Medea's Choices Essay Example | Topics and Well Written Essays - 750 words

Medea's Choices - Essay Example However, in the foreign land of the Corinthians, Jason fails to rise to her expectation and banishes her on behalf of Glauce, the daughter of the ruler of Corinth, Creon. This betrayal by Jason completely affects Media’s choice of action and the play turns to narrate the plot of the jealousy and revenge of the character betrayed by her husband. It is most relatable here that the quarrel between Jason and Medea is the heart of the play by Euripides and the following actions by the husband along with the sense of strangeness among the Corinthians forced Medea take the ultimate revenge upon Jason. As Denys Page puts it, â€Å"Jason forsook Medea; Media killed his bride, his children, and his bride’s father.† (Page, xxi) In fact, it is the feeling of a stranger in the character of Medea which basically causes her subsequent actions and this feeling in the character was reinforced by the realization that her husband is has become an insider by way of marrying Glauce. Jason’s marriage to the Corinthian princess now makes him an insider which confronts Medea’s sense of outsider in the land of the Corinthians. Therefore, the fundamental factor contributing to Medea’s choice of action in killing Jason’s children, his bride and her father is her realization that she is a stranger among the Corinthians along with the fact that Jason will turn to be an insider in the land by marrying the Corinthian princess. The central action of the play by Euripides is the conflict between Jason and Medea which makes the husband an insider to Corinth and makes the wife remain a stranger to the land. Jason’s marriage to the Corinthian princess Glauce brings about a tragic situation to Medea who is left alone in a land of the strangers. She trusted Jason completely to leave everything she kept close to her heart. However, she comes to face a frustrating situation in Corinth where she feels a stranger when

Sales Rewards and Incentives Coursework Example | Topics and Well Written Essays - 250 words

Sales Rewards and Incentives - Coursework Example Job-related incentives are one of the sales incentives which are least expensive. They can be in form of additional vacation time at no out-of-pocket cost. These are mainly incentives which are related to daily work responsibilities of the team. These can include but not limited to a half day of work, funny celebration gifts, watch movie as a sales team, etc. This is very significant in motivating the employees (Fisher, 2003). Tangible incentives are something of monetary value. This can be milk and cookies, new cell phones, laptops, or other gadgets that are of great importance to the employees. However, the items should be valuable in order to excite the sales force and motivate them to work harder (Fisher, 2003). Experience incentives have been identified as one that impacts positively towards the happiness of the salesperson than purchases. For instance, instead of sending just one sales person to a Hawaii, it is more fulfilling when a team-based contest is organized with a team experience being the main price (Fisher, 2003). This plays a significant role in not only rewarding the high performers but also to create a strong bond between the salespeople. This improves the level of teamwork, an aspect that is replicated in the overall performance of the business.

Ronaldo part of Real's global marketing plan Essay

Ronaldo part of Real's global marketing plan - Essay Example Florentino Perez, director of the club, even admits it in the article: "One of the most important things for Real is its image". In this context the investment of US$44.25 million to transfer Ronaldo from his former Italian club Inter Milan seems nothing in regards of the foreseeable benefits of the arrival of the player. Perez adds: "We will begin selling shirts bearing the player's name immediately and we are sure there will be a massive demand. In five years we want to be in every country in the world." The statement proved to be true the very day Ronaldo signed his contract with Real Madrid. The player went to sign his shirt at the Real's boutique and broke all the records of soccer shirts sales in a day. A Ronaldo shirt costs 75 a piece. No Surprise Perez believes he will get his money's worth. Florentino Perez' strategy is obvious. He brings soccer stars from all around the world and offers them to the public. Who doe not want to see the best players of the world put together in a "dream team" Thus the skyscraping benefits of the shirt sales. However products with the Real Madrid logo are not the only source of major income for the club. With the arrival of Ronaldo, the team signed a commercial agreement with Siemens to bear the name of the mobile firm company on the team's shirt. The market share of Siemens has grown from 17% to 21% in one year.

