History of Modern Psychology: Anna Freud

History of Modern Psychology: Anna Freud Male visionaries dominated in the philosophical contributions to the psychology as a formal discipline; however, many prominent women pioneered major roles in psychology history between 1850 and 1950 (Goodwin, 2005). Freud Sigmund was not only among the Freudian to build credibility in psychology field, this is because Anna Freud-her youngest daughter took career in psychology and made important contributions in the history of psychology. The paper will discuss the background of Anna, her theoretical perspective, and the contributions she made to the field of psychology. Anna’s Background Martha and Sigmund had six children, the youngest was Anna born in December 1895. Anna was a mischievous girl who had great admiration the work of her father (Young-Bruehl, 1988). However, she grew separate from her siblings and her mother. Sigmund Freud reciprocated Anna’s adoration and at one time, he wrote of her stating, â€Å"Anna has turned absolute beautiful through naughtiness†¦Ã¢â‚¬  (Boeree, 1998, pg 64) Frequently, Anna spoke of her competition feelings against her sister Sophie- the beautiful child of Freud and Anna the brains of Freud family. There was a strained bond between Anna and her mother Martha and the other siblings because their nanny, Jose Cihlarz, took care of them. Anna finished her education at Cottage Lyceum in Vienna in 1912 and was not sure about her future path of career. Anna travelled to Britain in 1914 to grow her English skills but retuned to Vienna after a declaration of war. She got the credentials of teaching and started teaching at her former school. She showed great interest in the field of child psychology after taking much of her time teaching and observing her pupils. Anna decided to abandon being only a teacher to help the children and pursue a career in the footsteps of her father of psychoanalysis. Sigmund developed the interest of Anna in psychology filed at a young age of 14 years when he allowed Anna to read his works and writings about psychoanalysis. In addition, Sigmund began to analyze the dreams on Anna nighttime in 1918, and Anna accompanied her father to the 1920 International Psychoanalytic Congress. Anna met many of Sigmund’s friends and colleagues, including Lou Andreas-Salome, the psychoanalyst. Later on Lou became a confident of Anna. Vienna Psychoanalytic Society accepted Anna as a member after she presented her Daydreams and Beating Fantasies (Young-Bruehl, 1988). Anna kept on attending meetings of psychoanalytic, followed the publications and the works of her father, analyzed patients, and translated papers. Anna had developed her role as an important contributor to the child psychology field when she began her practice in psychoanalysis with young children. Anna taught seminars at Vienna Psychoanalytic Institute and she published her first work, Techni que of Child Analysis. Her father-Sigmund became very ill after he was diagnosed with cancer and went through several surgical operations. Sigmund needed regular nursing to get well. Anna never wanted to leave the side of her father and gave him full-time care of nursing. Nevertheless, Anna managed to continue with her with the children. Unfortunately, Sigmund passed away due to his illness in 1913, almost the same time WWII began (Coles, 1992). Anna followed the footsteps of her father with psychoanalysis, but put her emphasis and focus on improving the techniques of learning children instead of adults. She became fully immersed in designing efficient and effective mechanisms to psychoanalyze children. Modern child psychology and ego psychology still use the techniques developed by Anna (Young-Bruehl, 1988). Theoretical Perspective and Contributions of Anna Anna was the successor of her father with her work and research in child psychology and ego psychology (Coles, 1992). She remained honest to her father’s core ideas and themes of psychodynamic theory even though some of the followers of her father abandoned his beliefs. However, she mainly focused on psyche dynamics instead of psyche structures. Anna wrote and published The Mechanisms of Defense and The Ego that gave a description how defenses work and apparently showed the ego is the observation seat from where people observe and works for the concept and the unconscious and superego, and study deserves in its mandate. Ego psychology usually represents the followers of Anna and Sigmund Freud teachings (Coles, 1992). Present day ego psychology is loyal to Freud’s work with a foundation of psychoanalysis, although it is more ordinary and practical of the ego in the application of psychoanalysis. Anna Freud mentored Erikson Erik, who is popular for his expansion works in ego psychology field and psychoanalysis (Goodwin, 2005). The mentorship of Anna influence Erik professional and academic career in psychology. Anna and Erik when he was tutoring children in Heitzing School managed by Dorothy Burlingham, a longtime friend of Anna. Anna saw the skillful manner of Erikson with the children and showed her interest in guiding Erik to study more regarding child psychology. According to Young-Bruehl, (1988) the main passion of Anna was child psychology. Anna devoted most her energy and time analyzing and studying children suffering traumas, majorly from the effects of the war. Most of the children were predisposed to lasting traumas, while others were blind or handicapped. Anna normally stated that she was happy she did not have her own children, despite the years on her life she devoted to help children she barely knew. Sigmund had focused entirely on adults that sorted through the recollections of