Business Cycle Essays - Geoffrey H. Moore, Recessions,

BUSINESS CYCLE A business cycle is the periodic but irregular up and down movements in economic activity, measured by fluctuations in real GDP or gross domestic product and other macroeconomics variables. It is not a predictable or repeating phenomenon like the ticking of a second hand on a clock. Its timing is random and unpredictable. A business cycle describes the phases of growth and decline in an economy. A business cycle is a sequence of four: contraction, trough, expansion and peak. A contraction is a slowdown in the pace of economic activity, a trough is the lower turning point of a business cycle, usually a recession, where a contraction eventually turns into an expansion, expansion is a speedup in the pace of economic activity, and finally the peak which is the upper turning of a business cycle. ?The goal of economic policy is to keep the economy in a healthy growth rate ? fast enough to create jobs for everyone who wants one, but slow enough to avoid inflation. Unfortunately, life is com plex and many factors can cause an economy to spin out of control, or settle into a depression. The most important, factor is confidence ? that of investors, consumers, businesses and politicians. The economy grows when there is confidence in the future and in policymakers, and does the opposite when confidence drops?, states Kimberly Amadeo of Guide.com. The National Bureau of Economic Research or NBER analyzes economic indicators to determine the phases of the business cycle. The BCDC or Business Cycle Dating Committee uses quarterly GDP growth rates as the primary indicator of economic activity. The Bureau also uses monthly figures, such as employment, real personal income, industrial production and retail sales. Supply and demand can affect the business cycle. Consumers are confident in buying there will be income in the future from more employment opportunities, higher home values and stock price increases. Even a small inflation can signal demand. Demand increases employment opportunities which stimulate even more demand. This is the part of the business cycle we would all like to live in ? the Expansion Phase. Unfortunately, a recession occurs and if the contraction is severe enough then a depression could occur. The difference between a recession and a depression can be found in their definitions. A recession is a time when business activity has reached its peak and starts to fall until the time when business activity bottoms out. A depression is a recession that lasts longer and has a larger decline in business activity. Thus the difference can be found by looking at the real GDP which declines by more than ten percent during a depression and less than ten in a recession. The Concise Encyclopedia Economics article on business cycles gives a great deal of information in laymen?s terms. We know that some years, the economy is booming with growth and low unemployment rates while other years the economy and unemployment rate is not so great. The first pe rson to identify this as a Business Cycle was Arthur Burns and Wesley Mitchell. They wrote a book in 1946 titled Measuring Business Cycles which pointed out one of their key insights that many economic indicators move together. The term business cycle tends to be misleading because a cycle is a flow that continues with some timing or predictability. The business cycle has no set timing in its processing. As there is no regularity in the timing of the business cycle, one would think that there is not a reason why cycles occur in the first place. Business cycles do occur because disturbances to the economy of one sort or another push the economy above or below full employment. We, as an economical society, have watched this business cycle for over a century which gives some insight for future research and predictions. An essential component of our understanding of the business cycle is our ability to distinguish between leading, coincident and lagging indicators in the business cycle. In doing so, we can deter the easy distraction of ninety-nine percent of economic data that cannot be neatly place into any of these categories. In a typical business cycle, the economy grows and if neglected the inflation will rise.

