Robert Browning and Elizabeth Barrett Browning

After reading her poems for the first time, Robert wrote to her: I love your verses with all my heart, dear Miss Barrett—I do, as I say, love these verses with all my heart. With that first meeting of hearts and minds, a love affair would blossom between the two. Elizabeth told Mrs. Martin that she was getting deeper and deeper into correspondence with Robert Browning, poet, and mystic; and we are growing to be the truest of friends. During the 20 months of their courtship, the couple exchanged nearly 600 letters. But what is love without obstacles and hardships? As Frederic Kenyon writes, Mr. Browning knew that he was asking to be allowed to take charge of an invalids life—believed indeed that she was even worse than was really the case, and that she was hopelessly incapacitated from ever standing on her feet—-but was sure enough of his love to regard that as no obstacle. The Bonds of Marriage Their subsequent marriage was a secret matter, taking place on September 12, 1846, at Marylebone Church. Most of her family members eventually accepted the match, but her father disowned her, would not open her letters, and refused to see her. Elizabeth stood by her husband, and she credited him with  saving her life. She wrote to Mrs. Martin: I admire such qualities as he has—fortitude, integrity. I loved him for his courage in adverse circumstances which were yet felt by him more literally than I could feel them. Always he has had the greatest power over my heart because I am of those weak women who reverence strong men. Out of their courtship and those early days of marriage came an outpouring of poetic expression. Elizabeth finally gave her little packet of sonnets to her husband, who could not keep them to himself. I dared not, he said, reserve to myself the finest sonnets written in any language since Shakespeares. The collection finally appeared in 1850 as Sonnets from the Portuguese. Kenyon writes, With the single exception of Rossetti, no modern English poet has written of love with such genius, such beauty, and such sincerity, as the two who gave the most beautiful example of it in their own lives. The Brownings lived in Italy for the next 15 years of their lives, until Elizabeth died in Roberts arms on June 29, 1861. It was while they were living there in Italy that they both wrote some of their most memorable poems. Love Letters The romance between Robert Browning and Elizabeth Barrett is legendary. Heres the first letter that Robert Browning sent to Elizabeth, who would eventually become his wife.   January 10th, 1845New Cross, Hatcham, SurreyI love your verses with all my heart, dear Miss Barrett,--and this is no off-hand complimentary letter that I shall write,--whatever else, no prompt matter-of-course recognition of your genius and there a graceful and natural end of the thing: since the day last week when I first read your poems, I quite laugh to remember how I have been turning again in my mind what I should be able to tell you of their effect upon me--for in the first flush of delight I  thought  I would this once get out of my habit of purely passive enjoyment, when I do really enjoy, and thoroughly justify my admiration--perhaps even, as a loyal fellow-craftsman should, try and find fault and do you some little good to be proud of herafter!--but nothing comes of it all--so into me has it gone, and part of me has it become, this great living poetry of yours, not a flower of which but took root and grew... oh, how different that is from lying to be dried and pressed f lat and prized highly and put in a book with a proper account at bottom, and shut up and put away... and the book called a Flora, besides! After all, I need not give up the thought of doing that, too, in time; because even now, talking with whoever is worthy, I can give reason for my faith in one and another excellence, the fresh strange music, the affluent language, the exquisite pathos and true new brave thought--but in this addressing myself to you, your own self, and for the first time, my feeling rises  altogether. I do, as I say, love these Books with all my heart-- and I love you too: do you know I was once seeing you? Mr. Kenyon said to me one morning would you like to see Miss Barrett?--then he went to announce me,--then he returned... you were too unwell -- and now it is years ago--and I feel as at some  untoward  passage in my travels--as if I had been close, so close, to some  worlds wonder  in chapel on crypt,... only a screen to push and I might have entered -- but there was some slight... so it now seems... slight and just-sufficient bar to  admission and the half-opened door shut, and I went home my thousands of miles, and the sight was never to be!Well, these Poems were to be--and this true thankful joy and pride with which I feel myself. Yours ever faithfully Robert Browning

History of the Yellow Star Inscribed With Jude