childhood instead of current events. The desire of Anna was to work with children suffering from current traumas to prevent any psychological challenges in adulthood (Boeree, 1998). Anna learned children and their own surrounding and became a dependable therapist in dealing with the transference challenges. Reports showed that Anna was a caring adult and was not a substitute guardian, playmate, or parent during the sessions of therapy. The technique of Anna enabled a trusting and stable relationship between the child, the parents, and the therapist (Coles, 1992). The biggest challenge in the cancelling of Anna was communication among the therapist and the children. It is easy for adults to convey their thoughts, beliefs, ideas and emotions verbally whereas young children are inept to act so with accordance. She was unable to use her father’s cure of talking with the children, due to their incapability to verbalize their ideas and thoughts. Children seem to express their feelings and emotions more differently than the adults do. This influenced Anna to develop techniques particularly made to help the children. Anna Freud had the responsibility of putting up a war nursery at Hampstead Child Therapy Clinic. She and Dorothy Burlingham run the clinic and motivated the children at the nursery to create attachments to manage war trauma. Working hand in hand with the children influenced her to publish many studies and research concerning children in stress during wartime, such as, Infants without Families, War and Children, and Young Children in Wartime (Boeree, 1998). She was able to improve her observation of parental deficiency in young children during traumatic period when orphans from concentration camps were put in Bulldogs Bank home (Boeree, 1998). Anna reported, analyzed and observed her outcomes in an experiment in a group upbringing that gave report of the children’s natural capabilities to create close relations with peers as a substitute of parents. In 1945, Hampstead nursery closed due to the end of the war. Shortly after this closure, Hampstead Child Therapy Clinic and Course opened under Anna’s management. The clinic offered analytic therapy, counseling, and a training in child treatment and analysis (Coles, 1992). The clinic became largest and comprehensive facility devoted the worlds to the treatment and analysis of children. Anna worked as the director, consultant and training analyst of the clinic from 1952 until her passing in 1982. New York Times gave a quote by Anna about her significant work with the children: I begun as a teacher of an elementary school. I changed from teaching to child analysis field. Henceforth, I moved continually back and forth, from the theoretical research of these challenges to their application practically. It is a fact that a person can have special luck to do this, and that many people don not have this luck (Goodwin, 2005). Conclusion Freud Anna was born 1895 and passed 1982 (Young-Bruehl, 1988). In those years, Anna made important contributions in the psychology field. Her professional and academic career shows her leaps and bounds in comprehending the nature of humans, mental processes, emotions and behaviors in present psychology (Coles, 1992). She endured being called Sigmund daughter to become a prominent female psychologist in a field and period where the men dominated publications and research. Anna is a true successor of her father and influenced the psychology field as a formal discipline with innovative therapeutic and observation techniques. The works of Anna are historical and worthy discussion, despite of some modern day psychologist agreeing or disagreeing with any of the Freudian perspectives. References Boeree, G. C. (1998). Anna Freud. Personality Theories. Retrieved from http://webspace.ship.edu/cgboer/annafreud.html Coles, Robert (1992). Anna Freud: The dream of psychoanalysis. Reading, MA: Addison-Wesley. Goodwin, C. J. (2005). A history of modern psychology (2nd Ed.). Hoboken, NJ: Wiley Young-Bruehl, E. (1988).Anna Freud: A biography. New York: Summit Books

Simulated business: JKL Industries Essay

Business and strategic planning Mission JKL Industries is an Australian owned company selling forklifts, small trucks and spare parts to industry. We deliver value to customers and investors through our highly trained, motivated, and expert workforce. Vision JKL Industries believes in developing and unlocking the potential of its people to allow the company to become the leading supplier of forklifts, small, medium and large trucks in Australia. Company values Performance excellence Value for investors, customers and employees Personal and professional development Diversity Sustainability. Strategic planning Goals Strategic objectives Operational objectives Provide value to investors and owners Increase overall profitability by 10% over next three years Reduce costs through negotiations with suppliers Reduce costs through HR management efficiencies Increase revenue through providing increased customer value Exit underperforming markets; JKL will withdraw from the rental market and close the rental division within the next 18 months HR partners with business to help business achieve financial goals HR completes scan of external conditions and market/industry forces impacting competitiveness and capability development Provide value to customers JKL will continue to sell and service forklifts and expand their market share by 7% within the next 12–18 months Provide quality customer service JKL will expand existing branches to include the sale of medium and large trucks within 18 months HR partners with business to help business meet customer needs HR partners with front