Pakistan Early Civilizations History

A Literature Review Of Schumpeter And Kirzner - 2338 Words

A Literature Review of Schumpeter and Kirzner: Entrepreneurship Ben Sparrow Edinburgh Napier University 2014 Contents: 1.0 Introduction 1.1 Terms of Reference †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 1.2 Defining Entrepreneurship †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 2.0 Entrepreneurial Theories 2.1 Schumpeter †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 2.1.1 Example †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 2.1.2 Critique of Schumpeter †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 2.2 Kirzner †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 2.2.1 Example †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 2.2.2 Critique of Kirzner †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 3.0 Comparison of the Theories 3.1 Differences †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 3.2 Similarities †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 4.0 Conclusion†¦show more content†¦In his view, the entrepreneur is a revolutionary innovator that â€Å"requires aptitudes that are present only in a small fraction of the population† (Schumpeter, 1946, p.132). These aptitudes include; a strong intellectual capacity, drive and determination, creativity, and leadership skills (Schumpeter, 1934). Schumpeter (1934, p.74) states that â€Å"the carrying out of new combinations we call ‘enterprise’; the individuals whose function it is to carry them out we call ‘entrepreneurs’†. Simply put, Schumpeter views entrepreneurs as innovators; however, it is important to note that Schumpeter (1934, p.88) only views those that commercially exploit their creations as innovators, declaring â€Å"as long as they [inventions] are not carried into practice, inventions are economically irrelevant.† For Schumpeter, it is the commercial exploitation of these new inventions, created by the innovators that he refers to as entrepreneurs, which drive economic development (Fig.2). This is because, in the process of exploiting this new creation, be it an invention or new production method, the entrepreneur breaks the economy out of its static equilibrium, disturbing whatShow MoreRelatedMCMULLEN SHEPHERD Entrepreneurial Act13331 Words   |  54 Pagesà ® ½ Acade my of Management Review 2006, Vol. 31, No. 1, 132–152. ENTREPRENEURIAL ACTION AND THE ROLE OF UNCERTAINTY IN THE THEORY OF THE ENTREPRENEUR JEFFERY S. MCMULLEN Baylor University DEAN A. SHEPHERD Indiana University By considering the amount of uncertainty perceived and the willingness to bear uncertainty concomitantly, we provide a more complete conceptual model of entrepreneurial action that allows for examination of entrepreneurial action at the individual level of analysis while remainingRead MoreExamine the view that marketing theory and concepts portrayed in the traditional marketing literature have only limited application in guiding small business marketing practice.1693 Words   |  7 Pagestheir actual and potential customers. In order for them to do this, they need to follow some sort of theory and concept. This assignment will be looking at the marketing theory and marketing concepts which are portrayed in the traditional marketing literature, and how they have limited application in guiding small business marketing practice. 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T his form of entrepreneurship has wide reaching socialRead MoreThe Effects of Dam Construction on the Environment, A Literature Review930 Words   |  4 PagesLiterature Review Many developed and developing countries worldwide depend on hydroelectric dams as a major source of their electricity power. Due to increase in population size and economic related activities, the demand for more electricity continues to rise (International Energy Agency, 2006). To meet such demand, government and energy providers in many developing countries are likely to turn to hydroelectric dams as a promising source of renewable electric power (Ledec Quintero, 2003). Read MoreManager vs Entrepreneure3140 Words   |  13 PagesWhat is the background of theirs education and personal experiences? Are there any similarities? * What are the factors that will determine if someone will be called manager or entrepreneur? The purpose of this paper is to conduct conceptual literature search and discuss the arguments, views, opinions and ideas set against the question â€Å"manager or entrepreneur†. To find out the answer, therefore it is important to grasp there any difference between entrepreneur and manager. The paper will startRead MoreEntrepreneurial Motivation3320 Words   |  14 Pages1.0 Introduction The study of the successful entrepreneurship is important for several reasons: †¢ Schumpeter, 1934, described entrepreneurship as the engine that drives innovation and change, and subsequently economic growth †¢ Austrian economist Kirzner believes entrepreneurship is the mode through which equilibrium of supply and demand is reached †¢ According to Shane and Venkataraman entrepreneurship converts knowledge into marketable products and services: thus a means of encouragingRead MoreStartup/Seed Stage Investment by Venture Capital12291 Words   |  50 Pagesyet tracked results of companies that have come out of EIR programs or to explain what factors influence the degree of success of an EIR relationship (no academic papers that dealt in the subject were found, only references in the VC professional literature). This research will look at the ICT â€Å"startup/seed† startups in Israel; look at results coming from â€Å"high status† entrepreneurs in the Entrepreneur/Executive in Residence (EIR) programs versus equally â€Å"high status† entrepreneurs that are not inRead MoreThe Entrepreneurial Mind-18021 Words   |  73 Pagesimplement these ideas; and realizes the rewards from these efforts.2 The entrepreneur is the aggressive catalyst for change in the world of business. He or she is an independent thinker who dares to be different amid a background of common events. The literature of entrepreneurial research reveals some similarities, as well as a great many differences, in the characteristics of entrepreneurs. Chief among these characteristics are personal initiative, the ability to consolidate resources, management skills

Income and spending free essay sample

The change in consumer spending divided by the change in disposable income. B. Total consumer spending divided by total income. C. Disposable income divided by consumption. D. The change in disposable income divided by the change in consumption. 2) Assume a consumption function is C = 500 + . 80 Yd. This means A. Consumers will save 80 cents out of each additional dollar in disposable income. B. Consumers will spend $500 in addition to current income. C. Consumers will spend $500 plus 80 cents out of each dollar of disposable income D. he marginal propensity to consume is . 20. 3) In a model with no government or foreign sector, if saving is defined as S 200+ (0. 1)Y and investment is 10 = 200, what is the equilibrium level of consumption? A. 3,800 B. 3,600 c. 1 soo D. 2,000 E. 1,000 4) In a model with no government or foreign sector, if autonomous consumption is Co = 80, investment is 10 = 70, and the marginal propensity to save is s = 0. 25, equilibrium income is A. 150 B. 0 c. We will write a custom essay sample on Income and spending or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page 225 D. 600 E. 750 5) The 45-degree line on a graph relating consumption and income shows: A. all points where the MPC is constant. B. all points at which saving and income are equal. C. all the points at which consumption and income are equal. D. the amounts households will plan to save at each possible level of income 6) If the MPC is . 8 and disposable income is $200, then A. consumption and saving cannot be determined from the information given. B. saving will be C. personal consumption expenditures will be $80. D. saving will be $40. 7) The MPC for an economy is: A. the slope of the consumption schedule or line. B. the slope of the savings schedule or line. C. 1 divided by the slope of the consumption schedule or line. D. 1 divided by the slope of the savings schedule or line. 8) At the point where the consumption schedule intersects the 45-degree line: A. the MPC equals 1 B. the APC is zero. C. saving equals income. D. saving is zero. Answer the next question(s) on the basis of the following consumption schedule: C 20+ . Y , where C is consumption and Y is disposable income. 9) Refer to the above data. The MPC is: A) . 45. B) . 20. C) . 50. D) . 90. 10) Refer to the above data. At an $800 level of disposable income, the level of saving is: A) $180. B) $740. C) $60. D) $18. 1 1) In a Keynesian model of income determination, when intended spending is greater than actual output, the adjustment to a new macro-economic equilibrium is based on changes in A. autonomous consumption B. unplanned inventories C. government spending D. net exports E. all of the above

Native American Religious Beliefs Essays - Americas, Spirituality

Native American Religious Beliefs Through out history, historians have had the ability to pass on the knowledge of the past because of written documents and other forms of evidence that acknowledge the existence of past civilizations and cultures. When there are no written documents, whether lost or never created, it can be more difficult for historians to explain past civilizations. The Native Americans were a group that kept no written records. The information that we know today was passed down from generation to generation through oral traditions. Despite the information we have, there is much more that researchers don't know about because a considerable amount of information has either been lost or has been impossible to obtain. But from what we already know, historians can conclude there are common characteristics that seem to be shared by all of the Native Americans. I will also include the creation myth of the Osage Indians and the afterlife beliefs of the Lakota Sioux. Although there are many points of contrast, the beliefs of Native Americans are distinguished by some common characteristics (p.54 Nigosian). Some of these characteristics are that they all seem to believe in the existence of a high god or vital force along with lesser gods and spirits and that certain individuals possess sacred power and therefore can act as intermediaries between the tribe and the deities. In the ceremonies associated with ritual and initiation, they engaged in certain traditional rites that were designed to perpetuate the smooth operation of the natural order, including human society, and they all believed that by repeating stories or by storytelling they kept the world alive (p.54 Nigosian). Therefore, the Native Americans viewed life evolving around a holy force that holds all things together, which leads to the basic goal of staying in "harmony with all natural and supernatural powers (p.62 Nigosian)." This leads me to believe that the spirits they had for different aspects of nature and their environment were the primary deities they worshipped or venerated. "By and large, however, [Native Americans] believed that the aid of the high god may be propitiated by ritual action (p.62 Nigosian)." And in spite of disparities among regions, the majority of the Native Americans believed in the active roles of both good and evil spirits. Amid the good spirits are mythical such as "thunderbirds, as well as mountains, rivers, minerals, flint, and arrowheads." The evil spirits were "giant monsters, water serpents, tiny creatures that haunt woods and ponds, and the spirits of the dead that come to inflict pain, sorrow, or death (p.62 Nigosian)." Each tribe also had a "culture hero," whose job was to socialize the tribe. In opposition or contrast was the "antihero," or better known as the trickster. Another common feature of Native American traditions is creation myths. "In these imaginative stories, no distinctions are made among gods, spirits, the universe, nature, animals, and human beings. On the contrary, the stories imply a close mystical relationship binding each element (p.64 Nigosian)." Although the Native Americans had several types of creation stories, "the two most common themes are those of creation emerging out of chaos" and creation as a result of conflict between good and evil forces (p.64 Nigosian). The following is a basic gist of the Osage Indians'creation story. Once, the Osage Indians lived in the sky. Wanting to know their origin, they went to the sun. The sun told them that they were his children. Then they wandered about until they came to the moon. She told them that she had given birth to that and that the sun was the father. Then she told them to go settle on the earth. When they came to the earth, they found it covered with water. So they wept, because no on would answer them, and they couldn't return to their former place. While floating around in the air, they searched for help from a god but with no avail. The animals were there, too, and they appealed to the elk, the most finely and most stately. The elk then jumps into the water and calls for the wind, which then lifted up the water like a mist. The elk then provides land and food. As for the concept of an afterlife, it seems that Native Americans were not as concerned with the hereafter as they were with their immediate life. However, an afterlife was a common belief that varied with the different tribes. Here is an example, the afterlife belief of the Lakota Sioux. "The Lakota Sioux Indians have beliefs that are unique