Overview of Strategic Planning

Overview of Strategic Planning Strategic Planning As a Competitive Factor Strategic planning is a way in which organizations define their strategies and directions in order to make decisions on the allocation of their resources for purposes of pursuing various strategies. The achievement of all these is always preceded by the knowledge of the prevailing position and the gateways through which a particular course of action can be pursued.Advertising We will write a custom report sample on Overview of Strategic Planning specifically for you for only $16.05 $11/page Learn More It is a critical competitive factor as it provides the organization’s vision and mission statement (Grà ¼nig and Gaggl 80). The vision statement and the mission statement contain the vision, mission, values and the strategy of the organization. Through its vision, an association delineates what it wants to bring about and also tries to influence the environment around which it is carrying out its operations. On the other hand, the mission comprehensively describes the motivations behind the existence of the organization together with the strategies it intends to puts in place to attain its vision. The cultural beliefs that an organization holds and upon which all stakeholders share constitute its values. The decisions that are made within the organization are normally based on these values. Strategy is the way in which an organization makes policies and the methods through which the attainment and implementation of such policies are attained. Changes in the Field of Strategic Planning and Strategic Information Systems Planning Strategic information systems planning have come a long way over the years. During the 1960s, there was the era of data processing (DP) in which stand alone computers that were remote from the users were applied for the cost reduction functions. In the 1970s and 1980s, the management information system (MIS) was discovered. This system was more interconnected and di stributed. It was also regulated by a management service and it supported businesses in a user driven fashion. However, in the 1980s and 90s, there came an era of Strategic Information systems (SIS). When compared to the earlier eras, the SIS planning had more elaborate integrated systems and was extensively networked. It was also available to supportive users. This ensured that it efficiently related to the business’ strategy besides enabling the drive of the organization. The strategic information systems’ planning that is carried out using the strategic information system is complex as it is deeply rooted in business processes. The main objective of the SISP is to enable an organization to plan for its activities, to not only reduce costs of running the business but also to ensure the addition of value to its products.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Information technology has played an important role in re-engineering and redefining businesses. It has carved multiple virtual corporations offering unprecedented possibilities (Ferrell and Hartline 529). Strategic planning can also refer to as a methodical and officially documented process for selecting the most appropriate decisions that an organization needs to make in order to prosper over a certain period. In this aspect, strategic planning process is very important for the prosperity and survival of a business. Its focus should be the definition and assessment of both internal and external situations. It also implements strategy, makes adjustments and evaluates the progress of a particular business activity or project (May and May 22). The most imperative thing to reflect on when carrying out strategic planning is the nature of the needs an organization has and the direct exterior surroundings it thrives in. Industries that change their products and services regularly nee d to carry out a lot of strategic planning processes. On the other hand, the organizations that have stayed on the market for longer periods of time or that have established stable markets need fewer planning processes, which can be implemented once in a year. The most critical time during which an organization should carry out strategic planning is in the course of its commencement. In this regard, the strategic plan is embedded with the business plan, the financial plan and the market plan among others. Another scenario that requires the execution of a strategic plan is during the formation of a new business venture, or the establishment of a new department or the conception of new merchandise. It is also important to note that strategic planning should be carried out at least once in a year. This ensures that an organization is adequately prepared for every fiscal year. During this process, action plans are normally updated. However, during the implementation, the progress of the implementation needs to be reviewed even on a quarterly basis (Abraham 189). Issues affecting the Selection and Implementation of the SISP SISP is the method through which portfolio computer-based applications are branded. These applications help in the execution of business plans in order to meet the objectives of the organization. It is very crucial for the running of the business as it helps organizational managers and information technicians in the identification of strategic applications in order to align them with the needs of the business.Advertising We will write a custom report sample on Overview of Strategic Planning specifically for you