THE APPLE CASE Essay Example | Topics and Well Written Essays - 2000 words - 1

THE APPLE CASE - Essay Example In relation to manage global innovation, it has been apparently observed that the company has utilised latest technological advancements and effectual business strategies with the intention of offering better services as well as products to its valuable customers. Moreover, the company invests a significant portion particularly in its research and development (R&D) segment in order to manage global innovation within the electronics industry. Furthermore, the company employ improved marketing as well as promotional techniques for providing advanced technological and feature enriched products or services to its broad base of customers. Thus, it can be stated that the company focuses upon the important aspects that include introduction and development of advanced technologies and enhanced execution of marketing techniques among others for the purpose of managing global innovation within its organisation and the similar industry (Apple Inc., 2012). This discussion will emphasize upon determining the practices, models and theoretical perspectives of technology policy and the management of technological innovation relating to Apple. Various aspects such as the interrelationship between the external environment on innovation and issues in international technological management associated with Apple will also be portrayed in the discussion. With regard to the practice and theoretical perspective of technology policy and the management of technological innovation, it has been viewed that Apple has utilised the strategy of continuous developing its R&D segment as well as employing advanced technologies in order to improve its competitiveness in the global market. In this similar context, the company adopted the motto of â€Å"Think Different† for providing innovative as well as unique products to its customers as a form of managing global innovation. It can be broadly affirmed that technology is regarded as one of

Mona Lisa Essay Example | Topics and Well Written Essays - 750 words

Mona Lisa - Essay Example There is a general consensus among historians that the Mona Lisa was done between 1503 and 1519. The painting was requested by Francesco Del Giocondo, the subject’s husband and a rich silk merchant. Lisa Gherardin, who was Giocondo’s wife, came from a prominent family. The Mona Lisa is thought to have been painted to celebrate the completion of the couple’s house in 1503 and to mark the birth of Andrea, the couple’s second son, in 1502.The identity of the portrait had been a subject of speculations but in 2005, its real identity was discovered(Earls 113). The Mona Lisa is a half length portrait of a beautiful lady. The lady’s hair is covered by a delicate dark cloak. During renaissance period, a dark veil was considered a mourning veil and may have been representing the subject’s mourning of her daughter who died in 1549.Her clothing is simple. The scarp that is wrapped around her shoulders, the pleated gown and the yellow sleeve do not show any signs of nobility. The Mona Lisa was painted basing on a realistic scale. The portrait is half length and the woman is presented from the head to the waist. She is sitting in an arm chair while her left arm is resting on the chair’s arm. The arm of the chair is situated in front of loggia, which is characterized by two fragmentary pillars that form the frame of the figure and form a window that faces the background. The aesthetic nature of this artwork highlights the influence of Lombard and Florentine art of the late 15th century and early 16th century. Aspects of artwork such as the architectural settings, hands put together in the forefront, and the view of the portrait against the landscape were common in Flemish portraits of the late 15th century. However, Leornardo managed to introduce several unique and special features in The Mona Lisa. The new features are the sheer equilibrium of the painting, the monumentality, and the atmospheric illusionism exhibited by the M ona Lisa (Kemp 79). The Mona Lisa is a unique oil painting whose surface consists of cotton wood panel unlike most of the paintings that were done by other artists during Leonardo’s period, which were commonly commissioned as oil on canvas. Actually, the use of cotton wood panel as the surface of the Mona Lisa is one of the factors that have been attributed to its fame. In addition, the cotton wood panel medium has contributed to its durability. The Mona Lisa has survived for six centuries without any alteration or repair, a factor that makes it different from other artworks. Although most of renaissance period artworks denoted biblical themes, the Mona Lisa did not portray any religious theme but was created to mark Giocondo’s achievements (Earls 114).The painting shows Leornardo’s mastery of using identifiable marks when presenting his artwork. The use of shadowing technique at the corners of the eyes and lips gives the portrait a look of a delight and lifelik e appearance. Leornado also developed a background that had attractive scenery and an aerial view. The technique used by Leornado when painting did not leave

