Giles Corey - Salem Witch Trials

Giles Corey Facts: Known for: pressed to death when he refused to enter a plea in the 1692 Salem witch trials Occupation: farmer Age at time of Salem witch trials: 70s or 80s Dates: about 1611 - September 19, 1692 Also known as: Giles Coree, Giles Cory, Giles Choree Three marriages: Margaret Corey - married in England, mother of his daughtersMary Bright Corey - married 1664, died 1684Martha Corey - married April 27, 1690 to Martha Corey, who had a son named Thomas Giles Corey Before the Salem Witch Trials In 1692, Giles Corey was a successful farmer of Salem Village and a full member of the church. A reference in the county records shows that in 1676, he was arrested and fined for beating a farmhand who died of blood clots associated with the beating. He married Martha in 1690, a woman who also had a questionable past. In 1677, married to Henry Rich with whom she had a son Thomas, Martha gave birth to a mulatto son. For ten years, she lived apart from her husband and son Thomas as she raised this son, Ben. Both Martha Corey and Giles Corey were members of the church by 1692, though their bickering was widely known. Giles Corey and the Salem Witch Trials In March of 1692, Giles Corey insisted on attending one of the examinations at Nathaniel Ingersolls tavern. Martha Corey tried to stop him, and Giles told others about the incident. A few days later, some of the afflicted girls reported that they had seen Marthas specter. At the Sunday worship service on March 20, in the middle of the service at Salem Village Church, Abigail Williams interrupted the visiting minister, Rev. Deodat Lawson, claiming she saw Martha Coreys spirit separate from her body. Martha Corey was arrested and examined the next day. There were so many spectators that the examination was moved to the church building instead. On April 14, Mercy Lewis claimed that Giles Corey had appeared to her as a specter and forced her to sign the devils book. Giles Corey was arrested on April 18 by George Herrick, the same day as Bridget Bishop, Abigail Hobbs, and Mary Warren were arrested. Abigail Hobbs and Mercy Lewis named Corey as a witch during the examination the next day before magistrates Jonathan Corwin and John Hathorne. Before the Court of Oyer and Terminer, on September 9, Giles Corey was accused of witchcraft by Ann Putnam Jr., Mercy Lewis, and Abigail Williams, based on spectral evidence (that his specter or ghost visited them and attacked them). Mercy Lewis accused him of appearing to her (as a specter) on April 14th, beating her and trying to force her to write her name in the devils book. Ann Putnam Jr. testified that a ghost had appeared to her and said that Corey had murdered him. Giles was formally indicted on the charge of witchcraft. Corey refused to enter any plea, innocent or guilty, simply remaining silent. He probably expected that, if tried, he would be found guilty. and that under the law, if he did not plead, he could not be tried. He may have believed that if he were not tried and found guilty, the considerable property he had recently deeded to his sons-in-law would be less in danger To force him to plead, beginning September 17 , Corey was pressed -- he was forced to lie down, naked, with heavy stones added to a board placed on his body, and he was deprived of most food and water. Over two days, his response to the requests to enter a plea was to call for more weight. Judge Samuel Sewall wrote in his diary that Giles Cory died after two days of this treatment. Judge Jonathan Corwin ordered his burial in an unmarked grave. The legal term used for such pressing torture was peine forte et dure. The practice had been discontinued in British law by 1692, though the judges of the Salem witchcraft trials may not have known that. Because he died without trial, his land was not subject to seizure. Before his death, he signed over his land to two sons-in-law, William Cleaves and Jonathan Moulton. Sheriff George Corwin managed to get Moulton to pay a fine, threatening to take the land if he did not. His wife, Martha Corey, was convicted of witchcraft on September 9, though she had pled innocent, and was hanged on September 22. Because of Coreys previous conviction for beating a man to death, and his and his wifes disagreeable reputations, he might be considered one of the easy targets of the accusers, though they were also full members of the church, a measure of community respect. He might also fall into the category of those who had property that might be in question if he were to be convicted of witchcraft, giving a powerful motivation to accuse him -- though his refusal to plead made such a motivation futile. After the Trials In 1711, an act of the Massachusetts legislature restored the civil rights of many of the victims, including Giles Corey, and gave compensation to some of their heirs. In 1712, Salem Village church reversed the excommunication of Giles Corey and Rebecca Nurse. Henry Wadsworth Longfellow Longfellow put the following words into the mouth of Giles Corey: I will not pleadIf I deny, I am condemned already,In courts where ghosts appear as witnessesAnd swear mens lives away. If I confess,Then I confess a lie, to buy a life,Which is not life, but only death in life. Giles Corey in The Crucible In the fictional work of Arthur Millers The Crucible, the character of Giles Corey was executed for refusing to name a witness. Giles Coreys character in the dramatic work is a fictional character, only loosely based on the real Giles Corey.

School Bullying Bullying And Bullying - 2186 Words

School Bullying Susan Polk Chamberlain School of Nursing School Bullying Tyler Clementi 18, a freshman in college. Phoebe Prince 15, a high school sophomore. Jamey Rodemeyer 14, a freshman in high school. Megan Meier 13, an eighth grade middle school student. Mitchell Wilson 11, a sixth grade middle school student. Ashlynn Conner 10, a fifth grade elementary school. They are all victims of bullying and today they are all dead from suicide because of being bullied. Bullies are in elementary/middle/high/ schools, colleges, universities, and in the workplace. Being able to identify a situation that can be defined as bullying is of upmost importance, but it is equally as important to understand when a situation is not bullying. Understanding the signs and properly identifying bullies (or not) are the first keys to help stop victims from being bullied. â€Å"Bullying is repeated verbal, physical, social or psychological aggressive behavior by a person or group directed towards a less powerful person or group that is intended to cause harm distress fear† (What is bullying). Both boys and girls are victims of bullying. It has a negative affect on self-esteem and can even lead to suicide or violent retaliation. Because most kids do not tell anyone that they are being bullied, parents, teachers and school administrators need to be aware of the signs of a child being bullied. School should be a safe place, but it is the primary place bullying occurs. â€Å"Bullying takes place most oftenShow MoreRelatedSchool Bullying : How Does Bullying Affect Children?1299 Words   |  6 PagesSchool Bullying How does bullying affect children? 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Plain English Essay Example For Students

Plain English Essay 1. Avian species of identical plumage congregate. a. Birds of a feather flock together 2. Freedom from encrustation of noxious substances is contiguous with conformity to divine prescription. a. Cleanliness is next to Godliness 3. Pulchritude possesses solely cutaneous profundity. a. Beauty is only skin deep 4. A superannuated canine is immune to indoctrination in innovative maneuvers. a. Old dogs can’t learn new tricks 5. Ululate not over precipitated lacteal secretion. a. Don’t cry over split milk 6. All that coruscates with resplendence will not assay auriferous. a. All that glitters is not gold 7. The existence of visible vapors from ignited carbonaceous materials confirms conflagration. a. There’s no smoke without fire 8. Mendicants are interdicted from elective recipiency. a. Beggars can’t be choosers 9. Probity gratifies reflexively. a. Virtue is its own reward 10. Male cadavers are unyielding of testimony a. Dead men tell no tales 11. Inhabitants of vitreous edifices ill advisedly catapult petrous. Inhabitants of vitreous domiciles shouldn’t propel lapidary fragments. a. People who live in glass houses shouldn’t throw stones 12. Ergonomia exclusive of diversion renders John a hebetudinous progeny a. All work and no play makes Jack a dull boy 13. He who cachinnates ultimately, cachinnates optimally. a. He who laughs last laughs best 14. Abstention from speculatory undertaking precludes attainment. a. Nothing ventured, nothing gained 15. Missiles of ligneous and or non-metallic mineral consistency have the potential to fracture my osseous structure, but malicious appellations are eternally innocuous. a. Sticks and stones may break my bones but names will never hurt me 16. As with progenitor of the scion, in such manner it may occur with the scion a. Like father, like son 17. Pulchritude does not penetrate below the dermal plane a. Beauty is only skin deep 18. Ergonomia exclusive of diversion renders John a hebetudinous progeny. All work and no play makes John a dull boy.

