Marketing management Essay Example | Topics and Well Written Essays - 2000 words - 4

Marketing management - Essay Example Since the last 10 years, HCC has grown swiftly, principally throughout an insistent policy of efficient management. However in the wake of the economic crisis and the following recession that has also hit the company steering its sales down by almost 50%, the company has been forced to lay down 50% of its employees, and the company is motivated to look towards new options and destinations. Russia and South America have been identified as new selling destinations for the company along with trying to profit margins in the highly competitive environment. However, the company is also trying to promote its products in the local Chinese markets. The next section presents a detailed analysis of the market conditions for the company, the opportunities and threats, the current position and management strategy of the company and the forces of change that are required to build a more efficient and successful organization. I choose to select the method of various analysis tools like SWOT, Porter analysis to study the above requirements and conditions for the company. 1. The company commands significant lead in many segments in the export sector of the Chinese industry for entertainment goods. It is also a well known international company and its products have been able to set their own brands in the international market up till now 2. The company has a flexible and customer oriented product history with a considerable development in the export sector as they have increased the market share by 3% to over 6% within the last two years. Porter’s five forces analyze the strong points of a company. Traditionally, the analysis is used to take notice of new product launches, upgrading of business services, and appropriate balance of power. 1. Provider control: in this case, the power and control of the suppliers of HCC to drive the prices of the final product or

Open Innovation Essay Example for Free

Open Innovation Essay In light of the trend towards open innovation, inter-organizational technology transfer by means of alliances and licensing has become a key component of the open innovation processes. In this assignment we will discuss how open innovation can be the key of success and open up different opportunities, describe innovation in terms of what managerial consequences it can have on a company and try to find out what can be the driving forces of innovation in a company. The company We have chosen W. L. Gore Associates, Inc. as an example of an innovative company. Gore does research in use of its advanced technology in four main areas: electronics, industrial, medical and fabrics. The company is American, founded in 1958 and today it has about 7000 employees and facilities in more than 30 countries. (Gore 1, 2011) W.L. Gore Associates is a company with a long history of innovation. In the beginning RD and product development was conducted inside the organizational boundaries and the firms’ critical technological knowledge was primarily developed and applied in-house, in other words they pursued traditional, closed innovation processes. (Lichtenthaler et al. 2010) In recent decades, W.L. Gore Associates also actively collaborate with external partners throughout the innovation process. They do this in two ways: Firstly, Gore acquire technology from external sources to complement their internal RD through strategic alliances which is known as inward technology transfer and requires absorptive capacity to acquire and utilize external knowledge (Lichtenthaler et al. 2010).One example is the strategic alliance with Sefar AG for the Architectural Fabrics Texchtestile 2009 in Frankfurt am Main (Gore 1, 2011). Secondly, they exploit their own technology in outbound open innovation processes through licensing agreements to generate additional income, which requires desorptive capacity to transfer technological capabilities outwards (Lichtenthaler et al. 2010). One example is the licensing programs for products made with Gore-Tex ® fabric and fibers (Gore 1, 2011). Absorptive capacity depends on path dependency because, it requires the ability to recognize, assimilate, and apply external knowledge in the context of innovation and learning processes. On the other hand, desorptive capacity determines the potential volume of technology transfer based on two process stages; identification and transfer of a firm’s technology portfolio (Lichtenthaler et al. 2010). However, outward technology transfer or licensing of a particular technology may not always be permitted by management, especially for the core technologies, because of the competitive threats and risk of losing competitive advantage. Innovation Virtually all of Gores thousands of products are based on just one material, a versatile polymer ePTFE, which the company engineers to perform a wide variety of functions (Carter, 2002). Gore has been granted more than 2,000 patents worldwide in a wide range of fields, including electronics, medical devices, and polymer processing (Gore 1, 2011). Gore uses a type of open innovation strategy, keeping control of its core technology and licenses the use and allows for innovation within a particular field to its licensees. Baudreau and Lakhani claim that Gore is using product platform innovation, where the control of the platform (ePTFE) is shared between external developers and Gore, as Gore provide the core technology, which the licensees innovate on and then sell the developed products to the final consumer. External innovators (other companies) and customers can transact freely as long as they affiliate with the platform owner. Gore maintains some control through the rules and regulations they impose on their licensees (Boudreau et al. 2009). The platform design theory closely resembles the type of open innovation that Chesbrough names â€Å"architect†; the company develop architecture to allow for platform design, where external innovators can further develop the technology (Chesbrough, 2003). Driving forces An interesting question is what drives Gore to be an innovative company. We have taken a look at what is driving the company to produce innovations and we have found a mix of technology-push and demand-pull. We have deduced that in the beginning of Gore’s history, they used technology-push. We base this argument on their focus on developing a technology and putting it on the market. Wilbert L. Bill while working at DuPont saw potential in a certain polymer called polytetrafluoroethylene, or PTFE (Gore 1, 2011). In 1969, the discovery of a remarkably versatile new polymer known as expanded polytetrafluoroethylene (or ePTFE), led the enterprise from industrial products into new applications in medical, fabric, and electronics markets. They make medical products which are used in vascular, cardio-thoracic, plastic and orthopedic surgeries, their cables are used in computers and even travelled to the moon, their fibers are used in everything from chemical processing to industrial pumps, their fabrics protects from rain. They have such a big variety of product range that it can be found everywhere and in everything, including automobiles (Deutschman, 2004, Rothwell 1994). Today, customer preferences are an important part of the innovation process. For Gore the customer needs is a huge driving force for innovation. They use consumer inspired innovation to develop new products, in particular, lead users who help develop products that suit their needs. (Schaldecker B 2011)The next step is to use technology to make the idea into a real product. This â€Å"customer focus† shows us that demand-pull is important as well. One hands-on example is the way Gore is using lead users in product development. Although it is productive to use lead-users who know what they want, they don’t need to be loyal to only one company. This can result in companies using the same lead-users which increase the risk for exploiting confidential information. The race to reach the market first becomes even more crucial (Rothwell 1994). We believe the main driver for technology licensing by Gore is generating revenues. Other strategic drivers are: selling products in addition to licensing technology. â€Å"These additional product sales are achieved due to enhanced demand because of a second source of supply/../ or by licensing a technology to a weak rival in order to deter entry of a stronger competitor† (Lichtenthaler, 2007). â€Å"Technology licensing may be motivated by the realization of learning effects, which result in the compression of a firm’s learning curve† (Lichtenthaler, 2007), meaning the licensee transfers knowledge to the licensor, allowing for faster learning. Moreover, the acquisition of external technology or intellectual property gives access to another firm’s technology portfolio; for example Gore acquired intellectual property of NMT Medical, Inc. on October 19, 2011, who has the best medical therapy for the prevention of recurrent stroke and transient attack (Flagstaff, 2011). Besides, Gore can enhance its reputation by licensing out technological knowledge and guarantee its technological leadership by licensing out technology. Finally, a company can license out technology to strengthen its inter-organizational networks. Thus, technology licensing in turn maintain, increase and expand a firm’s networks (Lichtenthaler, 2007). Managerial Consequences Firms can capture value from technology and with the trend towards open innovation firms actively transfer technology to other organizations. This licensing dilemma could have both negative and positive consequences. Licensing could decrease profits in their product business which could substantially weaken competitive position, on the other hand active technology licensing could increase revenues which are a necessity in order to gain and sustain a competitive advantage. However, â€Å"the negative consequences of licensing often seem to be overcompensated by positive effects† (Lichtenthaler, 2007, p 67). To facilitate the positive effects of licensing, firms need to develop dynamic capabilities of technology licensing by exploring continuous innovation to seize monetary and strategic opportunities while avoiding potential negative effects by process systematization in internal technology exploitation. The strategic licensing opportunities need a completely different management, when the interdependence between internal and external technology exploitation increase they require a relatively integrated approach and assignment of dedicated employees to technology licensing (Lichtenthaler, 2007). As we stated before Gore concentrate on core competence and they nurture it through the employees, or associates as Gore call them (Gore 2, 2011). To be able to create an innovative atmosphere the organization has an open and informal corporate culture with little hierarchy. There are no formal bosses and they have self-evaluating systems where compensation is decided by teams of colleges evaluating each other (ibid). A quote from an employee: â€Å"Your team is your boss, because you dont want to let them down. Everyones your boss, and no ones your boss (Deutschman, 2007). In order to give incentives to perform in the best interest of the company, employees also get shares in the company (symbolizing the rising value of the whole company) that they can cash in when they retire or leave (Deutschman, 2007). The structure of the organization is designed to create innovativeness and focuses on teamwork were employees with mixed roles are put in small teams to collaborate. The facilities never exceed a work force of 150-200 employees, to get a more personal environment where everyone knows each other (Deutschman, 2007). This can be seen as type of networking, which is a contributing factor to the success of innovative organizations (Rothwell, 1994). A part of the employees work time (10%) is set off for free of choice â€Å"dabble time†; thinking of new ideas on their own (Harrington, 2003). These are some signs of a flatter and flexible organization structure like those which Rothwell (1994) describes as important success factors for innovative organizations. To sum up we see that the innovative core have a large impact on managerial consequences as how to deal with the employees. The open innovation gives Gore more options, looking outside the company means that the company doesn’t need to have a lot of resources and capabilities in-house to make money from commercializing a product (Chesbrough, 2003). We have deduced it allows for exploration without complete exploitation, letting Gore build up capabilities in researching and core competences, while still making money out of side-track inventions. Instead of having to be completely ambidextrous, Gore can be specialized in research in some technologies and ambidextrous in others (Gupta, 2006). Conclusions On the example of W. L. Gore Associates, Inc we analyzed the open innovation strategy which is perused nowadays by a lot of the most successful and innovative companies with the aim of successful inter-organizational technology transfer. Alliances and licensing happen to be the most common form of technology transfer in the open innovation process. Gore implements a strategy of exploration in its innovation activities as well as exploitation. Although, exploiting your own innovation is important, the Gore example shows us how concentrating on innovation exploration together with open innovation strategy through licensing and alliances can help to win markets which you will never reach by your own.

