Netaji Subhas Chandra Bose Essay Example for Free

Netaji Subhas Chandra Bose Essay Known as Netaji (leader), Mr. Bose was a fierce and popular leader in the political scene in pre-independence India . He was the president of the Indian National Congress in 1937 and 1939, and founded a nationalist force called the Indian National Army. He was acclaimed as a semigod, akin to the many mythological heroes like Rama or Krishna, and continues as a legend in Indian mind. Subhas Chandra was born on January 23rd 1897 in Cuttack (in present day Orissa) as the ninth child among fourteen, of Janakinath Bose, an advocate, and Prabhavatidevi, a pious and God-fearing lady. A brilliant student, he topped the matriculation examination of Calcutta province and passed his B. A. in Philosophy from the Presidency College in Calcutta. He was strongly influenced by Swami Vivekanandas teachings and was known for his patriotic zeal as a student. His parents wishes kept him away from the Indian freedom struggle and led him into studies for the Indian Civil Service in England. Although he finished those examinations also at the top of his class (4th), he could not complete his aprecentship and returned to India, being deeply disturbed by the Jallianwalla Bagh massacre. He came under the influence of Mahatma Gandhi and joined the Indian National Congress (a. k. a. Congress). Gandhiji directed him to work with Deshbandhu Chittaranjan Das, the Bengali leader whom Bose acknowledged as his political guru. Bose was outspoken in his anti-British stance and was jailed 11 (eleven) times between 1920 and 1941 for periods varying between six months and three years. He was the leader of the youth wing of the Congress Party, in the forefront of the trade union movement in India and organized Service League, another wing of Congress. He was admired for his great skills in organization development . The Influence of Bose Bose advocated complete freedom for India at the earliest, whereas the Congress Committee wanted it in phases, through a Dominion status. Other younger leaders including Jawaharlal Nehru supported Bose and finally at the historic Lahore Congress convention, the Congress had to adopt Poorna Swaraj (complete freedom) as its motto. Bhagat Singhs martyrdom and the inability of the Congress leaders to save his life infuriated Bose and he started a movement opposing the Gandhi-Irvin Peace Pact. He was imprisoned and expelled from India. But defying the ban, he came back to India and was imprisoned again! Clouds of World War II were gathering fast and Bose warned the Indian people and the British against dragging India into the war and the material losses she could incur. He was elected president of the Indian National Congress twice in 1937 and in 1939, the second time defeating Gandhijis nominee. He brought a resolution to give the British six months to hand India over to the Indians, failing which there would be a revolt. There was much opposition to his rigid stand, and he resigned from the post of president and formed a progressive group known as the Forward Block (1939). The second World War broke out in September of 1939, and just as predicted by Bose, India was declared as a warring state (on behalf of the British) by the Governor General, without consulting Indian leaders. The Congress party was in power in seven major states and all state governments resigned in protest. Subhas Chandra Bose now started a mass movement against utilizing Indian resources and men for the great war. To him, it made no sense to further bleed poor Indians for the sake of colonial and imperial nations. There was a tremendous response to his call and the British promptly imprisoned him . He took to a hunger-strike, and after his health deteriorated on the 11th day of fasting, he was freed and was placed under house arrest. The British were afraid of violent reactions in India, should something happen to Bose in prison. The Mystery Begins Bose suddenly disappeared in the beginning of 1941 and it was not until many days that authorities realized Bose was not inside the house they