High Schools Should Not Rely On Standard free essay sample

Achievement Tonss Essay, Research Paper High Schools Should non utilize Standardized Achievement Scores to Determine Whether Students Should be Promoted, Without Regard to Course Grades High schools should non utilize standardised achievement trial tonss to find whether pupils should be promoted, without respect to class classs. The major grounds that high schools should non utilize standardised trial tonss to find whether pupils should be promoted, without respect to class classs are larning upsets, memory upsets, and contention. One ground that high schools should non utilize standardised achievement trial tonss to determine whether pupils should be promoted, without respect to class classs is larning upsets. One instance history of a learning upset is Attention-Deficit Disorder. For case, pupils that have Attention-Deficit Disorder can non concentrate if there is anything else traveling on in the room. Another instance history of a learning upset is Attention-Deficit Hyperactivity Disorder. For case, a pupil that has Attention-Deficit Hyperactivity Disorder can non sit still for long periods of clip. We will write a custom essay sample on High Schools Should Not Rely On Standard or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page A 2nd ground that high schools should non utilize standardised achievement trial tonss to determine wheth er pupils should be promoted, without respect to class classs is memory upsets. One case of memory upsets is short-run memory. For case, a pupil that has short-run memory merely memorizes information for about a hr. Another case of memory upset is long-run memory upsets. For case, a pupil that has a long-run memory upset can non screen through their long-run memory for information they learned at the foremost of the school twelvemonth. A 3rd ground that high schools should non utilize standardised achievement trial tonss to determine whether pupils should be promoted, without respect of class classs is contentions. One case of contention is learning the trial. For case, instructors teach merely the stuffs that are likely to be on the trial alternatively of supplying a comprehensive instruction. Another case of contention is the trial do non accurately assess the public presentation of all pupils. For case, the trial does non account for the differences in societal and economic backgrounds. Learning upsets, memory upsets, and contention are merely a few grounds high schools should non utilize standardised achievement trial tonss to find whether pupils should be promoted, without respect to class classs.

The Use of Death In Beowulf essays

The Use of Death In Beowulf essays In the story of Beowolf, the three main themes of fate, courage, and death stick out. Death mostly sticks out towards the end of the story in the chapter about Beowolfs death after his fight with the dragon, but also sticks out in other parts of the story. You could say death was the whole reason that most of the story happened. It all started back when Abel was killed by Cain. Cains offspring together produced a slime from which Grendel was born. Since Grendel was naturally evil, he killed nearly 30 men at the beginning of the story just because he enjoyed eating them. Grendels murdering went on for years to come until Beowolf heard of it. Beowolf made the journey to the kingdom and took on Grendel in the first big fight of the story, which ended up in the monsters demise. Grendels Mother then heard of her sons death resulting in her being bent on revenge. She tried to take on Beowolf herself, but she ended up dying at his hands also. In the final few chapters of the story, Beowolf dies after his battle with the dragon. As he is dying, he makes a long speech about his life and tells Wiglaf, the only soldier to fight beside him, how he wants to be buried, and what to do with the treasure. After he dies, Wiglaf talks to the other soldiers on how they were cowards, and left Beowolfs side to hide in the forest. Beowolf is then buried with the gold in a tower on the sea, so all can remember him. Death in Beowolf can cause many different reactions such as revenge or grief. Revenge is seen in the people of Herot after all of the innocent men being killed. It is also seen in Grendels mother, after the death of her evil son. The grief caused by the death of Beowolf led to his memory living on through the legends of him, and the memorial built for him. Overall death is an important part of Beowolf. It triggers emotions that advance the plot well and keep the story exciting. ...

Short written assingment Assignment Example | Topics and Well Written Essays - 500 words

