The Significance Of Dreams In Richard III

The Significance Of Dreams In Richard III Richard III was written by William Shakespeare and tells the story of how Richard wants to become king and does everything in his power to get there by assassinating members of his family to do so, for example, the Duke of Clarence, Lord Hastings, Lady Anne, Lord Rivers, the Duke of Buckingham, Henry VI, Prince Edward, Prince Edward V and Prince Richard. In the following piece of writing, I am going to discuss the significance of dreams in the play and how they are related to the motif of the supernatural. Although a modern audience would find the motif of the supernatural in Richard III very strange and would react to it very differently we have to keep in mind that this play was written during the Renaissance period in which people were very superstitious and England on a whole was an extremely religious country; people believed in both God and the Devil and Heaven and Hell. They also believed in the supernatural, prophecies, curses and thus the events contained within Richard III must have seemed very real to a Shakespearean audience. The motif of the supernatural which is an extremely important aspect of the play consists of ghosts, dreams, Margarets prophetic curses, the allegations of witchcraft Richard levels at Elizabeth and mistress Shore and the continual association of Richard with devils and demons (for example, he is often called a hellhound). Shakespeare uses the dark aspect of the supernatural to create an atmosphere of dread and gloom which matches the evil of Richards inner self. In addition the motif of the supernatural helps highlight the aspect of foreboding as many a times in the play the prophetic dreams and curses come true giving the reader an idea of as to what is going to happen in the near future. There are three main instances of dreams present in the play. These foreshadow the forthcoming events by showing the similar characteristics between the dream itself and reality, for example, in Act 1, Scene 4 we bear witness to the first of these three dreams. This is when Clarence is imprisoned in the tower and he dreams that he is fleeing with Richard to France, but on the ship Richard stumbles and throws Clarence overboard causing him to drown, Methoughts that I had broken from the Tower, and was embarkd to cross to Burgundy; and, in my company, my brother Gloucester; who from my cabin tempted me to walk upon the hatchesà ¢Ã¢â€š ¬Ã‚ ¦.Methought that Gloucester stumbled; and, in falling, struck me, that thought to stay him, overboard, into the tumbling billows of the main. This dream foreshadows the near future as in reality Clarence is stabbed and drowned in a barrel of wine by the executioners who are sent by Richard. The second significant dream takes place in Act 3, Scene2 when Stanley receives a warning in a form of a dream. He dreams that a boar rips off his head, the boar had razed his helm. In this scenario the boar represents Richard as it is his heraldic symbol, Stanley tries to warn Hastings but he turns deaf ears to Stanleys advice. Later on in the play, we learn that Hastings was beheaded on Richards orders. This reminds us the similarity between the dream and reality itself and the extent of the resemblance between the two simply helps highlight the supernatural aspect of the play. The third and most important dream occurs in Act 5, Scene 3 right before Richard and Richmond head out for battle. Here, Richard and Richmond are visited by a parade of eleven ghosts (all those people who Richard had killed in the past). Some of these ghosts include, Prince Edward, King Henry VI, Clarence, Rivers, Grey, Vaughan, Hastings, the young princes, Lady Anne and Buckingham. All the ghosts follow a particular pattern They constantly curse Richard and discourage him by saying things like, Despair and Die. On the other hand, they praise and bless Richmond and encourage him by saying things like, Live and Flourish and they hope that he wins the battle and ends Richards gruesome reign. This is an extremely significant dream, as the element of foreboding is once again emphasized as true to the ghosts word, Richmond wins the battle by defeating Richard and becomes the new King of England. To conclude, dreams are a very important part of the play as they greatly contribute to the motif of the supernatural. In addition, I feel that the play is made much simpler for the reader by the existence of these dreams as he/she can predict the outcome of particular situations by evaluating these dreams and this helps the reader understand the play better. The extent of accuracy of these dreams simply heightens the motif of the supernatural and I personally believe that without the presence of these dreams, the play would be incomplete.

Comparing Hitler and Napoleon Essay -- Compare Contrast Hitler Napoleo

Comparing Hitler and Napoleon There were differences between Hitler and Napoleon, however I feel there were more similarities. They were both immigrants in the country they ended up ruling, both conquered most of Europe, both had radical views about fighting, and both were very quick in their fighting. However, the most significant similarities between the two leaders is how they were accepted as monarchs in a previously democratic society, and what they did for the countries after becoming monarchs. Hitler and Napoleon were accepted as monarchs for three major reasons. Both countries were hoping for the returning strength of the monarchy. The people of Germany and France were tired of inflation, and threats of invasion, and both militaries preferred aggressive patriots at their head instead of a politician. Both countries needed someone because they were both in economic chaos. Both men were intent in building a new type of state with a new social order. Both enjoyed the advantage of more or less unlimited power, yet they assumed this power very carefully and legally. When they assumed power they did much for their countries. They both pursued vigorous economic plans that balanced each countries' budgets, which had not been done in years. Napoleon balanced the budget in 1802, the first time it had been balanced in over seventy years, and Hitler managed to balance Germany's budget by 1938. Both men ended unemployment in their countries with nationwide projects, ho...