The yellow star, inscribed with the word Jude (Jew in German), has become a symbol of Nazi persecution. Its likeness abounds upon Holocaust literature and materials. But the Jewish badge was not instituted in 1933 when Hitler came to power. It was not instituted in 1935 when the Nuremberg Laws stripped Jews of their citizenship. It was still not implemented by Kristallnacht in 1938. The oppression and labeling of the Jews by use of the Jewish badge did not begin until after the start of the Second World War. And even then, it began as local laws rather than as a unified Nazi policy. Whether Nazis Where First to Implement a Jewish Badge The Nazis rarely had an original idea. Almost always what made the Nazi policies different was that they intensified, magnified, and institutionalized age-old methods of persecution. The oldest reference to using mandatory articles of clothing to identify and distinguish Jews from the rest of society was in 807 CE. In this year, Abbassid caliph Haroun al-Raschid ordered all Jews to wear a yellow belt and a tall, cone-like hat.1 But it was in 1215 that the Fourth Lateran Council, presided over by Pope Innocent III, made its infamous decree. Canon 68 declared: Jews and Saracens [Muslims] of both sexes in every Christian province and at all times shall be marked off in the eyes of the public from other peoples through the character of their dress.2 This Council represented all of Christendom and thus this decree was to be enforced throughout all of the Christian countries. The use of a badge was not instantaneous throughout Europe nor were the dimensions or shape of the badge uniform. As early as 1217, King Henry III of England ordered Jews to wear on the front of their upper garment the two tablets of the Ten Commandments made of white linen or parchment.3 In France, local variations of the badge continued until Louis IX decreed in 1269 that both men and women were to wear badges on the outer garment, both front and back, round pieces of yellow felt or linen, a palm long and four fingers wide.4 In Germany and Austria, Jews were distinguishable in the latter half of the 1200s when the wearing of a horned hat otherwise known as a Jewish hat — an article of clothing that Jews had worn freely before the crusades — became mandatory. It wasnt until the fifteenth century when a badge became the distinguishing article in Germany and Austria. The use of badges became relatively widespread throughout Europe within a couple of centuries and continued to be used as distinctive markings until the age of Enlightenment. In 1781, Joseph II of Austria made major torrents into the use of a badge with his Edict of Tolerance and many other countries discontinued their use of badges very late in the eighteenth century. When the Nazis Decided to Re-Use the Jewish Badge The first reference to a Jewish badge during the Nazi era was made by the German Zionist leader, Robert Weltsch. During the Nazi declared boycott upon Jewish stores on April 1, 1933, yellow Stars of David were painted on windows. In reaction to this, Weltsch wrote an article entitled Tragt ihn mit Stolz, den gelben Fleck (Wear the Yellow Badge with Pride) which was published on April 4, 1933. At this time, Jewish badges had yet even to be discussed among the top Nazis. It is believed that the first time that the implementation of a Jewish badge was discussed among the Nazi leaders was right after Kristallnacht in 1938. At a meeting on November 12, 1938, Reinhard Heydrich made the first suggestion about a badge. But it wasnt until after the Second World War began in September 1939 that individual authorities implemented a Jewish badge in the Nazi German-occupied territories of Poland. For instance, on November 16, 1939, the order for a Jewish badge was announced in Lodz. We are returning to the Middle Ages. The yellow patch once again becomes a part of Jewish dress. Today an order was announced that all Jews, no matter what age or sex, have to wear a band of Jewish-yellow, 10 centimeters wide, on their right arm, just below the armpit.5 Various locales within occupied Poland had their own regulations about size, color, and shape of the badge to be worn until Hans Frank made a decree that affected all of the Government General in Poland. On November 23, 1939, Hans Frank, the chief officer of the Government General, declared that all Jews above ten years of age were to wear a white badge with a Star of David on their right arm. It wasnt until nearly two years later that a decree, issued on September 1, 1941, issued badges to Jews within Germany as well as occupied and incorporated Poland. This badge was the yellow Star of David with the word Jude (Jew) and worn on the left side of ones chest. How Implementing the Jewish Badge Helped the Nazis Of  course, the obvious benefit of the badge to the Nazis was the visual labeling of the Jews. No longer would the rabble only be able to attack and persecute those Jews with stereotypical Jewish features or forms of dress, now all Jews and  part-Jews  were open to the various Nazi actions. The badge made a distinction. One day there were just people on the street, and the next day, there were Jews and non-Jews. A common reaction was as Gertrud Scholtz-Klinks stated in her answer to the question, What did you think when one day in 1941 you saw so many of your fellow Berliners appear with yellow stars on their coats? Her answer, I dont know how to say it. There were so many. I felt that my aesthetic sensibility was wounded. 