Fort Valley State University Admissions Requirements

Fort Valley State University Admissions Requirements Fort Valley State University Admissions Overview: Fort Valley State seems to be selective, admitting around a quarter of those who apply each year. Still, those with good grades and test scores above average have a good chance of being admitted to the school. To apply, interested students should submit an application, scores from either the SAT or ACT (both are accepted equally), and high school transcripts. If you have any questions about applying, be sure to contact the admissions office, and check out the schools website for updated admissions requirements.   Will You Get In? Calculate Your Chances of Getting In  with this free tool from Cappex Admissions Data (2016): Fort Valley State University Acceptance Rate: 26%Test Scores 25th / 75th PercentileSAT Critical Reading: 380 / 470SAT Math: 390 / 470SAT Writing: - / -What these SAT numbers meanACT Composite: 10  / 19ACT English: 15 / 19ACT Math: 7  / 20ACT Writing: -  / -What these ACT numbers mean Fort Valley State University Description: Fort Valley State University is a four-year, public, historically black college located in Fort Valley, Georgia. The campus 1,365 acres is the second largest in the state for a public university. FVSU supports over 3,500 students with a student/faculty ratio of 20 to 1. FVSU offers over 50 majors between its colleges of Arts and Sciences, Agriculture and Family Sciences, Graduate Studies and Extended Education, and Education. Students at Fort Valley State stay busy outside of the classroom through participation in over 70 student clubs and organizations, including a Creative Writing Club, Criminal Justice Club, the Royal Elite Modeling Troupe, and many fraternities and sororities.  For intercollegiate athletics, the FVSU Wildcats competes in the NCAA Division II Southern Intercollegiate Athletic Conference (SIAC) with sports that include men’s and women’s basketball, tennis, track and field,  and cross country. Enrollment (2016): Total Enrollment: 2,679  (2,252 undergraduates)Gender Breakdown: 42% Male / 58% Female89% Full-time Costs (2016 - 17): Tuition and Fees: $5,594  Books: $1,500  (why so much?)Room and Board: $7,950Other Expenses: $5,000Total Cost: $20,044 Fort Valley State University Financial Aid (2015- 16): Percentage of New Students Receiving Aid: 98%Percentage of New Students Receiving Types of AidGrants: 91%Loans: 91%Average Amount of AidGrants: $6,929Loans: $6,714 Academic Programs: Most Popular Majors:  Biology, Business Administration, Criminal Justice, PsychologyWhat major is right for you?  Sign up to take the free My Careers and Majors Quiz at Cappex. Transfer, Graduation and Retention Rates: First Year Student Retention (full-time students): 75%Transfer Out Rate: 23%4-Year Graduation Rate: 8%6-Year Graduation Rate: 25% Intercollegiate Athletic Programs: Mens Sports:  Football, Track and Field, Cross Country, Tennis, BasketballWomens Sports:  Tennis, Volleyball, Basketball, Cross Country, Softball, Track and Field Data Source: National Center for Educational Statistics If You Like Fort Valley State, You May Also Like These Schools: Savannah State University: Profile  Columbus State University: Profile  Mercer University: Profile | GPA-SAT-ACT GraphBethune-Cookman University: Profile | GPA-SAT-ACT GraphAlbany State University: Profile  Clark Atlanta University: Profile | GPA-SAT-ACT GraphValdosta State University: Profile  University of Georgia: Profile | GPA-SAT-ACT Graph

Biography of Anne Bonny, Irish Pirate and Privateer

Biography of Anne Bonny, Irish Pirate and Privateer Anne Bonny (1700–1782, exact dates uncertain) was an Irish pirate and privateer who fought under the command of Calico Jack Rackham between 1718 and 1720. Together with fellow female pirate Mary Read, she was one of Rackhams more formidable pirates, fighting, cursing, and drinking with the best of them. She was captured along with the rest of Rackhams crew in 1720 and sentenced to death, although her sentence was commuted because she was pregnant. She has been the inspiration for countless stories, books, movies, songs, and other works. Fast Facts: Anne Bonny Known For: For two years she was a pirate under Jack Rackham, and as a rare female pirate, she was the subject of many stories and songs and was the inspiration for generations of young womenBorn: About 1700 near Cork, IrelandPiracy Career: 1718–1720, when she was captured and sentenced to hangDied: Date and place unknownSpouse(s): James Bonny Early Years Most of what is known about Anne Bonnys early life comes from Captain Charles Johnsons A General History of the Pyrates which dates to 1724. Johnson (most, but not all, historians believe that Johnson was actually Daniel Defoe, author of Robinson Crusoe) provides some details of Bonnys early life  but did not list his sources and his information has proven impossible to verify. According to Johnson, Bonny was born near Cork, Ireland probably sometime around 1700, the result of an affair between a married English lawyer and his maid. The unnamed lawyer was eventually forced to bring Anne and her mother to America to escape the gossip. Anne’s father set up in Charleston, first as a lawyer and then as a merchant. Young Anne was spirited and tough: Johnson reports that she once badly beat up a young man who â€Å"would have lain with her, against her will.† Her father had done quite well in his businesses and it was expected that Anne would marry well. Instead, at about age 16, she married a penniless sailor named James Bonny, and her father disinherited her and cast them out. The young couple set out for New Providence, where Annes husband made a meager living turning in pirates for bounties. Sometime in 1718 or 1719, she met pirate Calico Jack Rackham (sometimes spelled Rackam) who had recently wrested command of a pirate vessel from the ruthless Captain Charles Vane. Anne became pregnant and went to Cuba to have the child: once she had given birth, she returned to a life of piracy with Rackham. A Life of Piracy Anne proved to be an excellent pirate. She dressed like a man, while she fought, drank, and swore like one too. Captured sailors reported that after their vessels were taken by the pirates, it was the two women- Bonny and Mary Read, the latter who had joined the crew by then- who urged their crewmates on to greater acts of bloodshed and violence. Some of these sailors testified against her at her trial. According to legend, Bonny (dressed as a man) felt a strong attraction to Mary Read (who was also dressed as a man) and revealed herself as a woman in hopes of seducing Read. Read then confessed that she was a woman, too. The reality may have been that Bonny and Read most likely met in Nassau as they were preparing to ship out with Rackham. They were very close, perhaps even lovers. They would wear womens clothes on board  but change into mens clothes when a fight was in store. Capture and Trial By October of 1720, Rackham, Bonny, Read, and their crew were infamous in the Caribbean and in desperation, Governor Woodes Rogers authorized privateers to hunt and capture them and other pirates for bounties. A heavily armed sloop belonging to Captain Jonathan Barnet caught up to Rackhams ship when the pirates had been drinking and after a small exchange of cannon and small arms fire, they surrendered. When capture was imminent, only Anne and Mary fought against Barnet’s men, swearing at their crewmates to come out from under the decks and fight. The trials of Rackham, Bonny, and Read caused a sensation. Rackham and the other male pirates were swiftly found guilty: he was hanged with four other men at Gallows Point in Port Royal on November 18, 1720. Reportedly, he was allowed to see Bonny before his execution and she said to him: Im sorry to see you here, but if you had fought like a man you need not have hanged like a dog. Bonny and Read were also found guilty on November 28 and sentenced to hang. At that point, they both declared that they were pregnant. The execution was postponed, and it was found to be true that the women were pregnant. Death Mary Read died in prison about five months later. What happened to Anne Bonny is uncertain. Like her early life, her later life is lost in shadow. Captain Johnson’s book first came out in 1724, so her trial was still fairly recent news while he was writing it, and he only says of her, â€Å"She was continued in prison, to the time of her lying in, and afterwards reprieved from Time to Time, but what is become of her since, we cannot tell; only this we know, that she was not executed.† So what happened to Anne Bonny? There are many versions of her fate and no truly decisive proof in favor of any one of them. Some say she reconciled with her wealthy father, moved back to Charleston, remarried and lived a respectable life into her 80s. Others say she remarried in Port Royal or Nassau and bore her new husband several children. Legacy Annes impact on the world has been primarily cultural. As a pirate, she did not have a large impact, because her pirating career only lasted a few months. Rackham was not an important pirate, mostly taking easy prey like fishing vessels and lightly armed traders. If not for Anne Bonny and Mary Read, he would be a footnote in pirate lore. But Anne has gained great historical stature in spite of her lack of distinction as a pirate. Her character has much to do with it: not only was she one of only a handful of female pirates in history, but she was one of the die-hards, who fought and cursed harder than most of her male colleagues. Today, historians of everything from feminism to cross-dressing scour the available histories for anything about her or Mary Read. No one knows how much of an influence Anne has had on young women since her days of piracy. At a time when women were kept indoors, barred from the freedom that men enjoyed, Anne went out on her own, left her father and husband, and lived as a pirate on the high seas off and on for two years. Her greatest legacy is probably the romantic example of a woman who seized freedom when the opportunity presented itself, even if her reality was probably not nearly as romantic as people think. Sources Cawthorne, Nigel. A History of Pirates: Blood and Thunder on the High Seas. Arcturus Publishing, September 1, 2003. Johnson, Captain Charles. A General History of the Pyrates. Kindle edition, CreateSpace Independent Publishing Platform, September 16, 2012. Konstam, Angus. The World Atlas of Pirates. Guilford: The Lyons Press, 2009 Rediker, Marcus. Villains of All Nations: Atlantic Pirates in the Golden Age. Boston: Beacon Press, 2004. Woodard, Colin. The Republic of Pirates: Being the True and Surprising Story of the Caribbean Pirates and the Man Who Brought Them Down. Mariner Books, 2008.