Sainsburys and Globalisation Essay Example

Sainsburys and Globalisation Essay Change is taking place in our everyday life as much as the time passes. Technology is growing faster every day with a frustrating rapidity, the environment knows the climate change which our planet is subject, and which also represent its biggest long term challenge. Our companies are trying to follow the change of the world to do not be unstable and their products obsolete.Change is inevitable for every individual and group of individual in the society. Change in behaviour, in the way of thinking, in the way of reacting to issues and so on. Change is the word that guarantees the continuity and sustainability and a long-term survivability. According to Doyle (2002) many factors are affecting the way a business operates. It could be a in a good or a bad way. These happenings are called â€Å"driving forces†. Our assessment consists today on making a business report analysing a particular company â€Å"Sainsbury’s Plc. In this business report we will surely talk about th e kind of driving forces that pushed Sainsbury’s Plc. to change as a first part, we will then have a specific regard on the Globalisation and also analyse how the chosen company is reacting to that change, whether it was an improvement or not in some areas where the company is operating. History of the Company: According to the Official J Sainsbury Website, the company was founded in 1869 in London where it is based and today counts a total of 890 stores including supermarkets and local stores, in The United Kingdom and employs more than 150000 people.Is it the third largest supermarket and hypermarket chain in the country after Tesco and ASDA. The organisation has also a banking and property system of assets. Sainsbury’s knew many transformations on its business strategy as changing their logo in 1999 and slogans in the same year and 2005. The objective is to ensure durable financial returns by proving to its weekly 19 million customers a better customer service every day. Internal and external factors that are affecting the company: Internal factors are the driving force which are under the control of the company and happens into it.It could be anything like changing the organisation machinery and equipment, which is a part of technology, organisational culture, system and way of management, location of the organisation, etc. According to Politi (2007) The external driving forces are for example, the industry where the company is operating and its competition, the economy of the concerned country and its demography, and obviously the political stability is also an important external factor that can affect the company’s evolution and decision making.The change will occur to the company whether they are internal or external driving forces. The trick is that the company should react and anticipate properly by showing its flexibility. Let us then make it practical with our Sainsbury’s case: External factors: According to Taylor (2008) one of the ways to examine the company’s External factors is to present a PEST analysis. * Political and legal Factors: Sainsbury’s is facing the huge growth and evolution of the globalisation which also represents an opportunity for the group.The organisation can also penetrate the emerging international market same as what Tesco and Carrefour (a French distributor) did, even if this plans are not in Sainsbury’s board. The investigation of price fixing between the four biggest brand names in the United Kingdom market can have some negative effect in the industry and for every competitor. It would be leading to lose the brand image that Sainsbury’s is having with their consumers. Moreover, the Government is about to decrease the tax rate from 30 to 28 % which will save a weighty amount of money.Sainsbury’s has to follow the packaging and labelling rules according to the food and drinks local laws. * Economic Factors: The significant increase of th e food price is due to the global crisis all over the world, which will probably lead to a higher purchase costs for all the companies in the same market than Sainsbury’s, and in particular Sainsbury’s itself, which will considerably have an effect on the profit, unless Sainsbury’s rise up the price of its products but might then lose some existing customers.We also should underline that Sainsbury’s are also petrol retailer in some of their biggest stores so the increase of the petrol cost will also have an impact on the overall situation of rising prices in Sainsbury’s. This recent credit crunch can reduce the purchasing power of the population and therefore spend less on expensive and quality brand name products, something that could represent a bigger profit for the firm. Sainsbury’s are also into the financial service with HBOS and the as long as the credit crunch is directly concerning financial institutions it will be hard for Sainsbur y’s to provide credits. Social and environmental factors: Nowadays people tend to more buy ready easy to cook meals. This represents an opportunity for Sainsbury’s to enhance and increase its line of this kind of products. People are although looking for healthy and safe food because of the level of overweighed people in the United Kingdom. Sainsbury’s needs to have some stock up and arrange its products according to the customers’ needs and good with affordable prices. Many companies are choosing to be social responsible by reducing the CO2 and using energy efficiency.This is not a choice anymore, every single company that have an impact on the environment has to show and prove that they are helping to reduce gas emissions, so therefore Sainsburys is investing more on those kind of issues and opting for â€Å"Green solutions†. Ethics are also anchored in the question of the environment. The customers want to eat healthy and safe and natural food. Organic food and the treatment of animals is surely a point where Sainsbury’s should be aware of. Its commitment toward its consumers could be jeopardized. * Technological factors:Internet is today one of the main communication tools in the world. It is also used to shop online so Sainsbury’s are providing to their customers an online shopping service with home delivery so any of the companies that are using Internet are increasing their potential market share and therefore there revenues. A third of the Global British revenue is from the online shopping. Self-checkout machines used my ASDA and Tesco first, became a very useful way for Sainsburys to check their customers out and get the process done faster.It is a revolutionary way to save, space (this kind of machines does not take much space) time and money because it boots the sales and no staff is needed, everything is done by the customers, especially in the 24 hours stores. Even if it is not well-known yet, the R adio Frequency Identification Device (RFID) technology could be very useful and beneficial to the supply chain of Sainsburys because it will be more profitable by not having much inventory. Internal Factors:There are ways to examine the different internal factors that could be affecting an organisation which but we will select the 5 forces and the SWOT analyse to do so with Sainsbury’s. Porter’s 5 forces analysis: * Competitive Rivalry: The market of the food sector where Sainsbury’s is operating is an almost saturated market with a lot of competitors and more firms are trying to get into it which makes it become even more hard to compete. Even if Sainsbury’s market share is increasing since restructuring program but they are still have a lot to do to cover the parts behind ASDA and the Leader of the market, Tesco. Barriers for entry: are very high in this industry because it costs a lot and requires a huge investment to face and build a firm in the most sophisticated sector in the United Kingdom, without citing the brand name development which could take years to be done. So therefore, the companies which are already in the market have their place and for the new entrants, it is very difficult to establish themselves. The knowledge of the local community is primordial in this domain and it is a very difficult matter for foreign brands. Threat of substitutes: is very low in the developed markets and starting to be more and more every day in the emerging countries as well because the consumers see it as a necessity. The customers need something else to replace their every week supermarket trolley when it is not available or when they simply want to change. The market is changing and new innovations are taking place to make the Saturday afternoon food shopping a pleasant activity so it is difficult to substitute. * Buyer power: the consumers have a high power imply because there are many suppliers selling almost the same products and people have the choice of a wide range of products. The difference is only made by the value, so the price and quality relationship. Loyalty is also one of the things that a company can benefit from a customer if this person is satisfied, so they are working hard on the customers’ satisfaction. Otherwise, the switching cost is low, and could be zero for the consumers. All the business is about the consumers and its needs. Therefore, in a recession time, it could be given more weight and importance in the decision making which will increase their power. Power of supplier: This factor is more delicate to classify it. We can though call it a reciprocal dependency between the firm and its suppliers. Obviously if one of the suppliers are letting you down (which is not in their benefit anyway) the firm can always turn to another of its thousands of suppliers but might lose some customers who are looking for the same quality and the same price and their sales products will be hugely affected. Sometimes the sales volume of the suppliers is depending on the supermarket’s performance on its products. SWOT analysis: Strengths: Sainsburys has been growing economically continually and regularly for the last 3 years with an average of 7 % per year since 2007. Sainsburys is apparently very well situated in terms of environmental initiatives by dealing with the Fair Trade products (bananas, coffee, etc†¦) moreover; removing the gang master had positive effects on the public, on the consumer brand, green activist and consumers themselves. Sainsburys has clear famous products that increase their sales. According to Dickinson (2008). â€Å"It has been simple for Sainsburys to see uplifts in sales of specific ingredients that have been featured in ad campaigns.Apparently the supermarket had to order nine tons – the equivalent of two years supply – of nutmeg to meet demand when it appeared in one of Olivers hundred-plus ads * Weaknesses: the fact that Sainsburys have been recently taken over by a Qatari private firm can lead to complications in the management of the company and also lose the consumers loyalties. Sainsburys is not in any other market apart from the United Kingdom one unlike its competitors for example Tesco that is existing in the United State of America.Even though they are recording a growth of 7% per year, it still does not cover the distance between them and the challenger ASDA and the leader TESCO. * Opportunities: the alternative businesses in Banking and Properties that Sainsburys are operating on represent an opportunity of growth and expansion. Online shopping are a huge prospective for the future of the sales in all the businesses, not only for retailers. Sainsburys customers can be delivered at home without having to carry bags and so on which will encourage them to purchase more and boot the sales of the company. Threats: Sainsburys have to continuously invest in the environmental questions withou t having the immediate return. Sainsburys Supply chain is directly affected by the bio-petrol that they are subject; therefore, the customers are the most affected in the increased price of fuel. Like any other big firm, Sainsburys is subject of control in all the areas that involves fair competition, environment participation, recruitment and the employment rights, tax laws and a respect of a certain standard in terms of the quality of the products. How Sainsbury’s are dealing with the globalisation:Sainsbury’s had concede a number of factors into the organisation to affect its decision making justifying its change. This same change is also forced essentially from outside the organisation. The external factors are sort of conditioning the internal factors. According to Rigby (2008) one massive factor that is behind all the elements of these influences is the globalisation. It is a phenomenon that has been taking place over the world in the last thirty years. The term of globalisation actually means standardisation around the world of political, economic and socio-cultural norms.It means that the world becomes smaller and trade and communication barriers inexistent. Most of the products that the firm is offering to their customers are not manufactured in the United Kingdom consequently, if there is any issue in the country where that products are produced, it could affect the supply chain of Sainsbury’s. Globalisation has many impacts especially in the big firms such as Sainsbury’s. The company has reacted to it positively in some point and negatively in some other areas.The third biggest supermarket chain has been affect by an IT failure so are giving up the automated systems to get the manual ones back. After the ?140 million losses in 2006, the plan is to get Sainsbury’s back on the rails again by cutting 750 head office jobs and taking in 3000 people from stores personal on the top of four automated depots. Accenture was the IT consultancy company that designed the â€Å"Business Transformation Programme† for Sainsbury’s to create an competitive advantage over its leaders and make work as efficiently and cost effectively as possible with a ? . 8 million seven years contract. However this IT project has not been a success which leads to a rebuild the IT team and renegotiates the contract. Accenture has gradually kept itself far from the supply chain issues that Sainsbury’s had and stated that the contract was not stipulating the cover of these areas in case of problems. Sainsbury’s management strategy as responses: The environment: Sainsbury’s is now developing a strategic method by raising the commitment of the staff to meet their goals.The Energy Team are willing to save energy by showing their colleagues some technics to do so and also reduce waste and eliminate it in the long term. This process is into the Sainsbury’s environmental achievements, and on th e top of it, they are encouraging their employees to be fully involved into a communication process for those employees who agreed to achieve some particular environmental tasks. Sainsbury’s published two Best Practice Guides and distributed it to its managers to organise training and showing examples of responsible practices to employ inside the corporate.The firm is highly committed to the environmental reporting which is within the main part of their strategy. According to According to Shifrin (2008), online sales and reduce the costs of IT made the profit jump. Looking form a globalisation point of view, IT is in the forefront of most of the companies in the business framework by recruiting the new IT Change Director in 2008. Sainsbury’s is therefore taking it as an important key success as it is the first time in the company has the IT department director on the operational board.The firm affirms that it will be increasing its online sales by including non-food go od for sale and indeed it did increase the following year by 40% and is aiming to run the online service from 200 stores by 2010 in a vision of a major progress of its internet transactions on all its products. Sainsbury’s reaction to effective change in its board: According to Official J Sainsbury’s PLC Website (2010) In June 2010, Sainsbury’s has declared changes inside the company’s boards. This change is aiming to support the company‘s long term growth strategy and enhancing the teams.Mike Coupe is now a Trading Director will be transferred to the post of Commercial Director on the plc board without losing its duties in the Trading and IT department. Darren Shapland, the financial Chief Officer will be in his turn promoted as Group development Director on the same board than previous colleague, and responsible of the company’s growth results in all the branches of the group (Sainsbury’s bank, Property and Sainsbury’s). John Roger will be helping him in the operating board having already worked in the Group finance and Director of Corporate Finance during 20 years.In addition to these experienced people, Sainsbury’s appointed Helen Buck as Convenience Director. She has being recruited in 2005 and held many post of responsibility in the company with more than 30 years experiences in the domain of retail and strategic consulting. Try something new today: According to Andy (2006) This new slogan that Sainsbury’s has invented in 2006 is to encourage the customers to try something new in their shopping basket. That little extra money that they are going to spend every time they shop allowed them reach the sales led recovery of ? . 5 billion revenue and it generated ? 550 million in two years only. The firm has a very clear target to get the people change their behaviour of shopping through all the networks. Sainsbury’s want to make the customers come to enjoy their food shopping and tast e the difference between its diverse products. This strategy has mainly being relied on TV advertising which lead to an obvious improvement of the results and getting the distance of the market share smaller between them and their competitors ASDA and Tesco. Supply chain :The third biggest supermarket brand name in the United Kingdom has seen its overall profits increasing significally after enhancing their supply chain strategy. The company recorded 2. 9 per cent revenues more than Tesco in terms of total sales including online performance. The supply chain and IT improvements have booted the company’s records and leaded it to a continous progress over the time. In 2009, Sainsbury’s expanded its online services by selling more than 8000 non food products and currently testing â€Å"click and collect method† in few of its stores.With the launch of the shopping from home such as little stores called Local Sainsbury’s on the top of the very wide range of me rchandises that they sell, they are developing a certain number of supply chain network with its level to cope with the difficulty of the process. Logistic teams are usually responsible of managing the movement of the supply chain. Distribution are taking care of the delivery of good in the stores and physical stock. Sainsbury’s have faith in that in the process of continuous evolution and will bring its fruits over the time. Recommandations:In a globalisation prospective, Sainsbury’s should seek other international markets in order to gain more market share and increasing their revenues, while Tesco are doing well around the world and operating in 17 countries in three continents. They should also perfectionate their supply chain and the IT governance that seemed to be fragile even though an improvement in the last few years. Increasing the number of stores and seeking new territories where Sainsbury’s could open new supermarkets and Local Sainsbury’s. T aking example of its leaders is also a way to improve in many aspect in the company.

