India is a country of festivals Essay

India: A Land Of Festivals INDIA, the world’s second largest country, has over 1 billion inhabitants, who speak 18 major languages and more than 1,000 minor languages and dialects. It features an infinite variety of landscapes and unsurpassed cultural richness. With so much diversity embedded within one culture, it is easy to understand why India is called â€Å"a land of festival and fairs.† Every day of the year there is a festival celebrated in some part of the country. As in any old civilization, most of these festivals have religious ties. Because India is still a predominantly rural nation, many of its festivals also welcome the coming of natural phenomena like the seasons of the year, the harvest, the rains, or the full moon. Thus, festivals often commemorate the sacred bond felt by the Indian villagers to their land. Nevertheless, there are those festivals, such as karwa chauth, practiced with great austerity by women of the Hindu faith in devotion to their husbands, which are not festivals as such, though there may be something of a festive air attached to these occasions. English: Diwali Chakra in Displaly English: Radha celebrating Holi, c1788. (digitally†¦ Holi Some festivals are observed throughout the country, or in a greater part of it; others, such as the famed snake race of Kerala, have peculiarly regional associations. Yet others, most notably Diwali and Holi, have been instrumental in bringing the diaspora of Indian communities back together. In remote places like Fiji, Mauritius, Trinidad, Jamaica, and Guyana, these festivals are celebrated with a pomp and vigor not always witnessed in India itself, indicating the intensity of India culture even after it travels away from the subcontinent. Among the most popular of all festivals, Dussehra symbolizes the triumph of good over evil. It takes place sometime between late September and early October. Every region observes this ten-day festival in a special way.