Short written assingment - Assignment Example Convened on November 20, 2013, the meeting was developed to touch on issues related to the use of intellectual property. The meeting took place between 11:30 am and 1:30 pm at the Offices of Greenberg Traurig, 4 Embarcadero Center, Suite 3000 in Francisco. The meeting was under the sponsorship of Greenberg Traurig. The main issue under discussion was â€Å"The latest in E-music issues.† The speaker during the meeting was the Intellectual property litigator, William Coats. He is an accomplished professional in matters related to trade secrets, copyrights, trademarks, and patents. He is quite conversant with dispute issues related to intellectual property especially relating to the movie, electronic as well as computer industries. Bill discussed a number of issues with the participants that gave them insight on various issues related to E-commerce. He focused more on the limitations and the provisions of intellectual property laws but never missed points related to the usability of e-commerce. Firstly, he talked about the utilization of advertising in the internet using the classical songs that were developed before 1972. Secondly, he talked about the legislations that were underway that could have an impact on e-commerce. Thirdly, he gave an insight on the use of small music clips without necessarily seeking for a license. Fourthly, he put into perspective the issue of using electronic signature when giving the rights to use the music, while considering the underlying the effects on e-commerce. Fifthly, he talked about the intellectual property rights that are likely to affect the use and sale of E-music. Finally, he talked about the fight against e-commerce by labels that have fought to have sale of music t hrough the internet disallowed. The meeting was geared towards sensitizing the committee on the possibilities and limitations of e-commerce as it relates to music. Intellectual priority was given the top priority while the laws that govern trade and

Impact of organization culture on employee performance Essay

Impact of organization culture on employee performance - Essay Example So organizations working in these two countries are entirely different as far as culture and working environment are concerned. Organizational culture is not a static phenomenon. It is a dynamic phenomenon which undergoes periodic changes because of the advancements in science and technologies and subsequent changes in organizational principles. For example, the introduction of computers, internet and globalization have brought tremendous changes in the functioning of organizations. Majority of the corporate companies are currently operating internationally because of globalization. Outsourcing and offshoring are some of the new business terms brought in to this world by globalization. Instant and enhanced communication were introduced in the organizational world with the help of computers and internet. All these developments caused huge changes in organizational culture. Employee performance is directly connected with organizational culture. All organizations like to derive maximum output from an employee; however, few organizations provide the necessary organizational culture for the employees to perform well. Management styles in different countries and different organizations are entirely different and hence employees in different organizations may perform differently. ... This paper analyses the impact of organizational culture upon employee performances. Right frame of mind is necessary for an employee to maximize his performance. Organizational culture is responsible for cultivating the right frame of mind among employees. An organization which care more on productivity of employees and cares less on dispersing necessary remuneration and benefits to the employees may not cultivate the right frame of mind among the employees. On the other hand, an organization which respects and recognize employee performance may cultivate positive frame of mind among employees. No employee would like to work under autocratic managers. On the other hand, all employees like to work under democratic managers. This is because of the fact that only democratic managers are capable of delivering the needs of the employees whereas autocratic managers will always be interested in safeguarding the interests of the organization. For the better functioning of an organization, t he organization’s needs as well as the employee’s needs should be considered. Only an autocratic manager would be able to do this. Musacco Ph.D (2009) has pointed out that â€Å"harassment, mobbing, bullying, and emotional abuses are common at the workplaces which resulted in increased fear and minimal trust between workers† (p.2). Organizational environment plays a vital role in controlling employee performances. It should be noted that current organizations are forced to keep a diverse workforce because of globalization and internationalization of business. Majority of the modern organization are operating cross culturally and their workforce is extremely diverse. For example, Coca Cola and Pepsi

Lupus Essay Example | Topics and Well Written Essays - 1250 words

Lupus - Essay Example Although a great deal of research has been dedicated to understanding this disease, there is no cure, but there are a number of treatments, particularly, in the area of physical therapy that has shown to have beneficial results. In a normal functioning immune system the body produces proteins called antibodies that will fight against antigens like, viruses and bacteria. Again, Lupus is an autoimmune disease, the disease confuses the immune system and it becomes incapable of differentiating between invading antigens and healthy tissue and internal structures, which can lead to, dependent of the type of Lupus, a number of symptoms including inflammation in joints, swelling of the skin, and damage to organs, including kidneys, heart, and lungs (Crosta , 2013). There are a number of types of Lupus. Neonatal Lupus s a rare type of Lupus that specifically affects newborns. Drug-Induced Lupus is, also, relatively rare. Unlike other forms of Lupus, whose origins and causes cannot be easily determined, is directly caused due to a side-effect of certain medications. Subacute cutaneous lupus erythematosus results specifically in skin sores in areas of skin exposed to sunlight. Discoid lupus erythematosus presents as a perpetual skin rash, however, it is systemic lupus erythematosus or SLE that is the most common and the most systemically damaging in that it affects multiple systems including joints, skin and internal organs. When people refer to Lupus it is this type that they are most often referring to (National Institute of Arthritis and Musculoskeletal and Skin Diseases, 2009). There is no singular cause or cure for this form of Lupus. Researchers do believe that because it appears often in families there is likelihood of a genetic component, otherwise they believe the condition can be triggered by environmental factors, sunlight, stress response, and, again, some medications (Eustice,