Jumanji Author Van Allsburg Essay Example

Jumanji Author: Van Allsburg Paper Plot: Jumanji features a narrative plot. Although the events that result from the childrens actions are not necessary logical, the action in the story moves forward recognizably through both text and illustration, and the story comes to a mysterious, yet satisfying, ending. The plot centers on the childrens completion of their game. Setting: Most of the setting is communicated through clear illustrations in this picture book the pictures are representational of ordinary things in a family household, with images of a kitchen, a living room, a childs bedroom, and familiar objects throughout. The childrens adventures are displayed throughout the house. The setting is crucial as it allows for readers to relate to the characters within the book. Characters: This fantasy picture book depicts the characters as typical, relatable children who aim to cure their boredom. Through their dialogue and through illustration we find them to be inquisitive and fun-seeking. They start out rather haphazardly and incautious, but emerge as precautious, learned individuals. The illustrations lend to the characters believability. Point of view: This book is written in the third person and focuses on the perspectives of the children, Judy and Peter. Theme: Jumanji is a cautionary tale. It also teaches children that despite a frightening situation they can come to a solution. Combination of the literary elements into an overall statement: Judy and Peter are bored after being left home alone while their parents attend an opera. Searching for something to occupy their time, they venture outside to play. Escaping a playful attack from his sister, Peter hides behind a tree where he finds a box labeled, Jumanji, A Jungle Adventure Game. We will write a custom essay sample on Jumanji Author: Van Allsburg specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Jumanji Author: Van Allsburg specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Jumanji Author: Van Allsburg specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Still seeking entertainment, the children take the game home to give it a try. A seemingly harmless and ordinary game, Jumanjis instructions warn: Once a game of Jumanji is started it will not be over until one player reaches the Golden City. Thinking nothing of the instructions, Peter casually goes first only to find himself under attack of a real lion. He barely manages to escape by locking the lion in his bedroom. As each player rolls the dice, and moves their game piece further through the board they find themselves in another predicament. Monkeys raid the kitchen, a monsoon begins in the living room, a lost jungle-guide, rhinoceros and snake invasions, even an erupting volcano. Finally, Judy reaches the Golden City, and the game is done. As mysteriously as all of the fantastic things had appeared, they disappear. Without saying a word, Judy and Peter box the game back up and run to drop it back where it was found. After returning home with Judy and Peters parents, the Budwigs tell the children of their sons lack of commitment and refusal to read directions. Looking out the window, Judy and Peter see the boys as they discover the Jumanji box. Artistic Elements Media and technique: Jumanji is done in gray tones with something called Conte dust and Conte pencil. The lack of color and lack of feeling in the background of the images is a sharp contrast to the extraordinary events that take place within the illustrations. Style of Art: Surrealism The pictures are extensions of the fantastic tale told in the text. They portray incredible events taking place in what appears to be a typical household among apparently realistic children. Each illustration is brimming with detail. Composition: Most of the pictures are at eye level, so the reader feels like he or she is in the house along with the characters. Early in the book, shortly after the children have started to play the game, Judys roll of the dice results in monkeys raiding the kitchen. In the illustration you can see both the expression on the monkeys faces and Judys face. The perspective is from an angle behind the kitchen table and below the action in the picture. The reader feels the sense of surprise and urgency in the picture as if he/she were really hiding from the sudden monkey invasion. Placement on page: Each of the illustrations is placed in the same manner. The focus of the story line appears at the center of the illustration. As the explanation of the game is being given in the text, there is a subsequent illustration depicting the children starting to play. The winding path of the board game is in the center of the illustration, making the warning of the game not ending until one player reaches the Golden City appear to be quite an exhausting journey. Line, shape, texture, color and design: Great texture and detail are given to some objects while others remain dull and plain. The children and the resulting events of the game, the animals, volcano smoke, etc. , are given great detail while many of the objects in the background remain dull and flat. You can nearly see every hair on Judy and Peters heads, in the lions mane, on the monkeys. The children appear almost molded. The shapes are very realistic and representational. The use of black lines on white and white lines on black draw attention to sources of light in the illustrations. The variations of perspective give depth to each illustration. Analysis and Critique Literary and artistic effectiveness: This picture book is well written, with a mysterious and engaging plot. The illustrations reinforce the excitement of each event as the game unfolds. The reader is curious as to what predicament will plague the children next, and if and when the children might reach the end of the game. With the simplicity of the story and the amazing illustrations, Van Allsburg has created a picture book that would appeal to people of all ages. Social relevancy: Jumanji warns children to be cautious in their adventures and to always read directions. It can also help children to see that despite hectic situations they can find resolve. This would be relevant in realizing that their can be a solution to any of a number of outrageous situations that an individual or the American public as a whole might face. It can teach children that they can be responsible and capable of taking care of themselves once they are old enough to be left home alone. Overt and/or hidden messages: I disliked the fact that Judy and Peter are depicted as fairly young children, yet are left home alone for a lengthy amount of time. Though this might be reassuring for a child who is old/mature enough to be left home alone, this might scare other children who are not yet ready. Age appropriateness: Based on vocabulary and illustration, I would share this book with children as young as early elementary school. Although, at an early elementary age I would make it apparent that children do not have to be left home alone. Creativity Ask students what they would do if they play Jumanji and were in the same situations that Judy and Peter were in? If their house were overrun by monkeys? Flooded with water? You could bring in photographs of the animals depicted in the story.

