Moby Dick Essay Example for Free

Moby Dick Essay Melvilles Moby Dick is widely recognized as one of the most complex and brilliant allegorical novels in American literature. As an allegory, the events, places, people and conflicts depicted in the novel represent not only the obvious surface-level elements of the novel, but stand as indications of the novels philosophical and metaphysical themes. The allegory of Moby Dick involves an examination into the nature of reality and also into the nature of good and evil, as defined for Melville partially by Americas Puritan heritage. Melville wanted to portray the essence of evil in a symbol, which was the whale, Moby Dick. When Ahab says All visible objects, man, are but as pasteboard masks, (Melville) he is echoing the allegorical construction of the novel in which each thing, such as the whale, Moby Dick, is merely a pasteboard mask (Melville) which hides the true essence beneath, an unknown but still reasoning thing (Melville) which puts forth the mouldings of its features from behind the unreasoning mask (Melville). For Ahab, the white whale is the mask which disguises truth and the revelation of the nature of reality. In this sense, the white whale becomes a symbol for whatever it is that holds mankind back from the perception of absolute reality. Ahab emphatically reveals his Platonic beliefs when he says If man will strike, strike through the mask! How can the prisoner reach outside except by thrusting through the wall? To me, the white whale is that wall, shoved near to me. Sometimes I think there`s naught beyond. (Melville) In this sense, the whale represents oblivion, the naught beyond which in Ahabs mind is plainly associated with death. It is toward the heart of the nature of reality that Ahab strikes with his blood-sealed harpoon, not merely a fish in the ocean. For Ahab the white whale represented both ultimate reality and the wall which separates man from ultimate reality. Ahabs view of nature and reality is that the visible world and all of the events, people, and actions in it are indicators of deeper, more profound, metaphysical ideas and experiences: when he hunts the white whale which represents evil and oblivion, he is hunting the absolute nature of evil, not merely one of its beasts. The intense hate that Ahab feels for the white whale helps to distinguish Ahabs view of reality as presented in the novel form the vision of reality Melvile was trying to establish by way of the allegory of the novel. While Ahab believes the white whale to be the symbol of evil, Melvilles depiction of evil through the allegorical structure of Moby Dick is shown, ironically, through Ahab himself and not through the symbol of the whale. Instead, for Melville, the whale symbol indicated the cosmic universe and was exhaustively related through his use of cetological detail and science. In this way, Ahabs obsession and hate are shown to be a tragic flaw along the lines of some of Shakespeares heroes, after whom Ahabs dialogue explaining his motives for hunting Moby Dick are clearly derived. As Ishmael gains a closer, more intimate apprehension of whales, the development of his character and spiritual insight are correspondingly elevated. The more detailed are the cetological experiences and catalogues, the more wholly expressive and self-possessed and sure becomes Ishmael. Still deeper correspondences between the cetological material and Melville’s narrative form are established in Ishmael’s descriptions of the whales â€Å"blubber† and â€Å"skin† which he posits as being indistinguishable. This is reflected in the narrative structure of â€Å"Moby Dick† where it is equally as difficult to apprehend where the â€Å"skin† (overt theme and storyline) of the novel ends and the â€Å"blubber† (cetological and whaling discourses and catalogues) begin. Melville makes it perfectly clear that the â€Å"blubber† is an as indispensable part of his novel as it is for the whale’s body. â€Å"For the whale is indeed wrapt up in his blubber as in a real blanket or counterpane; or, still better, an Indian poncho slipt over his head;† (Melville) therefore, too, is the expository material, the â€Å"blubber† of the novel wrapped around its central, allegorical aspects. The detailed cetological aspects of â€Å"Moby Dick† may, indeed, prevent the reader from an easy, and immediate grasp of the novel’s â€Å"meaning† or even its astounding climax. Just as the whale’s hump is believed by Ishmael to conceal the whale’s â€Å"true brain† while the more easily accessed â€Å"brain† know to whalers is merely a know of nerves, the secret â€Å"core† of â€Å"Moby Dick† can only be pursued with patience and close, deep â€Å"cutting†due to the organic and harmonious nature of its narrative form. By keeping in mind the previously discussed aspects of the relationship between â€Å"Moby Dick’s† comprehensive cetological materials and their symbolic relationship to the novel itself, its form and themes, Ishmael, while discoursing on the desirability of whale meat as fit food for humans, offers an ironic gesture toward the novel’s probable audiences. â€Å"But what further depreciates the whale as a civilized dish, is his exceeding richness. He is the great prize ox of the sea, too fat to be delicately good† (Melville).