6   All of a sudden, stars were everywhere, just like Hitler had said there were. How the Badge Affected Jews At first, many Jews felt humiliated about having to wear the badge. As in Warsaw: For many weeks the Jewish intelligentsia retired to voluntary house arrest. Nobody dared to go out into the street with the stigma on his arm, and if compelled to do so, tried to sneak through without being noticed, in shame and in pain, with his eyes fixed to the ground.7 The badge was an obvious, visual, step back to the Middle Ages, a time before Emancipation. But soon after its implementation, the badge represented more than humiliation and shame, it represented fear. If a Jew forgot to wear their badge they could be fined or imprisoned, but often, it meant beatings or death. Jews came up with ways to remind themselves not to go out without their badge. Posters often could be found at the exit doors of apartments that warned Jews by stating: Remember the Badge! Have you already put on the Badge? The Badge! Attention, the Badge! Before leaving the  building,  put on the Badge! But remembering to wear the badge was not their only fear. Wearing the badge meant that they were targets for attacks and that they could be grabbed for forced labor. Many Jews attempted to hide the badge. When the badge was a white armband with a Star of David, men and women would wear white shirts or blouses. When the badge was yellow and worn on the chest, Jews would carry objects and hold them in such a way as to cover their badge. To make sure that Jews could be easily noticed, some local authorities added additional stars to be worn on the back and even on one knee. But those werent the only rules. And, actually, what made the fear of the badge even greater were the other innumerable infractions for which Jews could be punished. Jews could be punished for wearing a creased or  folded  badge. They could be punished for wearing their badge a centimeter out of place. They could be punished for attaching the badge using a safety pin rather than sewing it onto their clothing.9 The use of safety pins was an effort to conserve badges and yet give themselves flexibility in outfits. Jews were required to wear a badge on their outer clothing — thus, at least on their dress or shirt and on their overcoat. But often, the material for badges or the badges themselves were scarce, so the number of dresses or shirts that one owned far exceeded the availability of badges. In order to wear more than one dress or shirt all the time, Jews would safety pin a badge onto their clothing for easy transfer of the badge to the next days clothing. The Nazis did not like the practice of safety pinning for they believed it was so the Jews could easily take off their star if danger seemed near. And it very often was. Under the Nazi regime, Jews were constantly in danger. Up to the time when Jewish badges were implemented, uniform persecution against the Jews could not be accomplished. With the visual labeling of Jews, the years of haphazard persecution quickly changed to organized destruction. References 1. Joseph Telushkin,  Jewish Literacy: The Most Important Things to Know About the Jewish Religion, Its People, and Its History  (New York: William Morrow and Company, 1991) 163.2. The Fourth Lateran Council of 1215: Decree Concerning the Garb Distinguishing Jews from Christians, Canon 68 as quoted in Guido Kisch, The Yellow Badge in History,  Historia Judaica  4.2 (1942): 103.3. Kisch, Yellow Badge 105.4. Kisch, Yellow Badge 106.5. Dawid Sierakowiak,  The Diary of Dawid Sierakowiak: Five Notebooks from the Lodz Ghetto  (New York: Oxford University Press, 1996) 63.6. Claudia Koonz,  Mothers in the Fatherland: Women, the Family, and Nazi Politics  (New York: St. Martins Press, 1987) xxi.7. Lieb Spizman as quoted in Philip Friedman,  Roads to Extinction: Essays on the Holocaust  (New York: Jewish Publication Society of America, 1980) 24.8. Friedman,  Roads to Extinction  18.9. Friedman,  Roads to Extinction  18. Sources Friedman, Philip. Roads to Extinction: Essays on the Holocaust. New York: Jewish Publication Society of America, 1980.Kisch, Guido. The Yellow Badge in History. Historia Judaica 4.2 (1942): 95-127.Koonz, Claudia. Mothers in the Fatherland: Women, the Family, and Nazi Politics. New York: St. Martins Press, 1987.Sierakowiak, Dawid. The Diary of Dawid Sierakowiak: Five Notebooks from the  Lodz Ghetto. New York: Oxford University Press, 1996.Straus, Raphael. The Jewish Hat as an Aspect of Social History. Jewish Social Studies 4.1 (1942): 59-72.Telushkin, Joseph. Jewish Literacy: The Most Important Things to Know About the Jewish Religion, Its People, and Its History. New York: William Morrow and Company, 1991.