Operations Management Assignment Example | Topics and Well Written Essays - 1250 words

Operations Management - Assignment Example A business that has an effective management strategy is likely to have an upper hand in the market. There are diverse benefits associated with efficient operations management, including a reduction in the operational costs while enhancing customer satisfaction. Inventory management ensures that sales, customer service, and production are done effectively without interruptions, hence ensuring customer satisfaction and cost reduction. In addition, optimizations of inventory levels as well as helping in improving cash flows are major benefits derived from inventory management. Improper inventory management can lead a business to huge losses. In the modern context, several inventory management controls have been developed; some that are highly sophisticated while others are quite simplistic. Some of the available inventory management tools include ABC analysis, Economic Order Quantity (EOQ), Discounted EOQ, Vendor managed Inventory (VMI), LP, MRPII, TQM, ERP, KANBAN, and collaborative pl anning among others. Inventory management tools are very well applied in organizations for diverse purposes. A number of company operations are associated with the inventory management tools. Firstly, in the process of developing the company accounts, the accuracy is tremendously improved hence enhanced reporting of the company profits and losses (Silver 2008, p.16; Hilton1994). This is done based on the asset value that is attached to every item that is purchased, those within the company and the ones sold. Secondly, the management is able to identify flaws and ensure they are rectified before they get out of hand. The inventory management tools help track all the items in the company, thereby ensuring that flaws do not accrue until the stock taking date. Fourthly, customers are very important people as far as the company is concerned. The inventory management tools are able to identify items that are in shortage hence customers are able to make their bookings without being

Facilities Maintenance Essay Example | Topics and Well Written Essays - 750 words

Facilities Maintenance - Essay Example The facilities maintenance has to estimate the size and area of the facility and the number of facilities established. The preventive maintenance has to be planned on how to address the immediate requirement and the facilities to be installed to meet the needs in requirement. The facilities components life has to estimate to know the performance factors of the individual components. The facilities maintenance has create a periodical review to estimate the robustness of the components and devices to initiate timely renovation process and to keep the facilities well updated. The facilities are to well set to restore the aftermath affect of any disasters. The renovation time has to be reduced to regulate the operational losses due to the sudden incidents occurring in the work station. The probable scale of effect and the restored systems required are to be estimated and has to placed for immediate requirements. The horizon of the responsibilities spreads to an extent to keep the working environment safe, make the employees feel comfort in executing the profiles. Being informative in case of any suspects and externals dangers and responding in no mean time to decrease the impact of the danger. Keeping the facilities of the campus well updated and regular inspections on their working conditions enhance the performance of the facility like the cooling systems, the security systems, the fire equipment services. The visitors can be a form of treat carriers as we cannot predict the dangerous intention. The persons entering into the campus are to be thoroughly checked and are to be send to the reception area only after the concerned person from company is accompanying him. His luggage has to isolated at the campus entrance with restrictions on certain materials and to kept at separate cloak room facility. The work stations should be located at a distant area away from the visitors lounge. The visitors' information has to be recorded for any further clarifications. The surrounding areas of the campuses are to be monitored to avoid any miscreant entering into the campus. The movements of the road side vehicles should be captured to know the traffic discrepancies and any dangerous moves. The vendors and support staff have to be thoroughly checked before allowing them to their shifts. The surrounding areas are to be kept clean to avoid the hidden explosives and harmful material. The staff is to careful monitored to observe their behavior and their movements in the restricted areas. The accessories should be used with care to avoid mishandling and to avoid explosions. The other entry areas like the back doors, kitchen areas, the stores room areas are to monitored for any doubtful transfer of materials. The parking vehicles are to be carefully

Jay Gatsby-Pathetic or Romantic Essay Example for Free

Jay Gatsby-Pathetic or Romantic Essay Jay Gatsby, undoubtedly the most love-stricken character in The Great Gatsby, has shown moments of both hopeless romanticism and over-obsessiveness. He has based the past five years on a woman whom he has met only once and might never meet again. His unrealistic dream of someday courting this â€Å"golden girl† has clouded his mind and made him act only in pursuit of this fantasy. Jay Gatsby is a pathetic character because he allowed himself to be consumed by his illusion that he and Daisy might ever end up together. â€Å"Gatsby bought that house so that Daisy would be just across the bay. † A stalker is defined as a person who follows or observes a person persistently, especially out of obsession or derangement, Jay Gatsbys’ â€Å"scrapbook† with â€Å" a lot of clippings† and pictures about Daisy shows that he has been following, and keeping track of, her movements for quite some time. At this point in the story, the question of intent might come into play, a person who favored Gatsby as a romantic can argue that perhaps he meant to give the scrapbook as a gift to Daisy when he saw her again, however, there is also a more menacing interpretation of this event, a man sitting in his living room feverishly hunting through newspapers and magazines for a glimpse of, or a story about, his prey. His â€Å"collection† truly shows the depravity and desperation of a pathetic man. Resorting to an attempt at bribery to get what he wants is another way for Gatsby to show that there is no limit to what he would do to meet Daisy again. Again, the argument could be made that Gatsby was simply trying to help a friend, yet if Nick did not have something he coveted, contact with Daisy, Gatsby never would have offered to help Nick â€Å"pick up a nice bit of money†. Nick may have denied Gatsbys’ help, but he did set up a meeting between Daisy and Gatsby. At Nicks’ house, before Daisy’s’ arrival, Gatsby is in a fervor trying to make the house acceptable for the meeting. Perhaps this was an attempt to seem worthy of her attention but more likely, this was Gatsby trying to look more important than he actually is, as was his flashy introduction to his home. Trying too hard to impress someone is definitely a pathetic act. â€Å"I know of nothing more despicable and pathetic than a man who devotes all the hours of the waking day to the making of money for moneys sake. † John D. Rockefeller. The same could be said about a person who devotes five years of his life on a longshot. His dream is a longshot because in order for it to work, Daisy must be unhappy with her marriage enough to want to give up a life of luxury for a life of love. While she flirts with Gatsby, she is just doing it to get back at Tom for having an affair. While she may appear to be discontent with her marriage, she would never truly want to give up living in the lap of luxury. Everything Gatsby did in the past five years was based on the dream that he and Daisy would be together, a romantic gesture but in the end a pathetic decision for a pathetic man.

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Philosophy is one’s oxygen. Its ubiquitous presence is continuously breathed in and vital to survival, yet its existence often goes unnoticed or is completely forgotten. Prussian philosopher Immanuel Kant was one of the many trees depositing this indispensable system of beliefs into the air. Philosophy is present in all aspects of society, no matter how prominent it may be. As Kant was a product of the Scientific Revolution in Europe, the use of reason was an underlying component in the entirety of his ideas. One of his main principles was that most human knowledge is derived from experience, but one also may rely on instinct to know about something before experiencing it. He also stated that an action is considered moral based on the motive behind it, not the action itself. Kant strongly believed that reason should dictate goodness and badness (McKay, 537). His philosophies are just as present in works of fiction as they are in reality. This is exemplified by Lord of the Flie s, a fiction novel written by William Golding. The novel strongly focuses on the origins of evil, as well as ethics, specifically man’s treatment of animals and those around him. Kant’s philosophy is embedded in the thoughts and actions of Piggy, Ralph, Jack, and Simon throughout the novel. Kant’s beliefs also slither into â€Å"Snake,† a poem by D.H. Lawrence, focusing on the tainting of the pure human mind by societal pressures and injustices. Overall, both the poet in â€Å"Snake† and Piggy, Ralph, Jack, and Simon in Lord of the Flies showcase Immanuel Kant’s theories on ethics, reasoning, and nature. Kant’s philosophy provides the backdrop for the societal structure portrayed in literary form in Golding’s Lord of The Flies. His rudimentary views on evil were emulat... ...losophy. Immanuel Kant’s opinions on ethics, reasoning, and nature make their way into both Lord of the Flies and â€Å"Snake.† The characters in Lord of the Flies confirmed Kant’s belief in the inevitability of inner evil and the use of an organized society to suppress it. These characters also exemplified Kant’s thesis that one must eliminate all prior beliefs in order to keep an open mind and avoid miscommunication. In addition, the speaker in â€Å"Snake† justified Kant’s belief that one’s actions do not necessarily express his moral goodness. Finally, both Lord of the Flies and â€Å"Snake† proved that the way one treats mankind mimics the way he treats animals. Kant’s philosophy exists in both fictional works and the real world. Philosophy is the instruction manual to life that explains how the individual pieces of the world come together and why they work the way they do.