The role of an Operations Manager

The role of an Operations Manager Operation management is the business function that plans, organizes, coordinates, and controls the resources needed to produce a companys goods and services. Operations management is a management function. It involves managing people, equipment, technology, information, and many other resources. Operation management is the central core function of every company. This is true whether the company is large or small, provides a physical good or service, is for profit or not for profit. Every company has an operations management function. Actually all the other organizational functions are there primarily to support the operations function. Without operations, there would be no goods or services to sell. The marketing function provides the needed capital. It is the operations function, however, that plans and coordinates all the resources needed to design, produce, and deliver the merchandise to the various retail locations. Without operations, there would be no good or services to sell t o customers. The role of operations management is to transform a companys inputs into the finished goods or services. Inputs include human resources, facilities and processes, as well as materials, technology, information. Outputs are the goods and services a company produces. LOreal is one of the leading cosmetics companies in the world. It has already been operating a Citrix terminal server farm for several years. However, by early 2004, the tried and tested manual installation practiced by the administrators had reached its limits, leading to instability in the system. LOreal was able to fully automate the installation of its terminal servers and thus considerably increase the stability and its IT infrastructure. LOreal beauty products with the range of cosmetics stylings products for men and women. LOreal has developed activities in the field of cosmetics, concentrating on hair colour, skin care, sun protection, makeup, perfumes and hair care. LOreal is active in the dermatological and pharmaceutical fields. Role of the Operations Managers Some people (especially those professionally involved in operations management!) argue that operations management involves everything an organisation does. In this sense, every manager is an operations manager, since all managers are responsible for contributing to the activities required to create and deliver an organisations goods or services. However, others argue that this definition is too wide, and that the operations function is about producing the right amount of a good or service, at the right time, of the right quality and at the right cost to meet customer requirements. Operations managers are responsible for managing activities that are part of the production of goods and services. Their direct responsibilities include managing both the operations process, embracing design, planning, control, performance improvement, and operations strategy. Their indirect responsibilities include interacting with those managers in other functional areas within the organisation whose roles have an impact on operations. Such areas include marketing, finance, accounting, personnel and engineering. Operations managers responsibilities include: Human resource management the people employed by an organisation either work directly to create a good or service or provide support to those who do. People and the way they are managed are a key resource of all organisations. Asset management an organisations buildings, facilities, equipment and stock are directly involved in or support the operations function. Cost management most of the costs of producing goods or services are directly related to the costs of acquiring resources, transforming them or delivering them to customers. For many organisations in the private sector, driving down costs through efficient operations management gives them a critical competitive edge. For organisations in the not-for-profit sector, the ability to manage costs is no less important. Decision making is a central role of all operations managers. Decisions need to be made in: designing the operations system managing the operations system improving the operations system. The five main kinds of decision in each of these relate to: the processes by which goods and services are produced the quality of goods or services the quantity of goods or services (the capacity of operations) the stock of materials (inventory) needed to produce goods or services the management of human resources. Operational strategy The operational side of marketing refers to the day by day tactics of how to manage things like advertising, pricing, and so on. It is just the same with operations. Operations strategy looks at the long-term issues of how to manage the resources which produce products and services. The more operational subject of operations management looks at the more detailed and shop floor issues of designing, planning and controlling, and improving the resources which produce products and services. Operations strategy is concerned with the specific decisions which shape and develop the long-term direction of the operation. Think of content as the building blocks of an operations strategy. The process of operations strategy refers to the procedures which are used to formulate operations strategies. It is the way we go about the activity of devising strategy. Think of operations strategy content as what the LOreal is deciding to do and process as how the LOreal has made that decision. The market requirements perspective starts from the commonsense notion that any operations strategy should reflect what the LOreal is trying to do in its markets. Companies compete in different ways, some may compete primarily on cost, others on the excellence of their products or services, others on high levels of customer service, others on customising their products and services to individual customer needs, and so on. The operations function therefore must respond to this by providing the capabilities which allow it perform in an appropriate manner to satisfy the requirements of its market. In some ways this is a translation task because the techniques and language used by marketing managers to understand the requirements of markets are different to the language and techniques used by operations managers to manage their productive resources. LOreals goals and objectives LOreal USA is the leading beauty company in America, which develops and manufactures haircare, haircolor, skincare, color cosmetics and fragrances. Our distribution network of salons, mass market, specialty and department stores makes us the most comprehensive beauty company in the U.S. We offer exciting positions, flexible development paths and outstanding rewards that will give your career a whole new look. The LOreal Sales Education Coordinator (LSEC) is an employee of Salon Centric, a wholly owned subsidiary distributor of LOreal USA. Salon Centric is a leading and rapidly growing national wholesale distributor of professional products to the salon and beauty industry. This position will be responsible for the development, management and execution of all education strategy and efforts within the assigned territory for the LOreal brands. RESPONSIBILITIES: Coordinate and participate in monthly sales meetings. Coordinate and facilitate regional quarterly trainings and certifications. Development, presentation and management of Elite salons education plans. Facilitate trainings for new sales consultants and participate in training boot camp. Must work in alliance with the respective Prestige Account Manager in the achievement of the regions goals and objectives. Teach a minimum of 12 classes per month, facilitate hands on workshops and coordinate cluster classes. Presentation of LOreal world tour, academy programs and strictly business programs. Shadow and mentoring of new LOreal Sales Education Coordinators and LOreal Artistic Educators. Open new color conversions and retail doors for Serie Expert, Texture Expert, Homme product lines Responsible for the delivery of strategic education classes, events and programs. Coordinate communication flow between key partners including LOreal Professionnel, SalonCentric and the customer. Provide support for salon specific events promotions. CONCLUSION In a nutshell, LOreal is one of the leading cosmetics companies in the world. They are very innovative and invest a lot of money in research and development. Products are positioned in high-priced segment because of their quality. They offer well coordinated products for different target groups. To keep their strength alive they have to observe their competitors. It is a very flexible development paths and outstanding rewards that will give your career a whole new look. LOreal will benefit from the end of destocking, easier comparison base and increased innovation.For next year, a return to 4% growth would require to keep a high single digit growth momentum in the Rest of the World and to return to low single digit growth in developed market, which we feel is a realistic assumption. However, most of it will be offset by a negative forex impact based on current rates.

