Macbeth: Are You Stronger Than Your Aspiration? Essay Sample For College

Ambition is a strong desire for celebrity or success. One automatically thinks that aspiration is a good and honest trait ; many of us besides consider aspiration to be successful. In William Shakespeare s calamity Macbeth, Macbeth has great aspiration, which in terminal leads to his death. In the undermentioned essay you will understand how all of Macbeth s aspiration lead him to a life of hurting and besides a speedy decease.

Macbeth s Ambition began with three enchantresss. These enchantresss met Macbeth and his friend Banquo one twenty-four hours and told Macbeth his prognostication. All hail, Macbeth, that shalt be King afterlife! ( 1:2 lines 56-7 ) . When hearing this, Macbeth wrote his married woman and told her that the enchantresss saluted him to the coming on of clip with Hail, King that shalt be! ( 1.5. 9 ) When Macbeth returns to his palace and greets his married woman stating her Duncan [ the King ] comes here tonight. ( 1.5. 67 ) and Lady Macbeth expresses that never/shall Sun that morrow see! ( 1.5 70-1 ) . Lady Macbeth was stating Macbeth that Duncan would ne’er see the after tomorrow because they were traveling to kill him. Lady Macbeth put fuel in Macbeth s fire, this fire was his aspiration, and from that twenty-four hours frontward all he could believe about was going male monarch and nil else. He would make whatever it took to go King including killing the King. Macbeth ulterior inquiries himself about why he is killings the King. Macbeth says that he has no goad to prick the sides of [ his ] purpose, but merely overleaping aspiration What Shakespeare was seeking to state was that Macbeth had no ground to kill the male monarch but merely his aspiration, he had this huge aspiration that would do him to perpetrate tyranny and kill the King.

The following act of aspiration was when Macbeth decided he would kill his friend Banquo. His vindictive aspiration caused him to retrieve the enchantresss Hailed upon him [ Banquo ] further to a line of male monarchs. ( 3.1. 64 ) . Macbeth felt threatened because he was placed a bootless Crown ( 3.1. 65 ) Macbeth had no kids to be replacements to the thrown so he knew that one twenty-four hours Banquo s kids would eventually take him over and go the King. Macbeth s aspiration boiled inside of him s

O he told the slayings to travel and kill Banquo since Banquo tyrant purportedly was at that place enemy. When the slayings agree with Macbeth s thought of killing Banquo, Macbeth says to himself Banquo, thy psyche s a flight, /If it happen heaven, must happen it out tonight. ( 3.1 177-8 ) . Macbeth assures himself that Banquo will be killed and he is so aroused that eventually he will hold no 1 in his way.

The 3rd act of his aspiration was finally against himself. He wanted to cognize what other prognostications were in shop for him. He so saw phantoms that told him what was in shop one of the phantoms told him none of adult female born/shall injury Macbeth ( 4.1 91-2 ) . Macbeth was so chesty that he now felt that cipher could harm him, since everyone was adult female born. Macbeth felt that he ever was traveling to populate as male monarch so he ran around stating everyone that he must non yield/ to one of adult female born ( 5.8 15-6 ) . Macduff eventually heard this and told Macbeth that he was from his female parents womb but prematurely ripped ( 5.8 20 ) . Macbeth was still highly chesty and his aspiration was forcing him frontward that he decided non to listen ( for the first clip ) to his prognostication and travel on and fight Macduff. Macbeth went out combat and even till the terminal Macbeths aspiration did non allow him bow down and acknowledge that he fails, alternatively he says I will non give, /To kiss the land before immature Malcolm s pess ( 5.8 32-3 ) In the terminal Macduff beheaded Macbeth.

Macbeth s aspiration was tested. He accepted some pieces to the mystifier and in the terminal when the mystifier was completed he didn t like the image and decided he was strong plenty to alter it. Macbeth killed over many people and led others to hold a life full of hurting and disgust, merely so he could hold on Crown and the rubric of King. His aspiration was so great, that alternatively of doing him an honorable and successful adult male it made him a adult male with skeletons in his cupboard, a adult male with a heavy scruples and a adult male with no caput. We all consider aspiration to be a trait we might desire to hold. We besides feel we need aspiration to assist us make our ends, but when aspiration is stronger than our moral will we travel every bit far as to killing guiltless people and killing our egos for one measly title?

Support Of Big Ten Student-Athletes

The welfare and development of today’s student-athlete is central to the administration of Big Ten Conference intercollegiate athletics. Providing opportunity for young men and women to mature in a wholesome and healthy way is critically important to our universities. A commitment exists at all levels of our universities to providing the resources to support the welfare of Big Ten student-athletes.

