Rhetorical Analysis of Walter White Essay - 1098 Words

Nick L’Italien Ms. McClain English 123 January 29, 2013 A Split Personality – Morals Against Corruption With reality shows taking over airtime nowadays, psychological thrillers in television are a rare genre. Admittedly, it can be a tasking genre to develop a show around, but Vince Gilligan has managed to create, quite possibly one of the greatest shows ever, Breaking Bad. In the pilot episode, the audience was introduced to Walter White, a middle-aged high school Chemistry teacher. He sounds like an average, typical man, but he was introduced in the most peculiar way. Gilligan opened this award-winning show with Walter, underwear-clad, holding a pistol, next to a crashed R.V. in the middle of the desert. The audience questioned†¦show more content†¦The newfound distributor turned out to be a sociopath, so in order to protect his identity Walter created the alias Heisenberg for himself. This was the point when Walter’s psychological health began decaying rapidly. Walter’s one wrong turn after another was taking a toll on him and his home life. He became the ma n he once hated, a man who his family could no longer trust. His time away from home living his secret life became extremely suspicious to his wife, Skylar. She knew about his cancer, but not of his life in the drug realm. In a very intense episode in which Walter was to meet up with this sociopathic distributor, everything takes a turn for the worst. The distributor takes him prisoner for almost 48 hours, and almost kills him. This obviously brought concern to his wife, who had no idea where Walter might be. Once everything had been resolved, Walter made a daring move to reappear miles away from home, naked, in a supermarket. He told his family, friends, and even doctors that â€Å"I blacked out. I don’t remember anything for the past 24 hours. These doctors have me on so many pills that it must be affecting me.† (Gilligan S2Ep3). This was the first of many lies Walter would produce in an attempt to hide his other life. With the deceit, his marriage began to decline b ecause Skylar did not believe him. However, it was not because of his disappearance why she did not believe him. As Walter was going into a drug-induced sleep at the hospital after heShow MoreRelatedAmerican Dream in a Raisin in the Sun4319 Words   |  18 PagesAfricanness Sometimes, because of the conception they have of other people, they would try to compel them to behave in a certain way. The white society always try then to determine the kind of life Black people are supposed to lead. This can be seen through the novel Invisible Man where the protagonist struggles hard to break from the mold crafted and held together by white society throughout the novel. 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Effects of Music on the Unborn Child Free Essays

string(110) " out that if the child plays an instrument that the child is better at math and special thinking \(Robledo\)\." Music can be used to influence people’s mood and has been used to attempt to affect the brain of a child in its mother’s womb. Some people think that having an unborn child listen to different types of music will have different effects on how the child will grow. Some people believe that music has no influence while others believe that if they introduce their unborn child to classical music the baby will grow up to be smarter than the kid who either listened to other types of music or no music while in the womb. We will write a custom essay sample on Effects of Music on the Unborn Child or any similar topic only for you Order Now Studies have been done on how music can affect an unborn, and many different results have come from these studies. Not only can the unborn child actually hear the music, but the child will remember the song even after they are born. ?Music affects attitudes as well as thoughts. According to the book titled What to Listen for in Music by Aaron Copland, there are four elements of music: rhythm, melody, harmony, and tone color. Each of these elements are not heard by themselves but are heard together as one sound. Each part of music has a special and unique way wherewith we interpret and react to it. Rhythm comes first in the musical elements because many historians say that music started with a beating of a rhythm. Whether it was the cavemen with branches or another group rhythm was the first element of music found (Copland, 33). The second element, melody, is second because rhythm is more of a physical motion and so melody is experienced as a mental emotion. The melody is the most crucial part of the music. It is the only subjective portion of music that the audience rejects or accepts by itself (Copland, 49). Harmony, the third element, is the most sophisticated. The harmony was the most recently discovered and has been greatly appreciated (Copland, 61). The last element, tone color, is the quality of sound produced by a particular musical instrument (Copland, 78). Aaron Copland later goes on to explain the difference of how we listen to music now compared to how we listened when we were in the womb. We have little to no say in what we listen to when we were in the womb; we can only enjoy it or kick relentlessly hoping that it will change. ?Some studies have been done by David Tame in his book The Secret Power of Music. In it he says â€Å"music has been found to affect the body in two distinct ways, directly on the cells