Management Styles at Ford and Nissan

Management Styles at Ford and Nissan In this assignment I have highlighted different management styles of Automobile industries by considering their motivational and organizational Theory of management. I have explained some social factors and also the Impact of technology on management and leadership behavior. The first part of the assignment discuss the introduction of both companies .i.e. Ford and Nissan, their management behavior and impact of such behavior on business performance. Than motivational theories how it changes the behavior of company and last impact of technology on the performance, structure and layout of the companies. INTRODUCTION In todays competitive market managers have to perform various roles in the organization. Their handling of different situation depends on their management styles. In the motivational theory the top leadership and the executive management understands the active needs active for employees motivation and give the purpose for being motivated. Organizational theory, for a successful organization, focus on the establishment of coordination that how management and employees by strengthening themselves can achieve the common organizational goals PURPOSE OF ASSIGNMENT Everything is done for some definite motive; here we are making our assignment for a definite purpose. The completion and submission of this assignment is an integral part of Advance Diploma in Business Management from London Essex College. Through assignment students will familiarize with management practices and behavior role that they have to play during their professional careers The students not only acclimatize themselves to the corporate environment but also learn to assume responsibility, co-operation and teamwork the hallmarks of modern management and the most important we have to pass our module as well. APPROACH As for as approach is concerned here we applied the management thoughts and theories of our respective companies. We applied different academic models, academic research, class room notes, our personal experience, industry publication, means both primary and secondary research on automobile industry as s well as review and analysis of it. INTRODUCTION OF FORD AND NISSAN MOTORS FORD MOTOR The Ford Motor Company is an American multinational corporation based in Dearborn, Michigan, a suburb of Detroit. It is the third largest automaker based on worldwide vehicle sale in US after General Motors and Toyota. The automaker was founded by Henry Ford and incorporated on June 16, 1903. In addition to the Ford, Lincoln, and Mercury brands, Ford also owns a small stake in Mazda in Japan and Aston Martin in the UK. Fords former UK subsidiaries Jaguar and Land Rover were sold to Tata Motors of India in March 2008. In 2010 Ford sold Volvo to Geely Automobile. Ford will discontinue the Mercury brand at the end of 2010. Ford introduced methods for large-scale manufacturing of cars and large-scale management of an industrial workforce using elaborately engineered manufacturing sequences typified by moving assembly lines. Henry Fords methods came to be known around the world as Fordism by 1914, he is also father of modern assembly line used in mass production NISSAN Nissan is a Japanese Car Company whose trade mark is Datsun. The head offices are in Japan. Nissan was used to be Japans second-Largest car company. It is an automotive, financial services and engineering industry. It produced automobile, out board motors and forklift trucks. About 176,000 employees are working at Nissan. In 1986, Nissan become the first Japanese automobile company which set the production plant in Europe at Sunderland. It is important to know the companys management philosophy, values, vision, goals, and social environment. The culture depicts the type of leadership .communication and groups dynamics within the organisatiion. Impact of Management Behavior and Organizational Culture of Ford Under the new management of Alan Mulally CEO of Ford motor company enhance overall companys performance . His management can be summed up in these points: Learn whats going on and how things work. Set goals based on good information. Communicate these goals to everyone involved. Create a process for communicating progress and results. Successful leadership hinges on such crucial skills as communication, collaboration and judgment. The CEO Alan Mulally endorsed these skills in an extraordinarily high-pressure environment. He changed Fords culture since he joined Ford and has fostered cooperation among divisions and regions that used to compete with each other for resources. Hes also modeled transparency, meeting regularly with employees and instituting a dashboard system that makes key metrics about sales and market share more visible and precise to the organization. Ford created a culture in which telling the truth, however painful it may be, gets rewarded. Every week Ford review their Business Plan with the higher management just top gather report on how well Ford meeting their targets and organisation goal. Impact on Business In 2010, Ford forecast a 2010 operating profit and posted $2.7 billion in net income for last year Ford recovered the benefits ,after three annual losses the full-year profit was Ford first after 2006. More importantly, Ford gained U.S. market share for the first year since 1995, with new models such as the revamped Taurus. The likes of GM and Chrysler, meanwhile, reorganized with federal aid. Fords profit and cash from operations have been improving with better pricing and cost savings. 