Building energy management system (bems) Essay Example for Free

Building energy management system (bems) Essay Procurement Category: Energy What’s Wrong with Traditional Energy Management? Start Realizing Untapped Savings Opportunities and Tame Volatile Energy Costs Traditional Energy Management Approaches are Falling Short— How to Fix the Problem Energy utility costs—primarily natural gas and electricity—account for one to two percent of sales for the average business, and can be as much as four to five percent of cost of goods sold for manufacturers. With energy prices turning volatile, corporate management teams are exposed to the risk of unanticipated movements in energy costs. They are feeling relatively helpless because of the perceived inability to proactively manage regulated energy costs. At the same time, firms are publicly committing to sustainability goals and are now wondering how they will achieve them. Although many firms have implemented short-term measures to address energy costs and sustainability commitments, these efforts are falling short. Our benchmark data and research indicates that for most firms, 50 percent of their initial energy savings disappear within the first six to 12 months due to a lack of continuous monitoring, analysis and corrective action. However, significant opportunity to deliver value remains. Analysis from the U.S. Department of Energy indicates firms that embrace continuous monitoring and active energy management practices can achieve 15 to 40 percent energy savings. Conduct an energy audit: To establish an energy consumption baseline—a basic requirement for successful energy cost optimization— firms deploy monitoring devices to measure energy usage from the facility level down to the machine level. Implement audit recommendations: After assessing energy consumption levels and trends down to the machine level, managers can implement process changes to optimize energy consumption. Actions may range from policy formulation (shutting down computers at night, turning off idle equipment, etc.) to automation (automatically turning off lights) to equipment optimization (changing set-points on heavy machinery and equipment). Invest in high-efficiency equipment: With a full view of the energy consumption and equipment efficiency profile of the enterprise, firms can strategically invest in high-efficiency equipment. These capital upgrades can lower energy consumption and may also qualify for rebates and incentives that can significantly enhance potential return on investment (ROI). Figure 1: This paper looks at why traditional approaches are failing, and outlines an active energy management approach that changes the game and generates sustainable energy cost reductions. Typical Monitoring Savings Typical energy management strategies—and why they fail to deliver sustainable value. For example, when firms conduct energy audits, employees and equipment operators are aware that their energy usage is being monitored and they make changes to reduce consumption, such as turning off idle equipment. But when monitors are removed, initial savings peak and then slowly erode as employee behavior returns to normal. Similarly, when firms implement process changes, substantial initial savings accrue. However, when the monitors come off, gains decline as equipment schedules change. Operators go back to the old way of doing things and set-points revert to old levels. In addition, without detailed machine-level consumption data as a baseline (as opposed to a point-in-time snapshot), analysts are unable to come up with truly optimal process improvements because the data is not granular enough. Finally, with capital equipment upgrades, savings targets are seldom realized due to unrealistic operating assumptions used to build ROI cases and most firms’ lack of market intelligence about the complex array of incentives and rebates. 50% Savings A review of more than 100 companies and their practices reveal that most firms take three common actions to address the energy management challenge: Although these traditional energy management techniques can yield quick-hit results, there is a common pitfall: when the meters come off, it is back to business as usual and the savings disappear. â€Å"50 percent of initial energy savings disappear within the first six to 12 months due to a lack of continuous monitoring, analysis and corrective action† Months from start 2 A four-step Active Energy Management approach Recognizing where most initiatives fall short, an integrated, four-part Active Energy Management strategy can stop the bleeding and address traditional energy management shortcomings: There are several keys to making energy savings persistent. First, take monitoring and measurement from a one-time analysis to an ongoing, active competency. Leading firms use 247 advanced metering and monitoring technology with skilled analysts to proactively monitor energy consumption data and patterns. Continuous monitoring helps mitigate the savings leakage described earlier. Active monitoring allows managers to see—in near realtime—if employee behavior is beginning to change or old habits are starting to return, and identify the root causes when actual energy consumption differs from projections. In addition to preventing savings leakage, active monitoring helps identify new, incremental energy savings opportunities, ra ising the cumulative savings