Characteristics of Drama - 1660 Words

History of Drama Ancient Drama The origins of Western drama can be traced to the celebratory music of 6th-century BC Attica, the Greek region centered on Athens. Although accounts of this period are inadequate, it appears that the poet Thespis developed a new musical form in which he impersonated a single character and engaged a chorus of singer-dancers in dialogue. As the first composer and soloist in this new form, which came to be known as tragedy, Thespis can be considered both the first dramatist and the first actor. Of the hundreds of works produced by Greek tragic playwrights, only 32 plays by the three major innovators in this new art form survive. Aeschylus created the possibility of developing conflict between characters by†¦show more content†¦Subject matter was drawn from nature and natural man (such as the supposedly untouched Native American). Perhaps one of the best examples of Romantic drama is Faust (Part I, 1808; Part II, 1832) by the German playwright Johann Wolfgang von Goethe. Based o n the classic legend of the man who sells his soul to the devil, this play of epic proportions depicts humankinds attempt to master all knowledge and power in its constant struggle with the universe. The Romantics focused on emotion rather than rationality, drew their examples from a study of the real world rather than the ideal, and glorified the idea of the artist as a mad genius unfettered by rules. Romanticism thus gave rise to a vast array of dramatic literature and production that was often undisciplined and that often substituted emotional manipulation for substantial ideas. Romanticism first appeared in Germany, a country with little native theatre other than rustic farces before the 18th century. By the 1820s Romanticism dominated the theatre of most of Europe. Many of the ideas and practices of Romanticism were evident in the late 18th-century Sturm und Drang movement of Germany led by Goethe and the dramatist Friedrich Schiller. These plays had no single style but were generally strongly emotional, and, in their experimentation with form, laid the groundwork for the rejection of Neo-Classicism. The plays of theShow MoreRelatedThe Baroque Era And Neoclassicism1273 Words   |  6 Pagescompletely unique emphasis and focus, artworks from these periods possess different characteristics and themes. For example, extensive drama, contrast of light and dark, and the painterly compositions are among the most prevailing characteristics of the Baroque. In this period, the artists were more unrestrained in their composition and narrated the story loosely accord ing to the original source, i.e. adding some drama or implementing additional figures. 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The International Strategy of TESCO PLC Free Essays

string(84) " exporting to foreign production as they continually gain international experience\." Abstract This study explores the different theories of international entry strategies and then analyses the international strategy of Tesco Plc. Firms can enter the international markets through different strategies, including licensing technology abroad, direct investment acquisition, exporting, strategic alliance in foreign market and establishing joint ventures. The findings of this study indicate that Tesco Plc uses international joint ventures, acquisitions and Greenfield investments to enter into foreign markets. We will write a custom essay sample on The International Strategy of TESCO PLC or any similar topic only for you Order Now However, Greenfield investments have led to failures and as such it is recommendable that the company explores international joint ventures and acquisitions as part of its future entry strategies. Introduction International strategy is very important for all business organisations operating in the international market. This is because the strategy plays an important role in determining the opportunities present in the international market and how to exploit them (Hensmans et al., 2013). Tesco Plc. is one such company with significant development in the international market. The supermarket chain has managed to expand its operations across Europe, Asia and North America with huge success. This international expansion has affected all the facets of the company like business structure, financial status, corporate culture and organisational structure (Ryans, 2013). This study looks at different international strategies, why they are important to Tesco Plc, related theories and their applications. International Strategies The current business environment is very competitive and as such companies need to venture into the international markets in order to generate more profits (Hitt et al 2008). However, choosing the right international strategy is never easy; whether it is licensing technology abroad, direct investment acquisition, exporting, strategic alliance in foreign market, or establishing joint ventures. This study will focus on a few of these strategies that are of importance to Tesco Plc. These strategies are joint ventures, foreign acquisitions, and Greenfield investments. All these strategies have their own benefits and risks arising from the products or services being offered and the cultural, economic and political environment of the target market (Sternquist Witter 2011). However the choice of the choice of international strategy is highly dependent on organisational resources, commitment and the extent of risk that it is willing to incur. Joint ventures involve cooperation among different companies. The partners often come together to consign risks, allocate resources and delegate responsibilities (Krafft Mantrala 2010). These