end, Napoleon turns the tables and exploits Boxer, having him slaughtered for profit. By the end of the novel, we see clearly how the animals participate in their own exploitation. They are beginning to build a schoolhouse for the thirty-one young pigs Napoleon has fathered (perhaps an oblique reference to the â€Å"Thirty Tyrants† of ancient Greece). That schoolhouse will never benefit the animals that build it; rather, it will be used to educate the pigs and indoctrinate them into the cycle of exploiting others. Throughout the novel, Orwell shows us how the lack of human rights results in total helplessness. However, though it underscores the need for human rights, the novel does not suggest how to achieve them. After all, once the animals expel Jones and gain rights for themselves, the pigs take those rights away and the cycle of exploitation continues with new players. Apathy and Acceptance In the beginning of Animal Farm, the idea of freedom rouses the animals as if from a long slumber. Immediately following Major’s death, the animals begin preparing themselves for the Rebellion; just the idea of revolution is enough to motivate them, since they do not expect it to happen in their lifetimes. By the book’s end, the animals have become as apathetic as Benjamin always was. Despite the many hardships and injustices they face, the animals’ pride as well as Napoleon’s propaganda keep them invested in the â€Å"greater good† and the illusion of freedom. If Benjamin is the harbinger of apathy, Boxer is its antithesis. Strong not only in body but also in spirit, Boxer will make any sacrifice for the benefit of Animal Farm. With Boxer’s eventual betrayal by the leaders he served so unconditionally, Orwell lays bare another type of apathy—theirs. Far from truly considering Boxer a loyal comrade, the pigs treat him as apathetically as they would a mere object. Symbolically, they even make a profit by having him turned into literal objects—glue and bone meal. Boxer’s enthusiasm does not give him an advantage, but the other animals’ eventual apathy gives them a defense mechanism against the painful reality of their lives. It is no coincidence that Animal Farm’s most apathetic and cynical animal, Benjamin, is one of those that survives the  longest. Benjamin’s emotional detachment from situations, whether they are good or bad, keeps him from being disappointed. In his apathy and cynicism, Benjamin represents the stereotypical â€Å"gloomy† Russian and also the perennially pessimistic Orwell himself. Summary and analysis of Chapter I Mr. Jones, the owner of Manor Farm, stumbles drunkenly up to bed as the farm animals wait in still silence. The moment he is out of sight, they begin to bustle around, preparing themselves for the big meeting that is to take place that night. Old Major has called the meeting to discuss a strange dream he had the previous night. He is waiting for his fellow animals in the big barn.

Enablers and Inhibitors to Knowledge Management

Enablers and Inhibitors to Knowledge Management Enabling organizations to capture, share, and apply collective experience and know-how of people is emerging as fundamental to competing in the knowledge economy. There is a growing recognition in the business community about the importance of knowledge management. As a result, there is growing enthusiasm and activity centered on knowledge management. Some organizations have taken initiatives to understand and manage this critical resource. But, in spite of these initiatives, several organizations particularly the Small and Medium Enterprises still have not approached knowledge management activity formally or deliberately. The cause for this sluggishness towards knowledge management could be that most organizations are still struggling to comprehend the knowledge management concept. The reason for this confusion may be attributed to a gap between the emerging concept of knowledge management and the lack of understanding about it. To bridge the gap, the fundamental issue of identifyin g salient characteristics of knowledge management phenomena needs to be addressed. The key thesis is that enablers of the knowledge management paradigm often unravel inhibitors in adapting and evolving knowledge management systems for business environments that are characterized by high uncertainty and radical discontinuous change. This paper thus, explores by presenting a hierarchical model the enablers, inhibitors and identifies critical success factors necessary for a successful knowledge management initiative. The paper uses the Analytic Hierarchy Process (AHP) method to ascertain the relative importance of the influential factors towards a successful Knowledge Management implementation. Keywords: Knowledge Management Systems, Critical Success Factors, Analytic Hierarchy Process 1. Introduction The information era has caused enterprises to realize the shift from resource economy of controlling land, machines, factories, raw materials, and labor forces to the knowledge economy of creating business value through utilization of intangible knowledge. This has caused knowledge management to be of crucial importance and it has grabbed peoples attention and generated significant discussions both in the academia and industry. The true creation of business value today mainly comes from knowledge and its management. Knowledge is critical in obtaining competitive advantage within an enterprise (Sang and Hong, 2002), enterprises should consider the knowledge to be a critical resource and leverage it judiciously (Gupta et al., 2000; Liebowitz, 2003). To facilitate the knowledge accumulation process, enterprises must encourage employees to share their experience and knowledge with others meanwhile accumulating their knowledge as an organizational asset. Therefore, the activities of knowledge management should enable the creation, communication, and application of knowledge; and they should drive the capability of creating and retaining a greater value onto the