realized. Copyright  © 2014 Accenture All rights reserved. Go deeper: Use machine-level consumption data to drive sustainable process optimization. With a detailed understanding of energy consumption down to the individual equipment level, managers can implement detailed process optimization programs, such as changing set-points for heavy machinery. For example, an air compressor energy consumption study (see figure 2) revealed an opportunity to adjust the operating mode from continuous to throttled, resulting in 7 percent energy savings verified by ongoing measurement. In another example, adjusting improper temperature set-points in a chiller plant based on thorough analysis of usage data resulted in 30 percent energy savings. With the right intelligence and detailed monitoring, energy analysts can assess performance and immediately stop energy savings leakage. Analysts also can spot potential maintenance issues and proactively investigate when machinelevel performance deviates from expectations. Figure 2: 250 Baseline Model Target Model Baseline Data Actual Data 200 Air Compressor (kw) Get persistent: Apply â€Å"Active Energy Management† and take monitoring from a onetime activity to an active, ongoing analytical competency. 150 100 50 0 0 20 40 60 80 Air Demand (SCFM) based on Actual Production 100 3 Leverage insight: Use energy demand insight to enhance capital investment decisions and capture incentives and rebates to drive higher ROI. A comprehensive understanding of the consumption profile of the existing asset base enables much better capital investment decisions. Armed with detailed data and realistic energy consumption estimates, managers can rationally weigh the benefits of energy-efficient new equipment versus their purchase costs and other related expenses (decommissioning and disposal cost, production downtime, etc.). Beyond energy data, deep market intelligence of credits, incentives, and local, state and federal rebates can dramatically alter the ROI pr ofile of new capital investments. The opportunities are substantial: In 2011 alone, governments, nongovernmental organizations and utilities distributed more than $6.8 billion in cash payments to promote energy efficiency initiatives. Tackle the supply side: Extend Active Energy Management to integrated energy supply and demand management to drive the next level of savings. As this paper describes, current energy management practices are not delivering on their promises. The short-term benefits of energy audits and near-term recommendations quickly fade without continuous monitoring. On the other hand, Active Energy Management, which includes continuous monitoring and analysis, prevents the traditional savings leakage seen in most energy management programs. It also provides the data and insight that analysts and managers need to identify new savings opportunities and drive continuous improvement and cumulative energy savings benefits. With an established platform of ongoing measurement and management, firms can take energy savings to the next level. Detailed understanding of historical and planned consumption allows for acceleration of supply side strategies. For example, in deregulated markets, the accuracy with which a firm can predict its energy usage determines its ability to secure favorable energy rates by minimizing bandwidth charges. Energy consumers can also capture other savings through techniques like load shifting (shifting usage into lower-rate time periods) and peak shaving. Finally, in regulated markets, contrary to popular belief, firms can optimize their energy expenditures by taking advantage of the various rate structures available to purchasers and being aware of which available rates may be applicable to them. Conclusion Energy and utilities represent a significant and highly volatile area of expenditure for most businesses. However, traditional energy management approaches frequently fail to deliver sustainable results. Many managers consider high energy spend as an area that cannot be addressed due to market regulations and commodity volatility. However, with continuous monitoring and Active Energy Management programs, leading firms can obtain substantial energy cost savings through better energy demand management, sustain those savings through ongoing monitoring and optimize energy purchases with deep market intelligence.

Design Trends In Architecture Essay -- essays papers

Design Trends In Architecture The more things change, the more they stay the same. While art has always been an ever changing form, it has deep roots in traditionalism; whether an artist or designer looks at the art that came before him and is inspired to follow that form, is inspired to do something completely opposite, or sees the flaws which, if corrected, could make that work of art perfect, he is ultimately quite influenced by what came before him. Nowhere is this more evident than in the design styles found not only in art, but in architecture and interior design. The twentieth century has been a time of great innovation, and yet, very few eras have seen so many stylistic revivals. The popularity of these classical styles has often superceded that of the more experimental, modern ideas, reinforcing the idea that aesthetic beauty is absolutely timeless. The early 20th century saw a great deal of influence in terms of classical design. A classical revival had brought a return of emphasis on Palladian