ventures are often disbanded once the project is completed. Joint ventures can enable an organisation to market its products or establish its manufacturing plants in a foreign country with the assistance of the local foreign partners. These local partners equip the foreign organisations with the relevant knowledge on government regulations, workings, local markets and the available channels of distribution. Joint ventures are ideal for Tesco Plc. as it will help it in understanding the foreign markets and mitigate risks (McLoughlin Aaker 2010). In foreign acquisitions a foreign organisation acquires an interest in a local firm through foreign direct investment (Hensmans et al 2013). In most cases foreign acquisitions occur only in proven markets after years of exporting or success experienced through existent joint ventures. Once an organisation has obtained controlling interests, it attains full authority over policies regarding aspects like quality control, finance, production, marketing strategies and expansion programs. Foreign acquisitions are ideal for Tesco Plc. as it will help it acquire other companies that are already performing well in foreign markets. The last strategy is Greenfield investment which is a type of foreign investment that entails investing in foreign markets by starting new subsidiaries and then fully owning them. This is a strategy that is suitable for Tesco Plc. because it allows it to venture into new unexploited markets and exploit the opportunities present. Theories of International Strategies There are different theories that explain the reasons why an organisation opts to pursue a specific international strategy in a specific target market. This is the reason why organisations pursue different foreign markets using different strategies depending on their unique characteristics (Hitt et al 2008). These theories are monopolistic advantages, transaction cost, internalisation, strategic behaviour, internationalisation, bargaining and eclectic theories. These theoretical perspectives at times hold divergent perceptions on the relative importance of the different factors that influence choice of entry into foreign markets. The monopolistic advantage theory was proposed by Hymer and represented a major shift from the previous theories of capital investments and international trade (Sternquist Witter 2011). The previous theories like that of Heckscher and Ohlin had restrictive assumptions on the immobility of the factors of production. Hymer argued that organisations could use their firm-specific advantages or monopolistic advantages that other organisations do not have to expand into foreign markets. These advantages are things like superior technology, economies of scale, superior knowledge in finance, marketing or management (McLoughlin Aaker 2010). Therefore foreign direct investment was made possible by product and market imperfections. These market imperfections are structural and are as a result of control ownership advantages like proprietary technology, economies of scale, special access to inputs, product differentiation and gathered managerial expertise. According to this theory, the direc t investor is often a monopolist or an oligopilist in product markets. Therefore these organisations pursue market power and monopolistic advantages in the foreign markets leading to the increased growth of international trade. Internationalisation theory builds on the monopolistic advantage theory and it holds that firms often expand into foreign markets whenever there are market imperfections and they can gain advantage by internalising markets across countries (Seth Randall 2011). This results to the growth of the firms as they increase their operations across the borders to take advantage of the existent opportunities. As the organisations increase their efficiency through internalisation of transactions, the vertical integration of operations across the world lead to efficiencies and economies that include long term contracts, opportunity to exploit tax differentials and better quality control. The theory perceives the internalisation process and entry strategies as being products of series of incremental decisions that result in increases involvement in international operations (Alexander Doherty 2009). Therefore firms move from exporting to foreign production as they continually gain internationa l experience. You read "The International Strategy of TESCO PLC" in category "Essay examples" This experience enables the firms to build their knowledge and developing deeper understanding of the foreign markets. The transaction cost theory holds that firms try to minimise the costs associated with exchanging resources with the environment and the bureaucratic costs of exchanges within the firm (Krafft Mantrala 2010). Therefore they weigh the costs of exchanging resources with the environment against the bureaucratic ones that arise from performing the same operations within the firm. It perceives institutions and markets as possible forms of organising and coordinating economic transactions. Firms grow whenever the external costs exceed the internal bureaucratic costs because they are able to operate more cheaply compared to performing the same operations in the market (Seth Randall 2011). However, the firms should be downsized whenever the bureaucratic costs exceed the external transaction costs. Therefore the firms will keep expanding for as long as they can perform their operations cheaply within the companies compared outsourcing them to external market providers. The bargaining theory was advocated by Fagre and other scholars and holds that the choice of entry is a function of the bargaining processes between