Singtel Environmental Forces Essay Example

Singtel Environmental Forces Essay Example Singtel Environmental Forces Paper Singtel Environmental Forces Paper In order to offer the newest innovations to their customers, they must continuously invest in their technical infrastructure. New technologies, such as the G service for mobile phones must be introduced at the time to let customers make full use of their mobile phones. However, Singlet must assure that they have enough capacity to change to a faster system. As a result, they reduced the data volume for all new contracts from 30 KGB to 12 KGB and from 12 KGB to 2 KGB for cheaper contracts. Additionally, Singlet has won the Asia Communication Award 201 2 for its excellent cloud computing service. This is ND consecutive year Singlet has won this award. 2. 1. 2 Demographic Demographics are another important nongovernmental force. Demography is the study of populations in terms of size, density, location, age, gender, race, occupation and other characteristics. Singlet wants to know who are their customers. This is, in is order to provide customized services which are matching to different groups of the population. To attract new customers they must identify the customer needs. This is also closely related to customers. After demographics have been analyses Singlet can move over to look for potential customers. As for teenagers, they normally use prepaid cards which they can top up whenever they need to. Furthermore, as more and more people own smartness, even primary school kids start using them. This is an example of change in purchasing pattern in the mobile phone sector among teenagers. Since the new generation grew up with smart phones, they are likely to buy one in their early stage of life. Therefore, prepaid cards are inappropriate because most prepaid cards do not offer sufficient mobile data usage. Another example, heavy users, such as property agents or insurance brokers are dependent on unlimited usage plans. Thus, Singlet must offer phone and internet plans that satisfy personal users as well as business users. 2. 2 Micromanagement Micromanagement is the internal environment on which the company has an impact. It includes company, suppliers, marketing intermediaries, customers, competitors and publics. 2. 2. 1 Competitors The Singapore market has three telecoms annunciation companies. Basically, all three are offering the same services, makes it really competitive in this relatively small market. Operating carriers are MI, Singlet and Startup. Singlet is the leading carrier with a 43% market share in postpaid and 53% in broadband internet (31 . March 2006). Nonetheless, MI and Startup are trying to attract more customers by giving them better conditions as they receive at Singlet. For example, per minute billing is only used by MI and Startup. They just accumulate all outgoing calls in seconds which is more accurate in terms of usage and gives the user more time to call whereas Singlet even charges you 1 minute even though duration of the call is only 10 seconds. However, still many people and businesses stick to Singlet. Being one Of the largest telecommunication companies, Singlet is able to provide their customers the new G mobile service as first carrier in Singapore. This gives Singlet an competitive advantage over the other carriers who will follow later this year. In addition, Singlet won the Computerized Singapore Customer Care Award 2012. 3000 of Singapore?s most progressive information executives have voted for Singlet in the first quarter of 2012. This is the 5th consecutive year Singlet has won this award. 3. 0 Conclusion Singlet is still in its leading position in Singapore since they hold the highest racket share.

Decisions in paradise, Part II Essay Example | Topics and Well Written Essays - 750 words

Decisions in paradise, Part II - Essay Example So, the key here is, organization should aptly study the new territory or market’s business environment and the factors that may impact its operations before embarking on. One of the key decision making technique or tool, which can enable the organizations including ARS Corp to do that study, is SWOT SWOT is an acronym that stands for strengths, weaknesses, opportunities and threats. This business aiding analysis is good for correcting the problems related to strategy, position and direction of an enterprise, it measures a proposition or an idea and it is a subjective assessment of data arranged in a logical order that helps to understand, present, discuss and solve a problem.(Camillus, 1986). With ARS Corp deciding to go for the establishment of a Business School, this tool can be aptly used to study its potential. The strategic planners are required to use SWOT analysis in order to come up with effective strategies. SWOT analysis involves critical examination of organization al strengths, weaknesses, opportunities and threats. Strengths and weaknesses of an organization are normally brought up by internal factors. (Chapman, n. d.) So, SWOT analysis can be used to find out the strengths and the weaknesses of ARS Corp in relation to its plans in Kava. At the same time, the other two criteria of opportunities and threats can be used to focus on the external environment in the Kava market. In addition, by doing this decision aiding process, SWOT will be able to build on its strengths and opportunities available, and the same correct the weaknesses, and overcome the threats. (Harrison & Pelletier 1999) If these factors are aptly identified and focused, they can be utilized by the decision makers in ARS Corp to make an optimal entry into Kava. When this SWOT analysis is applied regarding ARS Corp’s entry into Kava and its proposed setting up of a Business School, it gives various perspectives. Strength: One of the main strength of ARS Corp in relation to its plan of business school is its previous expertise in business management. As business schools and business management techniques implemented in an organizational setup are much correlated, its management expertise can be analyzed and focused on setting up the business school. The other strength is Business school can be the most cost efficient means of doing business in Kava because of minimum investment and no need for continuous flow of raw materials. Weaknesses: Although, ARS Corp has good business management acumen, its lack of experience in the education sector could put across some challenges. This weakness of ARS Corp could be seen when the process of establishing the business school is started, and also when it is being run. The initial work regarding the formulation of syllabuses and other apt infrastructural needs could be a challenge for ARS Corp considering its lack of experience. Opportunities: Kava has a sizable youth population and all these youths are perfect target customers for ARS Corp. The other key opportunity for ARS Corp through this venture is the elevation of its Corporate Social Responsibility (CSR). By setting up a Business school in an underdeveloped region like Kava, and providing the youths with good education can elevate its ethical or CSR image. In addition, well equipped students from this School can be absorbed into ARS Corp’

Financial Risk Management Assignment Example | Topics and Well Written Essays - 1500 words

Financial Risk Management - Assignment Example 141). In this paper, Deutsche Bank, AG will be the organization that will be analyzed for its risk management and risk types it confronts. The types of risks that Deutsche Bank faces include: Credit risk: Credit risks come up from all dealings where concrete, conditional or possible claims in opposition to any counterparty, debtor or obligor. Deutsche Bank jointly refers to these parties as counterparties, as well as those claims that the bank plans to allocate (Deutsche Bank, 2011, p. 13). The dealings done on this risk are normally part of our conventional non-traded loaning operations like advances and provisional liabilities, or the direct exchange activity with clients like OTC byproducts, FX advances and forward rate agreements. Market risk: Market risk can be described as the likelihood for adjustment in the market worth of the bank’s exchange and investing positions Deutsche Bank, 2011, p. 14). Risk could come up from contrary alterations in interest rates, credit spre ads, foreign exchange tolls, equity costs, prices of goods and other pertinent parameters like market instability and market indirect default possibilities. The bank distinguishes amid three considerably dissimilar sorts of market risks. Operational risk: Operational risk is the likelihood for failure, as well as authorized risk, with regard to workers, predetermined conditions and records, expertise, substructure failure and crises, powers from outside the bank and client relationships. Operational risks do not include business and reputational risk Deutsche Bank, 2011, p. 13). Liquidity risk: Liquidity risk is the risk coming from Deutsche Bank’s potential incapacity to meet every responsibility when they arise because of simply being able to meet these duties at excessive expenses Deutsche Bank, 2011, p. 14). Business risk: Business risk describes the risk that Deutsche Bank presumes because of potential adjustments in overall business necessities the bank’s market environment, clientele actions and technological development. This could have an impact on the results of the bank is they do not change rapidly to these adjusting circumstances. Additionally, Deutsche Bank also encounters some other sorts of risks under the business risk category. They include reputational risk, insurance-specific and concentration risk. These risks are considerable linked to one or more of the stated risk sorts Deutsche Bank, 2011, p. 13). Reputational risks: With Deutsche Bank’s risk management procedures, the bank is able to describe reputational risk that advertising regarding dealing, counterparty or business parties engaging a customer will destructively affect the community’s faith in Deutsche Bank. A number of strategies and guidelines create the outline of the bank’s reputational risk management. The main accountability for the recognition, escalation and solution of reputational risk problems are inherent with the trading sector Deuts che Bank, 2011, p. 15). The risk management departments help and recommend the business sectors in determining that reputational risk issues are properly recognized, intensified and handled. Insurance-specific risk: Deutsche Bank’s disclosure to insurance risk is associated with Abbey Life Assurance Company Limited and the described advantage pension obligations of Deutsche Bank Group. The risk management of Deutsche Bank considers insurance-associated threats

Business Relationships Essay Example | Topics and Well Written Essays - 2500 words