Crisis Awareness and Organizational Audit Essay Example | Topics and Well Written Essays - 750 words

Crisis Awareness and Organizational Audit - Essay Example The companies however must be aware of the underlying danger due to competition from other companies, especially the international ones. The companies reduced reputation may also mean loss of market and sales. The company must take caution on the arising effects of mortgage closers and move ahead to repair the damage by restoring trust among the clients. The companies need good and aggressive leadership to be able to forecast on what to do the arising crisis. Enough time and cash is also needed to be able to remunerate its workers well, plan and carry out research on available methods of dealing with every crisis. The companies also need creditors to be able to supply enough cash to sustain it during the crisis e.g. low sales. Legal and business advisers are also necessary to help the company come up with viable changes that are befitting and reverting the crisis. (See http://www.nationmultimedia.com/worldhotnews/read.phpnewsid=3008276

Eu Law Synopsised Judgment of Marshall Essay Example for Free

Eu Law Synopsised Judgment of Marshall Essay The case of Marshall v Southampton and South West Hampshire Area Health Authority (Teaching) (Marshall (No.1)) [1986] 1 C.M.L.R. 688 arose in the United Kingdom. It concerned a Miss Marshall who had been employed as a Senior Dietician with the Southampton and South West Hampshire Area Health Authority (Teaching) from the 23rd of May 1974 until her dismissal on the 31st of March 1980, that is to say four weeks after she reached the age of 62. Since 1975 the Southampton and South West Hampshire Area Health Authority (Teaching) had a written policy of that in general, its female employees should retire at 60 while its male employees should retire at 65. The policy stated that â€Å"the normal retirement age will be the age at which social security pensions become payable†. The policy was an implied term of Miss Marshall’s employment contract. Miss Marshall’s employers waived this general policy in the case of Miss Marshall. If her employers had not done this, then she would have been dismissed on the 4th of February 1978 (upon reaching the age of 60) but was in fact employed until the 31st of March 1980 (four weeks after she reached the age of 62), therefore her employer waived they’re general retirement policy in respect of Miss Marshall for two years. The applicable pension legislation in the United Kingdom at the time of the dismissal stated that men were eligible to receive a state pension at the age of 65 and that women were to receive state pensions from the age of 60 (Section 27 (1) of the Social Security Act 1975). However this legislation does not impose any obligation to retire at the age at which the state pension becomes payable and when a person continues in employment after the date when their state pension becomes payable, the payment of the pension is deferred. According to the order of reference, the sole reason for the dismissal of Miss Marshall was the fact that she was a woman who had passed the retirement age applied by her employer to women. In view of the fact that she suffered financial loss consisting of the difference between her earnings as an employee of her employer and her pension and also since she lost the satisfaction she got from her work, Miss Marshall instituted proceedings against her employer in the Industrial Tribunal. She contended that â€Å"her dismissal at the date and for the reason indicated by her employer which was that she was a woman who had passed the retirement age applied by her employer to women constituted discriminatory treatment by her employer on the grounds of sex and ,accordingly, unlawful discrimination contrary to the Sex Discrimination Act and Community law†. Her claim was dismissed by the industrial tribunal as it was based on the â€Å"infringement of the Sex Discrimination Act 1975, since section 6(4) of that Act permits discrimination on the grounds of sex where it arises out of provision in relation to retirement ; the Industrial Tribunal took the view that the employers general policy constituted such provision† but her other claim that the principle of equality of treatment laid down by directive 76/207 had been infringed was upheld by the industrial tribunal. Miss Marshall appealed this case to the Employment Appeals Tribunal and they upheld the decision of the Industrial Tribunal