Corporate Culture Case Study: BMW

Corporate Culture Case Study: BMW Introduction In the mind of every person, emotions, thoughts and possible actions form a pattern which has developed during his or her childhood. Once rooted in the mind, these patterns must be forgotten before anything new can be taught. A common name for these patterns is culture. Culture is important. It is what founds confidence. The concept of culture is broad and abstract but still a crucial part of everyones environment and something that can be found anywhere. It takes form in symbols, heroes, rituals and customs. The core, the essence of culture is values. Our basic values are founded in the beginning of our lives, while as we grow older we tend to focus on consciously learning new customs. The choices we make during this process determine our self-image how we look upon the others. There are countless definitions of the word culture, each one claiming to be unique. But in fact this only goes to show that the concept is far too abstract to be clearly defined, Bang states that it signifies what we at every specific moment want it to signify. We see this as the strength of the subject; it is what makes it so interesting to study. You can end up anywhere, and there is no right or wrong. Many connect culture with art and theater, but the concept is nowadays far more widespread and can be applied to many more areas, corporations being one of them. A popular and simple definition of the expression corporate culture is made by Deal and Kennedy: Culture is the way in which we perform something here at ours  [2]   The term culture originally comes from social anthropology. Late nineteenth- and early twentieth-century studies of primitive societies-Eskimo, South Sea, African, Native American-revealed ways of life that were not only different from the more technologically advanced parts of America and Europe but were often very different among themselves. The concept of culture was thus coined to represent, in a very broad and holistic sense, the qualities of any specific human group that are passed from one generation to the next. The American Heritage Dictionary defines culture, more formally, as the totally of socially transmitted behavior patterns, arts, beliefs, institutions, and all other products of human work and thought characteristics of a community or population  [3]   It is helpful to think that corporate culture has two levels, which differ in terms of their visibility and their resistance to change. At the deeper and less visible level, culture refers to values that are shared by the people in a group and that tend to persist over time even when group membership changes. Those notions about what is important in life can vary greatly in different companies; in some settings people care deeply about money, in other about technological innovation or employee well-being. At this level culture can be extremely difficult to change, in part because group members are often unaware of many of the values that bind them together. At the more visible level, culture represents the behavior patterns or style of an organization that new employees are automatically encouraged to follow by their fellow employees. We can say, for example, that people in one group have for years been hard workers, those in another are very friendly to strangers, and those in a third always wear very conservative clothes. Culture in this sense, is still tough to change, but not nearly as difficult as the level of basic values. Each level of culture has a natural tendency to influence the other. This is perhaps most obvious in terms of shared values influencing a groups behavior-a commitment to customers, for example, influencing how quickly individuals tend to respond to customers complaints. But causality can flow in the other direction too-behavior and practices can influence values. So, How Do We Define Culture? Culture is a pattern of shared tacit assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feeling relation to those problems.  [4]   What really drives daily behavior is the learned, shared, tacit assumptions on which people base their view of reality as it is and as it should be. It results in what is popularly thought of as the way we do things around here, but even the employees in the organization cannot, without help, reconstruct the underlying assumptions on which their daily behavior rests. They know only that this is the way, and they count on it. Life becomes predictable and meaningful. If you understand those assumptions, it is easy to see how they lead to the kind of behavioral. Three Levels of Culture The biggest danger in trying to understand culture is to oversimplify it. It is tempting to say that culture is just the way we do things around here, the rites and rituals of our company, the company climate, the reward system, our basic values and so on. These are all manifestations of the culture, but none is the culture at the level where culture matters. A better way to think about culture is to realize that it exists at several levels and that we must understand and manage the deeper levels. The levels of culture go from the very visible to the very tacit and invisible.  [5]   Artifacts Visible organizational structures (hard to decipher) Espoused Values Strategies, goals, philosophies (espoused justifications) Underlying  Assumptions Unconscious, taken for granted  beliefs, perceptions, thoughts and feeling (ultimate source  of values and action) Classifying Corporate Culture G.Hofstede Hofstede demostrated that there are national and regional cultural groupings that affect the behaviour of organizations. Hofstede identified four characteristics of culture in his study of national influences: Power Distance The degree to which a society expects there to be differences in the levels of power. A high score suggests that there is an expectation that some individuals wield larger amounts of power than others. A low score reflects the view that all people should have equal rights. Uncertainty Avoidance reflects the extent to which a society accepts uncertainty and risk. individualism vs collectivism individualism is contrasted with collectivism, and refers to the extent to which people are expected to stand up for themselves, or alternatively act predominantly as a member of the group or organisation. masculinity vs femininity refers to the value placed on traditionally male or female values. Male values for example include competitiveness, assertiveness, ambition, and the accumulation of wealth and material possessions. Long vs short term orientation Deal and Kennedy Deal and Kennedy defined corporate culture as the way things get done around here. They measured organisations in respect of: Feedback quick feedback means an instant response. This could be in monetary terms, but could also be seen in other ways, such as the impact of a great save in a soccer match. Risk represents the degree of uncertainty in the organisations activities. Using these parameters, they were able to suggest four classifications of organisational culture: The Tough Guy Macho Culture. Feedback is quick and the rewards are high. This often applies to fast moving financial activities such as brokerage, but could also apply to policemen or women, or athletes competing in team sports. This can be a very stressful culture in which to operate. The Work Hard/Play Hard Culture is characterised by few risks being taken, all with rapid feedback. This is typical in large organisations which strive for high quality customer service. They are often characterised by team meetings, jargon and buzzwords. The Bet your Company Culture, where big stakes decisions are taken, but it may be years before the results are known. Typically, these might involve development or exploration projects, which take years to come to fruition, such as could be expected with oil exploration or aviation. The Process Culture occurs in organisations where there is little or no feedback. People become bogged down with how things are done not with what is to be achieved. This is often associated with bureaucracies. Whilst it is easy to criticise these cultures for being over cautious or bogged down in red tape, they do produce consistent results, which is ideal in, for example, public services. Charles Handy Handy (1985) popularised a method of looking at culture which some scholars have used to link organizational structure to Organizational Culture. He descibes: a Power Culture which concentrates power in a few pairs of hands. Control radiates from the centre like a web. Power Cultures have few rules and little bureaucracy; swift decisions can ensue. In a Role Culture, people have clearly delegated authorities within a highly defined structure. Typically, these organisations form hierarchical bureaucracies. Power derives from a persons position and little scope exists for expert power. By contrast, in a Task Culture, teams form to solve particular problems. Power derives from expertise so long as a team requires expertise. These cultures often feature the multiple reporting lines of a matrix structure. A Person Culture exists where all individuals believe themselves superior to the organisation. Survival can become difficult for such organisations, since the concept of an organisation suggests that a group of like-minded individuals pursue the organisational goals. Some professional partnerships can operate as person cultures, because each partner brings a peculiar expertise and clientele to the firm. Elements of the corporate culture: The Paradigm: What the organization is about; what it does; its mission; its values. Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rule books. There would be more reliance on individualism in a power culture. Organizational Structures: Reporting lines, hierarchies, and the way that work flows through the business. Power Structures: Who makes the decisions, how widely spread is power, and on what is power based? Symbols: These include the logos and designs, but would extend to symbols of power, such as car parking spaces and executive washrooms! Rituals and Routines: Management meetings, board reports and so on may become more habitual than necessary. Stories and Myths: build up about people and events, and convey a message about what is valued within the organization. These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories. Selecting a Company I decided to focus my research on the BMW Group ,because it is a one of the worlds top automobile manufacturers with long history of successful technological achievements and thousands of employees and I believe ,it will be a great example for a successful corporate culture. The company produces motorcycles and engines, as well and it also own and produces the Mini brand and is the parent company of Rolls-Royce Motor Cars. As one of the great car manufacturers with subsidiaries on each continent and since the automobile industry has been strongly influenced by the social environment, I believe that studying the BMW Group corporate culture is an effective means for understanding the corporate cultures of European companies. To present the BMW group corporate culture ,I will analyze how the BMW corporate culture works and what are its core values. BMW Group Overview BMW History BMW is an acronym for Bayerische Motoren Werke AG- or, in English, Bavarian Motor Works  [6]  . Whatever you call it, the German-based company is one of the worlds most respected automakers, renowned for crafting luxury cars and SUVs that offer superior levels of driving enjoyment. Founded in Munich, the company began in the early 1910s as an aircraft