Religion’s Profound Effect on Musical Development Essay -- Music Relig

Religion’s Profound Effect on Musical Development   Ã‚  Ã‚  Ã‚  Ã‚  Religion has been an important part of man’s life. Man has allowed religion to control and influence his life in many different ways, affecting both his behavior and his actions. So its not surprising that music, one of man’s earliest expressive forms, has also been influenced by religion. Religion has had an effect on man’s music all throughout history, from the early Egyptians to even now. So it is only natural that Western music should also have been affected by religion. Western music, and its development by composers, has been strongly influenced by the Christian religion, especially in the Medieval, Renaissance, and Baroque periods. The music in these periods laid the foundation for all the different types of music we enjoy today.   Ã‚  Ã‚  Ã‚  Ã‚  During the Medieval period the Catholic Church had an enormous amount of power and control over the people of that time. The Medieval period began with the collapse of the Roman Empire around the year 450. Then with much of Europe in disarray, the Roman Catholic Church, the main unifying force at the time, unified many cultures together. â€Å"All segments of society felt the powerful influence of the Roman Catholic Church. In this age of faith, hell was very real and heresy was the gravest crime† (Kamien 63). The church controlled everything and it was of greatest importance in this period. â€Å"Very little non-Christian music from this period survived, due to its suppression by the Church and the absence of music notation†¦Ã¢â‚¬  (History of Music). The enormous Gothic Cathedrals and churches demonstrate how powerful and important the church was. The amount of physical labor put into each one shows the devotion of the people to God and the church in the medieval time period. Life in these times revolved around the church so it makes sense that the music of this time also revolved around it. The composers of this era were often involved with the church. They were usually priests, monks, or nuns. For example Hildegard of Bingen, a nun from Germany, who, wrote many musical pieces and other forms of art.  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"For over one thousand years the official music of the Roman Catholic church had been Gregorian Chant, which consists of melody set to sacred Latin texts and sung without accompaniment† (Kamien 67). The credit for developing Gregorian chant music, also known as plain... ...l development whether we want to believe it or not. From the beginning it has influenced music in different ways. It has pushed composers to produce certain types of music, censored secular and other types of music that it objected to, and inevitably has had an everlasting effect on what type of music we listen to today. Works Cited "Baroque Music-Part Two." 12 July 2005 . Boynick, Matt. "Georg Friedric Handel." Classical Music Pages. 1 Feb. 1996. 13 July 2005 . "Catholic Reformation." Wikipedia. . Daum, Gary. "Chapter 12 The Baroque Era (1600-1750)." Georgetown Prep. 1994. Georgetown University. 12 July 2005 . "Giovanni Pierluigi de Palestrina." Wikipedia. . "Hildegard of Bingen." Wikipedia. . "History of Music." Algebra.com. 12 July 2005 . "Josquin Des Prez." Wikipedia. . Kamien, Roger. Music: An Appreciation. 5th ed. New York: Lyn Uhl. 63-149. "Medieval Music." Wikipedia. . "Music." The End of Europe_Middle Ages. 1998. University of Calgary. 14 July 2005 . "Oratorio." Nationmaster. 12 July 2005 . "Renaissance." Cunnan. 10 July 2005 . "Renaissance Period." Art for Ears. 10 July 2005 . "The Enlightenment (1600-1790)." SparkNotes. 17 July 2005 .