as regards that the claim was based on the infringement of the Sex Discrimination Act 1975, since section 6(4) of that Act permits discrimination on the grounds of sex where it arises out of provision in relation to retirement but in relation to the second question, the Employment Tribunal set aside the question of whether the dismissal violated the principle of equality of treatment laid down by Directive 76/207, because although it did violate directive 76/207, the Employment Appeals Tribunal said that an individual could not rely on an infringement of a directive before a United Kingdom Court or Tribunal. Miss Marshall appealed the decision of the Employment Appeal Tribunal to the Court of Appeal of England and Wales. The Court of Appeal stated that Southampton and South West Hampshire Area Health Authority (Teaching) was â€Å"constituted under section 8(1)A(b) of the National Health Service Act 1977 and was therefore an â€Å"emanation of the State†Ã¢â‚¬ . The Court of Appeal of England and Wales referred two questions to the Court of Justice for a preliminary ruling, for an interpretation of European Union law. These questions were; 1. Whether the dismissal of Miss Marshall after she was sixty and on the grounds that she was a woman who had passed the retirement age applied by the Southampton and South West Hampshire Area Health Authority (Teaching) to women was discrimination which was prohibited by the Equal Treatment Directive 76/207. 2. If the answer to question one is yes, can the Directive 76/207 be relied upon in this case in national courts or tribunals in spite of the fact that there may be inconsistencies between the Directive and section 6 (4) of the Sex Discrimination Act 1975. The appellant (Miss Marshall) and the European Commission considered that the first question must be answered in the positive. The appellant argued that the said age limit falls within the term â€Å"working conditions† within the meaning of articles 1 (1) and 5 (1) of Directive 76/207. Furthermore the appellant argues that the discrimination on the grounds of sex is one of the main reasons for having fundamental human rights and therefore the general principles of EU community law, and the exceptions to these principles must be interpreted strictly, moreover the exception provided for in Article 7(1) of Directive 79/7 is not relevant. The respondent (Southampton and South West Hampshire Area Health Authority (Teaching)) maintains as regards the first question, that the laying down of different ages at which you can compulsory terminate a contract just reflects the minimum ages stated by the State Social Security Scheme in the U.K. The respondent also considers that the state pension does not fall under directive 76/207 but is an aspect of social security and therefore falls under the directive 79/7 in which member-states can impose different ages to entitlement. The Court of Justice decided on the first question that the directive it fell under was Directive 76/207 as the question it was referred concerns the fixing of an age limit as to when to terminate employment following a general policy of dismissal. The question therefore relates to the conditions and rules governing dismissal. The court further stated that Article 5 (1) of Directive 76/207 provided that men and women are entitled to equal treatment in working conditions which includes conditions governing dismissal meaning that men and women are guaranteed the same working conditions without discrimination on grounds of sex. Following a policy of compulsory dismissing workers even if they get a retirement pension still falls under the term â€Å"dismissal†. The Court summed up the answer to the first question in saying that article 5 (1) of Directive 76/207 must be interpreted in meaning that having a policy whereby you dismiss a person for the reasons being that she is a women who has reached the age of qualifying for a state pension, when the age is different for men as it is to women, constitutes discrimination on the grounds of sex, contrary to Directive 76/207. The Court of Justice realised that since the answer to the first question was yes, then it is necessary to consider whether the appellant can rely on Directive 76/207 specifically Article 5 (1) of that directive in national courts and tribunals (Direct Effect). The appellant stated in their argument that â€Å"directives are capable of conferring rights on individuals which may be relied upon directly before the courts of the