At the 1996 NCAA Convention, the Division I membership debated a number of issues related to financial assistance for student-athletes. Limitations on Pell Grants, stipends awarded by the federal government for educational purposes, were removed. Discussions took place, and continue to occur, on ways to liberalize rules on how student-athletes can earn money from work done during the off-season. Around the same time, the NCAA Executive Committee increased the annual funding of the special assistance fund from $3 million to $10 Big Ten institutions provide more than 6,400 young men and women opportunities to play on 250 intercollegiate teams.

These young people receive more than $42 million annually from Big Ten institutions in grants-in-aid (tuition, room and board, books). While receiving the opportunity for a world-class education, they compete with and against some of the finest amateur athletes in the country. Needy student-athletes in the Big Ten may receive up to $2,000 annually above the value of their grant-in-aid via federal aid and are eligible for cash payments from the special assistance fund for items like clothing, emergency trips home and other special needs. Big Ten universities also assist student-athletes in identifying summer employment opportunities, career placement and catastrophic-injury insurance plans.

They also assist with a $1 million insurance plan that financially protects student-athletes with professional sports aspirations in the event they suffer a disabling injury. Today, the system that served so many sowell and for so long is being called into question by the media, the public and even by some coaches and student-athletes. They assert that some student-athletes in football and basketball should be paid for their participation. They believe that the market forces that drive professional sports, or any other private-sector activity, should provide the controlling principle for the relationship between the student-athlete and the university.

This issue of financial assistance for student-athletes is critical to defining and examining the relationship between intercollegiate athletics and higher education as we approach the 21st century. While we must be open to novel approaches and new ideas, paying student-athletes to play is not supportable within the context of Big Ten intercollegiate athletics — now or in the future. In my view, revenues derived from intercollegiate athletics are the sole property of the institution and should be expended in support of the broadest array of men’s and women’s educational and athletics opportunities. Thus, revenues are earned in private-sector activity and spent within the confines of the university for appropriate educational purposes.

Some critics of college athletics cite the economic and educational exploitation of the student-athletes who participate in our major revenue sports as a major flaw in the system. We believe the educational and the lifetime economic benefits associated with a university education are the appropriate quid pro quo for any Big Ten student-athlete, regardless of the sport. For many decades, Big Ten intercollegiate athletics has been funded largely by revenues from men’s basketball and football programs. This situation is not likely to change in the foreseeable future.

Our institutions have sponsored sports programs that enabled outstanding athletes such as Magic Johnson, Isiah Thomas, Red Grange, Archie Griffin, John Havlicek and Dick Butkus (the list is endless) to obtain an education and play their sport, in turn providing resources for educational and athletics opportunities for such people as Suzy Favor, Jesse Owens, Mark Spitz and Jack Nicklaus. Under this system, people like John Wooden and Gerald Ford played alongside student-athletes much less famous, but equally deserving of an intercollegiate athletics experience. Intercollegiate athletics has provided, and will continue to provide, opportunities for social mobility through education for future generations of young men and women. We must ensure that all young people admitted to our universities are prepared to compete academically so that the overall student-athlete academic outcomes are compatible with their peers within the general student population.

Recent efforts to raise NCAA initial-eligibility standards are attempts to counter the argument that unprepared student-athletes are being admitted and then exploited for their athletics contributions. About seven million fans annually attend Big Ten men’s basketball and football events and more than 300 million Americans watch these sports on television. Ticket and television revenues derived from those sources are shared among our members so that each university can sponsor the most broadly based, nationally competitive sporting opportunities in the country. Federal law requires equity of opportunity; fairness and common sense compel the same result.

While the source of program revenues will continue to be predominantly men’s basketball and football, the expenditure of these revenues will continue to support multiple and varied educational and sporting opportunities for young men and women student-athletes. We should not object if young athletes prefer to go directly from high school to the NBA, NFL, NHL or some international version of professional sports. If they choose to attend a university for a year or several years, we should not attempt to restrain them from moving into professional leagues. In fact, after making the best possible case for the value of an education, we should eliminate any and all obstacles to such access.

In short, the college community should provide educational and athletics opportunities, then get out of the way so those talented individuals interested in pursuing their sport on a professional basis can do so. While acknowledging the commercial activity attendant to the presentation of some of our sports activities, we do not similarly accept the premise that our athletes are professionals. Ours is a unique system that has fostered social and educational good by supporting a broad array of opportunities for thousands of young men and women. Additionally, if forced to decide between adopting or adapting to the professional model, I am confident our institutions would forgo the revenues and take steps necessary to downsize the scope, breadth and activity of these historically vibrant programs.

While these decisions would be difficult and sad, this would be the ultimate choice of the presidents, faculty and board of trustees of Big Ten presidents. Whatever marketplace arguments may exist on behalf of pay-for-play, they are far outweighed by the athletics and educational value of the experience provided by our institutions in the name of intercollegiate athletics. A news story in the February 8, 1896, edition of the Chicago Daily Tribune reported that a faculty representative meeting of the Western Conference (the former name of the Big Ten) was scheduled to discuss “a firm stand for purity in athletics and eradication of professionalism..