6- MANAGEMENT APPROACH OF FORD MOTOR COMPANY Ford Motor Company requires all its employees to be an expert , which encourages specialization. Thus, Ford is a functional organization. Each employee reports to a functional manager. At the same time, they understand the importance of a focus on the final product. As a result, a matrix organization is created where each employee also reports to a chief engineer who represents the interests of the customer. Meetings are conducted every two days to coordinate the relations between chief engineers and functional managers. Fords structure also has other formal mechanisms facilitating communication among functions, such as module development teams, which are cross-functional teams that bring together product and production engineers. Through this structure, Ford strikes a balance between being highly traditional and bureaucratic while at the same time agile and innovative. Ford culture and structure constantly emphasis on learning and continuous improvement .All employees from different levels are expected to analyse the actual and standard performance and if there is any problem there, than understand the cause of all problems. A theoretical framework is made in respect with cause and effect relationship, means what factors causes that problems, how this problem can be solved, when this problem will solved and how long it take to solve that problem. Without such understanding, they believe, improvements are not likely. Their culture emphasizes rethinking of how things are done, and sayings such as never be satisfied and theres gotta be a better way are part of their daily life. For example, if a car comes down the assembly line with a defect, fixing the defect is not the priority. Instead, the emphasis is on understanding the cause of the defect so it is not repeated. In addition to facilitating learning at the individual and team levels, they take steps to make sure that what is learned is shared with the rest of the organization. This is achieved by putting implied knowledge into writing. Traditionally management structure was vertical where chain of command and ultimate decisions made by top management. Ford Company started the mass production with automotive tools in late1920 with standard products, special purpose machine, and standards task and efficient division of labour. The moving assembly line is the symbol of Fordism at Ford Company. Motivation techniques at Ford Motor Company New management of in 2006, turnaround plan that called for closing plants, cutting jobs and dropping some of its models. The said management removed obstacles, put new managers in place and forced feuding parts of the company to work together. Moreover the new management introduced cards printed out for every employee exhorting people to work together and accelerate development of new products Ford Motor Company uses a Positive Reinforcement Technique i.e. the ford employees are rewarded for the favorable behavior they perform according to the wishes of their manager. Impact of Management Behavior and Organizational Culture of NISSAN Nissan Company is very clear about its goals and objectives. The management of company does not believe on traditional but have their own knowledge and expertise and powerful flow of information that runs through divisions of business areas. Their strategy is simple, inspire effective performance and create value for the customers. The management regards individual vision, employee performance, commit action plans and same management practices are entrenched at every level of company. Workforce diversity is also important element, when people from different regions, cultures worked together definitely they share different thoughts but on the other way often healthy conflicts also aroused but the efficient management practice resolved that conflicts, results in operation within Nissan making the process active and direct so diverse workforce brings solutions and leads company towards new direction. Employees of Nissan share their thoughts and relationship with the employees based on mutual respect and trust. A new communication channel helps the employees to express the ideas in more effective manner. This is to somewhat the true culture of any progress company. Management Approach of Nissan Management approach of company is very good, employees are treated like the assets of the company, good friendly environment, and worker participation in decision making is the proof of that company is also practicing the impact of different management theories like Hawthorne studies where workers productivity tends upon human behavior. There is equal employment opportunity, workforce diversity, Global code of conduct within the organization, ANALYSIS OF FORD NISSAN STRUCTURE Companys Structure Company structure arrange people and job so that work can be performed for the success of any company as many writers pointed about the importance of organization structure and its relationship with company strategy, technology, environment and culture. Burns and Stalker (1961) concluded that if an organization is to achieve maximum performance than its structure must fit with or match the rate of change in its environments. Handy (1990-1993) has discussed the importance of culture in relation to organization design and structure. Organizations structure of Nissan Nissan Company has announced to introduce new organizational structure to guide Nissan. Employees and the top management understand the company structure and express their opinions easily. Traditional car company (FORD) has traditional hierarchical organizational structure that means each employees role within the organization and relationship of employees. Traditional company has narrow spans of control most important decision will be made by senior management. In the 20th century, company grows bigger and they have command and control of the organization due to the globalization and technology. Advantages of hierarchical structures All employees authority and responsibility will be defined. Specific managers and hierarchical environment motivate effectively. Employees will be loyal. Disadvantages of Hierarchical structures Company will be bureaucratic and respond slowly to changing customer needs. Horizontal communication will be poor. Usually departments make decisions so business decision will be slowly implemented. Companys culture of both organizations Culture is the sum of the beliefs and values that shape norms of behaviour and dictate the ways things get done. There are several continuums that help define an organizations culture. Is the organization driven by results and achievement, or relationships and people? Does the organization have an internal focus, or an external focus? Is the organization adaptive and flexible, or is it structured and stable?  [1]   Role of organizational culture plays in safety issues. It leads to innovation and strategic thinking. Leadership is also important cultures that every company can know that leadership affect culture. Leaders change or create culture. Cultural leadership apparently has some features in the car production companies where cultural leaders have multiple cultural leaders of the same time. All companies performance shows acceptable trade. These are traditional companies but they are growing business in the world. Organisational theories in management behaviour System theory I have chosen system theory to explain two of these companies. It was developed in 1950s and it was a biological system such as human being. It is most simple level and takes inputs. Basic Elements of a System Inputs Organization or Outputs Transformation system Feedback Boundaries and environment Objectivities and goals Organization as a system Systems theory views an organization as a complex set of dynamically intertwined and interconnected elements, including inputs, processes, outputs, feedback loops, and the environment. Any change in one element causes changes in other elements.  [2]   System theory helps to learn the company. Such as Maslows hierarchy needs. Creating doctrines of participation. Modern including of technology. Personal mastery. Mental models. Building shared vision. Team learning. Systems thinking A modern company as like Nissan should have followings characteristics. System view point Dynamic process Multi-motivated Multi-disciplinary Adaptive Probabilistic Descriptive The systems approach views organization as a system composed of interconnected and thus mutually dependent sub-systems. These sub-systems can have their own sub-sub-systems. A system can be perceived as composed of some components, functions and processes (Albrecht, 1983). Thus, the organization consists of the following three basic elements (Bakke, 1959 ):  [3]   Motivation in practice at two car companies Motivation is the most important factor which increases the performance and productivity of a company. Company implements many motivational activities such as rewards (salary, commission, and bonuses), treating the employees very well, taking an interest in the employees personal life, giving a chance to everyone at the company, building and teaching new skills and making the work interesting. Motivated workforce in Nissan is the greatest asset of the company; actually the performance of company reflects the attitudes, beliefs and passion of employees toward work. Company is motivating the employees but different ways both intrinsically and extrinsically. Promotion and empowerment are few examples, when people are empowered, their belongingness with company increased, result in increased in the productivity. Promotion is based on performance based not on seniority based system but in fact on performance based as well as there is compensation system for excellent performance of employees, this is good practice of corporate gurus of company MOTIVATIONAL THEORIES Research shows how we can motivate employees in a company. Many motivational theories and models could be employed to help to motivate the staff at any companies. Highly motivated people will give good results will in turn help to achieve the organization desire goals. Motivating staff in the car manufacturing industry is most important factor of running a business. Abraham Maslow developed a motivation theory of human needs in 1954. He mentioned that humans have a different variety of needs. Firstly, humans satisfy their basic needs then try to satisfy their other needs. A company should consider the needs of all its employees. Maslow noted five basic needs and ordered them in a hierarchy from higher to lower. Self Actualization Needs Esteem Needs Achievement Challenging Job Belongingness Needs Status Job Title Security Needs Friendship Friends in Group Physiological Needs Stability Pension Plan Sustenance Basic Salary Maslow Need Hierarchy One research study by James R. Lindner at Ohio University shows that factors which influence the motivation of employees at a company. These findings are interesting; work and good pay are influencing factors on employees at work. Further influential reward systems include job enlargement, job enrichment, promotions, internal and external stipends, monetary and non monetary compensation. These should all be considered as they have been shown to motivate employees at work.  [4]  It means that an employees behavior will change as their needs are satisfied. According to the Maslow theory, an organization should design their system to motivate its people; pay will help to satisfy the basic need.  [5]   By applying the Taylor approach of scientific management we can apply the abovementioned theory, effective hiring, training, and compensation incentives, work achievements fulfilled the needs of workers. American Ford company used this technique in assembly line of production for more production and efficient utilization of resources. When worker are provided good working conditions, fresh air, than their basic need is fulfilled, but they cant be motivated until provided by security need and later on when their primary needs are fulfilled than they shift to other needs. In contrast with company .i.e. is also fulfilling the above mentioned theory as for as concern of employees. it is fulfilling their basic need by offering handsome salary packages, based on performance when appraisal is made employee moves to next stage. The X and Y theory was developed by Douglas McGregor in 1960. Theory X suggests that managers want to direct and control their employees. It argues that employees dont like work, so managers or supervisors should punish them for this. On the other hand, according to theory Y, employees are self motivated, like to do their work and wish to achieve the organizations goals.  [6]   These are some ideas to motivate people at two companies. (Nissan and Ford) Motivating through work design Motivating through participation Motivating through targets If these two companies do not motivate its employees, commonly, some problems will occur. Absenteeism Wasting time Gossip Bucking of the system Challenging of policy Bureaucracy. Recruitment and selection report of company is analyzed that how can it maintain and carried out the staff. Some factors are including recruiting the followings factors; The business growth Filling the vacancies by resignation or termination and retirement. Internal promotion Analysis of Social Factors As for as corporate social responsibilities both companies playing an important role in the society of UK. Nissan and Ford will invest  £2 billion of worth investment in production and R D of low carbon and electric car across the England and Wales. The motive of Nissan is environmental friendly and enriching people life. When the company analyses the social factors, we should consider the followings factors. In management behavior, Social factors also influence such as the groups to which the team be longs and social status. In a group or team, several persons interact to influence the decisions. Ford and Nissan companies should consider the social factors. PESTEL analysis will explain the social factors to make the decisions. They are: Sales are relationship driven Customer expectations Relationship management is industry demand. Life time customers Customers want solution to the problems. Global /multinational company. Cultural mind set Developing countries are different levels. Different levels of service. If Ford and Nissan implement the socialization (Group and team) very well, they will get following possible outcomes, such as Job satisfaction Role clarity High work motivation Understanding of culture and perceived control High job involvement Committed to organization Tenure High performance Internationalized values. Actions will be made to encourage ethical and social behavior. Be realistic in setting values and goals regarding employee relationships Encourage input from organization members regarding appropriate values and practices for implementing the culture Opt for a strong culture that encourages and rewards diversity and principled dissent Provide training on adopting and implementing the organizations values  [7]   Impact of Technology on management behavior and work force Many of the impacts of Information Technology are straightforward. But they are not necessarily obvious, nor are they trivial (Jack Nilles, Centre for Future Research)  [8]   IT impacts on Ford and Nissan companies performance and productivity. IT provides organizational and financial benefits for companies. It is changing to business landscape. All companies cultures and business strategies use IT. Business strategy collapsing time and distance, enabling electronic commerce. Organization Culture encouraging the free flow of information. Organization Structures making networking and virtual corporations a reality Management Processes providing support for complex decision making processes. Work dramatically changing the nature of professional and now managerial work. The workplace allowing work from home and on the move, as in telework .  [9]   With the technological development UK car industry is one the leading car industry as Ford, producing a third of its global engine requirement at two UK locations and Nissans Sunderland plant, which is set to be a European hub for battery and electric vehicle production. The combination of investment in British brands and investment in the countrys personnel and plants by foreign companies also brings significant benefits to the full breadth of the UK automotive industry KEY ISSUES The key issue of Nissan is to build the corporate image and foundation in highly competitive environment and is assuming earthquake (EQ) as the most critical catastrophe. While continuous innovation, customers expectations, changing mix, management of diverse workforce are key issues of Ford Company Some of the key issues are as follows. Global production and competition. Consumers spending patterns Emerging Markets Health Care and environmental issues. Foreign Exchange rates Conclusion The management styles can be different in different organization but these management styles should bring great achievement of the organizational goals. By adapting right style of management and leadership in an organization the facilitation of working leadership between various entities of the organization is possible. Thus by comparing the overall management behavior and the structure of the organization for both Ford and Nissan I totally agree that Ford is better than Nissan in all ways. As for as UK car industry is concerned, it is very different as it perceived in 1970`s because majority of British brands are now owned by non British motors group of foreign investors, on the other hand, Aston Martin, more recently owned by Ford. Governmental policies are one the reason of decline in the decline of automobile industry in UK, so government should encourage domestic production and reduce the tariff and taxes.