member-States; national courts are obliged by virtue of the binding nature of a directive, in conjunction with Article 5 of the EEC Treaty, to give effect to the provisions of directives where possible, in particular when construing or applying relevant provisions of national law†. The appellant also stated that articles 2 (1) and 5 (1) of Directive 76/207 was sufficiently clear to let the courts apply them, a view which the commission shared with the appellant. The respondent stated in its argument that the directive should not have direct effect as directives can never impose obligations on individuals and that it can only confer obligations on a member state in its capacity as a public authority and not as an employer and finally it would be improper to put persons employed by the state in a better position than those employed by a private employer. The respondent also stated that the articles in Directive 76/207 were not clear and unconditional enough to give rise to direct effect. In answering the second question, the Court of Justice stated that it does not matter whether the state is an employer or a public authority when an individual is relying on a directive against a member state in legal proceedings. This is necessary to prevent the state taking advantage of its own failure to comply with community law. The Court of Justice stated that the articles in the Directive 76/207 are sufficiently precise and clear in that they prohibit â€Å"any discrimination on grounds of sex with regard to working conditions, including the conditions governing dismissal, in a general manner†. Where a state fails to implement a directive by the end of the time period given, and if the provisions of the directive are unconditional and sufficiently precise, the Court of Justice ruled that the directive may be relied upon against the state, because otherwise it would not be compatible with Article 189’s binding nature on directives. The Court of Justice answered the second question in saying that Article 5 in Directive 76/207 which â€Å"Prohibits any discrimination on grounds of sex with regard to working conditions, including the conditions governing dismissal may be relied upon as against a state authority acting in capacity as an employer†. The Advocates General’s opinion concurred with the judgement of this case. The legal significance of this case is that an individual may only rely on a directive in a national court when suing a public body but the term public body has been given a wide interpretation by the European Court of Justice. Although Direct Effect was founded originally in the Case 26/62,Van Gend en loos [1963] ECR 1, in the Marshall case we have just looked at, the vertical nature of the directive meant that Marshall could take advantage of it, although an employee in the private sector would not have been able to. This would seem to give public sector employees an unfair advantage over their private sector counterparts, but this glitch in EU law was fixed by the subsequent Case 14/83 Von Colson Kamann v Land Nordrhein-Westfalen which established the doctrine of Indirect Effect which is a mechanism of effectively using indirect means, to give a directive horizontal effect for all employees. Bibliography Cases 1. Judgement of Marshall v Southampton and South West Hampshire Area Health Authority (Teaching) (Marshall (No.1)) [1986] 1 C.M.L.R. 688 [ 1 ]. Judgement of Marshall v Southampton and South West Hampshire Area Health Authority (Teaching) (Marshall (No.1)) [1986] 1 C.M.L.R. 688 page 3, line 11. [ 2 ]. Judgement of Marshall v Southampton and South West Hampshire Area Health Authority (Teaching) (Marshall (No.1)) [1986] 1 C.M.L.R. 688 page 11, line 37. [ 3 ]. Judgement of Marshall v Southampton and South West Hampshire Area Health Authority (Teaching) (Marshall (No.1)) [1986] 1 C.M.L.R. 688 page 11, line 36. [ 4 ]. Judgement of Marshall v Southampton and South West Hampshire Area Health Authority (Teaching) (Marshall (No.1)) [1986] 1 C.M.L.R. 688 page 11, line 51. [ 5 ]. Judgement of Marshall v Southampton and South West Hampshire Area Health Authority (Teaching) (Marshall (No.1)) [1986] 1 C.M.L.R. 688 page 15, line 37 [ 6 ]. Judgement of Marshall v Southampton and South West Hampshire Area Health Authority (Teaching) (Marshall (No.1)) [1986] 1 C.M.L.R. 688 page 17, line 2. [ 7 ]. Judgement of Marshall v Southampton and South West Hampshire Area Health Authority (Teaching) (Marshall (No.1)) [1986] 1 C.M.L.R. 688 page 17, line 19.

