Elizabeth knew that marriage can often lead to a female ruler's undoing. By marrying and committing to an alliance with one party or nation, the queen becomes embroiled in conflicts that are not of her choosing, conflicts which may eventually overwhelm her or lead her into a futile war. Also, the husband becomes the de facto ruler, and often tries to do away with his wife the queen, as Darnley tried to get rid of Mary. Elizabeth learned the lesson well. She had two goals as a ruler: to avoid marriage and to avoid war. She managed to combine these goals by dangling the possibility of marriage in order to forge alliances. The moment she committed to any single suitor would have been the moment she lost her power. She had to emanate mystery and desirability, never discouraging anyone's hopes but never yielding.
Interpretation
Elizabeth had good reason not to marry: She had witnessed the mistakes of Mary Queen of Scots, her cousin. Resisting the idea of being ruled by a woman, the Scots expected Mary to marry and marry wisely. To wed a foreigner would be unpopular; to favor any particular noble house would open up terrible rivalries. In the end Mary chose Lord Darnley, a Catholic. In doing so she incurred the wrath of Scotland's Protestants, and endless turmoil ensued.
By this time Elizabeth was too old to bear children. She was accordingly able to live the rest of her life as she desired, and she died the Virgin Queen. She left no direct heir, but ruled through a period of incomparable peace and cultural fertility.
We all work or will work in our jobs with many different kinds of people. In your opinion, what are some important characteristics of a co-worker (someone you work closely with)?Use reasons and specific examples to explain why these characteristics are important.
Model Answer:
A large number of people spend most of their time at work. Our life is divided into three equal parts: 8 hours - sleep, 8 hours - work, 8 hours - family time. So, in the most cases, one's co-worker plays an important role in one's life. From my opinion, the essential characteristics of a co-worker are the following.
First of all, a person who works closely with me must like his job. I think it is very important for a person to feel satisfaction with his job. My husband is a software developer. He is fond of his job and people enjoy working with him because they see how many energy he puts into his job.
Second of all, my co-worker must be persistent and never give up. I like when people who came across a problem try to solve it, find a good decision instead of looking for another person to hand it over. Another important aspect of this is that a good worker should always ask himself "What can be improved?" and suggests new solutions.
In addition, he must be a good team player. In the modern world good communication skills and the ability to work in a team are among the common position requirements. Personally, I think it is great to help each other, share new ideas, develop new solutions, etc. It helps to create a team spirit and improve labor productivity.
Finally, my co-worker must be punctual. He or she should finish the job on time I think that It is unacceptable to make the rest of a team wait while a person finishes his or her job. Also, my "ideal co-worker" should always be ready to offer his or her help and be supportive.
To summarize, I think if a co-worker possesses all of these qualities mentioned above he can make work with him really enjoyable and productive.
What are some important qualities of a good supervisor (boss)?Use specific details and examples to explain why these qualities are important.
Model Answer:
Many people have to work under somebody's supervision. In most cases an employee does not choose his or her boss, unless a supervisor is elected. In the following paragraphs I will list the most important qualities of my "ideal boss".
First of all, he must be impartial. I believe that it is very important to make a technical decision, think about somebody's promotion, etc. impartially. For instance, my friend is a supervisor on a dairy mill. It is his family's business so a lot of his relatives work there. But he never promotes someone because he or she is his family. I think it is a good quality for a boss.
Second of all, my "ideal boss" must be honest, patient and attentive. He should pay attention to people's feelings, encourage them by increasing their salary, listen to their suggestions about improving labor conditions and productivity. For instance, if he does not satisfied with the result he should understand the origin of the problem and explain people how to fix it. In addition, he must know how to solve conflicts that can arise between employees.
Another important quality of a boss is the ability to choose the right decisions and to learn on somebody's mistakes.
Finally, I think a good boss must value his or her employees because the profit directly depends on the people who work there.
In conclusion, I think a good boss should be able to make his people enjoy the work they are doing and encourage their diligence.
Businesses should hire employees for their entire lives. Do you agree or disagree?
Model Answer:
I would have to completely disagree with the statement above. In the following paragraphs I will outline the basic concepts of my position.
