Creon and Haemon Essay

How would you direct the confrontation between Creon and Haemon in order to achieve your chosen impact for your audience? The scene of confrontation between Creon and Haemon comes when Creon has sentenced Antigone, future bride of Haemon, to be shut up in the cave. I would want to show a contrast between the characters with costume, so that the audience would get a visual representation of their emotions. I would dress Creon in an extravagant red silken robe, with gold trimmings. This would highlight his status as King, and also the red could signify a bloodthirsty attitude, as Creon is revelling in Antigone’s fate. Contrastingly, Haemon would be wearing a simple black cotton robe, without any trimmings. This would show that he doesn’t care for superficial extravagance, and black is also a colour of mourning; this would symbolise Haemon’s feelings towards Antigone’s fate. In the opening of this scene, Creon greets Haemon pleasantly. I would direct Creon to grip Haemon’s right hand with both of his own hands, in a friendly, pleading handshake; this would show warmth for Haemon, which is what Creon wishes to express at this point. He would maintain eye contact and stand with legs shoulder-width apart He would speak in a soft tone, with a slow pace, medium pitch and a relatively low volume, again to give the impression of warmth. In the line ‘we are always comrades, and my love for you is unshaken’, I would direct the actor playing Creon to emphasise the words ‘always’ and ‘unshaken’, stressing these superlatives, in order to exaggerate the positive feelings, diplomatically Haemon’s response would be in kind, reciprocating the respect. He would accept the handshake, and keep eye contact. His vocal qualities would be as those of Haemon. He would say ‘I know I am your son, Father’, stressing the word ‘Father’ to show respect and also family love. During this exchange, they would both be very close physically, to show that they are, at this point, still emotionally close. The lighting would be a straw wash from above over the stage, of medium intensity: neutral. Creon would be next to a podium, centre-stage-left. Haemon would be centre stage, and the Chorus would be arranged in a semi-circle around them. During Creon’s following speech, I would want the audience to witness a change in Creon’s approach. The first noticeable change in attitude would be when he says ‘Don’t be taken in/ Boy. Don’t let any woman ensnare you. ‘ His tone would become harsher, and lower almost as if speaking in a whisper. He would also grasp Haemon on the word ‘Boy’, to show the audience that he wants to instil certain sexist values in Haemon, as it is a subject he feels passionately about. Furthermore, he would almost spit the work ‘woman’ and emphasise the word ‘ensnare’ to present acidity to the audience. He would say ‘Don’t be taken in, Boy’ without changing his tone or pace, simply increasing intensity, to show the audience how sincere he is. He would continue in this manner, speaking in harsh tones. The next change in Creon’s demeanour would come when he says ‘I will do it. And she must die’. Here, he would revert to speaking with authority, assertively. He would stress the modal verbs, ‘will’ and ‘must’ to show that he is completely fixed upon the idea, and is unwavering. This would show the audience his stubbornness. At this point, low-intensity, subtle red uplighting would have slowly faded in, to cast shadows upon Creon’s face to make him seem more imposing and venomous. It would be barely noticeable by the audience at this stage, as it would be slowly and subtly introduced. Creon would also step back and stand straight at this point, and pause after the line, to highlight its significance to the audience. He would have his hands calmly by his sides. Creon would continue to rant, his volume increasing, and the red uplighting becoming stronger, as the straw wash slowly faded and his hand gestures becoming increasingly evident and expansive. On the line ‘Anarchy, disobedience,’ he would be banging his fists on his podium in anger, to show the audience how passionately he feels about the subject. He would be nearly shouting at this point, and Haemon would recoil slightly, in fear and surprise at Creon’s outburst. Creon would next shift toward the end of his speech, and I would want my audience to see him bring back subtle persuasion, using the fact that he is Haemon’s father to his advantage: ‘Let it be by a man’s hand, eh son? / Not by a conspiracy of women! ‘. I would want him to go back to speaking in lower tones, almost at a stage-whisper level, as he wants to instil his own sexism, and apparent paranoia regarding women, into Haemon yet again. This repetition would show the audience just how sexist Creon is. I would therefore have the actor emphasise the words ‘man’ ‘son’, ‘conspiracy’ and ‘women’ to show this, and put one arm around Haemon. The red uplighting would also dim at this point, the straw wash becoming more prominent; this would visually represent the change in tone to the audience. Following the Chorus’ somewhat neutral response, Haemon would reply by at first speaking pleasantries: ‘It’s not for me to say you are wrong’ is quite self-deprecating and is complimentary to Creon. Haemon would therefore speak it in a soft tone, and would physically lower himself by bending knees and back slightly. His volume would be medium at this point, and he would make no hand gestures. The lighting would remain as a straw wash, all red gone at this point. Haemon would emphasise ‘me’ and ‘you’ to underline the fact he is making a direct comparison between himself and Creon. Haemon would change in approach right on the line ‘But I can sometimes hear people whisper’. The word ‘but’ here is a clear discursive marker in