Ethical Dilemmas Facing Non-Profit Hospital Ceo Compensation

Ethical Dilemmas Facing Non-Profit Hospital CEO Compensation Ethical Dilemmas Facing Non-Profit Hospital CEO Compensation Executive Summary This essay deals with the unethical prevalence of excessive compensation packages granted to nonprofit hospital executives. Nonprofits are highly complex organizations and are vital to the community’s in which they serves. Therefore, it is essential for these organizations to appoint highly motivated individuals knowledgeable of the healthcare industry and capable of managing and leading a hospital during a national recession while health reform is changing the culture of the US healthcare system.However, many nonprofit organization’s tax-exempt statuses should be rescinded for allocating leftover resources to hospital executives in the form of exorbitant salaries, benefits, and other incentives. It is these hefty salaries and benefits that are restricting hospitals from carrying out their priority mission as public charities. These CEO’s exorbitant compensation packages are further straining the hospital’s ability to provide a social benefit, suggestion that these tax-exempt organizations are acting unethically, in that financial gain is taking precedents over social responsibilities.Ethical Dilemmas Facing Non-Profit Hospital CEO Compensation Communities across the nation have seen the coarse effects of the delicate financial status of our country and the effects it has on healthcare organization within their community. In a time difficult for nonprofit healthcare organizations to operate at a profit, many organizations are left with no choice but to cut essential departments, programs, and employees, leaving many patients that have relied on these organizations, out in the cold.Recently, because of these financial issues, the ethical principles of nonprofits regarding CEO compensation have been under heavy scrutiny by both the public, and the Internal Revenue Service for excessive salaries and benefits. Nonprofit hospitals are organization that are exempt from paying income, sales, and property taxes, and receive charitable donations and massive government subsidies with the understanding that these subsidies are issued in order for these hospitals to fulfill their duty as a community service and benefit.Excessively high compensation for hospital executives is an unethical epidemic facing many organizations, particularly large and urban hospitals, that is restricting hospitals from carrying out its duties because of additional financial constraint. Salaries for nonprofit hospital executives should be capped as they limit and often restrict hospitals to better fulfill their charitable, social missions. Healthcare is beginning to mirror corporate businesses with many hospital CEO salaries competitively rivaling those of corporate executives.However, organizational goals and missions are nearly completely diametrical. Healthcare organizations are unlike other corporations i n that corporations are in existence with the ultimate goal of financial gain. Nonprofit hospitals carry missions such as to provide high-quality, cost-effective healthcare services to all patients regardless of ability to pay,  to offer training, to conduct clinical research, to serve the community as a public health advocate, and to provide support and services which respond to the area's health care needs through health education, health promotion, and access to care.Hospitals have the ethical responsibility to pursue a social mission, including providing uncompensated care and community outreach, but when their executives boast salaries with staggering seven figure salaries, the charitable work of the organization becomes obnubilated by an unmistakable pursuit of financial gain. The IRS reported that the average hospital CEO received $490,000 in total compensation in 2006, and top executives at twenty of the larger hospitals in the nation raked in an average of $1. 4 million a year, whereas uncompensated and free care expenditures as a percentage of hospital revenues averaged about 7 percent (Terry, K. 009). There is a large margin in executive compensation that is dependent on features such as geographical location and size. According to the â€Å"Charity Navigator,† in 2008, the median CEO salary in the Northeast was $351,000 for large hospitals, and $120,000 for small hospitals. In the Mountain West region of the US, the median salaries for a large hospital was $194,374, and only $80,790 for small hospitals (Charity Navigator 2010) Seven figure salaries are not a normal occurrence among hospital and health system executives.However, according to the Chronicle of Philanthropy, which does an annual national survey of nonprofit salaries, found that the five top-paid nonprofit chief executives in 2003 all worked for hospitals. On top of these exaggerated salaries are the attractive benefits such as bonuses, deferred income, retirement plans, countr y club memberships, and countless other perks that are attracting the wrong kind of leaders to these organizations. Hospitals must provide their social responsibility to the community before spending outrageous salaries for chief executives.It is an unethical practice to pay executive teams more than the total spending on the necessitous care of the community. For example, the survey identified 17 hospitals in California where the total compensation to CEO’s alone exceeded the total cost of charity care of their