Change management situation in a Police organisation

Change management situation in a Police organisation This essay will analyse a change management situation in a Police organisation, comparing approaches to leadership, analysing the efficiency of interpersonal skills for a Leader and analysing the role of a Leader within the Police environment, taking cognisance of the principles, theories and approaches to Leadership. Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realise your own leadership potential. The Police service in Scotland has under gone many Change Management Situations over the years. In 1975 the Local Government reorganisation brought about the amalgamation of the Burgh and City police forces into the eight territorial forces that we recognise today. At the present Strathclyde Police are undergoing a significant change management situation, the result of which is the implementation of Variable Shift Agreement (VSA) across the force at operational level. EVALUATE APPROACHES TO LEADERSHIP The introduction of the VSA saw the force revise its traditional four group system for core uniform coverage into a five group system. The demands of the new arrangement meant that the leader (Chief Constable) was tasked with altering the resource management for each of Strathclydes territorial divisions considering factors such as: Length of Service and age Specialities i.e. Public Order , Firearms Gender These factors were all considered to provide an equal share of skills and experience across a Division as possible. This could prove the cause of friction between the management and subordinates, as well formed; productive shifts could be fragmented and divided up across a division. Kotter (1990, cited in Leadership 2009) observed that managers and leaders have three main tasks that they accomplish in different ways: Deciding what needs to be done Shift pattern must change to give better work life balance, better service to the public and more efficient use of resources. Creating networks of people and relationships that can accomplish the agenda Setting up of a review and implementation team, looking at best use of resources. Trying to ensure that people actually do the job monitoring the results of the newly formed shifts through Key Performance Indicators (KPIs) such as cases submitted, stop searches undertaken and absence management. In the implementation of the VSA shift pattern the leader involved, more or less followed the three tasks as observed by Kotter, however depending on the leaders rank within the hierarchy, their approach to the same task will differ. Remembering that there is a difference between leaders and managers Kotters approach allows Leaders to concentrate on the creation of strategies and visions for the future, communicating and committing to achievement of these visions and motivating others despite obstacles to change. During this change management situation the Leader was more concerned with focusing on the implementation of the VSA rather than focusing on the needs of the employees. Lewin et al (1939, cited in Leadership 2009) identified a leadership approach, sometimes referred to as the behavioural approach: Autocratic (or authoritarian) style where the leader concentrates on getting the job done; the leader takes responsibility for everything that is done e.g. making decisions , allocating work, setting targets and ensures , through the use of rewards and punishments that team members obey. Democratic (or participation) style where the leader concentrates on the needs of the group or team; leadership is shared with team members who have a greater say in the decision making; how tasks are allocated and so on. Laissez Faire (or delegative) style as its name suggests this is where the leader deliberately allows the team to decide what has to be done and how to do it; the leader is available for help and advice if needed but does not interfere. According to Lewin et al the leader utilised an autocratic style of leadership when implementing the VSA, controlling decision making and task setting. Shown with the formation of the VSA implementation team. They had the set task of rolling out the shift plan to each division in turn, with target dates set for this roll out. Furthermore, the Chief Constable regularly chaired a strategic tasking and co-ordinating group, receiving feedback from the implementation team and Divisional Commanders, whilst making all the decisions regarding the implementation, without handing any of these decisions down to subordinates to undertake, showing that in this case he was taking responsibility for everything that was done. A different approach to leadership is that of Hersey and Blanchard (1988, cited in Leadership 2009) theory known as situational leadership, they make use of observing members willingness to perform a task and from this select a suitable leadership style. The four stages of readiness are described as: R1 unable and unwilling R2 unable and willing R3 able but unwilling R4 able and willing Most personnel which would be affected fell into: R2 New Probationers who do not yet have the necessary skills and had not experience any other shift pattern. And R3 More experienced officers who could foresee that the shift pattern was not as favourable as the current one, some possibly resistant to change. But others able to argue that there would be problems with child care, longer working days and frequent cancellation of rest days with the VSA. The leadership styles suggested are: S1 telling or directing requires state of readiness R1 S2 selling or coaching requires state of readiness R2 S3 participating or supporting requires state of readiness R3 S4 delegating requires state of readiness R4 From this theory the leader should have adopted a combination of S2 and S3 styles to communicate and sell the VSA and support those who require it. However in choosing to implement S1 (similar to the autocratic approach) with telling and directing the VSA implementation, does not follow Hersey and Blanchards theory and could create more friction by choosing the wrong leadership style. This is shown in the table below. This table shows that different readiness levels require differing styles of leadership, leaders should consider their relations with others, and the structure of the task before determining what style of leadership to adopt, evolving their leadership style as readiness levels change, as with many things one size does not fit all. ANALYSE THE EFFECT OF INTERPERSONAL SKILLS ON LEADERSHIP When a leader decides upon a particular leadership approach to their given task, they must then interact with others and consider their own interpersonal skills. A successful and effective leader requires a range of interpersonal skills such as listening, asking questions, giving