line managers to help them meet the needs of customers through motivated, competent and well- equipped staff Develop human potential Provide required training Deliver training to upskill rental employees Recruit Conduct skills audits and needs analysis for all roles to be filled by recruitment strategy Become an employer of choice Provide personal development plans for all employees Provide best in industry programs incentives and HR services Manage performance and adherence to organisational values Complete twice-yearly performance reviews Communicate organisational values and code of conduct Continuously improve operations and management efficiency Monitor performance in all areas of strategy and operational efficiency Monitor management inputs such as completion of reporting and coaching requirements Monitor stock turns of forklifts, trucks, etc. Monitor HR service delivery efficiency Operational plan JKL intends to implement operational plans to realise strategic objectives. Key aspects to operations include human resources, performance management, physical and financial resources and workflow. Human resources The organisation is currently using a HR business partner model with a human resources officer aligned to each of the three key business areas: Sales, fleet rentals, and service. JKL employees over 190 personnel in the following categories as demonstrated in the organisation chart below. The Managing Director reports to a board of directors and is based in the Sydney corporate office, along with the Operations Manager, HR Department and the Finance and Administration team. The HR Manager reports to the operations manager and heads up the HR centres of excellence that include recruitment, learning and development, and employee relations and services. In each of the state-based sites there is a branch office consisting of an office building, warehouse, service department and sales office. The Human Resources Officers (Business Partners) report to both the HR Manager at Head Office and their respective managers in the branches. A summary of human resources at each location appears below: Sydney head office Personnel: 30 full-time and casual sales and customer service people (8 sales consultants; 8 retail sales consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants Accounts Manager and 2 accountants senior management team (3) + one Branch Manager (Operations Manager, HR Manager, Finance and Administration Manager CEO and managing directors. Branches Each branch employs the following personnel: 30 full-time and casual sales and customer service people (8 sales consultants; 8 retail sales consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants Branch Manager. Office requirements Sydney Head office Size: 15,000 square metres (~70% space available for sales and rentals; ~25 available for servicing) Large mezzanine office space (occupied by Senior Management Team). Loading bay with large capacity. Branches Average Size: 12,000 square metres (~70% space available for sales and rentals; ~25 available for servicing) Large mezzanine open-plan office space with separate access (was previously rented out to a telemarketing company) Loading bay with large capacity. Operating capital requirements JKL requires approximately 13 million dollars in working capital to sustain the business and ensure it meets all opening and ongoing financial obligations. Operational expenses Wages, salaries $6,000,000 Consultancy fees $150,000 Communication expenses $120,000 Marketing $2,400,000 Premises expenses $3,000,000 Insurance $356,000 Depreciation and amortisation $540,000 Office supplies $180,000 Training $180,000 Total Expenses $12,926,000 Insurance requirements JKL will have to incur costs for business liability insurance. The estimated cost for this requirement is $356,000 per year. Operational workflow Sales 1. Negotiate with suppliers. 2. Receive and warehouse products. 3. Provide service and information to customers. 4. Receive payment. 5. Arrange delivery of items (if required). Rentals 1. Conduct market research to determine needs. 2. Negotiate with suppliers. 3. Receive and warehouse rental products. 4. Provide service and information to rental customers. 5. Receive payment. 6. Arrange delivery of items (if required). Service 1. Conduct market research to determine needs. 2. Negotiate with suppliers. 3. Receive and warehouse service supplies. 4. Provide service and information to service customers. 5. Receive payment. JKL accepts cash, EFTPOS and major credit cards. Credit terms are available for trades. Operating hours JKL operates Monday to Friday from 9 am to 5 pm. JKL will be operational year‑round except federal and state holidays (as they apply to each branch). JKL policies and procedures JKL has a number of policies and procedures to support its core values and to ensure compliance with legislative requirements. Code of conduct JKL Industries acknowledges its role as a responsible corporate citizen. JKL’s success will result not simply from satisfying specific equipment needs for a quality product at reasonable prices, but from conducting its business with integrity and in accordance with the core values of the organisation. Employees and officers of JKL are expected to: Respect and support the core values of the organisation: Performance excellence Value for investors, customers and employees Personal and professional development Diversity Sustainability Respect others and treat others (colleagues, managers, reports, clients, customers and organisational stakeholders) with fairness Act in accordance with relevant legislation, standards and industry codes of practice Act honestly to protect the reputation of