manufacturer. BMWs current logo, designed to represent white propeller blades against a blue sky, reflects these origins; its blue-and-white color scheme also references Bavarias blue-and-white checkered flag. It wasnt until 1928 that production began on the first BMW automobile, the Dixi. The car proved tremendously popular, and its success helped the manufacturer weather the Depression. BMWs best-known pre-World War II vehicle was the Type 328 roadster, a supple two-seater that racked up over 120 victories on the motorsport circuit between 1936 and 1940. Postwar BMW cars maintained this tradition, winning several racing, rallying and hill climb victories. The early 1950s saw the launch of the BMW 501, a roomy, voluptuous sedan that was resplendent with all of the hopefulness of that era. It was soon followed by the 502 which was powered by the worlds first light-alloy V8, foreshadowing BMWs ongoing commitment to developing new technology. The best-selling BMW of that decade was the Isetta, a petite two-seat microcar typically powered by a 12- or 13-horsepower engine. The mid-50s also saw the debut of the limited production and breathtakingly beautiful 507 sports car which had an alloy body and used the 502s V8 for propulsion. In the 1960s, BMW sales strengthened significantly, thanks in part to the immense popularity of the 1500, a sporty family sedan.   [7]   By the 1970s, BMW was establishing itself as a full-fledged car company. It was a pioneer for many emerging technologies, including turbocharging and advanced vehicle electronics. BMW of North America was established at this time, and consumers who coveted both sports and luxury cars became loyal Bimmer owners. The 70s also saw the birth of BMWs three-tier sport sedan range consisting of the compact 3 Series, midsize 5 Series and large 7 Series cars and the creation of its performance M division. Though the 3 Series could be had with four-cylinder power, it was the companys inline-6 engines that developed BMWs reputation for spirited, yet highly refined performance. At decades end, the limited-production, short-lived M1 supercar debuted. Throughout the 1980s, BMW became the unofficial poster car of yuppies, as the brand ostensibly signified ones financial success as well as a passion for driving. The elegant 6 Series coupe debuted and the latter part of the decade saw the high-performance M division working its magic on various production models. The early 1990s saw BMW replace the 6 Series with the powerful (V12-powered at first) but heavy 8 Series grand touring coupe while later that decade the Z3 roadster bowed. The company also opened its first U.S. manufacturing plant in the latter half of the 1990s. The 2000s brought a midsize SUV (the X5) as well as a compact SUV (the X3) as BMW joined the hot-selling segment. Since then, BMW has replaced the Z3 with the Z4, introduced the compact 1 Series, produced hybrid versions of a few models and debuted the X6 fastback crossover. The company has also expanded its empire to include Mini and Rolls-Royce and continues to build motorcycles, something it has done since the 1920s. The automakers famous advertising slogan describes each of its vehicles as the ultimate driving machine, and its not mere hyperbole. Over the past couple of decades, BMWs have become the standard for performance and luxury in most of the over $30,000 segments. With family-friendly wagons, crisp sedans, distinctive coupes, nimble sports cars and spacious SUVs offered, BMWs model roster is diverse. But its luxury vehicles all share a common characteristic: the ability to make drivers feel gloriously connected to the road.  [8]   The automobile industry in Europe  [9]   The auto sector is often credited as the engine room of Europe. The European Union is the homeland to a competitive and innovative automotive industry that generates activity throughout the economy from materials and parts supply, to RD and manufacturing, to sales and after-sales services. Manufacturers have trained and developed a highly-skilled workforce, producing quality products for home and international markets. Vehicle manufacturing supports over 2 million European jobs with an additional 10 million citizens employed in associated industries. Exports are valued at over  £70 billion annually. The automotive industry has also established itself as a partner in sustainability. Technological advances have brought real solutions, driving down harmful emissions from industry products and production sites. Manufacturers have spearheaded significant improvements in vehicle safety and embraced social responsibility goals. Annually, the industry invests  £20 billion in RD, more than any other private sector. Its drive towards sustainable mobility remains an ongoing commitment. BMWS Group Corporate Culture The BMW Group is one of the worlds leading car and motorcycle manufacturers with more than 100,000 employees in over 100 countries. With the brands BMW, MINI and Rolls Royce,BMW operate very successfully in the premium segment of the automobile and motorcycle industry. In order to consistently maintain the quality standards, BMW seek employees who possess team spirit and personal initiative, as well as an uncompromising desire to constantly further their knowledge. Because they are convinced that those who cease to improve have already ceased to be be good. High-efficiency culture. It is not only the technical know-how that makes BMW stand out considerably from other companies. In keeping with the quality standards of products, BMW corporate culture is a consistent high-efficiency culture. BMW constantly incite each other employee to become even better, to offer even better products. This is only possible through a pronounced team spirit. Critical reflection and self-critical advancement are only possible within a well-functioning team. Because they approach each other with respect and esteem, the employees have a strong team spirit the decisive prerequisite for success within a team. Satisfied and motivated employees are an invaluable competitive advantage to our company.   [10]   Basic principles: During the next decade BMW aim to secure a position as the worlds leading manufacturer of premium automobiles. For this reason all of companys strategies including the corporate culture are conceived on a long-term basis and are constantly target-oriented. BMW wish to utilise new chances and achieve a new level of efficiency,they aspire to create an atmosphere of optimism from which to draw the energy for necessary changes. The following principles of the BMW Group form the basis of this long-term and target-oriented action  [11]  : Customer orientation. Our customers decide whether or not our company is successful. Our customers are at the centre of all of our actions and the results of our actions must be judged from a perspective of their benefit to the customer. High efficiency. We aim to be the best. Each of us has to rise to this challenge, meaning that each employee must be prepared to achieve a high degree of efficiency. We aspire to belong to an elite, but without being arrogant, because it is the company and its products that count the most and nothing else. Responsibility. Each BMW Group employee bears personal responsibility for the success of the company. This also applies within a team, where each individual must be aware of his or her responsibility. In this respect we are fully aware that we all work together in achieving corporate goals. For this reason we also work together in the interests of the company. Effectiveness. Only sustainable and effective results are of benefit to the company. When assessing management, it is only the effect of performance on results that counts. Adaptability. In order to achieve continuous success we must adapt quickly and flexibly to new demands. Therefore, we regard change as a chance and the ability to adapt as the prerequisite for making use of this chance. Disagreement. In the search for the best solution everyone has the duty to bring to light any disagreement. The solutions found are then resolutely implemented by all involved. Respect, trust, fairness. We treat one another with respect. Management is based on mutual trust, trust is based on calculability and fairness. Employees. Business enterprises are made by people. Employees are our strongest factor of success. Consequently, personnel decisions belong to the most crucial decisions. Exemplary function. Every executive has an exemplary function. Sustainability. We regard sustainability as a lasting and positive contribution towards the economic success of the company. This is the basis of our ecological and social responsibility. Society. We consider awareness of social responsibility an inseparable part of our corporate self-conception. Independence. We secure the BMW Groups entrepreneurial independence through sustainable and profitable growth. Equality of opportunity BMW Group employees work in different countries on different continents. They are as diverse as is usually the case in our globalized world. It goes without saying that all of our employees are treated equally according to their qualifications and granted equal opportunities. So diversity is perfectly normal in our working lives. Diversity The diversity of the BMWs employees is one of their special strengths. It enhances the companys innovative capability and helps to gain ground in new markets. It broadens the pool of BMWs talents and competencies. Human diversity is therefore a key to the sustainable success of the BMW Group. Hence diversity is an important issue of the future. Human diversity also influences the cultural horizon within the company. As a result it becomes constantly broader, providing BMW with new aspects and perspectives. This enables to perceive new needs and trends far earlier and above all to understand them and to live with diversity. Sustainability management We have set ourselves the goal of integrating sustainability throughout the entire value chain and its underlying processes creating an added value for the company, the environment and society. Key elements of BMW Groups sustainability management include an environmental radar that is regularly extended to cover additional ecological and social aspects; ongoing dialogue with stakeholders; the inclusion of sustainability criteria in all decision-making processes; and a holistic approach to the entire value chain. The BMW Groups basic principles form the foundation of the companys long-term alignment. They establish, among other things, that being a good corporate citizen is an integral part of how the BMW Group defines itself as a company. Furthermore, sustainability is regarded as making a positive contribution to the companys economic success. According to the Dow Jones Sustainability Indexes, the BMW Group is currently the worlds most sustainable carmaker. The company was named industry leader in these important global sustainability indices for the fifth consecutive year in 2009. Numerous other ratings and awards also confirm the companys lead role in the field of sustainability. But for the BMW Group this is only the beginning. It is obvious that sustainability is set to play an even bigger role in defining premium mobility of the future from environmentally-friendly drive trains and resource-friendly production processes to new, sustainable services in the field of individual mobility. In the future, premium will inevitably comprise the concept of sustainability. The manufacturer with the more efficient and resource-friendly production, who offers the most visionary solutions for eco-friendly individual mobility, will have the competitive