for only $16.05 $11/page Learn More Over the past few decades, business leaders and their organizations have deemed it fit to include the acquisition of technological decisions as a key component tool that impacts on the organizational information system. This is normally founded on what the players in the indust ry believe in and the influence that they get from vendors and competitors. However, a positive outcome is not always guaranteed. It is against this backdrop that the idea of strategic information systems planning comes in handy. In this regard, the decisions on the information systems of an organization must be made in compliance with it direction and strategy (Grant, Hackney, and Edgar 329). The issues that normally impact on the implementation of the information systems and strategy planning include business strategy, organizational strategy and the information strategy. This strategy constitutes a synchronized set of procedures, which are set to arrive at the intention, objectives and the goals of the organization. It commences with the mission of the association and sets restrictions on the vital undertakings of the institute. On the other hand, the organizational strategy is involved with the human resource, the processes of working, internal and external structures, hiring pr actices and the business plan (Kà ¼pper 7). This is specifically designed to enable a business enterprise accomplish its goals. In order to successfully provide adequate information services, organizations need to adopt effective action plans, such as valuable information systems. The main objective of executing the strategic information systems planning is coming up with an excellent information system strategy. For the setting up of these strategies to be successfully executed, the organisation has to reflect on the key components that include: information strategy, change administration and execution strategy, information management strategy and information technology strategy. In a nutshell, the whole idea of strategic information systems planning is to give the direction a business enterprise wishes to go to while keeping in mind the information about the future prospects of the organization. This helps in decision making in the future. The most important goal of this strategi c plan is to put forward the framework for making future decisions. Apparently, planning in itself involves a lot of processes some of which are very complex (King 411). Approaches to Strategic Planning Some of the approaches to strategic planning that are in use include future research, open space, SWOT analysis and the ZOPP/OOPP/LFA. These approaches operate on the belief that the future is not pre-destined and can be changed. They also share a belief that all the significant stakeholders are important ingredients in the participation of decision making for the future actions.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Future Search Approach This is a plan is intended to unravel the circumstances that had proved taxing at the start. It is appropriate for projects or programs that rely heavily on participants’ input. It is also commonly used by the non-profit making entities that do very little business. This approach emphasizes on the need to leap forward in an appropriate time to identify the suitable conditions for the future and work toward attaining them (Simerson 201). Since it is normally manual, it consumes a lot of time and tedious. This is different from the strategic information systems planning, which is computer based. Open Space Approach This is the least structured of all the approaches available. In this approach, there lacks the preset agenda set aside for the topic that had previously been agreed upon and the time allocation for the meeting. It is also characterized by lack of planned discussions and the plenary sessions. It is the duty of the participants to create all the relevant agenda. This they do with the guidance of the facilitator. Issues that are mostly pressing are normally at the top of the agenda. As compared to the strategic information systems planning, this approach is too narrow. SISP apparently uses numerous strategies to arrive at a decision. The SWOT Analysis Approach In this approach, the planners seek to identify the strengths, weaknesses, opportunities and threats that surround an organization’s operations. It is mostly common in business environments. The strengths are those qualities that a business organization possesses, which can enable it to accomplish its mission. It is from these strengths that consistent success is made and sustained. Conversely, strengths can either be substantial or indefinable. Some of the most unique strengths that organizations experience include the expertise and the qualities of the employees, products and services, customer goodwill, process capabilities and brand loyalty. These strengths are also regarded as the beneficial aspects of the company (Fine 48). Weaknesses are the traits within an organization that derail the attainment of its objectives. They weaken the organization’s prospects of achieving its full potentiality. Some of the examples of weaknesses include inadequate or poor research, operation of machines under poor working conditions, poor decision making skills and the narrow product range. For the success of any business organization, the frequency of weaknesses must be minimized or eliminated at all cost. Some of the ways of overcoming the weaknesses include hiring competent employees, purchasing