Our final exam is to be taken in class on Wednesday, May 2. In answer to any two (2) of the following prompts, you are to hand in two (2) short essays (of 3-4 double-spaced pages in length) at the beginning of test time. This means that you’ll have to plan ahead. Don’t get caught waiting in a line for the printer on the morning of the exam!
1. One major theme that we have barely discussed this semester is that of relations between masters and servants. Compare the representation of master-servant relations in the Arabian Nights, The Tempest, and Don Quixote and/or Don Giovanni. What aspects seem to remain constant, and in what aspects may changes be observed from period to period, region to region, or from text to text?
2. Shakespeare and Cervantes (who share a death-date of April 23, 1616) both create representations of their art within their art. The Tempest gives us the supernatural stagecraft of Prospero, which seems to mirror the playwright’s own. Cervantes, meanwhile, fictionalizes the authorship of his own fictions, not only through the figure of Cide Hamete Benengeli but various sub-narrators (as in the Captive’s Tale of I.38-41). How well do these allegorizations parallel each other? Are Shakespeare and Cervantes up to the same selfreferential tricks, or are there differences in the way they go about it?
3. A similar set of questions may be asked of storytelling in the Arabian Nights. Shahrazad’s tales are told for the purpose of calming a ruler driven berserk by hatred and mistrust of women. If hers is the figure of the heroic storyteller, then what of Shahrayar? For that matter, what of the demon in the story of “The Merchant and the Demon,” or Harun al-Rashid at the end of “The Porter and the Three Ladies,” or the three ladies themselves at the beginning?
What do the many scenes of storytelling in the Nights say about the storyteller’s audience? What is the value of a tale told under duress?
4. Of the many sub-narratives in Don Quixote, the main theme is romantic love and the complications befalling those affected by it; no one, as Leonela says in I.34, is capable of resisting it. Is this true of Don Quixote himself? Is his attachment to Dulcinea of Toboso strictly in imitation of chivalric models (as laid out in I.13, I.25 and elsewhere), or do you find evidence that Don Quixote is subject to unfeigned erotic longings? Does Don Quixote give any evidence for a love that arises wholly independent of imitated models?
5. Male anxiety about the faithfulness of wives and the chastity of girls is a hallmark of the greater Mediterranean region in the pre-modern period (and after). Where have we seen this anxiety expressed in our reading, and in what sorts of controls over women’s bodies does it result? What methods do have female characters have at their disposal for evading those controls?
6. In his 1580 essay “Of Cannibals” (which was of course known to Shakespeare), Michel de Montaigne claims that the traditional societies of the Americas “have been fashioned very little by the human mind, and are still very close to their original naturalness.” Is the character of Caliban endowed with any such natural, primeval qualities? Explain your answer using evidence from the text.
Insturction: Feel free to choose two prompts you find confident to write two short essays (each 3-4 pages). Like the first one, I think it looks easier to handle since it is a comparison. Please clarify the prompts you are writing. You might use the required texts in our class if the prompt points out, which you can find through the syllabus I attach below. And please be careful that do not disgress from the subject.
There are various email exchanges (Hotmail, Gmail, Yahoo, and others). There are canny frameworks, for instance, Tango and Skype. Finally, there is eye to eye interchanges. Berger and Iyengar (2013) analyzed the distinctive behavior by which one message can be produced using different stages. They found that formed messages gave more important opportunity to upgrade the correspondence method since extra time is required to make than it is to talk. The examinations also exhibited that dialogs added to the affirmation of referrals and recommendations. Given the results of the already specified ask about, it takes after that the ability of laborers intentionally dazzling in behavioral changes increase when boss interface with them in dialogs instead of passing on updates through messages. Medlin and Green (2014) support suitable organization assembles the prospect that laborers will purposely present their chance and insightful resources for the benefit of the affiliation. They drove an examination to recommend that positive organization association with specialists realized improved execution. They found that agents who felt regarded and recognized were both effective and capable. One decide that Medlin and Green (2014) found that additional to extended age was "solidarity of clearness" (p.27). This rule lines up with the channels of correspondence to ensure that fruitful correspondence between the organization gathering and laborers convey comes to fruition. Gathering Credibility Vigliotti and Gregory (2013) prescribe that executives set up trustworthiness by endeavoring to end up powerful, show aptitude, and display respect towards others. Directors must make safe conditions by keeping up open correspondence frames. They should be open, honest to goodness, and of high genuineness. They should show overwhelming full focus aptitudes. Clarity and straightforwardness are synonymous (Kotter and Cohen, 2002). In addition, creative ability, validity, and legitimacy go before message making (Hatfield, 2012). Hatfield (2012) proposes propel that messages must energize excited