Sales Rewards and Incentives Coursework Example | Topics and Well Written Essays - 250 words

Sales Rewards and Incentives - Coursework Example Job-related incentives are one of the sales incentives which are least expensive. They can be in form of additional vacation time at no out-of-pocket cost. These are mainly incentives which are related to daily work responsibilities of the team. These can include but not limited to a half day of work, funny celebration gifts, watch movie as a sales team, etc. This is very significant in motivating the employees (Fisher, 2003). Tangible incentives are something of monetary value. This can be milk and cookies, new cell phones, laptops, or other gadgets that are of great importance to the employees. However, the items should be valuable in order to excite the sales force and motivate them to work harder (Fisher, 2003). Experience incentives have been identified as one that impacts positively towards the happiness of the salesperson than purchases. For instance, instead of sending just one sales person to a Hawaii, it is more fulfilling when a team-based contest is organized with a team experience being the main price (Fisher, 2003). This plays a significant role in not only rewarding the high performers but also to create a strong bond between the salespeople. This improves the level of teamwork, an aspect that is replicated in the overall performance of the business.

Individual Assigment Essay Example for Free

Individual Assigment Essay Narration: The world of technology has evolved over the years, and that means the need for technology has increased as well. Businesses have evolved over time with the use of technology, it allows us to shop, sell, trade, and function overseas. As I read over your business plan it seems that it is designed to compete in the local market, as well as add value to the community. Technology will play a huge part in both, it allows you to create and implement a plan that will help increase profit and customer satisfaction. As your business will compete in the local market, you will need to consider implementing Enterprise 2.0 or Web 2.0. Both Enterprise 2.0 and Web 2.0 offer many benefits to help your company succeed and grow with the ever changing economy and local market, both will allow your company to widen your market from county to county, state to state and even other countries. Enterprise 2.0 The attributes of Enterprise 2.0 practices can be very useful and sufficient in brainstorming, sharing, and evaluating ideas by utilizing enterprise social networking. Enterprise 2.0 helps business decrease IT costs by decreasing the amount of hardware and software that is needed (McAfee, 2010). Enterprise 2.0 would be a good asset to your business, it would keep it cost down and allow the marketing that you need to be competitive in your local market. Web 2.0 Web 2.0 also has many beneficial factors that would also be a good asset to your company, it includes social networking sites that would create great marketing tools, it allows you to create website which can also be a great tool for marketing and it allows you the user to be in control over the data  used. Web 2.0 offer rich user experience, user participation, scalability, and freedom. Web 2.0 offers a wide variety of marketing tools as well as creating a safe and valuable way to increase profit, and safe guard your assets (McAfee, 2010). .