and organs and indirectly by affecting the emotions, which, in turn, influence numerous bodily processes. Sounds projected into liquid media have coagulated proteins. So teenagers have brought soft eggs to rock concerts, hich became hard-boiled — wonder what happens in our own bodies† (Tame, 173) After reading this, it does make one wonder why we listen to something that can have such a negative effect and be so bad. Most people chose music their parents raised them on or something completely different. Tame later says in his book that people who listen to rock music have led lives that were much more destructive to themselves and to others than people who had listened to classical music. David Tame also did studies on plants and animals and how they respond to the different music. In a study performed classical music had appeared to bring more produce and better looking flowers than rock music (Tame, 196). ?According to BBC, Dr. Lamont did a study where the same song was played for the last three months of the pregnancy and then was played again after the child was born, even after they were a year old they recognized the song (BBC, Womb Music: How Will Music Affect oner Unborn Child? ). Another study done by Dr. Lamont concluded that â€Å"that there was no evidence that playing classical music to babies helps to make their brains develop. Dr. Lamont has done many studies for this topic and could be considered an expert. She has discovered much information for example: babies can hear just twenty weeks after conception and can remember a song for at least twelve months, and that babies cannot only remember the songs but they prefer these songs (BBC, Babies Remember womb music). ?Another study was done at the Education Oasis on how music affects babies in the womb, and they said that music does not make a baby smarter but it does prepare it for particular ways of thinking. The effect the music has does not last long but can be used to do tasks more quickly (Bales). They figured out, through many experiments, that although music did not make the babies smarter it did make their brains ready to learn and grow. The babies who listened to classical music were more ready to learn than the babies, who had listened to country, rock, folk, dance, or nothing at all (Bales). ?Although there is still controversy on whether or not music can make the brain smarter or not, more research has been done to observe the effects of music on newborns. Researchers from Brigham Oneng University studied the effects of music on thirty-three premature infants in the neonatal intensive care unit at Utah Valley Regional Medical Center in Provo. Cassette players piped voices of men and women singing lullabies into each baby’s ears for forty minutes a day for four days. When doctors examined the babies on the fourth day, they found that babies who had been exposed to music gained more weight, and had lower blood pressure and a stronger heartbeat than the other (Robledo). Their research shows that music can help strengthen premature babies; however, these researchers still have yet to figure out if music can improve a child’s intellect. It is hard to study the intelligence level of babies when they cannot talk or write. When studying three and four year olds these researchers have found out that if the child plays an instrument that the child is better at math and special thinking (Robledo). You read "Effects of Music on the Unborn Child" in category "Essay examples" â€Å"Oner goal should be to cultivate a love for music in oner child, not to create the next Mozart. It should be about having fun and exposing oner child to new sounds and rhythms† (Robledo). My mother listened to two genres of music when I was in her womb: eighties rock and RB. I would kick and dance for her when she played the rock music and she used RB to put me to sleep. It worked as a oneng child too; my mother has videos of me kicking and screaming for joy when she played AC/DC, Bon Jovi, the Beastie Boys, Duran Duran, Journey, Whitesnake, and U2. Whenever either of my parents wanted to put me to sleep, they would play Prince, Stevie Wonder, Al B. Sure, Aretha Franklin, Diana Ross, Soul II Soul, or Earth, Wind, and Fire. These genres have had an impact on my upbringing. Like most children I stuck to what I knew when it came for me to buy my first compact disk. The quote â€Å"The apple doesn’t fall far from the tree† applies very much so to me as it does to most children when they pick what they like and what they do not; I chose a nineties rock and alternative. I liked bands that were like the bands that I listened to in my mother’s womb, but I also liked having my own music to like. The music I chose sounds similar to the music my mother would have me listen to, but it was something my dad would not sing every word to, so I liked it. My dad is not the best singer, so if I can only get a hum then my music is more enjoyable. ?A year or two later, my mother was pregnant again. This time she was told by the doctors that her baby was to be born with many brain defects. She looked for many ways to keep her unborn baby from being born with the brain deficiencies. She had watched on the local news that babies were being born with an unbelievable intelligence from their mothers playing classical music while the unborn baby was still in the womb. There was another mother whom had said that the doctors had told her that her baby was supposed to be born with brain efects