The Twilight Saga 5: Midnight Sun 7. Melody

I had to wait when I got back to school. The final hour wasn't out yet. That was good, because I had things to think about and I needed the alone time. Her scent lingered in the car. I kept the windows up, letting it assault me, trying to get used to the feel of intentionally torching my throat. Attraction. It was a problematic thing to contemplate. So many sides to it, so many different meanings and levels. Not the same thing as love, but tied up in it inextricably. I had no idea if Bella was attracted to me. (Would her mental silence somehow continue to get more and more frustrating until I went mad? Or was there a limit that I would eventually reach?) I tried to compare her physical responses to others, like the secretary and Jessica Stanley, but the comparison was inconclusive. The same markers – changes in heart rate and breathing patterns – could just as easily mean fear or shock or anxiety as they did interest. It seemed unlikely that Bella could be entertaining the same kinds of thoughts that Jessica Stanley used to have. After all, Bella knew very well that there was something wrong with me, even if she didn't know what exactly it was. She had touched my icy skin, and then yanked her hand away from the chill. And yet†¦as I remembered those fantasies that used to repulse me, but remembered them with Bella in Jessica's place†¦ I was breathing more quickly, the fire clawing up and down my throat. What if it had been Bella imagining me with my arms wrapped around her fragile body? Feeling me pull her tightly against my chest and then cupping my hand under her chin? Brushing the heavy curtain of her hair back from her blushing face? Tracing the shape of her full lips with my fingertips? Leaning my face closer to hers, where I could feel the heat of her breath on my mouth? Moving closer still†¦ But then I flinched away from the daydream, knowing, as I had known when Jessica had imagined these things, what would happen if I got that close to her. Attraction was an impossible dilemma, because I was already too attracted to Bella in the worst way. Did I want Bella to be attracted to me, a woman to a man? That was the wrong question. The right question was should I want Bella to be attracted to me that way, and that answer was no. Because I was not a human man, and that wasn't fair to her. With every fiber of my being, I ached to be a normal man, so that I could hold her in my arms without risking her life. So that I could be free to spin my own fantasies, fantasies that didn't end in with her blood on my hands, her blood glowing in my eyes. My pursuit of her was indefensible. What kind of relationship could I offer her, when I couldn't risk touching her? I hung my head in my hands. It was all the more confusing because I had never felt so human in my whole life – not even when I was human, as far as I could recall. When I had been human, my thoughts had all been turned to a soldier's glory. The Great War had raged through most of my adolescence, and I'd been only nine months away from my eighteenth birthday when the influenza had struck†¦ I had just vague impressions of those human years, murky memories that faded more with every passing decade. I remembered my mother most clearly, and felt an ancient ache when I thought of her face. I recalled dimly how much she had hated the future I'd raced eagerly toward, praying every night when she said grace at dinner that the â€Å"horrid war† would end†¦ I had no memories of another kind of yearning. Besides my mother's love, there was no other love that had made me wish to stay†¦ This was entirely new to me. I had no parallels to draw, no comparisons to make. The love I felt for Bella had come purely, but now the waters were muddied. I wanted very much to be able to touch her. Did she feel the same way? That didn't matter, I tried to convince myself. I stared at my white hands, hating their hardness, their coldness, their inhuman strength†¦ I jumped when the passenger door opened. Ha. Caught you by surprise. There's a first, Emmett thought as he slid into the seat. â€Å"I'll bet Mrs. Goff thinks you're on drugs, you've been so erratic lately. Where were you today?† â€Å"I was†¦doing good deeds.† Huh? I chuckled. â€Å"Caring for the sick, that kind of thing.† That confused him more, but then he inhaled and caught the scent in the car. â€Å"Oh. The girl again?† I grimaced. This is getting weird. â€Å"Tell me about it,† I mumbled. He inhaled again. â€Å"Hmm, she does have a quite a flavor, doesn't she?† The snarl broke through my lips before his words had even registered all the way, an automatic response. â€Å"Easy, kid, I'm just sayin.'† The others arrived then. Rosalie noticed the scent at once and glowered at me, still not over her irritation. I wondered what her problem was, but all I could hear from her were insults. I didn't like Jasper's reaction, either. Like Emmett, he noticed Bella's appeal. Not that the scent had, for either of them, a thousandth portion of the draw it had for me. I was still upset me that her blood was sweet to them. Jasper had poor control†¦ Alice skipped to my side of the car and held her hand out for Bella's truck key. â€Å"I only saw that I was,† she said – obscurely, as was her habit. â€Å"You'll have to tell me the whys.† â€Å"This doesn't mean – â€Å" â€Å"I know, I know. I'll wait. It won't be long.† I sighed and gave her the key. I followed her to Bella's house. The rain was pounding down like a million tiny hammers, so loud that maybe Bella's human ears couldn't hear the thunder of the truck's engine. I watched her window, but she didn't come to look out. Maybe she wasn't there. There were no thoughts to hear. It made me sad that I couldn't hear enough even to check on her – to make sure she was happy, or safe, at the least. Alice climbed in the back and we sped home. The roads were empty, and so it only took a few minutes. We trooped into the house, and then went to our various pastimes. Emmett and Jasper were in the middle of an elaborate game of chess, utilizing eight joined boards – spread out along the glass back wall – and their own complicated set of rules. They wouldn't let me play; only Alice would play games with me anymore. Alice went to her computer just around the corner from them and I could hear her monitors sing to life. Alice was working on a fashion design project for Rosalie's wardrobe, but Rosalie did not join her today, to stand behind her and direct cut and color as Alice's hand traced over the touch sensitive screens (Carlisle and I had had to tweak that system a bit, given that most such screens responded to temperature). Instead, today Rosalie sprawled sullenly on the sofa and started flipping through twenty channels a second on the flat screen, never pausing. I could hear her trying to decide whether or not to go out to the garage and tune her BMW again. Esme was upstairs, humming over a new set of blue prints. Alice leaned her head around the wall after a moment and started mouthing Emmett's next moves – Emmett sat on the floor with his back to her – to Jasper, who kept his expression very smooth as he cut off Emmett's favorite knight. And I, for the first time in so long that I felt ashamed, went to sit at the exquisite grand piano stationed just off the entryway. I ran my hand gently up the scales, testing the pitch. The tuning was still perfect. Upstairs, Esme paused what she was doing and cocked her head to the side. I began the first line of the tune that had suggested itself to me in the car today, pleased that it sounded even better than I'd imagined. Edward is playing again, Esme thought joyously, a smile breaking across her face. She got up from her desk, and flitted silently to the head of the stairs. I added a harmonizing line, letting the central melody weave through it. Esme sighed with contentment, sat down on the top step, and leaned her head against the banister. A new song. It's been so long. What a lovely tune. I let the melody lead in a new direction, following it with the bass line. Edward is composing again? Rosalie thought, and her teeth clenched together in fierce resentment. In that moment, she slipped, and I could read all her underlying outrage. I saw why she was in such a poor temper with me. Why killing Isabella Swan had not bothered her conscience at all. With Rosalie, it was always about vanity. The music came to an abrupt halt, and I laughed before I could help myself, a sharp bark of amusement that broke off quickly as I threw my hand over my mouth. Rosalie turned to glare at me, her eyes sparking with chagrined fury. Emmett and Jasper turned to stare, too, and I heard Esme's confusion. Esme was downstairs in a flash, pausing to glance between Rosalie and me. â€Å"Don't stop, Edward,† Esme encouraged after a strained moment. I started playing again, turning my back on Rosalie while trying very hard to control the grin stretching across my face. She got to her feet and stalked out of the room, more angry than embarrassed. But certainly quite embarrassed. If you say anything I will hunt you like a dog. I smothered another laugh. â€Å"What's wrong, Rose?† Emmett called after her. Rosalie didn't turn. She continued, back ramrod straight, to the garage and then squirmed under her car as if she could bury herself there. â€Å"What's that about?† Emmett asked me. â€Å"I don't have the faintest idea,† I lied. Emmett grumbled, frustrated. â€Å"Keep playing,† Esme urged. My hands had paused again. I did as she asked, and she came to stand behind me, putting her hands on my shoulders. The song was compelling, but incomplete. I toyed with a bridge, but it didn't seem right somehow. â€Å"It's charming. Does it have a name?† Esme asked. â€Å"Not yet.† â€Å"Is there a story to it?† she asked, a smile in her voice. This gave her very great pleasure, and I felt guilty for having neglected my music for so long. It had been selfish. â€Å"It's†¦a lullaby, I suppose.† I got the bridge right then. It led easily to the next movement, taking on a life of its own. â€Å"A lullaby,† she repeated to herself. There was a story to this melody, and once I saw that, the pieces fell into place effortlessly. The story was a sleeping girl in a narrow bed, dark hair thick and wild and twisted like seaweed across the pillow†¦ Alice left Jasper to his own devices and came to sit next to me on the bench. In her trilling, wind chime voice, she sketched out a wordless descant two octaves above the melody. â€Å"I like it,† I murmured. â€Å"But how about this?† I added her line to the harmony – my hands were flying across the keys now to work all the pieces together – modifying it a bit, taking it in a new direction†¦ She caught the mood, and sung along. â€Å"Yes. Perfect,† I said. Esme squeezed my shoulder. But I could see the end now, with Alice's voice rising above the tune and taking it to another place. I could see how the song must end, because the sleeping girl was perfect just the way she was, and any change at all would be wrong, a sadness. The song drifted toward that realization, slower and lower now. Alice's voice lowered, too, and became solemn, a tone that belonged under the echoing arches of a candlelit cathedral. I played the last note, and then bowed my head over the keys. Esme stroked my hair. It's going to be fine, Edward. This is going to work out for the best. You deserve happiness, my son. Fate owes you that. â€Å"Thanks,† I whispered, wishing I could believe it. Love doesn't always come in convenient packages. I laughed once without humor. You, out of everyone on this planet, are perhaps best equipped to deal with such a difficult quandary. You are the best and the brightest of us all. I sighed. Every mother thought the same of her son. Esme was still full of joy that my heart had finally been touched after all this time, no matter the potential for tragedy. She'd thought I would always be alone†¦ She'll have to love you back, she thought suddenly, catching me by surprise with the direction of her thoughts. If she's a bright girl. She smiled. But I can't imagine anyone being so slow they wouldn't see the catch you are. â€Å"Stop it, Mom, you're making me blush,† I teased. Her words, though improbable, did cheer me. Alice laughed and picked out the top hand of â€Å"Heart and Soul.† I grinned and completed the simple harmony with her. Then I favored her with a performance of â€Å"Chopsticks.† She giggled, then sighed. â€Å"So I wish you'd tell me what you were laughing at Rose about,† Alice said. â€Å"But I can see that you won't.† â€Å"Nope.† She flicked my ear with her finger. â€Å"Be nice, Alice,† Esme chided. â€Å"Edward is being a gentleman.† â€Å"But I want to know.† I laughed at the whining tone she put on. Then I said, â€Å"Here, Esme,† and began playing her favorite song, an unnamed tribute to the love I'd watched between her and Carlisle for so many years. â€Å"Thank you, dear.† She squeezed my shoulder again. I didn't have to concentrate to play the familiar piece. Instead I thought of Rosalie, still figuratively writhing in mortification in the garage, and I grinned to myself. Having just discovered the potency of jealousy for myself, I had a small amount of pity for her. It was a wretched way to feel. Of course, her jealously was a thousand times more petty than mine. Quite the fox in the manger scenario. I wondered how Rosalie's life and personality would have been different if she had not always been the most beautiful. Would she have been a happier person if beauty hadn't at all times been her strongest selling point? Less egocentric? More compassionate? Well, I supposed it was useless to wonder, because the past was done, and she always had been the most beautiful. Even when human, she had ever lived in the spotlight of her own loveliness. Not that she'd minded. The opposite – she'd loved admiration above almost anything else. That hadn't changed with the loss of her mortality. It was no surprise then, taking this need as a given, that she'd been offended when I had not, from the beginning, worshiped her beauty the way she expected all males to worship. Not that she'd wanted me in any way – far from it. But it had aggravated her that I did not want her, despite that. She was used to being wanted. It was different with Jasper and Carlisle – they were already both in love. I was completely unattached, and yet still remained obstinately unmoved. I'd thought that old resentment was buried. That she was long passed it. And she had been†¦until the day that I finally found someone whose beauty touched me the way hers had not. Rosalie had relied on the belief that if I did not find her beauty worth worshiping, then certainly there was no beauty on earth that would reach me. She'd been furious since the moment I'd saved Bella's life, guessing, with her shrewd female intuition, the interest that I was all but unconscious of myself. Rosalie was mortally offended that I found some insignificant human girl more appealing than her. I suppressed the urge to laugh again. It bothered me some, though, the way she saw Bella. Rosalie actually thought the girl was plain. How could she believe that? It seemed incomprehensible to me. A product of the jealousy, no doubt. â€Å"Oh!† Alice said abruptly. â€Å"Jasper, guess what?† I saw what she'd just seen, and my hands froze on the keys. â€Å"What, Alice?† Jasper asked. â€Å"Peter and Charlotte are coming to visit next week! They're going to be in the neighborhood, isn't that nice?† â€Å"What's wrong, Edward?