edge. BMW position At the BMW Group, sustainability is not just the responsibility of one particular department. All employees are called upon to implement elements of corporate sustainability in their area of responsibility. Here the members of the Board of Management of BMW AG discuss how their individual divisions define corporate sustainability. The BMW Group and its BMW, MINI and Rolls-Royce brands epitomise joy, passion and success. The aim is to actively shape the future. To achieve this, we are making sustainability an increasingly integral part of our value chain. Sustainability should be the defining principle of how we design our processes and procedures. Our company has been changing its approach over recent years. The revision of the BMW Groups sustainability strategy was the next logical step and an important milestone. But there is still some way to go. Economics  [12]   The BMWs corporate Strategy Number ONE is creating the best conditions for long-term value creation and sustainability. Our vision is to be the worlds leading provider of premium products and premium services in the automotive industry. As we see it, this also means being a leader in the field of sustainability. From an economic point of view, issues such as compliance, anti-corruption and risk management form the backbone of corporate responsibility. In late 2007, the BMW Group presented its new corporate Strategy Number ONE. The vision: To be the leading provider of premium products and premium services for individual mobility. To reach this goal, the company needs to focus consistently on growth and profitability; to constantly develop new technologies; to guarantee access to relevant customer groups; and, most importantly, to actively shape the future. These key fields of action are the four pillars of Strategy Number ONE. Everything BMW do is based on the twelve basic principles the Board of Management defined in Strategy Number ONE: Customer orientation The customer and benefit for the customer are at the heart of everything the company does. Peak performance -The company and all its employees aim to be the best. Responsibility Every employee shares the responsibility for the companys success. Effectiveness Only results which have a lasting effect count. Adaptability Flexibility as a crucial prerequisite for success. Dissent As we strive to find the best solution, we are frank with each other. Respect, trust, fairness The basis of successful cooperation. Employees The strongest factor in a companys success. Leading by example Every manager has to be aware that he / she is a role model and should act accordingly. Sustainability Acting sustainably is an element of our corporate responsibility and a contribution to value creation. Society Social responsibility is an integral part of our corporate self-image. Independence Sustained profitable growth secures the corporate independence of the BMW Group. Based on these principles, the BMW Group has established a focused approach to master the current crisis. Priorities are to secure the companys sound financial footing and its liquidity as well as to develop attractive, trendsetting products. Over the past five years, the company has invested a total of over 21 billion euros in its future, an amount that also reflects the BMW Groups technological expertise and the pace at which innovations are developed. With its corporate Strategy Number ONE, the BMW Group is setting the course for tomorrows dynamic growth. For more detailed information on the financial year and our latest figures please refer to the current Annual Report. Employees-Basic principles During the next decade we aim to secure our position as the worlds leading manufacturer of premium automobiles. For this reason all of our strategies including our corporate culture are conceived on a long-term basis and are constantly target-oriented. We established this prerequisite when we launched our Strategy Number ONE. The Vision: to become the worlds leading provider of premium products and premium services for individual mobility. To this end, the BMW Group concentrates on profitability and sustained value creation. The companys four strategic pillars also include growth, shaping the future and access to technologies and customers. The following principles of the BMW Group form the basis of this long-term and target-oriented action:  [13]   Customer orientation Our customers decide whether or not our company is successful. Our customers are at the centre of all of our actions and the results of our actions must be judged from a perspective of their benefit to the customer. Peak performance We aim to be the best. Each of us has to rise to this challenge, meaning that each employee must be prepared to achieve a high degree of efficiency. We aspire to belong to an elite, but without being arrogant, because it is the company and its products that count the most and nothing else. Responsibility Each BMW Group employee bears personal responsibility for the success of the company. This also applies within a team, where each individual must be aware of his or her responsibility. In this respect we are fully aware that we all work together in achieving corporate goals. For this reason we also work together in the interests of the company. Effectiveness Only sustainable and effective results are of benefit to the company. When assessing management, it is only the effect of performance on results that counts. Adaptability In order to achieve continuous success we must adapt quickly and flexibly to new demands. Therefore, we regard change as a chance and the ability to adapt as the prerequisite for making use of this chance. Dissent In the search for the best solution everyone has the duty to bring to light any disagreement. The solutions found are then resolutely implemented by all involved.