Business Relationships - Essay Example Most business relationships contain elements of cooperation. In addition, business relationships include competition. Further, business relationships include Internal Demand Management, Also, business relationships include Relationship and Supplier Selection. Plus, business relationships include Customer Relationship Strategy. And, buyer-Supplier Negotiation. Further, most business relationships contain elements of cooperation. Often, the cooperation being companies in the same market segment starts before any formal agreement has been perfected. one company even developed the political power to try to solve some of its own business problems by searching and forging an alliance with other business organizations. It had to address some of the issues in terms of reversing its sales slowdown. Many companies will present their best assets and income generating plans to its prospective partner organisation in order to win its nod to the merger. Many companies enter into mergers and consolidations by contributing money industry and business secrets with the end in mind of distributing any profits among themselves after each accounting period ends (Child, and Faulkner 1998, 84). And, this means that many companies join mergers and consolidations by taking into consideration the structure and system that are to form the basic framework for bringing their strong business alliances to life. Many companies consider their prospective partners' complementary part in their business union by taking into consideration the assets, skills and the possible synergies that could crop up as result of the business union. Many companies take into consideration the culture of the other company interested to join a merger or consolidation. Many organisations enter into informal merger or combination with other companies in the same line of business. For, many partners want to have a fair and reliable business agreement with other companies. Many of these partnerships agree to have fair and reliable agreement. These business agreements generally include the division of profits, segregation customer base, and other related concerns that would result to a fruitful relationship. In short, one of the most important topics that businesses combining with other businesses discuss is the appropriate value given to assets, liabilities, capital, revenues and expenses (Child, and Faulkner 1998, 84). In addition, business relationships include competition. Many companies have launched their products in the market with the hope that they will be able to swallow a large portion of the competitors' market share in terms of products. The political economy approach often brings a health competition among the different companies engaged in the same kind of business. international business have joined together in order to increase their market share over their competitors in the business wold. Today, the business environment has been renovated and innovated in terms of urban setting. Many competitors have bonded together to improve the lives of the employees as a member of its fold as well as their families (Clark 1999, 133).Cooperation crosses many boundaries. The beneficiaries of the public goods come from many countries, age, sex, beliefs and other diversities. The cooperation between two companies include companies located in both the