essentialness if they are to have any effect on the objective gathering. Thus, it is essential that chiefs commit basic time towards drafting their vision declaration. The articulated vision must stir trademark motivation in the agents or the risk of failure to associate with the workforce ends up unavoidable (Kotter and Cohen, 2002; Hatfield, 2012). Trying LaFasto and Larson (2001) confirm that trust in the change effort is made when organization sharpens display clarity, conviction, and duty. Empowering gatherings to settle on decisions that realize changes snappier in like manner makes certainty. Organization shows certainty when they assume that the gatherings are set up to manage challenges that rise. Finally, developing a culture of consistent duty and flawlessness conation sends a strong message of trust and conviction all through the affiliation (LaFasto and Larson, 2001; Kotter and Cohen, 2002; Hatfield, 2012). Taking note of Tough Questions Kotter and Cohen (2003) recommend that all change tries actuate questions intended to relieve uneasiness. Organization can and should prepare reactions for the extraordinary request. Regardless, the best practice in taking note of inquiries begins from being bona fide and reasonable. Fusco, O'Riordan and Palmer (2015) ask pioneers to remain legitimate. Bosses can do this by conveying a strong sentiment care and sureness by strategy for their exercises. Open correspondence, information sharing, and dependability in one's social relations augment the probability that the serious request will be viewed as inquisitive and welcomed.. Jones (2013) urges boss to abstain from contorting or controlling the convictions of approaching changes if they hope to get the trust and respect of their delegates. Conclusion This paper exhibited an affiliation change action that incorporated the advancing from a standard work-social affair to a front line assemble based culture. Discoursed incorporated the advance technique, the piece of the fundamental change pro, the correspondence gathering, change movement correspondence configuration, bunch legitimacy, rolling out trust in the improvement effort, and noticing exceptional request. Setting assumptions were made to give the understanding that genuine change exercises can't be grasped by natural boss. References Berger, J., and Iyengar, R. (2013). Correspondence channels and casual: How the medium shapes the message. Journal Of Consumer Research, 40(3), 567-579. doi:10.1086/671345. Bolman, L. G. what's more, Deal, T. E. (2008). Reframing affiliations... Fourth discharge. Jossey-Bass, San Francisco, CA. Buono, A. F., and Subbiah, K. (2014). Inside Consultants as Change Agents: Roles, Responsibilities and Organizational Change Capacity. Affiliation Development Journal, 32(2), 35-53. Fusco, T., O'Riordan, S., and Palmer, S. (2015). Legitimate Leaders are... Aware, Competent, Confident, and Congruent: A Grounded Theory of Group Coaching and Authentic Leadership Development. Worldwide Coaching Psychology Review, 10(2), 131-148. Gardner, P. J. (2009). Various leveled change: All we require is better errands—why so troublesome? AACE International Transactions. 3.1-3.25. Goleman, D. (2015). Eager understanding. Recouped from http://www.danielgoleman.info/subjects/excited knowledge/ Hatfield, C. (2012). Making your story using singular record. Getting ready Journal, 45-47. Pursue, K. (2014). Talking with the preparation gathering. Practice Nurse, 44(10), 36-40. Idris, M. A., Dollard, M. F., and Tuckey, M. R. (2015). Psychosocial security air as an organization device for laborer commitment and execution: A multilevel examination. Overall Journal of Stress Management 22(2), 183-206. http://dx.doi.org/10.1037/a0038986 Jones, R. (2013). 'Never quit learning and ask continually extraordinary request'. Publicizing Tactics, 20(9), 17. Katzenbach, J. R. what's more, Smith, D. K. (2003). The insight of gatherings. New York, NY: Harper Collins Publishers. Kotter, J. P. what's more, Cohen, D. S. (2002). The center of advance: Real-life stories of how people change their affiliations. Boston, MA: Harvard Business School Press. LaFasto, F. what's more, Larson, C. (2001). Exactly when bunches work best. Sage Publications Inc., Thousand Oaks, CA. Lira, E. M., Ripoll, P., Peiró, J. M., and Zornoza, A. M. (2013). The piece of information and correspondence progresses in the association between total power and assembling bolster comes about: a longitudinal report. Direct and Information Technology, 32(2), 147-155. doi:10.1080/0144929X.2011.630421. Medlin, B. what's more, Green, K. W. (2014). Impact of organization fundamentals on delegate commitment. Foundation of Strategic Management Journal, 13(2), 21-35. Development and overwintering (nd). USDA Forest Service. Recuperated from http://www.fs.fed.us/wildflowers/pollinators/Monarch_Butterfly/movement/index.shtml Nawar, H. (2012). Multicultural transposition: From letter sets to pictographs, towards semantographic correspondence. Technoetic Arts: A Journal Of Speculative Research, 10(1), 59-68. doi:10.1386/tear.10.1.59_1. Tan, A. what's more, Kaufman, U. H. (2015). Taking off incredible change pros: Attitude, learning, capacities. Recouped from http://www.isixsigma.com/use/change-organization execution/taking off incredible change masters perspective data aptitudes/ Vigliotti, D., and Gregory, J. L. (2013). Review of Credibility: How pioneers get and lose it, why people ask for it (second ed.). Journal Of Leadership Studies, 7(2), 62-63. doi:10.1002/jls.21283. Zaharia, V., Dogaru, M., and Boaja, D. (2014). Working social affair versus joint effort. Learning Horizons.Economics, 6(4), 146-149. Recouped from http://search.proquest.com/docview/1669>GET ANSWER