A Game of Thrones Chapter Eighteen

Catelyn We will make King's Landing within the hour.† Catelyn turned away from the rail and forced herself to smile. â€Å"Your oarmen have done well by us, Captain. Each one of them shall have a silver stag, as a token of my gratitude.† Captain Moreo Turnitis favored her with a half bow. â€Å"You are far too generous, Lady Stark. The honor of carrying a great lady like yourself is all the reward they need.† â€Å"But they'll take the silver anyway.† Moreo smiled. â€Å"As you say.† He spoke the Common Tongue fluently, with only the slightest hint of a Tyroshi accent. He'd been plying the narrow sea for thirty years, he'd told her, as oarman, quartermaster, and finally captain of his own trading galleys. The Storm Dancer was his fourth ship, and his fastest, a two-masted galley of sixty oars. She had certainly been the fastest of the ships available in WhiteHarbor when Catelyn and Ser Rodrik Cassel had arrived after their headlong gallop downriver. The Tyroshi were notorious for their avarice, and Ser Rodrik had argued for hiring a fishing sloop out of the Three Sisters, but Catelyn had insisted on the galley. It was good that she had. The winds had been against them much of the voyage, and without the galley's oars they'd still be beating their way past the Fingers, instead of skimming toward King's Landing and journey's end. So close, she thought. Beneath the linen bandages, her fingers still throbbed where the dagger had bitten. The pain was her scourge, Catelyn felt, lest she forget. She could not bend the last two fingers on her left hand, and the others would never again be dexterous. Yet that was a small enough price to pay for Bran's life. Ser Rodrik chose that moment to appear on deck. â€Å"My good friend,† said Moreo through his forked green beard. The Tyroshi loved bright colors, even in their facial hair. â€Å"It is so fine to see you looking better.† â€Å"Yes,† Ser Rodrik agreed. â€Å"I haven't wanted to die for almost two days now.† He bowed to Catelyn. â€Å"My lady.† He was looking better. A shade thinner than he had been when they set out from WhiteHarbor, but almost himself again. The strong winds in the Bite and the roughness of the narrow sea had not agreed with him, and he'd almost gone over the side when the storm seized them unexpectedly off Dragonstone, yet somehow he had clung to a rope until three of Moreo's men could rescue him and carry him safely below decks. â€Å"The captain was just telling me that our voyage is almost at an end,† she said. Ser Rodrik managed a wry smile. â€Å"So soon?† He looked odd without his great white side whiskers; smaller somehow, less fierce, and ten years older. Yet back on the Bite it had seemed prudent to submit to a crewman's razor, after his whiskers had become hopelessly befouled for the third time while he leaned over the rail and retched into the swirling winds. â€Å"I will leave you to discuss your business,† Captain Moreo said. He bowed and took his leave of them. The galley skimmed the water like a dragonfly, her oars rising and falling in perfect time. Ser Rodrik held the rail and looked out over the passing shore. â€Å"I have not been the most valiant of protectors.† Catelyn touched his arm. â€Å"We are here, Ser Rodrik, and safely. That is all that truly matters.† Her hand groped beneath her cloak, her fingers stiff and fumbling. The dagger was still at her side. She found she had to touch it now and then, to reassure herself. â€Å"Now we must reach the king's master-at-arms, and pray that he can be trusted.† â€Å"Ser Aron Santagar is a vain man, but an honest one.† Ser Rodrik's hand went to his face to stroke his whiskers and discovered once again that they were gone. He looked nonplussed. â€Å"He may know the blade, yes . . . but, my lady, the moment we go ashore we are at risk. And there are those at court who will know you on sight.† Catelyn's mouth grew tight. â€Å"Littlefinger,† she murmured. His face swam up before her; a boy's face, though he was a boy no longer. His father had died several years before, so he was Lord Baelish now, yet still they called him Littlefinger. Her brother Edmure had given him that name, long ago at Riverrun. His family's modest holdings were on the smallest of the Fingers, and Petyr had been slight and short for his age. Ser Rodrik cleared his throat. â€Å"Lord Baelish once, ah . . . † His thought trailed off uncertainly in search of the polite word. Catelyn was past delicacy. â€Å"He was my father's ward. We grew up together in Riverrun. I thought of him as a brother, but his feelings for me were . . . more than brotherly. When it was announced that I was to wed Brandon Stark, Petyr challenged for the right to my hand. It was madness. Brandon was twenty, Petyr scarcely fifteen. I had to beg Brandon to spare Petyr's life. He let him off with a scar. Afterward my father sent him away. I have not seen him since.† She lifted her face to the spray, as if the brisk wind could blow the memories away. â€Å"He wrote to me at Riverrun after Brandon was killed, but I burned the letter unread. By then I knew that Ned would marry me in his brother's place.† Ser Rodrik's fingers fumbled once again for nonexistent whiskers. â€Å"Littlefinger sits on the small council now.† â€Å"I knew he would rise high,† Catelyn said. â€Å"He was always clever, even as a boy, but it is one thing to be clever and another to be wise. I wonder what the years have done to him.† High overhead, the far-eyes sang out from the rigging. Captain Moreo came scrambling across the deck, giving orders, and all around them the Storm Dancer burst into frenetic activity as King's Landing slid into view atop its three high hills. Three hundred years ago, Catelyn knew, those heights had been covered with forest, and only a handful of fisherfolk had lived on the north shore of the Blackwater Rush where that deep, swift river flowed into the sea. Then Aegon the Conqueror had sailed from Dragonstone. It was here that his army had put ashore, and there on the highest hill that he built his first crude redoubt of wood and earth. Now the city covered the shore as far as Catelyn could see; manses and arbors and granaries, brick storehouses and timbered inns and merchant's stalls, taverns and graveyards and brothels, all piled one on another. She could hear the clamor of the fish market even at this distance. Between the buildings were broad roads lined with trees, wandering crookback streets, and alleys so narrow that two men could not walk abreast. Visenya's hill was crowned by the Great Sept of Baelor with its seven crystal towers. Across the city on the hill of Rhaenys stood the blackened walls of the Dragonpit, its huge dome collapsing into ruin, its bronze doors closed now for a century. The Street of the Sisters ran between them, straight as an arrow. The city walls rose in the distance, high and strong. A hundred quays lined the waterfront, and the harbor was crowded with ships. Deepwater fishing boats and river runners came and went, ferrymen poled back and forth across the Blackwater Rush, trading galleys unloaded goods from Braavos and Pentos and Lys. Catelyn spied the queen's ornate barge, tied up beside a fat-bellied whaler from the Port of Ibben, its hull black with tar, while upriver a dozen lean golden warships rested in their cribs, sails furled and cruel iron rams lapping at the water. And above it all, frowning down from Aegon's high hill, was the Red Keep; seven huge drum-towers crowned with iron ramparts, an immense grim barbican, vaulted halls and covered bridges, barracks and dungeons and granaries, massive curtain walls studded with archers' nests, all fashioned of pale red stone. Aegon the Conqueror had commanded it built. His son Maegor the Cruel had seen it completed. Afterward he had taken the heads of every stonemason, woodworker, and builder who had labored on it. Only the blood of the dragon would ever know the secrets of the fortress the Dragonlords had built, he vowed. Yet now the banners that flew from its battlements were golden, not black, and where the three-headed dragon had once breathed fire, now pranced the crowned stag of House Baratheon. A high-masted swan ship from the Summer Isles was beating out from port, its white sails huge with wind. The Storm Dancer moved past it, pulling steadily for shore. â€Å"My lady,† Ser Rodrik said, â€Å"I have thought on how best to proceed while I lay abed. You must not enter the castle. I will go in your stead and bring Ser Aron to you in some safe place.† She studied the old knight as the galley drew near to a pier. Moreo was shouting in the vulgar Valyrian of the Free Cities. â€Å"You would be as much at risk as I would.† Ser Rodrik smiled. â€Å"I think not. I looked at my reflection in the water earlier and scarcely recognized myself. My mother was the last person to see me without whiskers, and she is forty years dead. I believe I am safe enough, my lady.† Moreo bellowed a command. As one, sixty oars lifted from the river, then reversed and backed water. The galley slowed. Another shout. The oars slid back inside the hull. As they thumped against the dock, Tyroshi seamen leapt down to tie up. Moreo came bustling up, all smiles. â€Å"King's Landing, my lady, as you did command, and never has a ship made a swifter or surer passage. Will you be needing assistance to carry your things to the castle?† â€Å"We shall not be going to the castle. Perhaps you can suggest an inn, someplace clean and comfortable and not too far from the river.† The Tyroshi fingered his forked green beard. â€Å"Just so. I know of several establishments that might suit your needs. Yet first, if I may be so bold, there is the matter of the second half of the payment we agreed upon. And of course the extra silver you were so kind as to promise. Sixty stags, I believe it was.† â€Å"For the oarmen,† Catelyn reminded him. â€Å"Oh, of a certainty,† said Moreo. â€Å"Though perhaps I should hold it for them until we return to Tyrosh. For the sake of their wives and children. If you give them the silver here, my lady, they will dice it away or spend it all for a night's pleasure.† â€Å"There are worse things to spend money on,† Ser Rodrik put in. â€Å"Winter is coming.† â€Å"A man must make his own choices,† Catelyn said. â€Å"They earned the silver. How they spend it is no concern of mine.† â€Å"As you say, my lady,† Moreo replied, bowing and smiling. Just to be sure, Catelyn paid the oarmen herself, a stag to each man, and a copper to the two men who carried their chests halfway up Visenya's hill to the inn that Moreo had suggested. It was a rambling old place on Eel Alley. The woman who owned it was a sour crone with a wandering eye who looked them over suspiciously and bit the coin that Catelyn offered her to make sure it was real. Her rooms were large and airy, though, and Moreo swore that her fish stew was the most savory in all the Seven Kingdoms. Best of all, she had no interest in their names. â€Å"I think it best if you stay away from the common room,† Ser Rodrik said, after they had settled in. â€Å"Even in a place like this, one never knows who may be watching.† He wore ringmail, dagger, and longsword under a dark cloak with a hood he could pull up over his head. â€Å"I will be back before nightfall, with Ser Aron,† he promised. â€Å"Rest now, my lady.† Catelyn was tired. The voyage had been long and fatiguing, and she was no longer as young as she had been. Her windows opened on the alley and rooftops, with a view of the Blackwater beyond. She watched Ser Rodrik set off, striding briskly through the busy streets until he was lost in the crowds, then decided to take his advice. The bedding was stuffed with straw instead of feathers, but she had no trouble falling asleep. She woke to a pounding on her door. Catelyn sat up sharply. Outside the window, the rooftops of King's Landing were red in the light of the setting sun. She had slept longer than she intended. A fist hammered at her door again, and a voice called out, â€Å"Open, in the name of the king.† â€Å"A moment,† she called out. She wrapped herself in her cloak. The dagger was on the bedside table. She snatched it up before she unlatched the heavy wooden door. The men who pushed into the room wore the black ringmail and golden cloaks of the City Watch. Their leader smiled at the dagger in her hand and said, â€Å"No need for that, m'lady. We're to escort you to the castle.† â€Å"By whose authority?† she said. He showed her a ribbon. Catelyn felt her breath catch in her throat. The seal was a mockingbird, in grey wax. â€Å"Petyr,† she said. So soon. Something must have happened to Ser Rodrik. She looked at the head guardsman. â€Å"Do you know who I am?† â€Å"No, m'lady,† he said. â€Å"M'lord Littlefinger said only to bring you to him, and see that you were not mistreated.† Catelyn nodded. â€Å"You may wait outside while I dress.† She bathed her hands in the basin and wrapped them in clean linen. Her fingers were thick and awkward as she struggled to lace up her bodice and knot a drab brown cloak about her neck. How could Littlefinger have known she was here? Ser Rodrik would never have told him. Old he might be, but he was stubborn, and loyal to a fault. Were they too late, had the Lannisters reached King's Landing before her? No, if that were true, Ned would be here too, and surely he would have come to her. How . . . ? Then she thought, Moreo. The Tyroshi knew who they were and where they were, damn him. She hoped he'd gotten a good price for the information. They had brought a horse for her. The lamps were being lit along the streets as they set out, and Catelyn felt the eyes of the city on her as she rode, surrounded by the guard in their golden cloaks. When they reached the Red Keep, the portcullis was down and the great gates sealed for the night, but the castle windows were alive with flickering lights. The guardsmen left their mounts outside the walls and escorted her through a narrow postern door, then up endless steps to a tower. He was alone in the room, seated at a heavy wooden table, an oil lamp beside him as he wrote. When they ushered her inside, he set down his pen and looked at her. â€Å"Cat,† he said quietly. â€Å"Why have I been brought here in this fashion?† He rose and gestured brusquely to the guards. â€Å"Leave us.† The men departed. â€Å"You were not mistreated, I trust,† he said after they had gone. â€Å"I gave firm instructions.† He noticed her bandages. â€Å"Your hands . . . â€Å" Catelyn ignored the implied question. â€Å"I am not accustomed to being summoned like a serving wench,† she said icily. â€Å"As a boy, you still knew the meaning of courtesy.† â€Å"I've angered you, my lady. That was never my intent.† He looked contrite. The look brought back vivid memories for Catelyn. He had been a sly child, but after his mischiefs he always looked contrite; it was a gift he had. The years had not changed him much. Petyr had been a small boy, and he had grown into a small man, an inch or two shorter than Catelyn, slender and quick, with the sharp features she remembered and the same laughing grey-green eyes. He had a little pointed chin beard now, and threads of silver in his dark hair, though he was still shy of thirty. They went well with the silver mockingbird that fastened his cloak. Even as a child, he had always loved his silver. â€Å"How did you know I was in the city?† she asked him. â€Å"Lord Varys knows all,† Petyr said with a sly smile. â€Å"He will be joining us shortly, but I wanted to see you alone first. It has been too long, Cat. How many years?† Catelyn ignored his familiarity. There were more important questions. â€Å"So it was the King's Spider who found me.† Littlefinger winced. â€Å"You don't want to call him that. He's very sensitive. Comes of being an eunuch, I imagine. Nothing happens in this city without Varys knowing. Oftimes he knows about it before it happens. He has informants everywhere. His little birds, he calls them. One of his little birds heard about your visit. Thankfully, Varys came to me first.† â€Å"Why you?† He shrugged. â€Å"Why not me? I am master of coin, the king's own councillor. Selmy and Lord Renly rode north to meet Robert, and Lord Stannis is gone to Dragonstone, leaving only Maester Pycelle and me. I was the obvious choice. I was ever a friend to your sister Lysa, Varys knows that.† â€Å"Does Varys know about . . . â€Å" â€Å"Lord Varys knows everything . . . except why you are here.† He lifted an eyebrow. â€Å"Why are you here?† â€Å"A wife is allowed to yearn for her husband, and if a mother needs her daughters close, who can tell her no?† Littlefinger laughed. â€Å"Oh, very good, my lady, but please don't expect me to believe that. I know you too well. What were the Tully words again?† Her throat was dry. â€Å"Family, Duty, Honor,† she recited stiffly. He did know her too well. â€Å"Family, Duty, Honor,† he echoed. â€Å"All of which required you to remain in Winterfell, where our Hand left you. No, my lady, something has happened. This sudden trip of yours bespeaks a certain urgency. I beg of you, let me help. Old sweet friends should never hesitate to rely upon each other.† There was a soft knock on the door. â€Å"Enter,† Littlefinger called out. The man who stepped through the door was plump, perfumed, powdered, and as hairless as an egg. He wore a vest of woven gold thread over a loose gown of purple silk, and on his feet were pointed slippers of soft velvet. â€Å"Lady Stark,† he said, taking her hand in both of his, â€Å"to see you again after so many years is such a joy.† His flesh was soft and moist, and his breath smelled of lilacs. â€Å"Oh, your poor hands. Have you burned yourself, sweet lady? The fingers are so delicate . . . Our good Maester Pycelle makes a marvelous salve, shall I send for a jar?† Catelyn slid her fingers from his grasp. â€Å"I thank you, my lord, but my own Maester Luwin has already seen to my hurts.† Varys bobbed his head. â€Å"I was grievous sad to hear about your son. And him so young. The gods are cruel.† â€Å"On that we agree, Lord Varys,† she said. The title was but a courtesy due him as a council member; Varys was lord of nothing but the spiderweb, the master of none but his whisperers. The eunuch spread his soft hands. â€Å"On more than that, I hope, sweet lady. I have great esteem for your husband, our new Hand, and I know we do both love King Robert.† â€Å"Yes,† she was forced to say. â€Å"For a certainty.† â€Å"Never has a king been so beloved as our Robert,† quipped Littlefinger. He smiled slyly. â€Å"At least in Lord Varys's hearing.† â€Å"Good lady,† Varys said with great solicitude. â€Å"There are men in the Free Cities with wondrous healing powers. Say only the word, and I will send for one for your dear Bran.† â€Å"Maester Luwin is doing all that can be done for Bran,† she told him. She would not speak of Bran, not here, not with these men. She trusted Littlefinger only a little, and Varys not at all. She would not let them see her grief. â€Å"Lord Baelish tells me that I have you to thank for bringing me here.† Varys giggled like a little girl. â€Å"Oh, yes. I suppose I am guilty. I hope you forgive me, kind lady.† He eased himself down into a seat and put his hands together. â€Å"I wonder if we might trouble you to show us the dagger?† Catelyn Stark stared at the eunuch in stunned disbelief. He was a spider, she thought wildly, an enchanter or worse. He knew things no one could possibly know, unless . . . â€Å"What have you done to Ser Rodrik?† she demanded. Littlefinger was lost. â€Å"I feel rather like the knight who arrives at the battle without his lance. What dagger are we talking about? Who is Ser Rodrik?† â€Å"Ser Rodrik Cassel is master-at-arms at Winterfell,† Varys informed him. â€Å"I assure you, Lady Stark, nothing at all has been done to the good knight. He did call here early this afternoon. He visited with Ser Aron Santagar in the armory, and they talked of a certain dagger. About sunset, they left the castle together and walked to that dreadful hovel where you were staying. They are still there, drinking in the common room, waiting for your return. Ser Rodrik was very distressed to find you gone.† â€Å"How could you know all that?† â€Å"The whisperings of little birds,† Varys said, smiling. â€Å"I know things, sweet lady. That is the nature of my service.† He shrugged. â€Å"You do have the dagger with you, yes?† Catelyn pulled it out from beneath her cloak and threw it down on the table in front of him. â€Å"Here. Perhaps your little birds will whisper the name of the man it belongs to.† Varys lifted the knife with exaggerated delicacy and ran a thumb along its edge. Blood welled, and he let out a squeal and dropped the dagger back on the table. â€Å"Careful,† Catelyn told him, â€Å"it's sharp.† â€Å"Nothing holds an edge like Valyrian steel,† Littlefinger said as Varys sucked at his bleeding thumb and looked at Catelyn with sullen admonition. Littlefinger hefted the knife lightly in his hand, testing the grip. He flipped it in the air, caught it again with his other hand. â€Å"Such sweet balance. You want to find the owner, is that the reason for this visit? You have no need of Ser Aron for that, my lady. You should have come to me.† â€Å"And if I had,† she said, â€Å"what would you have told me?† â€Å"I would have told you that there was only one knife like this at King's Landing.† He grasped the blade between thumb and forefinger, drew it back over his shoulder, and threw it across the room with a practiced flick of his wrist. It struck the door and buried itself deep in the oak, quivering. â€Å"It's mine.† â€Å"Yours?† It made no sense. Petyr had not been at Winterfell. â€Å"Until the tourney on Prince Joffrey's name day,† he said, crossing the room to wrench the dagger from the wood. â€Å"I backed Ser Jaime in the jousting, along with half the court.† Petyr's sheepish grin made him look half a boy again. â€Å"When Loras Tyrell unhorsed him, many of us became a trifle poorer. Ser Jaime lost a hundred golden dragons, the queen lost an emerald pendant, and I lost my knife. Her Grace got the emerald back, but the winner kept the rest.† â€Å"Who?† Catelyn demanded, her mouth dry with fear. Her fingers ached with remembered pain. â€Å"The Imp,† said Littlefinger as Lord Varys watched her face. â€Å"Tyrion Lannister.†