were guarding! He traveled by foot, car and train and resurfaced in Kabul (now in Afghanistan), only to disappear once again. In November 1941, his broadcast from German radio sent shock waves among the British and electrified the Indian masses who realized that their leader was working on a master plan to free their motherland. It also gave fresh confidence to the revolutionaries in India who were challenging the British in many ways. The Axis powers (mainly Germany) assured Bose military and other help to fight the British. Japan by this time had grown into another strong world power, occupying key colonies of Dutch, French, and British colonies in Asia. Bose had struck alliance with Germany and Japan. He rightly felt that his presence in the East would help his countrymen in freedom struggle and second phase of his saga began. It is told that he was last seen on land near Keil canal in Germany, in the beginning of 1943. A most hazardous journey was undertaken by him under water, covering thousands of miles, crossing enemy territories. He was in the Atlantic, the Middle East, Madagascar and the Indian ocean. Battles were being fought over land, in the air and there were mines in the sea. At one stage he traveled 400 miles in a rubber dinghy to reach a Japanese submarine, which took him to Tokyo. He was warmly received in Japan and was declared the head of the Indian army, which consisted of about 40,000 soldiers from Singapore and other eastern regions. Bose called it the Indian National Army (INA) and a government by the name Azad Hind Government was declared on the 21st of October 1943. INA freed the Andaman and Nicobar islands from the British, and were renamed as Swaraj and Shaheed islands. The Government started functioning. Leader of Masses and the Military  Bose in INA Uniform 1943 Early Success and Tragic End Bose wanted to free India from the Eastern front. He had taken care that Japanese interference was not present from any angle. Army leadership, administration and communications were managed only by Indians. Subhash Brigade, Azad Brigade and Gandhi Brigade were formed. INA marched through Burma and occupied Coxtown on the Indian Border. A touching scene ensued when the solders entered their free motherland. Some lay down and kissed, some placed pieces of mother earth on their heads, others wept. They were now inside of India and were determined to drive out the British! Delhi Chalo (Lets march to Delhi) was the war cry. The bombing of Hiroshima and Nagasaki changed the history of mankind. Japan had to surrender. Bose was in Singapore at that time and decided to go to Tokyo for his next course of action. Unfortunately, the plane he boarded crashed near Taipei and he died in the hospital of severe burns. He was just 48. The Indian people were so much enamored of Boses oratory and leadership qualities, fealressness and mysterious adventures, that he had become a legend. They refused to believe that he died in the plane crash. The famous Red Fort trial wherein Boses generals and the INA officers were tried, became landmark events. Initially, the British Government thought of a court-martial, but there was a countrywide protest against any kind of punishment. For common Indians, Axis and Allied powers hardly mattered, but they could not tolerate punishment of fellow countrymen who were fighting for freedom. The British Government was in no position to face open rebellion or mutiny and a general amnesty for INA soldiers was declared. While Boses approach to Indian freedom continues to generate heated debate in the Indian society today, there is no denying of his burning patriotism, his tireless efforts to free India from inside and outside and his reckless adventures in trying to reach his goals. His exploits later became a legend due to the many stories carried by the disbanded INA soldiers who came from every nook and corner of our great country. Had he lived, Subhas Chandra Bose could have given a new turn to Independent Indias political history. But he lives on eternally in the Indian mind, more famous after his death.