core business competencies (Tiwana, 2001). However, there are concerns about enablers and inhibitors to implementing knowledge management for enterprises. In the process of carrying out knowledge management, organizations face varying conditions of corporate culture, workflow processes, and integration of all the employees knowledge. They also need strong support from top management, because it is possible that during the process they will encounter resistance from employees. Organizations also need to increase the usage of information technology in order to help the problem regarding the flow of information. Wong, (2005) suggest the need for a more systematic and deliberate study on the critical success factors (CSFs) for implementing knowledge management is crucial. Organizations need to be cognizant and aware of the factors that will influence the success of a knowledge management initiative. Ignorance and oversight of the necessary important factors will likely hinder an organizations effort to realize its full benefit. Wong, (2005) also indicate that previous studies of critical success factors (CSFs) for knowledge management implementation have been heavily focused on large companies. This is because most of the early adopters and superior performers of knowledge management were in fact large and multinational corporations. As such, existing factors are mainly large companies oriented, thereby reflecting their situations and needs. Directly applying these factors into the small and medium enterprises (SMEs) environment may not be sufficient without an understanding of their very own and specific conditions. Previous studies fall short of studying and identifying the CSFs from the SMEs perspective. They have not considered the features, characteristics and situations of smaller firms. Nor have they explored other factors, which could potentially be more important for SMEs when accomplishing knowledge management. This paper evolves a model for critical success factors for knowledge management implementations in small medium enterprises (SMEs) based on a questionnaire survey. Analytic Hierarchy Process (AHP) framework has been developed for finding the importance of the influential factors. AHP is an effective quantitative tool that helps to prioritize problems, issues or variables based on relevant criteria and alternatives. The applicability and usefulness of the AHP approach as a multi-criteria decision-making tool is well acknowledged in the management literature. The present work has adopted this tool for segregating a few critical aspects of knowledge management implementation from the inconsequential many, so that organizations could focus only on those dimensions that are crucial for their success instead of spending a large quantity of time, effort and resources in mindlessly concentrating on peripheral issues. Hence the objectives of this paper are two-fold: To identify the criteria for the AHP model with respect to issues relating to critical success factors for knowledge management implementations in SMEs To present an AHP framework for absolute measurement of priorities in order to critically evaluate the issues relating to critical success factors for knowledge management implementations in SMEs. 2. Review of Literature 2.1 Enablers to Knowledge Management As organizations embark into managing their knowledge they need to be clear of the factors that influence knowledge management, which are known as knowledge management enablers. Enablers are the driving force in carrying out knowledge management, they do not just generate knowledge in the organization by stimulating the creation of knowledge, but they also motivate the employees to share their knowledge and experiences with one another, allowing organizational knowledge to grow concurrently and systematically (Ichijo et al., 1998; Stonehouse and Pemberton, 1999). Knowledge management enablers are the mechanism for the organization to develop its knowledge and also stimulate an environment within the organization for the creation and protection of knowledge. They are also the necessary building blocks in the improvement of the effectiveness of activities for knowledge management (Ichijo et al., 1998; Stonehouse and Pemberton, 1999). Knowledge management enablers include the methods of knowledge management, organizational structure, corporate culture, information technology, people, and strategies, etc. (Bennett and Gabriel, 1999; Zack, 1999; Davenport, 1997; Long, 1997). A study by Yu et al. (2007) identified a set of critical enablers such as knowledge management team activity, learning orientation, knowledge management system quality, and knowledge management reward for developing organizational capabilities of knowledge management. These critical enablers have a significant, positive influence on knowledge management performance. Research done by Yeh et al. (2006) concludes that strategy and leadership, corporate culture, people, and information technology are four of the enablers in knowledge management. They found that for the strategy and leadership enabler the most important part is to obtain the support of the top managers. For the corporate culture enabler, the important part is the forming of a culture of sharing but needs to be supplemented by information technology. For the people enabler, other than the training courses, the channels of learning and the incentive program for the employees are also key factors. As for the information technology enabler, the speedy search of knowledge for its re-use is becoming more and more important. In practice they discovered that the establishment of a dedicated unit is also a key enabler, and this enabler mainly plays the role of furthering knowledge management, taking communication, and coordinating with other departments as its duty. 2.2 Inhibitors to Knowledge Management The biggest inhibitor to knowledge management implementation arises from unwillingness of people to systematically organize their