new and functioning machinery and engaging in a complex decision making process. On the other hand, opportunities are exhibited by the operating environment of the organization. This is achieved through the actions of the organization to make beneficial choices out of its operating environment. The organization must be ready to put in place measures that ensure it succeeds by initiating strategies that enable it to become profitable. A sure way for an organization to gain a competitive advantage over its competitors is to make wise use of the opportunities that come its way. However, this requires careful identification and recognition of such opportunities because it is not easy to select a target that will serve clients satisfactorily and at the same time give the business the desired results. Some of the things that could help are the availability of a new-fangled and more resourceful technology, encouraging government policies, weak antagonism and an approving market. Currently, there is an increasing demand for telecommunication products; in an industry, which is accompanied by deregulation, companies in the telecom sector can utilize this to their advantage (Bà ¶hm 13). Threats are the external factors whose influence is unfavorable enough to hinder the organization’s progress. In most of the cases, they are uncon trollable and their presence puts the stability of the business at a vulnerable state, especially if they compound with other weaknesses. Some of the most common threats to most business organizations include the frequent and consistent of unreliable technology, civil strikes by the employees, price wars and increased competition within the industry. As a strategic planning tool, SWOT analysis ensures the provision of information for strategic planning besides building on the organization’s strengths and reversing the weaknesses. In addition, SWOT analysis helps to maximize the response of the organization to opportunities so as to tap them. If carefully drafted, this strategy assists in overcoming the threats faced by the organization. By doing this, the key areas of competencies by the firm become easer to identify. The SWOT analysis approach also assists in setting up the objectives that are vital for strategic planning. To crown all these, the SWOT analysis tool puts an o rganization in a better position of knowing the past, current and future plans at a glance (Snelling 8). As a strategy formulation tool, the SWOT analysis approach is very instrumental because of its reliability and profitability. It should provide a platform upon which business organizations gauge their performance. In this case, the success of a business organization is premised upon building its strengths, correcting its weaknesses, and protecting itself against the external weaknesses and threats (Pahl and Richter 61). This approach shares the same contextual framework with the strategic information systems planning, as it is deeply rooted in explorations. ZOPP/OOPP/Logical Framework Approach This approach is also referred to as Objective Oriented Project Planning. It is a structured meeting process. It seeks to identify some of the most pressing prevailing problems by the use of the cause effect analysis. This is then followed by the search for the best strategy for the allevia tion of the identified problems. Conversely, this approach is limited in scope, time consuming and tedious when compared to strategic information systems planning approach. All this planning approaches have their cons and pros. It is upon the business organization managers to identify and come up with the most suitable approach to apply. Conclusion From the above analysis, it is true that all the approaches described above are correct in their own right under the specified circumstances. However, for elaborate business organizations, SWOT analysis could the most efficient. Nonetheless, with the introduction of information systems to run business models, the strategic systems information planning can offer tools that are even more effective and sensitive. Abraham, Stanley C. Strategic Planning: A Practical Guide for Competitive Success. Bingley, UK: Emerald Group Publishing, 2012. Print. Bà ¶hm, Anja. The SWOT Analysis. München: GRIN Verlag, 2009. Print. Ferrell, OC, and Michae l D. Hartline. Marketing Strategy. Mason, OH: Cengage Learning, 2008. Print. Fine, Lawrence G. The SWOT Analysis: Using Your Strength to Overcome Weaknesses, Using Opportunities to Overcome Threats. New York: CreateSpace, 2009. Print. Grant, Kevin, Ray Hackney, and David Edgar. Strategic Information Systems Management. Andover: Cengage Learning EMEA, 2010. Print. Grà ¼nig, Rudolf and Richard Gaggl. Process-based Strategic Planning. Berlin Heidelberg: Springer, 2011. Print. King, William Richard. Planning for Information Systems. Armonk, N.Y.: M.E. Sharpe, 2009. Print. Kà ¼pper, Alexander. Measures for Successful Strategic Information Systems Planning. München: GRIN Verlag, 2008. Print. May, Gary May, and Gary May. Strategic Planning: Fundamentals for Small Business. New York, NY: Business Expert Press, 2010. Print. Pahl, Nadine, and Anne Richter. Swot Analysis Idea, Methodology and a Practical Approach. München:GRIN Verlag, 2009. Print. Simerson, Keith B. Strategic Planni ng: A Practical Guide to Strategy Formulation and Execution. Santa Barbara, CA: ABC-CLIO, 2011. Print. Snelling, Jennifer. The Influence of the SWOT Analysis in Organizational Development Strategic Planning. München: GRIN Verlag, 2012. Print.