Personal Exercise Plan :: Exercise Physiology

Personal Exercise Plan Introduction: The two main areas of my Personal Exercise Plan are Health Related Fitness and Skill Related Fitness. My aim is to improve my Health and Skill Related Fitness overall. I will do this by creating a 6 week program of all the different sports and exercises that I do each day. From this I will be choosing two training methods. These will be Circuit Training and Interval Training. My Circuit Training is made up of 5 stations . At each station you do a specific exercise for a set amount of time before moving onto the next station. The good thing about Circuit Training is that it is made up of aerobic exercises which I enjoy doing. I will also do Interval Training. This is a fixed pattern of fast and slow exercise. Each repetition of a pattern is called a 'rep' and you have to finish a 'set' (group of reps) before finishing your overall exercise session. I chose these two methods of training because I felt that they will improve my Health Related Fitness and my Skill Related Fitness the most. My chosen sport is football. I have chosen football because I know the rules of the game e.g. the difference between indirect and a direct free-kick etc. and also I play for a Sunday club. Cardiovascular training will improve my power and stamina when I kick a football and play the game generally. Interval training will improve my speed and reflexes on and off the ball. My resting heart rate is 64 bpm and my bleep test score (which I aim to beat through training in my Personal Exercise Plan when I get back to school) is 10.0. Detailed Six-Week Plan For my Circuit Training I will do 5 minutes of exercise overall each day. I will do 10 press up's, 10 sit up's, 10 step up's, 10 jumps and 10 squat thrusts. I will keep doing 10 of each exercise for 5 minutes then record my heart rate and then time my recovery rate.

Accounting Essay -- Business Management Studies

Accounting Accounting is the practice of â€Å"†¦maintaining, auditing and processing financial information†¦Ã¢â‚¬  (http://en.wikipedia.org/wiki/Accounting) for the purpose of a company, persons or organisation. There are some fundamental parts of accounting which are; â€Å"Identifying, measuring and communicating† (Black, 2000). You need to identify the important financial sections of a company, person or organisation which will include the companies assets, liabilities, capital, income and of course expenditure. You will also need to measure â€Å"†¦ monetary values of the key financial components in a way which represents a true and fair view of the organisation† (Black, 2000). Finally there is the communication side of accounting, it is vital that a company, person or organisation can communicate all of the financial information gathered so in turn users, whether they are internal or external, will be able to receive the correct financial information and be able follow it. There are two forms of accounting they are Financial Accounting and Management Accounting. Financial Accounting is concerned with the preparation of financial accounts for the benefit of people outside a company or organisation. Management Accounting is financial information used by managers within a company or organisation to make financial decisions based on the information that the accounts provide. There are many people who would be interested in company’s accounts, they are divided up into two groups; External Users and Internal Users. Within the External Users group are; Investors, lenders, Suppliers, Customers, prospective buyers, other businesses and the Government. Included in the Internal Users group are the Owners, Shareholders, the Board of Directors and Employ... ...ounts Payable which are debts owed BY a company, person or organisations which, at present have not been paid, Capital, Income and finally Revenue and as before if there was a increase in any of the above it would be a Debit entry. For example if a company, person or organisation was to purchase a fixed asset such as a building or piece of machinery this would be an increase in that company, person or organisations assets and would therefore be a Debit entry, the other side of the entry would be a Credit entry as there would be a decrease in the bank account of the company, person or organisation. The Double Entry Bookkeeping is essential in order for a company, person or organisation to keep track of all financial transaction as Double Entry is a very detailed financial account and everything that comes in or out of the business is written in a Double Entry Account.