First of all, I will least the major disadvantages for employers. On the today's market a company must be very flexible in order to compete with other firms. So, imagine the situation when a company can not fire its employees to stay on the market. It will lead to loosing not only a profit, but the clients, market share and competitive ability. Now, imagine the situation when a company is growing fast, everything is good and the next few years are going to be excellent. So, employers need more people to extend the production. However, nobody can tell what will happen in a few years. In this case, employers will be afraid to hire new people and extend their business because they will not be able to fire them if something goes wrong. Another important aspect of this is that a company can not have the best employees. It can not hire the better one without dismissing another employee.
What kind of disadvantages will have an employee in exchange for this kind of job security? First of all, it will be very difficult to find a job if one is not the best, because an employer does not want to spend money on one's education. Besides, employer will not have a chance to fire one if he does not do his job well. Second of all, employees with this kind of security tend not to perfect themselves because after they are hired they can not lose their job.
In conclusion, I would like to add that this statement has some positive aspects too such as constancy, a strong spirit of the company, etc. This system takes place in Japan and some companies succeeded in it. But I think that the reason of it subsists in the Japanese traditions, the particular cultural features, habits and customs. However, on today's market here in the United States a company can not afford to hire employees for their entire life.
The great diplomatic issue of Elizabeth's day was posed by the revolt of the Flemish and Dutch Lowlands, which were then possessions of Spain. Should England break its alliance with Spain and choose France as its main ally on the Continent, thereby encouraging Flemish and Dutch independence? By 1570 it had come to seem that an alliance with France would be England's wisest course. France had two eligible men of noble blood, the dukes of Anjou and Alencon, brothers of the Franch king. Would either of them marry Elizabeth? Both had advantages, and Elizabeth kept the hopes of both alive. The issue simmered for years. The duke of Anjou made several visits to England, kissed Elizabeth in public, even called her by pet names; she appeared to requite his affections. Meanwhile, as she flirted with the two brothers, a treaty was signed that sealed peace between France and England. By 1582 Elizabeth felt she could break off the courtship. In the case of the duke of Anjou in particular, she did so with great relief: For the sake of diplomacy she had allowed herself to be courted by a man whose presence she could not stand and whom she found physically repulsive. Once peace between France and England was secure, she dropped the unctuous duke as politely as she could.
Throughout Europe, kings and princes knew that a marriage with Elizabeth would seal an alliance between England and any nation. The king of Spain wooed her, as did the prince of Sweden and the archduke of Austria. She politely refused them all.
The delicate game that Elizabeth played with her suitors slowly made her the subject of innumerable sexual fantasies and the object of cultish worship. The court physician, Simon Forman, used his diary to describe his dreams of deflowering her. Painters represented her as Diana and other goddesses. The poet Edmund Spenser and others wrote eulogies to the Virgin Queen. She was referred to as "the world's Empresse," "that virtuous Virgo" who rules the world and sets the stars in motion. In conversation with her, her many male suitors would employ bold sexual innuendo, a dare that Elizabeth did not discourage. She did all she could to stir their interest and simultaneously keep them at bay.
Observance Of The Law
When Queen Elizabeth I ascended the throne of England, in 1558, there was much to-do about her finding a husband. The issue was debated in Parliament, and was a main topic of conversation among Englishmen of all classes; they often disagreed as to whom she should marry, but everyone thought she should marry as soon as possible, for a queen must have a king, and must bear heirs for the kingdom. The debates raged on for years. Meanwhile the most handsome and eligible bachelors in the realm Sir Robert Dudley, the Earl of Essex, Sir Walter Raleigh vied for Elizabeth's hand. She did not discourage them, but she seemed to be in no hurry, and her hints as to which man might be her favorite often contradicted each other. In 1566, Parliament sent a delegation to Elizabeth urging her to marry before she was too old to bear children. She did not argue, nor did she discourage the delegation, but she remained a virgin nonetheless.
Do Not Commit To Anyone
Part I: Do Not Commit To Anyone, But Be Courted By All
If you allow people to feel they possess you to any degree, you lose all power over them. By not committing your affections, they will only try harder to win you over. Stay aloof and you gain the power that comes from their attention and frustrated desire. Play the Virgin Queen: Give them hope but never satisfaction.
Reversal
What possible good can come from ignorance about other people? Learn to tell the lions from the lambs or pay the price. Obey this law to its fullest extent; it has no reversal do not bother looking for one.