Performance Management Cycle Properties

Performance Management Cycle Properties The performance management cycle is a premiere technique used by many companies to guide their performance management system. It is regarded as a continuous, future oriented and participative system; as an ongoing cycle of criteria setting, monitoring, informal feedback from supervisors and peer, formal multisource assessment, diagnosis and review action planning and development resourcing (Bach1999; Williams 2002). The Performance Management cycle involves a continuous learning process as stated by Kaufman, R., Thiagarajan, S., MacGillis, P.1997 Performance is not a one shot process, it is ongoing. The continuous improvement and quality management process is vital. An organisations survival depends on it to be done correctly and consistently. Though the above authors identified that it is a continuous process Bach1999; Williams 2002 went on to say that it is far more than a simple process, there are many facets of this cycle. The Performance Management cycle comprises of planning, monitoring, developing, rating and rewarding and back to planning again Neely (1998), but on the other hand, many view performance management to be one step process of appraising the individual only, but as the following cycle explains there is more to performance management than appraising. This cycle provides a framework to help organisations and employees better manage the process of performance management which aids in the future success of the organisation. This research will analyse each aspect of this cycle to assess how it relates to the processes being used at AATT. Performance Management Cycle PLANNING The first step of this continuous cycle is to plan. Planning entails developing and setting performance objectives. Armstrong (2004:488) defines objectives as what organizations, functions, departments and individuals are expected to achieve over a period of time. It is important that company values and goals used as the basis for goal setting be understood and communicated to all employees and managers. Objectives, or goals, are the foundation for good performance. These objectives are used to provide a well thought-out approach to the achievement of the desired performance level for individuals and teams. Employees are usually involved in the planning process, this helps them understand their goals of the organization, what needs to be done; why it needs to be done and how well it should be done. Many companies involve their employees in the process so they can identify and understand the required behaviours. This enables the company to produce plans to meet the objectives of the company and enhance the knowledge, skills and competencies, also reinforcing desired behaviours. This was reinforced by Ducker (1954), He stated that the planning process typically done by senior managers should be prepared by all employee, they should partake in the strategic planning process which would give the employees a sense of ownership and responsibility to fulfil their objectives. Drucker (1954) also contradicted his statement by saying managers are responsible for achieving results. However the researcher is of the opinion that the planning phase should not be left to the managers alone as the employee are the lifeline of an organisation and careful planning and involvement of the employee will encourage them to work along their seniors to foster a successful company. An analysis will be conducted to identify whether this step currently is being enforced at AATT and if the result of this is clear and concise objectives. Monitoring Monitoring entails continuously measuring performance and its effectiveness in achieving the organisation set objectives in the planning process. It also allows the company to update and refine any current and future demands which may arise. This enables the organisation to stay on the right part. During the monitoring phase, its important to keep notes. Document both positive and negative performance issues, and make notes consistently throughout the performance management cycle. Specific instances should be looked at when employees meet and exceed expectations, and when they fall short of performance goals. These notes should be objective, job-related and accurate, focusing on behavior and void of personal option and emotion. Based on these findings the supervisor will be able to identify the employees strengths and shortcomings. The shortcomings are then addressed in the developmental stage of the performance cycle. Development At the development stage the developmental needs of the employee are assessed and addressed. This phase focuses on the improvement of current knowledge and skills and also on the development of new ones. This improvement is done via coaching; training and giving assignments that challenges the employee to take on more responsibility which improves their skills and ability. At This development stage many companies offer training and developmental opportunities to their employees but on the other hand some companies completely disregard this stage of the performance management cycle as they see it as the employees responsibility to further their development and also they avoid the costliness of training programs. The researcher will look at how AATT assess and implements this phase and the employees reactions to implemented training programs. Appraising This phase of the cycle is most synonymous with performance management. It is regularly regarded as the only step in performance management, though this is not the case. At this phase in the cycle the employee is assessed on their performance. When used correctly, performance appraisals can be powerful career development tool and help a company retain its current workforce by boosting performance and morale. According to Flippo (1984) performance appraisal is the systematic, periodic and an impartial rating of an employees excellence in the matters pertaining to his present job and his potential for a better job. As stated this phase enables the company to measure the employee performance and assess if they are meeting the objectives set out at the planning phase, it also allows the company to identify the employee weaknesses, strengthens, and opportunities for further development/ promotion. He also went on to point out that it should be unbiased, this is of great concern for many e mployees as they something feels that the evaluator is prejudiced and they cannot highlight their concerns. The following factors are critical for an effective performance appraisal, these are: proper documentation, Clear cut objectives and goals, Simple understandable evaluation format, evaluation technique, communication and feedback. Picket (2003 pp 237-240) states that the performance review continues in many organisations despite evidence that it has the potential to be one of the most effective management tools in the entire kit. However, according