† Esme asked, feeling the tension in my shoulders. â€Å"Peter and Charlotte are coming to Forks?† I hissed at Alice She rolled her eyes at me. â€Å"Calm down, Edward. It's not their first visit.† My teeth clenched together. It was their first visit since Bella had arrived, and her sweet blood didn't appeal just to me. Alice frowned at my expression. â€Å"They never hunt here. You know that.† But Jasper's brother of sorts and the little vampire he loved were not like us; they hunted the usual way. They could not be trusted around Bella. â€Å"When?† I demanded. She pursed her lips unhappily, but told me what I needed to know. Monday morning. No one is going to hurt Bella. â€Å"No,† I agreed, and then turned away from her. â€Å"You ready, Emmett?† â€Å"I thought we were leaving in the morning?† â€Å"We're coming back by midnight Sunday. I guess it's up to you when you want to leave.† â€Å"Okay, fine. Let me say goodbye to Rose first.† â€Å"Sure.† With the mood Rosalie was in, it would be a short goodbye. You really have lost it, Edward, he thought as he headed toward the back door. â€Å"I suppose I have.† â€Å"Play the new song for me, one more time,† Esme asked. â€Å"If you'd like that,† I agreed, though I was a little hesitant to follow the tune to its unavoidable end – the end that had set me aching in unfamiliar ways. I thought for a moment, and then pulled the bottle cap from my pocket and set it on the empty music stand. That helped a bit – my little memento of her yes. I nodded to myself, and started playing. Esme and Alice exchanged a glance, but neither one asked. â€Å"Hasn't anyone ever told you not to play with your food?† I called to Emmett. â€Å"Oh, hey Edward!† he shouted back, grinning and waving at me. The bear took advantage of his distraction to rake its heavy paw across Emmett's chest. The sharp claws shredded through his shirt, and squealed across his skin. The bear bellowed at the high-pitched noise. Aw hell, Rose gave me this shirt! Emmett roared back at the enraged animal. I sighed and sat down on a convenient boulder. This might take awhile. But Emmett was almost done. He let the bear try to take his head off with another swipe of the paw, laughing as the blow bounced off and sent the bear staggering back. The bear roared and Emmett roared again through his laughter. Then he launched himself at the animal, who stood a head taller than him on its hind legs, and their bodies fell to the ground tangled up together, taking a mature spruce tree down with them. The bear's growls cut off with a gurgle. A few minutes later, Emmett jogged over to where I was waiting for him. His shirt was destroyed, torn and bloodied, sticky with sap and covered in fur. His dark curly hair wasn't in much better shape. He had a huge grin on his face. â€Å"That was a strong one. I could almost feel it when he clawed me.† â€Å"You're such a child, Emmett.† He eyed my smooth, clean white button-down. â€Å"Weren't you able to track down that mountain lion, then?† â€Å"Of course I was. I just don't eat like a savage.† Emmett laughed his booming laugh. â€Å"I wish they were stronger. It would be more fun.† â€Å"No one said you had to fight your food.† â€Å"Yeah, but who else am I going to fight with? You and Alice cheat, Rose never wants to get her hair messed up, and Esme gets mad if Jasper and I really go at it.† â€Å"Life is hard all around, isn't it?† Emmett grinned at me, shifting his weight a bit so that he was suddenly poised to take a charge. â€Å"C'mon Edward. Just turn it off for one minute and fight fair.† â€Å"It doesn't turn off,† I reminded him. â€Å"Wonder what that human girl does to keep you out?† Emmett mused. â€Å"Maybe she could give me some pointers.† My good humor vanished. â€Å"Stay away from her,† I growled through my teeth. â€Å"Touchy, touchy.† I sighed. Emmett came to sit beside me on the rock. â€Å"Sorry. I know you're going through a tough spot. I really am trying to not be too much of an insensitive jerk, but, since that's sort of my natural state†¦Ã¢â‚¬  He waited for me to laugh at his joke, and then made a face. So serious all the time. What's bugging you now? â€Å"Thinking about her. Well, worrying, really.† â€Å"What's there to worry about? You are here.† He laughed loudly. I ignored his joke again, but answered his question. â€Å"Have you ever thought about how fragile they all are? How many bad things there are that can happen to a mortal?† â€Å"Not really. I guess I see what you mean, though. I wasn't much match for a bear that first time around, was I?† â€Å"Bears,† I muttered, adding a new fear to the pile. â€Å"That would be just her luck, wouldn't it? Stray bear in town. Of course it would head straight for Bella.† Emmett chuckled. â€Å"You sound like a crazy person, do you know that?† â€Å"Just imagine for one minute that Rosalie was human, Emmett. And she could run into a bear†¦or get hit by a car†¦or lightening†¦or fall down stairs†¦or get sick – get a disease!† The words burst from me stormily. It was a relief to let them out – they'd been festering inside me all weekend. â€Å"Fires and earthquakes and tornados! Ugh! When's the last time you watched the news? Have you seen the kinds of things that happen to them? Burglaries and homicides†¦Ã¢â‚¬  My teeth clenched together, and I was abruptly so infuriated by the idea of another human hurting her that I couldn't breathe. â€Å"Whoa, whoa! Hold up, there, kid. She lives in Forks, remember? So she gets rained on.† He shrugged. â€Å"I think she has some serious bad luck, Emmett, I really do. Look at the evidence. Of all the places in the world she could go, she ends up in a town where vampires make up a significant portion of the population.† â€Å"Yeah, but we're vegetarians. So isn't that good luck, not bad?† â€Å"With the way she smells? Definitely bad. And then, more bad luck, the way she smells to me.† I glowered at my hands, hating them again. â€Å"Except that you have more self-control than just about anyone but Carlisle. Good luck again.† â€Å"The van?† â€Å"That was just an accident.† â€Å"You should have seen it coming for her, Em, again and again. I swear, it was like she had some kind of magnetic pull.† â€Å"But you were there. That was good luck.† â€Å"Was it? Isn't this the worst luck any human could ever possibly have – to have a vampire fall in love with them?† Emmett considered that quietly for a moment. He pictured the girl in his head, and found the image uninteresting. Honestly, I can't really see the draw. â€Å"Well, I can't really see Rosalie's allure, either,† I said rudely. â€Å"Honestly, she seems like more work than any pretty face is worth.† Emmett chuckled. â€Å"I don't suppose you'd tell me†¦Ã¢â‚¬  â€Å"I don't know what her problem is, Emmett,† I lied with a sudden, wide grin. I saw his intent in time to brace myself. He tried to shove me off the rock, and there was a loud cracking sound as a fissure opened in the stone between us. â€Å"Cheater,† he muttered. I waited for him to try another time, but his thoughts took a different direction. He was picturing Bella's face again, but imagining it whiter, imagining her eyes bright red†¦ â€Å"No,† I said, my voice strangled. â€Å"It solves your worries about mortality, doesn't it? And then you wouldn't want to kill her, either. Isn't that the best way?† â€Å"For me? Or for her?† â€Å"For you,† he answered easily. His tone added the of course. I laughed humorlessly. â€Å"Wrong answer.† â€Å"I didn't mind so much,† he reminded me. â€Å"Rosalie did.† He sighed. We both knew that Rosalie would do anything, give up anything, if it meant she could be human again. Even Emmett. â€Å"Yeah, Rose did,† he acquiesced quietly. â€Å"I can't†¦ I shouldn't†¦ I'm not going to ruin Bella's life. Wouldn't you feel the same, if it were Rosalie?† Emmett thought about that for a moment. You really†¦love her? â€Å"I can't even describe it, Emmett. All of a sudden, this girl's the whole world to me. I don't see the point of the rest of the world without her anymore.† But you won't change her? She won't last forever, Edward. â€Å"I know that,† I groaned. And, as you've pointed out, she's sort of breakable. â€Å"Trust me – that I know, too.† Emmett was not a tactful person, and delicate discussions were not his forte. He struggled now, wanting very much not to be offensive. Can you even touch her? I mean, if you love her†¦wouldn't you want to, well touch her†¦? Emmett and Rosalie shared an intensely physical love. He had a hard time understanding how one could love, without that aspect. I sighed. â€Å"I can't even think of that, Emmett.† Wow. So what are your options, then? â€Å"I don't know,† I whispered. â€Å"I'm trying to figure out a way to†¦to leave her. I just can't fathom how to make myself stay away†¦Ã¢â‚¬  With a deep sense of gratification, I suddenly realized that it was right for me to stay – at least for now, with Peter and Charlotte on their way. She was safer with me here, temporarily, than she would be if I were gone. For the moment, I could be her unlikely protector. The thought made me anxious; I itched to be back so that I could fill that role for as long as possible. Emmett noticed the change in my expression. What are you thinking about? â€Å"Right now,† I admitted a bit sheepishly, â€Å"I'm dying to run back to Forks and check on her. I don't know if I'll make it till Sunday night.† â€Å"Uh-uh! You are not going home early. Let Rosalie cool down a little bit. Please! For my sake.† â€Å"I'll try to stay,† I said doubtfully. Emmett tapped the phone in my pocket. â€Å"Alice would call if there were any basis for your panic attack. She's as weird about this girl as you are.† I grimaced at that. â€Å"Fine. But I'm not staying past Sunday.† â€Å"There's no point in hurrying back – it's going to be sunny, anyway. Alice said we were free from school until Wednesday.† I shook my head rigidly. â€Å"Peter and Charlotte know how to behave themselves.† â€Å"I really don't care, Emmett. With Bella's luck, she'll go wandering off into the woods at exactly the wrong moment and – † I flinched. â€Å"Peter isn't known for his selfcontrol. I'm going back Sunday.† Emmett sighed. Exactly like a crazy person. Bella was sleeping peacefully when I climbed up to her bedroom window early Monday morning. I'd remembered oil this time, and the window now moved silently out of my way. I could tell by the way her hair lay smooth across the pillow that she'd had a less restless night than the last time I was here. She had her hands folded under her cheek like a small child, and her mouth was slightly open. I could hear her breath moving slowly in and out between her lips. It was an amazing relief to be here, to be able to see her again. I realized that I wasn't truly at ease unless that was the case. Nothing was right when I was away from her. Not that all was right when I was with her, either, though. I sighed, letting the thirst fire rake through my throat. I'd been away from it too long. The time spent without pain and temptation made it all the more forceful now. It was bad enough that I was afraid to go kneel beside her bed so that I could read the titles of her books. I wanted to know the stories in her head, but I was afraid of more than my thirst, afraid that if I let myself get that close to her, I would want to be closer still†¦ Her lips looked very soft and warm. I could imagine touching them with the tip of my finger. Just lightly†¦ That was exactly the kind of mistake that I had to avoid. My eyes ran over her face again and again, examining it for changes. Mortals changed all the time – I was sad at the thought of missing anything†¦ I thought she looked†¦tired. Like she hadn't gotten enough sleep this weekend. Had she gone out? I laughed silently and wryly at how much that upset me. So what if she had? I didn't own her. She wasn't mine. No, she wasn't mine – and I was sad again. One of her hands twitched, and I noticed that there were shallow, barely healed scrapes across the heel of her palm. She'd been hurt? Even though it was obviously not a serious injury, it still disturbed me. I considered the location, and decided she must have tripped. That seemed a reasonable explanation, all things considered. It was comforting to think that I wouldn't have to puzzle over either of these small mysteries forever. We were friends now – or, at least, trying to be friends. I could ask her about her weekend – about the beach, and whatever late night activity had made her look so weary. I could ask what had happened to her hands. And I could laugh a little when she confirmed my theory about them. I smiled gently as I wondered whether or not she had fallen in the ocean. I wondered if she'd had a pleasant time on the outing. I wondered if she'd thought about me at all. If she'd missed me even the tiniest portion of the amount that I'd missed her. I tried to picture her in the sun on the beach. The picture was incomplete, though, because I'd never been to First Beach myself. I only knew how it looked in pictures†¦ I felt a tiny qualm of unease as I thought about the reason why I'd never once been to the pretty beach located just a few minutes run from my home. Bella had spent the day at La Push – a place where I was forbidden, by treaty, to go. A place where a few old men still remembered the stories about the Cullens, remembered and believed them. A place where our secret was known†¦ I shook my head. I had nothing to worry about there. The Quileutes were bound by treaty, too. Even had Bella run into one of those aging sages, they could reveal nothing. And why would the subject ever be broached? Why would Bella think to voice her curiosity there? No – the Quileutes were perhaps the one thing I did not have to worry about. I was angry with the sun when it began to rise. It reminded me that I could not satisfy my curiosity for days to come. Why did it choose to shine now? With a sigh, I ducked out her window before it was light enough for anyone to see me here. I meant to stay in the thick forest by her house and see her off to school, but when I got into the trees, I was surprised to find the trace of her scent lingering on the trail there. I followed it quickly, curiously, becoming more and more worried as it led deeper into the darkness. What had Bella been doing out here? The trail stopped abruptly, in the middle of nowhere in particular. She'd gone just a few steps off the trail, into the ferns, where she'd touched the trunk of a fallen tree. Perhaps sat there†¦ I sat where she had, and looked around. All she would have been able to see was ferns and forest. It had probably been raining – the scent was washed out, having never set deeply into the tree. Why would Bella have come to sit here alone – and she had been alone, no doubt about that – in the middle of the wet, murky forest? It made no sense, and, unlike those other points of curiosity, I could hardly bring this up in casual conversation. So, Bella, I was following your scent through the woods after I left your room where I'd been watching you sleep†¦ Yes, that would be quite the ice breaker. I would never know what she'd been thinking and doing here, and that had my teeth grinding together in frustration. Worse, this was far too much like the scenario I'd imagined for Emmett – Bella wandering alone in the woods, where her scent would call to anyone who had the senses to track it†¦ I groaned. Not only did she have bad luck, but she courted it. Well, for this moment she had a protector. I would watch over her, keep her from harm, for as long as I could justify it. I suddenly found myself wishing that Peter and Charlotte would make an extended stay.