the text, indicating a change. Also, Haemon begins to discuss how ‘people’ see Antigone’s punishment as unjust. He would thus take a step back is if expecting an outburst from Creon, and emphasise words like ‘people’ and ‘whisper’ to show the audience that the character aims to dissociate himself from the views. He would become more pleading as the speech progresses, ‘let me beg you to have second thoughts’ and ‘I beg you Father’. This is again showing he accepts inferiority, but also makes clear to the audience that he is against his fathers actions. The metaphors regarding the failure of stubborn things would be spoken with a degree of accusation regarding Creon; Haemon would look at Creon when saying ‘inflexible’ and ‘refuses’ to indicate that there refer to Creon. At the end of the speech he says ‘Take good advice when it is offered. ‘ This is a direct question to Creon, and I would have Haemon on one knee, clasping Creon’s hand at this point, to show his desperation to the audience. In the ensuing stichomythia, I would instruct Creon to increase in volume, pace and raise his voice at the end of each sentence. Also, I would want him to spit phrases like ‘You’re a woman’s mouthpiece! ‘, whilst shaking his arms, palms clawed and facing up to show rage to the audience. Comparatively, I would instruct Haemon to remain calm, speaking in controlled tones and a steady volume throughout, making few hand gestures. Haemon would instead increase in cold contempt, by sharpening the sound of his vowels at the ends of sentences, and speaking in a low tone, and emphasising certain words. He would emphasise the word ‘demented’, but without raising the volume of his voice a great deal. Also, at the end, when Haemon says ‘†¦ this disgusting spectacle/ In company with a madman, are welcome to it’, I would want him to speak this calmly; without varying his pace. He would say this emphasising ‘disgusting spectacle’ and ‘madman’ by raising pitch and volume a little. This would show the audience that he feels contempt toward Creon, but is above just shouting. Creon, on the other hand, would be virtually screaming ‘Bring her out, the bitch’, emphasising the word ‘bitch’ by stressing the harsh vowel sound, and gesturing wildly towards the side entrance, as if indicating from where she should be brought. This would show the audience that Creon has lost his composure, and has lost control of his rage. The lighting would be red uplighting again on Creon only, to cast shadows across his face, whilst a blue gel, to mix with the straw wash, would be coming in from above. Overall, this should all contribute into presenting Haemon into an emotionally controlled, stable character, whereas Creon would appear as quite the opposite; unreasonable, stubborn and emotionally volatile. The objective would be to present the characters as such, to encourage the audience to sympathise with Haemon, even empathise with him; ideally, the audience too would feel frustrated and contemptuous towards Creon.

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Penetration is acquire new household or customer although can divided by to term, category and brand. Mix is to trade up to premium products. Last requirements to increase of share of requirements and growth category requirements. Brand Growth Strategies More Stuff More People More Money More Often Expansion Penetration MIX Requirement Expand to new domain Acquire new outside current householder or category customer -Category -Brand Trade up to premium product -Increase share of requirements – Expansion is to attract new user of brand, not include line extension or variants of current products.Using when the category growth maturing, unmet needs, and benefits transferable to another category. – Penetration can include line extension or variant of current product can separate by two parts. First category penetration are more people using category; using when low of category development, gain frost mover advantage, and opportunity to motivate to meet the needs also new ch annels opportunity. Second brand penetration are more people using brand at least one in category; using when developed category or rejected brand out of date, opportunity or adoption or point of entry. Mix can include line extension or variant of current product using when brand being dominant, opportunity for current consumer spend more money to purchases. – Requirement can include line extension or variant of current product can separate by two part. First category requirement for developing new user, make more chance for brand to meet other needs. Second share of requirement(SORE) to stealing current chance from direct competitor. Integrate Marketing Planning (IMP)IMP is process helps you to produce a commercial program in more efficient way of managing marketing communication activities that center around an idea, which create behavior changing to meet commercial objective How to apply to my group project? Our group project is Sky wife smart pen so libraries smart pen wh ich are innovative device include function that support you to record audio transfer information via wife access to your smart phone or laptop, also can send your writing information too.As guest speaker say our group project will apply libraries pen â€Å"to sell† we can expand more stuff not specific with pen to attract interest of consumer, selling product for more people to explain overall of our products functional and usage for people who don't know by doing marketing, more money absolutely all of business need more money so company can upgrade quality of products and increasing price when products quality meet demand of consumer, more often by integrate new buyer to known exactly value of product of company and promote good appearance of product before competitor.