Global Communication Strategies Essay Example | Topics and Well Written Essays - 250 words

Global Communication Strategies - Essay Example Experts attribute these challenges to VUCA, which is, volatile, uncertainty, complexity, and ambiguity. The company emphasises on global interactions by its employees. The employees should demonstrate they have the ability to interact with other foreign communities, and be able to understand their language. In addition, the company offers its employees with intercultural literature for the purpose of studies (Daniel, 1975). The company often faces ethnocentrism barrier. It is hard for the employees to interact with other cultures because of the presence of individuals ethnocentrism. It is a belief that a persons culture is more superior to another. The barrier has prevented progression of interactions. In addition, the company is facing the barrier of intercultural communication apprehension. Majority of foreign cultures are anxious when it comes to anticipation of communication between people of different cultures. Those with higher apprehension are less likely to be sociable. The company relied on various strategies to help sort the barriers. There are two strategies; push and pull. The company focused on pull strategy. The strategy advocates for a network approach. Experts argued that the push strategy was more hierarchical. In addition, the business is supporting the idea bridging different cultures. Pull strategy is the best to create a bridge. It will assist the business develop more customised goods and services that would serve all cultures (Bollier,

Management and Spurious Correlation Research Paper

Management and Spurious Correlation - Research Paper Example The term spurious is derived from the Latin origin. It is meant to mean not true or false. Management and spurious correlations are terms that are used in the field of statistics to make assumptions about certain things and calculations. When looking at the term spurious relationship, it can duly be noted that it is commonly used in statistics and in a particular way to provide certain answers. It is specifically used in particular to help in the  experimental research  techniques which would go a long way in answering some questions. Using spurious correlation in experimenting in research techniques help in the understanding and prediction of other relationships, namely direct causal relationship. An example of a direct causal relationship can be (X > Y). There is also a relationship called a non-causal correlation. A non-causal correlation may and can be created spuriously by a factor that is called an antecedent. An antecedent, for example, causes both the relationship as show n; (W > X and W > Y). Certain variables, known as intervening variables if undetected may make the indirect causations seem to look direct (Wooldridge, 2009).  An example of an intervening variable can be seen in the form of (X > W > Y). Because of the effect of indirect causations being made to look direct, correlations that have been identified through experiment are not seen to represent  relationships otherwise known as casual. This is  unless spurious relationships can be ruled out. Only then can it happen. The purpose of this essay is to bring to light the importance of management and spurious correlations as used in statistics. As the name suggests, the essence of this essay is to bring out the importance of identifying correlations before they become misleading. This topic is important because many people tend to confuse the relationship between variables and by the end of this essay, it will be clear on the methods. In order to become a statistician or a social scient ist, it is paramount that one understands that correlation be shown by being proven statistically. The purpose of this paper is to illustrate the widespread occurrence of spurious correlation (Kleinbaum & Kleinbaum, 2008).   In order to test and prove whether a correlation between two variables or constants is genuine or spurious, there are some additional variables and equations that have to be introduced in order to widen the parameters of getting legit results. There have to be sufficient assumptions being made and they must be made in order to help with the proper identification. This proper identification is of the parameters of a wider system and will help in the obtaining of results. It the results are found that the two variables, which were original, are causally related in a wider system, then the conclusion of the correlation is that it is genuine. The difference between a true and spurious correlation is that a true correlation exists and does not have to be proven whi le a spurious one needs to undergo experiments in order to be proven to be wrong. Statistical research has been affected by the identification problem, where many statisticians have been unable to conclude on where the problem is. An example of spurious corr