A Business analysis in respect to Boots Essay

Boots will recruit staff for a number of reasons, which include: * The growth of the business * Changing roles within the business * Filling vacancies created by resignation, retirement or dismissal * Internal promotion The growth of the business When Boots grows in size it will probably need more people to carry out existing jobs and new jobs. When existing jobs are being expanded, human resource specialists simply need to copy existing practice on a larger scale. In creating new jobs more detailed thought is required; particularly if the jobs are quite different from those that already exist within the company. Changing job roles within the business In recent years most British businesses such as Boots have changed their job structure. In particular, the country has seen the decline of many routine, standardised jobs. Increasingly, employers have sought to develop new jobs involving information and communications technology, and which involve ground-level employees taking more responsibility for decision-making through empowerment. Developing new jobs requires considerable research, often by examining best practice in an industry or by looking at the development of new jobs in other countries. Filling vacancies created by resignation, retirement or dismissal In many organisations people move on and also employees in Boots move on as well. People get older, they hand in their notice or they are dismissed. In most cases it is necessary to replace the employee. However, the manager responsible for recruitment has to decide whether the firm wants a carbon copy of the previous job holder or whether the job has moved on, requiring new skills and competences. Internal promotion In Boots there will be opportunities for internal promotion. Internal promotion gives an employee something to aim for in the organisation, rather than looking elsewhere. When one person is promoted, it is often necessary to replace him or her. Getting the recruitment process right The recruitment process can be very costly. It takes a great deal of time to set up an effective recruitment process. This involves deciding on what the jobs that are to be recruited for will entail, advertising, sifting through applications, checking which applications best meet the criteria set down for the post, interviewing candidates and, finally, selecting the best candidate for the post. Waste and inefficiency can be very costly to any organisation. If Boots were to advertise a job for a retail assistant and managed to get 100 applicants, by sifting through the application forms they may be in danger of choosing the wrong employee. The personnel of Boots would probably cut the 100 applicant forms down to 10 by eliminating, from their point of view, the most unsuitable employees for the job. But by doing this Boots could eliminate the best applicant, therefore, it is possible that the personnel may have to do the whole process all over again if that the applicant they do choose for the job is unsuitable. Procedures for attracting and recruiting applicants An organisation’s most valuable resource is its workforce; managers therefore need to give careful thought to the needs of employees. The advantages of recruiting from within are as follows: * Considerable savings can be made. Individuals with inside knowledge of how the business operates will need shorter periods of training * Internal promotion acts as an incentive to all staff to work harder within the organisation. The disadvantages of recruiting from within are as follows: * You will have to replace the person who has been promoted * An insider may be less likely to make the essential criticisms required to get the company working more effectively. The Boots company strategy in recruiting employees The Boots Company offers recruitment programmes for general entrance, and schemes focused on school leavers and graduates. The company looks for various qualities in potential Boots employees. In addition to academic ability, we look for people with extra-curricular competencies such as interpersonal ability and team-working skills. In addition to the requirements of individual positions, the boot’s graduate scheme also requires applicants to fulfil three key criteria: * Leading the thinking See the big picture no matter how complex; offer and stimulate new ideas and turn complex issues into clear strategies. o When have you looked for and found solutions beyond the obvious? o How radical have you been? o In what ways have you challenged received wisdom? o When have you identified clear solutions to complex problems? o How do you manage ambiguity? o How logical are you in your approach? * Leading the pace Understand and focus on the important, drive to deliver better performance and be decisive in a crisis. o Can you prioritise, focusing on the important issues and dispensing with others? o Do you regularly achieve standards that you set and which are beyond those expected by others? o When do other rely upon you to make things happen? * Leading the team Act as a catalyst driving for results and restlessly seeking to win. o Do people enjoy working with you, do you create a buzz? o How do you influence others even when the cause looks lost? o Have you been able to get good results from difficult people? How did you manage it? The selection process Below are the most vital aspects that the HRM of Boots have to analyse when recruiting and selecting a sales assistant or any other employee in any other organisation: * Job Analysis * Job descriptions * Person Specification * Job advert * Letter of application * Curriculum Vitae * Interview * Job Evaluation Job Analysis This is the first stage for recruiting an employee. Information may be gathered by the managers of Boots by questioning the job holder or observing the job holder at work. The information gathered is carefully recorded and analysed. Further information might be obtained through discussions with the job holder’s manager or supervisor. The job analyst compiles a description of the main responsibilities of the job by asking: * What are the main tasks of the job and how often do they need to be completed? * Are any specialist technological skills required to do the job? * What mental processes are required to do the job? * Is the job holder required to take decisions and use initiative? * What are the limits of the job holder’s authority? * Is the output from the job a part or a whole? * Does the job holder have to work with others, or control the work of others? * What are the required performance standards and how are they measured? Job description When the job analyst has gathered all the information from the job analysis then he/she can put it into a summary report setting out what the job entails. This summary report is usually known as a job description. It contains two types of information; it describes the tasks of the job and it describes the behaviour necessary to actually do these tasks satisfactorily. A job description usually consists of: * Job title * General information * Position within the business * Job summary * Job content information * Purpose of tasks * Responsibilities * Working conditions An example of a job description can be found in the appendix. Person specification Sometimes known as a personnel profile – the person specification describes all of the attributes and skills required to do the job in hand to the satisfactory standards. For example, in Boots’ mission to require a part-time sales assistant, the HRM would need to specify clearly in the person specification whether or not the employee had to have special ICT qualifications in order to work a till. Job advert Job advertisements form an important part of the recruitment process. Boots is able to communicate job vacancies to a selected audience by this means. Most job adverts are written by the personnel department, task involving the same skill as marketing a product. Adverts must reach those people who have the qualities to fill the vacancy. The nature of the advert will depend on the following: * Who the target audience is – potential managing director, supervisor, operatives etc * Where the advert will be placed – on a noticeboard within the workplace, in the Financial Times, at the local job centre etc Job advertisements therefore take many forms, according to current requirements. Good adverts contain at least the following information: Job title: This should form the main heading, possibly in bold print. Job description: This should highlight the major requirements of the job in a concise format. Organisational activities and marketplace: There should be a brief description of the environment in which the organisation operates. Location: Applicants need to know the location of the organisation and the location of the job. Salary expectation: Figures are not always necessary, but an indication of the salary level should always be given. Address and contact: This should appear, with a telephone number if appropriate. Qualifications: Certain jobs require a minimum entrance qualification, which should be clearly stated. Experience: This should be quantified, as it will have a bearing on the expected salary level. Fringe benefits: The advertiser may wish to mention a company car, a health insurance scheme and so on. Organisational identity: This may be in the form of a logo (or simply the name of the organisation). A good job advert, while providing prospective candidates with helpful information, also helps to discourage applications from people who do not have the required qualifications for the job. The presentation of the advert is very important as it gives prospective employees a first impression of the organisation. Letter of application The title pretty much speaks for itself when describing what a letter of application is. Basically, a letter of application is a letter that an applicant would send to an organisation when interested in a job on offer. In this case, the applicants for the part-time sales assistant would send their letters to Boots after seeing the advert for the job. Along with the letter of application the employees would send their Curriculum Vitae (CV). An example of a letter of application can be found in the appendix. Curriculum Vitae A Curriculum Vitae (CV) shows a person’s achievements, hobbies, interests and past-times. A CV is a vital ingredient to recruiting the best employee – in this case the best part-time sales assistant. Below shows an example of a CV that could be sent with the letter of application to Boot’s HRM sent by an applicant enquiring about the job of a part-time sales assistant on offer. Once Boot’s HRM have evaluated the letter of application of the applicant they can decide whether or not he/she is suitable for the job. If they are then a letter of an invitation to an interview will be sent to him. If he/she isn’t then a letter of consolation is sent by Boots’ HRM. But in this case let’s say the applicant does qualify for an interview, this is the next stage of the recruitment process. An example of a CV can be found in the appendix. Interview Interview is the most vital stage of the recruitment process for Boots and the potential employee. This short time of contact with Boots can give the business representatives a lot of information about how the potential employee looks, behaves, talks and basically how well he or she comes across as a person. That’s why it is so important for the potential employee to dress appropriately and talk with confidence when answering any questions set to him/her by the interviewer(s). Most people have had at least one experience of being interviewed prior to employment. Few people enjoy interviews often this is because the interviewer comes across as being more interested in finding faults with you than finding out the good things. This is sometimes to see if the interviewee is sharp, intelligent and someone who can cope with pressure. Some of the interviewing techniques (used by the interviewer) will show which applicant is the most strong minded out of all the potential employees. For example, the interviewer may decide to ask the applicant to take a message from a person on the phone pretending to be a business consultant of the company or an upset customer. This sort of technique can indicate to the interviewer how well spoken or articulate the interviewee is, how well he/she copes under pressure and whether he/she deals with the â€Å"phone call† in the appropriate manner expected by the organisations standards. The personnel department of Boots is usually involved in interviewing, both in carrying them out and helping managers to adopt good interview practice. By following certain guidelines, the business hopes to employ the ‘right’ person for the job. It also aims to carry out the interview in a way that is fair to all candidates. These guidelines might include the following: The interview should allow information to be collected from candidates, which can be used to predict whether they can perform the job. This can be done by comparing replies with the criteria that successful applicants should have. Boots should give candidates full details about the job and the organisation. This will help them decide whether the job would suit them. The interview should be conducted so that the candidates can say that they have had a fair hearing. The interview, has however, been criticised as not always being an effective ‘tool’. Some of the main criticisms are: * Interviewers often decide to accept or reject a candidate within the first three or four minutes of the interview, and then spend the rest of the time finding evidence to confirm their decision. * Interviews seldom change the initial opinion formed by the interviewer seeing the application form and the appearance of the candidate. * Interviewers place more stress on evidence that is unfavourable than the evidence that is favourable. * When the interviewers have made up their minds on the candidate very early in the interview then their behaviour betrays their decision to the candidate. * The problems with these criticisms are that they do not solve the problems, only identify them. No matter what other means of selection there may be, the interview is crucial. If it is thought to be unreliable, it should not be discarded. Boots must simply make sure they carry it out properly. Carrying out the interview There are a number of factors, which would be taken into account when carrying out the interview. The interview should be conducted around a simple plan and be based on a number of questions against which all candidates will be assessed. It is also considered good practice to prepare suitable place for the interview, such as a warm, quiet, ventilated room. The interviewer should also ensure that the candidates have a friendly reception and are informed of what is expected of them. The average interview usually takes around thirty minutes. The interview plan organises the time to cover the important aspects in assessing applicants. The plan must be flexible enough to allow the interviewer to explore areas that may come up during the interview. Boots can follow a simple strategy of what the interviewer should do and what the interviewer shouldn’t do before and during the interview. The interviewer should always try and make the applicant comfortable by maybe asking him/her whether they had an easy journey to the building or whether they are warm enough in the interview room. This sort of behaviour can put the interviewee at ease in order of seeing the real side of them. Listed below are some of the things that an interviewer representing Boots should do: * Introduce yourself to the candidate * Adopt a suitable manner, show respect to the interviewee and be friendly * Make sure the interview is not interrupted * Conduct the interview at an unhurried pace * Have a list of questions that need to be asked * Encourage the candidate to talk by using ‘open’ questions such as; * â€Å"Tell me about your present or past job† * â€Å"Do you believe that†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬  * Concentrate on those areas not fully covered by the letter of application * Be alert for clues in the candidate’s answer, problem where necessary, and be more specific in the questioning if you are not satisfied * When the interview has ended, make sure the candidate ha no further questions and let the candidate know when the decision will be made * Write up your assessment notes as soon as the interview has finished whilst the information is still ‘fresh’ in your mind * Prepare for the next interview The interviewer will have gained a great deal of information from the interview. It will help the interviewer to have an interview assessment form so he/she can decide if that they suitable for the job. An interview assessment form can be found in the appendix. Job evaluation This is the part where Boots HRM will evaluate each and every one of the job applicants. It will evaluate how well the applicant spoke, dressed and came across in the job interview. Also letters of application and Curriculum Vitae’s (CVs) will be evaluated on how well the applicant can write and by looking at the CV the HRM can see which applicant has the best qualifications and most ideal interests, hobbies, and past-times for the job. Boots would be able to tell whether the chosen candidate for the job was the correct selection by assessing whether the company’s aim had been achieved. However, selection can be very costly to Boots. For example, if Boots were to send out application forms to candidates the cost of postage has to be paid for and Boots may have to pay for travel expenses for candidates’ journeys to interviews. Staff will also have to give up time to carry out the interviews. For example, if 10 people were interviewed for three posts by Boots, but only one applicant was suitable, selection may not have been effective. In this case Boots would have to re-advertise and interview other candidates as two posts would be unfilled. Boots’ Human resource department’s role would be to check all stages of selection to find out where problems had arisen. For example, when short-listing, a suitable candidate may have been ‘left out’. At an interview a possible candidate may have been rushed, so he/she was not given the chance to do their best. Legal factors It is now illegal for Boots or any other organisation to specify sex, marital status, colour, race, nationality or disability in any job advertisement. These laws were brought in by the government due to the Sex Discrimination Act (1975 and 1986), the Race Relations Act (1970), and the Disability Discrimination Act (1995). An Industrial Tribunal is available for people who feel that they have been discriminated against by any organisation, for example, during an interview. This Industrial Tribunal can award damages if it feels that a person has a fair case of being discriminated against by an organisation. Another â€Å"Act† that can be looked upon as discrimination by an organisation is the Equal Pay Act (1970). This implies that men and women must receive equal pay if the work that they do is the same or similar. Boots have always followed the laws of the Sex, Race Relations, Equal Pay, and Disability Discrimination Act’s so not to cause a confrontation between the company itself, the person(s) discriminated against and the Industrial Tribunal. They always deploy a system where by such discrimination acts are followed.

