...Deception Debra Winger once said ''Most bad behavior comes from insecurity''.At some points in our lives, we are all overcome with insecurity in many different ways and our mind is full of self-defense mechanisms. Insecurity can sometimes turn us into someone we are not and make us act in a dismissive way. This essay will focus on two characters from two different proses; Blanche DuBois: a southern beauty from A Streetcar Named Desire and George Orwell: a sub-division office from Shooting an Elephant. Even though both characters differ in many different aspects such as background, upbringing, era, and class, both characters have something in common; their insecurities make them act in a negative way to compensate for their void. Each character expresses their insecurity differently; DuBois feels the need to act superior to others to mask her inadequacy, whilst Orwell feels the need to act against his better judgement to impress others. Although they are completly different characters, they both fear rejection and humilation by those surrounding them. Adding to that, their past experiences have impacted and influenced them into believing and acting in the way they do. Therefore, although both characters are extremely different in many ways, their insecurities and past experiences have caused them to act in negative and unpleasant ways. Blanche DuBois is supposedly a southern belle, representing delicacy, beauty, and innocence. However Blanche is anything but this. She is...
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...Androids Under Attack Ali Shah Hashim been properly accou m 1997. Nonetheles conclusions, there w mounting. In a series had to be reflected ir David Lawrence, 43 years of age, joined the auditing firm ofAndroids 20 years ago and earned a salary of USD 700,000 per annum. He was the Androids' partner in charge of auditing Enronaa's accounts since 1987 his job was to check Effonaa's accounts and to make sure that they fairly represent the state of the business. Androids had been Enronaa's auditor for the past l6 years. On the moming of October 23,David,and his auditing team listened in on a call between stock analysts and Enronaa executives, who were trying to explain the company's financial free fall. There were too many unanswered questions. After lunch, David called the entire Enronaa team together in Conference Room 37C1. His heart beat faster as he thought about the net that was closing in onAndroids. As his eyes wandered around the room, on one of the conference room my team had been st i,enored. In fact, a calls were stunned b David's explanation and conference calls r called LJM2, Tom v similar troubles, ant people listening in." ally knew for certai Enronaa, he was the rd ffi i* (;/l walls was an imposing picture of Arthur Androids. David was particularly proud of the long and distinguished history of the firm. His mind wandered as if to witness how in 1913, Arthur and Clarence, both from the audit firm of Price, bought out...
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...Walter Long The Nuclear Tube Assembly Room was a production unit of the American Radiatronics Co., a leader in the nuclear electronics industry. The company's regular line of electronic tubes was assembled, tested, and prepared for shipment in the nuclear tube assembly room. Walter Long, general foreman of the process department, described the tube room group as the most successful. Exhibit 1 is a partial organization chart. Prior to Long's assuming the leadership of the department some 24 months earlier, the workers in the room had acquired the reputation of being agitators, persistent troublemakers. Production was down, costs were out of hand, and deliveries became very unpredictable. Some thought was given to eliminating the entire operation. A report prepared by the director of industrial relations at the time, which described the existing problem, is presented in Ex. 2. Over the past 24 months the story is quite different. During the most recent three-month period the tube room's direct and allocated monthly costs averaged $60,350, while the actual sales value of the room's monthly production for the same three months averaged $175,800. Indirect costs were allocated to the department at a rate 425% of direct labor costs. A special management report presented some additional figures of interest. Between January of the previous year and March of the present year, the group had shown a 53% improvement in the dollar output of product per man-hour of work, direct labor efficiency...
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