respective organizations. These excessive salaries could have easily paid hospital bills for uninsured individuals, or could have been used to fund educational programs for the community, provide free immunizations to the public, and or many other beneficial alternatives that could have had a big impact on the community’s health (Mahar, M. 011). It is unjustified for executives to be compensated in amounts greater than $1 million. By capping executive salary at this figure, funds can be reprioritized into community programs such as parenting support programs, screening programs, women, children and infant development clinics, which can be implemented to provide nutrition and educational information for new mothers, and social work programs that could assist individuals and families that face medical related problems, and those who need emotional support.Instead, greed has played a big factor in CEO initiatives. It has not been of rare occurrence for Chief executives to siphon off millions of tax dollars that should be going towards access and quality care. It is unethical for executives at nonprofit organizations to exploit their federally granted nontaxable status to enrich themselves (Swiatek, J. , 2005) Attorney General Michael A. Delaney of New Hampshire announced in May of 2010 that he would review the compensation of CEO’s at more than twenty nonprofit hospitals throughout the state.In a report that reviewed the proposed merg er of two health systems, Mr. Delaney expressed his concern about the pay for Alyson Pitman Giles, President ; CEO of Catholic Medical Center, who earned $1. 4 million in 2009. He stated, â€Å"Nonprofit leaders must be aware that they are the stewards of the charitable assets they oversee, and those assets are held in trust for charitable purposes, not individual gain,† (Gose, B. , 2010)Non-profit hospitals must provide a minimum of charity care in order to receive its tax-free title and its federal grants. However, many hospitals, although they meet the minimum, make no effort to go above and beyond this threshold, instead rewarding these left over funds to be dispersed to the organization’s high-end executives in the form of company cars and country club memberships (Mahar, M. , 2011). These lavish executive benefits in no way benefit the organization. They are unethical and borderline unlawful.Federal law states that non-profit, tax-exempt organizations cannot oper ate to the financial benefit of any individual. In the mid-1990s, Congress passed intermediate sanctions laws that have given the IRS authority to require individuals who make excessive compensation from a non-profit to pay the money back, plus a 25% fin. (Appleby, J. , 2004). It is a common suggestion to compensate executives to match their performance at the organization in which they lead. However there are different ways to measure hospital performance.There is a measure of how well a CEO does in leading his or her hospital in providing beneficial programs to the community; for example, uncompensated care for the poor. Another way to measure or his or her success is by how well CEO’s implement new programs and services that will in hopes attract private pay customers like specialized surgery centers, imaging centers, and cardiac centers. Many healthcare organizations across the nation are expanding and adding unique services that are attracting private pay customers, givi ng hospitals the opportunity to increase profits.This practice has its benefits in both providing a wider range of care for those who can pay, and offering the hospital more means of financial gain, however, in many organizations, this has established precedence over the social missions of nonprofit organizations. In a study conducted by Jeffrey Kramer, PHD, and Rexford E. Santerre, PhD, 30 hospitals in Connecticut were examined on how various measures of performance affect the compensation of CEO’s, which throughout the state, range from a modest $136,000 to an exorbitant $2 million plus salary.The study shows that CEO compensation is directly related to organizational size, stating, â€Å"A 10 percent increase in the number of beds results in an 8 percent increase in CEO pay. † Another 8% increase in pay is attributed to the CEO if the occupancy rate rises by 10%. â€Å"In contrast, providing more uncompensated care and admitting an additional public-pay patient low ers the compensation of hospital CEOs. The results of the study reveal that hospital CEO’s (certainly in the state of Connecticut) have financial incentive to increase the occupancy of privately insured patients rather than uncompensated care and public paid insurance patients, also suggesting that economic performance takes priority over charitable performance (Kramer, J. , ; Santerre, R. E). Notwithstanding, A non-distribution constraint on nonprofit organizations means that excessive profits cannot be distributed among those who make decisions within the organization; this includes employees, managers, and board members.Hence, the nonprofit distinction ought to mean hospital executives are paid based upon their attainment at fulfilling the charitable and social mission of the organization. Nonprofit hospitals have ethical responsibilities and obligations to serve the community, even in times of financial struggle. It is important for these organizations to recruit professi onals that demonstrate the same ideals and values of the organization. Healthcare leaders whose goal is to produce a healthier population through increased public programs and access to care is the type of leader that hospitals and health systems should strive to obtain.Accomplished leaders can be found and appointed as a nonprofit CEO for a more reasonable (6 figure) salary if he or she is in the healthcare industry not for riches, but for offering a greater good. The American Red Cross for example, took in $3. 