The Ground Work Trust :: Papers

The Ground Work Trust The first Groundwork Trust was established 21 years ago on Merseyside. Seventeen years later, there are 44 independent Groundwork companies all over England, Wales and Northern Ireland, each with charitable objectives to bring social and economic regeneration into areas of need. The Groundwork approach has also been adopted in Japan and the USA where the National Park Service is supporting a growing number of Trusts. Groundwork's purpose is "to build sustainable communities through joint environmental action". They do this by getting residents, businesses and other local organisations involved in practical projects that improve the quality of life, bring about regeneration and lay the foundations for sustainable development . The Projects of the Ground Work Trust aim to improve things in three ways: - creating opportunities for people to learn new skills and take local action - creating better, safer and healthier neighbourhoods - helping businesses and individuals fulfill their potential The Groundwork Trust recognises that people, places Photo - Communitiesand (www.Groundwork.org.uk ) prosperity are inextricably linked and so aims to design projects that bring benefits for all three at once. They believe this integrated approach is vital if we are to bring about sustainable development - 'meeting the needs of the present without compromising the ability of future generations to meet their own needs' In 2000-2001 Groundwork spent  £76 million on practical regeneration projects. We received money from the following sources: * UKGovernment and national assemblies* -  £14.2 million (18%) * Private sector -  £16.5 million (22%) * Local authorities -  £13.3 million (17%) * European Union -  £10.7 million (14%) * National Lottery -  £6.2 million (8%) * Other regeneration funding (RDAs, SRB etc) -  £16.3 million (21%) Last year Groundwork received a central grant of  £7.7 million from the Department of Transport, Local Government and the Regions (DTLR). The money was spent as follows: * Physical environmental improvements -  £44 million (58%)

Hatshepsut

Hatshepsut Hatshepsut was one the greatest rulers of Ancient Egypt but her rise to power didn’t come without deceit and betrayal. As daughter of Thutmose I a great Ancient pharaoh and Ahmose his famous wife, Hatshepsut had a passion for power and the family blood to fulfil her dream. With Successful military campaigns, peaceful country and a thriving economy, Hatshepsut had all the components of a great Pharaoh but this did not come easy. How did the first woman pharaoh rule for over 2 decades? What made her such a successful ruler and how did a woman come to power in a male driven society? Hatshepsut was a unique personality which gained her power amongst the Egyptian people. Born in the 18th dynasty to Thutmose I and Ahmose, Hatshepsut had power and authority in her blood to rule a great and influential nation. Hatshepsut acquired this authority from the rule of her father which left great expectations for her since birth. Hatshepsut was sister to Princess Neterukheb and her two brothers Wadjmose and Amennose who had both died at a young age leaving Hatshepsut as heir the Dynasty. This didn’t last long as she was married off to her half brother Thutmose II at a young adolescent age. As a child, Hatshepsut was taught how to read and write hieroglyphics by the royal scribe. Hatshepsut questioned her requirement to be educated as it hadn’t occurred to her that one day she may become pharaoh. Throughout Hatshepsut’s rise to power she obtained various titles to her name. Hatshepsut inherited the title â€Å"God’s wife of Amon† from Queen Tetisheri which was then passed down to Hatshepsut’s Daughter, Neferure. But it is clear that her greatest title she ever acquired was not only Queen of Egypt but King of Upper and Lower Egypt. Hatshepsut gained this position after the death of her Pharaoh husband Thutmose II whom which they shared the same father Thutmose I. Thutmose II only reined for about 3 years before an unknown illness took his life. This left his son to a minor wife Thutmose III the heir to the throne at a very young age. Thutmose III was too young to rein so Hatshepsut took the title or regent with the young soon to be pharaoh. She then crowned herself co-regent and finally declared herself pharaoh of Egypt. During her reign Hatshepsut had a number of people which helped her gain the power in which she held. Senenmut was a close associate of Queen Hatshepsut during and before her reign. Senenmut first entered the royal court under the reign of Thutmose II which led him to an influential associate when Hatshepsut announced herself as pharaoh. Senenmut had a close relationship with not only king Hatshepsut but also with her daughter Neferure. There were scandals of an affair between Hatshepsut and Senenmut which were recorded in graffiti by the workmen building the temple. Their close relationship resulted in Senenmut supervising the erection of Hatshepsut’s main monuments at Deir el-Bahri and Karnak. Although Senenmut played a significant role in the royal court, towards the end of Hatshepsut’s reign Senenmut disappears from view. There are many theories to explain the disappearance or death of Senenmut. These include that Senenmut decided to leave Hatshepsut and join with Thutmose III after the death of Hatshepsut’s daughter Neferure. Speculation remains high with Senenmut’s two tombs empty and unused by the royal associate. Imagery and monuments of Senenmut were attacked or desecrated soon after his disappearance leaving the question was it Hatshepsut or Thutmose III. Hatshepsut may have attempted to remove him from history as he was seeking to join Thutmose III, or did Thutmose III remove Senenmut with the expectation that Hatshepsut would soon fall. As Hatshepsut was one of peace and prosperity she had ample time to build and restore important monuments to the people. Hatshepsut repaired many temples and chapels including the Temple of the Lady Cusae and the Temple of Thoth. Many of her buildings were built for Amun-Re as he was her claimed father and Hatshepsut wanted to re-establish her connection with Amun-Re. But it is clear that her main achievements came from the new monuments at Deir el-Bahri and Karnak. The Mortuary Temple at Deir el-Bahri is one of Hatshepsut’s