Erik Peterson Essay

Major problems are: Lack of clear date driven project plan for product launch Relationship management with senior stakeholders Recommendations: A project plan for product launch and setting up a Project management office Engagement of senior management in critical decisions PROBLEM STATEMENT: This case is about Erik Peterson and his career at Biometra. It discusses his journey over as General Manager in Biometra (a subsidiary of SciMat) his educational background and problems faced during the work course at Biometra. Case gives details of the: HR issues within the organization and depicts the characteristic behavior of individuals during the panic situation. Case tells about clashes amongst the co-workers and superiors . Inability of Erik towards persuading the seniors about some of the decision and his failure in getting guidance for further steps. It figures out the inability of Eric towards handling team and subordinates so to convince them his way of working. Lack of Erik’s specific industry knowledge and lack of guidance to Erik Complex relationship with some of the key opinion leaders Case clearly summarizes that Erik worked as GM but actually wasn’t able to perform so far. ANALYSIS: It seems that there are lot of clashes among individuals who are at senior leadership positions. Leaders are not able to coordinate with each other. There seems lack of target dates given to each department. Erik can either replace key managers by hiring new managers who can bring fresh perspectives and don’t clash with each other or setup an independent PMO office which can work with each department, develop a project plan with critical milestones for product rollout and seasoned project manager implement the project plan. It also appears that Erik has no experience in this specific product line. At the same time he is not getting enough guidance from his senior management. Erik can either take the decisions, wait to see the results or somehow involve some knowledgeable leaders in SciMat early in implementation phase to get guidance and concurrence.

Antigone – Essay 9

Aristotle defines a tragic hero as â€Å"having high estate, nobility of soul, ability to have free will, having tragic flaw, also somebody we are able to empathize with, a person who suffers from reversal of fortune, achieving enlightenment, accepting responsibility for his/her fall and being able to die bravely. † I am going to use Aristotle’s definition of a tragic hero to support evidence to the character Antigone, in the play Antigone. To me, the tragic hero in the play is Antigone. Antigone, who is the daughter of Oedipus and Jocasta, becomes infuriated with Creon, who is the king of Thebes and her uncle. Creon will not allow Antigone's brother, Polynices, to be buried. Antigone tells her sister, Ismene, that she will defy Creon’s ruling even though she knows the consequences, which is death. The first on Aristotle’s tragic hero list is that the character â€Å"should be of high estate/class. † Antigone comes from high estate; she was considered a princess and was to be married to Creon’s son, Haemon. Though Antigone came from high estate/class, she still did not carry out the power to make changes; therefore, Antigone’s character of having high estate, yet no power, complies a little with Aristotle’s tragic hero. Second on Aristotle’s tragic hero list, was that the character â€Å"should have nobility of soul or tragic greatness. † Antigone showed nobility of soul because she stood-up for what she believed in knowing the outcomes would cost her life. An example of her nobility was when she first told her sister, Ismene, of what she was going to do. Antigone said, â€Å"I’ll bury him myself. And even if I die in the act, that death will be a glory. † I think that this quote shows nobility of soul, as well as, a tragic greatness. She saw it as glory to die for doing the right thing. (Line 85) Third on Aristotle’s tragic hero list, was that the character â€Å"should have free will and make important choices. † From the beginning of the play, until Antigone’s death, she kept her free will, as well as, making important choices for herself. When Antigone had gotten caught by the guards while burying her brother, she was taken to Creon to announce what she had done. There is a quote in there that shows how free willed of a person she was, Antigone says to Creon â€Å"Of course I did it. It wasn’t Zeus, not in the least, who made this proclamation—not to me†¦These laws—I was not about to break them, not out of fear of some man’s wounded pride, and face the retribution of the gods. † This quote by Antigone shows that she was capable of making her own choices, whether she would follow man’s law or the gods. She also showed that she was not afraid of the choices she made for herself. (Line 500) Aristotle’s fourth tragic hero listing is that the character â€Å"should have a tragic flaw or hamartia. Antigone made plenty of mistakes, her first one was defying Creon’s ruling. Though it was understandable why she made that choice, it probably would have spared her from going through all this trouble if she would have just asked Creon for a proper burial. Unfortunately, Antigone's stubbornness gets in the way of her thinking and results in her acting off of her emotions. Also, when it comes to