knowledge. Since, this cannot be solved with technology, different kinds of work are needed. Examples include the promotion of knowledge management amongst people, or requiring top management to give their people pressure to implement knowledge management (Yeh et al., 2006). Chatzoglou and Diamantidis (2009) conducted research that focused on the IT impact on firms non-financial IT risk. Their results indicate that IT risk factors affect mainly coordination and partially information ability but not productivity. Furthermore, the most significant risk factors affecting business performance are management ability, information integrity, controllability and exclusivity. Lin et al. (2005) suggest inhibitors in implementing the knowledge management arise out of strategic, perception, planning and implementation issues. The results of their research reveal that: From the strategic aspect, the upper management should address the enterprises strength, weakness, opportunities, and threats, and then formulate a suitable knowledge management strategy. Furthermore, they should be equipped with information about the activities and performance throughout the organization. From the perception aspect, the critical task of the top managers is to identify the core knowledge required to maintain competitive advantage. Employees and top managers work together for a common goal; thus, employee efforts can guarantee a successful implementation of the knowledge management. Therefore, an organization should provide suitable training and resources to the employees, and use information technology to provide a friendly repository to standardize and store knowledge. The organization should also establish an atmosphere emphasizing knowledge sharing and innovation and encouraging employees to form such a culture through a reward system. From the planning aspect, the action plan should include schedule, people involved and resources required, although it is difficult to transfer the necessary knowledge to the knowledge management plan due to non-standardization. Employees orientation toward knowledge management, including the awareness of the importance and benefits of knowledge management and IT skills for knowledge management process, should be completely addressed. Knowledge-oriented employee assessments can also fail if they are not linked closely to existing incentive systems. The company should take steps to build up the trust of the knowledge owners by associating knowledge sharing to pay and incentives. From the implementation aspect, a robust set of metrics that evaluates the value of the knowledge management after implementation will need to be developed. It is essential that the top managers instill in the employees the importance and benefits of knowledge management. Employees often fear that if they pass on their knowledge to others, they will endanger their own position, authority, even power in the organization. Training and communication are essential to calm down employees fears of change, and perhaps to help them to enjoy new ways of working with their colleagues. Thus, firms need to create the right circumstance around the organization, primarily in the areas of knowledge management activities and culture. Jennex and Zakharova (2005) suggest a holistic approach that addresses critical elements such as an effective technological infrastructure; integrating the technology infrastructure into everyday processes; having an enterprise-wide knowledge structure or taxonomy; a knowledge management strategy; knowledge management metrics of success and identification of inhibitors of knowledge usage. Lang (2001) identified several inhibitors to knowledge creation and utilization in organizations. First, there may be inadequate care of those organizational relationships that promote knowledge creation. Second, there may be insufficient linkage between knowledge management and corporate strategy. Thirdly, inaccurate valuation of the contribution that knowledge makes to organizations profits renders the value of knowledge management ambiguous. Fourthly, there may be a pervasive lack of holism in knowledge management efforts. Finally perhaps not something ordinarily considered a problem for managers to deal with -poor verbal skills may hinder the actual processes of knowledge creation. Plessis, (2007) feel that the management of the inhibitors to knowledge management would need to be a mix of cultural, organizational, process, management and technology initiatives. The challenge is to select and combine the methods and approaches available, and harness them to address the organizations business needs. 2.3 Critical Success Factors for Knowledge Management Generic critical success factors exist for knowledge management; however, each organizational environment and culture is unique and presents unique critical success factors. Co-creation with all relevant stakeholders is extremely important on this road to understand the organizational culture and idiosyncrasies well before embarking on a knowledge management journey, as far as possible. Critical success factors specific to an environment are, however, often only identified once the journey has started, and it is thus important for a knowledge management strategy to be flexible to take these factors into account. The end state will be different than the original strategy and roadmap for an organizational knowledge management implementation due to these unique critical success factors. Adaptability and flexibility to take unique critical success factors into account will therefore be a critical success factor in itself (Plessis , 2007). As asserted by Frey (2001), although large organizations have led the way in introducing and implementing knowledge management, it is increasingly important for small businesses to manage their collective intellect. Okunoye and Karsten (2002) stated that knowledge management has indeed become the underlying sources for successful organizations regardless of