Nathaniel Christian O. Tan Essays - , Term Papers

Nathaniel Christian O. Tan Mr. Ben Josephson Grade 10 English March 26, 2017 Ode to a Skylark: Commentary on the First Five Stanzas In "To a Skylark," Percy Shelley praises a skylark by treating it as if it was a spirit. By doing this, Shelley opens a new world of imagery that would only be usable by combining the two elements of a skylark and a spirit. Doing so also helps set an atmosphere that fits with the somewhat surreal and beautiful imagery. In addition to this, multiple other literary devices are utilized throughout the poem. However t he use of i magery, comparison, and structure are all especially prevalent in the first 5 stanzas of the poem. Shelley describes the skylark as a "blithe Spirit," painting an image of a bird that is free to soar the skies ; this emphasis on freedom is the basis for a lot of the imagery in the poem and helps illustrate the skylark further . This is reflected in the second stanza when he says the skylark " springest " from earth "higher and higher," as if there were no limitations to the skylark's flight. This is further expanded upon directly by associating the skylark with heaven, saying that the Skylark is singing "from Heaven, or near it." In other words, the skylark is even free to fly up to the gates of heaven, ignoring the limitations of our sky and quite possibly, even our imagination. Another subject that is prevalent via imagery is the changing of the skies. The skylark is perceived from multiple skies ranging from "sunken sun(s)" to "pale purple even( ings )," this establishes a sort of permanence and activity from the skylark. Furthermore, the "sunken sun" is al so described with "golden lightning" while the moon is described as a "silver sphere" with "arrows." In addition to painting the scenery, this also leads to an important topic within the subject of comparison . There is a clear contrast between the activities of the skylark during the day and during the night, this is hinted at throughout the poem and is the core principle behind the contrasts found throughout the poem . Firstly, the sun is described with "golden lightning," a piece of imagery that can only be viewed in the aspect of color as there is no literal golden lightning around the sunset. In contrast, the moon is sharply described as a "silver sphere" with "arrows," its use of imagery is more literal as the rays of the moon could really be the arrows of the moon in a sense. The imagery around the moon requires no reliance in color , this reflects how the presence of the skylark is more obvious within the night than within the day. This is reaffirmed in the similarities between the skylark and its depiction as something "Like a star of Heaven, / In the broad day-light." With heaven referring to the freedom of the skylark's operation, the star in broad da ylight references how the presence of stars are not easily discerned within the day while they are relatively easy to spot at night. These comparisons with rather humongous figures further allude to the skylark's power and majesty as a spirit. The size of "To a Skylark" is big when compared to other poems , this quality of scale along with other structural aspects further develop the depiction of the skylark and its relations . This poem is composed of 21 stanzas and utilizes a Quintain pattern. The structure this creates is reminiscent of the "profuse strains of unpremeditated art" described in the first stanza. This also likens the skylark to Shelley as, much like how the skylark creates "art" via chirping, Shelley is also capable of creating art in a similar manner as the skylark (a prime example would be the structure of this poem). Another effect of the structure is the distribution of words per stanza. The first 4 lines of the poem is short while the final line is bigger. This can be interpreted as Shelley's view of the skylark, he is set on the long last line while the skylark transcends him. It attests to how the skylark is