Kildress Free Essays

We have developed food waste profiles for 25 of our most frequently purchased food products. These profiles highlight the percentage of total food production wasted at every stage of the value chain. Below is a selection of these profiles and a summary of how we are tackling the food waste hotshots. We will write a custom essay sample on Kildress or any similar topic only for you Order Now Potatoes To reduce losses in the field and processing we are: Reviewing waste alongside customer preferences when selecting different potato varieties using satellite and aerial mapping technology to identify specific trends In lied losses ‘Introducing new technology to remove stones earlier In processing to reduce damage To help customers reduce food waste in the home we are reviewing opportunities for modified atmosphere packaging which could help the potatoes to last longer. Field losses 9%, Processing losses 6%, Retail waste 1%, Consumer waste 39% Illustration of potatoes Cheese To help reduce the amount of cheese our customers waste at home we have: Introduced re-sellable packaging on all British cheddar standardized the on-pack shelf life Information so that customers know, for example, that all soft and blue cheeses should be used within three days of opening Added recipes on our Real Food website to provide ways for customers to use up any leftover cheese Field losses 1%, Processing losses under 1%, Retail waste under 1%, Consumer waste Illustration of a cheese board Lamb transporting lamb to improve product quality and freshness. To increase shelf life for customers we are rolling out specialized packaging. This genealogy has been successfully introduced for beef, giving customers up to an extra five days to consume the product, and we hope it will have a similar impact for lamb. Field losses 7%, Processing losses 13%, Retail waste 1%, Consumer was te 5% Illustration of lamb Within the scope of KEMP Alp’s limited assurance opinion see page 42 for more details. * Since we published our first five food waste profiles in October 2013, WRAP has published revised household food waste data which has been incorporated into our 25 food waste profiles. How to cite Kildress, Papers

Influence of Organizational Structure Types †MyAssignmenthelp.com

Question: Discuss about the Influence of Organizational Structure Types. Answer: Introduction Strategy can be defined as a combined and synchronized set of activities and commitments conducted by the managers which is intended to exploit the core competencies of the organization and to gain competitive advantage over its competitors (Gibbons, Scott and Fhionnlaoich, 2015). The organizational structure can be defined as the formal reporting associations, processes, regulations, authorities and decision making processes of the organization. The structure of the organization comprises of three elements viz. control structures, administrative structures and accountability structures. Control structures include the mechanism for assessing the performance of the human resources employed in the organizational structure. Administrative structure defines the classification of labor on the basis of tasks in the organization whereas accountability structures explain the allocation of responsibilities and authority to people in the organization (Bielawska, 2016). So, in this literature review, the various aspects of the relationship between the strategy and organizational structure will be stated along with the analysis of the findings present in the review. According to Maduenyi et al. (2015) the organization cannot exist without a proper structure. The goal of organizational structure is the allocation of the duties and responsibilities among the human resources and the synchronization of their activities to accomplish the objectives of the organization. The organizational structure comprises of the level of horizontal integration, layers of hierarchy, centralization of power and methods of communication. As per Ajagbe et al. (2016) organizational strategy can be explained as the direction and the scope of the company over a long period of time thereby assisting the organization to benefit with the help of alignment of resources. There are various components of the organizational strategy which aligns the organizational structure to accomplish the goals of the organization. It comprises of the mission statement which defines the purpose of the existence of the organization. The vision refers to the projected state of the organization in the future. The objectives intrude