Iron Crowned Chapter 4

Distracting your enemies by saying shocking things is a classic way to get an attack in. If this ghost had wanted to catch me off guard and move in, this would have been her chance. Instead, she just hung there in the air, staring at me. I forced my jaw closed and kind of wished Kiyo had stuck around to hear this bizarre development. Finally, I said, â€Å"That's not what I do. And anyway †¦ I mean, wouldn't you kind of know? Wouldn't you have seen it?† â€Å"No,† she said mournfully. â€Å"Whoever did it shot me in the head before I could see. They made it look like a suicide.† I grimaced. Weak ghosts often appeared in their final state, as they'd looked at the time of death. This one was strong and able to appear as she remembered herself, for which I was grateful. I wouldn't have wanted to see her after that gunshot. â€Å"Well, I'm sorry for your †¦ loss,† I told her, wondering why I hadn't already banished her. â€Å"But private detective work isn't my thing.† â€Å"I can't go to one!† she cried. â€Å"Or the police. Only you can see me. All the other ghosts said you were the one to go to.† â€Å"All the other – what, do you guys have a country club or something?† â€Å"Please, Miss Markham,† she begged. Her eyes were so, so sad. â€Å"I have to find out. If someone dangerous is walking around, I have to know. My family has to know.† From what I knew, family was usually behind most homicides. â€Å"Look, you're obviously strong. You have to be in order to move around like you do and come outside. It makes sense. If you're this upset about what happened, then you're bound strongly to this world while the, um, murder's unsettled. So, the odds are, you probably could appear to someone else. Wouldn't work on most humans, but you might get someone close to you to see you and hear you.† â€Å"But would they believe me?† she asked bitterly. â€Å"They'd think they were imagining things. You're the only one who knows this is real.† I shook my head. â€Å"Sorry. I don't investigate this stuff. Certainly not for ghosts. You're getting my best offer here. Otherwise †¦Ã¢â‚¬  I held up the wand. â€Å"You move on to peace.† She scowled and disappeared. Yes, a very strong ghost, one who should have already been in the Underworld right then and there. I shouldn't have stopped to talk. But what was one more ghost when I was already letting so many slide by? Kiyo's accusatory words came back to me. I felt like I was doing a half-ass job in both worlds, too divided to give either my full attention. Nonetheless, I made the most of my day in Tucson. I knocked off three more jobs for Lara, much to her relief. Jobs meant money, meaning both of us got paid. She'd hinted in the past that our drop in work was creating financial problems, enough that she might need a second job. That made me uneasy because a second job could easily turn into her only job. Finding an administrative assistant who could schedule and bill supernatural appointments wasn't that easy. I came home at last to an empty house, with a note scrawled from Tim saying he had â€Å"a gig† tonight and that there was fettuccine alfredo in the refrigerator if I wanted it. Eating in front of the TV, I selfishly felt resentful that he'd go out on one of the few nights I was home. But why wouldn't he? He certainly had a life, one I was hardly in. What really brought me down was that on a night like this, I once would have been over at my mom's eating dinner. For a second, I stared at my phone and considered taking the plunge. But, no. If she wanted to get in touch clandestinely, she would. Calling now would risk me getting Roland, who would hang up on me. Or most likely not answer. Frustrated, I decided I didn't want to stay here anymore. It was weird, especially since I'd wanted to come home so badly earlier. Yet, I felt like I wasn't welcome in my own house. I showered off the day's fights – no gentry baths for me – and headed right back to the Otherworld. I almost never came and went the same day, but suddenly, my kingdom seemed like the only place I had friends at the moment. They were surprised to see me back so soon. I found Shaya and Rurik playing chess in a formal sitting room, leaning together and laughing as she planned her next move. Both jumped when they saw me. â€Å"Your Majesty,† said Shaya. They'd instantly gone from casual to formal mode. â€Å"Sit, both of you. You should know better.† I sat as well, sinking into a down-filled love seat that I'd inherited from the castle's previous owner. Shaya and Rurik returned to their seats, relaxing somewhat. â€Å"We didn't think you'd be back for a while,† said Rurik, ever blunt. Shaya looked twitchy, like she wanted to get up, despite what I'd said. â€Å"Should I have the kitchen start preparing dinner?† â€Å"No, no, don't bother.† It was common among gentry monarchs for every meal to be a full-fledged banquet, particularly dinner, hosting the full court. With my schedule and the fact that I didn't even keep a full court – just the essentials – that was not the case around here. My kitchen staff had it easy, and I certainly didn't want them to get in a sudden panic over a meal they would have normally started on hours ago, had they known I'd be there. I stared off at the empty fireplace, which had been unused since I'd taken over. Had the Thorn Land shifted into winter, we might have needed it. A kingdom's seasons bent to its monarch's will, and although Tucson was in winter right now, my subconscious apparently thought summer was the proper state. Shaya and Rurik regarded me patiently, wondering what it was I wanted, if not dinner. I wasn't sure myself. I fumbled for something to say. â€Å"News or messages on the war front?† â€Å"No,† said Rurik. Not surprising. Ranelle had probably only just gotten home. She was likely feasting with the Linden King right now. I met Shaya's eyes. â€Å"It's probably dinnertime at Dorian's, huh? Or close to it.† She tilted her head thoughtfully. There were no clocks in the Otherworld, but she had a good sense of the time. â€Å"I would imagine so, Your Majesty.† â€Å"Do you think he'd mind unscheduled visitors?† â€Å"You?† Shaya laughed. â€Å"Hardly.† I glanced between the two of them, feeling a smile creep onto my lips. â€Å"What do you say? Should we go crash his party?† â€Å"Party crashing† might not be a colloquialism among the gentry, but it didn't take Shaya or Rurik long to figure out what I meant. Both sprang to action. I couldn't travel alone during wartime, so Rurik had to assemble a military escort for us. Shaya left to alert the civilians who'd go with us and make herself ready for a royal visit. Both of them were excited, I could tell. Humans and gentry weren't so different, in a lot of ways. Once at Dorian's, Shaya and Rurik would have few official duties. This was the equivalent of an Otherworldly night on the town. In my rooms, I found my handmaiden Nia anxiously awaiting me. Gentry magical skills ranged greatly. I controlled weather. Dorian could rip apart the earth. And Nia? Her talent was in beautifying others, in hair and clothing. Like those of my cooks, her skills were often underutilized. â€Å"Let's get ready,† I told her. Her face lit up, and she practically ran to the wardrobe. â€Å"Which would you like, Your Majesty?