Battle of Megiddo - World War I - Palestine

Battle of Megiddo - World War I - Palestine The Battle of Megiddo was fought September 19 to October 1, 1918, during World War I (1914-1918) and was a decisive Allied victory in Palestine. After holding at Romani in August 1916, British Egyptian Expeditionary Force troops began advancing across the Sinai Peninsula. Winning minor victories at Magdhaba and Rafa, their campaign was finally halted in front of Gaza by Ottoman forces in March 1917 when General Sir Archibald Murray was unable to breakthrough the Ottoman lines. After a second attempt against the city failed, Murray was relieved and command of the EEF passed to General Sir Edmund Allenby. A veteran of the fighting on the Western Front, including Ypres and the Somme, Allenby renewed the Allied offensive in late October and shattered the enemy defenses at the Third Battle of Gaza. Rapidly advancing, he entered Jerusalem in December. Though Allenby intended to crush the Ottomans in the spring of 1918, he was quickly forced on the defensive when the bulk of his troops were reassigned to aid in defeating the German Spring Offensives on the Western Front. Holding along a line running from the Mediterranean east to the Jordan River, Allenby kept pressure on the enemy by mounting large-scale raids across the river and supporting the Arab Northern Armys operations. Guided by Emir Faisal and Major T.E. Lawrence, Arab forces ranged to east where they blockaded Maan and attacked the Hejaz Railway. Armies Commanders Allies General Sir Edmund Allenby57,000 infantry, 12,000 cavalry, 540 guns Ottomans General Otto Liman von Sanders32,000 infantry, 3,000 cavalry, 402 guns Allenby Plan As the situation on in Europe stabilized that summer, he began to receive reinforcements. Refilling his ranks with largely Indian divisions, Allenby began preparations for a new offensive. Placing Lieutenant General Edward Bulfins XXI Corps on the left along the coast, he intended for these troops to attack on an 8-mile front and break through the Ottoman lines. This done, Lieutenant General Harry Chauvels Desert Mounted Corps would press through the gap. Surging forward, the corps was to secure passes near Mount Carmel before entering the Jezreel Valley and capturing the communication centers at Al-Afuleh and Beisan. With this done, the Ottoman Seventh and Eighth Armies would be forced to retreat east across the Jordan Valley. To prevent such a withdrawal, Allenby intended for Lieutenant General Philip Chetwodes XX Corps to advance on XXI Corps right to block the passes in the valley. Commencing their attack a day earlier, it was hoped that XX Corps efforts would draw Ottoman troops east and away from XXI Corps line of advance. Striking through the Judean Hills, Chetwode was to establish a line from Nablus to the crossing at Jis ed Damieh. As a final objective, XX Corps was also tasked with securing the Ottoman Seventh Army headquarters in Nablus.   Deception In an effort to increase the chances of success, Allenby began employing a wide variety of deception tactics designed to convince the enemy that the main blow would fall in the Jordan Valley. These included the Anzac Mounted Division simulating the movements of an entire corps as well as limiting all westbound troop movements to after sunset. Deception efforts were aided by the fact that the Royal Air Force and Australian Flying Corps enjoyed air superiority and could prevent aerial observation of Allied troop movements. Additionally,   Lawrence and the Arabs supplemented these initiatives by cutting railways to the east as well as mounting attacks around Deraa. The Ottomans The Ottoman defense of Palestine fell to the Yildirim Army Group. Supported by a cadre of German officers and troops, this force was led by General Erich von Falkenhayn until March 1918. In the wake of several defeats and due his willingness to exchange territory for enemy casualties, he was replaced with General Otto Liman von Sanders. Having had success in earlier campaigns, such as Gallipoli, von Sanders believed that further retreats would fatally damage the Ottoman Armys morale and would encourage revolts among the populace. Assuming command, von Sanders placed Jevad Pashas Eighth Army along the coast with its line running inland to the Judean Hills. Mustafa Kemal Pashas Seventh Army held a position from the Judean Hills east to the Jordan River. While these two held the line, Mersinli Djemal Pashas Fourth Army was assigned to the east around Amman. Short on men and unsure of where the Allied attack would come, von Sanders was forced to defend the entire front (Map). As a result, his entire reserve consisted of two German regiments and a pair of under-strength cavalry divisions. Allenby Strikes Commencing preliminary operations, the RAF bombed Deraa on September 16 and Arab forces attacked the around town the next day. These actions led von Sanders to send Al-Afulehs garrison to Deraas aid. To the west, the 53rd Division of Chetwodes corps also made some minor attacks in the hills above the Jordan. These were intended to gain positions that could command the road network behind the Ottoman lines. Shortly after midnight on September 19, Allenby began his main effort. Around 1:00 AM, the RAFs Palestine Brigades single Handley Page O/400 bomber struck the Ottoman headquarters at Al-Afuleh, knocking out its telephone exchange and badly disrupting communications with the front for the next two days. At 4:30 AM, British artillery commenced a brief preparatory bombardment which lasted around fifteen to twenty minutes. When the guns fell silent, XXI Corps infantry surged forward against the Ottoman lines. Breakthrough Quickly overwhelming the stretched Ottomans, the British made swift gains. Along the coast, the 60th Division advanced over four miles in two and a half hours. Having opened a hole in von Sanders front, Allenby pushed the Desert Mounted Corps through the gap while XXI Corps continued to advance and widen the breach. As the Ottomans lacked reserves, the Desert Mounted Corps rapidly advanced against light resistance and reached all of its objectives. The attacks of September 19 effectively broke the Eighth Army and Jevad Pasha fled. By the night of September 19/20, the Desert Mounted Corps had secured the passes around Mount Carmel and were advancing onto the plain beyond. Pushing forward, British forces secured Al-Afuleh and Beisan later in the day and came close to capturing von Sanders at his Nazareth headquarters. Allied Victory With Eighth Army destroyed as a fighting force, Mustafa Kemal Pasha found his Seventh Army in a dangerous position. Though his troops had slowed Chetwodes advance, his flank had been turned and he lacked sufficient men to fight the British on two fronts. As British forces had captured the railway line north to Tul Keram, Kemal was compelled to retreat east from Nablus through the Wadi Fara and into the Jordan Valley. Pulling out on the night of September 20/21, his rearguard was able to delay Chetwodes forces. During the day, the RAF spotted Kemals column as it passed through a gorge to the east of Nablus. Relentlessly attacking, the British aircraft struck with bombs and machine guns. This aerial assault disabled many of the Ottoman vehicles and blocked the gorge to traffic. With aircraft attacking every three minutes, the survivors of the Seventh Army abandoned their equipment and began to flee across the hills. Pressing his advantage, Allenby drove his forces forward and began to capture large numbers of enemy troops in the Jezreel Valley. Amman To the east, the Ottoman Fourth Army, now isolated, began an increasingly disorganized retreat north from Amman. Moving out on September 22, it was attacked by RAF aircraft and Arab forces. In an effort to halt the rout, von Sanders attempted to form a defensive line along the Jordan and Yarmuk Rivers but was dispersed by British cavalry on September 26. That same day, the Anzac Mounted Division captured Amman. Two days later, the Ottoman garrison from Maan, having been cut off, surrendered intact to the Anzac Mounted Division. Aftermath Working in conjunction with Arab forces, Allenbys troops won several minor actions as they closed on Damascus. The city fell to the Arabs on October 1. Along the coast, British forces captured Beirut seven days later. Meeting light to no resistance, Allenby directed his units north and Aleppo fell to the 5th Mounted Division and the Arabs on October 25. With their forces in complete disarray, the Ottomans made peace on October 30 when they signed the Armistice of Mudros. In the fighting during the Battle of Megiddo, Allenby lost 782 killed, 4,179 wounded, and 382 missing. Ottoman losses are not known with certainty, however over 25,000 were captured and less than 10,000 escaped during the retreat north. One of the best planned and implemented battles of World War I, Megiddo was one of the few decisive engagements fought during the war. Ennobled after the war, Allenby took the name of the battle for his title and became First Viscount Allenby of Megiddo.