architectural motifs, which could be seen in large cities throughout the world, but especially in New York and Boston. In terms of interior design, Edith Wharton and Ogden Codman advocated a similar classical revival, which gave a sense of classical order to ornate interiors. (Severens, 85) Interior design at the turn of the century was very much concerned with aesthetics over simplicity, yet managed to maintain a sense of order and balance. Designers created interiors with a heavy reliance on French and Italian forms of furniture, floors, and panelling. This style, which was hugely successful, could be found in the work of interior designers over the next fifty years, and is the basis for much that is known as "traditional decorating" today. (Severens,88) One of the most successful revivals is the revival of the Gothic style, which is still quite apparent in architecture and interior design today. During the eighteenth and nineteenth century, England began to realize the importance of the Middle Ages. "The Gothic past offered an acceptable, if inferior, option for study by educated gentlemen; and Gothic began to be an acceptable alternative for country houses" (Girouard, 180). This was the Gothic Architecture Revival. As Gothic architecture became more popular, the style came up against stiff competition from Chinese architecture. In the en... ...: London. 1991. Keller,Diane. The American Modernists. Simon and Schuster: New York, 1998. Kidson, Peter. The Medieval World. McGraw-Hill Book Company: New York. 1967. Lane, Mills. Architecture of the Old South. Abbeville Press: New York. 1993. Loth, Calder and Julius Trousdale Sadler, Jr. The Only Proper Style: Gothic Architecture in America. New York Graphic Society: New York. 1975. Mahoney, Kathleen. Gothic Style: Architecture and Interiors from the Eighteenth Century to the Present. Harry N. Abrams, Inc.: New York. 1995. McDonald, Jane Anne. The Legacy Of William Morris. Rizzoli: New York, 1986. Newcomb, Rexford. Old Kentucky Architecture: Colonial, Federal, Greek Revival, and Gothic. Bonanza Books: New York. Robertson, John A. A Survey Of American Architecture After 1950. McGraw-Hill Book Company: New York, 1994. Rutman, Darrett B. The Morning of America, 1603-1789. Houghton Mifflin Company: Boston. 1970. Severens, Kenneth. Southern Architecture: 350 Years of Distinctive American Buildings. E.P. Dutton: New York. 1981. Wilson, Christopher. The Gothic Cathedral: The Architecture of the Great Church 1130-1530. Thames and Hudson: London. 1990.

Groups and Teams Paper

Groups and Teams Britny McCoubrey MGT/311 January 16, 2013 Marcia Smart, Ph. D. Groups and Teams Cooperation has been an essential tool for humanity throughout its history; people have used teamwork for hunting, gathering, farming, and protection as well as for community and social fulfillment. As industry and technology have reshaped and extended the dynamics and demographics of trade, traditional proprietorships have readily given way to partnerships, in turn gave way to corporations.Within these businesses, cooperation serves again as a driving force toward a common goal—often on a huge scale that operates on the work of smaller groups and teams. This paper will examine different kinds of working groups (supplemented where possible by examples from an organization for which the author has worked), and the importance of the fundamental differences between working groups and teams. It will also address the five stages of team-building, how conflict (a much-maligned term), act ually assists this process, and personal experiences of the author with this process.Different Groups Within an organization, different kinds of groups cooperate on different levels for different reasons. Robbins and Judge (2011) identify six types of groups: formal, informal, command, task, interest and friendship. Organizational structure determines formal groups, which work together to achieve organizational goals (p. 276). All of the associates working in a single Walmart store comprise a formal group. An informal group does not rely on the organization for structure, assembly or goals and gathers instead to satisfy social needs of the people comprising it (p. 76). The Walmart associates chatting at the break-room table constitute such a group—they may not be friends outside of work or even know each other, but they assemble to eat together and banter about their professional or personal exploits. Four subgroups exist within these groups: formal subgroups include command and task, while informal subgroups include interest and friendship (p. 276). Formally classified command groups report to one manager; at Walmart, a single Customer Service Manager supervises and assists up to 16 cashiers in a command group.In a task group, members don’t necessarily report to one manager, but rather transcend different managers, groups, and departments to accomplish a specific task within the organization. When a man ran out of Walmart with a stolen backpack full of other stolen sporting goods equipment, several managers from several departments chased him out the door and tackled him on the concrete in the parking lot. Those managers then had to cooperate with the Loss Prevention associate, the Sporting Goods bullpen associate, and even the police in order to handle the situation and move forward with prosecution.In many cases of crime or other special circumstances, associates