† Her hand hovered near a black cocktail dress from the human world, then moved to a gauzy blue sundress. Then, she hesitated altogether and glanced at me questioningly. It wouldn't have been out of character for me to show up at a state function in the jeans I already wore. After my earlier loneliness, I was excited to see Dorian – almost desperately so. He seemed like my only connection right now, and I suddenly liked the idea of surprising him. â€Å"The peach one,† I said. Nia nodded, her fingers skimming the dresses. Finding no peach, she frowned and rechecked them. Then, her gaze went to the other half of my wardrobe, where the gentry dresses she and others had had made for me hung. Her eyes widened as she pulled out a peach silk dress she'd probably never thought would see the light of day. â€Å"Your Majesty!† was all she could gasp. It was like Christmas morning for her. With coppery hair, I had to be careful with what colors I wore, but this was a warm enough shade of peach that it worked. The fabric was shining and fluid, like some living thing. The dress was one long piece, clinging around the torso and then flaring and falling like water from the waist to the floor. Gold ribbons laced up the back, decorated with aquamarines. Straps, also made from strings of aquamarines, hung loosely off my shoulders around my upper arm, trailing more streams of silk beneath my arm and giving the illusion of sleeves. For all intents and purposes, it was a strapless dress, leaving my arms, shoulders, and a healthy amount of cleavage exposed. â€Å"I think I need a bra,† I said, eyeing the way the thin silk wrapped around my chest. â€Å"But that's how it's worn!† said Nia. Gentry, in fashion and other ways, didn't always share the same taste as humans. Nia knew this, and I could see in her face she was terrified I'd do something human to ruin this dream-come-true of finally dressing me properly. â€Å"Fine,† I said. â€Å"But keep my hair down.† Hopefully it would give me some coverage. Lack of a haircut had my ends just barely touching my shoulder blades lately. Nia took this as an acceptable compromise, going over every lock of my hair so that it was smooth and slightly curled at the ends. Aquamarine barrettes (the gentry loved jewels too) were placed strategically throughout my hair, and she forced more jewelry on me in the same color scheme. After a bit of cosmetics, Nia deemed me fit to be a queen. I planned on bringing her to Dorian's and was about to tell her we should go when a strange and unexpected thought came to me. â€Å"Nia †¦ can you get my sister ready too?† â€Å"Your †¦ your sister, Your Majesty?† She was equally surprised. â€Å"Is she coming?† I thought about it, wondering the same thing. I never let Jasmine leave the castle and its grounds, for everyone's safety. Yet, I couldn't shake the thought of how bored and lonely she seemed. Plus, I'd forgotten her Twinkies. â€Å"Yes,† I decided. â€Å"She's coming. Be fast.† Nia nodded and headed toward my door, off to whatever closet she always produced endless stores of dresses and jewelry from. Jasmine had once been the mistress of this castle's former king; for all I knew, her wardrobe was still here. â€Å"Nia?† I called. The gentry girl paused. â€Å"Long sleeves.† Nia nodded again, catching my meaning. It was no secret among the gentry that the Thorn Queen kept her sister a prisoner. That didn't mean I wanted her chains flaunted, however. And when my whole entourage met up to leave, I could see that Nia really was magically gifted with beauty. Jasmine – who looked utterly stunned by this unexpected field trip – wore a dress made of pale green velvet. It was floor-length like mine but had long bell sleeves that did a good job of hiding the chains. The dress was more modest than mine too, but I had a feeling Nia hadn't done it to protect Jasmine's fifteen-year-old modesty. Most likely, Nia didn't want the queen's sister to draw more attention than the queen herself. The minimal jewels on Jasmine proved as much, and the looks from my own people showed that I was definitely attention-getting. I doubted they'd ever seen me dressed up like a full-fledged gentry woman. Riding a horse in that dress was a pain in the ass. It wasn't the first time I'd done so, and I was glad the skirt wasn't as snug as the top. I was also glad our route was short tonight. The Otherworld folded in upon itself, taking travelers through ways that seemed impossible but which often proved the most direct path. These paths also cut through other kingdoms – often my neighbors'. Knowing this, our party was on high alert as we rode, everyone tense. To my relief, the road didn't take us through the Rowan Land – as it frequently did. The only transition between my land and the Oak Land was a brief stint in the Willow Land. Not comforting, but safer than enemy territory. Once Dorian's castle was in sight, my group's mood lifted, and the party-crashing spirit returned. His home was exactly what you expected from a castle, multi-turreted and made of heavy dark stones, with stained glass windows. As always, it was autumn in the Oak Land, and although night prevented me from seeing the orange-leaved trees, the smell of harvest and touch of fall chill on my skin reaffirmed for me what season it was. Scattered on the castle grounds, I spotted small clusters of peasants around campfires, watching us curiously. Like me, Dorian had war refugees seeking aid from their monarch. The sight of their faces twisted my stomach, and I forced myself to look away. Servants took our horses, people scrambling at our unexpected arrival. Guests dropped in all the time for dinner – especially at Dorian's – but we were VIPs. I walked briskly toward the banquet hall while groveling stewards scurried at my side, promising proper accommodations for my companions and checking on anything else we might need. I came to a halt when I reached the banquet doors. Even I with my bad human etiquette knew I had to be announced first. A herald swung open the door, revealing light, color, and noise. Dorian had about a hundred people in there tonight, gathered around various tables on chairs and couches. Most were gentry nobility. Some were his soldiers. Others were creatures of the Otherworld, types I fought when they crossed to the human world. As I'd guessed, dinner was already being served, with servants scurrying around and the guests chatting and eating. That all came to a halt when the herald's voice rang out: â€Å"Her Royal Majesty, Queen Eugenie Markham, Called Odile Dark Swan, Daughter of Tirigan the Storm King, Protector of the Thorn Land, Beloved of the Triple Moon Goddess.† I would never get used to all those titles. Conversation dropped, and then there was the usual screeching of chair legs as people hastily stood up. Once I would have cringed from this, but I knew what was expected now. I began to stride forward but stopped after two steps. Most of my soldiers had stayed at the doors, and none of the rest of my retinue would be announced since I had no high-ranking nobility with me. Almost. I glanced at the herald. â€Å"My sister, announce my sister.† His eyes bugged, and I could guess his confusion. Not only was that kind of a weird request coming from me, it was also hard for him to manage since Jasmine didn't have any official titles. The guy was fast on his feet, though. That was his job. â€Å"The Lady Jasmine Delaney, Daughter of Tirigan the Storm King, Sister of Eugenie the Thorn Queen.