but her baby was born with no defects at all and she thanked her lucky stars on classical music. My mother thought it was worth a try since music was not thought of to hurt a baby’s brain. While she had classical music on headphone around her womb, she had rock music on a second pair for her and me to enjoy. My brother was born with some brain deficiencies; he is a slow school learner but is extremely fast at learning musical instruments. If one gives him an instrument in five minutes he will learn how to compose sound, in fifteen he knows notes, and in thirty he can play a song from memory. In everything else my brother is slow at learning and is slightly dyslexic. My mother thought the classical music had helped, so when she was pregnant again she had the new unborn baby listen to classical music as well. This one was born with terrible eye sight, deaf in one ear, dyslexic, and on the verge of being mentally handicapped. Classical music through a personal study has shown to have no intellectual effect on the unborn child. Every now and again a â€Å"musical genius† is born. These children are extremely gifted in music and can play, compose and understand music with an unimaginable capacity. Although, some may imagine that we cannot measure musical greatness or potential in children before they discover it themselves. There is a way. In the book titled Musical Ability in Children by Arnold Bentley, he describes ways that we can test the musical ability and potential in children. After all, he says â€Å"musical ability is primarily a mental ability. † He goes on to tell how to test children, but he says that this can be a difficult task especially if the children are not old enough to handle the challenge of the tests (Bentley). According to these studies, there are too many variables to consider when having a child and exposing them to the different array of music that we have today. For example, the child may be born already a genius and the classical music could impair his way of thinking, there are also some disabilities a child can be born with that music just will not be the fix, the baby may reject the music altogether because the baby still remembers what has happened before in the premortal life and knows that he should be listening to a different type or knows a better type for him to listen to. Music is a stimulant. We listen to it in hard times either to make us feel better or to truly understand what the artists are saying because now we understand what they mean. We try to understand everything that we listen to, but it is sometime hard to pick up the message the artists wanted to get out in the way they present it. Music is a powerful thing that should not be taken lightly it can create emotions and pictures in our mind. Music is not something that goes away either. Once one hears a song it can be stuck in one’s mind for a very long time. Even after many years of not hearing the song it can still come back to the front of one’s mind, much faster than a memory. Music is power, and to play it to unborn children increases the parent’s power over the child by what the parents choose which music to produce for the child. How to cite Effects of Music on the Unborn Child, Essay examples

Haier Strategy Essay Example For Students

Haier Strategy Essay Haier: A Global Brand Executive Summary Haier, under the leadership of CEO Zhang Ruimin, grew from a single model refrigerator firm to the #5 white goods producer in a matter of two decades. Throughout the expansion process Haier entered over 100 countries through multiple entry modes and into other industries. The 2005 financial results gave Haier reason to pause and reassess its mission and strategic intent. The primary issue was whether to continue its expansion strategy or slow down operations and engage in a stabilization strategy. After careful analysis and debate the team recommends the latter based on underutilized facilities, operational inefficiencies, and the risk involved with increasing debt. The stabilization strategy would include continued pursuit of exports and non-equity alliances; however further significant financial investments would not be pursued. A shift from a multidomestic strategy to a transnational strategy is recommended in order to centralize operations to ensure efficiency and learning, and increases accountability based on product instead of by geographical area. Background History Haier has a rich and exemplary history, one that is studied by many business experts and business schools worldwide. Haier managed to break out of the â€Å"China mold† and become a leader in the appliance industry. Haier progressed through three stages of growth and was embarking on its fourth stage of â€Å"Global Brand Building† as of 2006. The stages provide insight to Haier’s history and culture. During the â€Å"brand strategy† stage (1984-1991), Zhang Ruimin transformed the bankrupt Qingdao Refrigerator Factory from a single model refrigerator manufacturer into the number one refrigerator brand in China with sales of US$125M in 1991. The culture of the collective-owned enterprise allowed for a highly unmotivated work force. Zhang changed the culture through historical events such as destroying 76 defective refrigerators with a sledgehammer and forcing errant workers to confess failures while standing on red footprints. These symbolic actions are still acknowledged today. Strict controls on quality, productivity, and after-sales service