of different areas have to come together to complete tasks that affect all of the m (and often the store). While all command groups are task groups in some way, task groups are more transcendental and therefore not always command groups (p. 277). Informal interest groups include people gathering for common interests, whether that common interest is quilting caps and blankets for the March of Dimes effort or lobbying for or against organizational or managerial actions or policies (p. 77). Friendship groups, on the other hand, gather for a sense of community; this often transcends the professional sphere and carries into the personal sphere, with people meeting outside of work and building personal relationships with coworkers. Groups vs. Teams While the terms ‘group’ and ‘team’ seem to be used interchangeably, fundamental divergences separate them. According to Robbins and Judge (2011), work groups take on the responsibilities of formal groups as defined earlier.They mainly work together to make decisions that help them fulfill their resp onsibilities and meet broad organizational goals, which thye do on an individual basis and without need or practical ability to utilize teamwork or collective effort. Work teams, on the other hand, functions on collaboration and synergy, powered by the efforts of several people working together to accomplish shared goals. While a group of cashiers will process transactions as fast as they can to control front-end congestion, the accounting team that handles the cash works together as a real team to andle their tasks, which include getting change for cashiers, taking in cash drops when tills close, and auditing those till drops. They work together in one little room, working out certain decisions and coordination on their own for their own specific goals. While groups work together individually, teams work together collectively, even though all work in the company of one another. Teams are often more valuable than mere groups because management can harness that synergy and collectivi ty, and use it to increase performance. The Five Stages of Team-BuildingRobbins and Judge (2011) identify the five stages of team-building as forming, storming, norming, performing, and adjourning (p. 279). Forming sees the team take shape amid structural, leadership, and purpose-oriented ambiguity. Much like a pack of creatures establishing dominance, the team members will push limits and test boundaries until they find what works and begin feeling like a team. This can happen when an associate is newly hired and must establish his place among his peers. Specifically, when Walmart remodeled Garden Center, people from different departments and ranks were pulled together to work on it.This was an awkward time at first, because no one really knew who of the many evenly-ranked employees was ‘in charge’. Storming actually needs conflict to iron out these details and determine who will lead the team, and to allow team members to come to terms with team-related constraints. T he associates argued for a few days on whose breaks and lunches took priority, as the remodel occurred on a single shift each day and lunches were difficult to coordinate without some having to wait longer than others to go.Finally, two leaders took charge and managed the schedules moreeffectively. More about team conflict management will arise later. Norming sees the team cohering and ‘settling’ into their roles and codes of conduct. Certain Walmart associates involved with the remodel had different skills and backgrounds, so as Goodwill (2011) suggests, leaders assigned associates to different duties, and once these and systems of evaluating success were established, teamwork became easier and tasks more defined.Performing is like fourth gear for the team; it is rolling and fully functional, firing on all cylinders and turning out real achievement. In the remodel, Walmart associates dug in and did what they knew they had to. This is the final stage in permanent groups , but in temporary groups assigned for a specific task within a timeframe, adjourning sees the team tie up loose ends, add finishing touches, and finally disband. The remodel team was likewise disbanded after shelves were replaced and reassembled so that actual Garden Associates could arrange and stock them.Those associates went back to their normal duties. Regarding these stages, Weinclaw (2010) makes an excellent point when she advises that these stages are not necessarily linear, and can repeat or occur at different stages or even in cycles. Just because a team has moved past one conflict, for example, or established leadership, this does not mean new conflict or leadership will not arise, and the team may have to go back through certain stages if this occurs.Conflict Management in Teams As mentioned previously, conflict actually helps to shape teams. However, this does not mean that all conflict at any level is conducive to efficient performance by a team. According to Robbins a nd Judge (2011), a certain amount of conflict can allow teams to strengthen rapport, engage creativity and remain dynamic, whereas the total absence of conflict can stagnate a team and render it static, which can cost the team drive.Conflict management sounds like a strategy for removing conflict, but Robbins and Judge (2011) define this phrase as using both resolution and stimulation techniques to achieve as optimal level of