the firm and the host countries (Ryans 2013). The interaction between the host country and the firms is often characterised by power struggles. Although the host country can exercise its bargaining power through controlling market access, the bargaining power of the firms lie in the ownership advantages that they have (Hensmans et al 2013). Therefore the relative power determines the entry strategy of a firm into a foreign market. The last theory is the strategic behaviour theory and it is based on the premise that firms derive comparative advantage from the resources that contribute towards giving them the advantage over the others (Thain Bradley 2012). This is particularly true when some resources are worth more to an organisation owing to the special linkages between the firm and such resources. When the firms have such resources, th ey are more likely to opt for high control strategies for instance wholly owned subsidiaries. This decision is mostly made with the assumption that such linkages will be influential in enhancing the relative position of the firm in the new foreign market. In addition to the highlighted theories, the integrative theoretical perspective on foreign market entry holds that the firm’s decision to enter into a foreign market and its choice of entry are functions of multiple factors that arise from location and ownership-specific advantages (Alexander Doherty 2009). Although these theories differ in many important aspects they allow for broad generalisations on the factors that influence an organisation to enter into a foreign market and the entry strategy. The next section analyses the international strategy of Tesco Plc based on the integrative framework. Tesco Plc International Strategy The company enters foreign markets mainly through joint ventures with local firms, acquisitions and Greenfield investments (Mosley Barrow 2013). The company aims at being the market leader in the foreign country it enters within a period of five years. It has registered huge successes in Asia and most of the European markets. However, the situation in America has been different because the company has struggled to gain market control (Harrison 2013). The success of Tesco Plc in the international market has been aided by its sensitivity to the local culture of the host countries and the market environment. This has mainly been done through partnerships, mergers and acquisitions which have made it easier for the company to offer the local markets with what they want by serving their unique needs. This has been particularly helpful in high context cultures like in the Asian market. The global expansion and diversification of Tesco Plc are based on the long-term desire for the company to develop sustainable growth and development. Morschett (2011) claims that one of the main reasons why the company decided to pursue the international market was that the local UK market had reached saturation and maturity making it very difficult to grow without exploiting overseas opportunities. This was therefore the only viable solution for the company if it was to remain relevant for the economy in the long run. The main factors influencing the choice of entry for Tesco Plc are the different threats that it may encounter in the international markets. Some of the common threats are industrial structures and cultural factors. Nonetheless, the primary influencers of the choice of entry for the company are based on cultural factors (Harrison 2013). Tesco Plc has consistently preferred to use international joint ventures as an entry strategy in the Asian market. This is partly because these countries have high context cultures that require organisations to build interpersonal relationships (Alexander Doherty 2009). In these cultures, relationship networks among business associates, colleagues and even clients tend to be close and personal. As a consequence, it is important for firms to build trust and relationships during business interactions. The importance of these relationships arises from the fact that they have high uncertainty avoidance levels; therefore relationships and trust reduce the level of uncertainties, risks and ambiguities (McLoughlin Aaker 2010). For instance in South Korea, the international joint venture with Samsung helped the company establish contacts with the local suppliers and manufacturers. This was very important in penetrating the market in South Korea because the customers there often shop freque ntly as they prefer fresh and quality products like vegetables and meat which is different from the customers in the UK who like piling stock. Based on the internalisation theory, Tesco Plc gained advantage by internalising the market in South Korea. This was done through building local networks to ensure that the company sales remain as high as possible. Therefore it employed all the employees of Samsung to ensure that the normal operations were not interfered with. The local managers were also given the authority to make decisions on behalf of the company because of their experience with the local market. Additionally, this was part of the company’s plan to deal with the challenges associated with the competitive environment by positioning itself using localisation and decentralisation while the other players in the industry pursue globalisation strategies (Hitt et al 2008). According to the bargaining theory, localisation and decentralisation gives the company a local imag e thus making it highly responsive to the tastes and lifestyles of the local consumers. This gave Tesco Plc a competitive advantage in the South Korean market compared to the other foreign firms like Wal-Mart and Carrefour. The entry strategies of Tesco Plc have