their size and geographical locations. Therefore, a better understanding of the CSFs for implementing it in SMEs is needed in order to ensure the success of their efforts. Wong, (2005) has grouped the critical success factors into a number of generic factors such as management leadership and support, culture, technology, strategy, measurement, roles and responsibilities, etc. These are common in knowledge management efforts and therefore, they are also believed to be applicable to SMEs. He suggests that one should also consider the needs and situations of SMEs when developing CSFs for them. Wong, (2005) proposes a comprehensive model for implementing knowledge management in SMEs. They are: management leadership and support; culture; IT; strategy and purpose; measurement; organizational infrastructure; processes and activities; motivational aids; resources; training and education; and HRM. Recently (He and Wei, 2009) discussed that Knowledge Management System users beliefs are contextually differentiated, and a distinction between knowledge contribution and knowledge-seeking behaviors and an adequate emphasis on their variance in terms of user belief is needed. Yang et al. (2009) identified crucial knowledge management enablers and examined their impacts on organizational performance. Chen et al. (2009) proposed an approach of measuring a technology universitys knowledge management performance from competitive perspective. Their approach integrates analytical network process with balanced scorecard that contains four perspectives, including customer perspective, internal business perspective, innovation and learning perspective, and financial perspective. Chang et al. (2009) investigates the key factors for knowledge management in the national government of Taiwan. Their study relied on two distinctive dimensions: core KM processes (organizational missions and values, IT applications, documentation, process management, and human resource) and KM performance (knowledge capture and transformation, business performance, and knowledge sharing and value addition). Wen (2009) developed an AHP model for the measurement of the effectiveness of Knowledge Management in Taiwanese high-tech enterprises. Thus, what emerges from the review of literature is the following: There are both enablers and inhibitors to knowledge management implementations in SMEs. Both enablers and inhibitors may be classified essentially into three broad categories technical, human, and financial. Critical Success Factors (CSFs) for knowledge management implementations are different for SMEs from that of large organizations. Critical Success Factors (CSFs) also depend on the management of the enablers and the inhibitors. Thus, it is beneficial for the SME to build a framework that would be used to prioritize the enablers and inhibitors towards a successful knowledge management initiative. For this reason we propose the AHP framework to prioritize influential factors contributing to a SMEs initiative towards the implementation of knowledge management. 3. Framework for Knowledge Management implementation Any successful managerial implementation requires management of enablers and the inhibitors. Similarly, in case of knowledge management it is important to have the information about the influential factors (enablers and inhibitors) for the successful implementation of knowledge management. Not all of the influential factors are equally important for the successful knowledge management. For this reason we have used the AHP framework for finding the importance of the influential factors. AHP has been widely used as an analytical tool for decisions related to knowledge management. Recent work by Wen (2009) in presenting an effectiveness measurement model for knowledge management using AHP is a contribution in this direction. In AHP the complex decision is structured into a hierarchy descending from an overall objective to various influential factors, sub-factors, and so on, until the lowest level. The objective or the overall goal of the decision is represented at the top level of the hierarchy. The factors and sub-factors contributing to the decision are represented at the intermediate levels. Finally, the decision alternatives or selection choices are laid down at the last level of the hierarchy. According to Saaty (2000), a hierarchy can be constructed by creative thinking, recollection, and using peoples perspectives. It should be noted that there is no set procedures for generating the levels to be included in the hierarchy. The structure of the hierarchy depends upon the nature or type of managerial decisions. Also, the number of the levels in a hierarchy depends on the complexity of the problem being analyzed and the degree of detail of the problem that an analyst requires to solve. As such, the h ierarchy representation of a system may vary from one person to another. In the present study the influential factors are determined via widespread investigations and consultations with various experts, and owner/managers of SMEs. Synthesizing the literature review from (Chang et al., 2009; Chatzoglou, and Diamantidis, 2009; Chen et al. 2009; He and Wei, 2009; Lai et al., 2009; Wen, 2009; Yang et al., 2009), the opinions of the experts and owner/managers are employed to obtain the two main factors: enablers and inhibitors. From these factors, 6 influential sub-factors for the successful implementation of knowledge management are briefly described as follows (refer to Figure 1 for complete hierarchical structure): Enablers (C1): This factor includes three sub-factors, C11: technical; C12: human; C13: financial. Inhibitors (C2): This factor includes three sub-factors, C21: technical; C22: human; C23: financial. According to the AHP methodology, weights (priorities) can be determined using a pair-wise comparison within each pair of factors. To determine the relative weights, owner/managers can be asked to make pair-wise comparisons using a 1-9 preference scale (Saaty, 2000). However, in the present study for the pair-wise comparison, we have relied on actual data, that is, the data extracted from the questionnaire survey. The advantage of using actual data (quantitative data) over preference scale for pair-wise comparison eliminates the need for consistency checks (Saaty, 2000). Technical Human Financial Enablers Inhibitors Successful Knowledge Management Level 1 Level 2 Level 3 Figure 1: Framework for Successful Knowledge Management Implementation 4. Methodology Data Source: The research used both secondary and primary data. An extensive literature survey was undertaken, which helped in framing the questionnaire for the primary data collection. The focus of the study was on primary data. Research approach: The survey method was used for the study. Our primary data has been gathered using questionnaire technique. Our target population is all small firms in the National Capital Territory of Delhi (India) with turnover ranging from Rs. 50 million to Rs. 250 million and employment levels between 15 and 50 employees. Specifically, we are targeting the owners or top managers at these firms. For the purposes of this research, we used a questionnaire survey. The questionnaire included 60 questions in two sections such as: [A] Enablers to Knowledge Management [B] Inhibitors to Knowledge Management Contact Method: The questionnaires were sent via email and were telephonically followed up. Sample Size: Amongst the 4263 companies (as per Centre for Monitoring Indian Economy Prowess database) that belonged to the criteria in the entire country, 1039 such companies were located in the National Capital Region of Delhi, which included New Delhi, Delhi, Faridabad, Gurgaon, Ghaziabad and NOIDA. Due care has been taken to include only those companies that made the sample more representative thus, e-mail questionnaires were sent to 500 amongst these 1039 companies. 119 responses were received that formed the sample for the study. This is a 23.8% response rate, which is acceptable. Data Analysis: The data so collected were analyzed with the AHP techniques to arrive at weights (priorities). The following procedure has been adopted on the collected questionnaire survey data for pair-wise comparison of AHP. Firstly, we calculated the average value of 119 responses (preferences based on 5- point Likert scale) obtained for each question. These average values were calculated to describe the central location of an entire distribution of responses. Then for every said category we calculated the Composite Preference Value (out of 5) using the following relation: Composite Preference Value (CPF) = (Corrected Value à ¢Ã‹â€ Ã¢â‚¬ ¢ Maximum Value) x 5 where, Calculated value = sum of the average values for the questions considered in a category. Maximum value = sum of the highest possible values that a respondent can choose for the questions considered in a category. 5. Research Findings The pair-wise comparison matrices showing the measure of each factors relative importance with respect to the overall objective of successful knowledge management is summarized in Table 1. For the pair-wise comparison of the factors and sub factors, we relied on inputs obtained from the survey. We consider two critical factors important for successful knowledge management: enablers and inhibitors. From the pair wise comparison the picture emerges that for successful knowledge management, enablers (50.86%) are marginally important over inhibitors (49.14%). The difference of relative importance being marginal suggests that enablers are important and inhibitors cannot be ignored. Thus it is important to harness the enablers about knowledge management and its associated benefits amongst owner/managers without loosing sight about the inhibitors for a successful knowledge management. Based on investigations and consultations with various experts and owner/managers of SMEs these critical factors (enablers and inhibitors) were further decomposed into three sub factors, namely, technical, human and financial for capturing reality (see Figure 1 for complete hierarchical structure). On pair-wise comparison of technical, human and financial sub factors corresponding to enablers; technical (37.07%) dominates the other sub factors, i.e. human (36.26%) and financial (26.67%). It implies that owner/managers of SMEs consider investments in technology as the ultimate solution to all problems. It may be noted that when the same technical, human and financial sub factors are compared pair-wise corresponding to inhibitors, financial sub factor (38.36%) dominates the other sub factors, technical (31.64%) and human (30.01%). The result suggests that financial considerations are predominant inhibitor towards embarking into knowledge management implementations. In what follows next, we use the bottom up approach to get the global relevance of technical, human and financial aspects towards successful knowledge management. Towards this we multiply the local relevance of technical, human and financial sub factors corresponding to their parent factors with the local relevance of the parent factors corresponding to overall objective, i.e. successful knowledge management. Finally, the obtained relevances of technical, human and financial aspects corresponding to the critical factors, i.e. enablers and inhibitors are added to get the global relevance. The results obtained for the global relevance of technical, human and financial aspects incorporating relevance of the critical factors, i.e. enablers and inhibitors; technical (34.40%) is most important followed by human (33.19%) and financial (32.41%). Owner/managers of SMEs need to prioritize their efforts towards successful knowledge management in terms of technical, human and financial aspects necessarily in that order: The owner/mangers of SMEs should work out strategies for successful knowledge management by optimizing the enablers aspect of technical sub factor while mitigating the inhibitors emerging out of the same sub factor. The owner/managers may focus on process improvement, system improvement, and business intelligence development on a priority basis. Simultaneously they should keep a watch on damage to knowledge infrastructure, copyright/patent infringement and data pilferage and theft. In terms of human sub factor the owner/managers should make necessary efforts to enhance employee competencies, satisfaction, and retention. At the same time they should endeavor to reduce employee turnover, corporate espionage and withdrawal of efforts on the part of the employees. Regarding financial sub factor the owner/managers should try their best to enhance return on investments on building knowledge infrastructure and promoting knowledge management practices while keeping operational costs under control. 