Authority: Be convinced, that there are no persons so insignificant and inconsiderable, but may, some time or other, have it in their power to be of use to you; which they certainly will not, if you have once shown them contempt. Wrongs are often forgiven, but contempt never is. Our pride remembers it for ever. (Lord Chesterfield, 1694-1773)
Image: The Hunter. He does not lay the same trap for a wolf as for a fox. He does not set bait where no one will take it. He knows his prey thoroughly, its habits and hideaways, and hunts accordingly.
Second, never trust appearances. Anyone with a serpent's heart can use a show of kindness to cloak it; a person who is blustery on the outside is often really a coward. Learn to see through appearances and their contradictions. Never trust the version that people give of themselves it is utterly unreliable.
Two final words of caution: First, in judging and measuring your opponent, never rely on your instincts. You will make the greatest mistakes of all if you rely on such inexact indicators. Nothing can substitute for gathering concrete knowledge. Study and spy on your opponent for however long it takes; this will pay off in the long run.
Keys To Power
The ability to measure people and to know who you're dealing with is the most important skill of all in gathering and conserving power. Without it you are blind: Not only will you offend the wrong people, you will choose the wrong types to work on, and will think you are flattering people when you are actually insulting them. Before embarking on any move, take the measure of your mark or potential opponent. Otherwise you will waste time and make mistakes. Study people's weaknesses, the chinks in their armor, their areas of both pride and insecurity. Know their ins and outs before you even decide whether or not to deal with them.
Interpretation
Joseph Duveen prided himself on studying his victims and clients in advance, figuring out their weaknesses and the peculiarities of their tastes before he ever met them. He was driven by desperation to drop this tactic just once, in his assault on Henry Ford. It took him months to recover from his misjudgment, both mentally and monetarily. Ford was the unassuming plain-man type who just isn't worth the bother. He was the incarnation of those literal-minded folk who do not possess enough imagination to be deceived. From then on, Duveen saved his energies for the Mellons and Morgans of the world men crafty enough for him to entrap in his snares.
k:oe:k:o:f:g:r:s:d:n:p:j:t:lkgo:ed:ft:k:n:r:o:g:l:p:s:ed:l:j:t:n:k:p:s:r:o:e:f:g
n:r:p:e:t:j:f:d:l:o:k:s:gj:r:n:g:k:e:t:o:s:d:f:p:l:oe:kd:r:l:p:t:s:j:f:o:g:n:l:t:f:s:
r:g:p:n:d:e:j:o:kj:d:l:p:f:k:r:n:g:e:t:o:s
look:fork get:loft took:lend feel:goat good:rope foot:keep end:rope got:deep
torn:leak drop:loft took:rent feed:stop lend fork:keep done:rope got foot steep
deep:soft took lend:fold keep:fork deck got:food lean:deep took gate:soft rent:
look took:fond deep:rope folk:rent keep:torn look:rope got stop keep lend fort:
fort:rope fold look:torn fork:keep note:foot lend stop:rope got deep look fork:
look feel:torn rope:keep gate look:soft done deep:took keep got:rent foot lend:
keep stop:feel look:torn got rope:lend deep took:fort gate keep rope:look stop:
note keep:done foot:rope took:lend got stop deep foot look:fork got rope keep
lend:keep rope fork look:steep deep:got took fold:look keep foot done rope:deep
lost:look:took fold torn:rope keep feel:fort got deep rope took stop:keep rope
Ford received them in his study. Looking through the book, he expressed astonishment and delight. The excited dealers began imagining the millions of dollars that would shortly flow into their coffers. Finally, however, Ford looked up from the book and said, "Gentlemen, beautiful books like these, with beautiful colored pictures like these, must cost an awful lot!" "But Mr. Ford!" exclaimed Duveen, "we don't expect you to buy these books. We got them up especially for you, to show you the pictures. These books are a present to you." Ford seemed puzzled. "Gentlemen," he said, "it is extremely nice of you, but I really don't see how I can accept a beautiful, expensive present like this from strangers." Duveen explained to Ford that the reproductions in the books showed paintings they had hoped to sell to him. Ford finally understood. "But gentlemen." he exclaimed, "what would I want with the original pictures when the ones right here in these books are so beautiful?"