† That got a few surprised glances. I smiled at the herald. â€Å"Thank you,† I said softly. â€Å"Only next time, announce my name before our father's.† He blanched. â€Å"Y-yes, Your Majesty.† I entered the room at the head of my party, startled I'd said that to the herald. Where had that come from? A need to diminish Storm King? A desire to tout my own importance? Whatever the reason, I already regretted the words. A long walkway stretched through the room, and halfway down it, Dorian emerged from the crowd and stood to meet me. I reached him, and he took my hand, giving it a long and languid kiss. Among the gentry, that kiss was perfectly acceptable for receiving one's lover or a visiting monarch. â€Å"My dear,† he said, lifting his eyes. They swept over me in that clever, efficient way of his. To all those watching, he was as calm and in control as always, his lips curved into the devil-may-care smile normal for him. Still, I could imagine his surprise. He hadn't expected to see me this soon. He certainly hadn't expected to see me in full queenly glory. I might have been Christmas morning for Nia, but for Dorian, I was dessert being served before dinner. â€Å"You and yours are very welcome.† It was a formality, one that returned the guests to their seats and declared my party was under Dorian's hospitality, meaning no one here could do us any harm and vice versa. â€Å"I guess ‘soon' does mean all sorts of things,† he murmured. He glanced toward my cleavage. â€Å"All sorts of things.† â€Å"Hey.† I kept my voice as low as his. â€Å"Are you looking down my dress?† â€Å"My dear, I want to do much more than look down it. Much, much more. And I want to do it now. I don't suppose,† he added, â€Å"that your transformation came along with an embracing of many of our other superior customs?† He was referring, of course, to couples scattered about the room who had promptly returned to amorous activities after I was announced. People made out, took off clothing, and even had sex with ease in public. Some guests watched, but most went on with their meal as though nothing out of the ordinary were happening. â€Å"No,† I said firmly. â€Å"Are you sure?† he asked, leaning closer. â€Å"No one would take it amiss. Indeed, many would find it reassuring to see their king and queen consummating their relationship. It's a sign of dominance and power.† â€Å"I'm here for dinner,† I said sweetly. Underneath my prim attitude, his words and his body language were already getting to me. You would have thought we'd last had sex a year ago, not this morning. I might not consent to his exhibitionism, but if I said I wanted to go to his bedroom right now, he'd immediately turn around and walk out with me. â€Å"Dinner, it is,† he said regretfully. â€Å"Perhaps I'll serve you something special. And I'm sure you'll enjoy our guests tonight.† He began steering me toward the hall's front. His throne sat on a high pedestal, and below that was the head table where he'd been dining. My eyes fell on the aforementioned guests, and I nearly stopped walking. Instead, I glanced behind me and called, â€Å"Rurik?† I'd given instructions for Shaya and Rurik (and a handful of guards) not to leave Jasmine's side. They were seeking out their own table, and even though they were halfway across the room, Rurik heard me and turned. With a sharp head nod, I gestured for him to join us. He crossed the room swiftly, arching an eyebrow when he saw the dinner guests and understanding why I'd want one of my own people around. There, sitting at the head table and watching me with cold blue eyes was Ysabel – Dorian's former lover.

Release of rare, awe-inspiring John Denver song coincides

Release of rare, awe-inspiring John Denver song coincides with his 70th birthday (1 888 PressRelease) In honor of the 70th birthday of the late and legendary singer/ songwriter John Denver on Dec. 31, acclaimed Indie recording artist Luanne Hunt releases what may have been his greatest musical work, â€Å"The Wandering Soul (Love is the Answer). † Denver did not record the tune. Hunt brings forth an emotional production, passionately delivering the song's timely and awe-inspiring message. Denver, CO – Coinciding with what would have been legendary singer/songwriter John Denver's 70th birthday on Dec. , chart-topping Indie recording artist Luanne Hunt releases his rare and powerful composition, â€Å"The Wandering Soul (Love Is the Answer). † Denver, who died in a plane crash in 1997 off the California coast, delivered perhaps his most profound message through the inspiring and timely ballad. The â€Å"Rocky Mountain High† singer stated In his autobiography that he wrote the tune In Santa Fe, N. M. around 1994. â€Å"l went off on a hike, and midway to where I was headed, the song I was trying to write (â€Å"The Wandering Soul†) Just came to me, fell from the sky,† Denver said In his book, â€Å"Take Me Home.Hunt says she recorded â€Å"The Wandering Soul (Love is the Answer)† to not only showcase what may have been Denver's finest work, but also to help others find healing, wholeness and a deeper meaning on their Journeys. â€Å"The first time I heard ‘The Wandering Soul (Love is the Answerl' I broke down and cried for a very long time,† said Hunt, who resides in Southern California and records on the Star Creek Entertainment label. â€Å"l knew I had to record It and felt certain It was meant for something much greater than I could even fathom. John's song definitely has been life-changing for me.Hunt's own musical Journey has been one of profound personal, creative and spiritual transformation. By focusing on her artistic vision, she found the strength to overcome devastating emotional wounds and follow her authentic path as a singer/ songwriter. Over the years, the Pennsylvania native has bullt an Impressive list of accomplishments and a worldwide fan base with her contemporary folk songs. Her 1 OF2 200/ CD â€Å"Breaking I nrougn† proaucea two nit singles on u s. ana European cnarts The enchanting â€Å"Solace In The Wind† reached No. 1 on the European Country MusicAssociation's chart (Belgium) in July 2010. The song also landed on the 2009 Grammy ballot in two categories: Best Country Song and Best Female Country Performance. In December 2011, Hunt's holiday tune â€Å"Christmas Without You† went to No. 1 on the European Country Music Association charts in France, Denmark and Austria. It also was the second most played song in Europe during that month. â€Å"The Wandering Soul (Love is the Answer)† is being utilized to raise funds for Forest Way Productions, a 501c3 charity dedicated to providing retreat opportunities conducive to spiritual growth.It also promotes creative projects designed to support a unified vision of spirituality in the world. â€Å"l am deeply moved by ‘The Wandering Soul (Love is the Answer),'† said Matthew Flickstein, founder of Forest Way Productions and Telly Award-winning documentary filmmaker of â€Å"With One Voice. † â€Å"The lyrics are exquisite and Luanne's voice and presence profoundly touch my heart. I can see how her voice and music can open people's eyes to the Divine and lovingly transform their hearts.