What the role of organizational culture in organizational change Essay

What the role of organizational culture in organizational change - Essay Example This research will begin with the statement that organizational behavior in an organization develops over the years of the existence of the organization and is closely linked to its organizational culture. Every organization has a unique organizational culture that differentiates it from others. Organizational culture manifests â€Å"the values and basic assumptions shared among organizational members† and as such â€Å"these values tend to persist over time and are more resistant to change†. While organizational culture plays several key roles in an organization the two most dominant roles are: â€Å"adaptations to the organization’s external environment† and â€Å"coordination of internal systems and processes†. Coordinating the internal systems and processes will facilitate the formation of a common mission and this, in turn, will result in specific goals. Similarly, the reward systems for good performance as well as sanctions on poor performance are defined by the organizational culture. On the other hand, organizational change is usually manifested through the organization’s values, basic assumptions, and artifacts of which the most visible component is artifacts. Culture in organizations can be defined as â€Å"a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems†.† (Schein 1997). The behavior within the organization is a part of its culture also. Organizational behavior can be defined as â€Å"the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself† (Shajahan, 2004, p. 3). As such, it can be seen that the organizational culture and behavior are extremely di verse between the two companies. Organizational culture plays a pivotal role in shaping the organizational goals and vision. In times of organizational change it is significant that mangers take effective steps to channelize employee behavior in tune with organizational culture and vision. Managing organizational behavior is a relatively complex process in normal situations, especially if a major change occurs like mergers and acquisitions or other important structural or managerial changes within an organization. This organizational change is quite often stressful to everyone concerned. There may be fears of loss of jobs, changes in duties and responsibilities, fears (or hopes) of change in the compensation structure, and the ever present attitude of resistance to change. Organizational change is inevitable under today’s competitive environment and hence companies should be ready with management of change for the purpose of staying competitive. As per Kurt Lewin’s three step model any organization that has impending large scale changes with regard to organizational culture, structure, and behavior should follow a three step process for smooth transformation from old to new. The relatively simple concept (in principle) needs an unfreezing, moving or transition, and refreezing of attitudes as behaviors (Burke, Lake & Paine, 2008, p. 233). Employees are attuned to the working atmosphere of their former employers and hence need an unfreezing of attitudes so that they are receptive to change. The next step is to move or transform the employees to the new behavior and culture that is required in the present situation. Once this is achieved, the next logical step is to freeze the newly learnt factors into their minds. The change in organization behavior hence will only be developed through a long term perspective and cannot be planned in minute detail. It has to be planned in such a way by observing where

Christian Faith In A Postmodern Context Theology Religion Essay

Christian Faith In A Postmodern Context Theology Religion Essay The book written by Lieven Boeve, Interrupting Tradition: An Essay on Christian Faith in a Postmodern Context deals about his argumentations on the new context that challenges Christian tradition to recontextualise itself. The fact that the Catholic Church and the Catholic faith gives meaning to life and existence facing the new reality in recent years wherein the transmission of the Christian tradition is a struggle in a large part of Western Europe particularly in Flanders. Boeve divided the book into three parts contain three to four chapters each. The first part deals with clarifying the situation in which the Christian tradition finds itself. Part two shows a radical confrontation between the Christian faith and modernity, and part three provides an historical line of thought to the present day and offer an analysis of the problem of fundamental life options (postmodern context). In the first three chapters, Boeve discus tradition and its development from modern and postmodern context. Tradition, which defines as belief, passed down in a society that can presently be experienced. In Christian tradition, it is evident that these beliefs show an important role in the very foundations of Christianity. The mere fact that truth has history led the theologians on the idea of the development of tradition. Therefore, it is indeed necessary by the passing of time that every shift in context comprises a challenge to the Christian tradition to reformulate itself in dialogue in present context. This is done through a process of recontextualisation where it shows a fact that tradition is undergoing a process of development. In line with this part of the book shows tradition viewed in the modern context that has something to do with cultural modernisation process where secularisation to which religious tradition lost its primary role as source for human values, and the generalization of values presents that respect in value and truth was only viable only in private arena. On the others hand, these evolution leads to another perspective which is the modernitys master narratives where human desire of progress in his own way. In the postmodern context, it views tradition with a definitive end. This happened because of the primary issues facing it individualisation and pluralisation. Boeve in this part of the book shows not really the end of the tradition but rather it shows a wider perspective, that a person should have an individual reflexive decision that can only be experienced in faith but it lies always the reality of choosing because this remain an option. In part two, faith in the postmodern context leads to a comparison between an open and closed narrative, which shows a clearer view, more importantly with the importance of the open narrative which does provide an adequate opportunity for a recontextualisation of the Christian narrative in our postmodern context. From these, Boeve shows way that leads closed narrative towards an open narrative and experience the modern experience of transcendence. Boeve, finally tackles in the last part of the book about the foundation of an open Christian narrative. This deals with the recontextualisation of Christian narrative in the actual context. It shows here in giving purpose to a Christian narrative. This purpose showed by the author is done by God who definitely revealed Godself in a specific human person which is Jesus. It also stated in this part about the negative theology. It is the authors intention that through this negative theology, may see the interruption of Christian narratives by God that the God who is incomprehensible, hidden and absent still can be revealed. In addition, Christianity Interrupted by the world religions, Boeve pictures different parables as a way of explaining Christianity interrupted by the world religions. In the present day situation, we may include ourselves having different narratives because in light of searching for truth, we are engaging on the same reality of being blind or having different perspective- plurality. It can also be like the parable of the ring, which indicates and tries to reveal who is the best among religions and who had the ultimate hold to the truth, but in line with the interpretation, no one can claim as the best holder of the truth. Final judgement is deferred until God comes. At the last part of the book, which is the epilogue, Boeve conclude with a reflection on the position of the Christian in the contemporary world. It is clearly stated here that faith is no longer a socio-structural option but it is a genuine faith option as an explicit choice for the Christian narrative to build human framework for a particular narrative. Faith as a faith option implies a religiously-motivated critical consciousness. Lastly, the content of the faith in the end under the pressures of modernity, one may gain nothing but worthlessness. However, Boeve shows still a positive outcome behind this situation that one may misled but soon he will find the right direction. Interrupting Tradition effectively shows the situation of Christian faith in the postmodern context by providing a perspective about the current situation of the tradition. This is the reality in that challenges tradition to be recontextualised itself. The author achieved his goal by providing this book a title that is relevant and really interrupts tradition. Likewise, it also interrupts the reader by showing arguments and facts of the reality facing by tradition. This book presents a new understanding in the part of the reader that eventually affects his own perspective and to be aware of the Christian tradition facing a dilemma. It also provides material that can lead a person to rethink what he believes. Nevertheless, even though this is the reality, every reader of this book must gain enough courage to engage in a dialogue and turn to praxis. Moreover, after reading this book we end full of hope with strength to face the new tomorrow and thanking God for giving us our own tradition as a source of foundation of our Christianity. We are in the darkness but soon find the light. As what is stated in the last part of the epilogue (p. 183), Perhaps such an open concept may be compared with a compass that, wherever one may be in the world, always points north and thus helps one finding the right direction to follow.