feedback, being assertive and so on. This section will analyse two particular aspects of interpersonal skills: Influencing trying to get someone to do, or to think, something that they might not otherwise have done. Managing Conflict coping with disagreements between people(in broad terms) Using interpersonal skills is not just a matter of knowing what they are, but about being aware when they are suitable and knowing how to use them effectively. According to French and Raven (1959, cited in Leadership 2009) power comes from five sources: Reward Power Coercive Power Referent Power Legitimate Power Expert power Power is an abstract concept and is difficult to define; basically A has the ability to make B behave in a certain way. The types of power demonstrated by the leader, throughout the organisational change was a mixture of coercive and legitimate power. The leader had the authority to influence behaviour through their rank within a disciplined hierarchal organisation, the force were presented with the VSA or an alternative of an even older shift pattern without consultation. Influencing Leaders are likely to adopt a particular style or approach when trying to influence someone, the balance of power between both parties will possibly determine the strategy, these may include: Reason using reason and logical argument. Assertion making a direct request with no argument to support the request. Exchange negotiating to arrive at a mutually acceptable outcome. Courting Favors friendship and positive behavior to encourage others to behave in the required manner. Coercion using or threatening to use some form of sanction. Partnership gathering support from both sides to build a coalition. And also the style used, Manning and Robertson (2004, cited in Leadership 2009) suggest six possible influencing styles: Strategist this is where the influencer is clear in what they what to achieve and has considered it before hand .A strategist style tends to favour reason, assertion and partnership styles of influence. Opportunist this style involves responding opportunistically to the situation facing the influencer. An opportunist style tends to use courting favour and exchange strategies. An opportunist is unlikely to prepare much beforehand but will attempt to grasp chances that come their way. Collaborator this style as its name suggests, involves collaboration with others for the overall good. A collaborator style concentrates on partnership, reason, exchange and courting favour strategies. Leaders who favour consensus are an example of collaborator style. Battler this is where the influencer concentrates on what they want and the sanction that they will use if they do not achieve this. A battler style tends to make use of coercion and assertion styles. A battler style is associated with people who want to get their own way and are reluctant to take no for an answer. Shotgun this strategy involves attempting to influence on a frequent basis and by use of a number of different strategies. Bystander those who adopt this style tend to engage in relatively few influencing attempts and make use of a restricted use of strategies. For the VSA to be implemented the leader combined their influencing strategy and style, using assertion and coercion. By making a direct request to Divisional Commanders to introduce the VSA to their respective divisions, through the VSA implementation teams, underpinning this with their legitimate power by virtue of their position within the force. The leader wanted to get their own way, however reluctant to take no for an answer from their Divisional Commanders. This resulted in conflict, which may have been avoided had the leader utilised a partnership or reason approach, justifying the reason behind their requests. Managing Conflict On some occasions leaders can use the previously discussed influencing strategies and power levels to assist them in managing conflict. Robbins (1996, cited in Leadership 2009) describes conflict as a process that begins when one party perceives that another has negatively effected, or is about to negatively effect, something that the first party cares about . Buchanan and Huczynski (2004) argue that conflict is a state of mind . Some will argue that conflict is a necessary part of organisational growth and development, where some will claim that an absence of conflict could be seen as an indication of complacency. However conflict has functional or potential benefits such as: Enabling opposing parties to gain a better understanding of each others views. An essential part of the process by which a team becomes effective. Leads alternative suggestions being made. Helps to implement a change successfully. Leads to an agreement that establishes a framework for future working. It is not always straight forward to manage conflict; some measures can be used to contribute to reducing the conflict at an organisational level reminding those involved of the rules and procedures, but also of remits, targets and goals of the organisation, however sometimes it is these that are the root causes of the conflict. Leaders will all handle conflict differently depending on the type of conflict faced; Thomas (1976, cited in Leadership 2009) suggests five styles for managing conflict: Avoiding this means doing nothing to tackle the conflict, this can be used when the issues are trivial and there is no chance of resolving the conflict. Accommodating this means accepting the existence of the conflict, this can be used to maintain harmony and allow people to learn from their mistakes. Compromising this involves some form of bargaining or negotiation; this can be used when getting a solution is important and both parties have equal power. Competing the opposite of accommodating and pursuing the interests of one party at the expense of the other, this can be used in an emergency and a quick solution is necessary. Collaborating working out a solution that is acceptable to both parties and meets all their concerns, used when it is important to gain long term commitment and issues are to important to compromise. Successful influencing and conflict management was certainly required with the initial introduction of the VSA. Firstly the leaders had to influence the core shifts and federation into accepting that it would provide a better quality of service and greater work life balance. The conflict arose through others unwilling to accept the terms of the VSA; however the leaders in managing this conflict firstly adopted an avoiding strategy during the initial pilot stage of the VSA. At the conclusion of the pilot and in preparation for roll out the leader, still facing resistance changed into competing. The leader believed the shift plan would work force wide and therefore would be implemented, with no consultation and no