Conflict Management in the Workplace

Conflict Management in the Workplace Introduction Conflict management in the workplace is an issue that every leader, manager, or employee has to deal with at one time or another. The basics of conflict management include improving communication, teamwork, and a systematic approach to solving the disagreement. This paper explores various techniques that can be utilized to manage conflict in the workplace. Workplace Conflict Management Conflict is defined by Hellriegel, Slocum and Woodman as â€Å"the process in which one party perceives that its interests are being opposed or negatively affected by another party† (p. 362). Sometimes conflict that be a positive force within an organization, while at other times it is a negative force. An example of conflict as a positive force is that the creation and resolution of conflict may lead the company to constructive problem solving. It may also lead people to search for ways of changing how they do things. The conflict resolution process can ultimately be a stimulus for positive change within an organization (Hellriegel, Slocum and Woodman, p. 364). However, conflict may also have serious negative effects on an organization. For example, conflict may divert efforts from goal attainment or it may deplete resources (particularly time and money) (Hellriegel, Slocum and Woodman, p. 364). Conflict also may negatively affect the psychological well-being of employees and cause stress (Hellriegel, Slocum and Woodman, p. 364). Indeed, conflicting workplace ideas may lead to anger, tension, and anxiety. Deep and lasting conflicts that continue without conflict management may even lead to violence between employees and others (Hellriegel, Slocum and Woodman, p. 365). Therefore, it would be fair to say that conflict may sometimes be advantageous and at other times destructive. Workplace managers must be sensitive to the consequences of conflict. These consequences range from negative outcomes (such as loss of skilled employees, sabotage, low quality of work, stress and even violence) to positive outcomes (such as creative alternatives, increased motivation and commitment, high quality of work, and personal satisfaction) (Hellriegel, Slocum and Woodman, p. 365). Conflicts (whether they are negative or positive) will arise in organizations whenever interests collide and when these differences affect the relationship between interdependent people, they must be constructively managed (Hellriegel, Slocum and Woodman, p. 365). According to Hellriegel, Slocum and Woodman, some ways to manage conflict include: the â€Å"forcing style†, the â€Å"accommodating style†, the â€Å"compromising style†, and the â€Å"collaborating style†. The forcing style refers to â€Å"assertive and uncooperative behaviors and reflects a win-lose approach to interpersonal conflict† (Hellriegel, Slocum and Woodman, p. 374). This forcing style relies on coercive power and dominance to resolve the conflict. In the forcing style, the person who is trying to resolve the conflict feels that one side must win and that one side must lose (Hellriegel, Slocum and Woodman, p. 374). The accommodating style, according to Hellriegel, Slocum and Woodman, refers to â€Å"cooperative and unassertive behaviors† (p. 376). The accommodation style manifests itself as a long-term strategy to encourage cooperation by others, or as a submission to the wishes of others. The accommodator tries to reduce tensions and stresses by reassurance and support (Hellriegel, Slocum and Woodman, p. 376). This style shows concern about the emotional aspects of conflict, but does not deal with substantive issues this style simply results in covering up or glossing over the issue (Hellriegel, Slocum and Woodman p. 376). According to Hellriegel, Slocum and Woodman, the compromising style refers to â€Å"behaviors at an intermediate level of cooperation and assertiveness† (p. 377). This style is based on give and take, which usually involves a series of concessions. This technique is commonly used and widely accepted as a means of resolving conflict. A collaborating style refers to â€Å"strong cooperative and assertive behaviors. It is the win-win approach to interpersonal conflict handling† (Hellriegel, Slocum and Woodman, p. 376). In this stylistic approach to workplace conflict management, it is sharing, examining and assessing the reasons for the conflict that leads to the development of an alternative that is fully