An Analysis of H.G. Wells The Invisible Man Invisible Man Essays

"The stranger came early in February, one wintry day, through a biting wind and a driving snow. He was wrapped from head to foot, and the brim of his soft felt hat hid every inch of his face but the shiny tip of his nose. He staggered into the Coach and Horses (an Inn in Ipling), more dead than alive"(p.11) The stranger was the invisible man. The Invisible Man was written by H.G. Wells, and published in 1964. The invisible man is a dynamic character who was changed by society. He seemed to start out as a quiet man who didn't like to be disturbed. Things that some of the people did made him angry to the point that at the end he was killing people for no apparent reason. In the beginning I wanted the people to leave the Invisible Man alone, but by the end he needed to be killed. Before he made himself invisible, he was an albino. His name was Griffen, and he was living in a rented place, where he would conduct his experiments. He kept getting pissed off at his landlord, who was constantly bothering Griffen. With the landlord always around, Griffen was always afraid that someone would figure out how he was making things transparent. He thought that becoming invisible was a utopian idea, and he didn't want someone stealing his idea. Griffen was so stuck on his invention that he didn't take the time to think the whole thing out. He comes across as a nervous character at this point in the story. The landlord made him very angry and he decided to run the experiment on himself. Once he was invisible, he destroyed his machine, and because he was so angry he burned the house down. As he walked the streets he was leaving muddy footprints. Some boys saw the footprints and the ghostly feet that made them. Immediately, the boys drew a crowd and started chasing the feet. This made him cautious, and he realized that it wasn't going to be easy to stay invisible. He needed clothes and shelter, so he went to a department store where he thought he could steal clothes after they closed. He needed to be visible to get his money and his books. His plan didn't work so well and he had to leave with nothing. He finally got some clothes by knocking out the owner of a costume shop and stealing what he needed.

Development and application of a diatom-inferred pH model Research Paper

Development and application of a diatom-inferred pH model - Research Paper Example The RMSE gives a measure of the ‘apparent’ error in the model and thus over-optimistic while the RMSE calculated using bootstrap is a more reliable indicator of the true predictive ability of a transfer function. Analysis of the dataset with both simple weighted averaging (WA) and weighted averaging with tolerance down-weighting (WA(tol)) resulted in the selection of WA for pH reconstructions as it gave lower estimates of the RMSEP (Table 2). After having decided on criteria that maximize the performance of the model, I have applied it to a lake sediment core, Llyn Hir to perform a pH reconstruction. In WA reconstructions, averages are taken twice, once in WA regression and once in WA calibration. The resulting shrinkage of the inferred environmental variable is corrected for using inverse or classical deshrinking regression (Birks et al., 1990). Following analyses using both methods, trends in residuals revealed that inverse deshrinking was more prone to be biased than classical deshrinking technique (Table 3). The resulting WA classical deshrinked transfer function was applied to fossil diatom assemblages enumerated from the Llyn Hir sediment core. WA regression and calibration (both with and without tolerance down-weighting) were performed using C2 Programme. The WA model shows a strong predicted relationship between observed pH and diatom-inferred pH values (r2 = 0.83) (Figure 2). Statistical results for both simple and tolerance down-weighted WA show that the predictive ability of the WA and WA(tol) models, in terms of the predicted r2 and the RMSEP, are comparable (Table 2). Simple WA was chosen as it gives slightly higher predicted correlation between measured and diatom-inferred pH and lower predicted estimates of the error in this model. A total of 124 diatom taxa were observed throughout the Llyn Hir core, 8 of which did not occur in the training dataset. This means that over 90% of the diatoms occurred in training set which makes our

Can Amanda Turn Her New Business Around Before It Is Too Late Case Study - 1

Can Amanda Turn Her New Business Around Before It Is Too Late - Case Study Example The four major management functions, planning, organizing, influencing, and controlling, play a significant role in performing the daily activities of an organization. The concept of planning sets specific goals for organizations, managers, and other employees. In the opinion of Pride, Hughes, and Kapoor (2010), planning assists the management team to understand where the organization is, how to make the organization move along the specified path, and when to take appropriate measures to achieve the targeted organizational goals etc (pp.169-170). Elimination of uncertainties, minimization of impulsive and arbitrary decisions, quick resource allocation, effective use of resources, adaptive responses, anticipative action, and integration of various decisions and activities are other benefits usually obtained from planning. According to Hurd, Barcelona, and Meldrum (2008, pp.42-43), ‘organizing’ is an effective functional element of management that assists the firm to achieve the targets set in the planning phase. Organizing aids a firm to distribute the works effectively among its employees. Organizing is essential to clarify the powers of every manager and the way he has to exercise those powers. This practice will also prevent managers from taking unfair advantages of their position. Similarly, work coordination, effective administration, growth and diversification, sense of security, and scope for new changes are some other fruitful outcomes of organizing. A manager’s level of success or failure is determined on the basis of his/her ability to influence people within the particular department. When managerial individuals effectively deploy their influencing skills, they exude a positive energy that would highly motivate their subordinates. This motivation will directly enhance organizational productivity and thereby profitability. In the view of Marquis and Huston (2009, p. 434).