Leadership Development Perk or Priority

CONTENT S. NO| TOPIC| 1| Introduction about the case| 2| Analyse the problem with the case using OB theories and concepts. | 3| How should Barton make her case for executive education? | 4| Reflection upon our experience of working in a group. | 5| Conclusion| 6| Referencing| ABSTRACT Karen Barton, Zendal Pharmaceuticals (senior vice president of HR) ,was annoyed when COO Palmer scorched her executive education budget by 75%.The first thought that came to Barton mind that it was a mistake, but it wasn’t a fault as Palmer patiently told Barton, sales were down by 26% and there was $300 million debts Zendal took on when it acquired Premier Pharmaceuticals, as a result Barton’s budget wasn’t the only one being cut. Palmer added that it wasn't clear what would be the return on investment of her proposed program or any of her current ones for that event. Barton's analysis had been extremely short on Quantitative benefits.Barton complained to a friend Carlo Freitas, he ad of the medical devices division about this, but Freitas disagreed: â€Å"If you want dollars, you have to show how you fit in with management's plans. You must be deliberate to fight for the resources with rest of us†. Barton bristled: â€Å"Don't you see that my department is connected to all the others? Every division benefits from the HR budget. † But she noticed that Freitas was correct. She needed to make the case that duplify her budget was a clever act even in tenacious times. Q1. Analyse the problem with the case using OB theories and concepts.Ans. Analysing the case we find the following concepts: 1. Conflict concept: â€Å"It is a disagreement between two people or group over some major issues†. In the case there is a disagreement between Palmer and Barton regarding the importance of executive education due to which Barton’s executive education budget was cut by more than 75%. 2. Understanding concept: â€Å"It relates to showing/exchanging of one’s thought with that of others†. Here Barton takes helps of her friend Frietas in order to take some decision regarding the executive education.Now regarding this decision Freitas tells her that she should provide justification for as how will executive education somewhere lead to profit of the company. 3. Communication concept: â€Å"Communication is process by which information is transmitted between individuals and/or organization so that an understanding of response results†. Barton knew about the interests of the executive towards a particular program communication with them and also encouraged the executives for enrolling in the respective program they liked. 4.Organization development concept: â€Å"It is a long term strategic which focuses on the whole culture of the organization in order to bring about planned changes† In this case Barton took a step ahead for the executives’ education for executives in the company. Barton as the mana ger of HR department was wondering as how executives can be provided with the training (organizational department). For this she took two steps: (a) Initiatives for two types of employees: * New Hires – who had to be bought up in a quick and speed way. * First level supervisors – these are high potential performers.An average enrolment was between 25 and 30 employees. (b) Low key approach : Barton’s team adopted an initiative to collect information on various programs at different B schools. Barton has encouraged executives to speak to the attendees first and look over the course materials those people had brought back. According to her this was a good way to determine whether the executives need fits with the programs theme. 5. Motivation concept: it is one of the most important concepts that best fits in the matter. Motivation Motive Motivating Engagement in work behaviourActivating needs and providing needs satisfaction on environment Needs in individuals In this case all the executives under Barton were being motivated by her for enrolling in the best suited programs and also she asked them to enrol in the programs which discouraged they felt were poor or below average. THEORIES: 1. Vroom’s theory of expectancy: â€Å"Theory deals with the variables of motivation and their interrelation†. Employee Effort Performance Reward According to the block line diagram of VTOE we can correlate the case as: (a) Employee : executives b) Effort : that are made by Barton (c) Performance: all the performance criteria can be given to Barton and her team members. (d) Reward: enrolment of executives as managers and some increment of position. 2. Leadership theory: â€Å"it is the process of influencing others towards the accomplishment of goals. It is the ability of a manager to induce subordinates to work with confidence and zeal† Behavioural theory of leadership: â€Å"this is related to the behaviour of the leader that it is some where related to what the leader does instead of hi traits†.According to the above theories of leadership we can relate to our case study as follows: Barton instead of acting as a manager acted as a leader thinking of the welfare of various executives who could be projected by executive thinking. Q2. How should Barton make her case for executive education? Ans. Barton should have focused on creating a quantitative ROI that the other executives buy into or should have revised her training program so that it does have measurable outcomes for a quantitative ROI.In order to make her case for executive education to palmer she should have explained or shown the turnover and ROI calculation as shown below.. Turnover ROI calculation: Total number of employees = 5,000 Turnover rate per year = 5% Turnover cost per employee = $20. 