3 billion in revenue in 2009, however Red Cross CEO Gail McGovern took in only $456,000, according to the organization's IRS filing (Hancock, J. , 2011). McGovern is an example of a leader who recognizes the ethical financial dilemmas of her organization, and will willingly take a more appropriate salary in order to accomplish the organization’s goals.There is no mention of executive compensation in the Patient Protection & Affordable Care Act besides the suggestion t hat compensation should be â€Å"reasonable†. Hospital executives should be paid based on their production within the organization and their contribution to their community. As a nonprofit organization, pursuing the charitable mission should take greatest importance in determining final executive compensation. This aspect of an organization’s mission should never be overshadowed by hospital expansion, financial well-being, or increased services and technology.Although these elements are incredibly important for the organization, the insured population, and the advancement of medicine, it is unethical for charitable organizations to use government subsidies for anything other than charity care and social benefit. Budget cuts, along with a feeble economy has resulted in hospitals engaging in mass layoffs to conserve resources. According to the US Bureau of Labor Statistics, the month of August (2011) consisted of thirteen mass layoffs in hospitals, totaling in over 1,000 jobs lost. The month before consisted of ten mass layoffs with over 600 lost jobs.This puts hospitals on pace for nearly 130 mass layoffs and over 8,000 jobs lost in 2011. To make matters seem worse, in an article posted by FierceHealthcare, a leading source of healthcare management news for healthcare industry executives, AMA data claims that a 2 percent cut in the Medicare program would lead to the loss of 195,000 jobs by 2021 (Caramenico, A. , 2011). These layoffs would be decreased immensely if hospital executives received more appropriate salaries. Excessive salaries are not only draining resources from the hospital, but are also threatening the jobs of nurses, administrators, and other hospital employees.These staff members, who are on an opposite spectrum in terms of salary, face the possibility of layoffs at any time of financial vulnerability. The decision to cut jobs in non-profit hospitals while executives are still receiving Wall Street salaries is unethical of the boar d of trustees. In financially difficult times, executives have the ethical responsibility to take pay cuts in order to maintain the organization’s social reputation. Hospitals are extremely complex organizations that more often than not are the single largest employers in communities across the country.Hospital executives are responsible for making important decisions that will ultimately affect thousands of people. Many CEO’s and members of boards of trustees argue that executive roles are far too important to not have competitive compensation packages. It is argued that million dollar salaries, added bonuses, hefty retirement plans, and other attractive perks are the only way to attract highly effective leaders capable of running a hospital in a time of economic struggle and health reform. Many hospitals have net revenues exceeding the billion-dollar mark, making it easier of Board members to justify seven-figure salaries for CEO’s.President and CEO of New Yor k-Presbyterian Hospital, Dr. Herbert Pardes inherited a $9. 8 million package in 2008 that included $6. 8 million of previously awarded retirement benefits, which he'll receive when he retires at the end of 2011. If Dr. Pardes worked at a public company of about the same size, his salary would be outrageously low. In 2009, Nasdaq CEO Robert Griefeld's total compensation exceeded $13 million while his company's revenues were only $3. 4 billion. New York-Presbyterian has 2,353 beds and pulled in $3 billion in revenue in 2008, up 3% from 2007. A The Greater New York Hospital Association spokesman defended Dr.Pardes’ salary, stating, â€Å"Dr. Pardes' pay reflects his extraordinary success leading this large and complex organization, and exceeding objectives to enhance patient care, strengthen financial stability and promote community health in a very challenging environment. † (Benson, B. , 2010) The Greater New York Hospital Association stated that â€Å"CEO salaries re flect not only a national demand for their services, but also the skills and leadership necessary to operate large, extremely complex medical centers that are open 24/7, generate millions and sometimes billions in revenue, and are often the largest employer in the community. (Benson 2010) Leading one of these charities requires an individual that possesses an understanding of the issues that are unique to the charity’s mission as well as a high level of fundraising and management expertise. Attracting and retaining that type of talent requires a competitive level of compensation as dictated by the marketplace. It is important for donors to understand that since the average charity CEO earns roughly $150,000, a six-figure