Why Cats Are Bad Pets Essay Example for Free

Why Cats Are Bad Pets Essay In ancient Egypt, they held cats up high for poise and grace; they even had a goddess cat, named Bast (Bastet). When Egyptians lost their cat, they would mourn as if they lost a family member. To kill a cat, even accidentally, was an automatic death sentence. Cats were believed to be guardians of the gates of hell, and to prevent demons, ghouls, and spirits from escaping, and prevent them from entering homes of humans. So why people find this animal cute, adorable, and friendly is beyond me. Who would want a pet that was held up to be a god? That people have killed over and treated like a human? That is associated with hell and all its demons? Animals aren’t human, so these cats should be treated exactly like pets. Not equals, not â€Å"man’s best friend†, but an animal. You can’t take them everywhere with you like you can a dog, and if you leave them home, they may pee everywhere, claw up the couch, get into everything they shouldn’t, and make a ridiculous mess. Cats are a bit messy. They like to sleep everywhere, and leave their hair of the couch cushions, curtains, comforter, and your clothes. They walk on your ledges, and if you have picture frames, candles, or any type of dà ©cor, they will knock it over. It’s just a given, you’ll come home to your things on the floor. It seems like every time you’re walking, or in the kitchen, they are right there by your feet, weaving too and fro as you are trying to get from one place to the other. It’s almost like they are trying to kill you. They have no respect for your personal space. If you’re sitting on one end of the couch, taking up only one cushion, they will feel obliged to jump up on your lap and stay there till you have to move. If you do move, and come back, good luck getting back on their good side, because they want nothing to do with you. They have a lot of diva in them. One minute they want every little bit of your attention, and the next they want nothing to do with you and will hiss if you as much as reach your hand out to them. Because of this attitude, they will choose to completely ignore you, even when called by name. They are worse than women going through menopause. Sure, you don’t have to bathe a cat like you do a dog. And that can be very time consuming and expensive, especially if your dog has allergic reactions to certain substances and chemicals, but who wants to let a cat lick you, knowing where their tongue has been? It’s just disgusting, filthy, and sickening. While it’s nice to not have to bath them, during each cleaning they ingest a small amount of hair and it accumulates until it grows into a wet hairball that they need to cough up on your expensive wood flooring, your new carpet, or your bed. Another nasty habit with cats is spraying. When an un-neutered male cat feels threatened, he will spray urine everywhere, as a way of marking his territory, and claiming what’s his. They don’t care where they spray. They will go all over your house if they want to. Who wants your cat leaving their stench on your couch, bed, floor, clothes, etc.? Not me. How many people do you see taking their cat with them on car rides? Or having a nice walk in the park? Absolutely no one. If you’ve ever brought your cat in the car, you know how loud, annoying and horrible it is, not only for them but you as well. The whole time, all you hear is their pitiful meow from the carrier, which is in the very back, covered in blankets to drown out the ear-splitting screeches. Trying to get them to go on a walk with you is like dragging a brick. They don’t want to leave the comfort of their home. Dogs on the other hand, love to go on walks, car rides are a special treat for them. They will play with you, train them to do tricks, and even dress them up for Halloween. Sure you have to give them a bath every now and then, but would you prefer to have a companion as a pet, or one that acts like a temper tantrum throwing toddler?