gave Haier a competitive advantage over Chinese competitors, catapulting it to the first place position. The â€Å"diversification strategy† stage (1991-1998) was a period of intense competition. Haier faced intense domestic competition as competitors emulated Haier’s approach to quality and productivity. Additionally, some foreign competitors entered the market. Haier sought an advantage through an emphasis on after-sales service and diversification into other products. It also recognized the need to export products overseas. Haier’s â€Å"activating shock fish† efforts, in which it acquired poorly managed firms with good tangible assets and made them profitable, allowed it to diversify within the white goods industry and enter the brown goods industry (televisions). In fact it did this with 14 such companies. Haier emerged as the #1 white goods producer in China by 1998 with dozens of product lines. Global efforts resulted in 1/3 of sales coming from abroad and total sales of $US1. 38B in 1997. During the â€Å"internationalization strategy† stage (1998–2005) Haier aggressively pursued global efforts to create a global brand name. By 2005 Haier was the #5 white goods producer worldwide with 95% of its products branded as â€Å"Haier†. Unlike many Chinese OEMs it did not rely on low-cost labor and sell to foreign brands. Haier basically followed the â€Å"internationalization process† entering markets by exporting and graduating to non-equity alliances followed by joint ventures. Haier also created foreign subsidiaries with industrial parks in South Carolina and Pakistan. It tended to gain a foothold through niche markets, such as mini-refrigerators and wine cellars in the U. S. It tackled the tougher markets first and sold under the â€Å"Haier† name. Haier accrued a wealth of â€Å"globalization† knowledge over a few short years. Zhang believed that globalization required a high level of localization and that (intellectual property) was necessary for survival. To this end, the firm pursued a multidomestic strategy thereby creating autonomous operations in major markets, as well as founding 12+ RD centers and 18 trading companies. The strategy proved sound with sales of US$13. 1B for 2005 (US$4B from overseas). The first three stages of growth culminated in a corporate culture that simultaneously pushed for increased quality, productivity, and innovation. Entering the fourth stage, â€Å"Global Brand Building†, Haier aspired to strengthen its global presence through its existing culture and further expansion into foreign markets. Zhang had his sights on creating a truly global brand name and becoming the #1 white goods provider. Haier’s record was impeccable until the 2005 financial data proved otherwise. The 35% drop in net profits prompted experts to debate whether Haier truly had the potential to become a global brand. The following section speculates on the current underlying issues related to the case. Issue Identification The symptoms that surface during this case are as follows: * 35% drop in net profits between 2004 and 2005 China market: profits and margins down since 2001, operating costs up since 2000 * Overseas sales = 1/3 of total sales; however overseas sales 1/3 of profit * Significant losses due to mobile phone business * Some facilities are underutilized (Zhang stated â€Å"we don’t need more production capability†¦ we need higher design level and a bigger sales network) * Lost bid for Maytag to global giant Whirlpool * Some experts claim Haier did not achieve global bran d status and doubted its ability to do so The facts in the case lead us to surmise the following underlying issues. Diversification: In line with Chinese culture, Haier believes in the philosophy that â€Å"bigger is better†. This certainly has some validity. There are gains with respect to economies of scale and synergy with other products. Additionally, as more goods display the â€Å"Haier† name, brand recognition increases. Also, unrelated ventures may prove profitable. The risk is that Haier is jeopardizing its core competency of white goods by utilizing resources elsewhere (spreading itself thin). The goal is to achieve appropriate balance, the concern is that Haier has overextended itself. Localization: Zhang believes globalization equals localization, which also has its merits. Speed to market and understanding the local culture and customer preferences is important. However, one could argue that speed to market is not as important for appliances since longevity (durability) is desirable. Some electronics products Haier offers requires quick turnaround, such as cell phones, however these are not the focus of expansion efforts. The other argument is that â€Å"the world is flat†, meaning customer preferences are converging as people are increasingly exposed to the rest of the world. Does The Government Control Our Rights? EssayIt is presumed that Haier engages in supply chain management. Firm: Haier needs to reassess its mission and strategic intent. The â€Å"Strategic Management Process†, which includes a SWOT analysis, provides this framework (Appendix A). As stated earlier, achieving a â€Å"global brand name† is not an optimal mission due to promotion of unprofitable activities. The firm needs to reassess whether it should continue with expansion efforts at this point. Allowing the process to â€Å"catch-up† might be in order. The current structure of the firm may not allow for proper evaluation systems. Underutilized facilities