also been shaped by cultural factors like psychic distance. Psychic distance refers to the extent to which a firm is uncertain on the nature of the foreign market (Thain Bradley 2012). Acquisitions and international joint ventures with the local businesses in the high context cultures are important in reducing risks, adaptation costs, psychic distance and cultural barriers. The acquisition of the local distribution channels gave the company a huge advantage over the other multinationals like Wal-Mart which were struggling because the Korean market is characterised by a strong nationalist outlook. The company pursued the same strategies in Thailand and China and this enabled it to penetrate the market with ease compared to other multinational companies. Therefore international joint ventures and acquisitions enabled Tesco Plc. to succeed in markets where Carrefour and Wal-Mart had failed eventually being forced to exit the market in 2006 (Mosley Barrow, 2013). In Thailand for instance, after the acquisition of Lotus, Tesco Plc has managed to grow and is currently the market leader as it has pumped huge investments into organic management. The company also diversified its operations in Thailand to include smaller express stores so as to reach more customers. Tesco Plc has made huge successes whenever it chose to enter foreign markets through strategic alliances and acquisitions; however Greenfield entries have proved to be costly and inappropriate. Although Greenfield entries provide the company with full control and ownership over its operations, it has proved to be unsuitable because of the dismal results. Despite the extensive research that the company made prior to joining the US market, its failure there demonstrates that the research was either flawed or inadequate (Krafft Mantrala 2010). Additionally, its operations in the US were an attempt to duplicate its operations in the UK because it tried to standardise instead of localising them. Part of the problem with the market research was that it only concentrated on the buying behaviour of the Americans and ignored other important variables like shopping experience, value, aesthetics, store atmosphere and quality. This was a great mistake because corrective investments should have been made in response to these marketing aspects (Morschett 2011). For instance the Tescosells pre-packaged fruits was a big mistake because Americans prefer selecting their own fresh fruits. Tesco failed to appreciate the US customer base because it underestimated it. This is the reason why the company handled its operations in the US as an extension of the UK market. The company was attracted to the US market by the booming economy and the ever rising property value (Ryans 2013). These are the factors that prompted it to go for Greenfield investments in US. This was a viable option; however the company failed to account for the deeper financial dynamics that could have saved it from the 2009 financial crisis. In addition to this, the choice of Tesco Plc to enter the US market through Greenfield investments was partly influenced by managerial short termism and egoism. As a consequence, several mistakes can be pointed out from its entry and post entry strategies. The first mistake that the company made at the point of entry is that it increased its exit barriers by aggressively increasing more stores despite the fact that it was making huge losses. Secondly, the company may have been driven by managerial subjective interest for power emanating from the previous international successes. This led to overconfidence therefore blurring the vision of the managers to see that they were driving the company in the wrong direction (Morschett 2011). However, the biggest mistakes that Tesco Plc made was that it failed to plan and strategize for post entry and this led to flaws in its quest to compete in the home market of the world’s largest retailer. As a result the company made huge loses in the US and was eventually forced to exit without ever recording any profits. In Taiwan, the situation was the same as that of the US; Tesco entered the market in 2000 without partnering with the local companies. The company was able to establish six hypermar kets through organic growth. However, just like in the US the Taiwanese retail market was hugely dominated by Carrefour which had the advantage of having all the strategic positions. Just like in the US, the company was unable to attain the market scale necessary for building central distribution centres. Therefore in 2005, it was forced to exit the market through a divestment deal with Carrefour. Recommendations Based on the findings of this study, the following recommendations can be made for Tesco Plc for it to succeed in its quest to establish its presence in other international markets. First off, the company should abandon Greenfield investment strategies because they have proved to be very costly in the past. The company struggled in the US and Taiwan and was eventually forced to exit because lack of local partners made it very difficult for it to succeed in markets that are dominated by the two retail giants. The company should have strategies that fit into the culture of the target market like it did in South Korea. The retail industry is very sensitive because it represents the daily necessities of the consumers and as such must be responsive to their cultural habits. For a multinational company to succeed in a foreign market it must have strategies that are responsive to the needs and culture of the local people. Therefore Tesco Plc. should continue incorporating localisation strat egies and respond to the culture of the local markets. It should be more innovative and proactive in its marketing strategies in the international markets. For instance the company should enhance its market intelligence and customer database in order to be able to customise service delivery to the customers. References Alexander, N., Doherty, A. M. (2009). International retailing. Oxford: Oxford University Press. Cunningham, J., Harney, B. (2012). Strategy strategists. Oxford: Oxford University Press. Harrison, A. L. (2013). Business environment in a global context. Oxford: Oxford university press. Hensmans, M., Johnson, G., Yip, G. S. (2013). Strategic transformation: Changing while winning. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan. Hitt, M. A., Ireland, R. D., Hoskisson, R. E. (2008). Strategic management: Competitiveness and globalization. Mason, Ohio: South-Western. Krafft, M., Mantrala, M. K. (2010). Retailing in the 21st century: Current and future trends. Heidelberg: Springer. McLoughlin, D., Aaker, D. A. (2010). Strategic market management: Global perspectives. Hoboken, N.J: Wiley. Morschett, D. (2011). European retail research: Volume 25, Issue I. Wiesbaden: Gabler Verlag. Mosley, R., Barrow, S. (2013). The employer brand: Bringing the best of brand management to people at work. Hoboken, N.J: Wiley. Ryans, A. (2013). Beating low cost competition: How premium brands can respond to cut-price rivals. Hoboken, N.J: Wiley. Seth, A., Randall, G. (2011). The grocers: The rise and rise of the supermarket chains. London: Kogan Page. Sternquist, B., Witter, G. (2011). Retail strategic international expansion (SIRE?) theory and cases. Haslett, MI: BSC Publisher. Thain, G., Bradley, J. (2012). Store wars: The worldwide battle for mindspace and shelfspace, online and in-store. Chichester, West Sussex: John Wiley Sons. 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Violence And Nonviolence Essays - Pacifism, Dispute Resolution

Violence And Nonviolence Violence and Nonviolence Violence is a problem that we as humans, deal with everyday. Today, it seems that we deal with it in just about every aspect of our lives. From children's cartoons to the nightly news, we are witnesses to its power and harm. A highly debated argument for the causes of violence are surrounding our homes as well as our government. No matter the causes of violence or for that fact aggressors, we have a personal responsibility must be taken for violent actions. We are given the choice to decide how we each want to live our lives; but before we decide, we must look at the ethical issues that surround our choices. Most humans strive to live a good, pure life. Violence is one of the few instances that destroys that good life. It is something that we work towards eliminating. It is defined as an act taken against another being with the intent to do harm. We often consider violence in terms of the physical aggressor, yet violence can surface in a variety of ways even including self-defense. Violence is a result of conflicting interests or unresolvable differences. In most instances, both parties to he conflict feel that they are right and that their actions are justified. However, there are other cases in which their is a clear aggressor and victim. Nevertheless, violence is a very complicated and difficult issue. By its very nature, violence is an act against life. Life, is sacred. It is cherished, not out of purpose of use, not instrumental, but for the good, intrinsic value of its very being. Violence is instrumental. It is a means to an end. There is no intrinsical goodness in violence. Violent acts are not good for the sake of violence itself. A single question that arises out of the argument of violence and nonviolence, Is violence ever justifiable or acceptable. The two main types of arguments that arise are the self-defense paradigm and pacifism. The self-defense paradigm accepts violence as a means to protect one's life, or the life of others. This argument interprets life as being intrinsically good and for instrumental purposes, but accepts lethal results as an unintended consequence of defense. Pacifism argues that violence is never acceptable. Because violence is an instrumental act, it undermines and disrespects human life as a cherished entity. Upon first evaluation of these arguments, I preferred the self-defense paradigm. I believe I am more of a realist. I thought that violence was inevitable. No matter the strategy, violence is going to be the end result. However, by the end of the semester, I have discovered something. The whole purpose of pacifism is to change the fact that violence is inevitable. It is a movement that teaches humans how to deal with the situations that inevitably end in violence. It is a way to defend life from aggressive threats. The pacifist may never risk killing his opponent, regardless of the consequences. At all times, they must be respectful and compassionate of life. I believe that I have changed my view because I have a greater understanding of pacifism. At first, I thought that it was the easy way out. It was the way to take to avoid a situation; ?no matter the situation, never be violent.? I thought of issues such as wars or if someone was trying to kill you or your family. How could someone not do anything? It was a weak person's answer to the argument. Then, out of the blue, it struck me. We are always talking about ?bettering? the world, getting rid of violence. Well, we are imitative creatures. We do what we see. How are the younger generation of people going to be nonviolent when all they see is violence. If, we don't start demonstrating nonviolent, peaceful acts, what are they going to imitate? We are presenting self-defense as an excuse. It is justifiable but only if you don't intend to kill the other person. This can be a very risky situation. When defending yourself or someone else, you are allowed violence as long as you didn't mean to kill the aggressor? What happens when you can't decipher the aggressor? Nothing should be taken away from the self-defense philosophy. It is understandable and ethical. It would be hard not to defend yourself from an attacker, or to help a loved one. But, it just seems to me that in today's world, we must reevaluate our morals. Self-defense takes