Accountability in the UK Public Sector

Accountability in the UK Public Sector To what extent has the public sector become more or less accountable as a  result of the changes since 1980s in the way in which the public sector is  organised and managed? The following will discuss whether the public sector has become more or less accountable as a result of changes in its organisation and management since the 1980s. There have been at face value some profound changes to the public sector since the 1980s yet whether those changes have had a great impact on the public sectors accountability, or have been merely cosmetic changes will be examined below. As will be outlined below, the public sector was greatly affected by privatisation, de-regularisation, or greater central government scrutiny, as well as changes in the ways in which it was organised and managed. The differences and similarities in the methods in which both Conservative and Labour governments have wanted to change the way the public sector is organised and managed has been critical for the levels of accountability within the various parts of the public sector. The public sector accounts for a major share of the economy, the majority of government spending, alongside the bulk of the provision of public goods and services to the majority of the British population. The public sector had a tradition of not being readily accountable to the people it supposedly served, even though it could be held to account by government ministers and Parliament (Comfort, 1993 p. 491). The public sector was widely seen as being provider-centred rather than citizen-centred, an attitude, that still persists even if the emphasis of public sector organisation and management has changed (Watmore, 2005 p. 32). Since the 1980s, the aim of successive governments was to make the civil service as efficient as it is politically impartial. Central government would also focus its attention on local councils, which were responsible for a quarter of public sector spending and service provision. Councils were also accountable to the electorate, facing local elections every yea r besides being accountable to central government their performance and reliant on central funding. However, local councils have the ability to raise their own revenue from local taxation which is crucial for their organisation and management, whilst causing conflict or debates with central government. Ultimately, local councils would believe that their accountability to central government takes precedence to their accountability to the local electorate. After all, central government can abolish any council it wants, as Margaret Thatcher did (Savage and Atkinson, 2001 p.17). In 1979, the public sector was larger in size and scope than at present. The public sector did not just comprise of government departments, the civil service, or the services provided by central and local government. The public sector also included nationalised industries such as the railways, coal and steel, as well as ailing private sector firms such as British Leyland that were nationalised to keep people employed and factories open. Margaret Thatcher came to power with the intention of radically altering Britain’s economy and society, alterations that reshaped the public sector. Thus, changing the organisation and management of those parts of the public sector that unlike British Telecommunications that could not be quickly privatised, or those parts that unlike the coal industry were not left to go into extinction. The Thatcher government’s adoption of neo-liberal monetarist economic policies was intended to change the ethos and management of the public sector almo st as much it was intended to change the private sector (Fisher, Denver Benyon, 2003 pp 7 –8). Thatcherism could not dismantle the public sector, nor could it reverse the welfare state. However, the parts of the public that could not be privatised were opened to internal markets to make their organisation and management more efficient, if not more accountable (Jenkins, Independent, 2 April 1987). The enterprises that left the public sector became less accountable to the general public through Parliament, although their organisation and management became more accountable to their new shareholders. By the time the Conservatives left office in 1997, public owned enterprises produced only 2 % of gross domestic product. That compares to 12% in 1979 (Bannock, Baxter Davis, 2003 p. 309). The remnants of the public sector would become more accountable by spending budgets more effectively, reducing waste and error whilst cutting unnecessary expenditure. Government departments were set more stringent budgets, whilst both Conservative and New Labour governments have set performance stan dards for the public sector to achieve to improve efficiency if not directly increasing or decreasing accountability. The Conservatives wished to make high spending councils more submissive to central government and were rate capped if they refused to curtail their spending. Organisation and management had to be changed to avert the punishment from Westminster rather than being more accountable to the public (Coxall, Robbins Leach, 2003, p. 43). Local government was probably the segment of the public sector that has had its accountability increase the most since the 1980s. Higher unemployment and the perceived unpopularity of cutting spending on the NHS meant that welfare spending could not be cut as much as Thatcher had intended. On the other hand, the Conservatives were able to maintain tight control of local government. Funding was reduced or made conditional on working â€Å"with other public and private agencies† (Stoker, 1999 p. 1). Conversely, whilst elected local authorities were made more accountable to central government, more functions were being transferred to unelected bodies known as quangos. These quangos were spending  £ 40 billion of public money annually by 1996 with little or no accountability compared to local government or central government departments (Fisher, Denver Benyon, 2003 p. 263). Councils lost some of their greatest capital assets with the increased sales of councils during the 1980s . Thatcher had promoted these sales to increase the number of homeowners and reduce the size of the public sector without much concern about the dwindling supply of affordable housing for the poorest members of society. Conservative success in promoting home ownership through selling off council houses was shown by the 15 % increase between 1979 and 1997 (Coxall, Robbins Leach, 2003 p. 42). Councils were made more accountable for the way the remaining council houses were organised and managed, even though they had far less control of budgets, sales of council housing, and the proceeds of those sales than ever before. The Conservatives were also keen in promoting the transfer of council housing to social