ARAB-ISRAELI WARS Essays - ArabIsraeli Conflict, Western Asia

ARAB-ISRAELI WARS Essays - ArabIsraeli Conflict, Western Asia ARAB-ISRAELI WARS Since the United Nations partition of PALESTINE in 1947 and the establishment of the modern state of ISRAEL in 1948, there have been four major Arab-Israeli wars (1947-49, 1956, 1967, and 1973) and numerous intermittent battles. Although Egypt and Israel signed a peace treaty in 1979, hostility between Israel and the rest of its Arab neighbors, complicated by the demands of Palestinian Arabs, continued into the 1980s. THE FIRST PALESTINE WAR (1947-49) The first war began as a civil conflict between Palestinian Jews and Arabs following the United Nations recommendation of Nov. 29, 1947, to partition Palestine, then still under British mandate, into an Arab state and a Jewish state. Fighting quickly spread as Arab guerrillas attacked Jewish settlements and communication links to prevent implementation of the UN plan. Jewish forces prevented seizure of most settlements, but Arab guerrillas, supported by the Transjordanian Arab Legion under the command of British officers, besieged Jerusalem. By April, Haganah, the principal Jewish military group, seized the offensive, scoring victories against the Arab Liberation Army in northern Palestine, Jaffa, and Jerusalem. British military forces withdrew to Haifa; although officially neutral, some commanders assisted one side or the other. After the British had departed and the state of Israel had been established on May 15, 1948, under the premiership of David BEN-GURION, the Palestine Arab forces and foreign volunteers were joined by regular armies of Transjordan (now the kingdom of JORDAN), IRAQ, LEBANON, and SYRIA, with token support from SAUDI ARABIA. Efforts by the UN to halt the fighting were unsuccessful until June 11, when a 4-week truce was declared. When the Arab states refused to renew the truce, ten more days of fighting erupted. In that time Israel greatly extended the area under its control and broke the siege of Jerusalem. Fighting on a smaller scale continued during the second UN truce beginning in mid-July, and Israel acquired more territory, especially in Galilee and the Negev. By January 1949, when the last battles ended, Israel had extended its frontiers by about 5,000 sq km (1,930 sq mi) beyond the 15,500 sq km (4,983 sq mi) allocated to the Jewish state in the UN partition resolution. It had also secured its independence. During 1949, armistice agreements were signed under UN auspices between Israel and Egypt, Jordan, Syria, and Lebanon. The armistice frontiers were unofficial boundaries until 1967. SUEZ-SINAI WAR (1956) Border conflicts between Israel and the Arabs continued despite provisions in the 1949 armistice agreements for peace negotiations. Hundreds of thousands of Palestinian Arabs who had left Israeli-held territory during the first war concentrated in refugee camps along Israel's frontiers and became a major source of friction when they infiltrated back to their homes or attacked Israeli border settlements. A major tension point was the Egyptian-controlled GAZA STRIP, which was used by Arab guerrillas for raids into southern Israel. Egypt's blockade of Israeli shipping in the Suez Canal and Gulf of Aqaba intensified the hostilities. These escalating tensions converged with the SUEZ CRISIS caused by the nationalization of the Suez Canal by Egyptian president Gamal NASSER. Great Britain and France strenuously objected to Nasser's policies, and a joint military campaign was planned against Egypt with the understanding that Israel would take the initiative by seizing the Sinai Peninsula. The war began on Oct. 29, 1956, after an announcement that the armies of Egypt, Syria, and Jordan were to be integrated under the Egyptian commander in chief. Israel's Operation Kadesh, commanded by Moshe DAYAN, lasted less than a week; its forces reached the eastern bank of the Suez Canal in about 100 hours, seizing the Gaza Strip and nearly all the Sinai Peninsula. The Sinai operations were supplemented by an Anglo-French invasion of Egypt on November 5, giving the allies control of the northern sector of the Suez Canal. The war was halted by a UN General Assembly resolution calling for an immediate ceasefire and withdrawal of all occupying forces from Egyptian territory. The General Assembly also established a United Nations Emergency Force (UNEF) to replace the allied troops on the Egyptian side of the borders in Suez, Sinai, and Gaza. By December 22 the last British and French troops had left Egypt. Israel, however, delayed withdrawal, insisting that it receive security guarantees against further Egyptian attack. After several additional UN resolutions calling for withdrawal and after pressure from the United States, Israel's forces left in March 1957. SIX-DAY WAR (1967) Relations between Israel and Egypt remained fairly stable in the following decade. The Suez Canal remained closed to Israeli shipping, the Arab boycott of Israel was maintained, and periodic border clashes occurred between Israel, Syria, and Jordan. However,

Promissory estoppel is a controversial exception Essay Example

Promissory estoppel is a controversial exception Essay Example Promissory estoppel is a controversial exception Essay Promissory estoppel is a controversial exception Essay Essay Topic: Controversial There are three exclusions to the regulation inPinnel’s instance. They are composite understanding, payment of debt by 3rd party and promissory estoppel. The regulation inPinnel’s instance ( 1602 ) 5 CoRep117ais that portion payment of debt is non good consideration to waive the balance. Thus the creditor may action for the staying debt unless there is fresh consideration. Promissory estoppel like proprietary estoppel is popular types of just estoppel. The importance of just estoppel was stated inCrabb V. Arun DC ( 1976 ) 1 Ch 179that â€Å"equity comes in †¦Ã¢â‚¬ ¦.. to extenuate the cogency of rigorous jurisprudence †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ . it prevents a individual from take a firm standing on his rigorous legal rights †¦ . when it would be unjust for him to make so holding respects to the traffics which has taken topographic point between the parties† . An illustration of promissory estoppel is where A promises B that he would non implement his legal rights and B acted and relied on it without giving any consideration, equity would non let A to renegue on on his promise to B. The modern construct of promissory estoppel was developed in the instances ofCardinal London Property trust Ltd V. High Tree House Ltd. ( 1974 ) 1 KB 130andEntire Metal Manufacturing Ltd V. Tungsten Electric Co Ltd. ( 1955 ) 1 WLR 761. Promissory estoppel differs from common jurisprudence estoppel because it has less rigorous demands and it may originate from promise of future behavior or purpose. Promissory estoppel is traceable toHughes V. Metropolitan Railway( 1877 ) 2 App Case 439. Here the landlord gave his tenant 6 months to mend the belongings else hazard forfeiture. Within the 6 months, dialogue for the sale of the rental was opened between landlord and renter. The dialogue failed after 6 months and the renter failed to mend. The landlord sought to implement forfeiture. It was held that the landlord had led the renter by his behavior to believe that the landlord would non implement forfeiture. InHigh Tree House Ltd instance,the landlord promised to have from the tenant half of the land rent because of the trouble of happening renters during wartime period. After the war, the flats became occupied and the landlord sued for outstanding arrears during the wartime. The tribunal germinating the rule of promissory estoppel held that the landlord was non entitled to the arrears rent of the wartime period. Promissory estoppel occurs when there is a contractual relationship between parties. Like when there is a legal relationship between the promisee and the promiser. It remains unsettled whether promissory estoppel may originate in pre-contractual relationships. However, Lord Denning inBrinkom Investments Ltd V. Carr ( 1979 ) Calciumwas of the position that promissory estoppel may originate from promise made by parties negociating contracts. Similar positions was expressed in Durham Fancy Goods V. Michael Jackson ( 1969 ) 2 QB 839 where Donaldson J. held that contractual relationship is irrelevant provided that there is â€Å"a preexistent legal relationship which could, in certain fortunes, give rise to liabilities and penalties† . The first demand of promissory estoppel is that the promiser must give clear and unambiguous statement that he does non mean to implement his legal rights. The promise may be express or implied. The 2nd demand is that promisee must hold acted on that promise made by the promiser. Promissory estoppel frequently originate where promisee in trust on that promise suffered hurt as inAjayi V. Briscoe ( 1964 ) 1 WLR 1326; or where he alters his place as a consequence of trusting on that promise when though he suffers no hurt. InAlan Co. Ltd V El Nasr A ; Import Co. ( 1972 ) 2QB 18, Lord Denningheld that hurt is non an indispensable component of promissory estoppel. Therefore, for a supplication of promissory estoppel to win, there must be a alteration in fortunes of the promisee. The 3rd demand of promissory estoppel is that it would be unjust for the promiser to renegue on on his promise and claim his rigorous legal rights after the promisee had relied on it. The 4th demand of promissory estoppel is that it can non non be enforce against the promissor. Thus it can be used merely as a defense mechanism and therefore can non be used as a blade. In Combe V. Combe ( 1951 ) CA, the tribunal held that promissory estoppel does non make a cause of action and as such the demand of consideration in formation of contract is still relevant. Promissory estoppel is a regulation of grounds that prevents the promissor from denying the truth of statement which the promisee had relied. However, this demand seemed changed in visible radiation of the determinations inRe Wyven Developments ( 1974 ) 1 WLR 1097andEvenden V. Guildford City AFC ( 1975 )QB 917, here the tribunals held â€Å"that promissory estoppel can be a cause of action† . The tribunals use an nonsubjective trial to find whether it was sensible to trust on a promise. Thus certain promises like menaces would non amount to promissory estoppel where tribunal decides that trust on it was unequal. Furthermore, if the promisee did non trust on the promise, there would be valid statement that it was non unjust for the promiser to travel back on his promise. Promissory estoppel may for good snuff out the rights of the promissor to claim ball amount after part-payment. InD A ; C Builders v Rees ( 1965 ) 2QB 617,Lord Denningexpressed that the â€Å"promissor would non be allowed to return to his rigorous legal rights and that the promissory estoppel will be concluding if promisee understood the promise to intend concluding extinction of promissors’ rights rigorous legal rights† . However, for periodic payment promissory estoppel simply suspends the right of the promissor to the debt until such clip when it becomes just to claim the balance. Therefore, in periodic payments, promissory estoppel may snuff out the right of the promissor to claim payment for the suspended period but can do claim for subsequent periods after giving sensible notice or when the fortunes that gave rise to the fortunes alterations. InEntire Metal instance, the tribunal held that â€Å"on giving sensible notice to the other party, revert to their legal entitlement to have the compensation payments†