conflict, which implies that conflict may need to be stimulated occasionally as well as resolved. Sykes (2010) addresses ways that conflict can arise, including cultural differences (as a result of globalization, for example) and clashing communication styles.She emphasizes the importance of identifying the cause and creating a solution. In her opinion, a major element in managing conflict is to prevent it as much as possible (although she asserts that conflict management is not about absolute elimination, which would be impossible). Of course, a major aid in m anaging conflict on individual and group levels is to incorporate conflict management training into the workplace, so that employees are prepared to respond appropriately and effectively to conflict should it arise.At Walmart associates are trained, for example, on how to use the chain of command to report conflicts, and how to use the open door policy to get around additional or command chain-related conflict as well. Understanding conflict as a potentially positive influence on a team and knowing beforehand how to respond effectively to it so that it can have that positive influence can decrease drain on teamwork from conflicts not only by preventing them when possible, but by reducing the time and stress that they siphon from real tasks. ConclusionTeamwork, according to Goodwill (2011) remains a major theme in modern business, and understanding the complex processes of developing teams and managing conflict to keep a team dynamic and performing satisfactorily allows for an apprec iation of all that really goes into keeping those teams running smoothly. In a business world that increasingly thrives on teamwork and the output of its synergy, would-be employees and leaders alike need to embrace this form of collaboration. Teamwork has, after all, gotten humanity this far—surely it will carry it much further as time goes on.References: Goodwill, M. (2011, February 10). How to succeed at team-building. People Management, 30. Robbins, S. P. , & Judge, T. A. (2011). Organizational behavior (14th ed. ). Upper Saddle River, NJ:Pearson/Prentice Hall. Sikes, B. , Gulbro, R. , & Shoesy, L. (2010). Conflict in work teams: Problems and solutions. Allied Academies International Conference: Proceedings of the Academy of Organizational Culture, Communications & Conflict (AOCCC), 15(1), 15-19. Wienclaw, R. A. (2010). Teams & team building. Teams & Team Building – Research Starters Business, 1-6.CERTIFICATE OF ORIGINALITY I  certify that  the attached  pape r is my original work. I am familiar with, and acknowledge my responsibilities which are part of, the University of Phoenix Student Code of Academic Integrity. I affirm that any section of the paper which has been submitted previously is attributed and cited as such, and that this paper has not been submitted by anyone else. I have identified the sources of all information whether quoted verbatim or paraphrased, all images, and all quotations with citations and reference listings.Along with citations and reference listings, I have used quotation marks to identify quotations of fewer than 40 words and have used block indentation for quotations of 40 or more words. Nothing in this assignment violates copyright, trademark, or other intellectual property laws. I further agree that my name typed  on the line below is intended to have, and shall have, the same validity as my handwritten signature. Student's  signature (name typed here is equivalent to a signature): Britny McCoubrey

The Strange Case Of Dr. Jekyll And Mr. Hyde - 1344 Words

Robert Louis Stevenson’s The Strange Case of Dr. Jekyll and Mr. Hyde (1886) is a scientific horror story that uses science as a solution to the protagonist’s utopian project of isolating the good from the evil. Dr. Henry Jekyll visualizes the potential for a better, near perfect world. The Victorian period in which he lives is one dictated by the ideals of progress, however, reality presents him with a world nowhere near what a utopian society would be like. In the novel, the protagonist goes through a battle between his two opposing identities of good and evil. The internal struggle between these two personalities serve as the ultimate determination on whether or not a utopia can ever be reached. Born in 1818, Jekyll grows up in a wealthy family during a period where men were known to flaunt their riches and morals were not valued. From his experiences as well as â€Å"both sides of my intelligence, the moral and the intellectual, he realizes that â€Å"man is not truly one, but truly two† (78-79). It is from explaining his origins and these experiences that he is able to justify his reasoning that a person has two: a good and an evil side. He believes he possesses both good and bad characteristics, but his morals always keep him from wrongdoing and it is this thought that makes him question whether or not the good and evil could be separated from a person. â€Å"If each,† Jekyll confesses in his full statement of the case, â€Å"could but be housed in separate identities, life would beShow MoreRelatedThe Strange Case Of Dr. Jekyll And Mr. Hyde1675 Words   |  7 PagesThe Strange Case of Dr. Jekyll and Mr. Hyde Essay Robert Louis Stevenson’s novella, â€Å"The Strange Case of Dr. Jekyll and Mr. Hyde,† is a type of Gothic literature. In the beginning of the story when Stevenson is describing the lawyer, one â€Å"Mr. Utterson,† the mood is a bit