to Steers and Black (1994), performance appraisal is one of the most important and often one of the most mishandled aspects of management. This scenario is one of great concern considering the importance of the evaluator to the success of the appraisal process; Imundo (1993 p158) stated that it is an inherent responsibility of those in managerial positions to pass judgment on what employees do with respect to meeting job requirements. He went on to say While individual employees are responsible for their own performance, it is supervisors who should shoulder overall responsibility for the performance of the unit under their direction. In light of the above, in todays organisation many managers have little or no training concerning the evaluation of employees. As a result of this lack of training supervisors are not equipped to provide proper assessment and effective feedback. Therefore sometimes employees are left up to the own initiative to manage their department and personal performance. Recent studies suggest that organizations fail to conduct effective rigorous, skills-based training and rater training with their managers (Fink, and Longenecker, 1998). Torrington and Hall (1991) stressed that appraisers need training on how to appraise and how to conduct appraisal interviews. However, many organisations stray from this and they provide the manager with the appraisal forms and instructions on how to complete the form and the rating schemes. This procedure currently utilized by organisations underhands the appraisal process. However, Bacal (2001 p 201) states that: Performance appraisal isnt about the forms. The ultimate purpose of performance appraisal is to allow employees and managers to improve continuously and to remove barriers to job success, in other words, to make everyone better. Forms dont make people better, and are simply a way of recording basic information for later reference. If the focus is getting the forms done, without thought and effort, the whole process becomes at best a waste of time, and at worst, insulting. Bacal highlighted that the mundane process of form filling is not what an appraisal is all about, you have to look at the bigger picture which is the successful attainment of the organisations strategic objectives and the success of the organisation. There are many techniques and methods to performance appraisal such as the traditional methods and the Morden methods. These are highlighted below: Traditional Methods Description Morden methods Description ESSAY APPRAISAL METHOD BEHAVIORALLY ANCHORED RATING SCALES(BARS) STRAIGHT RANKING METHOD HUMAN RESOURCE ACCOUNTING METHOD PAIRED COMPARISON 360-Degree-Performance-Appraisal Method CRITICAL INCIDENTS METHODS Management By Objectives(MBO) Method FIELD REVIEW CHECKLIST METHOD GRAPHIC RATING SCALE FORCED DISTRIBUTION The researcher will assess the above methods and examine the different approaches and methodologies which relates to Performance Management at AATT. If these factors are adhered to, they assist the company in formulating strategies for the employee future promotion and rewards. Rewarding The final phase in the cycle is rewarding. At the rewarding phase, the employee or team is recognized and acknowledged with regards to their ability to attain the organisations set objectives in the planning phase. These rewards may be monetary, non-monetary, such as praising the employee for a job well done, and promotions. The researcher will assess if and how AATT determines reward. What Should organisations manage? The most widely recognized and implemented approach to measure performance is the Balanced Scorecard Approach. This is now widely used as a strategy development and execution tool .This approach was developed by Kaplan and Norton (1992, 1996), it provides a system of aligning business actions to the vision and strategy of the organization, improving internal and external communications, and monitoring organization performance against strategic goals it focuses on measurement and evaluation using criteria that will provide a balanced view rather than using only the financial criteria. The four perspectives which Kaplan and Norton recommended that managers assess their employees on are: The financial perspective -This perspective measures the financial outcomes of the organisation. These may include profits, new commercial business ventures or it can be result based. The customers perspective An organisation success depends on their customers, as such, this perspective measures the customers satisfaction and their perception of the organisation. The data collected allows the organisation to gauge if they are effectively satisfying their customers needs and if there is a need for further improvement. The internal business perspective This perspective focuses on the organizations critical internal operations which enable the organisation to attain customer satisfaction. It includes the infrastructure, long and short term goals and objectives, organisational procedures, and human resources. The innovation and learning perspective This perspective cover the organisations ability to innovate, learn, and improve. This links directly with the values of the organisation. For the Balanced scorecard approach to be effective the manager should have the capability to observe and take note of several instruments and measures concurrently. It is frequently stated that one of the main benefits of the Balanced Scorecard, is that is translates strategy into action. However, despite its popularity Norreklit (2003) questioned the existence of a causal relationship between the different perspectives, the fact that this system does not address the needs and wants of all the stakeholders of a company; and the lack of theory behind the scorecard concept. Notwithstanding this criticism the balance scorecard approach has proven to be an appropriate tool to address the organisation performance and if the four perspectives are properly assessed in the end the company and their stakeholders will benefit from their success. As part of this research the researcher will use this universally known model to assess the performance measurement system at AATT. Performance management as a motivational tool. Understand each individuals motivations and triggers can assist an organisation to motivate their employee to perform at their maximum potential. Performance management is constantly associated with theories of motivation. There are several written motivational theories in literature, with the most popular being; Taylor (1890, 1911) Scientific Management, Maslows (1954) needs hierarchy theory, Locke and Ladham (1968, 1990) goal setting theory, Herzbergs 1957 two-factors theory, and Vroom 1964 expectancy theory. Frederick Winslow Taylor (1890, 1911), put forward the idea that workers are motivated mainly by pay. His Theory of Scientific Management argued that workers do not naturally enjoy work and so need close supervision and