Author Scams and Publishing Companies to Avoid

Author Scams and Publishing Companies to Avoid Authors Beware: Scams and Publishing Companies to Avoid Becoming a published author is a fantasy shared by almost all writers. And as with almost any widely-shared ambition, there are also folks out there looking to make a quick buck by exploiting those dreams - whether they involve securing a book deal or going the indie publishing route.The publishing world has its fair share of scammers and disreputable companies. At Reedsy, we regularly hear from authors who, despite being well-informed and educated people, have fallen prey to these scammers. In this post, we’ll take a closer look at common writers scams and show you how to identify the publishing companies to avoid on your journey to publication.If you are wondering about the legitimacy of a certain company, leave us a comment below or drop us a line at service@reedsy.com.  We'll get back to you right away. Authors beware! Do you know the most common publishing scams? Vanity Pressesâ€Å"Oh, my! There’s a publisher who wants to release my book!†Not all publishers are created equal. For every Random House, there is some guy in a random house, convincing authors that they hold the key to publishing success. But before you sign on the dotted line, stop for a second and ask yourself and look at what they’re offering. What is a vanity press and why are they bad? Most reputable publishers share the same business model: the publisher acquires the rights to publish and distribute the book by paying the author an advance. The publisher will then cover the costs of editorial, design, and marketing. Once the book is published, the author will receive a royalty of every copy sold (after the author’s total royalties have covered the advance).

Management reprt Essay Example | Topics and Well Written Essays - 1000 words

Management reprt - Essay Example After this process, and through experience, now they already know who the best is and they buy only from them. Concurrently, the manager also noted that some of the sellers are actually friends with people that work at the restaurant. They purchase ingredients, such as meat, fish, vegetables and other fresh stuff, on a daily basis at local Indian/Bengali shops. Accordingly, there are plenty of them in the neighbourhood, as there are 50 Indian, Bengali, Thai, and Asian restaurants in this area. So they tested different suppliers and chose the best ones. It was emphasized that it took years of experience. Now, the Cinnamon Brick Lane Restaurant is acknowledged to be the best, legendary, and renowned. The standard of quality also means possessing secret recipes appreciated by the worlds best chefs. 2 The fact that food critics who graced the restaurant provided exemplary reviews evidently indicates that the establishment is viewed as one that serves high quality food, diverse menus and exemplary service. The official restaurant’s website cited the results from two of the food critics who visited their establishment that: â€Å"Among our many accolades include food critic and Michelin chef Pat Chapman, in the Cobra Good Food Guide, and Humayun Khan - from TANDOORI MAGAZINE, who gave rave reviews on his last visit to Cinnamon for his favourite dish, the LEMON-GRASS CHICKEN, recommending Cinnamon as one of the best Indian/ Bangladeshi restaurants in Britain. View London also highly recommends Cinnamon as one of the best in Brick Lane†.3 Likewise, due to the high quality, great taste of its food, exemplary service, and consistently positive customer satisfaction ratings , the Cinnamon Brick Lane Restaurant have been patronized by celebrities and famous personalities such as Jeremy Guscott, a former England and Lions rugby player and Shepard Fairy, a famous jigsaw artist.4 From the above,

Torturing terrorist by the goverment Article Example | Topics and Well Written Essays - 750 words

Torturing terrorist by the goverment - Article Example Suspects of terrorism are expected to provide the government with intelligence information on the whereabouts of their gangs, sympathizers and financiers. However, to extract this information from them always become the problem. This is because most of these suspects are under oath to protect the activities of their groups. For example, most of them opt to commit suicide rather than having to be interrogated by the authorities. Concealing this information, therefore, renders a big blow to governments counter-terrorism activities. Proposals have for this reason been forwarded encouraging governments to use more force on the suspects and this involves the application of torture to the suspects. This, however, has human rights implications besides the expected outcomes. This means that in the face of the society, the human rights organizations and the international community, torturing terrorism suspects have pros and cons. Applying torture to terrorism suspects have advantages. First, torture to terrorism suspects has not been covered in the Geneva Convention report on the treatment of prisoners of war. Further, the convention only prohibits torture in the culprits own soil. When happening in another country, torture is thus legally acceptable. Secondly, treating terrorism with diplomacy only makes the situation worse. When the dignity of the suspects is respected as proposed by humanitarian organizations the terrorists are even more encouraged to make attacks. In addition, new members have no reproach joining the terror groups. This is as opposed to a torture situation in which case even those who have the intentions of joining such groups become discouraged. This slowly weakens the group and makes it unable to conduct attacks in future. Thirdly, the fight against terrorism often requires the people to make a choice between two evils. To use torture to compel disclosure of intelligent information,

The Extensive Use of Financial Ratios by Both Practitioners and Essay

The Extensive Use of Financial Ratios by Both Practitioners and Researchers - Essay Example One of the major reasons for using financial ratios is to compare different firms in the same industry regardless of the size of the organizations. For instance, Return on Equity (ROE) can be calculated by using two variables; profitability or income of the organization and its equity therefore even if the size of the firms differs a lot but still these two firms can be compared to each other (Gowthorpe, 2006). As a result, financial ratios are helpful in controlling different factors while comparing different companies operating in the industry and allowing researchers a platform to compare firms which might have not been possible without these ratios. Similarly, besides controlling the size of the organization, financial ratios control other factors like technology and assuming that these factors are uniform within the same industry. ... he firm is ignored, as investors investing in a riskier firm would like to demand higher return on investment therefore the firm should earn higher returns in order to attract investors Therefore all this considerations or limitations of financial ratios have raised concerns on important issues that are ignored by the financial ratios but despite of this fact, financial analysts, researchers and practitioners have been continuously using financial ratios. ADVANTAGES AND APPLICATION OF USING FINANCIAL RATIOS There are several advantages and applications of using financial ratios which are as follows: ENABLES COMPARISON BETWEEN DIFFERENT FIRMS Financial ratios are helpful in allowing comparison between different firms and their performance and therefore management of the firm is able to take decisions considering its competitors in the industry and overall averages in the industry (Bodie, Kane, & Marcus, 2004) BENCHMARKING TECHNIQUE Because of financial ratios, companies are able to se t their performance targets and measures against the leading firms in the industry and as they aim high, they are able to improve their overall performances (Heaton, 2002). FINANCIAL RATIOS ENABLE ORGANIZATIONS TO EVALUATE FROM THEIR PAST PERFORMANCES Financial ratios allow organizations to compare their past performances against their current performance and in this way they are able to identify whether they are going in the right direction or not (Correia, Flynn, Uliana, & Wormald, 2007). FINANCIAL RATIOS ARE HELPFUL IN IDENTIFY DIFFERENT COSTS AND EXPENSES THAT CAN BE REDUCED With the help of financial ratios, management is able to identify different costs and expenses of the company that have increased over the last few years or costs and expenses in comparison to their competitors and

Koro Syndrome Essay Example | Topics and Well Written Essays - 2500 words

Koro Syndrome - Essay Example For example, there has been the existence of varied anxiety syndromes that involve fright of death, fear of getting castrated and concerns regarding sexual potency. The Nigerian Yoruba believed that the main cause of male impotence was â€Å"bewitchment†, in such cases a male witch would steal a mortal man’s penis to use it for having intercourse with the wife of the victim or any other woman and then return it back in an altered and manipulated form thus making him impotent for life (Koro-A culture-bound depersonalization syndrome, n.d.) What is Koro Syndrome? Koro is primarily an anxiety disorder characterized with sexual dysfunction hysteria and death. In psychological terminology, koro is basically â€Å"genital retraction syndrome† (GRS). In layman terms, it is the delusion that the genitals will be completely shrinked into the body. The male victims of Koro mainly suffer from the fear of the fact that their penises are retracting to their abdomen and as a r esult they will die when the process gets completed. In females, it is characterized by shrinking of nipples inside the breast mass. Koro mainly occurs to men and is occasionally seen in women. ( Koro- the Genital Retraction Syndrome, 2001) However, Koro is often considered a culture-specific disorder, which means only people of certain specific cultures and territories get affected by this disease, and it is not really one of those diseases generally recognized by Western medicines. It is seen mostly in Southern China, Malaysia, Singapore as well as certain parts of Africa, Afghanistan, India and even in some parts of the West. Every region has different names for the disease, like in China it is known as â€Å"suo-yang† (suo=shrinkage yang=penis), in Cantonese it is known as â€Å"suk-yeong†, in India â€Å"jhinjhini bimari† (=tangling disease) etc. (Garlipp, 2008). Koro, primarily seen in the South China region, mainly affects young normal Chinese males in th e age range of 21-40 years who have prior experiences of premorbid sexual inadequacies and maladjustments. Most commonly cited reasons of Koro Syndrome mainly include masturbation, illicit sexual encounters with prostitutes, witchcraft etc. Psychologists who laterally analyze different cultures are of the view that koro is closely integrated to panic attacks due to sexual apprehensions. Attacks are often experienced by men in situations which generally cause genitals to retract slightly, such as cold weather or emotional anguish (Koro-the Genital Retraction Syndrome, 2001). Most koro attacks occur usually at nights with common symptoms like senselessness, palpitation, pounding heart rate, fear of death, loss of penile shape and muscular tone, loss of sexual desire and power and genital tingling. It has been argued that these can be sufficient criteria for diagnosis of koro but not really necessary in any ways. The fear of depersonalization is so acute in certain cases that people of ten hold on to their penis all along during the course of the attack in fear that it might disappear inside their abdomen forever. They prefer to visually inspect their penis and touch them often to be sure of its existence and size (Koro-A culture-bound depersonalization syndrome, n.d.) Cultural Stigma One can get some insights into the causes of Koro from the Basic Chinese Culture. Koro means head of a turtle in Chinese. The Chinese, for long have been using the turtle symbol for long lasting lives and for

Ecological Design A strategy for business practice Dissertation - 1

Ecological Design A strategy for business practice - Dissertation Example Development of an eco design through research and subsequently incorporating the same in a business operation is the challenge faced by most companies. This general factors influencing eco design, the areas of change where eco design is applicable, the methods adopted by companies in introducing products and the manner in which an eco design is integrated with business operations form a part of this dissertation. Eco-Design is the design and development of products that are both environment friendly and economically viable. The word derives its origins from the concept of a synergy between design, economy and ecology. (Miriam Borchardt, Leonel A.C.Poltosi, Miguel A Sellito and Gianfraco M.Pereira, 2009) A design which is able to satisfy all three requirements in an effective manner is said to be a successful eco-designed product. With the world globalising at a fast rate there has been a rapid increase in the both the demand and consumption of goods. New players emerging and competin g in the global market, has put a severe strain on the available natural resources and the idea of creating a environment friendly product has been relegated to the background. The three basic issues that an eco-design addresses are (1) The new age customer is getting more information regarding the dangers of environment pollution. He is thus getting more informed regarding the choices he can make while selecting a product. Thus he is able to demand products that are safe and environment friendly which leads to a direct pressure.