JKL; avoid the fact or appearance of conflict of interest Protect the privacy of others in accordance with organisational privacy and recordkeeping policies. Legislative requirements It is company policy to comply in all respects with local/state/federal government legislation. The relevant legislation that needs to be complied with includes: Competition and Consumer Act 2010 Disability Discrimination Act 1992 Equal Employment Opportunity for Women in the Workplace Act 1999 Fair Work Act 2009 Freedom of Information Act 1982 Privacy Act 1988 Racial Discrimination Act 1975 Safety, Rehabilitation and Compensation Act 1988 Sex Discrimination Act 1984 State and territory health and safety legislation JKL’s policy of compliance with legislation requires each employee to understand the legislation relevant to their position. Managers and employees of JKL are expected to conduct their operations in a manner consistent with all relevant legislation. Relevant legislation is available for reference through senior management, HR or via access to the internet. State legislation and summary notes are accessed on state government websites. A guide to accessing federal and state legislation, court decisions, key national and state bodies and research tools is available at: Parliament of Australia, ‘Key internet links on Australian law’, viewed January 2014, . Health, safety and rehabilitation policy The purpose of this policy is to state the organisation’s commitment to reducing and managing health and safety risks, and delivering workers’ compensation and rehabilitation and first aid training. This policy applies to all officers, employees and contractors of JKL. Applicable legislation includes: Safety, Rehabilitation and Compensation Act 1988 (Cwlth) Work Health and Safety Act 2011 (NSW) state health and safety Acts that apply to each branch (check your state’s legislation) Workers’ Compensation Act 1987 (NSW) Workplace Injury Management and Workers’ Compensation Act 1988 (NSW). The JKL health, safety and rehabilitation policy are displayed in all work locations. JKL’s commitment to the work health and safety is further detailed as part of the JKL Work Health and Safety Management Standards. Workplace harassment, victimisation and bullying policy The purpose of this policy is to underscore the organisation’s commitment to the elimination of all forms of bullying and harassment in the workplace. All employees have the right to conduct their work within a fair, supportive, high-performance environment. Harassment, victimisation and bullying in the workplace are illegal and such actions are not tolerated by JKL. Staff members found to be harassing or bullying other members of staff or customers will face disciplinary action ranging from counselling and performance management to summary dismissal. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Disability Discrimination Act 1992 Equal Employment Opportunity for Women in the Workplace Act 1999 Racial Discrimination Act 1975 Sex Discrimination Act 1984 Anti-Discrimination Act 1977 (NSW). Anti-discrimination and equal opportunity policy The purpose of this policy is to underscore the organisation’s commitment to  the fair treatment of all personnel and customers. JKL Industries values the diversity of its team, clients and communities and respects the rights of individuals and groups to operate in an environment free of discrimination. Access and equity (diversity and anti-discrimination) is fundamental to the operations of JKL. It is embedded in policies, practices and forward planning. JKL recognises the importance of diversity in achieving our vision. JKL understands the business environment and actively assists customers to reach their optimum potential. Our primary objective is to be solution-oriented and focused on customer needs. JKL recognises that valuing diversity is pivotal to achieving its vision. A welcoming, supportive environment will be provided leading to positive learning and employment, and individuals having the opportunity to reach their optimum potential. At JKL, anyone engaged in employment or the provision or receipt of training and/or services has the right to operate in an environment that is free from discrimination on the grounds of: age; breastfeeding; disability; industrial activity; lawful sexual activity; marital status; physical features; political belief or activity; pregnancy; race; religious belief or activity; sex; gender identity; sexual orientation; parental or carer status; employment activity; or personal association with any individuals with these characteristics. Procedures are in place for handling any grievances including complaints of discrimination, unfair treatment or harassment. Complaints will be taken seriously and every effort will be made to resolve them quickly, impartially, empathically and with appropriate confidentiality. Victimisation of complainant/s and witness/es is illegal. Complaints may also be lodged with a relevant government agency or regulatory body. This policy applies to all officers, em ployees and contractors of JKL. Relevant legislation may include, but is not limited to: Disability Discrimination Act 1992 Equal Employment Opportunity for Women in the Workplace Act 1999 Racial Discrimination Act 1975 Sex Discrimination Act 1984 Anti-Discrimination Act 1977 (NSW). JKL is committed to upholding affirmative action, equal opportunity and anti-discrimination legislation. This legislation is detailed at: ‘Legislation’, Australian Human Rights and Equal Opportunities Commission, viewed January 2014, . Privacy policy The purpose of this policy is to outline JKL’s commitment to protecting the right to privacy of both employees and customers. Customer information is treated under the following rules. 