Indian air force

Indian air force CHAPTER I INTRODUCTION Indian Air Force is undergoing a major shift in the field of technology and information warfare which requires the steady infusion of new technology and modernization and replacement of equipment. However, material superiority alone is not sufficient. Of greater importance is the development of doctrine, organizations, training and education, leaders and people that effectively take advantage of the technology. While fancy gadgets are nice, technology will not achieve full spectrum dominance without knowledgeable people. Professional continuing education can bridge that gap. In the bilateral exercises with the air forces of USA, UK, FRANCE, SOUTH AFRICA, SINGAPORE and RUSSIA, our men and machines put up outstanding performances making the world take notice of our exceptional professionalism. Besides exercises, the contribution of IAF detachments in peace keeping operations too has been exemplary[ii]. At the same time, IAF is undergoing unprecedented historical changes. From being a sub- continental force, it is transforming itself to become a force having continental reach and effect. We are acquiring state of the art equipment and technology and are linking ourselves with space. The modernization process includes acquisition of AWACS, additional Air to Air Refuellers, Aerostats and high technology aircraft and precision weapon system[iii]. All this is planned to be achieved by year 2022. Obviously, the technological environment surrounding military members will be very different than the one today[iv]. A full-fledged war is unlikely[v]. The expected nature of conflict could be asymmetric warfare. The military conflicts that do occur will probably be limited in terms of objective, area, force utilization and time; but the perpetrators and the responders will both use the military only as one part of a closely integrated multidimensional effort[vi]. Civil and military interaction would be inescapable. Psychological warfare (PSYOPS) and effective utilization of the media would be the indelible ingredients of the coercion process[vii]. All this would require the officers to handle a large amount of information which would be time consuming and tiring both physically and mentally. They would be required to understand the political, economic, diplomatic, technical and military environment. Most of the operations would be joint and a cyber war would add another challenge. Therefore, there is today a need to evolve an effective Professional Military Education (PME) program to develop future Aerospace leaders who are able to quickly understand the complexities of the prevailing situation and appropriately apply the highly potent capabilities of Aerospace power to achieve the desired results most cost effectively. METHODOLOGY STATEMENT OF THE PROBLEM This paper focuses on Professional Military Education (PME) requirements of the officer cadre in view of the transformation of the Indian Air Force by 2030. HYPOTHESIS India is likely to grow ten times bigger by the year 2050[viii]. In consonance with the emergence of an economically strong and technologically advanced India, its role in global affairs is likely to increase further. The young officers would get more exposure in working along with air forces of the other countries. They may be required to project Indias views on complex issues in international fora. This would require them to possess greater cognitive skills and better cultural awareness of international politics in general and of South Asia in particular. With the technology advancement in the inventory of the IAF there would be a requirement of exploiting technology to its maximum effect. Also, the large scale data base of information would pose difficulties to the officer in decision making. While hardware is important, it is converted into capabilities by people. Aerospace power requires highly-skilled and impeccably trained personnel. Also, in aviation, optimum performance usua lly lies close to safety margins, which brings in the concern of costs both in human and material terms. Attracting quality youth, training and retaining them is another of IAFs challenges. Inculcating qualities of leadership and innovativeness and ushering in meritocracy and productivity are important on our agenda. However, the expanding civil aviation sector exerts a huge pull on this resource and we are doing our best to blend personal aspirations with organisational compulsions. We need Government support to make this happen. Updating of skills is an associated challenge, for which international exposure has been very useful. But in the long run we might need an Air University. Again, if our manning is adequate, we would be able to send our people on sabbaticals of higher learning. As the hardware changes, new capacities and capabilities are generated that sometimes radically alter the way we do business. And it is hard to do things differently with the old processes, interfac es and organisational structures. Keeping pace and adapting to the changes, as an organisation, is another challenge. JUSTIFICATION OF THE STUDY India will emerge as a major regional power in the early 21st century and IAF organisations capabilities will, to a significant degree influence the outcome of future wars in our region[ix]. No other profession demand more of a human being, than the military profession[x]. It is noteworthy that, despite the responsibilities attached to the man in uniform, very little has been written about the kind of education that he undergoes. While IAFs vision 2020 gives the force structure in the future battlefield scenarios it neither talks about how the IAF would be providing PME to the future leaders nor the infrastructural requirements to meet the demands. Today, we stand astride a transitional period, as the machine age moves into the information age[xi].New technologies are increasing our military capability almost daily which has resulted in exponential increase in the complexity of the modern battlefield. The challenges before us place an enormous intellectual demand upon our military professionals[xii]. In our urgency to adopt technological transformation, we are neglecting the human side of the equation. We have plans to advance our weapon technologies, but a similar commitment is not seen to advance our officers understanding of the art of warfare. The complexity of the modern battlefield requires a deeper understanding of the operational art of war for which we need to push the joint professional military education system to meet that need. It must give students the intellectual tools they need to fight the next war- not the war they are fighting today. SCOPE This study addresses the PME requirements of the officer cadre in view of the emerging technological changes brought out in the organization by year 2030 as a result of Revolution in Military Affairs. OPERATIONAL DEFINITIONS PME Is intended to provide the student with three critical kinds of knowledge: the ethos, culture and core values of his or her service; the technical and tactical skills appropriate to how that service wages war; and most importantly, the wisdom and judgement to be applied in a multiplicity of situations[xiii]. Military education and training is a process which intends to establish and improve the capabilities of military personnel in their respective roles. Military education can be voluntary or compulsory duty. Before any person gets authorisation to operate technical equipment or be on the battle field, they must take a medical and often a physical test. If passed, they may begin primary training[xiv]. The military concept of Revolution in Military Affairs (RMA) is a theory about the future of warfare, often connected to technological and organizational recommendations for change in the United States military and others. Especially tied to modern information, communications, and space technology, RMA is often linked to current discussions under the label of Transformation and total systems integration in the US military[xv]. Continuum of Learning links Education, Training and Experience through an officers career to produce the right person at the right place and time to achieve AF missions[xvi]. Knowledge management is the end-to-end continuous process that describes the systematic creation, acquisition, integration, distribution, application and archiving of knowledge to drive behaviour and actions which support organisational objectives and mission accomplishment. METHOD OF DATA COLLECTION Despite being a very contemporary topic, not many books/ publications have been written on it. The data for this paper has been collected mainly from the books, periodicals, college lectures and various sites on the internet. Bibliography is placed at the end of the text. ORGANISATION OF THE DISSERTATION It is proposed to study the subject in the following manner:- Chapter 1- Introduction and Methodology. Chapter 2- Transformation of the IAF by 2030. Chapter 3- Recent Training Developments in IAF. Chapter 4- PME and Technological Challenges. Chapter 5- Concepts on Future of Air Force Education and Training. Chapter 6 Desired Traits in Future Leaders. Chapter 7- Officers Professional Military Education Policy: US Armed Forces. Chapter 8- Limitations in PME. Chapter 9- Recommendations: Educational Requirements Chapter 10- Conclusion. CHAPTER III TRANSFORMATION OF THE IAF BY 2030 Enhancing Combat Power Two eventful developments have made it easier to predict the shape of the IAF in 2030. First was the emergence of India as the new economic powerhouse; second, was the IAFs growing aspirations to transform itself from a mere sub-continental, strategic aerospace power in conformity with other leading air forces in the world[xvii]. The IAF would be required to acquire comprehensive capabilities cauterised by flexibility, quick response, mobility and transportability of all forms of national power, as well as, long reach and precision targeting firepower with minimal collateral damage. The IAF is at present struggling with a depleted strength of around 30 squadrons[xviii]. Therefore, IAF will have to embark on a modernisation plan coupled with a comprehensive inventory augmentation programme to build up its combat force to the desired levels. The aim would be to augment the squadron strength to 45 squadrons by 2030[xix]. This would amount to approximately 900 combat aircraft[xx]. In addition to this the IAF would induct large no of Heavy Lift and Medium Transport Aircraft. The helicopter fleet would induct sophisticated platforms like Apache AH-64 and the LCH. The force multipliers would include the IL-78, FRA, AWACS, AEWC aircraft. UAVs would play an important role in not only war but also in Operations Other Than War. The IACCS, AFNET and the Defence communication Network would provide large information to the user and require 24 hour monitoring. To cater for this large inventory the requirement would be of focussed logistics and the maintenance setup which again would be dominated by the technology. By 2030 new areas of expertise and specialisation may be necessary. In 2030, we may find it necessary to deploy space warriors, or hackers, instead of (or in addition to) a more traditional military force. Future Warfare The first important consideration is that all military action against the two major adversaries, China and Pakistan, would be taken under the shadow of proclaimed nuclear capabilities. Secondly, the operating environment and manoeuvre space for the armed forces will be increasingly restricted due to various factors, such as need to minimise collateral damage, legal and international issues and media glare. Last, but not the least, would be the increased relevance of technological dominance in the conduct of operations, irrespective of the level of conflict[xxi]. A typical air campaign will be executed at a very high intensity and with reduced Decision Cycles'[xxii]. All assets would be networked to such an extent, that they will provide total transparency of the battle-space, so as to dominate the operational environment, through control over the domains of Information, Space and Cyberspace. ISR assets on station would provide real time intelligence and targeting assessment that would permit switching of responses instantaneously, as the battle progresses. Such flexibility and responsiveness would be possible only by the networking of all elements on a secure and robust architecture, which will enable distribution and access to all kinds of data. Possession of these capabilities and flexibility in their employment will hold the key to success in both conventional and sub-conventional scenarios. CHAPTER IV RECENT TRAINING DEVELOPMENTS IN IAF In the year 2005, a review of training courses was carried out by Air HQ and HQ TC to overcome some of the existing limitations[xxiii]. The aim was to reduce the duration of absence of officers from the operational units, streamline the course syllabi and provide Just in Time training. It was felt that the basic learning should be carried out more by Distance Education with a short contact programme. Distance Education leverages existing technology to provide learning to wider audience at different locations and that too at low cost[xxiv]. In addition, all the courses were graded and the Grade Point Average is now linked with promotions. In the new system, instead of JCC, there is Basic Air Staff Course at AFAC for all officers with minimum 03 years service, Basic Professional Knowledge Course for all aircrew with minimum 4.5 years service, Intermediate Air Staff Course at AFAC for all officers with minimum 07 years service, QFI/FCL/TP courses between 08-11 yrs, Advance Professional Knowledge Course with minimum 9.5 years service, Advance Air Staff Course between 10-12 years and HACC between 19-21 years of service. The main benefits of the new training policy is that in a methodical manner, wider number of officers benefit from these courses, as some of them are mandatory for all officers to attend, current issues get speedier dissemination to a wider audience and knowledge bank gets continuously updated as information eventually would be available at Air Force WAN. There would be two sets of mandatory courses each year that itself will constitute two parts; the first part would be Distance Learning (DL) and the second part Contact Program (CP) at an appropriate location. The Air Force Academy shoulders the prime responsibility of initiating the leadership development program in the IAF[xxv]. The essential focus at AFA is on teaching basic flying skills, enhancing knowledge on flying related subject and air and space issues and developing physical and mental toughness. When the young officers reach the operational units, the responsibility for continuing with their leadership development process lies with the Commanding Officer/Station Commander. For the pilots, initially the officer focuses on learning how to fly an advanced ac and how to use it as weapon system. Subsequently, he is taught how to lead in air. Flying itself relates to an unknown environment and to an extent develops physical courage. Whilst they are learning advanced flying skills, they are also exposed to secondary duties that deal with administrative aspects like Adjutant, UFSIO or Oi/c messes, though in an adhoc fashion. During the formative years, there is very little structured exposure for the pilots towards administering and leading men on ground. This deficiency stand out when they become Commanding Officers and have to perform administrative functions too[xxvi]. After few years of service, the young officer is eligible to undergo BASCO/BPKC[xxvii]. The AFAC teaches him basis aspects related to administration, AF Law, Psychology, Leadership and Airpower. CAW teaches aspects related to airpower employment to flying branch officers. At TACDE, the fighter and helicopter aircrew learn qualities of leadership in air, while undertaking FCL/FSL/HCL/MFC/SAGW courses. Subsequently, the officer undergoes ISCO/APKC. However, the training of young leaders till now deals only at the tactical level. The next step in the officers leadership development program is to undertake the Air Staff Course at DSSC, Wellington. The course exposes officers to perform effectively in Command and Staff appointments tenable by Sqn Ldrs to Group Captain ranks. After the officer has finished command of a unit, he could be detailed for Higher Air Command (HACC)/Higher Command/ Naval Higher Command Courses at College of Air Warfare / Army War College / College of Naval Warfare or for Higher defence Management Course (HDMC) at CDM. The aim of HACC is to train selected officers of the three services to occupy senior Command and Staff appointments, who will be involved in planning and conduct of operations and for command of stations. However, only selected officers undergo such courses. NDC is the last structured course on national security and strategic studies in the leadership development process[xxviii]. This is pitched at the grand strategic and strategic level to provide insight into issues related to national security and higher leadership requirements. CHAPTER V PME AND TECHNOLOGICAL CHALLENGES The new military soldiers, who use their brains, can deal with a diversity of people and cultures, who can tolerate ambiguity, take initiative, and ask questions, even to the point of questioning authority. The willingness to ask and think may be more prevalent in the US armed forces than in many businesses. As in the civilian economy, fewer people with intelligent technology can accomplish more than a lot of people with the brute-force tools of the past[xxix]. Alvin Toffler The challenge before us is to absorb new technologies and translate them into operational effectiveness. Managing this period of transition is the task before all of us and we are confident that we shall find new and innovative ways to fully exploit our new inductions[xxx] . Air Chief Marshal PV Naik Technology is one of the factors necessary to meet the capability requirements of PME 2030. Trends in technology today, in general indicate the technological fields of the future will be tremendously fertile and highly affordable[xxxi] . This would help people to connect to each other easily, access data and to train computer networks to automatically gather and analyze data based on user demands. Virtual reality is being used now as one solution to the information overload[xxxii]. Automated assistants with even greater capabilities will ensure current and relevant information tailored to his or her needs and background. The military services are actively developing artificial intelligence and expert systems to aid humans digest information and act on it[xxxiii]. For example, the systems are been developed for analysing radar signatures, labelling automatically generated situations and air-to-air encounters, planning for contingencies, diagonising maintenance problems on aircraft, playing the role of intelligent opponent in war games, developing attack strategies for complex targets, helping to detect the counter C3 countermeasures, providing advice on allocation decisions and even predicting likely locations and times of outbreaks of violence. The pace of technological improvements will continue to accelerate. Exponential change will be the norm. Increases in computing power, graphics and bandwidth will lead to advancements in visualisation, modelling, simulation and animation[xxxiv]. Therefore, our PME system must respond to the exploding technological and informational environment, evolving personnel characteristics and the fiscal constraints. Obviously, the technological environment surrounding military members will be very different than the one today[xxxv]. It will include commonplace use of artificial intelligence, intense miniaturisation, expert systems, virtual and artificial realities and automated computer assistants. Therefore PME 2030 must harness this technology to educate the entire military force. Since, the rate of change in technology and the rate of growth in available information increase every day, all the technological advances mean that by 2030, information needs will grow exponentially and the amount of new information will be astronomical. Without careful planning and information- handling skills, the decision makers of the future will be susceptible to analysis paralysis[xxxvi]. Handling Space would be another challenge in any future vision of the IAF. In his book The Next Hundred Years, George Friedman predicts the possibility of the next Great War being fought almost entirely in space. By about 2050, he suggests the US would operate huge space stations- which he calls Battlestars after the popular TV series-that would serve not only as weapon platforms but as command and control centres to manage conflicts on the Earths surface[xxxvii]. One system of satellites alone generates more than 10 quadrillion bytes of information about the Earth, equal to about 10 billion books[xxxviii] . This will pose difficulties to military analysts in determining and locating the critical information which can mean life-or-death and success-or-failure in the combat environments of 2030. The military education system must help analysts and operational units by determining which methods and technologies will be needed. CHAPTER VI CONCEPTS ON FUTURE OF AIR FORCE EDUCATION AND TRAINING We have all heard the phrase flexibility is the key to airpower. I would like to add that Knowledge- Enabled Airmen are the key to flexibility[xxxix]. Michael W. Wyne The concepts that are essential to meet the needs of the future Air Force and defines one approach to the future of education and training are[xl]:- Knowledge Management. Continuous Learning. Precision Learning. The requirement is to develop and field systems that are not just network-centric, but knowledge-centric. For the air force of the 21st century to be agile, adaptive and learning organisation it must embrace change, accept risk, cope with reverses and learn to reinvent itself constantly[xli]. To achieve this we need to transform our existing education and training system to build a future learning organisation employing new learning concepts and leveraging new technology. The future Air Force must successfully operate in and dominate not only the domains of air, space and cyberspace, but the cognitive domain as well[xlii]. The cognitive domain exists in the human mind and involves information processing. Therefore, IAF must focus its transformation efforts to achieve superiority in the cognitive domain and to achieve cognitive and learning superiority; the air force must develop a new learning culture. Future Learning Knowledge Management Knowledge management is the end-to-end continuous process that describes the systematic creation, acquisition, integration, distribution, application and archiving of knowledge to drive behaviour and actions which support organisational objectives and mission accomplishment[xliii]. Knowledge management captures both existing and newly created information and knowledge, stores it in an enterprise knowledge base through which information can be distributed, shared and accessed by the officers to support both learning when and where needed and the application of knowledge and skills to perform assigned tasks and solve problems. Officers need to be more creative and innovative to solve tomorrows problems. Therefore, access to a dynamic knowledge base will provide closer integration between training and operations. In the IAF there is a requirement of a major cultural change to become a learning organisation. Air force knowledge management system will be revolutionary, leveraging existing efforts and rapid technological advancements. The requirement is not only to train the way we fight but to fight the way we train using the same knowledge databases, networks and technologies. With the development of the AFNET, The IAF has a unique opportunity to leverage new technologies to advance the knowledge management concept. This can serve as a potential platform for the delivery of services supporting future learning systems and the distribution and application of knowledge. As the culture of learning is instituted in the organisation, it would be easier to master the cognitive domain. Continuous Learning In the future wars highly skilled and educated Air warriors would be required[xliv]. The key to personal and organisational growth in the Air Force, and development of officers dealing with complex missions operating in air, space and cyberspace is continuous learning. Continuous learning focuses on the development of the officer from before commissioning through retirement and beyond. This concept is consistent with the continuum of learning. It allows the officer to individually recognise the right skills, knowledge and the aptitude they need to accomplish assigned tasks and missions. This requires a systematic and holistic approach so as to provide the right education, training and experiences at the right time. The basic principles embodied in continuous learning include[xlv] :- (a) Recruit the best and brightest candidates who can learn and operate in the future Air Force. (b) Offer effects- based learning opportunities based on learning objectives and outcomes. (c) Provide career long progression through deliberate education, training and experimental opportunities to enable officers reach their full potential. (d) Provide learning opportunities on demand. (e) Provide a push and pull system to make learning opportunities available when and where appropriate to enable a sustainable military advantage. (f) Leverage operational competence and tactical expertise through timely education, training and experience. (g) Development supported by leaders who internalise and visibly espouse the vision, values, climate, motivation and behaviours that constitute the new learning environment. Training, education and experimental learning power continuous learning[xlvi]. Therefore, it would be important to use these means to develop the appropriate combination of specialists and generalists to meet the mission requirements. Future officers would be required to perform a wide variety of functions, enabled by new technologies, new learning paradigms and robust knowledge management systems. Continuous education offer a good opportunity to reduce skill decay, keep skills current and remain informed of the latest technological changes and developments in the field. Two factors which epitomise the need for continuous learning are critical thinking and problem solving skills[xlvii]. With the process of continuous learning the critical thinking will no longer be restricted to the senior Air Force leaders. One of the most challenging skills to develop is leadership at the tactical, operational, and strategic levels. Successful application of human judgment to orchestrate mission success requires much more than force of personality. In the future, it will require a greater ability to multi-task, prioritize subordinate actions, and assimilate vast amounts of information while fostering collaboration. Some leadership scenarios must be executed in an atmosphere of maximum situational awareness, while others may impose an information-limited setting. Application of modern leadership will necessitate new methods in the way we train and educate current and future leaders. All education and training programs, including advanced operational training and Professional Military Education (PME), will adapt to the needs, skills and training proclivities of Generation Y- the Millenials. According to Mark Prensky, Millenials are considered Digital Natives because they: are all native speakers of the digital language of computers, video games and the Internet. Those of us who were not born into the digital world but have, at some later point in our lives, become fascinated by and adopted many or most aspects of the new technology are Digital Immigrants. Digital Natives are used to receiving information really fast. They like to parallel process and multi-task. They prefer their graphics before their text rather than the opposite. They prefer random access (like hypertext). They function best when networked. They thrive on instant gratification and frequent rewards. They prefer games to serious work. To address these needs, courseware that is interactive and multi-media enhanced will be available through a next generation distributed learning system that will offer live, virtual, and constructive scenarios for development of all officers. These capabilities will enhance the decision-making, communication, and negotiation skills that are critical for senior leadership. Distance learning will evolve from basic enrolment in computer and web-based courses to virtual learning environments that support online collaboration and classes taught by both live and virtual instructors. Precision Learning Precision learning delivers the appropriate education, training, or experience at the right time and place, in the right format, to generate the right effect. Precision learning relies on customised learning, mass collaboration, push and pull learning systems, distributed learning opportunities, increased use of simulated and virtual technology, and enhanced use of visualization technologies. It focuses learning on the learner[xlviii]. This would provide the officer access to the knowledge base through mobile or internet and organised by the advanced knowledge management systems. Precision learning has the potential to enrich the learning experience and increase effectiveness while reducing the cost of instruction and increasing efficiency. The delivery of training and education must be flexible and permit schedule, delivery and media formats tailored to individual needs. It will deliver customised course material based on each students ability to learn. CHAPTER VII DESIRED TRAITS IN FUTURE LEADERS Professional attainment, based upon prolonged study, and collective study at colleges, rank by rank and age by age-those are the title reeds of the commanders of future armies, and the secret of future victories[xlix]. -Winston Churchill, 1946 Having seen the variables that are likely to affect future leadership, let us examine the traits that need to be present in future leaders to overcome these uncertainties. Although these traits were required earlier too in