landlords and housing associations. Since 1997, New Labour has not tried to reverse any of those transfers of housing stock back into the public sector. In fact, New Labour has tried to expand joint public and private schemes in its efforts to increase service provision and efficiency rather than accountability (Fisher, Denver Benyon, 2003 p. 272). Accountability within the public sector for the way it is organised and managed has increased since the 1980s due to the increase in inspection and intervention from central government. The Conservatives were as enthusiastic about inspecting schools, councils and hospitals as they about greater consumer or citizen choice, market approaches and selling off what public sector assets they could. Whilst individual schools and hospitals were given greater opportunities for self-management, they were also faced with meeting performance targets, and more frequent inspections. Not only did the government want greater accountability; Parliament increased its ability to scrutinise government departments and the public sector through the expansion of the select committee system. These committees have been able to uncover much that both Conservative and New Labour government ministers would have liked to have left unknown, whilst gaining greater information from the public sector. Ministers have wanted more information from public sector management when going before select committees, increasing the pressure for public sector organisation and management to be fully accountable to the minister (Coxall, Robbins Leach, 2003 p. 245). New Labour has extended the roles and remits of inspectorates such as Ofsted, the Audit Commission and the Benefit Fraud Inspectorate. All these inspectorates have increased the accountability of public sector organisation and management, often in its attempts to meet or exceed government targets (Seldon Kavanagh, 2005 p. 77). New Labour put most of its inspectorates together under the auspices of the Office of the Deputy Prime Minister and the Department of Work and Pensions to assess local councils under the Comprehensive Performance Assessment scheme, to make them accountable for their failings or to praise them for their successes. Poor performing councils can face greater levels of inspection whilst the best performing councils can have the ir inspections reduced. The Benefit Fraud Inspectorate has had considerable success in making Housing Benefit and Council Tax Benefit more effective and councils more accountable (DWP, 2003 pp. 38-9). The 1980s not only witnessed the growth of inspection and scrutiny, it also witnessed the emergence of New Public Management to make public sector administrators more efficient by forcing them to work along private sector lines rather than more traditional public sector ones. Operating along the principles of the market economy did not make public sector organisation and management more accountable, hence the increasing use of inspectorates and nation wide performance standards (Davis, 2005 p. 11). Advances in IT have provided the basis for the public sector to improve its organisation and management, and allow for the collection of greater levels of management information for its various scrutinisers. Of course, more advanced IT allows the public sector to become citizen focused and offers the possibility of decentralised decision-making and even online benefit claims or queries from the general public. Improved IT and technology can raise the public expectation of better services. The NHS for instance has to ration new treatments that everybody wants as it has a limited budget. Accountability has to be amended to adapt to changing circumstances and technologies. New Labour has attempted to make both private and public sector companies and organisations more accountable for the electronic data they hold through the Freedom of Information Act and Data Protection Act (Watmore, 2005 p.33). The government has another motivation for developing better IT within the public sector, it can reduce the infrastructure, resources, and staff needed to provide public services. Better management of resources has allowed the Treasury to gain  £6 billion a year between 1999 and 2004 from the disposal of public sector assets. Gordon Brown also believes that greater efficiency means that 84,000 civil servants were no longer needed, a decision that provoked anger from public sector trade unions (Davies, 2005 p.11; Simpson, 2005 p. 14). Therefore, it can be successfully argued that public sector organisation and management has become increasingly accountable since the 1980s. The Thatcher and Major governments made the public sector more accountable, or at least the parts of it that could not be privatised. Thatcher’s changes were not primarily concerned with promoting accountability, that was just a consequence of her aim of reducing the public sector, curtailing trade union power and increasing control over local councils. The Major government did introduce the Citizens Charter to make public service providers more accountable to the public. New Labour has continued the trend of increasing the accountability of public sector organisation and management, although more for reasons of efficiency than any ideological attack on the public sector. The public sector has become increasingly accountable to central government, although its accountability to the general public is less obvious despite legislation such a s the Data Protection Act, which gives the public greater rights to information and making complaints. The culture within the public sector has also changed to some extent from being provider-centred to being citizen-centred. Bibliography Bannock G, Baxter R E Davis E, (2003) The Penguin Dictionary of Economics 7th edition, Penguin, London Comfort N (1993) Brewer’s Politics, a phrase and fable dictionary, Cassell, London Coxall B, Robbins L Leach R, (2003) Contemporary British Politics 4th edition, Palgrave Macmillan, Basingstoke Davies W, Is efficient government necessarily good government? Public Service Director, January 2005, A GovNet Communication, London Department for Work and Pensions (2003) – Departmental Report 2003, The Stationary Office, London Fisher J, Denver D Benyon J, (2003) Central Debates in British Politics, Pearson Education Limited, Harlow Jenkins P, â€Å"Waking Up From the Long Communist Nightmare†, Independent, 2 April 1987 Savage S P and Atkinson R, (2001) Public Policy under Blair, Palgrave Macmillan, Basingstoke Seldon A Kavanagh D, (2005) The Blair Effect 2001-5, Cambridge University Press, Cambridge Simpson J, ‘Selling Britain by the pound’, Public Service Director, January 2005, A GovNet Communication, London Stoker G, (1999) The New Management of British Local Governance, Macmillan, Basingstoke Watmore I, ‘Using IT to transform Government’, Public Service Director, January 2005, A GovNet Communication, London