Music in William Shakespeare’s Plays :: Biography Biographies Essays

Music in Shakespeare’s Plays    Elizabethans, during the time of the notorious William Shakespeare (1564-1616), were extremely sensitive to beauty and grace and had an undying enthusiasm for music and poetry. Music was a vital part of Elizabethan society; it was thought that a man who could not read music or understand it was poorly educated. The common entertainment and amusement was centered on music, song, and dance, people of all classes enjoyed the splendor of the music at this time. Since music was so popular and so widely understood, it is little wonder that most Elizabethan plays, including Shakespeare’s plays, have music in them.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Shakespeare uses music in his plays for several reasons, all of which are extremely significant. The first is evident in which music was so popular during this time that it influenced the performed plays. Shakespeare had a mixed audience who enjoyed and attended his plays. Music, which was understood practically universally allowed everyone to understand his plays and relate to them more easily. If people did not understand the language or the plot, the music could make it easier for them to follow along.      Secondly, on the stage music played a very important role. Music contributed to the atmosphere and set the mood in many of Shakespeare’s plays.   There was a special musicians’ gallery above the stage, the music sometimes was played on the stage, and there were occasions when it was played under the stage to achieve an eerie effect. During comedy plays gentle songs would be played with the lute and during tragedies and histories the sounds of trumpets and drums would echo through the theater. For example, if a king entered the trumpets would sound and everyone would know who it was. The Twelfth Night is also a good example; it includes instrumental serenades and rousing drinking songs, all to show the gaiety and sadness for the mood of the play.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Some songs and music are intended to represent a soliloquy, when private thoughts and feelings are performed. Songs, music, and sound effects represent themes, tones, moods, emotions, and even people. Shakespeare, being a lyric poet, used fifty or more songs in his plays and wrote hundreds of stage directions calling for music.