Define mind and body dualism essays

Define mind and body dualism essays Define mind/body dualism, in contrast to materialism. Explain Descartes evidence that the mind is a substance distinct from the body. What is the error that Descartes theory makes, according to Ryle? Finally, assess Ryles behaviorism: do you think it is a satisfactory view of our mental states? Mind and body dualism is defined by mental things and physical things are fundamentally distinct kinds of entities. It states that people have only mental properties (mind), and organisms have only physical properties (body). They are two different things. If mind/body dualism is true then the person you see in the mirror is not you. You are not that organism. If you are killed, its not really you, its just an organism. Materialism states that everything is physical. In Eliminative Materialism there is no such thing as hope, love, and desire. We use these terms, but it is not really true. It is just a different way of talking. Everything is physical, but our speech is expressing it differently. An example would be a person saying that the sun is behind a building. This is not true. It is just a figure of speech. Reductive Materialism states another reason why everything is physical. It states that there were many instances where people started with ordinary words and then used sc ientific words. An example of this would be water and H2O. They are identical, but go by two different names. The same could be said for belief. Belief, Materialist say, is just temporal lobe activity. In mind/body dualism we can only know about other people through the behavior of bodies we perceive. Mind/body dualism is compatible with the following: 1) The behavior of bodies is exactly as it is, 2) The behavior of bodies is exactly as it is, 3) The behavior of bodies is exactly as it is, ...

Strategy and Strategic Management

Strategy and Strategic Management Advertising We will write a custom essay sample on Strategy and Strategic Management specifically for you for only $16.05 $11/page Learn More The Twelve Olympians by Monsiau, circa late 18th century Introduction There is no unanimity among scholars and practitioners on the meaning of strategy. Texts on the subject discuss strategy from different and sometimes contradictory perspectives. The only issue, over which there is little debate, is the origin of the term strategy. â€Å"In its original sense, strategy (from the Greek word, Strategos) is a military term used to describe the art of the general (Harvard Business School, 2005, p. xi). This art is about plans for troop deployment in battles to win wars. Many writers acknowledge that the concept of strategy has military origins, with Sun Tzu’s â€Å"Art of War† being one the oldest treatise on strategy. Businesspersons seem to enjoy using military analogies to conceptualize the running of bu sinesses in the modern world. Indeed, the pressure of keeping a business afloat amidst a very volatile operating environment that the world has become can feel like war. It is the goal of this paper to seek to uncover the essential components of strategy and the process of formulating a coherent organizational strategy in the context of the built environment. Amid the differences that exist as to what strategy is, it seems more beneficial to embrace a wide-angled view of since each of the viewpoints has merit and contributes to the overall understanding of the concept. It is the approach that Mark, (2004, p. 11) advocates for in the context of business when he states, â€Å"One of the greatest benefits of a comprehensive approach to strategy is the surfacing and exploitation of multiple sources of attractive growth†. However, this growth should give due considerations the internal resources availability for now and for the future.Advertising Looking for essay on busin ess economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Essential Components of Strategy The first essential component of strategy is action. The Harvard Business School (2005) states, â€Å"Strategy is about doing the right things† (p. xi). Actions reveal an organizations strategy. A deliberate strategy informs its actions. However, actions not based on a defined strategy still qualify for consideration as part of organizational strategy. Secondly, strategy refers to a plan. Henderson (1991) states, â€Å"Strategy is a deliberate search for a plan of action that will develop a business’s competitive advantage and compound it† (p. 5). This plan informs the actions undertaken when the strategy is deliberate. Henderson (1991) assumes that all strategy must be formally planned. In the context of strategy, it is not the formalization of a plan but the deliberate choices a business puts in place that counts. Another view forwarded by the Harvard Business School (2005) about strategy is that it is a resource control and utilization plan meant to protect the central interests of an organization. These resources include finances, physical infrastructure, and human resource. This view accomodates the lack of a deliberate centralized conventional business strategy made through a formal process. It simply refers to the arrangement of those resources in a sensible manner towards certain ends. Competitive advantage is the motive behind strategy. Robert (2005) succinctly states, â€Å"Strategy is about winning† (p. 4). This view is supported by Porter (1991) who states, â€Å"the essense of strategy formulation is coping with competition† (p. 11). The idea expressed reveals the intentional use of a plan to out-perform business rivals using unique traits of the organization in order to survive, and hopefully thrive. In this case, strategy answers the need to be the best among competitors. T he fifth essential component of strategy revealed by Robert (2005) is organizational identity. He states, â€Å"At the most basic level, strategy making extends beyond questions of resource deployment and market positioning to address fundamental questions such as: what is our business? What are we trying to achieve? What is our identity as an organization?† (Robert, 2005, p. xi). This approach requires the organization to understand itself first before venturing out into the market with a clear direction. Wall (2004) agrees with this approach showing that strategy provides an organization with a â€Å"coherent sense of direction†, which is yet another essential component of strategy (p. 4).Advertising We will write a custom essay sample on Strategy and Strategic Management specifically for you for only $16.05 $11/page Learn More This coherence makes it possible for all members of the organization to act in a coordinated fashion, which is esse ntial for the success of a business. This holds true for small firms as well as large corporations. The final essential component of strategy is context. Successful strategy is very contextual. â€Å"As soon as we move beyond general notions to more precise definition, then these depend upon the type of arena within which strategy is being deployed† (Robert, 2005, p. 7). This element accounts for the disparities in the views on strategy since some of the viewpoints are highly contextalized. Increasingly, in this era of multinationals and globalization, context is more difficult to delineate especially geographically, yet to ignore context when developing strategy is to court disaster. Towards a Unified View of Strategy Based on the viewpoints above, Mark (2004) seems to have developed the most comprehensive definition of strategy. He states, â€Å"Strategy is about raising and allocating resources, setting priorities, directing organizations, and demonstrating through decisi ve behaviour what will be done – and what will not – in the pursuit of a larger vision, goal, mission, or high level set of objectives† (Mark, 2004. p. xv). His definition is broad enough to capture most of the essential elements of strategy thereby avoiding the problem of high contextualization. It is also wide enough to cover the specifics of strategy that are valid in the strategic management of all organizations. This makes it useful in understanding the concept of strategy. Its other strength is that it leaves room for looking at strategy as either deliberate or consequential. The elements defined here do not require a centralized approach to strategy development but even if it is there, it does not disqualify it. Its major weakness is its lack of enviromental cognisance. It does not account for environmental factors that greatly influence the preparation and execution of strategy. This goes to demonstrate that the process of developing a unfied view of stra tegy is a work in progress, and still requires effort to sysnthesize the essential elements into a comprehensive definition of strategy. This preferred view must include the nine essential componenents identified above and in addition it must allow for both the deliberate and consequential nature of strategy.