Discursive Essay on Racism -- Papers

Discursive Essay on Racism Racism has existed for centuries, but during the last two hundred years hatred toward ethnic minorities or even majorities has fluctuated. Racism occurs all over the world, can happen to anyone and will always exist. There are three different forms of racism, open racism, violent racism and secret racism all express forms of hatred towards ethnic groups. These forms of racism, although different, all have the same main purpose, to promote hate towards ethnic groups. Open racism expresses freedom of racial thought and speech. In America it is allowed due to the First Amendment that protects political views on racism. The American National Party and various other parties come under this protection, and so does the British National Party and the National Front. We do not have a First Amendment, but these obviously racist parties still exist. Open racists promote their views through propaganda, but soon may die out as it becomes socially unacceptable. Violent racism promotes racism through violence and fear. This form of racism is not allowed because it promotes violence to express its ideas. Unfortunately, many violent racial groups claim they do not promote violence, and therefore they are allowed because not enough sufficient evidence exists to prove their violent intent. Secret racism expresses ideas of racism in hidden ways and sometimes, secret racists are not aware that they are racist. People nowadays do not express their dislike of minorities and are not prepared to show a feeling that could be called racist. Avoiding minorities on the street and low pay to an employee of a minority are examples ... ...avour of "purity of the race" idea, but they understand how it worked. Blond hair and blue eyes are recessive genes. Two brown-eyed people can give birth to a blue-eyed child, but two blue-eyed people cannot give birth to a brown-eyed child. Dark skin and dark hair are also dominant genes, so because of evolution, it must mean that the ancestors of humanity had dominant genes. If they had only recessive genes, there would be no dark eyed, haired or skinned people. This leads to the conclusion that all people have a black ancestor. This is backed up by the well-accepted idea that Africa was the starting place of humanity. As African species travelled north to Europe they made the previous inhabitants extinct. Racism is a worldwide problem that will never be eradicated and there are no simple solutions to it.