Communication Style Essay

Communication is a message conveyed with words, body language, vocal inflections, and personal space and the meaning understood by the recipient. Problems occur when the message received is not the message sent. What’s My Communication Style assesses and identifies a person’s dominate communication style. It outlines the strengths and weaknesses of the four styles: Spirit, Direct, Systematic and Considerate. Knowing which style you are comfortable with and which styles you need to improve upon will increase the effectiveness of your communication. This assessment was enlightening because I scored relatively close on three of the four styles. After reviewing the details of each style, I see myself in those three characteristics. I scored 8, 7, and 6 on Spirited, Considerate and Systematic respectively. Therefore, I maintain my dominate style is Enthusiastic and adapts based on my audience. The positive aspects of a spirited style are persuasiveness, enthusiasm and working at a fast pace. Similarly, the considerate style listens well, values relationships and builds trust. I think all of these qualities are essential in project management. For example, at work I always ask how people’s families are or how their weekend went before we start a planning meeting. I listen to what each department thinks is the most important needs and tasks to be addressed during the project. Above all though, I want to gather all the facts before we get started and then decide how we are going to proceed. When problems arise during the project, I listen to each responsible department to see what they think went wrong, make my own assessment and then make plans to correct and put the project back on plan. To strengthen my spirited style, I need to focus on including everyone better so they feel like a more substantial part of the team. One trouble spot that I would like to work on is my organization skills. I’ve noticed that I gloss over the less important details if they are not written down on my to do list. Glossing over the details usually means mistakes that need to be corrected. If I were more organized and detail oriented, we could reduce the number of errors during the project. Most of the time, my teams have all different types of communication styles. During meetings, I can usually tell which style they are most comfortable with based on how they structure their questions. I make a point to address their comments or concerns in their type of style, although I do it enthusiastically. This can be a problem for me when I have a teammate that is too emotional in a meeting. I get frustrated when the conversation has little substance. I want to get the facts and to the point so that we can create an action item list for the team. Similarly, I prefer to avoid addressing conflicts. When they get brought up, I always try to find a path that will appease the masses while still keeping our goals in sight. Because I am so enthusiastic, I like being around other spirited people. It is easy for me to connect with people that are similarly good story tellers, fast paced and high energy. I am drawn to them and feel encouraged to share my experiences. At work, however, I really value people who are articulate, factual, decisive and direct. When we have action items and a deadline, I am focused and want to surround myself with like-minded individuals. I am most challenged working with people that are extremely systematic. I’m currently working with a guy in our IT department who is very precise. He will correct you if you miss speak or have inaccurate facts. I find it difficult to connect with him on a personal level. I have to remember to be overly prepared and armed with details of our project when we have a meeting. During one particular proposal meeting, I really focused on the details and had all my facts. I had an answer for all of his questions. Because I was prepared, I had built that trust that I was trying to build by connecting with him personally. In this case, adapting to my audience was a success. In conclusion, this communication style assignment has been very educational. The assessment helped me identify which styles that I am comfortable with. The lesson taught me how best to identify and communicate with my team to be a better leader. The introspection has shown me my strengths and my trouble spots with areas to focus on.

To what extent is the true of Middleton’s The Revenger’s Tragedy?

‘Sternly moral and strangely perverse' (Schoenbaum 1955:6), The Revenger's Tragedy explores the ethical complexities of the revenger figure, Vindice, through his determination to take vengeance upon the lecherous Duke. The very nature of revenge tragedy shows an inversion of the morality play, in which the protagonist would face a series of temptations and ultimately choose a virtuous life over one of evil. Revenge plays on the other hand invariably include; secret murders and plots, disguises, violence and catastrophe, all of which are presented in The Revenger's Tragedy, but also within the character of Vindice. He is not, however, the soul revenger in the play. Irving Ribner lists nine different situations which involve revenge (1962:80) and therefore it is not surprising that some critics argue that Middleton's1 work should be more accurately named ‘The Revengers' Tragedy' (Adams 1965:61). In order for Vindice, and the other malicious characters, to exact revenge, they must enter the world of their enemy, to achieve maximum devastation from the inside out; 'embracing evil in a vain attempt to destroy evil' (Ribner 1962:80). Is this, therefore, the real tragedy of the revenger, insofar as the revenger must debase himself to the level of his adversary, in order to punish him? In the opening scene of the play, Vindice holds his dead