Peter Green’s first day Essay

Get the order from Bob Franklin. In order to get the order, Peter has to face the problem of â€Å"freight cost†. Secondary contradiction for Peter Green: 1) His supervisor, John Murphy makes no bones about his scorn for the new breed of salespeople at Scott Carpet, such as Peter himself. 2) Tiff with John Murphy. How to deal with the principal contradiction for Peter Green As Peter Green has to face his ethical principle of no lies, he cannot bear from lying to the front office or he will encounter a faith breaking. That leaves only choice is to satisfy Bob Franklin in order to not lose the commission, at the same time, not breaking his ethical rules. There is one way to finish the task and benefit both sides. Peter could ask the company to bring forward a preferential strategy that all the firms that have a long-term partnership with Scott Carpets (Such as Peabody Rug) will be given a certain credit according to the size of the order. In that kind of strategy, Peter will not need to face the dilemma and Bob get what he wants. It’s a win-win situation, job done. Conspiracy? Let’s say it’s an overt one. Whatever happened in system, stayed in system, and solve in system. How to deal with the secondary contradiction for Peter Green First thing, be nice to John Murphy, whatever it’s from the bottom of the heart or act according to circumstance. Show some respect to the supervisors. Secondly, do everything nicely, keep follow the ethic rules but learn to be adaptable. Last but not least, play the overt one, not conspiracy. What if the company doesn’t agree with the new strategy? As to the character of John Murphy, it’s easy to tell his arrogance. By that case, Peter’s new idea may face a very dangerous situation. As the rule â€Å"Whatever happened in system, stayed in system, and solved in system†, Peter cannot bypass the immediate leader (John Murphy) to do the report. By that case, he has to endure hardships (agree with his BOSS John Murphy and show the loyalty to him) to wait the promotion comes. When he gets promoted to, let’s say, District Manager, he can change the rules and play his game.

Biography of Joel Roberts Poinsett

Biography of Joel Roberts Poinsett Joel Roberts Poinsett was a scholar and traveler whose skills as a diplomat were relied upon by five consecutive American presidents in the early 1800s. Today we remember him not because he was taken so seriously by presidents from James Madison to Martin Van Buren, or because he served as a congressman, an ambassador, and in the cabinet as secretary of war. We also overlook that he helped keep his birthplace, South Carolina, from leaving the Union 30 years before the Civil War, during the heated politics of the Nullification Crisis. Poinsett is mainly remembered today because he was a devoted gardener, and when he saw a plant in Mexico that turned red before Christmas, he naturally brought samples back to raise in his greenhouse in Charleston. That plant was later named for him, and, of course, the poinsettia has become a standard  Christmas decoration. An article about plant names in the New York Times in 1938 stated that Poinsett probably would be disgusted with the fame that has come to him. That may overstate the case. The plant was named for him during his lifetime  and presumably, Poinsett did not object. Following his death on December 12,  1851, newspapers published tributes that did not mention the plant for which hes now remembered. The New York Times, on December 23, 1851, began  his obituary by calling Poinsett a politician, statesman, and diplomatist, and later referred to him as a substantial intellectual power. It wasnt until decades later that the poinsettia was widely cultivated and began to achieve enormous popularity at Christmas. And it was in the early 20th century that millions began unknowingly  referring to Poinsett while remaining unaware of his diplomatic adventures 100 years earlier. Poinsetts Early Diplomacy Joel Roberts Poinsett was born in Charleston, South Carolina, on March 2, 1779. His father was a prominent physician and as a boy, Poinsett was educated by his father and private tutors. In his teens, he was sent to an academy in Connecticut administered by Timothy Dwight, a noted educator. In 1796 he began studies abroad, attending, in succession, a college in England, a medical school in Scotland, and a military academy in England.   Poinsett intended to pursue a military career but his father encouraged him to return to America and study law. After engaging in legal studies in America, he returned to Europe in 1801 and spent most of the next seven years traveling through Europe and Asia. When tensions between Britain and the United States heightened in 1808, and it seemed war could break out, he returned home. Though apparently still intent on joining the military, he instead was brought into government service as a diplomat. In 1810 the Madison administration dispatched him as a special envoy to South America. In 1812 he posed as a British merchant to collect intelligence on events in Chile, where a revolution sought independence from Spain. The situation in Chile became volatile and Poinsetts position became precarious. He departed Chile for Argentina, where he stayed until returning to his home in Charleston in the spring of 1815.   Ambassador to Mexico Poinsett became interested in politics in South Carolina and was elected to statewide office in 1816. In 1817 President James Monroe called upon Poinsett to return to South America as a special envoy, but he declined.   In 1821 he was elected to the U.S. House of Representatives. He served in Congress for four years. His time on Capitol Hill was interrupted, from August 1822 to January 1823, when he visited Mexico on a special diplomatic mission for President Monroe. In 1824 he published a book about his journey, Notes on Mexico, which is full of gracefully written details about Mexican culture, scenery, and  plants. In 1825 John Quincy Adams, a scholar and diplomat himself, became president. No doubt impressed by Poinsetts knowledge of the country, Adams appointed him as the U.S. ambassador to Mexico. Poinsett served four years in Mexico and his time there was often fairly troubled. The political situation in the country was unsettled, and Poinsett was often accused, fairly or not, of intrigue. At one point he was labeled as a scourge to Mexico for his presumed meddling in local politics. Poinsett and Nullification He returned to America in 1830, and President Andrew Jackson, whom Poinsett had befriended years earlier, gave him what amounted to a diplomatic mission on American soil. Returning to Charleston, Poinsett became the president of the Unionist Party in South Carolina, a faction determined to keep the state from seceding from the Union during the Nullification Crisis. Poinsetts political and diplomatic skills helped to calm the crisis, and after three years he essentially retired to a farm outside Charleston. He devoted himself to writing, reading in his extensive library, and cultivating plants. In 1837 Martin Van Buren was elected president and convinced Poinsett to come out of retirement to return to Washington as his secretary of war. Poinsett administered the War Department for four years before again returning to South Carolina to devote himself to his scholarly pursuits. Lasting Fame According to most accounts, plants were successfully propagated in Poinsetts greenhouse, from cuttings taken from the plants he brought back from Mexico in 1825, during his first year as an ambassador. The newly grown plants were given as gifts, and one of Poinsetts friends arranged for some to be exhibited at an exhibition of plants in Philadelphia in 1829. The plant was popular at the show, and Robert Buist, the proprietor of a nursery business in Philadelphia, named it for Poinsett. Over the following decades, the poinsettia became prized by plant collectors. It was found to be tricky to cultivate. But it caught on, and in the 1880s mentions of poinsettia appeared in newspaper articles about holiday celebrations at the White House.   Home gardeners began to have success growing it in greenhouses 1800s. A Pennsylvania newspaper, the Laport Republican News Item, mentioned its popularity in an article published on December 22, 1898: ... there is one flower which is identified with Christmas. This is the so-called Mexican Christmas flower, or poinsettia. It is a small red flower, with long highly decorative red leaves, which blooms in Mexico about this time of year and is grown here in greenhouses especially for use at Christmas time. In the first decade of the 20th century, numerous newspaper articles mentioned the popularity of the poinsettia as a holiday decoration. By that time the poinsettia had become established as a garden plant in southern California. And nurseries devoted to growing poinsettia for the holiday market began to flourish. Joel Roberts Poinsett could never have imagined what he was starting. The poinsettia has become the largest selling potted plant in America and growing them has become a multi-million dollar industry. December 12, the anniversary of Poinsetts death, is National Poinsettia Day. And its impossible to imagine a Christmas season without seeing poinsettias.