AP World History Chapter 14 Essay Example

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How to Draw Contour Line Art 4 Key Steps SAT / ACT Prep Online Guides and Tips Have you heard about contour line art but aren’t sure what it is? The good news is that you’ve likely already made dozens, maybe even hundreds, of contour line drawings throughout your life without realizing it! Contour drawing is one of the easiest and most effective ways to improve your hand-eye coordination and drawing skills. In this guide, we explain what contour lines in art are and how you make contour line art. We also suggest different contour drawing exercises so you can keep improving your skills. What Is Contour Line Drawing? Contour line art is a method of drawing where you draw only the outline of an object, without any shading. â€Å"Contour† actually means â€Å"outline† in French, which is where the name comes from. For example, if you wanted to do a contour line drawing of a pear, you’d simply draw the outline of the pear, add a stem, and stop there. Some contour drawings will include outlines of important interior shapes (such as wrinkles in cloth or objects on a bookshelf), but contour drawings will never contain shading or minute details. Because you’re focusing on just the shape of an object and not any minor details, contour line art is a great drawing method for beginning artists as well as those looking for some quick drawing exercises. Children, as well as people without a lot of experience drawing, typically make contour line drawings without realizing it, simply because this method is one of the easiest and quickest ways to begin drawing. However, just because contour line art is easy to start doesn’t mean it’s only meant for beginner artists or those who don’t have the skills to do more detailed drawings. Contour line art has many uses, even for highly-experienced artists. Many artists will begin a project with a contour line drawing to get a quick sense of the piece’s composition, then they’ll later go back and add more details. Contour line art is also a good way to become more skilled at replicating the outline of an object and developing hand-eye coordination (which we’ll explain more about in the next section). If you can’t create strong and accurate outlines of an object, the piece will still look unfinished or slightly â€Å"off† even if you add in lots of details and embellishments. Professional artists have used contour art for centuries. Cartoonists often use contour art in their finished pieces, the ancient Greeks used it when decorating vases, and da Vinci frequently made contour line drawings when doing figure studies. It’s an essential skill that every artist should know and practice regularly. The image on the left is an example of contour line art. The image on the right is NOT because it includes shading. How to Draw Contour Lines in Art In order to get the most from your contour line drawing practice, follow these four steps when making contour art. Step 1: Choose What You’ll Draw and Gather Materials For your first contour drawing, we recommend choosing just one object to draw, as this will be easier to focus on than several objects. Put the object or place your seat in a spot where you have a clear view of the object. For materials, you’ll need a drawing tool (pencil or charcoal is most common), and paper or a sketchpad. If you’re using loose paper, you may want to tape it to something so it doesn’t move around while you’re drawing. Now you’re ready to begin! Step 2: Look at the Object It may surprise you to learn that, when you’re drawing contour lines, you want to spend most of your time looking at the object itself, not at your sketchpad. This can be really difficult when you first start doing it, but that’s the point! Contour drawing forces you to really notice and work to replicate the outline of an object. It trains your hand to follow what your eye sees. Start by spending about half your time looking at the object and half your time looking at your paper, and gradually work your way up to looking at the object 90% of the time. This will feel strange initially, and your first drawings will probably look a little wonky, but just keep practicing! As you develop your hand-eye coordination, it’ll feel much more natural, and your drawing skills will improve as a result. You also want to make sure that you’re capturing as much detail of the object’s outlines as possible. If there’s a notch or a warp in the object, make sure your drawing represents that. Contour art is all about replicating the form of an object as closely as possible. Step 3: Draw Long, Continuous Lines Many people new to contour art begin by drawing lots of short lines because they aren’t used to not looking at their paper, and they don’t want to make too big of a mistake by drawing a long line that doesn’t follow the object’s lines.However, you’ll improve your drawing skills more if you draw fewer, longer lines. Drawing longer lines, especially without looking at your paper, improves your hand-eye coordination and helps you become more confident when drawing. Step 4: Go Slow and Steady It can be tempting to rush through contour drawing exercises, especially if you’re used