argument to justify the reasons for implementation. Either that or resort backwards to an older shift pattern. In implementing the VSA the Chief Constable has made effective use of their interpersonal skills, in their own distinct approach to this particular change management situation. However a more beneficial approach may have been a mix of accommodation, accepting that there were flaws in the VSA, and the existence of conflict with its implementation, collaborating with subordinates to work out a better solution for the long term strategy of the VSA. ANALYSE THE ROLE OF LEADERS IN ORGANISATIONAL CHANGE Organisational change is about closing the gap between where the organisation is at the moment and where it wants to be. It is the leaders role to close this gap. Senior (2002, cited in Leadership 2009) has identified four levels of change in which some, if not all would be involved in, Fine tuning Incremental adjustment Modular transformation Corporate transformation According to Senior the level of change that the VSA posed to the force was that of a modular transformation, as a significant number of the force, but not all, would be affected by its implementation. Kurt Lewin (cited in Leadership 2009) suggests that there are three main stages of change, unfreezing, change and refreezing. For the change to happen, the Leader firstly recognized the need for change, with a new shift pattern, following this with proprietary planning with the implementation team before the unfreezing stage. At this point resistance to the change should have been addressed, but the leader chose to avoid the conflict. The change period was overseen by the leader through chairing tasking meetings and monitoring its progress. During the refreezing period the VSA became an everyday part of life, the change was institutionalized, to give no chance of reverting back to previous shift patterns. Within these three stages people will play different roles in this organisational change; Kanter (1992, cited in Leadership 2009) distinguishes between three different types of people; Change strategists or initiators who initiate change and set the direction for it. Change implementers who co-ordinate and carry out the change. Change recipients who are effected by the change e.g. officers on the street. Change strategists are normally leaders the Chief Constable, change implementers are normally managers Divisional Commanders and the VSA implementation team, and subordinates are the recipients of change Officers on the core shifts. Force field analysis is a technique for analysing the internal and external drivers that can influence any organisational change; some of these driving factors for this organisational change can be identified as PESTEL factors, such as: Political MPs and councilors demanding more police presence on the streets. Economic overtime cost, reduced budget and the new Chief Constables promise to cut costs. Social-cultural alcohol induced anti social behavior. Nearly all forms of change will be met with some resistance, the VSA being no different. Strebel (1996, cited in Leadership 2009) argues that employees resist change because it disrupts the personal contract between employees and the organisation. Resisters to this organisational change can fall into different categories, Parochial self interest those employees resistant to change, they think that their position will be threatened and will make them worse off, the same employees that fall into Hersey and Blanchards R3 state of readiness. Misunderstanding and lack of trust employees misinterpreting the reasons behind the change, due to a lack of communication, viewing this change as just one of many For this organisational change to be successful the leader had to reduce resistors and increase drivers for change in an attempt to reach equilibrium. To do this they communicated the benefits of change, through more days off and a better work life balance; however there was an element of manipulation used to show employees that they would have more weekends off. Under the current shift pattern officers received one weekend off in every four, the VSA would allow two weekends off in every five. Look back at the current shift pattern over five weeks, officers were already receiving two weekends off in every five. The leader used this information selectively thus attempting to paint a rosy picture of the benefits of the VSA. A better way may have included an element of participation helping to build commitment to the change and negotiation, which could avoid some resistance from the employees affected by the change. CONCLUSION Drawing a conclusion for this essay, firstly considering the approach to leadership undertaken by the Chief Constable during this, change management situation. In their autocratic (or authoritarian) approach they concentrated in getting the job done and took responsibility for all the decisions made. Had the Chief Constable approached the organisational change according to Hersey and Blanchards situational leadership, identified their officers level of readiness and adopted the suggested leadership style, they may have been faced with less friction or resistance by the officers that would be affected by the VSA implementation. Secondly, in analysing the interpersonal skills and its effect on the organisational change, the Chief constable utilised their legitimate power to achieve the implementation, in adopting an assertion style of influencing with no argument to their request, coupling this with the conflict management style, by firstly avoiding and then competing. Had they followed an alternative style suggested by Thomas (1976) such as accommodating and accepting the existence of conflict or resistance to the VSA, they may have been able to negotiate better with the federation and the officers affected by the change to find out the root causes of conflict and address them at an early stage. Thirdly, considering the Chief Constables role within this organisational change was that of a change strategist, they initiated the VSA and set its direction, posing, as Senior (2002) identifies as a modular transformation to the force. With some officers resisting due to a parochial self interest, whilst others through misunderstanding and lack of trust in this change, the Chief Constable had to reset the balance by education and manipulation, driving his vision forward. One thing certain from this is the Chief Constable requires managers with the skill, knowledge and experience of organisational change, enabling them to have the ability to change and adapt their leadership style to suit each given change management situation. These managers may not be able to ease all of the resistance to change, but should be able to reduce it considerably to implement future changes that are required.