most recognised building projects. With its main dedication to the God Amun it also has parts dedicated to the God Anubis and Goddess Hathor. Located west of the great capital Thebes and designed and supervised by the royal associate Senenmut, Hatshepsut had created a master piece. Hatshepsut was particular about where the building was going to be placed but after numerous strategic calculations, Hatshepsut decided on Deir el-Bahri. It was positioned on the axis of the great temple at Karnak and in the sacred valley to the principal feminine goddess whom was connected with the funeral world. The most astonishing feature is that the temple stood in a straight line from the tomb which the Queen had proclaimed hers and had it excavated in the Valley of Kings. The temple consists of two ramps which lead to three layered terraces with the magnificent cliffs and the Valley of Kings as a background (See image 1). The three layered terraces reach 30m in height or 97 feet. Each of the Terraces is precisely constructed by a double colonnade of square piers and all the terraces are connected by long ramps. Hatshepsut still contained the classical Theban appearance with courts, a chapel, sun court and a sanctuary. On both sides of the entrance (See Image 2) are pillars which depict images of Hathor as the capitals. Under the roof line is in image of Wadjet who is the Goddess of Lower Egypt, Papyrus and the Protector of the Pharaoh. She is displayed as a two sided solar symbol and bordered by two long serpents. Hatshepsut often depicted herself as a male pharaoh by wearing false beards and the traditional male regalia of previous Egyptian Kings. She would often wear a Khat head cloth and false beard to show her power and to persuade the public that she was capable of performing a male role. She would wear a Shendyt kilt as depicted in many statues in the temple. Often Portrayed as a male it did not mean that she denied her female gender. Depicting herself as a male authority was a show to foreign rulers to respect her as a male and to gain acceptance among the Egyptian population. The temple at Deir el-Bahri includes an image that depicts Hatshepsut as a male pharaoh (see image 3) which shows her giving offerings to Horus the ancient sky god. Once stood statues and ornaments throughout the temple but they have since been stolen or destroyed by other pharaoh’s or robbers. It previously housed two statues of Osiris, an avenue lined by sphinxes and the many statues and sculptures of Pharaoh Hatshepsut. Hatshepsut led many expeditions but one of the most famous is the expedition to Punt. Hatshepsut took pride in announcing the departure of 5 Phoenician style ships to Punt which is now modern day Somalia. It was the first time in 500 years that the voyage had been embarked on. Punt was â€Å"God’s Land† as its terraced land was theoretically represented by the lands of gods. It is suggested that a French scholar Auguste Mariette believed that Hatshepsut’s Temple Deir el-Bahri represented the land of gods by being constructed in terraces like designs. The scenes of the expedition to Punt were carved on the walls at Deir el-Bahri on the Middle Colonnade opposite the Divine Birth Scenes representing and indicating the importance of the Expedition. The Expedition to Punt was most likely for trade with inner Africa rather than conquest of the rival civilisation. The trip was made to please her god Amun and fulfil his wishes of have a Myrrh tree in the garden of Amun. Amun had indicated that he would like to walk among them so Hatshepsut obeyed. Hatshepsut did not go on the voyage to Punt but she sent her official Nehesi and a selection of Egyptian soldiers. Sending the soldiers indicated that Hatshepsut had an army. The cargo of the ships included gold, ebony, elephant tusks, monkeys, baboons, panther skins, greyhounds and many trees. The cargo also included slaves and their young dependable family. When the fleet landed on the shores of Thebes, Hatshepsut and an elongated line of people marched the fleet. Hatshepsut was never far off making yet another dedication to Amun and she dedicated the best of the traded produce to Amun. The incense trees were planted in the open area of the central pathway at Deir el-Bahri. A stump of the tree is still able to be seen today. Hatshepsut was such a successful Pharaoh as she continued to re-establish a strong link with the god Amun which reassured the people that she was fit to be pharaoh. Hatshepsut created a thriving economy which created stability for the Egyptian people. Hatshepsut had many followers which made her rule so successful, for example Senenmut who supported throughout her reign till the unexplained disappearance shortly before she fell to Thutmose III. When Hatshepsut lost her throne and Thutmose III became Pharaoh of Upper and Lower Egypt, Thutmose III attempted to remove every written and visual piece of evidence to suggest that she was never pharaoh. In lists of the 18th dynasty pharaohs, Hatshepsut was often left off the list and her face hacked and cut out of art works depicting her as a pharaoh. Sculptures of Hatshepsut were removed and replaced with other Pharaoh statues and her name hacked out of carved writings. Thutmose III did everything in his power to remove her from history and yet she still is one of the most known Pharaohs of Egypt. Her accomplishments were triumphant making her a successful and respected Pharaoh of the 18th dynasty. Discussion-the availability of sources was ample as Hatshepsut is such a well known Pharaoh as she wasn’t just Queen she was King who ruled for over 2 decades. Different sites have different information for example one site will say that she ruled for 18 years and another will say 22 years. For the essay I had to take an opinion and use it in the essay as it was my piece of writing. Interpretations of images at various temples are different and you have to combine them to gain a complete understanding of the image. Appendix Image 1: Image 2: Image 3: | Bibliography: -NNDB tracking the entire world http://www. nndb. com/people/265/000162776/ Date accessed 6/5/2011 -Hatshepsut http://www. king-tut. org. uk/egyptian-pharaohs/hatshepsut. htm Date accessed 6/5/2011 -Hatshepsut – J. G. A. H. L. K. http://www. richeast. org/htwm/Hat/hat. html Date accessed 6/5/2011 -Hatshepsut – Caroline Seawright