to drawing detailed pieces where the outline is only the first step. Remind yourself to slow down and concentrate on replicating the outline of the object as perfectly as you can. At the same time, don’t freeze up while you’re drawing. Especially when you first begin contour drawing, you may feel tempted to take breaks to compare your drawing to the actual object. Resist this urge! Remember, you want to spend very little time looking at your paper and more time looking at the object. Just concentrate on closely observing the object, keep drawing steadily, and pause and critique your work once you’ve finished. There’s no â€Å"correct† amount of time to spend on a contour drawing, and it’ll likely depend on what you’re drawing. However, about 5 to 20 minutes per drawing is average. Contour Line Drawing Practice Exercises Now it’s time to put all this new art knowledge to the test! In this section are eight contour line drawing exercises you can do to improve your drawing and observation skills. #1: Make a Contour Drawing of Your Hand If you aren’t sure where to start with contour line art, start with something right in front of you! Hands are a very common object to do a contour drawing of, so once you finish, you can look online or in art books for lots of other examples of contour drawings of hands to compare to your own piece. When you’re drawing, remember to aim to look at your paper only 10% of the time. #2: Copy a Contour Line Drawing by Another Artist If you’re still getting the hang of contour art and are not quite sure how to tackle a real-world object, start by replicating another artist’s contour line drawing. Remember to look more at the object than at your paper, and focus on replicating the lines as closely as possible. #3: Do a Blind Contour Drawing A blind contour drawing means that you don’t look at your paper at allnot even for a single secondfrom the time you begin your drawing until the time you finish. Cover your canvas or sketchpad if you need to.Expect your drawing to look a little funny, especially if it’s your first time doing a blind drawing, but this is a great way to improve those hand-eye-coordination skills and learn to really focus on whatever it is you’re drawing. #4: Draw the Outline of an Object With One Continuous Line This takes the concept of drawing long lines even further. For this exercise, you’ll draw the object in one continuous line, never lifting your pencil from the paper until the outline is complete. Again, these drawings will look strange at first, but as you practice, you’ll improve your drawing skills and your ability to recreate the lines you see in real life. #5: Make Five Contour Line Drawings in Less Than One Minute Each Sometimes you just need a quick exercise to get your creative juices flowing, and contour art, because it doesn’t get into the details of objects, is great for this. This exercise involves drawing five contour line pieces in less than five minutes. You can draw five different objects, draw the same object five times, or a combination. Because you’re only spending a minute on each object, you’ll need to be able to replicate its form quickly but accurately. #6: Draw an Object You Know Really Well Choose something you’re very familiar with, such as a favorite childhood toy, the dresser that you’ve looked at every day of your life, or even a pet or friend, and make a contour line drawing of the object. This may be harder than you think. Because you know the object so well, you may be tempted to add in lots of detail, but remember, contour art focuses on the outer edges of the object. This is a good way to remember what’s important in contour art and what you don’t include. #7: Use Cross Contouring to Add Dimension Cross-contour lines are a way to add depth to your contour drawings without adding shading. To add them, you’ll draw parallel lines that run across the object, similar to those you might see on a topographic map.See examples here. Cross-contour lines will help improve your observational skills and learn more about the rules of perspective by requiring you to pay close attention to the outlines of an object and how the lines run across it. The parts of the object that are closer to you will have cross-contour lines closer together, while the more distant parts of the object will have lines further apart. #8: Draw an Object That's Upside Down Once you’ve gotten the hang of contour line art, try drawing an object upside down! You won’t be able to rely on your memory as much since the object will be flipped, so this will exercise really force you to pay attention to the object’s form as you observe it. Summary: Contour Line Art Contour line definition art is a great way for any artist, whether beginning or advanced, to hone their drawing and observation skills. Contour line drawing involves only drawing the outline of an object, without any shading. When you do contour lines in art, you should spend the majority of the time looking at the object, not your paper, in order to improve your hand-eye coordination and really get a good sense of what the object looks like. Once you feel comfortable with the basics, there are many contour line art exercises you can try out to keep growing your skills! What's Next? Are you making an art portfolio to apply to art schools?Check out our guide to learn everything your art portfolio must include to stand out from the crowd! Now that you know how to create a portfolio, are you wondering what art programs you should apply to? Check out our guide on the best art schools in the United States! Want more drawing exercises? We have a guide with over 100 drawing ideas to keep your artistic skills sharp! Have friends who also need help with test prep? Share this article! Tweet Christine Sarikas About the Author Christine graduated from Michigan State University with degrees in Environmental Biology and Geography and received her Master's from Duke University. In high school she scored in the 99th percentile on the SAT and was named a National Merit Finalist. She has taught English and biology in several countries. Get Free Guides to Boost Your SAT/ACT Get FREE EXCLUSIVE insider tips on how to ACE THE SAT/ACT. 100% Privacy. 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Discuss the role of technology in translation and its effect on the Essay