the discipline in the strategy. They determine the specific goals of the organization over a period of time (Waribugo and Etim, 2016). Therefore, the strategy and the structure should be aligned to achieve the goals and objectives of the organization. The transformations in the operating environment of the company and its structure must be aligned to harmonize with the organizational strategy so that the company can confront the dynamic and volatile forces operating in the industry in which it operates. The coordination of the strategy, structure, environment and the core competencies of the organization is known as Strategic Fit (Kalay and Lynn, 2014). It is a universally accepted position of many scholars that Structure follows Strategy. It suggests that every commercial activity in which the firm is involved is based on its strategies. Thus it is the main factor for the development of the organizational structure. The structure of the organization is one of the important means through which the strategy is implemented to create equilibrium between the firms competence and efficacy. The Strengths and Weaknesses of the Concepts of the Relationship between the Organizational Strategy and Structure and their Contribution to Knowledge The relationship between the organizational structure and the strategy play an important role in the success of the company. For the accomplishment of the objectives of the company, the mission, vision and objectives are interlinked to its divisional, departmental and individual goals .Thus the new strategies require a modified structure if the organization has to be operated successfully. An appropriate match between the strategy and the structure results in high performance in the company (Daniel, 2015). According to the opinion of Neis, Pereira and Maccari (2016) the success of the transformations in the strategy of the organization is also dependent on the changes in its structure. The relationship of the cause and effect between the strategy and structure can be seen in the organizations which implement the strategies of vertical integration. As and when the management of the company decides to assimilate the new production processes in its production strategies, a need for the new and modified organizational structure emerges. But this aspect also has some weaknesses. Sometimes the strategy and structural relationships may result in certain complications which may be difficult to cope up within the dynamic environment of the industry in which the company operates. The complexity of the strategic changes needs to be managed properly rather than imposing an organizational structure as it may be inappropriate for the evolution of the innovative strategies (Nickols, 2016). Also, the organizational structure can be created or modified for the wrong reasons. It may result in the failure of the planning and re-planning efforts. The interrelation and coordination of the various structural units can be incomplete. The connection of the organizational strategy with the modified structure may be ambiguous or non-existing in some cases (Jani?ijevi?, 2013). The top management cannot implement a new strategy and direction and expect the organizational structure to be molded immediately. To apply the strategic shift, a complete transformation is required within the organization itself. The change in the strategies must be based on the cause and effect analysis on the goals of the organization. If it is not well executed then it will result in the failure in executing the strategies of the organization. Thus, the strategic transformation should support the strategy (Hunter, 2015). Analysis of the findings presented in the literature review Structure and strategy are linked to each other. The company whole making the transformations in the strategy must also consider the fact that every aspect of the structure must support the strategy. It will lead to implementing the transformations which will be everlasting. Thus the success of the strategic transformations depends upon their appropriateness (Rastislav and Silvia, 2015). Transforming the strategy pertains to transforming everything in the organization. The strategy should be changed in a desirable way which is acceptable by the management at all the levels of the organization. The organizational structure and strategy decide the objectives of the company together. With clear and defined strategies about what the company aspires to achieve, it will progress to align its structure to the best possible way to achieve the objectives. For the company