1. Collection Organisations must ensure that individuals are aware their personal information is being collected, why, who it might be passed on to and that they can ask the organisation what personal information it holds about them. 2. Use Personal information may not be collected unless it is necessary for an organisation’s activities and must only be used for the purpose it was collected. 3. Data quality Organisations must take steps to ensure that the personal information they collect is accurate, complete and up-to-date. 4. Data security An organisation must take reasonable steps to protect the personal information it holds from misuse and loss and from unauthorised access, modification or disclosure. 5. Openness An organisation must have a policy document outlining its information handling practices and make this available to anyone who asks. 6. Access and correction Generally, an organisation must give an individual access to personal information it holds about the individual on request. 7. Identifiers Generally, an organisation must not adopt, use or disclose an identifier that has been assigned by a Commonwealth government agency. 8. Anonymity Organisations must give people the option to interact anonymously whenever it is lawful and practicable to do so 9. Transborder data flows An organisation can only transfer personal information to a recipient in a foreign country in circumstances where the information will have appropriate protection. 10. Sensitive information Sensitive information (such as about someone’s health, political opinions or sexual preference), may only be collected with the consent of the individual (unless a public interest exception applies). JKL takes care to respect  employees to privacy and fully complies with our obligations under relevant legislation. Employee records are exempt from the Privacy Act. Records include: employee records and personnel files referee reports workplace surveillance and monitoring. Although such records are exempt from the Privacy Act, JKL commits to protecting the privacy of employees through: providing access to own records where available or practicable for correction undertaking not to pass on data to others or external parties except for the strict purposes of undertaking JKL business or without express permission. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Privacy Act 1988 Privacy Amendment (Private Sector) Act 2000. Recordkeeping policy The purpose of this policy is to outline the organisation’s approach to recordkeeping. At JKL, records management systems are based on developing and implementing recordkeeping policies, procedures, and practices to meet the operational needs of the organisation and that comply with externally imposed standards such as legislation. Implementation strategies for recordkeeping systems include: ensuring the system to meets all of the operational and strategic needs of JKL documenting the system (see procedures) training personnel to create and store records setting standards for recordkeeping and monitoring the use of systems ensuring all legislative requirements are met, including for retention periods. JKL adheres to the Australian and international standard for recordkeeping, AS ISO 15489: 2002 Records Management. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Privacy Act 1988 anti-discrimination legislation. Recordkeeping procedures File management Create a personal subfolder within the server (using your name as the subfolder name) to hold your day-to-day working files. Do not store company data on your C: drive (i.e. do not save work only to your computer, rather than to the network) unless absolutely necessary. Company data should be stored in the appropriate server drive. Unlike the servers which are backed up automatically, data on your own computer is not backed up and your work may be lost if you experience a system crash. If you use a laptop and require access to files offsite, you will be set up with remote access to server files away from the office. When documents are completed, they should be saved to the appropriate ‘completed work’ folder in your department. Filenames Filename should include authors last name, title of report (or abbreviated title of report), and date of submission. Back-ups  Back-up copies of all electronic files on the server are made twice weekly. If you spend an extended time away from the office network using a laptop, it is your responsibility to ensure local copies of company files are backed up. Vocational education and training, apprenticeships and traineeships policy The purpose of this policy is to underscore JKL’s commitment to developing workforce capability and developing its people. JKL is committed to providing young and new graduates in gaining employment in the industry. Apprentices and trainees are rostered on each shift with at least one vocationally competent person who supervises the apprentice/trainee’s work and performance of duties. JKL directs all clients to the relevant guide to apprenticeships and traineeships and the relevant government websites. This policy applies to all officers, employees and contractors of JKL. Performance management policy The purpose of this policy is to underscore JKL’s commitment to monitoring performance, developing workforce capability and developing its people. Performance reviews should be held twice yearly by managers. Performance  should be monitored against agreed KPIs and feedback provided on a regular basis. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Privacy Act 1988 anti-discrimination legislation equal employment opportunity legislation.