fiancie's skull in his hand and vows to get his revenge on the Duke who attempted to seduce her and subsequently poisoned her. In terms of a revenge plot, this appears very straightforward – an ‘eye for eye' (Exodus 21:24) vengeance, but this becomes more complex with the sacrifices that Vindice has to make. Initially, he must find an entrance into court which is achieved by becoming pander to the Duke's son, Lussurioso. Having previously left the court after his father's death, merely becoming involved in this society again is a compromise, exposing him to the corruption he so readily criticises. Perhaps the audience is supposed to be impressed at Vindice's restraint, being so close to an enemy and not striking immediately, though it is this determination which ultimately turns him villain from hero. As Bowers states, ‘only rather villainous revengers are presented as waiting such a period. †¦ ] No normal, sympathetic person by Elizabethan standards would harbour his wrath for such a time and withstand the promptings of religion for forgiveness' (1959:136n. ) Being under Lussurioso's command, Vindice's escape from the planned revenge is not so easy and it could be maintained that his fate is sealed from the start; not only must he kill the Duke, but his son as well. Under his guise as Piato, meaning â€Å"plated† (Neill 1996:404), Vindice sinks further into tyranny by accepting money from Lussurioso, and presumably also from the Duke, for his work. Perhaps he had no choice in this acceptance, and therefore again, Vindice's fate is marked. Neill notes the suitability of the name Piato and its associations with the repeated ‘coin' image throughout the play. As a man in disguise, Vindice is the embodiment of the ‘deceptive glitter of the whole court'; he has become the â€Å"blanched† coin, a ‘base metal plated over with silver to improve its appearance' (Neill 1996:404). In adopting this costume, Vindice becomes consumed by the traits he puts upon himself, and poisoning the Duke completes this conversion. Piato and Vindice become, characteristically as well as physically, the same person. Murray warns that ‘the name and the disguise are intended to fool Lussurioso, but we should not be fooled into seeing a contradiction of character where none in fact exists' (1964:214 original emphasis). ‘The crucial transformations in the play are effected by poisoning, figurative or literal' and the literal poisoning of the Duke is reflected in the figurative poisoning of Vindice's mind and character (Murray 1964:196). Although he has now completed his revenge plan, Vindice forgets his original purpose and not content with ‘the death of †¦ his logical victim, must scourge from court all his vicious progeny' (Bowers 1959:133). In losing focus of his initial goal, ‘Puh, 'tis but early yet†¦ ‘ (III. V. 171), Vindice aligns himself with the Duke, whose own aim had been to seduce Gloriana, but resulted in poisoning and ultimately murdering her. Murray argues that Vindice's ‘degeneration' can be followed through ‘subtle changes' in his attitude toward Gloriana and her skull (1965:124). After this episode, Gloriana is hardly mentioned and Vindice has reduced her to a similar level to himself; dressing up her skull, creating falseness, an ironic comparison with Vindice himself, as well the courtiers, having heavily painted or masked faces. This mask image is repeated with the masque at the close of the play, in which Vindice carries out his last gruesome acts in yet another disguise. The movement from simple costume to the masque brutality is a perfect example of the shift in Vindice's character. From this moment he is ‘never shown hesitating at the thought of violence' and as is noted by many critics, ‘no-one else in the major tragedies of the period goes to such extremes of takes such delight in the doing on violence on an enemy' – Vindice embodies the ‘spirit of violence' (McAlindon 1986:140). Through the enjoyment and pleasure of violence, Vindice loses all focus, control and rationality. Murray's argument that ‘[Vindice's] moral perception is blinded at the moment when disillusion cuts through to his sexual obsession, and he is driven to sadistic revenges' (1964:223) is another example of Vindice turning tyrant, by becoming the lecherous man he has despised for so many years. Vindice almost sexualises Gloriana's decorated skull, ‘†¦ methinks I could e'en chide myself / For doting on her beauty' (III. V. 68-9) and he revels in the ingenuity of his revenge on the Duke, though he does not realise that ‘it destroys the moral value of Gloriana's martyrdom, making a whore and a murderess of her' (Murray 1965:218). His lust even extends to his own sister and in trying to tempt her to court, Vindice has some of his most poetic and well-reasoned lines: ‘Why are there so few honest women but because 'tis the / poorer profession? ‘ (II. I. 225-6). McAlindon sees Vindice's plea to Castiza to prostitute herself, as the ‘depth of [his] self-deception' and although of course he is happy when she rejects his offers, the ‘image of a noble self we see in flashes is not restored in the end' (1986:146). The play's moral dilemma is of course that Gratiana and Castiza can enjoy the riches too, if they agree to become corrupted (Salinger 1982:242). In his discussions with Lussurioso, Vindice again displays this side of his personality. The audience cannot help but draw comparisons between Vindice, the Duke and also his lecherous son, in the manner that he describes lust and sexual depravity: ‘I have been witness / To the surrenders of a thousand virgins' (I. III. 49-50). Vindice's arguments seem to flow all too easily, ‘premeditated' (Ornstein 1954:85) perhaps and convince his mother within seventy lines. Nicholas Brooke argues that his decision to carry out this ‘project' has