salary is not necessarily a sign of excessive pay for a mid to large sized charity. Charity Navigator 2010) Today, executives are being paid to keep their organizations afloat amid closings of many hospitals nationwide due to persistently poor financial perfo rmances. CEO’s face constant pressure to hire more staff, increase nurses’ salaries, implement more community programs, and invest in expensive technologies, while at the same time they are aware that insurers want to pay as little as possible. The CEO undoubtedly faces many challenges, and the responsibilities are incredibly complex.Even with a nonprofit status, many oppose executive compensation cuts, arguing that these organizational leaders deserve salaries competitive to corporate pay. Trustees pay executives based on total revenues, as well as how effective they are in providing patient safety, clinical quality, attentive service, and cost effectiveness. Hospital executive compensation should be based on a number of elements, such as total revenue, the size of the organization, as well as the amount and effectiveness of community benefit.Instead of offering company cars and extravagant country club memberships, executives should be entitled to financial incentive s to implement more community benefit programs. Peter Baristone, President & CEO of Mission Hospital located in Laguna Beach, CA referred to his own compensation strategy stating: Collaborating with the community to identify, understand, and respond to community needs that have an impact on health and quality of life is a major goal for all CEO’s. We establish specific quantifiable targets for each goal.One-seventh of my bonus depends on reaching the targets for community health and benefit. (Bogue, R, 1999). I recommend that all nonprofit Boards assemble an independent compensation committee, responsible for reviewing the CEO’s performance and ensuring that the CEO’s pay is appropriate. At its highest, CEO compensation should be capped at $1 million, thus allowing these large, urban hospitals to recycle resources back into the hospital and community programs, while at the same time offering executives a market competitive salary, fit for a CEO.At a time where n early 20% of adults are uninsured and community residents are in need of help in the form of various programs, it is more important than ever for nonprofit hospitals to perform its duty of being a â€Å"non-profit† organization and be of greater service to the community in which it serves. Nonprofits not only have the legal responsibility to implement such benefits, but also have the moral and ethical duty to carry out their social missions to the best of their ability, and as far as their recourses let them.By capping executive compensation, these resources can be better allocated to provide more charity care, to implement more community programs and benefits to produce a healthier community, and ensure fairness among staff salaries. â€Å"Hospitals are unquestionably complex institutions that require skilled managers, but there's no place for Wall Street-level salaries if we want an affordable health care system. † –Mark Scherzer (Benson, B. , 2010) Works Cite d: Terry, K. (2009, February 13). IRS Report Puts Tax-Exempt Hospitals Under Microscope – CBS News.Breaking News Headlines: Business, Entertainment & World News – CBS News. Retrieved December 5, 2011, from http://www. cbsnews. com/8301-505123_162- 43840159/irs-report-puts-tax-exempt-hospitals-under-microscope/? tag=bnetdoma in Charity Navigator. (n. d. ). 2010 Compensation Study. Retrieved October 15, 2011, from www. charitynavigator. org/__asset__/st Mahar, M. (2011, March 24). Health Beat: High CEO Salaries at Nonprofit Hospitals Under Scrutiny†¦Once Again. Health Beat. Retrieved November 5, 2011, from http://www. healthbeatblog. om/2011/03/high-ceo-salaries-at- Swiatek, J. (2005, February 6). Pay is healthy for hospitals' executives Corporate-like salaries seen at nonprofits' top jobs. The Indianapolis Star. Retrieved September 29, 2011, from www2. indystar. com/articles/6/220029-4276-P. html Gose, B. (2010). Nonprofit CEO Pay Under Scrutiny. Chronicle Of Phila nthropy, 22(16), 8. Appleby, J. , & TODAY, U. (2004, September 30). USATODAY. com – IRS looking closely at what non-profits pay. News, Travel, Weather, Entertainment, Sports, Technology, U. S. & World – USATODAY. com.Retrieved November 5, 2011, from http://www. usatoday. com/money/companies/management/2004-09-30-salary- Kramer, J. , & Santerre, R. E. (2010). Not-for-Profit Hospital CEO Performance and Pay: Some Evidence from Connecticut. Inquiry, 47(3), 242-251 Hancock, J. (2011, August 28). For hospitals, ‘nonprofit' stops with CEO's paycheck – Baltimore Sun. Featured Articles From The Baltimore Sun. Retrieved November 4, 2011, from http://articles. baltimoresun. com/2010-08-29/health/bs-bz-hancock-hospital-pay-20100829_1_hospitals-executive-compensation-ceos Caramenico, A. 2011, October 4). More mass layoffs as hospitals face payment cuts – FierceHealthcare. Healthcare News, Hospital News, Healthcare Companies — Fierce Healthcare. Retrieved October 26, 2011, from http://www. fiercehealthcare. com/story/more-mass-layoffs- hospitals-face-payment-cuts/2011-10-04 Benson, B. (2010). Hospital execs enjoy healthy paydays. (cover story). Crain's New York Business, 26(12), 1-15. Bogue, R. (1999). An incentive for community health. Linking CEO compensation to community goals. Trustee: The Journal For Hospital Governing Boards, 52(5), 15-19.