The Management Efficiency Unit

I have been working in the Public Registry for the last 8 years.   The location of the offices is quite distant from my residence and sixteen other colleagues that work in the aforesaid department have the same problem.   Every morning we are required to travel a one hour ferry and nearly 2 hours drive to arrive at work.The Management Efficiency Unit noted this issue and finally top management decide to take remedial action by requesting a transfer to another department, the Treasury Section, which mitigates such location problem.Unfortunately the scheme designed by executive management was not properly planned.   They also did not discuss this issue with operational managers who possess far greater knowledge on the day to day running of the office.   As a result the decision lacked practical issues and led to other problems, as will be further illustrated below.Everybody accepted the transfer and we were eventually informed that our training for the new job will take approxi mately two or three months and will take place in the head office of the Finance Department, which is also distant.   The new job was highly technical and involved a lot of accountancy issues, which the majority of us were not capable to comprehend that easily.The three months passed and we were still unable to work unsupervised from our tutors.   The impracticality of the decision was highlighted from the fact that our principal in charge, who was also taking training was still incapable to work on his own after three months.When these issues started to crop up, crises management arose.   A new assistant director was assigned to this division, who once realized of the vast serious problems arising from such decision, he immediately denied this new role.Demotivation arose in our section and staff is constantly complaining about the problems we are facing.   In addition no communication exists between us and executive management and we are alone with this new work, which we a re not trained to do.The only reasonable solution that management was able to come up with is to extend the duration of the training to eight months.   However with this decision they have not yet solve the problem that the location of the office is far from home and are incurring additional costs to train us.If they planned carefully before deciding and discussed it with operational managers they would have definitely solved the problem more efficiently.   It is imperative that when managing change proper communication and planning exist.Reference:Johnson G.; Scholes K.; Whittington R. (2005). Exploring Corporate Strategy. Seventh Edition. England: Pearson Education Limited.   