6. Conclusion We have developed a hierarchical model for the implementation of successful knowledge management. In the proposed model, first we identified the influencing factors and sub factors for the implementation of successful knowledge management. For this we relied on critical literature review and opinion of experts, and owner/managers of SMEs. Survey has been conducted for getting responses of owner/managers towards the influential factors and sub-factors with a view to successfully implement knowledge management. Finally, these responses have been collated to find the composite preference value (CPF) used as weights for the pair-wise comparison of the factors and sub-factors in AHP. Based on the AHP results, we conclude the following for successful knowledge management in SMEs: Managing enablers and inhibitors are critical success factors for knowledge management in SMEs. Owner/managers need to harness the enablers but not be complacent towards inhibitors. Owner/managers consider technology implementation as a major enabler towards successful knowledge management. Owner/managers consider financial considerations as a major inhibitor towards successful knowledge management. Owner/managers need to prioritize their efforts towards successful knowledge management in terms of technical, human and financial aspects necessarily in that order The key thesis is that enablers of the knowledge management paradigm often unravel inhibitors in adapting and evolving knowledge management systems for business environments that are characterized by high uncertainty and radical discontinuous change. Specifically, the study identified the critical success factors as: process improvement, system improvement, and business intelligence, enhancing employee competencies, satisfaction, and retention, return on investments on building knowledge infrastructure. The study also identified that success cannot be achieved unless damage to knowledge infrastructure is prevented, copyright/patent infringement and data pilferage and theft is stopped, employee turnover, corporate espionage and withdrawal of efforts on the part of employees is reduced, and operational costs are under control. In the present study the model considered influential factors such as enablers and inhibitors. The subject of knowledge management being vast, many other factors may influence knowledge management besides the ones considered in the present study. Future research may be directed towards identifying several other influential factors with a view to identifying a comprehensive list of critical success factors for knowledge management. Also the present work has considered only the top down approach. Clear identification of influencing factors would need to consider a bottom up approach as well.

How to Meet Your Deadlines :: Process Essays

How to Meet Your Deadlines It's a gorgeous fall day and my mind is drifting like a dinghy on the lake. But I'm inside my house watching the clock tick away, hoping to pull together this essay before the deadline arrives. If you're like me, deadlines drive you crazy, but they also keep you driven. Chances are, you've spent countless nights awake, fretting over an upcoming deadline, even ones that are easy to meet. The Pressure Cooker So how can you handle the pressure -- real and imagined -- of deadlines? And what should you do if it looks like you're going to miss one? Here are a few tips on handling the dreaded D-word. Always meet your deadlines. There's simply no excuse, short of calamity not to. As Cameron Foote writes in "The Business Side of Creativity": "You're very raison d'etre is to do for others what they cannot or will not do for themselves. When you accept an assignment, the client expects you to be competent, professional, and most of all a fanatic about meeting his or her deadlines." Treat deadlines with the respect they deserve. Woody Allen once said, "eighty percent of life is just showing up." You'll be amazed and how much return business you can earn simply by being on time. Negotiate longer lead times. Deadlines are like money, they aren't easily renegotiated. Even if you think you can meet the proposed deadline with little problem, it's best to win yourself a little extra time during the initial negotiation. Extra time acts as insurance should a work or personal emergency arise or if the job becomes inexplicably complex. The slack can also come in handy if you need to accommodate a rush job, particularly one with extra dollars attached. Ask for an extra day or week or month, whatever is appropriate to the work you do and the scope of the project. Whenever you start talking to a client about a deadline, think about your kids, significant other, or beloved hobby, and silently ask yourself: Is this deadline going to prevent me from spending time with the people or activities I love? If nothing more, this ploy gives you the incentive to ask for that extra week or two. Break up chores into manageable pieces. Perhaps the problem is not the deadline, so much as the sheer size of a project you face. One way to battle this daunting specter is by creating a Gantt chart to break the project into smaller chunks.