Human resources management Essay Example | Topics and Well Written Essays - 750 words

Human resources management - Essay Example As such, human assets are the fundamental operational structures within an organization, and other assets to the company, such as land, capital, and resources, only come in as supplementary resources for the productivity of the company. The organization’s main goal is to develop the wisdom, skills, as well as ability of its work force in order to enhance its efficiency and experience (Chidambaram & Ramachandran 2012, p. 279). The second article deals with cultural influence on the investment strategies of the firm, as well as on the training and development program of its workers. In most cases, especially where the location of the firm depends on labor from locals who do not have the proper kind of civilization as well as modernization, the company will have to suffer serious cultural influences from the hosts. For instance, a firm located in the Maasailand in Kenya would have to incorporate the deep Maasai culture into its organizational practices because these workers still uphold their traditional practices. These include a company dress code that permits the Maasai workers to adorn their full or partial cultural dress code, such as red khangas, or ornaments, or ear piercing for men, which in some cases in very uncouth for formality amongst most men, especially in the modern culture (Chowhan, Cooke, Karlene & Zeutinoglu 2008, p.26). The third article focuses on the way line managers involve themselves in the training and development programs of their employees. The increase of line mangers participation in the involvement of learning and development of its workers plays a critical role in changing the relationships that exist between managers and the human resource. These in most cases are advantageous signs especially because the line managers get to learn the exact personality, skills, and level of expertise of each of their employee. As such, they are able to assist them to become better workers by assisting them to develop their weaker areas. Eve ntually, this leads to enhanced productivity within the company in general; all thanks to the support, each worker receives from the management to improve their skills and prowess. Furthermore, the workers also develop deeper confidence and trust into the managerial level of their organization, as well as enable them to take initiative in order to undertake their duties and responsibilities at the organization (Eduardo & Rebecca 2011, p.16). The fourth article deals with the transfer of training skills and capacities from the worker to the organization, so that the company may enjoy the benefits of their trained workers. This is however not the case in many organizations as they often fail to transfer the knowledge from their trained workers after using billions of dollars for their development. These transfer problems make it impossible for these workers to put into practice the new skills that they learned through their training, especially basing on the characteristics of trainin g, which include self-efficacy, motivation, cognitive ability, as well as perceived utility of training. As such, a company should always ensure that all its trained employees put back into the company what they learnt through their training programs sponsored by the company (Gibb 2003, 291). The last article deals with the effect of on-the-job training offered to low paid workers in the state of Canada. It is evident that on-job-training is a very