000 (termination,staffing,training etc) 5,000*. 05*20,000 = 5,000,000 Therefore, estimated cost of turnover per year = $ 5,000,000 Number of executive = 50 5,0 00,000/50 = 100,000 i. e estimated cost of turnover per executive = $ 100,000. Total number of employees = 5,000Reduced Turnover rate per year = 4% Turnover cost per employee = $20. 000 . 5,000*. 04*20,000 = 4,000,000 Therefore, estimated cost of reduced turnover per year = $ 4,000,000 Number of executive = 50 4,000,000/50 = 80,000 i. e estimated cost of reduced turnover per executive = $ 80,000. Saving per executive = $ 20,000 (100,000 – 80,000) Cost of training per executive = $ 12,000 Financial benefit per executive = $ 8,000 ROI = 20000/12000*100 = 167% Return for each dollar invested. Productivity ROI calculation : Number of sales specialists= 250Annual sales contribution each specialist = $ 50,000 Increase in productivity = 6% 250*50,000*. 06 = 750,000 Number of executives = 50 750,000/50 = 15,000 Estimated benefit of increased productivity per executive = $15,000 Sales increase per executive = $ 15,000 Cost of training per executive = $ 12,000 Financial Benefit per exe cutive = $ 3,000 ROI = 15,000/12,000*100 = 125 % Return for each dollar invested Therefore total ROI according to her revised executive program is as follows .. Turnover: Savings per executive = $ 20,000 Cost of training per executive = $12,000Financial bebefit per executive = $ 8,000 ROI = 167% Productivity: Added impact on contribution per executive = $ 15,000 Cost of training per executive = $ 12,000 Financial benefit per executive = $ 3,000 ROI = 125% ROI = 35,000/12,000*100=292% Return for each dollar invested Therefore by showing this calculation Barton should have explained how her program can provide financial benefit per executive with less cost of training per executive and with greater ROI for each dollar invested.. Reflection upon our experience of working in a group. Ans.For us working in a group was very beneficial as it gave us the chance to work together with new charm and refreshing ideas. Although in the beginning it was very challenging for all of us but despite o f that we worked together which at last helped us in increasing our view points towards the case study and resulted in a Better research work with thoughtful solutions for the case. Each member in our group was very motivative and gave his or her 100 percent in completing our work. Like all typical groups, in our group also there were good and bad events and moments. i. sometimes we had conflict among us over different views , but Whatever the scenario was, we learned a lot from each other and at last were very comfortable working with each other. CONCLUSION Leadership has been a major topic in management and business literature over the last few years. The rapid changes in business, technology, political and social factors has required the development of effective leadership skills. As a result leadership development programs have become an increasing priority for business and government organizations. Therefore Barton should have done a more thorough evaluation in order to Identif y the strengths and weakness of her executive development programs, * Identify the trainees which benefited the most from her program * She should have determined the costs of the program and its financial benefits to the organisation * Moreover she should have compared the costs and benefits of her training versus non training investments , the costs and benefits of different training programs to choose the best program out of it and then should have presented her case to Dave Palmer mentioning all the benefits of her executive development rogram and should have tried to convince palmer not to cut that major chunk from her program as it would be a fruitful investment for the organisation in the long run and would surely help its organisation perform well in the future. REFERENCING Margie Parikh, Rajen Gupta. (2011). exploring communication as a behaviourial process. In: Shalini negi,Sneha kumari  Organisational Behaviour. new delhi: tata mcgraw-hill education private limited. 285 .Margie Parikh,Rajen Gupta. (2011). managing conflict,stress and negotiation. In: Shalini negi,Sneha kumari  Organisational Behaviour. new delhi: tata mcgraw-hill education private limited. 307. Margie Parikh, Rajen Gupta. (2011). understanding decision making as a process . In: Shalini negi, Sneha kumari  Organisational Behaviour. new delhi: tata mcgraw-hill education private limited. 332. Margie Parikh,Rajen Gupta. (2011). understanding motivation.In: Shalini negi,Sneha kumari  Organisational Behaviour. new delhi: tata mcgraw-hill education private limited. 139. Margie Parikh,Rajen Gupta. (2011). understanding motivation. In: Shalini negi,Sneha kumari  Organisational Behaviour. new delhi: tata mcgraw-hill education private limited. 141. Margie Parikh,Rajen Gupta. (2011). understanding leaders. In: Shalini negi,Sneha kumari  Organisational Behaviour. new delhi: tata mcgraw-hill education private limited. 519-523.

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