http://www. thekeep. rg/~kunoichi/kunoichi/themestream/hatshepsut. html Date accessed 7/5/2011 -Senenmut http://ib205. tripod. com/senenmut_2. html Date accessed 7/5/2011 – Mortuary Temple of Queen Hatshepsut http://www. bluffton. edu/~sullivanm/egypt/deirelbahri/deirelbahri. html Date accessed 9/5/2011 -Midland Travel Tours http://www. comeseeegypt. com/hatsut. htm Date accessed 13/5/2010 -Hatshepsut first great woman in history http://www. all-about-egypt. com/hatshepsut. html Date accessed 13/5/2011 -Voyage to Punt http://www. camdenh. schools. nsw. edu. au/pages/Faculties/History/ancient/Hatshepsut/Voyage%20to%20Punt. html Date accessed 19/5/2011 Hatshepsut #301 Hatshepsut Hatshepsut was the fourth female pharaoh in Egyptian history, and was considered one of the greatest rulers, male or female, of her time. As Pharaoh, she encouraged trade and sent a voyage to the land of Punt, sponsored a vast building project in Egypt, added to the temple of Amon at Karnak, and commissioned her famous mortuary temple, Deir el-Bahri, decorated with her most impressive achievements. She is renowned for being strong and assertive, whilst also fair and just. The many reliefs and paintings in this temple serve as sources from which we can draw conclusions about her life and her reign. Hatshepsut was the daughter of King Thutmose I and his wife, Queen Ahmose, and married her half-brother, King Thutmose II. When King Thutmose II died after a short rule, Hatshepsut’s stepson Thutmose III inherited the throne. However, as Thutmose III was considered too young to rule, Hatshepsut served as his regent. Shortly afterwards, some sources say Hatshepsut claimed the throne for herself, whereas others say that she ruled with Thutmose III as a diarchy. The birth and coronation scenes at Deir el-Bahri show Hatshepsut's divine birth, although they have been greatly damaged, supposedly due to a vengeful Thutmose III. According to the scenes, Amon (a prominent god in Upper Egypt) goes to a sleeping Ahmose in the form of Thutmose I and awakens her with pleasant odours. At this point Amon places the ankh, a symbol of life, to Ahmose's nose, and Hatshepsut is conceived. From this source, historians have been able to decipher that in order to justify her leadership, Hatshepsut claimed that she’d had a divine birth. In these scenes Hatshepsut is shown as a young boy, and through her claim of divinity she won the support of the priests. To further strengthen her position, the oracle of Amon was published on the walls of her tomb, stating, â€Å"Welcome my sweet daughter, my favorite, the King of Upper and Lower Egypt, Maatkare, Hatshepsut. Thou art the Pharaoh, taking possession of the Two Lands. † She also claimed that she was her father’s intended heir and had the following commissioned on the walls of her temple: ‘Then his majesty said to them: â€Å"This daughter of mine, Khnumetamun Hatshepsut, may she live! I have appointed as my successor upon my throne†¦ he shall direct the people in every sphere of the palace; it is she indeed who shall lead you. Obey her words, unite yourselves at her command. † The royal nobles, the dignitaries, and the leaders of the people heard this proclamation of the promotion of his daughter, the King of Upper and Lower Egypt, Maatkare, may she live eternally. ’ Hatshepsut is regarded as one of the most outstanding of Egypt’s female rule rs, and was the first to assume the Godship with the Kingship. She was often portrayed wearing the double crown, indicating sovereignty over the lands of both Upper and Lower Egypt. In many representations she has been shown wearing masculine attire and a traditional false beard, although it is unlikely that the false beard was actually worn, as opposed to being strictly an artistic convention. Statues such as those at the Metropolitan Museum of Art depicting her seated wearing a tight-fitting dress and the nemes crown are a more accurate depiction of how she would have presented herself. Hatshepsut took great pride in the trading expedition she sent to Punt in around year nine of her reign. We know that she regarded it as one of her major achievements as she had it carved on the middle colonnade walls at Deir el-Bahri. Reliefs show that exotic goods such as myrrh trees, frankincense, oils, ivory, ebony and animal skins were brought back and offered to Amon-ra. Inscriptions state, â€Å"the ships were laden with the costly products of the Land of Punt and with its many valuable woods, with very much sweet-smelling resin and frankincense, with quantities of ebony and ivory†¦Ã¢â‚¬  There is another scene in which Hatshepsut is offering these products to Amon-Ra, with inscriptions showing him praising her and promising success for future expeditions. This evidence reinforces Hatshepsut’s obedience to the Gods, as well as showing her power and confidence in her officials to plan and undertake such a voyage. During her reign, Hatshepsut built a rock temple, now known as Speos Artemidos and dedicated it to the Goddess Pakhet. On the facade above the entrance there is an inscription in which she complains about the damage done during the reign of the â€Å"Asiatics of Auaris†, three generations before her reign, and reports, â€Å"I have raised up what was destroyed†. She claims full responsibility for rebuilding Egypt, and has inscribed, â€Å"My command stands firm like the mountains and the sun disk shines†. Hatshepsut also constructed four obelisks at the Temple of Karnak, one of which remains standing today at 29. 