to accomplish its objectives, the strategy and structures must be combined thoroughly. Structure is supported by strategy (Aleksi? and Jelavi?, 2017). If the company transforms its strategy, it must change its structures accordingly. A mismatch between the two may result in failure to accomplish the objectives if the company. If there is a failure in transformation of the structure according to the strategy, it will pull back the organization to its old strategy. If strategy is about implementing a plan, then an appropriate means of structuring the activities and resources should be found and maintained. Without the proper alignment of strategy, structure and environment, the organization may face problems in achieving long term success (Anwar, Shah and Hasnu, 2016). Thus the organization should adopt the approaches of flexibility, adaptability, creativity, empowerment and support of the team to maintain a balance between the strategy and structure (Steiger, Hammou and Galib, 2014). Conclusion Hence, to conclude, it can be said that the strategy of the organization explain the methods to accomplish the goals of the organization with the available resources and capabilities, to cope up with its threats and opportunities. For coordinating the structure with the strategies, there must be a close coordination amongst all the functions of the organization. The companies adjust their structures according to their strategies. The companies with low capital adopt the simplest structures to regulate their cost of product development costs. To accomplish their goals, there must be few layers in decision making and authority structures and a centralized focus on the process improvements. References Ajagbe , M.A., Bih , J., Olujobi , J.O. and Udo , E.E.U.(2016) Which Precedes the other? Organizational Strategy or Organizational Structure. IIARD International Journal of Economics and Business Management. 2(6), pp. 50-66. Aleksi? , A. and Jelavi?, S.R.(2017) Testing for Strategy-Structure Fit and Its Importance For Performance. Management. 22(1),pp. 85-102. Anwar, J., Shah , S. and Hasnu, S.(2016) Business Strategy and Organizational Performance: Measures and Relationships. Pakistan Economic and Social Review. 54(1),pp. 97-122. Bielawska, A.Z. (2016) Perceived mutual impact of strategy and organizational structure: Findings from the high-technology enterprises. Journal of Management Organization. 22(5), pp. 599-622. Daniel , R.M.(2015) Revisiting the strategic management process through the levels of strategy analysis. Asian Journal of Management Research. 6(1),pp. 29-34. Gibbons, P., Scott, P.S. and Fhionnlaoich, C.M.(2015) Strategic management: A perspective on the development of the field of strategic management and the contribution of the Irish Journal of Management. Irish Journal of Management. 34(1), pp. 22-41. Hunter, S.D. (2015) Combining Theoretical Perspectives on the Organizational Structure -Performance Relationship. Journal of Organization Design. 4(2),pp. 24-37. Jani?ijevi?, N. (2013) The Mutual Impact of Organizational Culture And Structure. Economic Annals. LVIII(198),pp. 35-60. Kalay, F. and Lynn, G.S. (2014)The Impact of Strategic Innovation Management Practices on Firm Innovation Performance. Research Journal of Business Management.2(3),pp. 412-429. Maduenyi, S. , Oke, A.O., Fadeyi, O. and Ajagbe, M.A.(2015) Impact of Organizational Structure on Organizational Performance [online] Available from: https://eprints.covenantuniversity.edu.ng/5296/1/Paper%20140.pdf [Accessed 31st March, 2018]. Neis, D.F., Pereira, M.F. and Maccari, E.A. (2016) Strategic Planning Process and Organizational Structure: impacts, confluence and similarities [online] Available from: https://www.bbronline.com.br/public/edicoes/ahead/3112-en.pdf Nickols , F.(2016) Strategy, Strategic Planning, Strategic Thinking, Strategic Management [online] Available from: https://www.nickols.us/strategy_etc.pdf Rastislav, R. and Silvia, L. (2015) Strategic Management of Business Performance Based on Innovations and Information Support in Specific Conditions of Slovakia. Journal of Competitiveness. 7(1),pp. 3-21. Steiger, J.S., Hammou, K.A. and Galib, M.H. (2014) An Examination of the Influence of Organizational Structure Types and Management Levels on Knowledge Management Practices in Organizations. International Journal of Business and Management.9(6),pp. 43-57. Waribugo, S. and Etim, A.E. (2016) The Impact of Structure on Strategy Implementation among Telecommunication Firms in Nigeria. European Journal of Business and Management.8(14),pp. 59-68.