Basketball vs Baseball

Basketball and baseball are among the most popular sports in the United States. Baseball has been around the longest, but it’s definitely not the best sport to watch or play. Basketball is a much more exciting sport to watch, be a fan of, and play than baseball because players are more athletic, it’s easier to play, and more fun to follow. Basketball players are some of the most athletic people in the world. The average basketball player can run faster and jump higher than the average baseball player. Some of baseball’s best players have been completely out of shape – from Babe Ruth to David Wells to Prince Fielder.Basketball players also rely on training and conditioning to stay in shape. Michael Jordan won 6 championships in the 90s, when the game was even more physical than today’s, by hiring the best trainers that money could buy. Barry Bonds broke the home run record by allegedly hiring the best trainers that could buy him steroids. Any time a feat in baseball is achieved, there are always questions that taint the sport. Whenever a feat in basketball is achieved, the athletes have earned it. Basketball is also a better sport because it’s easy to play. All that is needed is to do is go to any park and start playing a pick up game.Even if no one is there, it’s easy to just shoot around. People aspiring to play baseball aren’t so lucky. Rounding up 17 other people to play is almost impossible with the amount of other things kids would rather be doing. That doesn’t include making sure that there are enough gloves, baseballs, and everything else that is needed to play a game. It’s even a bigger hassle to go to the park and practice by yourself. Have fun hitting a baseball 300 feet and going to retrieve it every time. The only real option is to go to the batting cages. As you pass about 20 basketball courts on your way there, make sure you have enough money to practice.Not only is basketball e asier to organize, indoor-basketball games don’t depend on fair weather. Live in Seattle and it’s raining? Find a gym. You’re a baseball player that lives in Seattle and it’s raining? Come back in the summer. Because all organized basketball is played indoors, the hoop is always 10 feet high and every game that is played will be played on the same size court. Not only are there variables of the weather when it comes to baseball, the dimensions of each stadium differ. No matter where Kobe plays, he knows exactly how to attack from every spot on the floor.Take Josh Hamilton out of Arlington and put him into a â€Å"pitcher’s park† and he might be taken out of the MVP race. Being a fan of NBA basketball is much more exciting than MLB baseball. In the NBA, you are required to trade salaries that match the incoming salaries within 15%. If a team is trading a star’s max contract, more than likely they’ll receive another star (unless you’re the Orlando Magic). Regardless, you’ll receive someone that plays professionally in the NBA. Only in baseball can a team trade it’s best player who makes $20 million a year for â€Å"a player to be named later. That player usually ends up being a 21 year-old prospect who may never make it to the big leagues. This makes basketball much more exciting because teams have a better chance of staying competitive. Another thing that makes basketball more exciting is that your best player will play every single game and every single minute and make a huge impact on offense and defense if healthy. We saw Lebron James and Kevin Durant play against each other during the NBA Finals. We also saw Cole Hamels go 1-0 in 2 starts in the 2008 World Series and win MVP.He played 2 games, won 1 of them, and walked home with the MVP trophy. Count on basketball’s best players to play every single game and control their team’s last possession of the game. Many witn essed what Michael Jordan did in the NBA Finals with the flu against the Utah Jazz. He willed his team to victory, especially during the most clutch moments of the game. How many times has a team’s best hitter sat on the bench the entire 9th inning because it wasn’t his turn in the lineup? How many times has a team’s best pitcher sat on the bench in the 9th inning because he’s already pitched over 100 pitches?How many times has a team’s best defender stood in the same exact spot on the field during all three outs in the 9th because the ball wasn’t hit to him? In conclusion, basketball is a better all-around sport than baseball is. As an athlete, basketball keeps you in great shape. As an NBA fan, your star player will never be traded for an unknown D-League player. The pace of a basketball game is much faster and you can rest assured that an NBA championship will never be won with a final score of 1-0 – after multiple overtime quarter s. No matter how you spin it, basketball is just in a different class.