6m high, weighing 320 tonnes. It is inscribed with, â€Å"O ye people who see this monument in years to come and speak of that which I have made, beware lest you say, ‘I know not why it was done'. I did it because I wished to make a gift for my father Amun, and to gild them with electrum. Author and broadcaster Joyce Tyldesley teaches Egyptology at Manchester University, and is Honorary Research Fellow at the School of Archaeology, Classics and Egyptology, Liverpool University. She states that, â€Å"By promoting the cult of Amon, she was effectively reinforcing her own position and promoting herself. † Early on with the lack of evidence or inscriptions it appeared as though Hatshepsut was a pacifist and didnâ⠂¬â„¢t undertake any great battles. J. A Wilson in â€Å"The Culture of Ancient Egypt† states that, â€Å"She records no military campaigns†. However Redford in â€Å"History and Chronology of the Eighteenth Dynasty† states there were four to six campaigns. These included a campaign to Nubia, possibly by the Queen herself in the early period of her reign, a small battle in Palestine/Syria and two campaigns by Thutmose III shortly before her death invading Gaza and Nubia. Hatshepsut emphasises her military role by referring to upgrading the army and portraying herself as a traditional warrior-pharaoh sphinx. An inscription at Speos Artemidos reads, â€Å"My might causing the foreign countries to bow down, because the uraeus that is upon my forehead pacifies all the lands for me. â€Å"My army, which was unequipped, has become possessed of riches since I arose as king. † Hatshepsut died in 1458 BC during her twenty-second regal year; no record of her cause of death has survived. There were no bodies in Hatshepsut's tomb in the Valley of the Kings when archaeologist Howard Carter unearthed it in 1903. However, an unidentified female mummy, found with Hatshepsut's wet nurse Sitre, and with her arms posed in the traditional burial style of pharaoh, lead to the speculation of the discovery of Hatshepsut’s remains. In June 2007, a molar was found with Hatshepsut’s organs and was matched with a gap in the mummy’s teeth. DNA tests were run, which established her identity and the theory was confirmed. â€Å"We are 100 percent sure,† said Zahi Hawass, secretary general of Egypt's Supreme Council on Antiquities, when asked about the mummy. Tests of her mummified tissue showed that Hatshepsut died of bone cancer around the age of 50. She also suffered from diabetes and was obese. Many primary sources related to Hatshepsut are most likely biased. For example sources from her temple Deir el-Bahri could be considered subjective as she was alive when they were made and she had herself portrayed as divine, as was common for Pharaohs. These sources should only be relied upon to an extent, as they are open to interpretation. Individuals’ interpretations may also be biased and influenced by personal opinions and views. Sources from this time are also quite heavily damaged due to the fact that after Hatshepsut died, Thutmose III supposedly had her name and representations chiselled away from temple walls, and replaced with those of Thutmose I, II and III. The statues and sphinxes she had built in her temple were broken to pieces and thrown away. However, as with most sources, there has been controversy in interpretation. Both Gardiner and Wilson argue that as soon as the Queen died, Thutmose III, in hatred, immediately destroyed her name and monuments so as to obliterate her name and memory forever. However, recent research by historian Nims argues that the damage was not done until the year 42, when Thutmose III replaced Hatshepsut’s cartouche with his own. This leaves us speculative, if he hated her so much, why would he wait 20 years for his revenge? All new kingdom Pharaohs altered or destroyed some buildings of their predecessors, including Hatshepsut with the Temple of Karnak. New theories suggest that by erasing the cartouche of Hatshepsut and replacing it with that of Thutmose I or II, he was merely trying to legitimise his right to the throne by emphasising his links to these previous Pharaohs. Inscriptions often refer to both Hatshepsut and Thutmose III as Pharaohs, and show that Hatshepsut gave Thutmose III important roles leading the military. These sources lead us to believe that the relationship between Hatshepsut and Thutmose III may not have been hateful, as many sources state, and they may have indeed ruled as a diarchy. They also highlight the controversy often encountered in the interpretation of sources in general. Bibliography: J. G. , A. H. and L. K. 1998, Hatshepsut, Viewed May 1 2011, http://www. richeast. org/htwm/Hat/hat. html Jane Carlson, 1998, Hatshepsut, Queen of Egypt, Viewed May 1 2011, http://www. thenagain. info/webchron/africa/Hatshepsut. html Author unknown, 2010, The Immaculate Birth of Queen Hatshepsut, Viewed May 1 2011, http://kemetichistoryofafrikabluelotus. blogspot. com/2010/04/immaculate-birth-of-queen-hatshepsut. html Author unknown, Date of publication unknown, Pharaoh Maatkare Hatshepsut, Viewed May 1 2011, http://www. rystalinks. com/egypthatshepsut. html Patricia L O’Neill, Date of publication unknown, Her Majesty The King, Viewed May 2 2011, http://hermajestytheking. com/faq. htm Author unknown, date of publication unknown, Voyage to Punt, Viewed May 2 2011, http://www. camden-h. schools. nsw. edu. au/pages/Faculties/History/ancient/Hatshepsut/Voyage%20to%20Pun t. html Sayed Z. El-Sayed, 1995, Queen Hatshepsut’s Expedition to The Land of Punt: The First Oceanographic Cruise? , Viewed May 10 2011, http://ocean. tamu. edu/Quarterdeck/QD3. 1/Elsayed/elsayedhatshepsut. tml National Geographic, 2010, Egypt’s Female Pharaoh Revealed By Chipped Tooth, Experts Say, Viewed May 10 2011, http://news. nationalgeographic. com/news/bigphotos/60526950. html Dr. Karl H. Leser, 2009, Speos Artimidos/Beni Hassan, Viewed May 25 2011, http://www. maat-ka-ra. de/english/bauwerke/speos_artemidos/speos_artemidos. htm Jimmy Dunn, date of publication unknown, Karnak in Thebes (Modern Luxor), Viewed May 25 2011, http://www. touregypt. net/karnak. htm Dr Joyce Tyldesley, 2011, Hatshepsut and Thuthmosis: A royal Feud? , Viewed June 3 2011,

Independent Trust: Assurance in Modern Development Essay