its ‘own perversity', as his rage turns to ‘excitement' and a ‘delight in the paradox' (1979:15) which leads him to a dangerous resolve, ‘to try the faith of both' (I. III. 177). Although his asides show some regret for his actions, ‘Not, I hope, already? ‘ and ‘I e'en quake to proceed' (II. I. 104, 109), Vindice appears to continue his persuasion with little further thought on the matter. Later, when he decides to punish, and almost take revenge, on his own mother for agreeing to Castiza's prostitution, Vindice exhibits some of his most morally disturbing behaviour by Elizabethan standards. Gibbons notes that ‘in a society where parental authority was so strong, a parent's submission to a child was a deep and disturbing breach of custom' (1992:88n) and the image of Hippolito and Vindice either side of their mother, presumably with weapons, is almost a direct parallel of the way in which the brothers handle the Duke: ‘Nail down his tongue, and mine shall keep possession / About his heart' (III. V. 193-4). This can be viewed symbolically where Vindice must, for his own satisfaction, kill the ‘heart' and perform psychological torment, by showing the Duke his wife and son together. It could be argued that it is this image that kills the Duke. As his next target, the murder of Lussurioso must, of course, out do the death of the Duke, despite his reasoning being less substantial. To get his change however, Vindice must now become himself and is hired to kill ‘Piato'. This symbolism releases Vindice of all mental guilt, as it allows him not only to re-enact his killing of the Duke, but also stabbing the image of himself pushes him further into the ‘manic glee' (Brooke 1979:25) of the revenger character. Neill sees this episode as if Vindice were ‘facing the image of his death' (1997:84), a form of premonition to his inevitable downfall and death at the end of the play. For the audience, this image of Vindice killing â€Å"himself† is ironic, and the idea of arranging the corpse in a lifelike way is a shocking mirror of the ‘bony lady' (III. V. 120) Gloriana. With this gesture intended to separate the characters of Piato and Vindice, this actually brings them together as one, though Vindice fails to see this, as does Hippolito who says ‘In thine own shape now I'll prefer thee to him' (IV. I. 60) Vindice constantly makes the distinction between the characters; ‘am I far enough from myself? ‘ (I. III. 1), he asks, when first dressing as Piato, and later he claims his alter ego to be ‘a witch' (V. III. 121). Although this is a popular argument, critics such as Heather Hirschfield disagree, stating that Vindice is enacting a quest for ‘self-disclosure' and is ‘less about obtaining an impossible justice and more about orchestrating scenes that allow him to proclaim his own sinfulness' (2005:113). She argues that by putting himself in situations which allow him to give rise to someone new and pure through self destruction, Vindice is actually not looking revenge at all, merely a passage to a better life. With his final confession, Vindice hopes to attain this cleansing, however this moment of self-revelation ‘shipwreck[s] him on the very sinful self that confession is meant to overcome', and perhaps this is a critique of ‘hollow' Catholic penitence (Hirschfield 2005:113). Irving Ribner agrees with this view, arguing that ‘Heaven is responsible for Vindice's fall, but heaven's instrument is time, which changes all, and reduces life to death' (1962:77-8). It could be said therefore, that the tragedy of the revenger, is not his debasement to the level of tyrant, but his impatience for exacting his revenge, and the ‘failure of his faith in heaven' (Ribner 1962:80). Vindice fails to recognise and embrace the ‘inevitability of divine retribution' and the ‘self-destructive quality of evil' and by believing that he fully understood and was in control of himself, ultimately lost grip on his moral identity (Ribner 1962:75). At times Vindice seems somewhat irrelevant to the plotline in having no ‘clear-cut opponent' and being out of control of the majority of the action. In the masque scene, for example, the deaths of Ambitioso, Supervacuo and Spurio have ‘no indication' that they were anything more than an ‘unexpected accident' (Bowers 1959: 136,7) in which Vindice was simply an innocent bystander. Vindice, however, is not the only revenger in the play and the most notable other is Lussurioso when trying to take revenge upon Piato. He mirrors, albeit unwittingly, the masking and lying that ‘Piato' had displayed, in being untruthful about the reasons he wants revenge. Lussurioso claims that Piato had disobeyed his commands and attempted to seduce Castiza for himself using jewels. Ironically, this is just what Vindice had done, on Lussurioso's behalf, yet he fails to see this paradox, and is simply angered at the falsehood. Supervacuo, Ambitioso and Spurio try to take revenge on each other, as well as their elder brother. Again, they lower themselves to each other's level, climbing over one another in an attempt to become the next Duke. It could also be argued that Antonio has the final revenge, on Vindice, by condemning him to death. Is, therefore, Antonio as guilty as Vindice? Throughout the play he is described as ‘discontented' (I. V. sd) at the death of his wife, rather than grieving, which is a term usually associated with the character of the malcontent; Lussurioso claims that ‘discontent and want / Is the best clay to mould a villain' (IV. I. 48-9) Antonio, like Vindice, is deaf to the truth, condemning Gentleman1 for allowing the Duke to leave the court alone. It is ironic, perhaps, that Antonio's sufferings are so alike to Vindice's yet h e condemns him still. The nature of the relationship between Vindice and Antonio is described by Machiavelli: †¦ hat whoever is responsible for another's becoming powerful ruins himself, because this power is brought into being either by ingenuity or force, and both of these are suspect to the one who has become powerful (1532:15) In punishing Vindice and Hippolito, Antonio protects himself. Again, conceivably Vindice's fate was sealed from the very beginning, in that by allowing Antonio to become Duke as a consequence, he became in danger. It is possible then, that the ‘blazing star' (V. III. sd) looming over the banquet and masque, marks Vindice's fate, rather than Lussurioso's. He knows it is useless to argue against Antonio, who is ‘tainted because he shares [the brothers'] guilt' (Murray 1964:228); ‘Vindice loathes vice, but he has no faith in virtue' (Ornstein 1954:86). Justice seems to be lacking at the end, just as at the beginning of the play and as a result, Vindice's work seems futile. In conclusion, it can strongly be argued that Vindice turns tyrant to punish tyranny and that from this guise he is not redeemable. However whether this is the tragedy of the revenger is still debateable. Perhaps rather, the tragedy is that Vindice could not keep up his performance, his act, long enough to succeed or even take the Duke's seat for himself. In playing himself rather than Piato, and in his confession in the final scene, Vindice metaphorically admits to being taken in by the court that is ‘so given up to evil' and despite an ‘intense awareness of his own sin', he cannot save himself (Murray 1964:192,215). By the close of the play, the audience come to the realisation that ‘those who seek justice are no less corrupted than those who seek sensual pleasure or power' (Murray 1964:228). It is impossible, however to align Vindice with the â€Å"tragic hero† character, as though despite his admittance, he fails to achieve ‘self-knowledge' and ‘he amuses himself and us so much †¦ he seems incapable of suffering and inner conflict' (Ribner 1986:151). Through the enjoyment and gratification in the deaths and violence, Vindice's confession comes to nothing. He does not argue for forgiveness or try and show his regret but merely accepts that †tis time to die when we ourselves are foes' (V. III. 112). Peter Murray argues that Vindice is one of the more ‘believable portraits of neurotic perversion in all of Jacobean drama' and therefore the ways in which he evolves as a character is truly accurate to reality (1964:247). Can therefore, turning tyrant really be Vindice's tragedy, if any other character would have come to the same fate? ‘It is worth remembering that death is what we commonly expect at the end of a revenge tragedy' and Middleton simply alters the normal style of the close of a revenge play. In showing Vindice's lack of self-recognition, the audience would leave the theatre with a ‘particular sense of imperfection' (Ribner 1962:86). The tragedy of the revenger then, is not that Vindice has turned tyrant, but that he represents everyman, and in allowing oneself to be consumed with rage, desire and lust, every one of us would come to the same fate. Vindice does not realise that he has become the butt of his own joke; Lussurioso sought to hire a villain, and he succeeded.

William Blake A Representor Of Romanticism - Free Essay Example

Sample details Pages: 1 Words: 385 Downloads: 7 Date added: 2019/06/24 Category Art Essay Level High school Tags: Romanticism Essay Did you like this example? You never know what is enough unless you know what is more than enough. This quote by William Blake in The Marriage of Heaven and Hell is just a piece of how thoughtful and unique his works are. Blake inspired everyone and was a big part of the romanticism movement. As well he influenced a great amount of writers. Born on November 28, 1757, in London, England. William Blake started writing at the age of 10, little did he know that his works would touch everyone. As a kid, he was homeschooled by his mother and at an early age the Bible influenced him and it became a big part of his life. In 1784 he set up a print shop with a friend, James Parker, but this project failed after several years. For the remainder of his life, Blake made a meager living as an engraver and illustrator for books and magazines but his journey was just beginning. Don’t waste time! Our writers will create an original "William Blake: A Representor Of Romanticism" essay for you Create order Blake started romanticism in the late 19th century when he was about 60 years old. Once he left the Royal Academy he published his book, Poetical Sketches, in 1783. From that moment on he started publishing his famous works. These were Songs of Innocence(1789) and Songs of Experience (1794). Unappreciated in life, William Blake grew in literary, and his visionary approach to writing has not only touched countless people, but they have inspired a vast amount of writers. Blakes works had many characteristics such as nature, an interest in the past, personal freedom, the supernatural, and occult, as well as imagination and emotion. For these and many more reasons Blake is considered a romantic writer. Blake, however, was different from the other romanticism writers because he was a mysterious man he had even claimed to see an angel when he was young. Another characteristic that Blake used a lot in his writing was his imagination and a great of many references to the supernatural. Blake himself believed that his writings were of national importance and that they could be understood by a majority of people. In 1824 his health began to weaken, and he died singing in London, England, on August 12, 1827. Blake was not forgotten, in his lifetime he was unknown to many except the few faithful friends. But interest in his works grew over the centuries, showing Blakes beautiful, detailed, and difficult works.