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More A definition that meets the above criteria will still be somewhat incomplete since there is still the problem of universality versus contextualization. The following is an attempt to redefine strategy to meet this criteria presenting a wider understanding of the concept. Strategy is a set of actions, planned or otherwise that influence resource acquisition and allocation, deployed for the express purpose of attaining competitive advantage based on a clear organizational identity expressed in terms of its place, power, problems and potential, which informs its direction and actions within its environmental context. This definition captures all the essential elements identified but its rather cumbersome. It is long and may not appeal to the wider audience who actually need a concise definition to capture the essence of strategy. Probably, the sensible thing to do is to settle for a simplified global definition, while providing working definitions for each field, as writers have alread y done. The Strategy Process As expected, there is no universality in the recommendation of an ideal process for strategy development. There are different views on it. â€Å"Henry Mintzberg and his colleagues at McGill Unversity distinguish intended, realized and emergent strategies†. (Robert, 2005, p. 14). Intended strategy is the one the organization deliberately plans and positions itself to implement. Emergent strategy is the one which developes unwittingly as an organization responds to evolving issues. When these two strategies interact, the result is the realized strategy which is the strategy the organization finds itself implementing. These three strategies are the result of three concurrent processes and they demonstrate the organic nature of strategy. Strategy therefore is not a static process but a dynamic one that evolves and requires regular refitting. There is much concurrence though when looking at strategy as a process. In fact, there is a deliberate encourag ement that organizations should take an active role in the developement of their strategy, other than waiting for one to emerge as they undertake their daily business. The Harvard Business School (2005) states, â€Å"strategy creation and its implementation should be approached as a process† (p. xvi). The school proposes a five level process for strategy development that is useful in understanding the strategy process. The steps in the process are developement of a mission, followed by identification of organizational goals. Thirdly, there is the actual strategy development succeeded by the strategy implementation process. The final level is performance measurement. The first level of strategy development is mission. â€Å"Strategy creation follows from the mission of the company, which defines its purpose and what it aims to do for customers and other stakeholders† (Harvard Business School, 2005, p. xvi). Mark (2004) underscores the importance of mission when he says that the identification and action upon a particular set of issues determines the success of a business. When the organization is clear about its priorities, then it can sucessfully engage in determining what is essential to its operations for success. The mission sets the rules governing its key relationships and functions. The next level is the identification of goals. â€Å"Strategy creation typically begins with extensive research and analysis and a process through which senior management zeros in on the top priority issues that the company needs to tackle to be sucessful inn the long term† (Harvard Business School, 2005, p. xvii). There is a difference in opinion as to the direction of flow of the process, and whether it is the top management that is best placed to set organizational goals. They have the tools and the authority but they lack in understanding of frontline issues that are key in implementation. Frontline staff on the other hand have clear views on what is not working for them but they lack the organizational overview. Probably, a middle line where the management gets input from the frontline is the best way around this challenge. Once the goals are set, strategy creation takes place. It involves determining the internal and external forces followed by the identification of the choices that the organization has to achieve its objectives. Many tools are used to examine the organization’s capacity to settle on a particular organizational strategy after an environmantal scan. While The Havard Busienss School advocates for SWOT as a method of conducting an enviromental scan, Robert (2005) feels that this approach is difficult to implement in practice and he advocates for a two way analysis of the environment, looking at internal and external factors. He contends that its not the four way classification but the â€Å"rigor and depth† in the analysis of these factors that counts (Robert, 2005). Another popular tool worth menti oning used to conduct an evironmental scan is the Porter’s Five Forces Analysis. This tool is useful when the organization’s bottom line is the impetus driving the organization’s effort in undertaking a stategic planning process. There is lesser contention on who developes organizational strategy. Many writers agree that â€Å"the job of creating an organization’s strategy over time falls to senior managers† (Walker, 2004. p4). The forth step in the strategy process is implementation. â€Å"A strategy that is formulated without regard to its implemetation is likely to be fatally flawed.† (Robert, 2005, 14). In pushing the case for more frontline involvement, Daughtry and Casselman (2009) state, â€Å"Vision and strategy, critical though they are, are virtually useless without consistent execution right down to the frontlines† (p. 1 ). This requires good communication along the ranks of the organization. They add that â€Å"Strategy h as to be translated into the language and actions appropriate to each level in the organization† (Daughtry Casselman, 2009, P.5). The final level in the strategy process is performance measurement. This lacks in organizations that do not have deliberate strategy. They do not know what to measure since they have not categorically stated what their goals are. This five-step process is more useful as a conceptual model than as an actual implementation process. Wall (2004) warns that things do not work out this neatly in the real world where forces shift suddenly and without warning. Perhaps it is best to look at strategy development as â€Å"an iterative process that begins with a recognition of where you are and what you have now† (Henderson, 1991, p. 6). New information and circumstances feed into the old circumstances forcing us to change and adapt our methods. The role of strategic