In these economically unstable times with deep collapses and shifts within the global business community, it is essential for a company to provide stable, reliable service to its clients in bilateral partnerships of trust. The nature of an independent trust company is one of total solidarity with its individual clients, resisting the temptation of common prevalent lapses of ethics within the business community. With firm and friendly partnerships in place, our company moves into the continually developing economic environment with assurance in the fact that new clients, situations, and communities can be well served by our team of professional experts who continually keep watch on the life generating business developments across the globe. The confidence and positive outlook of our staff lends well to the retaining and expanding of our client base, and in a pact of mutually beneficial investments and market gauges, our company consistently hits the mark in providing the highest level of intelligent excellence to each individual with whom we come into contact, our staff members and all the clients we serve. The environment where our company is based, with locations in Jersey and Geneva, lends to a beautifully positioned placement within Europe. The liberated nature of the core societies in which we work shores up the ability of our company to make wise and independent decisions while are uniquely tailored to the needs of our global clients. Individuals from the United Kingdom, Far East, Middle East, and Eastern Europe are well served by the strategic location of our offices, both in terms of the unique legal structures of Geneva and Jersey as well as the convenience of their global positioning and welcoming infrastructure. Our staff members are able to travel easily between our offices and to make trips across the world in order to best serve our clients. People are never â€Å"out of sight, out of mind†, rather our full devotion and energy is invested in our staff members and clients, with meetings, trips, and travel being the means in which we are able to make assured decisions in the mutually beneficial agreements with clients and businesses. In looking to the structure of our company, it is important to note that we have a very high level of qualified staff members, employing six chartered accountants and numerous ICSA and STEP qualified personnel. The top managers are very easily approachable and support the company workers with proactive and confident attitudes, aiming to keep the company driven in steady and positive directions. Benefits are arranged in a flat organizational structure, with all employees enjoying the extra perks of retirement and health investments, the choice to live and work in either of our two lovely office environments in Jersey or Geneva, having to the option to change jobs and immerse oneself in a new and exciting cultural environment, and to relax during business meeting and trips as well as personal leisure time, including dinner and drinks, and stimulating excursions to Sark, France, or the mountains of Switzerland. Everyone knows how important it is to enjoy the work environment, and encouraging the happiness of our employees and clients in essential to doing good business. While our staff and clients are nurtured by the care of our company, the level of expertise and the commitment to performance is what drives our constant impulse to provide the highest level of service to our business partners. A company always has to sustain performance in the present as well as keep an eye on the attainable goals for the future. With our recent purchase of another company which was heavily involved with charities in Africa, working with AIDS, children, and animal sanctuaries, we have now opened up to our Southern market and are strategically placed to conduct careful business in this developing economy which is ripe with potential. Catering to the unique needs of our clients and partnerships always involves a sense of ethics and wanting to provide not only business services, but also to provide a heartfelt level of care to the people we engage. More and more, it is understood that morality in the business and investment communities, in the modern day market, is vital to the health and sustainability of individual people, businesses, communities, and nations. Without a true and faithful grasp of the essential elements of conducting good business, a company with be sure to falter or collapse, a situation which has never been experienced by our company, even within these economically challenging times. With eyes on our current clients and partnerships, care being given to maintaining and developing relationships, and strategic plans being crafted for the implementation of our future in opening market possibilities, our company enjoys the satisfaction of knowing that we are catering to the real needs of our worldwide friends and stepping in to provide the real needs to the market demands. In adding to the idea of morality in business, it is important to highlight what we avoid, in order to also provide a clear image of the business we do conduct. There is never a time when it is alright for us to ignore or set aside a potential working relationship. In connecting with our clients, we don’t ever assume that we are in a particular power position or exude any sort of elitist arrogance. The over confidence and greed which is the demise of many businesses is consistently rejected by our staff team, and we never accepted outside commissions. The level of importance of each individual member of our company is horizontal. Although one person may have a more complicated task to perform at any given time, there is never a time when any person in our company believes that the other person is not absolutely and vitally essential to our well selected team. To us, each staff member, client, and business is a partner, each person and organization equally essential to the web of relationships in which we weave and network. By placing trust and positive regard in our well selected partners, we pulse energy into the ties which bind us and generate life not only in social or emotional terms, but also in business and economic terms. It would be a great honor and pleasure for our company to receive the award of Independent Trust Company of the Year. By taking note of our strength and resilience through very difficult economic times, the powerful friendliness of our company team, the devotion with which we serve our global partners, and the high level of ethics with which we infuse our company, we hope that you will see the value in naming us for this prestigious gift. The hard work and determination of our solid and caring team members would be nothing more than expanded and rejuvenated by the dedication of this award to our stable and well positioned independent trust company. In aiming high, resisting immoral business temptations, catering to the true needs of our staff members and clients, making informed business decisions, working for the sustainability and development of our company, and nurturing our personal and professional relationships, we are sure that the quality and performance of our company is justifiably notable and well deserving of nothing less than the highest honor and best regard.