Case Study Of Ongc Videsh Limited Example For Free - Free Essay Example

Sample details Pages: 7 Words: 1980 Downloads: 6 Date added: 2017/06/26 Category Finance Essay Type Argumentative essay Did you like this example? Oil and Natural Gas Corporation Limited (ONGC) (incorporated on June 23, 1993) is an Indian public sector petroleum company. It is a Fortune Global 500 company ranked 152nd, and contributes 77% of Indias crude oil production and 81% of Indias natural gas production. It is the highest profit making corporation in India. Don’t waste time! Our writers will create an original "Case Study Of Ongc Videsh Limited Example For Free" essay for you Create order It was set up as a commission on August 14, 1956. Indian government holds 74.14% equity stake in this company. ONGC is one of Asias largest and most active companies involved in exploration and production of oil. It is involved in exploring for and exploiting hydrocarbons in 26 sedimentary basins of India. It produces about 30% of Indias crude oil requirement. It owns and operates more than 11,000 kilometres of pipelines in India. Until recently (March 2007) it was the largest company in terms of market cap in India. ONGC Videsh : ONGC Videsh Limited (OVL) is a wholly-owned subsidiary of Oil and Natural Gas Corporation Limited (ONGC) the flagship national oil company of India. OVL was rechristened on 15th June 1989 from the earstwhile Hydrocarbons India Private Limited, which was incorporated on 5th March, 1965. Over a period of time, OVL has grown to become the second-largest EP company in India both in terms of oil production and oil and gas reserve holdings. The primary business of OVL is to prospect for oil and gas acreages abroad including acquisition of oil and gas fields, exploration, development, production, transportation and export of oil and gas. OVLs international oil and gas operations produced 8.78 MMT of O+OEG in 2008-09 as against 0.252 MMT of O+OEG in 2002-03. OVLs overseas cumulative investment has crossed USD 9.7 billion. OVL participates and operates in varied environments both political and geographical, it is committed to the highest standards of Occupational Health, Safety and Environment protection and compliance to all applicable local laws and regulations. Understanding well its Corporate Social Responsibility, OVL makes valuable contributions to the communities and economies in which it operates by investing in education and training, improving employment opportunities for nationals, and providing medical, sports and/or agricultural facilities, besides payment of tax revenues to local governments. FDI by ONGC of India: A case study of ONGC Videsh Limited (OVL) Case : With the pace at which India Inc is expanding its footprint abroad, the countrys outward foreign direct investment (FDI) may very well catch up with inward FDI. In 04-05, Indian direct investment abroad aggregated $1.54bn on the back of a drive by manufacturing companies to expand abroad. On the other hand, total FDI into the country totalled $2.32bn. According to the RBI annual report, the phase of acquiring foreign companies, which kicked off in the information technology and related services sector, has now spread to other areas. Apart from manufacturing, the non-financial services segment accounted for outward FDI of $230.1m, followed by trading at $175.5m and financial services with $6.9m. In 00-01, Indias outward FDI was just $708.3m. Maximum outward direct investments by Indian companies have been in the US during the period between April 1995 and March 05. Indian firms invested over $2 bn in the form of equity and loans in companies (IT and pharma) set up there. Russia, Mauritius, Sudan (oilfields)and the UK were other major investment destinations during the last decade. India has become an important source of FDI to the South Asian region and other countries. The most crucial destinations of Indian outward FDI till date are the United States, which accounted for 19 per cent of total cumulative outflows during fiscal years 1996-2003 and the Russian Federation, with 18 per cent of the cumulative outflows, a share that includes the $1.7 billion acquisition of a 20 per cent stake in Sakhalin Oil field by the Oil and Natural Gas Commission (ONGC) in 2001. OVL is a wholly owned subsidiary of the Oil and Natural Gas Corporation (ONGC) Limited, Indias largest corporate by market capitalisation: US$ 11,039 million for 2002 03 (Economic Times 500) as well as its first integrated oil and gas major. ONGC is ranked 133 on the Forbes Global Best Big Companies list for 2002 2003. The wholly owned subsidiary of ONGC has been mandated to perform ONGC V idesh Limited (OVL), International Petroleum Business to accrete overseas reserves and bring the reserve replacement ratio of ONGC close to 1. OVL today is the Second largest EP company in India second only to ONGC in terms of oil gas reserves. It has 12 overseas assets and is actively seeking more opportunities across the world. With a long-term target of acquiring 60 MMTPA of equity oil and gas overseas by 2025, OVL is currently working towards a goal of 20 MMTPA by 2010. OVLs efforts have been supported wholeheartedly by the Government of India, which has allowed OVL exclusive empowerment, which provides OVL single window clearance for overseas upstream projects irrespective of investments involved. OVL has been designated as the Indian Nodal Agency for overseas petroleum business and is maintained as a permanent participant in all concerned bilateral interactions and Joint Working Groups of the Government of India. OVL has purposely been maintained as a lean and fast o rganisation so that functions and operations which are not of permanent nature can be outsourced to agencies within ONGC and in the industry. The functional Directors of ONGC serving on the OVL Board induces cohesion of corporate objectives and goal congruence in both organisations. OVL follows meritocracy and draws its human resource from ONGC. The finances for OVLs operations are mainly provided by ONGC in form of loans and equity. ONGCs overseas arm, ONGC Videsh, has invested more than $5 billion in foreign assets, including stakes in a gas field in Vietnam, Russias Sakhalin-1 and Sudans Greater Nile Project, where ONGC has a 25 percent stake. If the agreement is concluded, this would not only be the single largest foreign transaction by an Indian company in the countrys 58 year independent history but also the single biggest foreign credit extended to a Russian company. ONGC