Koro Syndrome Essay Example | Topics and Well Written Essays - 2500 words

Koro Syndrome - Essay Example For example, there has been the existence of varied anxiety syndromes that involve fright of death, fear of getting castrated and concerns regarding sexual potency. The Nigerian Yoruba believed that the main cause of male impotence was â€Å"bewitchment†, in such cases a male witch would steal a mortal man’s penis to use it for having intercourse with the wife of the victim or any other woman and then return it back in an altered and manipulated form thus making him impotent for life (Koro-A culture-bound depersonalization syndrome, n.d.) What is Koro Syndrome? Koro is primarily an anxiety disorder characterized with sexual dysfunction hysteria and death. In psychological terminology, koro is basically â€Å"genital retraction syndrome† (GRS). In layman terms, it is the delusion that the genitals will be completely shrinked into the body. The male victims of Koro mainly suffer from the fear of the fact that their penises are retracting to their abdomen and as a r esult they will die when the process gets completed. In females, it is characterized by shrinking of nipples inside the breast mass. Koro mainly occurs to men and is occasionally seen in women. ( Koro- the Genital Retraction Syndrome, 2001) However, Koro is often considered a culture-specific disorder, which means only people of certain specific cultures and territories get affected by this disease, and it is not really one of those diseases generally recognized by Western medicines. It is seen mostly in Southern China, Malaysia, Singapore as well as certain parts of Africa, Afghanistan, India and even in some parts of the West. Every region has different names for the disease, like in China it is known as â€Å"suo-yang† (suo=shrinkage yang=penis), in Cantonese it is known as â€Å"suk-yeong†, in India â€Å"jhinjhini bimari† (=tangling disease) etc. (Garlipp, 2008). Koro, primarily seen in the South China region, mainly affects young normal Chinese males in th e age range of 21-40 years who have prior experiences of premorbid sexual inadequacies and maladjustments. Most commonly cited reasons of Koro Syndrome mainly include masturbation, illicit sexual encounters with prostitutes, witchcraft etc. Psychologists who laterally analyze different cultures are of the view that koro is closely integrated to panic attacks due to sexual apprehensions. Attacks are often experienced by men in situations which generally cause genitals to retract slightly, such as cold weather or emotional anguish (Koro-the Genital Retraction Syndrome, 2001). Most koro attacks occur usually at nights with common symptoms like senselessness, palpitation, pounding heart rate, fear of death, loss of penile shape and muscular tone, loss of sexual desire and power and genital tingling. It has been argued that these can be sufficient criteria for diagnosis of koro but not really necessary in any ways. The fear of depersonalization is so acute in certain cases that people of ten hold on to their penis all along during the course of the attack in fear that it might disappear inside their abdomen forever. They prefer to visually inspect their penis and touch them often to be sure of its existence and size (Koro-A culture-bound depersonalization syndrome, n.d.) Cultural Stigma One can get some insights into the causes of Koro from the Basic Chinese Culture. Koro means head of a turtle in Chinese. The Chinese, for long have been using the turtle symbol for long lasting lives and for

A critical evaluation of central government urban regeneration Essay - 1

A critical evaluation of central government urban regeneration policies since the 1980s in Docklands, London - Essay Example The shift in the political scenario shall also not be advantageous, the future cabinet is expected to comprising of representatives from suburbs and South East, and therefore these representatives shall not share "same commitment to high levels of regeneration funding, particularly if economic circumstances demand a squeeze on public spending" (Cross, 1993). It is important that realistic approach shall be adopted to ensure optimum utilization of the available opportunities. It is important to initially settle the objectives into list of practical and non-practical items. It is evident that the current government "cannot guarantee to regenerate every town and every city in Britain that has fallen behind". Every location has its strategic and economic significance, and two cities at different locations shall never share similar significance, this is natural phenomenon and has contributed towards mass migration of the dwellers in the past. Britain has to face the truth that the locatio ns, which previously exhibited potential for investment in 19th century, are insignificant in the current economic and strategic setup. The general consensus among the legislatives exists that "port cities had an advantage in an era when exporting manufactured goods by sea was a vital source of prosperity; today the sea is a barrier to their potential for expansion and they are cut off from the main road transport routes" (Cross, 1993).

Charging Overweight Passengers by the Pound Essay Example for Free

Charging Overweight Passengers by the Pound Essay In the world today, obesity is becoming a serious problem that affects ones life in different situations. One of these situations is flying in the airplane. David Landsel in his article Some Airlines Make Obese Passengers Buy Two seats pointed out that different airlines are taking some policies concerning this issue. However, united airlines are not taking any policies. Southwest and Midwest airlines claimed that overweight passengers should buy an extra seat. If the airplane is not full, and more seats are available, a refund will be returned to the passenger. American airlines put limitations on the services that the airline provides, but passenger is not forced to purchase an extra seat. Air France travelers that suffered from obesity will have the opportunity to buy the extra seat with a 25 percent discount. With these different deals about the fat passengers, there is surely a disagreement about accepting these policies or rejecting them. Obese passengers should buy two airline seats. This is because of several reasons that may be benefit for the obese passengers and the normal weight passengers. So this will help make everyone more comfortable. Some critics claim that obliging obese passengers to buy an extra seat is a ridiculous statement. They should not be penalized for something that they may not be able to deal with. They might have a disease that makes them that way. They argued that this is discrimination to obese people and should not be practiced. But this is not true. Discrimination against someone for something is based on an opinion without objective truth. In this case, it is completely obvious that the passenger is taking up more space than the accommodated seat space. So the argument of the opposing side fails to take into account. Other critics argued that airline tickets are sold per individual not per pound, and people should not be penalized because of their weight. This is a non convincing argument since airlines sell tickets by seat not per person. If someone takes up to two seats, he should have to buy two seats. That is how it is and should be. Obese people sitting in a single seat can become a serious issue. Passenger will seriously squeeze the passengers beside him, leading discomfort and cause a struggle to get out of the seat to the toilet. No one would accept an obese person sitting next to him squishing and taking more than his space for the whole entire flight. It is not fair to the people sitting next to fat travelers who are crushed and uncomfortable for the whole flight. Skinny people will be crowded out by overweight people. Second, airplane seats and seat belts are designed to hold an average weight of 170 pounds, so seat belts fail to restrain heavy passengers. This poses a safety risk for them on the aircraft. Another airline obesity issue is that obese passengers can affect the balance of the airplane by adding more weight. This excess weight requires more work for the plane to move a heavier object which makes the airplane sometimes in a dangerous position. One third argument that supports the statement that obese travelers should buy two airlines seats is that everyone is entitled to hundred percent of the seat for which he paid. Severely, obese people spill over to the next seat that is occupied by the person that purchased the ticket to that seat. Sometimes, fat passengers took up one third to one half of the other passenger seat space. So if any person takes up more than one seat space, he must purchase the additional space he requires. Urging passengers with high body mass to purchase an extra seat is a fair policy that needs to be done by the airlines in order to keep all their flights safe and comfortable for all the passengers. So, obese people must know that airlines are taking these policies to protect them. Deltas Suzan Elliott states that the airline has no plans to implement any policy that discriminates against any of our passengers. This is how all the airlines think about this issue, but the difference is the way they practice these policies and deal with them with regard to the refund and the cost of the extra seat.