Brand Life cycle- Nescafe

Nescafà © is a brand of instant coffee made by Nestlà ©. It comes in many different product forms. The name is a portmanteau of the words â€Å"Nestlà ©Ã¢â‚¬  and â€Å"cafà ©Ã¢â‚¬ . Nestlà ©'s flagship powdered coffee product was introduced in Switzerland on April 1, 1938. a brand introduced by the Nestlà © company, can be traced back to the 1930s.FIRST STAGE – LAUNCH OF THE BRAND.Nescafe launched under the umbrella brand of Nestle. It offers its buyers premium roasted coffee. The strategy that Nescafe took was to offer a different and better taste of coffee at an affordable price. It was first launched in India in Delhi. Initially it targeted the housewives and office goers. Therefore they first studied he most effective places to promote it in. Then came the various mediums through which they will promote it. Nescafe right from the launch has come up with various TVCs. Television advertising is the most effective way to maintain the brand awareness and reaching a mass audience at one time. By creating advertisements it was able to reach its potential and target audience. Whether housewives or working professionals – all have access to a television. It had been portrayed as a drink to start your day with and getting rid of tiredness, fatigue, sleepiness and providing a superior and different taste.The brand had a niche look and feel to it, yet priced reasonably. Nescafe also targeted Offices and big enterprises; where they exclusively put vending machines. This not only increased the consumption of coffee but also helped in the promotion of their brand. And people were so impressed by the taste that they would also purchase it for home so in turn their sales increased. We have also seen such vending machines in Malls and cafeterias. This way more and more people were able to taste the brand and in turn it created brand awareness. It also spread brand awareness through print media, lot of newspaper and magazine advertisements. A very im portant aspect for the growth of the brand was its parent brand- Nestle. By the time Nescafe launched in India Nestle has a strong brand image amongst the audience and  shared a relationship of trust and heritage.Therefore more and more people opted for the brand. As a product strategy they always promoted the fact that they are giving its customers the best selection of coffee and 100% pure; that in turn became its USP. They also launched various types to cater to the different coffee lovers- mild, rich, and espresso, instant and so on. This way they had captured the market. As for the pricing of the brand they kept it reasonable- not very low or very high. They knew that Indians are very economical and look for the best deals. Therefore providing superior taste at an affordable price will attract many. Nescafe also created small campaigns that would intrigue its customers- these campaigns were seen on television and even through print media.These campaigns worked towards creatin g a stronger brand image. As though to make Nescafe synonymous to coffee. One of their most popular campaigns being the Nescafe â€Å"Red Mug†. Even today we all can associate Nescafe with its signature red mug. What more they even gave out these mugs as freebies with coffee bottles.Similarly they provided â€Å"shakers† for making cold coffee and etc. For the new flavours of coffee, sample sachets were distributed. In the beginning any company needs to spend a substantial amount of money and time in strengthening their brand image amongst the masses and creating maximum brand awareness whether it’s through pricing or promotion. Nescafe has used all possible mediums in doing so and today it has emerged as the Market leader.SECOND STAGE- MATURITYFor a brand maturity is that stage when the people are fully aware of the existence of the brand. With this comes in its competitor brands. For Nescafe thankfully there hasn’t been much competition in the Indian ma rket except for Bru. Bru is under HUL and entered the market shortly after Nescafe. It also claimed to offer high quality coffee. Bru’s USP was that was India’s largest coffee brand. Bru targeted almost all sectors of audience, even the younger generation. It’s ads and promotion was more customer centric. It talked more about bonds and emotions therefore captured a lot of attention. At such a stage Nescafe had to remind its customers of its presence. Nescafe as a brand has already created awareness therefore what they did was tried to connect with it’s audience.There was no need o  promote the product anymore as people were already aware of it and liked it. So what they did was got create campaigns where people could relate with the brand. Nescafe indulged into below the line promotion like celebrity endorsements and sponsorships. In their recent ads they have got popular actors endorsing the brand and promoting the fact that they too drink a cup of Nes cafe everyday whether in between work or over a conversation. One of their lastest campaigns being â€Å"to know your neighbours†.This campaign doesn’t really talk about the goodness of Nescafe or coffee. It concentrates more on bonding, relationships and how coffee can be a conversation starter. They had actors like Deepika Padukone endorse it therefore this also fulfilled their aim at targeting the younger generation as well. They have also entered into social marketing with such campaigns- through facebook, twitter and of course it’s own website. Nescafe as also opened cafeterias and coffee lounges therefore giving its customers a complete coffee experience. They have also cleverly targeted the places in which these cafes will be opened. Places which are in close proximity to colleges, offices and malls will attract maximum number of customers. Strategies like these were used just to keep the brand alive and sustainable in the minds of its customers.THIRD STA GE- DECLINING STAGENescafe has still not reached a declining. It is still the market leader and has a strong presence in the minds of its customers. If at all it ever reaches a declining stage it must recover by the following methods- When a brand reaches a declining stage it means that it has lost out to other competitor brand on the basis of quality ,taste, variety, promotion etc. So first stage is to identify the cause and then work upon it. If its quality or taste they must improve upon it and relaunch it to let its customers know that the new product is better,tastier,richer and so on. It can launch a variety of new products- this will excite the customers and they will have something new to look for to.Tying up with other brands- Maybe Nescafe can tie up with other brands under Nestle and promote itself with it. Maybe by giving it’s customers attractive offers. Bundling the two products and selling it. Buyers are always economical and looking for the  best deals. So m aybe the company can give discounts and other sttractive offers like buy one get one, 20% more†¦.etc. Make fresh TVCs and emphasise on brand heritage since its an old brand.

Step Pyramid of Djoser - Egypts Oldest Pyramid

Step Pyramid of Djoser - Egypts Oldest Pyramid The Step Pyramid of Djoser (also spelled Zoser) is the earliest monumental pyramid in Egypt, built at Saqqara about 2650 BCE for the 3rd Dynasty Old Kingdom pharaoh Djoser, who ruled about 2691–2625  BCE (or perhaps 2630-2611  BCE). The pyramid is part of a complex of buildings, said to have been planned and executed by that most famous architect of the ancient world, Imhotep. Fast Facts: Step Pyramid of Djoser Culture: 3rd Dynasty, Old Kingdom Egypt (ca. 2686–2125 BCE)Location: Saqqara, EgyptPurpose: Burial chamber for Djoser (Horus Ntry-ht, ruled 2667–2648 BCE)Architect: ImhotepComplex: Surrounded by a rectangular wall enclosing several shrines and open courtyards  Size: 205 feet high, 358 feet square at the base, complex covers 37 acresMaterial: Native limestone What is a Step Pyramid? The Step Pyramid is made up of a stack of rectangular mounds, each built of limestone blocks, and decreasing in size upward. That may seem odd to those of us who think pyramid-shaped means smooth-sided, no doubt because of the classic  Giza Plateau pyramids, also dated to the Old Kingdom. But stepped pyramids were the common type of tomb for both private and public individuals until the 4th dynasty when Sneferu built the first smooth-sided, albeit bent, pyramid.  Roth (1993) has an interesting paper about what the shift from rectangular to pointy pyramids meant to Egyptian society and its relationship to the  sun god Ra; but thats a digression. The very first pharaonic burial monuments were low rectangular mounds called mastabas, reaching a maximum height of 2.5 meters or about eight feet. Those would have been almost completely invisible from a distance, and, over time the tombs were built ever-increasingly larger. Djosers was the first truly monumental structure.   Djosers Pyramid Complex Djosers Step Pyramid is at the heart of a complex of structures, enclosed by a rectangular stone wall. The buildings in the complex include a line of shrines, some fake buildings (and a few functional ones), high niched walls and several wsht (or jubilee) courtyards. The largest wsht-courtyards are the Great Court south of the pyramid, and the Heb Sed courtyard between the rows of provincial shrines. The step pyramid is near the center, complemented by the south tomb. The complex includes subterranean storage chambers, galleries and corridors, most of which were not discovered until the 19th century (although they were apparently excavated by Middle Kingdom pharaohs, see below). One corridor that runs beneath the pyramid is decorated with six limestone panels depicting King Djoser. In these panels, Djoser is dressed in different ritual clothing and posed as standing or running. That has been interpreted to mean he is performing rituals associated with the Sed festival (Friedman and Friedman). Sed rituals were dedicated to the jackal god known as Sed or Wepwawet, meaning Opener of the Ways, and an early version of Anubis. Sed can be found standing next to Egyptian dynastic kings right from the first images such as that on the Narmer palette. Historians tell us that Sed festivals were rituals of physical renewal, in which the aged king would prove he still had the right of kingship by running a lap or two around the walls of the royal residence. Middle Kingdom Fascination with the Old Guy Djosers name was given to him in the Middle Kingdom: his original name was Horus Ntry-ht, glossed as Netjerykhet. All of the Old Kingdom pyramids were the focus of keen interest to the founders of the Middle Kingdom, some 500 years after the pyramids were built. The tomb of Amenemhat I (Middle Kingdom 12th dynasty) at Lisht was found to be packed with Old Kingdom inscribed blocks from five different pyramid complexes at Giza and Saqqara (but not the step pyramid). The Courtyard of the Cachette at Karnak had hundreds of statues and steles taken from Old Kingdom contexts, including at least one statue of Djoser, with a new dedication inscribed by Sesostris (or Senusret) I. Sesostris (or Senusret) III [1878–1841 BCE], Amenemhats great-great-grandson, apparently snagged two calcite sarcophagi (alabaster coffins) from the underground galleries at the Step Pyramid, and transmitted them to his own pyramid at Dahshur. A rectangular stone monument featuring the undulating bodies of snakes, perhaps part of a ceremonial gateway, was removed from Djosers pyramid complex for the sixth dynasty Queen Iput Is mortuary temple at the Teti pyramid complex. Sources Baines, John, and Christina Riggs. Archaism and Kingship: A Late Royal Statue and Its Early Dynastic Model. The Journal of Egyptian Archaeology 87 (2001): 103–18. Print.Bronk Ramsey, Christopher, et al. Radiocarbon-Based Chronology for Dynastic Egypt. Science 328 (2010): 1554–57. Print.Dodson, Aidan. Egypts First Antiquarians? Antiquity 62.236 (1988): 513–17. Print.Friedman, Florence Dunn, and Florence Friedman. The Underground Relief Panels of King Djoser at the Step Pyramid Complex. Journal of the American Research Center in Egypt 32 (1995): 1–42. Print.Gilli, Barbara. The Past in the Present: The Reuse of Ancient Material in the 12th Dynasty. Aegyptus 89 (2009): 89–110. Print.Hawass, Zahi. A Fragmentary Monument of Djoser from Saqqara. The Journal of Egyptian Archaeology 80 (1994): 45–56. Print.Pflà ¼ger, Kurt, and Ethel W. Burney. The Art of the Third and Fifth Dynasties. The Journal of Egyptian Archaeology 23.1 (1937): 7–9. Print .Roth, Ann Macy. Social Change in the Fourth Dynasty: The Spatial Organization of Pyramids, Tombs, and Cemeteries. Journal of the American Research Center in Egypt 30 (1993): 33–55. Print.