..” While the pay-for-play issue affects only a minority of student-athletes in the Big Ten, its ultimate resolution will lay the foundation for the 21st century paradigm for intercollegiate athletics, just as its resolution in the late 19th century laid the foundation for the 20th century experience.

Writing Assignment About Myself

The potential for conflict is extremely high and because of the ore intimate setting, extremely challenging. The potential for hurt feelings, misunderstandings, and outright interference due to an unwillingness to relinquish a role or include a new hire into the fold is more readily observable when an organization is smaller. In fact, a smaller organization can be said to operate and behave much like a family-unit, with all the pathos and joys of that kind of that intimate grouping. When new employees are brought into the organization, they need to receive a comprehensive introduction into the proper ways to communicate throughout the organization. Companies that do not include communication training in their new-hire orientation programs will be forced to struggle with new hires who are forced to learn proper communication procedures by a process of hit and miss. ” ( http://smelliness’s. Chronic. Com/ examples-communication-problems-workplace-11243. HTML). Overview of the Organization and Case Study Wallace Design Group owned by Kevin Wallace is an architectural services company.

The location is in Farmers Branch, Texas. Kent Wallace, the marketing director, resides in California and remotely operates in the office. The organization is very small, yet group communication is very poor. Wallace Design Group is in the process of increasing staff and preparing for the office manager to retire. The former administrative assistant, Shells is preparing to replace the out-going office manager, Jack and Andrea is the new administrative assistant hired to replace Shells. They have recently hired a new architect, Koala.

She was hired to replace, Diane, who was fired because of performance issues. Identify and Describe the Situation or Problem Knowledge The major problems involve the hand-off job responsibilities. All of the staff that have been with Wallace Design Group have been with company for years. They eave developed a pattern of communicating with one another and the new-hires are viewed as threats instead of team members. The “organizational culture formation” theory (Shockley-Callback, P. , 1999, pigs. 8-89) best applies to this situation. Organizational culture formation, as defined by Edgar Scheme, defines the organizational culture as “a pattern of basic assumptions – invented, discovered, or developed by a given group as it learns to cope with 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 ay to perceive, think, and feel in relation to those problems. ” (Shockley-Callback, P. , 1999, pigs. 88-89).

The actions of the employees that have been with company the longest, support Chine’s premise that their shared history has created a consensus of how the company and its employees should relate, hence their unwillingness to embrace new people and new ideas. The important information missing is whether their reactions are based on gender, age, or race. To what extent do these external factors influence their willingness to accept the new hires. Sensitivity Jack and Shells have developed an understanding of working with each other ND have a long work history.

Shell’s husband at one time was the project manager for Wallace Design Group and still has investments within the company. A lot of Shell’s behavior is often ignored because of her family’s investment. Jack does not agree with a new employee using the company as a reference. He feels that one should wait out the probationary period before even listing the company as a place of work. His views can be pedantic and very controlling. Both Jack and Shells are creating the difficulty at this point.

The shared realities of these individuals are that they both possess a great deal of power within the organization. Jack has power with the owner, because he has also worked for the owners father. He is a trusted and highly valued employee. Shells has power within the company due to her financial investment; she is not only an employee, she is also an owner. They are each very good communicators. Their communication is deliberately selective with the new hires because they are having difficulty relinquishing their power they hold in their respective roles.

Jack would like the new assistant to show more deference to him and Shells wants to monitor the progress of the new assistant. Jack and Shells both resent the new architect because she is very young. Secretly, they were hoping Kevin would hire a male for the position because the last female architect caused so problems because of her emotional state. Skills Jack is a business manager with over forty year’s experience. He is easygoing and very dependable. Shells is a trained teacher, but she has worked as an administrative assistant for the last fifteen years to have flexibility in her schedule while parenting.

She also wanted the opportunity to support her husband in his new venture when he started working for Kevin Wallace. Jack and Shells are very good in their respective positions. Once Jack completes the remover process with Shells, she will make a good office manager. In the meantime, they both need training in diversity and tolerance. Although Jack is retiring, it would not hurt him to learn that some people are in different financial circumstances when they are hired.

They might need to use the current working situation as a reference immediately; this does not make an employee presumptuous. Values Wallace Design Group is concerned about an individual fitting into their company structure. Because the company is so small, the turnover rate is very low. Every employee is given the opportunity to become vested within the many after three years of employment. The company sees themselves as fair, just employees who are concerned about their people, the environment, and their impact on the community around them.

Develop Alternatives and Test Possible Solutions (l do not have any as of yet, this area will have flush out as I write the paper). Propose Solutions and Suggest Implementation Plans Kevin and Kent Wallace would need to have the office manager create a new hire packet. The office manager could draft detailed job descriptions, this could help individuals develop more autonomy within this type of setting lessening the interaction and allowing an individual to become settled within their position.

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