management is to ensure that the changes in the environment do not adversely affect the organization’s long term view, but that the organization prepares in advance to take advantage of these changes. Application of Strategy-Strategic Fit and Strategic Foresight Just like other organizations, construction companies exists within a certain environment defined broadly by the natural environment, demographic structures, social structures, legislative processes, technology, and economy. This environment has an immediate impact on their interest’s interests and influences everyday decisions. In addition, they have their own unique internal environments defined by organizational culture, resources outlay such as level capitalisation and expertise, and business processes defining how they find and execute construction contracts. The internal environment influences the realization of their aspirations and the momentum they sustain towards their realization. Certain other forces much larger in dimension constitute the business climate of companies in the built en vironment. These include the macroeconomic trends, political issues, and global trends. Montgomery and Porter (1991) observe, â€Å"Increasingly, both business units and corporations must compete globally† (p. xv). Dalic (2007) calls it â€Å"the convergence of cultures† (p. 4). The climate has long-term impacts on the industry though it may be a while before a particular company begins to feel the impact of climatic changes. They are a very strong motivation behind the strategy process. Before a construction company develops its strategy, it is beneficial and maybe crucial for it to determine what its environment looks like. This allows it to forecast the impact of its present actions thereby providing it with the range of presently available options and the limits within which it can operate profitably. The application of strategy and the strategy process allows an organization to determine two important contexts in strategic planning and strategic management. These are strategic fit and strategic foresight. Strategic Fit Strategic fit looks at the present. It refers to the process where an organization examines its current position to ascertain whether it is sitting squarely on its best possible footing or whether there is a mismatch, based on its objectives. In the built environment, a company looks at whether its level of staffing and financing corresponds to the available opportunities. The resulting plan from the process is a strategic plan to give the organization a better placement within its business context. Robert (2005) recognizes the need for strategic fit when he states, â€Å"For a strategy to be successful, it must be consistent with the firm’s external environment and with the characteristics of the firm’s internal environment- its goals and values, resources and capabilities, and structure and systems† (p. 14). Construction projects normally take very long from ideation to completion, and it is normal for v ery drastic changes in the business enviroment to occur within the life of the project. By seeking to attain strategic fit, a construction company ensures it takes advantage of the present opportunities which may dissapear because of environmental change. Strategic fit is the result of implementing measures concluded upon after conducting an environmental scan during the strategy process. Strategy and the strategy process may provide organizations in the built environment with the ability to determine their strategic fit to ensure that they are currently using their resources to the best effect. However, due to the dynamic environment in the present business context, for a small outfit such as small to medium enterprise construction industy, the strategy process considerations may pose challenges to them in utilizing their resources to the best outcome as it is somewhat restrictive in terms of time, cost and resource availability. Strategic Focus/Foresight On the other hand, strateg ic foresight, also known as strategic focus, refers to the preferred position of an organization usually at some point in the future. By looking at the medium and long-term opportunities, a construction company may find certain desirable positions they would prefer to occupy at that future date. Strategic foresight considers all the forces acting on the business environment within which the organization operates and seeks to determine their impact on the long-term objectives of the organization. This prepares it to take advantage of arising opportunities and prepares it to handle future challenges. â€Å"One of the biggest challenges facing executive teams is lack of strategic focus† (Daughtry Casselman, 2009, p. 7). Its long-term nature makes it easy to ignore especially for small construction companies with severe resource constraints. The pressure of the present seems to make strategic foresight an unnecessary burden on already overworked executives. By drawing on strateg y and the strategy process, a construction company creates strategic focus on its executives, thereby preparing them to handle the challenges the company will face in the future. It assures the long-term survival of the company. It is tempting to look at the strategy process in terms of strategic foresight without considering the implications of strategic fit on the desired future. Organizations in the built environment need to know that strategic foresight without strategic fit results in â€Å"a plan for the future without a plan for the present† (Wall, 2004, p. 13). On the other hand, strategic fit without strategic focus gurantees the present at the expense of the future. Hence, the outcome should be a balanced strategy where there should be a constant review of the corporate strategy and its implication on present and future resources, and the competitive advantage in the market place. Reference List Bacharach, S.B. (1989) Organizational Theories: Dome Criteria for Evalu ation. The Academy of Management Review, 14(4), 496-515 Bourgeois III, L.T. (1984) Strategic Management and Determinism. The Academy of Management Review, 9(4), 586-596 Dalic, T. (2007) Globalization of Marketing Strategies in Light of Segmentation and Cultural Diversity. Norderstedt: GRIN Verlag. Daughtry, T.C. and Casselman, G.L., (2009) Executing Strategy: From Boardroom to Frontline. Herndon, VI: Capital Books. Harvard Business School (2005) Strategy: Create and Implement the Best Strategy for Your Business. Boston, MA: Harvard Business Press. Henderson, B.D.(1991) Developing Strategy in C.A. Montgomery M.E. Porter, eds. Strategy: Seeking and Securing Competitive Advantage. Boston, MA: Harvard Business School Publishing Division. Li. Y and Peng, M.W. (2008) Developing theory from strategic management research in China, Asia Pacific Journal Manage, 25(3), 563-572. Mark, D. (2004) Strategy: A Step by Step Approach to the Developement and Presentation of World Class Business Strat egy. New York, NY: Palgrave Macmillan. Poppo, L. and Zenger T. (1998) Testing Alternative Theories of the Firm: Transaction Cost, Knowledge-Based, and Measurement Explanations for Make-or-Buy Decision in Information Services, Strategic Management Journal, 19, 853-887 Robert, M.G. (2005) Contemporary Strategy Analysis. Malden, MA: Wiley-Blackwell. Smircich, L. and Stubbart C. (1985), Strategic Management in an Enacted World, The academy of Management Review, 10(4), 724-736. Teece, D.J., Pisano, G. and Shuen, A. (1997) Dynamic Capabilities and Strategic Management, Strategic Management Journal, 18(7), 509-533. Toffek, M.W. (2004) Strategic Management of Product Recovery, California Management Review, 46(2), 1-22 Venkatram, N. and Cumillus, J.C. (1984) Exploring the Concept of â€Å"Fit† in Strategic Management, The Academy of Management Review, 9(3), 513-525 Walker, G. (2004) Modern Competitive Strategy. New York, NY: McGraw-Hill/Irwin. Wall, S.J. (2004) On the Fly: Executing S trategy in a Changing World. Hoboken, NJ: John Wiley and Sons. D31BM – Business Management for Built Environment