Attachment Theory, Biological Influences - 5410 Words

The issue of attachment is one that influences an individual throughout their life, affecting many aspects of their development. It is first formed during infancy between the child and their primary care giver and is maintained over the course of their lifespan. The level of attachment that is formed during infancy creates a foundation for psychological development in the course of the individual’s life (Santrock, 2013). Attachment security can be an indication of the quality of an individual’s future relationships, as well as challenges that may arise from such interactions. The following will discuss the attachment theory, biological influences of attachment, factors that contribute to the type of attachment formed during infancy and early childhood, and its impact and complications throughout each stage of development from infancy through late adulthood. 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Our book refers to temperament as biologically based emotional and behavioral tendencies that are evident in early childhood (Cervone D., Pervin, 2015 p.488). Each article provided an insight on how biology plays an important role in our personality/temperament. In the article NatureRead MorePiaget s Theory Of Cognitive Development1096 Words   |  5 Pagestake on account the individual differences between children in development. The focus of this essay is on Piaget’s theory because it is one of the most influential theories. Furthermore, this essay will evaluate whether Piaget’s theory is able to account for individual differences in cognitive development. The main focus will be the development of children. Jean Piaget developed a theory about the cognitive development in childhood. He was convinced that the development of thinking is a linear and

Act 1 Scene 7 of William Shakespeares Macbeth Essay

Act 1 Scene 7 of William Shakespeares Macbeth Introduction ============ Act 1 scene 7 is very important in the whole of the play because the string of murders started here, and what Macbeth and Lady Macbeth wanted to do was accomplished. This was the scene in which Macbeth became King and the original King (King Duncan) was murdered. Before this scene what had happened was that King Duncan came to Macbeths castle and there was a great banquet. Lady Macbeth had played a part of a man instead of Macbeth because Macbeth was worried about the murder that he was going to commit. This scene was the most dramatic out of all the scenes because Macbeth had/was going to kill King Duncan.†¦show more content†¦He ends his soliloquy by stating that only vaulting ambition makes him consider the evil deed; he has no complaint against the king, which makes the murder seem doubly vile to him. He is obviously vacillating between good and evil. The audience would react differently to how Macbeth is like now because in this scene he is not represented as a power -hungry and heartless butcher, and this is because he says that he doesnt want to murder Duncan but is forced into it. The audience dont know quite how to react because sometimes Macbeth is evil but sometimes he is good. The motivation behind Macbeths words and actions is that he doesnt want to murder the king because he feels that he hasnt any complaint against the king so the murder will be pointless. The Character of Lady Macbeth In this scene lady Macbeth is angry and is insulting and we know this because she says things like: Was the hope drunk / Wherein you dressd yourself? Hath it slept since? and she also says that if hes going to go back on his word, he doesnt really love her, and hes a coward, no better than the poor cat i the adage, who wants a fish, but doesnt want to get its feet wet. Lady Macbeth says to Macbeth: I have given suck, and know How tender tis to love the babe that milks me: I would, while it was smiling in my face, Have pluckd myShow MoreRelatedMen of Respect V.S Macbeth Essay738 Words   |  3 PagesIn 1991, William Shakespeares great play Macbeth was re-created into a modern day version titled Men of Respect. Was the plays textual fidelity lost in transition during the making of the film, or did the film show total loyalty and devotion to the text and the feelings of the play? A closer examination of the characters/lines, classification between good and evil, and the use of light and dark will compare the many differences and similarities between William Shakespeares Macbeth and WilliamRead MoreMacbeth, By William Shakespeare1243 Words   |  5 PagesIn William Shakespeare’s â€Å"Macbeth†, the author portrays the main character Macbeth as a very tortured and flawed individual whose actions only serve to further unravel him. 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This analysis would also study how the author, William Shakespeare, portrayed these themes using language and historical context to affect the opinions of the audience’s perception of the two characters. As Shakespeare’s Macbeth had been written in the past, it would be of great contrast to the two modern poems that would also be analysed. This analysis