control; therefore managers should break down production into a series of small tasks. Workers should then be given appropriate training and tools so they can work as efficiently as possible on one set task. Workers are then paid according to the number of items they produce in a set period of time- piece-rate pay. As a result workers are encouraged to work hard and maximise their productivity. However this approach became repetitive and insulting to the workers as they felt like they were being treated like human machines. This theory is often linked to Macgregors two fundamental approaches to managing people, theory X and theory Y, namely theory X which speaks to employees being self-serving, unwilling to take on responsibility and essentially only working for money. It follows an authoritarian management style. On the other hand theory Y speaks to a participative management style saying work is as natural as rest or play, without the threat of punishment people will work to pursue organizational objectives and people accept and seek out responsibility, which is what the performance management cycle is all about, including the employee in the process. Elton Mayo went against those theories saying that workers are not just concerned with money but could be better motivated by having their social needs met whilst at work. This factor was ignored by Taylor. Mayo introduced the Human Relation School of thought, which focused on managers actively communicating to their employees, and treating them as individuals who have meaningful opinions. His theory most aligns with the paternalistic management style and incorporates elements of the performance management cycle, whereby employees are encouraged to give their opinion and work alongside management. Abraham Maslow (1954) in conjunction with Frederick Herzberg 1957 introduced the Neo-Human Relations School in the 1950s, which focused on the psychological needs of employees. Maslow put forward a theory that there are five levels of human needs which employees need to have fulfilled at work. These are identified in the figure below. It is a bottom up approach, he identified that if certain need cannot be met the person will not be motivated to move on to the other level. Whereas, Hertzbergs two-factor theory are hygiene factors and motivator factors. Hygiene factors speak to the need for a business to avoid unpleasantness at work. If these factors are inadequate for employees, they therefore can cause discontent at work. Hygiene factors include: Company policies and administration Wages, salaries and other financial remuneration Quality of supervision Quality of inter-personal relations Working conditions Feelings of job security Motivator factors are based on the individual need for personal development. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors include: Status Opportunity for advancement Gaining recognition Responsibility Challenging / stimulating work Sense of personal achievement personal growth in a job There are similarities between Maslow (1954) and Frederick Herzberg theories; they both suggest that needs have to be satisfied for the employee to be motivated. However, Herzberg argues that only the higher levels of the Maslow Hierarchy (e.g. self-actualisation, esteem needs) act as a motivator. The remaining needs can only cause dissatisfaction if not addressed. (Motivation in theory n.d.) These motivational theories can be applied to a wide range of management functions, but these will be used by the researcher to fulfil her objective of determine the Performance Management process as it relates to the motivation of employees in the workplace and how it is implemented in the organization and the impact it has on the motivation of employees. This chapter outlined literature key to the researchers study of performance management as it relates to AATT. The following chapter will address the methodologies the researcher will utilize to ascertain her objectives. Drucker, P., The Practice of Management, Harper, New York, 1954; Heinemann, London, 1955; revised edn, Butterworth-Heinemann, 2007 The Economist Guide to Management Ideas and Gurus, by Tim Hindle Flippo, E. B. 1984. Personnel management. 6th Ed. New York: McGraw-Hill Book Company. Steers, R.M. Black, J.S. 1994. Organizational behaviour. Ed. ke-5. New York: Harper Collins. Grote, R.C. Grote, D. 2002. The performance appraisal question and answer book: a survival guide for managers. AMACOM. Les Pickett, (2003) Transforming the annual fiasco, Industrial and Commercial Training, Vol. 35 Iss: 6, pp.237 240 Armstrong, M Baron, A 2005, Managing performance: Performance management in action. Chartered Institute of Personnel and Development, London. Weiss, Tracey B., and Franklin Hartle, Reengineering Performance Management, Breakthroughs in Achieving Strategy Through People, St. Lucie Press, Boca Raton, 1997. Pg 3-6 Kaufman, R. (1997). A Strategic Planning Framework: Mega Planning. In Kaufman, R., Thiagarajan, S., MacGillis, P. (Editors), The Handbook for Performance Improvement. San Francisco, CA: Pfeiffer Co/Division of Jossey-Bass Laurence S. Fink, Clinton Oliver Longenecker, (1998) Training as a performance appraisal improvement strategy, Career Development International, Vol. 3 Iss: 6, pp.243 251 Douglas Maxx, Robert Bacall. 2001. Perfect Phrases for Performance Reviews 2/E. McGraw-Hill Professional p 201. Neely A., Adams C. and Kennerley M, (2002), The Performance Prism: The Scorecard for Measuring and Managing Business Success, London, UK: Financial Times Prentice Hall Norreklit, H. (2003), The Balanced Scorecard: What Is the Score? A Rhetorical Analysis of the Balanced Scorecard., Accounting, Organisations and Society, Vol. 28, No. 6, pp. 591. KAPLAN, R. S. and NORTON, D. P. 1992. The Balanced Scorecard: Measures that Drive Performance, Harvard Business Review, Jan-Feb, pp. 71-79. KAPLAN, R. S. and NORTON, D. P. 1996. Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review, Jan-Feb pp 75 -85. HERZBERG, F. et al. 1957. The motivation to work. 2nd ed. New York LOCKE, E.A. 1968. Towards a Theory of Task Motivation and Incentives, Organisational Behaviour and Human Performance, Vol. 14, No.2, pp. 157-189. LOCKE, E.A. and LADHAM, G.P. 1990. A Theory of Goal setting and Task Performance, New York, NY: Prentice-Hall. MCCLELLAND, P. C. 1975. Causal explanation and model building in history, economics and the new economy. Ithaca; London : Cornell University Press. Maslow, Abraham (1954). Motivation and Personality. Harper and Row New York: VROOM, V.H. 1964. Work and Motivation., New York, NY: John Wiley. TAYLOR, F. W. 1890. The rise of scientific management. Madison; London : University of Wisconsin Press. TAYLOR, F. W., 1911. The principles of scientific management. London : Harper Brothers. http://tutor2u.net/business/people/motivation_theory_herzberg.asp motivation in theory Neely, A 1998, Measurement of business performance why, what and how, The Economist, London.