Digital Education

Essay On Online Vs Traditional Education Working adults and stay-home parents looking to further their education may use online education as a resourceful tool to extract a better learning environment. In today’s society, online education is designed specifically for working adults and stay home parents with busy schedules and social responsibility. Some employers are now demanding more education from their employees along with in field experience than ever before and the job market is increasing competitive for those who want to succeed in their career.Traditional Learning provides the oldest method of education. Allowing the student to see the professor face to face and ask pertinent questions concerning their classes. Students have the ability to meet with other students for study groups and friendship. During my research, students who choose the traditional method of education believed that the face-to-face students enjoy the ability to learn with others, allows for class instruction, presentations, live speaking and they love the ability to get to know their instructors. Relevant materials: How Businesses Can Learn From Text MiningStudents in the face-to-face courses are able to get together in study groups that help them achieve better in testing. On-line Learning provides new age technology to widen the educational scope. With new age technology, I sense enormous excitement about the promise of online learning to prepare today’s students to succeed in an increasingly technology-driven global economy. Prospective students are facing a new kind of college experience — online education. It employs portable devices, computers and PDA’s to facilitate learning.With advances in information technology, portable devices, computers and PDA’s have traditionally been seen as a way of carrying information in a more convenient format, with longer battery life than a laptop computer and less weight than a bag full of reference books. Virtual classroom settings and message boards offer a variety of learning techniques. A setting usually contains an electronic whiteboard. The instructor presents instruction and interacts with students in real-time. Virtual classrooms include chat functions and often the ability for participants to speak to one another.It also, it allows student to learning without having to commute. For those students who are not able to attend their regular classes and colleges can easily carry with their higher education through online education mode of study. Students can create study environment of their like, they can make their own schedule; they can carry education while on the move, along with business they can pursue with their higher education. Best practices, a sustainable effort to extract and establish the best learning environment.Online is a quickly growing means of education for all students. It allows students to work and learn at their own pace without the unyielding time restrictions of traditional learning. Online education provides access to learning materials at any time. This allows students the flexibility to schedule their learning around families, jobs and other activities. Technology also provides accessibility and time management. Working while going to school is the potential applicability that studies may have on your job.In other words, it’s one thing to go to class and learn about something in theory, and it’s another to take that theory and put it into practice. Students who work can apply their newly acquired knowledge immediately to their jobs; they can also focus their studies on the kinds of real-world problems that professionals face daily in the workplace. It collaborates both students and teachers just alike from across the globe. No technological invention in the history of man has connected the people of the world like the Internet.While there is still a huge disparity between those who have access to the Internet and those who don't, the mere fact that any of us can communicate across the globe speaks to the importance of this medium. Many times the web sites we visit in a course are based in another country. What better place to find out about the works of Michelangelo than to go to Italy (virtually, of course)? What better way to learn about the Amazon rain forest or the history of China or the customs of islanders in the South Pacific than to visit those places online?And if you participate in global learning days or other online events, you may even meet and make friends with someone in another country. It is a small world, after all. The point is that we live in a diverse-changing world that is ripe with new possibility. The ability to learn new information or a new skill whenever you want and wherever you want offers far greater opportunities for education than ever before. The scope and reach of education broadens to far greater horizons that perhaps ever imagined. ______________________________________________REVIEW I'd like to begin, if I may, by just clearing up a couple of things. Onlin e education is not a tool to extract a better learning environment. Learning environments aren't extracted with tools. A spade, however, is a tool that can be used to extract a potato from the ground. The important thing to know about potatoes, however, is that whether they are good or blighted is independent of the specific tool of extraction. Online education is also not one thing. The Khan Academy provides free educational videos.Stanford provides free online educational courses. EssayJudge. com provides brilliantly insightful reviews. (Honest! ) Then there's a galaxy of pseudo-educational sites and lousy overpriced university sites and fraudulent degree mills for the gullible and the desperate and the cheaters and the pretentious and the ne'er-do-wells. So if you want to compare online education with traditional education, you need to be clearer about what exactly you mean by online education. Online education facilitates plagiarism.For instance you can go to sites that list the seven benefits of online education or the ten advantages of online courses and then cut and paste into your own essay, without attribution, vapid sentences like: â€Å"What better way to learn about the Amazon rain forest or the history of China or the customs of islanders in the South Pacific than to visit those places online? † or â€Å"Students who work can apply their newly acquired knowledge immediately to their jobs; they can also focus their studies on the kinds of real-world problems that professionals face daily in the workplace. â€Å"