suggests Haier needs to increase exports in order to achieve economies of scale. Adjustments to the degree of localization may also be in order thereby increasing efficiency. Finally, the company needs to address the failing cell phone business (divest) and should leverage its ability to turn around failing firms. Alternatives Alternative #1 Growth Strategy (Status Quo) Haier continues pursuits of growth through significant investment with the intent of achieving a â€Å"global brand† status. Haier continues the current path of head offices in â€Å"ten target markets† and â€Å"20 factories by 2010†. Australia, South America, and Russia should be considered as well. This allows for localization of products and capitalizes on emerging markets. However, this requires significant investment and compromises economies of scale (significant operations in so many countries may not be warranted). Haier’s financial capability is questionable and increasing debt increases risk. Alternative #2 – Stability Strategy Haier stabilizes operations and focuses on becoming a leader in the home appliance industry through innovation, quality, and efficiency. Continuation of the brown goods operations allows for revenue and brand awareness. Haier alters some of its current goals, to be revisited later. Once the firm has current operations under control it may determine that 10 head offices and 20 factories is not optimal. Haier will continue pursuing other markets for exporting and non-equity alliances only. Alternative #3 – Retrenchment Strategy into White Goods Industry Haier pursues its core competency with the intent of becoming a global leader in the appliance industry. Haier divests brown goods based on the state of market and divests all unrelated assets (i. . , tourism) creating capital to invest in appliances and fund global efforts. Haier should focus on global ranking instead of â€Å"global brand†, and evaluate operations for efficiency gains. The downside is a loss of profitable products that help spread the brand name. This option is not recommended. Alternative #4 – Retrenchment into Brown Goods Industr y Haier pursues the potentially higher profit margin industry, with the intent of becoming a leader in the electronics industry. Selling the white goods and other unrelated operations will provide financial capital. Haier has some experience in electronics; however the cell phone disaster demonstrates its lack of expertise. Although Haier claims a quick-to-market philosophy, electronics is much more intense than appliances. Haier would need to hire expert industry leaders to lead this effort, and it would need to modify its culture. The main concerns are that Haier is giving up its core competency of white goods, unlikely to achieve â€Å"global brand† status, may not get full value for divested operations, and most importantly it may be the eventual demise of the firm. This option is not recommended. Recommendations After careful debate between expansion and stabilization the team recommends stabilization at this point in time. It does not want to overextend itself financially and it needs to reevaluate current operations, which is difficult to do during expansion. It is assumed that the current organization lacks the ability to adequately monitor and control operations on a high level. The company has underutilized facilities which need to be addressed. There is no immediate threat or out of the ordinary opportunity. Note exporting to new markets is considered normal business and would continue. The reduced effort on expansion reduces early-mover advantage; however the risk of unprofitability takes precedence. Our recommendation includes shifting from a â€Å"Multi-Domestic† strategy to a â€Å"Transnational† strategy. Centralizing operations ensures efficiency and learning, and increases accountability based on product or function instead of by geographical area. Goals and Supporting Objectives 1. Global leader in white goods industry 1. 1 white goods ranking worldwide by market share by the end of 2010 2. Reorganize organization to achieve economies of scale and scope (synergy) 2. Transform to a matrix structure with center of expertise by the end 2008 3. Ensure company goals are properly pursued 3. Design appropriate incentive system that rewards teamwork by the end of 2008 4. Product groups create strategies/goals that align with overall mission by the end of 2007 4. Improve fin ancial standing 5. Divest unprofitable products (i. . , mobile cell phones) by end of 2007 6. Expand direct selling approach in main markets by the end of 2008 7. Hire electronics experts by the end of 2007 8. Create a separate group for â€Å"turn around acquisitions† by the end of 2007 Appendix A Fundamentals of Management, Robbins/DeCenzo, 6th edition, 2008 References * Fundamentals of Management, Robbins/DeCenzo, 6th edition, 2008, pages 80 – 88 * â€Å"The Internationalization Process of the Firm† paper by Johanson and Vahlne * http://dept. lamar. du/industrial/underdown/org_mana/org_structure_george. htm * Cavusgil, S. Tamer. International business: strategy, management, and the new realities/S. Tamer Cavusgil, Gary Knight, John R. Riesenberger * International Business – Competing in the Global Marketplace, 5th Ed, McGraw-Hill, 2005 * â€Å"The Competitive Advantage of Nations† paper by Michael Porter, 1990, Harvard Business Review 1990 * htt p://www. haier. com/index. htm * http://www. businessweek. com/1999/99_24/b3633071. htm on Zhang