Scarlet Letter Essay - :: essays research papers

The Scarlet Letter   Ã‚  Ã‚  Ã‚  Ã‚  It is six in the morning at an Arizona prison. A prisoner named Jonas has been awoken by the prison bell, which sounds more like a horn, and signals that it is time for the prisoners to awake. Jonas quickly gets up, makes his bed and then stands at the door of his cell awaiting a prison guard who will be doing the daily check of his cell. While waiting for the guard, Jonas thinks to himself about what his day will be like, but he soon realizes that it will be the same as the day before, and the day before that, and the day before that, and so on. Jonas then grows quickly depressed, for he realizes, as he always does, that his life is filled with repetition and he is trapped by it. Like Jonas, many characters in the novel, The Scarlet Letter, experience the feeling of being caught in one way or another . Among those characters are Reverend Arthur Dimmesdale, Pearl Prynne and Hester Prynne. These characters are truly affected by entrapment.   Ã‚  Ã‚  Ã‚  Ã‚  From beginning to end, many factors contribute to making Mr. Dimmesdale feel trapped in one way or another. To start, he is trapped in silence and pain. His need to be silent and the pain that he feels because of it, is shown when he says to Hester Prynne, in front of the town,   Ã‚  Ã‚  Ã‚  Ã‚   Hester Prynne, ... I charge thee to speak out the name of thy   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   fellow-sinner and fellow-sufferer! Be not silent from any mistaken   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   pity and tenderness for him; for, believe me, Hester, though he   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   were to step down from a high place, and stand there beside thee   Ã‚  Ã‚  Ã‚  Ã‚   on thy pedestal of shame, yet better were it so, than to hide a   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   guilty heart through life. What can thy silence do for him , except   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   it tempt him-yea, compel him, as it were-to add hyprocisy to sin?   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Heaven hath granted thee an open ignominy, that thereby thou   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   mayest work out an open triumph over evil within thee, and the   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   sorrow without. Take heed how thou deniest to him-who   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   perchance, hath not the courage to grasp it for himself - the bitter,   Ã‚  Ã‚  Ã‚  Ã‚   wholesome, cup that is now presented to thy lips! (Hawthorne, 62). The town does not know it yet, but Mr. Dimmesdale is Hester Prynne’s fellow sinner.