Leadership and its impact on motivation and performance Essays

Leadership and its impact on motivation and performance Essays Leadership and its impact on motivation and performance Essay Leadership and its impact on motivation and performance Essay Introduction There is no ideal definition of leadership. 221 explanations were provided by Bass (2008): he highlighted the fact that any single definition would lack certain features (Van Wart, 2013). In this paper we consider the following interpretations. The first definition states that leadership is interpersonal influence that is used for directing others in order to achieve certain goals (Guetzkow, 1961). Hence, effectiveness of a leader can be measured by the level of his followers performance and motivation to work. Leadership can often be confused with management and administration: owever, it is evident that not every administrator (manager) is a leader and vice versa. Leadership is about power, i. e. eagerness of the followers to follow, whilst administration and management about authority vested in a persons position. What is more, management as well as administration is considered in this paper as maintenance activity, whereas leadership mostly deals with change. Leaders are people who shape the goals, motivations, and actions of others. Frequently they initiate change to reach existing and new goals Managing is maintaining efficiently and effectively current organizational arrangements. While managing well often exhibits leadership skills, the overall function is toward maintenance rather than change (Bush, 2008). To sum up, orientation on change and informal power are distinctive features of leadership the authors of the paper base their further analysis on. Theoretical concepts Nowadays there are several theories and models produced by a lot of studies, which analyze leadership from different sides such as personal qualities and leadership styles. The major theoretical concepts can be summarized into 3 groups: trait-based models, situational/contingency models and functional leadership models. Trait- based models The trait-based theory implies that a person can only be a leader if he or she is born with a special gift, i. e. special characteristics or traits without which a leader would not be able to perform managerial functions effectively. The topic was very popular in the first half of the twentieth century. The researchers tried to find correlation between innate traits and leadership criteria, but the results were inconsistent and unclear. Mann in 1959 concentrated his study on seven personality characteristics: intelligence, adjustment, extraversion, dominance, masculinity, conservatism, and ensitivity (Zaccaro et al, 1991). However the study made by Mann was not successful because he found that no trait had a median correlation higher than . 25 with leadership criteria (Zaccaro et al, 1991). The more fruitful research was made by Digman in 1990, who found a positive correlation between personality and leadership. Digman evaluated the leader by the following personality parameters: neuroticism, extraversion, openness to experience, agreeableness, and conscientiousness (Colbert et al, 2012). However this study still did not answer some questions concerning the relation between leadership and personality. Behavioral models This models focus on the way leaders behave with subordinates. Compared to the previous model, the emphasis was shifted from the leaders personality to leadership itself. The model was elaborated by Blake and Mouton (1964) in The managerial grid, and was aimed at improving interpersonal effectiveness and development of leadership skills (Alvares et al. , 1976). The model implies that a leaders success is generally based on the concern for production and the concern for people: the combination of both features is the optimal strategy for leadership accomplishment, hich makes subordinates more motivated with their tasks; feel important to the company; clearly understand the goals; achieve the high level of performance. (Alvares et al. 1976) Situational/contingency models In contrast to trait-based model, situational/contingency approaches presume that there is no ideal leadership style and that the most effective style depends on the situation, employees attitudes, conditions of work, etc. Leadership style may and should adjust to changes in the situation and only that way it would be effective. In other words, leader has to be flexible. This model enco mpasses the following pproaches to leadership. Three styles model Kurt Lewin (1890-1897) is told to be the leading psychologist of his generation (Burnes et al. 2013). Lewin introduced the so-called field theory, which states that individuals behavior depends on the environment, field. He found that three styles prevail in leadership behavior: democratic, authoritarian and laissez- faire style. Authoritarian style is about giving specific tasks and providing employees with direct instructions about how and when they should work, all decisions are made by the leader himself. Democratic style implies that a leader directs the rocess less, rather participating in it, helping subordinates to solve the problem and motivating them. Laissez-faire leadership is considered to be the most ineffective. The essence of this style is that a leader neither participates in team work, nor encourages employees. Followers are free to choose their own policies and methods, which is supposed to increase their creativity. The results of his studies show that democratic group performs best, stimulating creativity from the members and positively affecting productivity. However, the group with authoritarian style is a bit ore productive, but less creative and, what is important, fewer subordinates are satisfied with their Job. As for laissez-faire group, it is not effective: practically no creativity, poor performance and little satisfaction are observed. Summarizing Kurt Lewins findings we may build a table (App. 1) of three styles and its effects on motivation and performance 00b satisfaction is included, though it is out of our analysis scope). However Kurts theory was criticized for too narrow approach to leadership styles that ignore various shades between authoritarian and democratic behavior. Leadership continuum model That is why Tannenbaum and Schmidt offered their Leadership continuum model. The authors concentrated on the problem of combining democratic and authoritative style taking advantage of both approaches. (Tannenbaum et al. , 1973) Tannenbaum and Schmidt introduced the so-called continuum of styles, where styles have different variations from authoritarian to democratic, and can be used by a person in different situations (App. 2). An important benchmark is circled with red color: from here to the right a manager makes decisions only after consulting with the employees. The authors also mentioned that apart from choosing an appropriate eadership style it is extremely important that your employees understand the rules of the game, i. e. the style youVe chosen. Pretending to listen to employees opinion while in fact making decisions on your own not only spoils the relationships between an employer and his or her workers but decreases performance and motivation. Fiedlers contingency model Fiedlers contingency model (1964) presumes that performance of groups is contingent upon the interaction of leadership styles and the favorability of the situation for the leader. Mitchell et al. , 1970) Fiedler proposes that leaders can be ivided into two categories task-oriented and human-oriented. Effectiveness of the two categories of leadership depends on the task structure and the leaders position power. For example, task-oriented leaders are more effective in either very easy or very difficult (unstructured) situations. Human-oriented leaders perform best in m edium difficulty situations. Path-goal theory The theory was elaborated by Georgopoulos et al. (1957) and House. The model pays particular attention to the subordinates expectations. House, 1971) It states that management is responsible of setting clear goals, clarifying paths for achieving oals, implementing reward systems based on achieving higher performance (Mulki et al. , 2009). House devised 4 leadership styles depending on the type of work, followers characteristics and their expectations: directive, supportive, participative and achievement oriented. 1) Directive style (in case of unstructured, but interesting tasks and inexperienced followers) clear explanation and guidance on what employees should do. ) Supportive style (when tasks are simple, group cohesion is poor, but workers are experienced) leader should improve the working atmosphere and support the workers. ) Participative style (unstructured and complex tasks, experienced workers) leader should consult followers and listen to their opinions. 4) Achievement-oriented style (Unstructured, complex tasks, experienced workers, who think they lack power to accomplish task) leader should motivate and encourage followers. Situational model The authors of the situational model (Hersey, Blanchard, 1969) presume that one should choose leadership style only after he/she assessed the employees readiness to perform a specific task and adapt leadership styles to changing environment. (Butler et al. 1991) Situational Leadership Theory focuses on two aspects: (1) competence and (2) confidence and commitment. These two may be high or low (App. 3), and leader should make emphasis on either task or relationship aspect depending on the situation. Four frame model The last model in this group is Bolman and Deals four frame model. The researchers introduced four frames which leaders should pay attention to in different circumstances. These are structural, human resource, political and symbolic. Structural frame focuses on setting the goals, clarifying tasks and responsibilities. Human resource frame concentrates on peoples needs, their motivation and interests. Political frame is about resolving conflicts that arise in the organization. Symbolic frame deals with the sense of common goal, teambuilding and inspiration. A leader should be able to identify the main problems an organization faces and after to choose one or several frames to focus on, changing them after accomplishment of the goal. Otherwise it negatively impacts employees performance and motivation. Transactional and transformational leadership theory Transactional style is characterized by providing directions and guidelines, focusing n Job completion. Such leader defines group activities, describes the role each member is expected to assume and sets clear goals; clarifies the link between achievement and reward. Motivation is limited to formal procedures: bonuses and sanctions. Transformational leadership is guidance through individualized consideration, intellectual stimulation, inspirational, and idealized influence. (Choudhary et al. , 2013) Leaders of this style want employees to share common values and orient them towards the companys goals, create environment of psychological support and friendliness; incorporates employees suggestions into the ecision-making process and, thus, influence Job satisfaction and commitment. (Mulki et al. 2009) There are a lot of different opinions concerning which leadership style is more effective and if a person can display different styles. Some scientists have described transformational and transactional leadership styles as two competing approaches to motivating followers or employees: a person can perform either transformational leadership or transactional one, but not the both styles. Other researchers have a different opinion, assuming that these s tyles are not competing ones, but complementary to each other. Bass et al. 1993) Despite the fact that it is often supposed that outstanding leaders perform both transformational and transactional styles, it seems that transformational leadership can be more effective in a lot of cases. Previous researchers have discovered the evidence of a strong positive correlation between the application of transformational leadership style and the performance of working teams, presidential administrations and business units. (Cameron et al. , 2011) Functional leadership models There are also functional leadership models based on functions a leader must be ble to carry out. Morgeson et al. , 2010) One of the approaches proposes to divide the leadership functions into two phases or stages: transitional and actional phase. The transition phase is a period of time when teams focus on activities related to structuring the team, planning the teams work, and evaluating the teams performance. (Morgeson et al. , 2010) Actional phase is consequently the portion of the teams performance cycle when the team is focused on activities that directly contribute to accomplishing its goals. Morgeson et al. , 2010) (App. 4) Both phases re crucial for establishing cooperation within the team and, thus, high level of overall performance. An effective leader should define the phase of companys development and act accordingly. John Adairs Action-centered Leadership model. John Adair introduced the three circles diagram, which illustrates three main tasks of a leader (App. 5). 