acceptable to everyone involved. This effectively resolves the conflict (Hellriegel, Slocum and Woodman, p. 377). Studies on the use of these different interpersonal conflict handling styles indicate that collaboration is the best approach to managing workplace conflict (Hellriegel, Slocum and Woodman, p. 378). The collaboration style tends to be characteristic of (1) More successful individuals and (2) High-performing, rather than medium- and low-performing organizations (Hellriegel, Slocum and Woodman, p. 378). Furthermore, the use of the collaboration style of conflict management appears to result in positive feelings from employees (Hellriegel, Slocum and Woodman, p. 378). So, it appears that the best style to resolve conflict is the collaborative style. Another suggestion for workplace conflict management is to take a step-by-step approach no matter what style the manager is employing. Author Rudy M. Yandricks article, â€Å"Integrating Behavioral Strategies: A Solution to Workplace Problems†, suggests that a systemic approach to workplace issues by management is essential in todays workplace environment. For example, a step-by-step process can be taken to resolve any workplace conflict. This enables the leader to follow a systematic approach to resolving a conflict. A detailed example of a step-by-step systemic approach is the following: First, the employee reports an issue to his supervisor. Second, the supervisor gathers information in order to gain the best understanding possible of the potential hurdle. Third, the supervisor identifies possible causes of the conflict by collecting information from the team members and from anyone else impacted by it. Fourth, the supervisor meets with a Human Resources specialist who will build a list of potential solutions to the conflict. Fifth, the Human Resources specialist, in conjunction with the supervisor, decides on an appropriate solution to the problem. Sixth, the Human Resources specialist and the supervisor present the solution to the workers. And, finally, the solution must be administered. Additionally, there are exercises that can be done to resolve conflict and tensions in the workplace. For example, in the article by Boss and McConkie, the authors suggest an exercise for situations of conflict where there are contradictory personalities. They suggest a writing exercise where the people in conflict write answers to three questions: What does he or she do well? What do I think I do that bugs him or her? What does he or she do that bugs me? (p. 50) This exercise, according to the authors, gives those in conflict time to get used to an explicitly confrontational situation before either of them has a chance to â€Å"pop off† at the other. It forces some rationality into an emotionally charged situation. Also, those in conflict are forced to look at their own behavior before making any accusations against the other. Completing this exercise will create a non-contentious atmosphere for continuing the conflict resolution. Frequently, after doing an exercise such as the aforementioned, it will become clear that neither person involved in the conflict is intentionally causing problems for the other. Each of the foregoing systemic techniques and styles regarding workplace conflict management can be utilized either separately, or in conjunction with each other, in order to promote a more cohesive work environment. Conclusion Conflicts are part of individual relationships and organizational development, and no†¦organization can hope to mature to productivity and be successful without being able to resolve conflicts effectively (Cottringer, p. 6). Thus, conflict resolution is an integral part of maintaining a thriving workplace and the techniques and systemic approaches discussed in this paper should be utilized to resolve differences in the workplace. Bibliography Boss, Wayne R. and Mark L. McConkie. â€Å"Conflict Management in Surgery: Third-Party Intervention†. 5/1/2000. Public Administration Management: An Interactive Journal. Available at:. Retrieved May 22, 2003. Cottringer, William. â€Å"Conflict Management.† Executive Excellence Magazine, 14.8 (1997):6. Hellriegel, Don, John W. Slocum, Jr. and Richard W. Woodman. Organizational Behavior, 8th Edition. Cincinnati, OH: South-Western College Publishing, 1998. Yandrick, Rudy M. â€Å"Integrating Behavioral Strategies: A Solution to Workplace Problems.† Competere Consulting Group. Available at: . Retrieved May 22, 2003.