Biography of Christopher Columbus

Biography of Christopher Columbus Christopher Columbus (1451-1506) was a Genoese navigator and explorer. In the late 15th century, Columbus believed that it would be possible to reach the lucrative markets of eastern Asia by heading west, instead of the traditional route which went east around Africa. He convinced Queen Isabella and King Ferdinand of Spain to support him, and he set off in August of 1492. The rest is history: Columbus discovered the Americas, which had been unknown until then. All in all, Columbus made four different journeys to the New World. Early Life Columbus was born to a middle-class family of weavers in Genoa (now part of Italy) which was a city well-known for explorers. He rarely spoke of his parents. It is believed that he was ashamed to have come from such a mundane background. He left a sister and a brother behind in Italy. His other brothers, Bartholomew and Diego, would accompany him on most of his travels. As a young man he traveled extensively, visiting Africa and the Mediterranean and learning how to sail and navigate. Appearance and Personal Habits Columbus was tall and lean, and had red hair which turned prematurely white. He had a fair complexion and a somewhat reddish face, with blue eyes and a hawkish nose. He spoke Spanish fluently but with an accent which was difficult for people to place. In his personal habits he was extremely religious and somewhat prudish. He rarely swore, attended mass regularly, and often devoted his Sundays entirely to prayer. Later in life, his religiosity would increase. He took to wearing the simple robe of a barefoot friar around court. He was a fervent millenarist, believing that the end of the world was near. Personal Life Columbus married a Portuguese woman, Felipa Moniz Perestrelo, in 1477. She came from a semi-noble family with useful maritime connections. She died giving birth to a son, Diego, in 1479 or 1480. In 1485, while in Cà ³rdoba, he met young Beatriz Enrà ­quez de Trasierra, and they lived together for a time. She bore him an illegitimate son, Fernando. Columbus made many friends during his travels and he corresponded with them frequently. His friends included dukes and other noblemen as well as powerful Italian merchants. These friendships would prove useful during his frequent hardships and bouts of bad luck. A Journey West Columbus may have conceived of the idea of sailing west to reach Asia as early as 1481 due to his correspondence with an Italian scholar, Paolo del Pozzo Toscaneli, who convinced him it was possible. In 1484, Columbus made a pitch to King Joo of Portugal, who turned him down. Columbus proceeded to Spain, where he first proposed such a trip in January of 1486. Ferdinand and Isabella were intrigued, but they were occupied with the reconquest of Granada. They told Columbus to wait. In 1492, Columbus had just about given up (in fact, he was on his way to see the King of France) when they decided to sponsor his trip. First Voyage Columbus’ first voyage began on August 3, 1492. He had been given three ships: the Nià ±a, the Pinta and the flagship Santa Maria. They headed west and on October 12, sailor Rodrigo de Triana spotted land. They first landed on an island Columbus named San Salvador: there is some debate today as to which Caribbean island it was. Columbus and his ships visited several other islands including Cuba and Hispaniola. On December 25, the Santa Maria ran aground and they were forced to abandon her. Thirty-nine men were left behind at the settlement of La Navidad. Columbus returned to Spain in March of 1493. Second Voyage Although in many ways the first voyage was a failure–Columbus lost his biggest ship and did not find the promised route west–the Spanish monarchs were intrigued with his discoveries. They financed a second voyage, whose purpose was to establish a permanent colony. 17 ships and over 1,000 men set sail in October, 1493. When they returned to La Navidad, they discovered that everyone had been killed by irate natives. They founded the city of Santo Domingo with Columbus in charge, but he was forced to return to Spain in March of 1496 to obtain supplies to keep the starving colony alive. Third Voyage Columbus returned to the New World in May of 1498. He sent half of his fleet to resupply Santo Domingo and set off to explore, eventually reaching the north-eastern part of South America. He returned to Hispaniola and resumed his duties as governor, but the people despised him. He and his brothers were bad administrators and kept much of the little wealth generated by the colony for themselves. When the crisis reached a peak, Columbus sent to Spain for help. The crown sent Francisco de Bobadilla as governor: he soon identified Columbus as the problem and sent him and his brothers back to Spain in chains in 1500. Fourth Voyage Already in his fifties, Columbus felt he had one more trip in him. He convinced the Spanish crown to finance one more journey of discovery. Although Columbus had proven a poor governor, there was no doubting his sailing and discovery skills. He left in May of 1502 and arrived to Hispaniola just ahead of a major hurricane. He sent a warning to the 28-ship fleet about to depart for Spain to delay but they ignored him, and 24 of the ships were lost. Columbus explored more of the Caribbean and part of Central America before his ships rotted. He spent a year on Jamaica before being rescued. He returned to Spain in 1504. Legacy of Christopher Columbus Columbus’ legacy can be difficult to sort out. For many years, he was thought to have been the man who â€Å"discovered† America. Modern historians believe that the first Europeans to the New World were Nordic and arrived several hundred years before Columbus to the northern shores of North America. Also, many Native Americans from Alaska to Chile dispute the notion that the Americas needed to be â€Å"discovered† in the first place, as the two continents were home to millions of people and countless cultures in 1492. Columbus’ accomplishments should be considered in conjunction with his failures. The â€Å"discovery† of America would certainly have taken place within 50 years of 1492 had Columbus not ventured west when he did. Advances in navigation and ship construction made contact between the hemispheres inevitable. Columbus’ motives were mostly monetary, with religion a close second. When he failed to find gold or a lucrative trade route, he began collecting slaves: he believed that a trans-Atlantic slave trade would be quite lucrative. Fortunately, the Spanish monarchs outlawed this, but still, many Native American groups correctly remember Columbus as the New World’s first slaver. Columbus’ ventures were often failures. He lost the Santa Marà ­a on his first voyage, his first colony was massacred, he was a terrible governor, he was arrested by his own colonists, and on his fourth and last voyage he managed to strand some 200 men on Jamaica for a year. Perhaps his greatest failure was his inability to see what was right before him: the New World. Columbus never accepted that he had not found Asia, even when the rest of Europe was convinced that the Americas were something previously unknown. Columbus’ legacy was once very bright–he was considered for sainthood at one time–but now he is remembered as much for the bad as the good. Many places still bear his name and Columbus Day is still celebrated, but he is once again a man and not a legend. Sources: Herring, Hubert. A History of Latin America From the Beginnings to the Present.. New York: Alfred A. Knopf, 1962 Thomas, Hugh. Rivers of Gold: The Rise of the Spanish Empire, from Columbus to Magellan. New York: Random House, 2005.