1. Task circle means the need to solve the problem and achieve particular result; 2. Team circle means that leader must create the working atmosphere, where employees will perceive the goals as our; teambuilding; 3. Individual caring about every worker of the team, trying to satisfy his/her needs. Leadership is effective only when all three functions are combined (the intersection of the circles). Changing salespeoples performance through leadership The problem Salespeople often work under direct supervision and are under high pressure to produce results: the management style has a strong impact on their performance. Leaders set an example of appropriate conduct. The study was conducted in a North American subsidiary of an international pharmaceutical company X to analyze the issue (Mulki et al. , 2009). The problem of the company was unethical behavior of salesmen with clients physicians: 50% lie on sales calls, every third makes nrealistic promises, every fifth imposes products on customers the latter do not need and bribe physicians to get them prescribed to a particular brand of drugs the behavior which was tacitly approved by senior management as long as sales goals were achieved. The revealed facts of inappropriate behavior ultimately led to the decline in the overall trust to the company X and the undermined reputation of pharmaceutical companies in general. The challenge Establishment of new company-wide ethical standards is a complicated issue, but existence of such standards is essential for controlling for the overall employees erformance, especially nowadays, when firms shift from a traditional office with opportunities of direct supervision to field offices, where employees are more independent in their actions. The industry trade association, PhRMA, issued voluntary industry guidelines for salespeople, which regulate the interaction of salespersons with physicians, directed to 90 large pharmaceutical companies of the U. S. The guidelines were rather strict, and required a strong commitment from senior management to be complied with. To face the challenge, it was decided to implement the path-goal theory and to use the features of leadership style of management tarting from the senior positions of the company. The aim was essentially to change the companys ethical standards, incorporating compliance with ethical rules and policies into the salespeoples system of values. Methodology The survey was conducted to identify leadership styles present in the organization and their impact on Job satisfaction and performance of employees. The employees were asked to measure leadership styles of management with the following 13 items, 9 of which represent considerate leadership, and 4 represent instrumental leadership (App. 6). The employees were also asked to estimate their satisfaction with upervisor, Job satisfaction, their efforts and Job performance. Results of the analysis showed that over 72% of the variance is explained by two factors instructional leadership and transformational leadership styles of management. Another random survey of salespeople was conducted 1 year later after the start of the transition to check for the impact of the new rules and standards on employees Job satisfaction, efforts and Job performance, as well as to reveal some of their considerations about relationships with clients. Results While transformational leadership plays a role in establishing good relationships etween management and subordinates and has a significant influence on the employees satisfaction with the supervisor, the analysis of implementation of the model to the company X showed that transactional leadership is more successful in setting corporate standards. It plays the crucial role in this process: a directive leader prescribes the space within which there is still room for decision-making, but the lines which an employee should not cross are clear: this is particularly important for salespeople as they should know that compliance with ethical rules and policies prevails over getting a substantial contract. It is also evident that establishment of these guidelines should not necessarily be the result of a consensus between all the employees, when everybodys views are taken into consideration. Clarity and established boundaries motivate the salesman to be creative in meeting customers needs without feeling uncertainty and vulnerability from the point of view of refusing to comply with the firms standards and management disapproval: it enhances subordinates trust in management and significantly reduces stress. What is more, customers are more open to new ideas and suggestions from an ethical organization, hich standards are high and clear. The trust, freedom and flexibility enable salespeople to be client oriented and increases the amount of effort employees put in their activities. This, in turn, creates a sense of Job accomplishment (Mulki et al. , 2009) and essentially improves the overall performance. To sum up, the new company-wide standards established in the company X with the help of the path-goal leadership theory and based on the difference between the two styles of leadership, increased the employees performance level significantly, improved the client- salesman long-term relationships and brightened the overall image of harmaceutical industry. Supplier integration in the automotive industry: the impact of buyer-side leadership on motivation among suppliers The problem Due to the shortage of RD capabilities and basic management skills, domestic suppliers of Chinese automotive industry are not well-developed. As a consequence, the majority of key components are manufactured and imported from other suppliers with operations in China. However, the foreign suppliers try to integrate as many domestic suppliers as possible because of local production requirements and the specifics of an automotive industry: it is a networked field where it is almost mpossible for an individual firm to possess all the necessary expertise to produce complex machinery. Supplier integration is a complex issue that requires the understanding of the situation from different perspectives. In our case the problem of creating trust and commitment between buyers and suppliers is analyzed, and how changes of Chinese automotive suppliers mindset, competences and motivation to collaborate can be stimulated (Lockstrom et al. , 2010). Here the Hersey and Blanchards situational leadership model can be implemented as it takes into account the environment where a manager operates. Methodology In order to collect the data, the number of semi-structured face-to-face voice- recorded 2-hours interviews was conducted with 30 purchasing, quality and general managers from automotive companies, which were then transcribed. The reliability of the study was further ensured by a detailed case protocol enabling systematic data collection. A detailed script was sent to every participant during a week after the interview for review. This way a high level of dependability and reliability was achieved by researchers. Results Several assumptions can be made about the managers in the industry: first, they ave a positive attitude towards their work in general. Second, they are sure that they influence their suppliers and make them follow. Third, the managers demonstrated positive attitude towards combination of operational work and strategic planning. The study showed that in 23/30 cases (76%) cooperative/transformational leadership style prevailed in their behavior, while assertive/transactional leadership style was used in 27% of cases, and 6% choose empowering style. 27% of respondents tend to change their management style depending on the situation, using the situational eadership model to motivate a supplier when he or she does not live up to a managers expectations. As one of the managers put it, you need a carrot to motivate and a stick to implement (Lockstrom et al. , 2010). The first managerial challenge is to stimulate collaborative efforts of suppliers in order to drive supply chain performance, such as cost reduction, quality assurance, delivery reliability etc. (Lockstrom et al. , 2010). The managers actively worked on a personal level to convince suppliers to adopt the formers values and beliefs, persuading them to invest in technologies and innovations. Thus, transformational leadership is perceived to influence the suppliers mindset and commitment, motivate the latter to adapt and collaborate. However, the difficulty in managing production and delivery performance was highlighted. Despite the willingness to learn and to improve the activity (8 cases), the lack of targets and action plans as well as unstable feedback channels led to worsening of the results. That was one of the reasons why reactive attitude and hierarchical communication are met in 40 and 37% cases, respectively, although the value of personal relationships is high (57%). It was found that in most of the cases concerning production issues the buyer side took the initiative and responsibility for involving domestic suppliers in product development activities. Domestic suppliers tend to be rather reactive than proactive. Thus, the level of innovations initiated by domestic suppliers is very low. In terms of strategic planning, which includes capacity, demand or product planning, as well as sharing new ideas and setting long- term goals, only 30% of companies shared ideas with domestic suppliers, 13 firms involved domestic suppliers in capacity planning, 8 in demand planning and 9 firms lanned everything collaboratively sharing financial information with domestic suppliers (Lockstrom et al. , 2010). The time of conducting business also matters: among 8 firms which communicated strategic goals, 6 worked with suppliers for more than 10 years. The respondents of these firms stated the satisfactory level of trust and commitment. Still, it was evident that the perceived stronger supply chain partner [foreign in this case] usually dictates the activities (Lockstrom et al. , 2010). Overall, we can see the cooperative leadership style prevails in the majority of cases oncerning personal buyer-supplier relationships: the relationships with Chinese suppliers are built gradually, and the levels of trust and motivation do not heavily rely on contracts. Still, it is acknowledged by managers that it is extremely hard to motivate the person and ensure high performance level with cooperation and coaching only. The clear goals should be set and action plans elaborated, which require assertiveness of the leader, to push the supplier in the preferable direction: the supplier only learns when it hurts (Lockstrom et al. , 2010). Conclusion Overall, considering all the different leadership approaches, models and theories, it can be concluded that there is no single most efficient leadership style in terms of motivation and performance. Different leadership styles should be used depending on situation. For instance, when there is little time to make a decision and where a leader has significantly more experience or expertise than the rest of the team, the transactional leadership style would be more effective, while in a motivated group with a higher level of expertise, the transformational style should be more efficient. The chosen style should be the one that most effectively achieves the goals of the group while considering the interests of its members. Therefore, leadership style mostly depends on circumstances, time of execution and personal and professional characteristics of a leader and team members. Reference list 1. 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Available from: Business Source Complete, Ipswich, MA (Accessed November 13, 2013) 21. The Managerial Grid as a Predictor of Conflict Resolution Method and Managerial Effectiveness / Bernardin, H. John; Alvares, Kenneth M. // Administrative Science Quarterly Mar1976 Vol. 21 Issue 1 pp. 84-92. 22. Transformational le adership and organizational culture/ B. M. Bass, B. J. Avolio, // Public Administration: An International Quarterly 1993. vol. 17 pp. 112-121. Appendix Appendix 1 Kurt Lewins Three styles model Authoritarian Democratic Laissez-faire Motivation Less High Lowest Performance Highest High Low Satisfaction Less satisfied Satisfied Not satisfied Source: Kurt Lewins Field Theory: A Review and Re-evaluation / Burnes B. , Cooke B. // International Journal of Management Reviews Vol. 1 5(2013) pp. 408-425 Appendix 2 Continuum of leadership behavior Source: How to choose a leadership pattern / Tannenbaum R. and Schmidt W. H. // Harward Business Review May-June 1973 pp. 162-180 Available from: Business Source Complete, Ipswich, MA. Accessed November 13, 2013 Appendix 3 Situational Leadership Theory Task emphasis Relationship emphasis Low competence, low confidence and commitment High (instructions, directions) Low disregard of emotions) Low competence, high confidence and commitment High (instructions, persuasion) High (encouragement, incentive) High competence, low confidence and commitment Low (consultation) High (involving, teamwork) High competence, high confidence and commitment Low (consultation, delegating responsibility) Low (trust, empowerment) Source: A Preliminary Investigation of the Applicability of Situational Leadership In Other Cultures / Ramkisson A. / International Journal Of Business Strategy [serial online]. March 2013 Vol. 13(1) P. 43-48. Available from: Business Source Complete, Ipswich, MA. Accessed November 13, 2013. Appendix 4 Main leadership functions according to the functional leadership model Transitional phase (Stage 1) Action phase (Stage 2) Compose team Monitor team Define mission Manage team boundaries Establish expectations and goals Challenge team Structure and plan Perform team task Train and develop team Solve problems Sensemaking Provide resources Provide feedback Encourage team self-management and support social climate Source: Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes. / Morgeson F, DeRue D, Karam E. // Journal Of Management [serial online]. January 2010;36(1):5-39. ) Appendix 5 John Adairs Action-centered Leadership model Source: Action-centered Leadership (Second Printing) (Book). // Personnel Psychology [serial online]. September 1980;33(3):674-675. Available from: Business Source Complete, Ipswich, MA. Accessed November 13, 2013. Appendix 6 Scale of leadership styles used for subordinates assessment. Source: Critical Role of Leadership on Ethical Climate and Salesperson Behaviors / Mulki, Jay P. , Jaramillo J. F. , Locander W. B. // Journal of Business Ethics Vol. 86, No. 2 (May, 2009)- pp. 125-141