A Rose Or Marguerite By Any Other Name :: essays papers

A Rose Or Marguerite By Any Other Name So goes the quote by William Shakespeare, and many people believe this is true. However, to many of African-American descent, both past and present, to be â€Å"called out of your name†, is one of the greatest insults imaginable. â€Å"Mary,† a chapter from volume one, â€Å"I Know Why the Caged Bird Sings,† of Dr. Maya Angelou’s five-volume autobiography, details the horror and rage she felt, and the retribution she administered, at such an act.The year was 1938, and Dr. Angelou, then going by her birth name, Marguerite Johnson, was 10 years old and working as a maid & cook’s helper for a white woman named Mrs. Viola Cullinan, the daughter of wealthy Virginian parents. According to Miss Glory, the cook whose family had been slaves for the Cullinan’s, she had married beneath her to a man whose money â€Å"didn’t ‘mount to much†. Marguerite pitied Mrs. Cullinan because she was old, fat, and ugly and couldn’t ha ve children, though it was well known that her husband had two beautiful daughters by a colored lady. She tried to feel Mrs. Cullinan’s loneliness and pain, and tried very hard to make up for her barrenness by coming to work early and staying late. One evening Marguerite was asked to serve Mrs. Cullinan and her women friends their drinks on the closed-in porch. When asked her name, Mrs. Cullinan answers for her, â€Å"Her name’s Margaret.† A close pronunciation, but incorrect, nevertheless. Americans are particularly inept, I think, at pronouncing anything that has a foreign flair to it, or a foreign sound to it, and it's much easier for people to say â€Å"Margaret†, than â€Å"Marguerite†, or â€Å"Andrea† instead of â€Å"Andrà ©ica.† It is well known that the sweetest sound in any language is the sound of one's own name, so we don't take it mildly if somebody makes fun of our names or belittles us because of our name, or mispronounces our name. We proclaim ourselves with a name and we're very defensive about them, it is a major part of our identity. â€Å"Well, that may be, but the name’s too long. I’d never bother myself. I’d call her Mary if I was you,† said the speckle-face friend who had asked the question. The very next day, Mrs. Cullinan called Marguerite by the wrong name, and her dignity and pride, forged amid poverty and racism, became at stake.

Language: Origins Of Hate :: essays research papers

Language: Origins of Hate   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"The horrors of mass murder can be made bearable if the intended victim is made to appear an object that deserves extermination.† As the main thesis of this essay clearly and straight-forwardly sedgiest, the author plans to probe the tools of mass destruction. More particularly, Friedmann hopes to explore the annihilation of his own people, the Jews. Opposed to popular belief, the gas chambers and concentration camps played a relatively minor role in mass destruction, the Nazis used â€Å"propagandists,† they â€Å"resorted to terminology that had been utilized earlier to render Jews subhuman.† More directly, the Nazis employed language. Through language they convinced themselves and each other that â€Å"Jews are a lower species of life† thereby justifying their demise. Friedman argues that we as a society must be conscious of such verbal derangement and seize to advocate and support still remaining demeaning clichà ©s.   Ã‚  Ã‚  Ã‚  Ã‚  It is easy to point the finger of blame at a particular group of people residing at a particular nation, but that would be grossly incorrect and pointless. The truth of the matter is, â€Å"the Nazis resorted to terminology that had been utilized much earlier to render Jews subhuman.† Friedman brings up the name of Martin Luther, history’s character that is usually viewed as a hero. The man who posted the 95 thesis on a church door and triggered the reformation of the corrupt institution of Christianity, is describing a race o people as â€Å"a plague and a pestilence.† So the Nazis actions may have been to a higher degree, but were never original.   Ã‚  Ã‚  Ã‚  Ã‚  Interestingly enough, an uncanny parallel is drawn. Germans contracted bio-chemical plats specializing in insecticides to produce Zyklon B, a potent gas that was used to kill Jewish prisoners in high numbers. Zyklon B is essentially a potent can of â€Å"Raid.† First they labeled these people â€Å"vermin,†Ã¢â‚¬Å"lice† and â€Å"bacilli,† and then appropriately â€Å"fumigated them dead.† After all â€Å"is not extermination the deserved fate of all vermin?† Ironically, the Nazis discussed these gas chambers as showers, places that sedgiest cleanliness.   Ã‚  Ã‚  Ã‚  Ã‚  Friedman goes on to e..plain that from ancient times, Jew as a word has meant â€Å"praised,† and it is a name of the greatest of the twelve tribes of Israel. Never mind the people themselves for a minute, the name itself has a rich history. Today however, the same word, consisting of the same letters comprised in the same order, had taken up a different, more degrading meanings, in our vocabulary.