Antigone’s dea th, if she would have not taken the matters into her own hand again, Creon had made the decision to free her and give her brother the proper burial. Yet, it is understandable that she does not want Creon to get satisfaction off of her death, as well as, not knowing that Creon would change his mind and actually side with her. Aristotle’s fifth tragic hero listing is that the character â€Å"should be someone with whom we can empathize. † Antigone had this down packed with the audience. The whole city empathized with Antigone and felt that â€Å"No woman ever deserved death less, and such a brutal death for such a glorious action. She, with her own dear brother lying in his blood she couldn’t bear to leave him dead, unburied, food for the wild dogs or wheeling vultures. Death? She deserves a glowing crown of gold! † I feel that quote right there sums it up. (Line 775) The sixth tragic hero listing that Aristotle feels is necessary, is that the character â€Å"should suffer a reversal of fortune (peripeteia), falling from a pinnacle to the depths. † Antigone was considered a princess and to be married to the king’s son, Haemon. After being caught by the guards, she was sentenced to death by the king, Creon. Now she is looked upon as a slave, not as a princess. She is treated like trash and looked down upon. She went from being of royalty to quickly being nothing. Antigone definitely serves the sixth tragic hero listing. The seventh tragic hero listing that Aristotle has is that the character â€Å"should achieve anagnorisis or enlightenment; should accept responsibility for his/her fall. † Antigone takes responsibility when she is first brought to Creon and asked if she was the one to give Polynices a proper burial, Antigone responded with â€Å"I did it. I don’t deny a thing. † Then Antigone shows her commonality with humanity when she is arguing with Creon about the citizens feeling like she did about his ruling. For example, Creon says â€Å"You alone, of all the people in Thebes, see things that way. † Antigone replies with â€Å"They see it that way but defer to you and keep their tongues in leash. † (Lines 492, 570) The last trait that Aristotle has listed that the tragic hero should carry is that the character â€Å"should die bravely. † Antigone died for love, for respect and for doing what she and many others believed what was right. She did not bravely give her life to defy one man’s wants; it just unfortunately came down to her having to do that. Antigone gave up â€Å"†¦bridal-song, the bridal-bed, denied all joy of marriage, raising children—deserted by loved ones, struck by fate†¦Ã¢â‚¬  just to give her brother, Polynices a proper burial. I think she clearly defines dying bravely. (Line 1009) In conclusion, the tragic hero in the play Antigone is herself, Antigone. Antigone shows how her character meets the requirements of Aristotle’s tragic hero, as well as, many other aspects that we find in a common hero. Antigone, from the beginning to the end of the play, lived and died for what she believed in.

Contraception “WHICH ONE” Essay - 965 Words

Contraception â€Å"WHICH ONE?† There are many forms of contraception. Contraception is a form of birth control. Although, some methods of contraception also protect from STD‘s (sexual transmitted diseases). How well birth control works depends on a number of factors. These include medical conditions, or are people taking any drugs prescribed or not. Whether it is convenient, or if it causes any side effects. The main forms of contraception in order of the most commonly used through out the world. Pill, condoms, female sterilisation, vasectomy, mini pill (POP- Progesterone Only Pill), the cap (including diaphragm), coil, natural family planning-rhythm method, contraception jab and mirena (IUS†¦show more content†¦The combined pill is not recommended for smokers over 35, or those who have diabetes or even high blood pressure. Using it is simple, you get proscribed 21 pills in a packet, taking one pill every morning (preferably the same time every day) then you do not take the pill for 7 days (while menstruating), I.e. 3 weeks on 1 week off. The condom known as Prophylactic, rubber or Johnny, is made of latex or polyurethane, a form of rubber (they were also made from animal intestines but are seldom seen now). It is about 7 inches long, although various sizes are available. The condom and femidom are sheaths that trap sperm, and they reduce the chance of pregnancy and STD’s (Sexual Transmitted Disease.) The advantages are that it stops sperm form entering the vagina, it is easy to use, and there is a minimal health risk. They are also widely available, they can be found in shops, in doctor’s surgeries, walk in centres and most public toilets. The disadvantages are varied, they may tear during sexual intercourse, and can slip off inside the female’s vagina. During sexualShow MoreRelatedA Qualitative Study Of Experiences Of Women Using Modern Contraception959 Words   |  4 Pagesis A Qualitative Study of Experiences of Women Using Modern Contraception in Wakiso Distract, Uganda. This study focuses on thirty women who have undergone horrible situations when it came to contraception. This case study was conducted from August and September of 2013. Between these months many women have reported negative feedback for the