How Far Can Business Methods Developed In One Country Be Applied In Another :: essays research papers fc

The question states the transferability of business methods from one country to another, via Japanese techniques. However, in order to answer, we must define the term culture, as the term culture encompasses business methods, i.e. in order to adopt foreign business methods we must adopt its culture. In Needle's (1994) definition of culture he states, "A particular interest in business is the extent to which we can learn from the business experiences of other cultures and transplant ideas d eveloped by businesses in one culture and use then in a totally different setting." A major implication of the work of Hofstede (1980) and Trompenaars (1994) and other contributors to the knowledge about international culture and management is that "cultural interpretation and adaptation" are a necessary prerequisite to the comparative understanding of national and international management practice. Hofstede suggests that while 'hard - nosed' (short termist, task/result orientated) American or Anglo-Saxon approachs to business management may work well in Chicago, they may be counterproductive in Japan. More specifically, the procedure of international cultural adaptation may be applied to the three following areas: 1. Motivation theories, 2. Leadership concepts, 3. Management by Objectives (MBO) The three areas are described by Hofstede as symptomatic of the issue at hand. Hofstede states that "not only organisations are culture bound; theories about organisations are equally culture bound." Morden (1993) comments "There is no guarantee, therefore, that theories and concepts developed within the cultural context of one country can with good effect be applied in another. This implies that it is not possible for such theories to be 'universally valid'." In the UK, interest has been awakened by the considerable investment in the economy by major Japanese firms, who have entered certain key industries, such as motor manufacturing and electronics. Whilst taking advantage of investment incentives offered by the British Government, and the range of skills offered by British workers, these Japanese companies (e.g. Toyota, Honda, Panasonic, etc.) have also introduced several of their own personnel and production practices. These have been adapted to achieve the acceptance of the managers and workers concerned, especially in relation to production methods, quality control and management worker attitudes. A comparison between east and west industrial environments can simply illustrate culture differences., In particular, Britain versus Japan. Nevertheless, a number of Japanese management practices have been adopted very successfully in a British context (e.g. Nissan). One of the important general difference between Japanese and British companies lies in the way they are funded.

Ice Cream And Tears :: Immigration Personal Narrative Russia Papers

Ice Cream And Tears Exhausted, I passed through customs towards the exit door and stepped into a new world. My father gave my still sleepy brother and me a stick of Wrigley’s peppermint gum and we experienced our first taste in our new life. Every trip back home has matured me in many ways. Every flight I reflect back on my life, time after time, and become anxious of what I was going to face coming home to Russia. Often what I was looking forward to did not happen the way I wished. Now, events that I was planning for when I would come back to our new home in the United States began to be more reliable. Coming back to Russia I especially looked forward to seeing my grandparents. I was even more excited about seeing my friends with whom I could finally share my experiences with while I was away from them, living my new life. Every time, however, this excitement was diminished by more of my friends moving away or changing their lifestyles to become too different from me. I was becoming more isolate d from both worlds. I vividly remember crowds of foreign people staring at me as I walked through the isle with our cart full of luggage. As we put away our five suitcases I was still unable to grasp the idea that I was in America. Everything looked surreal; even the air I breathed had a peculiar scent. Nowhere where I had traveled throughout Russia was the air like this, humid and warm yet crisp. As we got into the car, my father’s American friend began asking us questions; I did not hear them. My eager young mind was not only incapable of understanding them because of the language barrier but I was unable to comprehend anything that was said. I was numb to everything around me. Every time I go back to Russia I become increasingly disappointed with the life people live there. The divide between the rich and the poor is becoming so great that it seems there will never be a middle class again. More poor are becoming homeless due to the government withholding their salaries and the rich are becoming as wealthy as the majority in the Western World because they may take advantage of the foreign investments and markets. What saddens me the most, however, is the effect on the Russian children.