dull. At first glance the reader may think that this story would be a bit boring and drab. Stevenson’s story is far from being another dull piece of British English literature. The setting and mood of this novella are more complexRead MoreThe Strange Case Of Dr. Jekyll And Mr. Hyde Essay975 Words   |  4 PagesStevenson’s The Strange Case of Dr. Jekyll and Mr. Hyde is a novella that follows the basic outline established by Mary Shelley in Frankenstein. However, Stevenson’s monster is not created from body parts but comes from the dark side of the human personality. In both novels, a man conducts a secret experiment that gets out of control. The result of these experiments is the release of a double, or doppelgan ger, which causes damage to their creator. While most people think that The Strange Case of Dr. JekyllRead MoreThe Strange Case Of Dr. Jekyll And Mr. Hyde1440 Words   |  6 Pagescomplexity of human nature in his books, especially in The Strange Case of Dr. Jekyll and Mr. Hyde, and Kidnapped. The former is about a lawyer named Mr. Utterson seeking out the truth of Dr. Jekyll’s very strange will. He finds out that Jekyll was transforming himself into Mr. Hyde so that he could have the freedom to do whatever he wanted no matter how evil. By the time Utterson finds all this out and findsJekyll, he is too late and Jekyll has already killed himself. The latter is about David BalfourRead MoreThe Strange Case Of Dr. Jekyll And Mr. Hyde1196 Words   |  5 Pageswhich do let control you? The good or evil? This was a question that Dr. Jekyll from the book, The Strange Case of Dr. Jekyll and Mr. Hyde, could not answer. The Strange Case of Dr. Jekyll and Mr. Hyde is a book about a man who cannot control the two sides of himself, causing him to do terrible things and not even be aware of it. The theme of this book is good versus evil. Dr. Jekyll is fighting his evil side, known as Mr. Hyde, throughout the book. Some people believe that the book’s theme hasRead MoreThe Strange Case Of Dr. Jekyll And Mr. Hyde938 Words   |  4 PagesVictorian Hopes and Fears Involving Science as Found in Dr. Jekyll and Mr. Hyde During the Victorian Era there was a great race to use science to alleviate the suffering of the ill, specifically for those patients who were suffering from ailments of the mind. While some of the methods used to diagnose and treat such afflictions would be considered barbaric in nature by today’s standards, they were considered cutting edge medical science during the time of the Victorian Era. It was also consideredRead MoreThe Strange Case Of Dr. Jekyll And Mr. Hyde964 Words   |  4 PagesThe Strange case of Dr. Jekyll and Mr. Hyde, written by Robert Louis Stevenson was published in 1886. The story is published during the Victorian era, the Victorian era was an age of repression, there was no violence, no sexual appetite, and there was no great expression or emotion. In the story, Dr. Jekyll creates a potion that turns him into Mr. Hyde, Mr. Hyde is the complete opposite of what people are in the Victorian era. At first, Dr. Jekyll is in control of Mr. Hyde, but towards t he end MrRead MoreThe Strange Case Of Dr. Jekyll And Mr. Hyde1505 Words   |  7 PagesDuring the latter portion of the nineteenth century, Robert Louis Stevenson published his novella, The Strange Case of Dr Jekyll and Mr Hyde. The fin de sià ¨cle saw the rise of different thoughts and ideas surrounding science and society. These concepts and interpretations sparked the discourse surrounding the theory of degeneration; which was the concern that civilization would fall to a lower state of being. This chapter will be reading multiplex personality as a manifestation of this broader culturalRead MoreThe Strange Case Of Dr. Jekyll And Mr. Hyde1739 Words   |  7 Pagesnovel â€Å"The Strange Case of Dr. Jekyll and Mr Hyde† by Robert Louis Stevenson, the novel â€Å"Frankenstein† by Mary Shelley, the short story â€Å"The Monkey’s Paw† by W.W Jacobs and the short story â€Å"Yellow Wallpaper† by Charlotte Perkins Gilman. These four texts convey this theme through the use of gothic conventions such as death, madness and darkness. In the novels The Strange Case of Dr. Jekyll and Mr Hyde by Robert Louis Stevenson and Frankenstein by Mary Shelley, Frankenstein and Dr. Jekyll are wronglyRead MoreThe Strange Case Of Dr. Jekyll And Mr. Hyde1351 Words   |  6 PagesThe Personas of Henry Jekyll Every person is born with bright and dark personas that people moderate due to the standards of society. In The Strange Case of Dr. Jekyll and Mr. Hyde, Jekyll and Hyde battle for the power to stay alive in the story. As Jekyll continues to try and take over his evil persona, Hyde tries to stay alive and cause evil in the world. In our society, many people will struggle with self control and Dr. Jekyll has trouble controlling his alter ego by performing his evil pleasuresRead MoreThe Strange Case Of Dr. Jekyll And Mr. Hyde1326 Words   |  6 Pages The Strange Case of Dr. Jekyll and Mr. Hyde was published during the late Victorian era, but he clearly brings into question the acceptance of Victorian philosophies, especially the belief that one truth exists and that we can identify good and evil as separate entities. The names Jekyll and Hyde have become synonymous with multiple personality disorder. This novel can be examined from the natural dualism and Freud’s structural th eory of the mind. In The Strange Case of Dr. Jekyll and Mr