use of contraception. This is a major problem, which can affect the way that they use contraception in the future. The area that is being studied in this articleRead MoreSelf Emergency Contraception Is a Right Women Should Have1318 Words   |  5 PagesI will argue that pharmacists lack an absolute right to object the dispersal of emergency contraception. Further, I will argue that the reasons offered for refusals regarding emergency contraception by pharmacists are not reasonable, even given their moral reservations, providers have a professional ethical obligation to dispense emergency conception. The refusal to sell emergency contraception by pharmacists ultimately infringes on women’s right to exercise autonomy over their reproductive futureRead MoreThe Affordable Care Act ( Aca )1674 Words   |  7 PagesBackground: the Affordable Care Act (ACA), which is a federal health reform bill, requires most public and private health plans to provide a minimum coverage of women’s preventive healthcare services with no cost sharing.1 Therefore, the Institute of Medicine (IOM) was commis sioned to review what preventive services are essential for women’s health and welfare and consequently should be considered in the development of guidelines for women’s preventive services.2 According to the IOM recommendationsRead More Pat Barkers Regeneration1667 Words   |  7 PagesContraception is a word commonly used in society today. With hundreds of types, brands, and methods of contraception available, it is hard to imagine a world without it or one in which it was against the law. However, decades ago at the turn of the 20th century, birth control was not easy to get or looked upon as socially acceptable. It was during the First World War that society began to see the emergence of contraception and its acceptance. Readers can also see its emergence in Regeneration onRead MoreMass Medias Effect on the Perception of Contraception 1436 Words   |  6 PagesContraception has been a controversial subject for many years and has been in and out of the mediaâ€⠄¢s focus for just as long. Media itself is biased therefore has such a strong impact on how we see many different things. There are so many different forms of media reaching a varying audience that it is impossible for the media to not influence our perception on things such as contraception. What effect has the media had in shaping public perception on contraception over the last half-century? We hadRead MoreThe Women Of The Care Act Of 20101156 Words   |  5 Pagesto Accessing Contraception Executive Summary/Abstract More than half of all women of reproductive age in the United States use some form of contraceptive (Daniels, Daugherty, and Jones, 2014). Of those, most are on the oral-contraceptive pill. Even with new regulations in place to supposedly increase access to preventive services, there is still an issue of women who are sexually active, do not wish to become pregnant within the next year, and who are not using a form of contraception. Clinician andRead MoreEducation, Birth Control, And Parental Consent823 Words   |  4 PagesThe issue to be discussed herein is that of young people and access to contraception without parental consent, based around the article Schools, Birth Control, and Parental Consent (Urist, 2015). The term â€Å"young people† herein refers to teenagers who have not reached an age of majority. With adolescence being a time of both sexual maturation and increased risk-taking, it is unsurprising that adolescence is a period in which many young people become sexually active (Tillett, 2005). With 69% of yearRead MoreThe Morning After Pill Essay600 Words   |  3 Pagesunintended pregnancy called Emergency Contraception (EC). This paper will explore unintended pregnancy, EC, pro-emergency contraception and anti-emergency contraception opinions. There are many women of childbearing age that have become pregnant unintentionally in the United States. As a result, many have developed a sexual transmitted disease (STD). This may have occurred due to engaging in unprotected sexual intercourse, improper use of contraception, failed contraception or sexual assault. The rates ofRead MoreThe Presentation Of Contraceptives During The Mid 70s1747 Words   |  7 Pagessexual expression without the danger of an undesirable pregnancy. Contraception is the planned anticipation of controllin g or prevention, impregnation by different medications, procedures, or gadgets – additionally all the more broadly known as anti-conception medication. Contraception is any technique that is utilized to avoid pregnancy and it can arrive in a couple of distinctive structures. Background information Contraception is a type of anti-conception medication that can be utilized to counteractRead MoreContraception Coverage 1269 Words   |  6 PagesTherefore, birth control should be 100% covered by all insurance companies. Contraception, contragestion, (preventing the fertilized egg from implantation - morning-after-pill) and the chemical or surgical induction of abortion are all types of birth control routes to prevent or end pregnancy (â€Å"What†). Contraception is the devices, drugs, agents, sexual practices, or surgical procedures to prevent a pregnancy. Contraception tends to help a women decide if and when she would want to have a baby (â€Å"What†)