Latin American Woman Essay Example | Topics and Well Written Essays - 1000 words

Latin American Woman - Essay Example Generally the cases represented in this scenario are the low class, middle class or the upper class and the variety of the classes of people has a completely direct effect between the people, their relative powers and status in the society (Ninenth, 2002). In the actual life situations, the members of the upper class always have more political power and influence on the decisions made within the society compared to all the other classes of people. This people include the politicians and the wealthy and stable business individuals in the society and issues to do with major decisions in the society. This population is small and comprises of about 1 or 2 percent of the communities mostly born within this social class. The middle class individuals fall in a category of the society which clearly faces the most of contention in relation to the societal perception because it falls within the periphery of the high class and the middle class and can either ascend to the high class or descend to the low class members of the society. They form the people of white collar jobs and either is working or the individuals with stabilizing businesses with good capital able to sustain almost their entire capital needs and demands. It is generally believed especially in Latin America that the low class individuals and families are living in crime ridden areas with poor infrastructure. The areas are perceived to be having decaying environment with almost zero civil services and the poor characterisation of basic amenities. The low class members of the society are characterised by the homelessness and the rampant and wide spread characterisation of unemployment of the individuals within the society. (Galeano, 1999) The social classes of the individuals has a completely great repercussion on the lives of the individuals plus the lives of their children for example the individuals social class will probably determine the kind of school an individual attends or the kind of facilities he is to use especially for learning and recreation and this will have either a negative addition to his learning or general development especially of the young individuals. The variety of the classes also has effect on the health of an individual in relation to the attention he obtains from the medical personnel and the ability to pay for better and more efficient health services. The jobs also vary according to the classes, those individuals in the middle or upper classes are always enjoying greater freedom in their jobs whereas the individuals in the low classes face job opportunities with great constraints hence don’t have enough freedom of issues herein. The courts and policing are also biased in relation to the social classes in the society favouring mostly the middle and high classes in relation to the low class. The women in Latin America face a number of issues especially of socio economic aspects like the deprivation of their human rights to education and their genera l empowerment to ensure that they fully achieve the ultimate goal of life. In Latin America women make up to 50 % of the HIV/AIDS patients while globally the percentage of the affected males is higher than the females and the examination of the prevalence in the Latin America is showing that the prevalence and rations of the infection of women to men affected in Latin America is significantly narrowing down (Hillary, Karen, &

Saleh's english Essay Example | Topics and Well Written Essays - 500 words

Saleh's english - Essay Example Phenomenon happened in the Millennium Bridge was rather serious. Norman Foster as the designer made the bridge strongly designed and estimated to be able to cope with degree of movements. As a matter of fact, serious trouble occurred on its deck when it swayed just like a drunken sailor. People who experienced that phenomenon told that it felt like a seasick. The worst thing was the elderly walkers clung on the side of the bridge. In a view, the phenomenon was like swaying bridge as a fairground ride. As it had been observed, the movements occurred on the Millennium Bridge were caused by Synchronous Lateral Excitation. In this case, small sideways oscillations happened because of natural sway motion of people walking; it was in turn to cause people who passed the bridge to sway in step, in which it made the amplitude of the bridge oscillations increased and reinforced the effect continuously. When it occurred, the worst movement was on the central span where the deck moved by up to 7 0mm. What a dramatic swaying that had made people who passed shocked. The solutions that had been done to analysed the phenomenon were mostly used tests. Crowd tests were implemented on the bridge deck. In July 2000, 100 people were used in the first test.