The tragic in Antony and Cleopatra Essays -- Shakespeare Tragedy Plays

The tragic in Antony and Cleopatra His captain's heart, Which in the scuffles of great fights hath burst The buckles on his breast, reneges all temper And is become the bellows and the fan To cool a gipsy's lust. Antony and Cleopatra seems to have a special place in Shakespeare's works because it is at a crossroad between two types of play. It clearly belongs to what are generally called the 'Roman' plays, along with Coriolanus and Julius Caesar. But it is also considered a tragedy. The importance of history in the play cannot be denied, especially where it is compared to Shakespeare's 'great' tragedies such as Hamlet and Romeo and Juliet. But one might wonder what is specifically tragic in Antony and Cleopatra, and what can be said about the tragic in a play which is so different from the other tragedies. It is clear that the notion of 'tragic' in the everyday sense is not necessarily the same as the notion of 'tragedy', which is a philosophical notion whose definition depends on which philosophic system one takes into account. In this article I shall take the term tragic in its literary and dramatic sense and try to define its main characteristics. Taking into account a wide corpus of plays, from Antiquity as well as from France and England, we can detect several constant features that can define the tragic. A tragedy usually shows a character that is outstanding by his rank or/and inner abilities, falling into misfortune as a result of fate, and because of an error or a weakness for which he is not really responsible. Several tragic elements can be detected in Antony and Cleopatra. First, we find characters that have high rank because they are outstanding figures; we also see a tragic situation because from the be... ...es. In fact the tragic might be more prominent in this hybrid play (both historical play and tragedy) Antony and Cleopatra, than it is in some of Shakespeare's 'great tragedies' such as Othello. Bibliography Angel-Perez, Elisabeth. 1997. Le thà ©Ãƒ ¢tre Anglais. Paris: Hachette Anouilh, Jean. 1946. Antigone, Paris: Editions de la Table Ronde Biet, Christian. 1997. La tragà ©die. Paris: Armand Colin Cuddon, J. A . 1992. The Penguin Dictionary Of Literary Terms And Literary Theory. Penguin USA Racine, Jean. 1674. Prà ©face of Iphigà ©nie en Aulide. Editions l'Intà ©grale 1667. Premià ¨re Prà ©face of Andromaque. Editions l'Intà ©grale 1677. Prà ©face of Phà ¨dre. Editions l'Intà ©grale Suhamy, Henri (directed by). 2000. Antony and Cleopatra. Paris: Ellipses 1. Article published in Antony and Cleopatra, directed by Henri Suhamy The tragic in Antony and Cleopatra