Discuss the role of technology in translation and its effect on the translation process - Essay Example Early researchers (Weaver 1949; Booth 1953; Dostert in IBM 1954) were excited about MT for its technological potential. They marveled at the prospect of one day automating translation thereby providing an alternative to human translation. Translators, on the other hand, felt their craft was being undervalued and depreciated. They retaliated with feelings of fear and anxiety. As it became evident that machines would not soon take the place of human translators, attention shifted to forms of computer-assisted translation (CAT) technology. Kay (1980) and Belby (1982) in particular motivated research for computer aids to assist the translator. Books by Bowker (1998) and Somers (2003) contain articles about many aspects of computer technology for translation while Astemuhl (2001) and Bowker (2002), as well as parts of Sofer (2004), target the professional translator interested in acquiring the necessary technological skills. In addition to an increased focus on computer assistance for translators, the rise of globalization further increased the need for efficient computer support in view of making translation quicker and more cost efficient. One the best examples is Sprung (2000). The change in focus from replacing to assisting translators marked the beginning of a shift from technology-centered to human-centered applications in the translation industry. Whi le a theoretical framework has been well been documented by psychologist Donald A. Norman (1998), truly human-centered technology has yet to come. Considering the changes the translation industry has experienced over the past 50 years, the objective of this paper is to asses the role of the technology in translation and its effect on translation process. In this context I will start by defining machine translation (MT) and computer-assisted translation (CAT), evaluate their impact on translation process and finally will discuss Toredo as a means to complete my translation project that I recently done. Computer-based translation technology roughly falls into two categories, Machine Translation (MT) and Computer Assisted Translation (CAT). Broadly speaking, MT is "the application of computers to the task of translation texts from one natural language to another". MT is mostly associated with stand-alone systems that seek to automate the entire translation process. CAT, on the other hand, are software programs designed to assist or aid the human translator by automating certain translation sub-processes such as terminology search and the reuse of previous translations. MT and CAT have no clear-cut boundary but rather belong to a continuum with varying levels of computer automation and human involvement. This process has been illustrated in the figure 1 below. Toady a translator working with word processing software and assessing various electronic resources such as online dictionaries may still be considered to producing 100% human translation. The key criterion is whether any part of the target text is automatically generated. There are many computer tools available to translators and almost as many ways to classifying them. Some tools consist of generic applications that have been adopted in many areas including the translation industry. Others focus specifically on the needs of translators and offer ways to run the business and support the

Organizational Behavior Essay Example | Topics and Well Written Essays - 1000 words - 4

Organizational Behavior - Essay Example This essay describes the topic of organizational behavior. The researcher discusses the manifestation of the tenets mentioned, that is important as it determines the extent of their dependence on the work regimes within an organization as well as the reliance on getting things done in an effective and efficient way. The different attitudes of the employees, their value systems, personality bases, ethical considerations and cultural variations depict the manner in which an organization is closely knitted. All of these factors, analyzed in the essay play a significant role in harnessing the organization behavior myth, and for the betterment of the organization itself. These pointers highlight the manner in which an organization could achieve success in the shortest possible time. Thus, it also stated by the researcher that different attributes of employees within the organizational settings puts them under all sorts of problems. However, the researcher also states that the need is to r emain proactive as far as work is concerned whilst speaking of the personality issues. These must never be discussed at length within the work settings so as to avoid minor skirmishes every now and so often. Individual attitudes need to remain sound and positive, the values strong, the personality issues steadfast towards work alone, ethical domains to the highest possible standards and the cultural differences remaining just that – cultural differences – all of this would essentially mean success for both the organization itself and employees.