has already invested US$2.77 billion in Sakhalin-1 If the loan and equity agreement goes through, O NGC will become the largest foreign direct investor in Russian Federation. Indian government has sought sovereign guarantees from Russian government over the loan because the market capitalization of Rosneft is less than half the loan amount being discussed. Even if such a guarantee does not come forth, Indian officials reportedly believe they have a natural safety net in investing in Russia because of strong strategic ties between the two countries. both sides have benefit of decades of trust and reliability. They have been partners for nearly fifty years. It is a time tested relationship and when two Russian-Indian state owned companies talk to each other, they know that commitments given are commitments kept. ONGC Videsh Limited (OVL), acquired five properties abroad for exploration in the last financial year. It operates in 14 properties in 12 countries. ONGC Videsh Ltd, the overseas arm of state-run Oil and Natural Gas Corporation has reported a six-fold jump in its net p rofit to Rs 428.53 cr in 2003-04, which makes it the countrys second largest oil and gas exploration firm after its parent. The company, which has stakes in oil and gas properties in nine countries, earned Rs 3,502 crore revenue during last fiscal as opposed to Rs 233 crore in 2002-03. OVL produced 3.323 million tonnes of crude oil and 0.523 billion cubic metres of natural gas in 2003-04. The output compares to 3.01 million tonnes of crude production of Oil India Ltd and 2.5 million tonnes of private firms put together. At the end of 2003-04, the company owned 199 million tonnes of oil and oil equivalent reserves that were second only to ONGCs 1128 million tonnes reserves. Key Facts : Indian FDI aggregated $1.54bn Outward FDI $708.3bn ONGC acquires 20% stake in Russia, other destinations include Mauritius, Sudan (oilfields) and UK during the last decade OVL subsidiary of ONGC to acquire overseas reserves and bring reserve replacement ratio close to 1 ONGC has 12 overseas assets Long term target of acquiring 60 MMTPA by 2025, 20MMTPA by 2010 Strategic objective of parent and GOI Strategic direction formulated Rapidly changing nature of the global petroleum industry OVL designated Indian Nodal Agency for overseas petroleum business OVL follows meritocracy Financial directions provided by ONGC loans; interest free advances; equity Invested more than $5bn foreign assets Nile project 25% stake gas fields in Vietnam, Russia Invested US$2.77bn in Sakhalin, Russia, if deal secured largest FDI investor in Russia ONGC diversified into downstream sector taking over MRPL from A V Birla Group in retailing OVL acquired 5 a ssets abroad for gas exploration operating 14 assets in 12 countries OVL earned Rs. 3502 Cr revenue last fiscal through its FDI Case Analysis : KEY REASONS TO TAKE UP FDI ABROAD Indian companies are increasingly buying up companies abroad as strategic acquisition. Thus, FDI now flows both ways. This two-way flow of FDI has radically altered the age-old impression that FDI means only a unidirectional flow of capital that is inwards. The best known example of Indian corporates making strategic investments abroad include Tata Steel buying Corus Inc and Aditya Birla group wrapping-up the aluminium major Novelis Inc. Of course, the latter has been for long the well-known Indian multinational. There have also been acquisitions abroad by medium-sized Indian companies such as Godrej and Marico. ONGC has been making investments in the energy sector abroad. All these point to the growing competitiveness of the Indian corporate sector, a newfound sense of confidence and of course, vaulting ambition to be a global player. So, the two-way flow of FDI means that not only is the world taking note of Indias market potential, Indian companies too are constantly on th e lookout for synergistic acquisitions overseas. While it may make commercial sense for Indian corporates to invest abroad, it is also an indication of the perceived inadequacy of natural resources within the country and the policy-roadblocks that stymie their exploitation. Lack of transparency and absence of long-term policies deter free flow of investments. The increasing competitiveness of Indian firms and their interest to expand globally, particularly in IT-related services and pharmaceuticals, are driving its outward FDI growth. Access to markets, natural resources, distribution networks, foreign technologies and strategic assets, such as brand names, are the main motivations. The liberalization of government policies and relaxation of regulations on FDI abroad have also helped. Indian outward FDI is expected to grow, in particular in IT and software services. Indias membership in various regional integration arrangements also provides Indian firms with a favorable platform to strengthen their presence in these partner economies. Not least, the encouragement and the significant liberalization of policies by the government of India will continue to play an instrumental role in the expansion of Indian firms abroad. Indeed, the emergence of developing countries as sources of outward FDI is a new phenomenon. It suggests that enterprises in developing countries are building up the capabilities to compete in international markets. Over the past 15 years, a number of developing countries have begun exporting capital, both in the form of portfolio investments and direct investment. According to World Development Report by UNCTAD, the outward FDI stock from developing countries increased from $60 billion in 1980 to $859 billion in 2003. The share of developing countries in global outward FDI flows reached about 10%. South Korea, Malaysia and Singapore have been outward investors for some time; Brazil, China, India and South Africa are now fol lowing suit. ONGC INSISTING EQUITY SHARING? BETTER OFF WITHOUT FOREIGN PARTNER? Helps the company raise capital with the help of equity -less direct investment by the company. Less out flow of foreign exchange from the country. Choice of importing the raw materials of our own choice(crude and gas in this case). The foreign partner helps in understanding the market better at the host country. Also in the operations and in sharing the costs. The larger part of the dividend goes to the foreign partner. The foreign partner is trusted by the investors in the host country. The interests of the home country are saved. Often technological expertise is gained by the home country company.