History Essays French Revolution Violence

History Essays French Revolution Violence French Revolution Violence When historians and others engage in discussion of the French Revolution, they often begin with discussions about why the French people became unhappy and turned towards popular violence as an effective means of dismantling the Ancient Regime. Popular violence became an enduring form of achieving the population’s goals, just as it helped to bringing about a violent abolition to France’s monarchy on August 10, 1792. The French Revolution’s aims however, were not solely focused on replacing the King of France, Louis XVI with an alternative government, but also to completely recreate French Society. The events that occurred following August 4, 1789, were matters focused on religion and politics, and set in motion the Revolution detaching itself from the liberal ideas originally intended for a constitutional monarch, and instead heading down the path of violence and bloodshed. At the heart of the problem, is that the revolution collapsed from within, because of a document presented to a stunned population. This document, the Civil Constitution of the Clergy, created the French Catholic Church as a branch of the new revolutionary government. Previously, the Church and State government had acted in synchronicity. People throughout France were unhappy with this fundamental change to their Church, and millions began to desert the ideas of the revolution for the sake of their religion. Ultimately, this would lead to an escalation of violence that would cause the French Revolution to become progressively bloodier. The Civil Constitution of the Clergy introduced a division between Church and State and the Revolution in such a way that it increased the level of violence and executions to harrowing levels. The Civil Constitution of the Clergy was proclaimed by the National Assembly on July 12, 1790 (Desan 5). The document was the product of the ecclesiastical body of the assembly (Desan 5). The impetus behind its creation was to create a document that would add a â€Å"rationalized structure† to the Church that would cause the Church to operate separate from the government, and to eliminate its financial discretion over the people of France (Desan 5). The document reflects the thinking of the assembly’s ecclesiastical body by reason of what it attempted to accomplish, but it reflects the inexperience of the group in matters of politics. The document essentially turned the bishops and priests of France into state employees because it created their responsibility to the state where none had previously existed (Desan 5). This might have met the satisfaction of the low echelon church priests, but it would not have been to the satisfaction of the bishops. Most of the bishops in France were from families who had previously been members of the Second Estate. The document would have essentially not just the authority that they exerted over the populations residing within their parishes, but it would greatly impair their relationship with the Papacy and, in some cases, mitigate the ambitions of the bishops. As state employees, the bishops would have been reported to the government on their communications with Rome. It would have been necessary to discuss applicable Church doctrine with the state official or department that was put in charge of the state employees. More importantly, however, is that the Civil Constitution of the Clergy was a blow to the Church’s finances. It eliminated certain sources of revenues, such as the fees charged by the Church to perform certain services in the community (Desan 5). Suzanne Desan (1990) states that while the bishops and clerics were probably willing to work with the revolutionaries to make the Constitution work for them, the vast majority of the clergy were fundamentally against it (Dessan 5). To some extent, Desan says, the bishops and clerics agreed with the reform represented by the Constitution (Desan 5). However, they still could not take affirmative action in that direction without guidance from Rome (Desan 5). While everyone waited for Rome to respond, the assembly grew impatient and acted without Rome’s authority or guidance and imposed the Constitution on the Catholic bishops and clergy (Desan 5). Whether or not the assembly predicted that Rome would withhold its approval is unclear. However, the events as they unfolded might suggest that Rome recognized that the potential for division amongst the revolutionary forces if the Pope withheld comment and let the events unfold as they would. The assembly also attempted to force the bishops and clergy to take an oath to the document, the King (who sanctioned the document), and to France. It is here that it might appear, as Desan suggests as well, that the French Revolution began to go wrong (Desan 6). â€Å"The incidence of oath taking was highest in the center, the Ile-de-France, and the southeast. In those regions later known for a high level of religious practicethe northwest, northeast/east, and the Massif Centralwell over half the clergy refused the oath. 8 Historians have frequently seen the requirement of the oath as one of the critical errors of the Revolution, for it provoked unending controversies among the clergy and laity alike and persuaded many villagers to oppose the Revolution (Desan 6).† There were conflicts within the assembly on the document as well. F. A. Aulard says that Robespierre and the ecclesiastics differed because Robespierre held that religion was an individual choice. He envisioned the government of France as one that was non-religious and focused on matters of state. The idea that the people of France would pursue their religious choices and obligations independent of their state responsibilities was truly revolutionary (Aulard 45). This was very much a Girondist sentiment, and quite different than that held by Couthon. It was Couthon who wanted to see a religious state where the â€Å"Supreme Being,† was at that center of State and Church policy. With that, The Civil Constitution of the Clergy was intended to deal with what the revolutionaries perceived to be a dangerous situation with which they were faced (Thompson 1952 22). The Catholic Church was not just the wealthiest institution in France, it was also the most powerful (22) The revolutionaries were faced with a need to take that power away from the church, but in a way in which the National Assembly would be able to absorb and make use of the power themselves (22). The holdings owned by the Church were rich and extensive in land, buildings and endowments (22). The wealth held by the Church was badly needed by the revolutionaries in order to continue moving towards their democracy. That too remained precarious, because in the first year of the revolution there was what anyone should have anticipated as chaos as people sought to bring to a violent end France’s monarch and wealthy (22). In the second year, the year in which the Constitution of the Clergy was created, there was a need to create infrastructure within the revolutionary government; as well as the desire by the vying parties to gain leadership roles in the new government (22). To allow the Catholic Church to continue to hold greater wealth and power than the revolutionaries was contrary to their movement, and it could not be allowed to happen (22). This is the way in which the National Assembly was divided in religious ideology. The Jacobins were philosophical in nature, and, as reflected in Robespierre’s ideas, saw the state independent of religious influence. Robespierre especially wanted France independent of Catholic Church influence because it stood in stark opposition to the ideological state he envisioned. Regardless of Robespierre’s aspirations for France, â€Å"The republic, once it was Montagnard, became a religion; it had its martyrs and its saints (Aulard 125).† It is at this point where the assembly began to divide, with the Jacobin and the other ideologies separate sides. This division arose out of the Constitution of the Clergy because it revised the Church in policy, and it revised the relationship the Church had with the state and with the French people. Considering that these factions existed within the assembly prior to the Constitution being imposed upon the State, it might be concluded that some of the assembly members saw potential conflict as predictable because of the relationship that the provinces had with the Church. The conflict would present for the assembly members the opportunity they needed to wrest control of France away from the Jacobins. Since Robespierre was in large part behind the Constitution of the Clergy, it was predictable, too, that the response of the people to the altered relationship between themselves and the Church would be a mitigating factor in Robespierre’s popularity. Robespierre had been raised a Catholic, but his goal was, Thompson says, to unite the country in faith if not religion â€Å"freed from Catholic dogma and clerical fanaticism (Thompson 24).† Robespierre was at heart a classical Republican, dedicated to equality, a constitutionally guaranteed order of freedoms and a document that served as a direction for the government. In dire need of cash, and on behalf of the state, Robespierre began to auction off confiscated church properties â€Å"bit by bit (Thompson 25).† The state also devised a scheme that was innovative for its time, allowing people to buy in co-owners of national properties (Thompson 25). The government program created a new class of landowner, and, more importantly, that their newfound status and land came out of the revolution meant that those people felt a loyalty to the government, and to Robespierre. It meant, too, that they would fight to prevent the nobility and royalty from returning to their previous status in France, because it would mean they would lose their newfound positions and property (Thompson 25). The Civil Constitution of the Clergy served as the basis for allegations that it was atheist in nature, and that was a document intended to further the cause and position of France’s Jewish population (Van Kley 1994 121). These two elements served as the prongs with which to separate the revolutionists, and to fuel the Church’s own quest to regain some of the power it lost to the government by the Constitution of the Clergy. By late 1791 the Constitution of the Clergy began showing the cracks of its weakness. Many people believed that the traditional Church had a place in the new government of France (Van Kley 416). As unrest spread, more attention was being focused on the Civil Constitution as undermining the people of France. That rhetoric, encouraged by Robespierre’s enemies, permeated the minds of the people who associated with the document with an anti-faith notion and with officially empowering Jews in a way that had never been done before in France. Because of this, the people of France grew restless, became agitated, and began to turn again to popular violence as a means of achieving their goals (Van Kley 417). France’s population in the provinces was feeling especially agitated and defiant. â€Å"Religious rioters mixed the sacred and the violent in powerful ways (Desan 1990 165).† After this point, the Civil Constitution of the Clergy began to fall apart with what it meant to accomplish. Disgruntled Catholics who were convinced that the revolutionary government was moving towards atheism grew angry, and mob mentality permeated the countryside. Robespierre’s government based on philosophy, which left room for the monarchy had role as did the Church began crumbling under the weight of the very document intended to help ensure a government representing greater freedoms for everyone in France. Rather than swear an oath under the Civil Constitution, a majority of bishops in France had taken flight or gone into hiding. This break in relationship with the people with whom they had built constituencies left a void in the lives of those French people who had close ties to their Church and religious leaders. Albert Soboul (1988) says that enlightened reformism does not maintain the same shape in the sovereign setting (Soboul 2). That remains true even today (Soboul 2). Suggesting that Robespierre’s ambitions for France never took the form necessary to withstand the trials and tribulations of church and state. The research of John Markoff (1996) involved creating tables for violence that Markoff directly relates to the Constituion of the Clergy (231). Violence against clerics in religious events was 58%. Violence against â€Å"old regime roles† of priest, bishop, canon, and monks was at 7% in connection with religious events, and 18% against baillages in connection with religious events (Markoff 231). Violent acts committed against nonjurors in connection with religious events was 14% (Markoff 231). Violent acts against nonjurors bailliages in connection with religious events was 34% (Markoff 231). Violence resulting in the damage to constitutionals during religious events was 26%, and those events against the constitutionals associated with bailliages was 20% (Markoff 231). The percentage to monasteries from violence or even total destruction of the monastery was 18%, and the events of violence damaging or destroying monasteries in connection with billiages was 36% (Markoff 231). Across Markoff’s chart, the events of violence and the destruction associated with the violence was greater than those incidences of violence associated with non-religious events. Markoff found that the attacks by the people related to anti-tax events were 25%, while the attacks on anti-tax ballialages was 40% (Markoff 234). Attacks on person or property of tax collectors was 30% s compared to 41% on tax bailliages (Markoff 234). Violent attacks on â€Å"all indirect taxes,† were highest of the overall anti-tax related violence (although Markoff does not define those any clearer) at 61% for anti-tax evens and 66% for anti-tax billiages events of violence (Markoff 234). The figures are consistent, and the incidence of violence that Markoff has identified as arising out of those events directly related to the Civil Constitution of the Clergy are more numerous than the events he identified as related to anti-tax incidences of violence. Markoff says that the sources he relied upon for his information in compiling the figures are reliable and thorough in recounting the events he has charted (Markoff 235). His conclusion is that the violence of the revolution was a greater reflection of the change in the relationship between the church-state-population than it was about taxes. It would suggest, too, that the pre-Civil Constitution of the Clergy relationship of between the church-state and people was such that it might even have served as a circumvention of public reaction to other matters, such as taxes. Markoff also cites documentation from Philippe Goujard which demonstrates that the rural petitioners expressed sentiments indicating that they respected the taxes but did not support the revolutionary government’s enforcement of seigneurial rights (Markoff 235). This would explain the higher percentage of attacks on local jails, police, military camps, or other type office during the post Civil Constitution of the Clergy period. Markoff cites Eugen Weber, who held that it was late in the nineteenth century that French peasantry began to look beyond their own parish and be interested in the politics and events going on elsewhere (Markoff 241). Markoff says that his work has demonstrated that it was much earlier than Weber had originally believed, and that it was really the degree to which the peasantry expressed an interest that Weber was detecting (Markoff 241). Whereas, Markoff says, his events tables show that the peasantry was responding earlier (Markoff 241). As Desan points out, there was a difference in perspective held by those people in the cities and the rural peasants (Desan 123-124). For Catholics during the Directory, liberty meant the freedom of religious expression (Desan 123-124). It is clear that the goals of the rural countryside were not as philosophical as those of the Parisians. That it was widely miscalculated as to what the rural populations were most passionate about, and that the religious relationship the rural people had with their local parishes went a long to satisfying their total philosophical curiosity. The response of the rural peasantry was one that became increasingly violent, and directed towards individuals that Markoff describes as â€Å"frequent mismatch of clerical and communal political leanings, violence against clerics rose sharply (Markoff 506).† The likelihood, Markoff says, of personal in religious clashes is, as demonstrated by the statistics cited above, much higher than any other issue arising out of the revolution (Markoff 506). There were surely to be people who anticipated some of the reactions that led to more and more violent responses on the part of the rural peasantry, and who hoped to exploit that violence to their own benefit. However, it would be a fair conclusion to say that based on the evidence presented by Markoff in his statistical tables of violence and events, that post Civil Constitution of the Clergy, as a result of that document, by way of the changes that it ushered in, the counterrevolution was indeed much more violent than it might have otherwise been had not those changes in the relationship between the people of France and their parishes taken place. Works Cited Aulard, A. The French Revolution: A Political History 1789-1804. Trans. Bernard Miall. Vol. 2. London: T. Fisher Unwin, 1910. Aston, Nigel, ed. Religious Change in Europe, 1650-1914: Essays for John McManners. Oxford: Clarendon Press, 1997. Desan, Suzanne. Reclaiming the Sacred: Lay Religion and Popular Politics in Revolutionary France. Ithaca, NY: Cornell University Press, 1990. Markoff, John. The Abolition of Feudalism: Peasants, Lords, and Legislators in the French Revolution. University Park, PA: Pennsylvania State University Press, 1996. Soboul, Albert. Understanding the French Revolution. New York: International Publishers, 1988. Thompson, J. M. Robespierre and the French Revolution. London: English Universities Press, 1952. Van Kley, Dale, ed. The French Idea of Freedom: The Old Regime and the Declaration of Rights of 1789. Stanford, CA: Stanford University Press, 1994.