Defending Prospero in Shakespeares The Tempest Essay -- Tempest essay

Defending Prospero in The Tempest      Ã‚   In William Shakespeare's The Tempest, the character of Prospero brings about a great deal of debate. Modern literary critics are quick to use him as a poster child for English colonial practice in the sixteenth and seventeenth century. Many see him as person who desires complete control of everything around him from the fish-like monster Caliban to his spirit servant Ariel, even his own daughter Miranda. Others believe that Prospero's sole motive is revenge on his brother Antonio and those associated with the established power in Naples and Milan. Taken out of context, these are reasonable conclusions. However, in the development of the play, it is quite clear that these critics are incorrect. Shakespeare does not use Prospero as the symbol of European expansion westward and although Prospero is quite powerful, he is not a power hungry egomaniac. Instead, Prospero is the very figure of a noble father. He loves his daughter so much that he sacrifices everything to give her th e best opportunities for a good life. He is the slave of duty, working for the good of his people. His desire for revenge is also clearly not a motivation as he finds the strength to forgive his brother at the play's conclusion. Therefore it seems that Shakespeare's character is not being used to show the dark side of humanity, but rather the nobility of humanity and the model of a seventeenth century father.    When it comes to Miranda, Prospero can never do enough for her. Prospero's second lines states, "I have done nothing but in care of thee, of thee, my dear one, thee, my daughter" (Prospero, I, ii, 19-20). Although this line can be interpreted many ways, even as an outright lie, the assumption has to b... ...ritical Study. " 336-82. Cambridge: Cambridge UP, 1991.    Curry, Walter C. "The Characters of Shakespeare's The Tempest," Early Early Modern Literary Studies. Vers. 5.1. May 1999.    Dzelzainis, Martin. "Shakespeare and Political Thought." A Companion to Shakespeare. Ed.   David Scott Kastan. Massachusetts: Blackwell Publishers Ltd., 1999. 100-116.    Gervinus, G.G. "A review of The Tempest." Shakespeare Commentaries. (1877):787-800. Rpt.   Scott. 304-307.    Sacks, David Harris. "Political Culture." A Companion to Shakespeare. Ed. David Scott   Kastan. Massachusetts: Blackwell Publishers Ltd., 1999. 100-116.    Shakespeare, William. The Tempest. Ed. Rex Gibson. Cambridge: Cambridge UP, 1995.    Snider, Denton J. "A review of The Tempest." The Shakespearian Drama a Commentary: The Comedies. (1890). Rpt. Scott. 320-324.   

Helping Pauline Face Her Sister Death

Like Pauline we could have told God many times you created me without my knowledge about it and will take my life at your convenience.   The statement implicates that everyone knows that humans are immortal but still many are not ready to face death.   Many are afraid to die because that is leading someone to the unknown or simply the end of non-being.   Very few accept that death as a sister or a brother that will accompany us to the next life.In the case of Pauline it will be very difficult in the beginning for an existential therapist to argue with her the meaning of life when it is the reason that aggravates Pauline’s situation.   The twenty year old woman is just finding meaning in her life and the promise of an eminent death brings all her plans to a halt. Though she is filled with rage, her initiative to ask for counseling is a sure sign that she will be able cope with her anxiety.To help Pauline, first is to understand her fear that is to be able to penetrate h er emotions, her will and dispositions.   Many people are afraid to die because we die alone just like when we were born when we came to this world without anything.Next is to encourage her to face death by preparing well for it and telling her the advantage that life is not being taken away but it is simply what happens to everyone.   If she’s   been given sometime to live, it would be to her advantage to live fully the times that are still available unlike those people whose life were taken by surprise say for example the 9/11 catastrophe.   The victims did not even have the time to say goodbye or leave something pleasing for their loved ones.Making Pauline realized that there is still time left behind for everything no matter how short life is will certainly increase her hope.   In one of the book written by Josemaria Escriva he said that† it is hope in God which sets us â€Å"marvelously ablaze with love, with a fire that makes the heart beat strong and k eeps it safe from discouragement and dejection, even though along the way one may suffer and at times suffer greatly (Scheffczyk, 2006).†ReferencesScheffczyk, C. L. (2006). Grace in the spirituality of St. Josemaria Escriva [Electronic Version]. Retrieved 09 April 2008, from http://en.romana.org/art/43_8.0_2