Corporate Social Responsibility Essay Example | Topics and Well Written Essays - 750 words - 2

Corporate Social Responsibility - Essay Example Though the organization had an effective distinguished record as an initiator of corporate social responsibility, The Body Shop had its blond share of critics. Since 1990, the organization faced high scrutiny regarding its several claims and business activities. Several critics accused that the organization and the founders of the organization are hypocrites as they did not follow the organization values and policies. In the year 1994, according to the report of Jon Entine, the organization did not conduct any charitable contribution or activities in its first 11 years of business operation. Moreover, in the subsequent years The Body Shop contributed less than 1.5% of pre-tax profit to charity (Mallin, 2009, p.71). Moreover, according to Jon Entine, several ex-employees of Body Shop claimed that the organization provides various fabricated products to their target customers. The organization is committed in providing natural and high quality products. Only maintaining the luxurious n ature of the products are not enough to attract the customers. They need to ensure that the products need to be delivered based on the organizational value. It is true that The Body Shop has been taken over by L’Oreal. L’Oreal does use animal testing for cosmetics. On the other hand, founder of Body Shop opposed this concept of animal testing for their cosmetics throughout their business operation of 30 years. Anti-Nestle and Anti-animal campaigners started to boycott the products of Body Shop. In response to this protest, L’Oreal clarified that they did not execute any animal testing since 1989 (Purkayastha and Fernando, 2007, p.12). Moreover, according to a critic’s report, Body shop tried to source ingredients from the organizations that defend and protect all the local farmers’ legal rights. The organization gathered resources for the products in an unethical way that created huge controversy. In response, the organization tried to clarify that they are taken over by L’Oreal. It is not fault at all. Maintenance of business ethics and organizational value is an important parameter of a success ful business. The organization committed that they will provide natural and high quality cosmetics to their target customers. Unfortunately, according to the discussion of several ex-employees it has been found out that they provide several fabricated beauty products. It is a violation of organizational vale and ethics. Customers are considered as the major business growth drivers. It is important for the organization to defend human rights. Effective corporate social responsibility helps an organization to maximize business profits through sustainable business practices. The organizations need to consider social, economical, environmental and legal rights to achieve business objective. Moreover, sustainable business practices helps organizations to increase their brand image and reputation in the competitive global, glocal and local market. Green business strategy includes green consumerism. Body Shop follows aggressive business expansion plans. Major objective of the organization is to make huge money for their important and rich

Expert advice on being a successful student Essay

Expert advice on being a successful student - Essay Example However, the university experience is not all about study and academics, it is also about finding a proper social fit with unique peers from many different cultures and social backgrounds. Being a successful student is about being able to successfully blend social, recreational, and study in a way that is rewarding, careful, and mature. To see the best ways to gain this necessary balance, I decided it would be wise to interview two experts that are quite familiar with the academic demands required at the University of Indianapolis and its many social systems. To find out this expert advice, I conducted interviews with Jessica Bramstedt, a senior biology student at the university and biology Professor Mary Gobbett. The results of the interview will discuss study habits, recreation, and how to balance free time at the university. The expert opinion about the university experience and social rewards at the University of Indianapolis will be compared and contrasted to determine the best advice available to be a successful student. Avoiding being overwhelmed is highly important for the student in a new environment. It is important to find out what qualities a student should have in the university. In relation to study, both Jessica Bramstedt and Professor Gobbett provided valuable information about the qualities a student should carry in the classroom. ... Both Jessica Bramstedt and Professor Gobbett found one of the most critical imperatives to be the creation of a time control system that allows for much time devoted to academics. This might include making personal schedules that show daily and weekly activities that allows the student to stick to homework completion timelines with ample time for study care. It was discovered that removing distractions was highly important. Both of the interview respondents identified that the student needed to maintain a great deal of study. These are periods where the student removes distractions from their environment and focuses on the course content in journals, textbooks and lecture materials. Jessica suggested that I would gain more success by reading the textbook chapters and making sure all assignments have been completed. Professor Gobbett, the expert in actual teaching, suggested that such study should involve a large focus on problem-solving in study habits. Clearly, the University of Ind ianapolis will require devotion and concentration toward study if the student wishes to become a success. To gain even more knowledge about study, I asked about success factors to help in study. In contrasting view, the interviewees had differing views about one key role of the learning portion of the university experience. Professor Gobbett suggested that a great deal of success would come from being interactive with the lecturer by asking many questions and to â€Å"pay attention to the hints provided by the professor† related to the quality and depth of what is being discussed to improve learning. Jessica Bramstedt seemed to see the learning process as being more self-managed, suggesting that there