Information systems security incident Essay Example | Topics and Well Written Essays - 2000 words

Information systems security incident - Essay Example This paper defines CONOP for ‘B Concepts’. The mission of B-Concepts CIRT is: â€Å"To protect communications and promote standards that give us a unique advantage†. To fulfill this mission the operational framework for security of the software, hardware and data associated with information systems is defined based on ISO 17799. CONOP outlines the key players, their roles and responsibilities in the event of information security incident. The CONOP is defined to control the information & financial loss, for business continuity, security policy review and security awareness program.The CIRT organization structure is detailed; roles and responsibilities of the team members are defined. CIRT acts on information & security logs to anticipate security threats and to resolve the security incidents. This paper describes the types of logs that are maintained at B-Concepts, the log management system and discusses the advantages of security logs.Three types of security logs are maintained at B-Concepts: Security process logs are records of the security procedure and security policy application. These logs are recorded in the normal condition. Security faul t logs are recorded in absence of security policy and risk management strategy. Security breach logs are the records of security policy breach. The CONcept of OPerations on information security incident is based on the severity and impact of the incident

Budget and financial analysis Essay Example | Topics and Well Written Essays - 750 words

Budget and financial analysis - Essay Example It is common knowledge that obesity especially among the children has immediate as well as long-term impact on the lives and health of the affected population (Gollust, etal, 2013). For instance, there is high risk of cardiovascular diseases, cancer, diabetes as well as joint problems. The organization will require exactly $15,000 as a startup capital for the obesity eradication program. This money ($15, 000) will come from the three administrators of the organization (Nurse, Dietitian and Social worker) inform of donation. Healthy Neighbors Center was lucky to get sponsorship in form of donations not exceeding $4000 per month from a local based organization called Kick Out Obesity. Since the organization has limited financial sources as at its start up the organization will look for various avenues of increase its revenue stream. The company will begin by incorporating an online payment option to allow individuals subscribe to the programs, make donations, and buy articles as well as videos concerning healthy behaviors that can reduce or prevent childhood obesity. The income received from the administrators as well as the donations will be used to acquire office equipment, furniture, computer, telephone, stationary, personal digital assistance (PDA), website design, staff expenses, administrative supplies, office space, and training materials. In order to operate obesity suppression programs online the organization will contract a company to design a website where users can make donations and subscribe to the diverse obesity eradication programs online. Considering that, the organization is not for profit the administrators will not claim refund of their investment apart from salaries, which will be reviewed upwards after the first 2 years operation. For the first year of operation, the administrators accepted to earn bonuses rather than salaries

Summary of the film The lives of others Essay Example | Topics and Well Written Essays - 500 words

Summary of the film The lives of others - Essay Example The film elicited criticism despite receiving widespread acclaim. Roger Ebert described the film as quiet while Wolf Biermann criticized it for lacking originality in its political details (The Guardian). However, the impeccable production of The Lives of Others attracted awards and nominations. The film was nominated for Australian Film Critics Association in the category the Best Overseas Film, BBC Four, British Academy of Film and Television Arts, and European Film Academy. The movie also won awards in German Film Critics Association, Sarasota Film Festival, British Academy of Film and Television Arts, Deutsche Film, and European film Academy (Nytimes.com). The purpose of this analysis is to highlight concerns of political power, cruelties, a vindictive administration, trust, love and mistrust that result into a tragic end in the film. The film deals with oppressive powerful regimes, but on a small scale level (Gritten, The Telegraph).The beginning of the film affirms the prevailing powerful regimes in East Berlin in 1984. The detention center of Stasi houses political informants to known details of all citizens and intervene in all possible controversies. Spying on Georg Dreyman affirms that the tension between the population and the government. The political power elicits trust and sacrifice concerns. A suffocating society has little room for expression and happiness (French, The Guardian). For example, the East Berlin bureaucrats do not disclose the real reasons for the surveillance of Dreyman. Wiesler sacrifices his position in the Stasi team after learning that Minister Bruno Hempf is coveting with her girlfriend, Christa. Wiesler uses mistrust to avoid the brutal administration. Donnersmarck’s production is an eye-opener to state assassinations and cruelties carried out under the guise of socialism (Gritten, The Telegraph). The dominant mood of a tragedy engulfs the film that shows a man,