The poem The Echoing Green is written by William Blake Essay Example For Students

The poem The Echoing Green is written by William Blake Essay The poem The Echoing Green is written by William Blake. It is taken from SONGS OF INNOCENCE. It is divine voice of childhood unchallenged by the test and doubts of later years. Blake expresses in simple and lovely diction the happiness and innocence of a childs first thoughts about. This is a pictorial poem. The Echoing Green is a poem about a grassy field on a warm morning in late spring. The poet gives a very beautiful description of a dawn and morning of spring. The spring represents the life. Morning is the beginning of life and the dark evening is the end. We will write a custom essay on The poem The Echoing Green is written by William Blake specifically for you for only $16.38 $13.9/page Order now This poem is a blend of child like innocence and grayness of later years. It is symbolic and draws a contrast between youth and old age. Blake has expressed broad meaning of the playground. The children are carefree and they are not surrounded by any kind of worries because worries are associated with old age and pleasures with childhood. The children are busy in games. They are showing vibrant attitude and display high energy in their games. They are laughing and thoroughly enjoying themselves. Their voices echo in the field. They travel on the wings of leisurely fancy and float far into the realm of calm and sweet childhood joy; unaware of the pains and cutting realization they are going to encounter as the years fall in on them. The nature also seems to join in with their joy as the sun shines with sheer brilliance over the playing children. The azure sky also seems to be smiling at the joy of these innocent children. The whole atmosphere further seems drunk with high-spirited fervor; the church bells add their sonorous chimes to this festive atmosphere. The poet symbolizes the innocence and delicacy of children with the birds. The birds are happy and they sing their heart out. The mellifluous chirping and singing of these feathered friends represents the joys and blessings of our lives. The beautiful songbirds like the delicate thrush and the sweet sounding skylark create a marvelous fusion of their cute chirping with the sonorous bell chimes. From this point the poem shows a subtle recession in the mood as the focus eases on to the old people sitting under the oak tree and draw a strange sort of pleasure from the games and the frivolous activities of the children. The old oak tree also symbolizes a rather enigmatic entity of existence- time. The old oak tree represents the all-pervasive time that draws a calming balance between the contrasting old age and the joyous childhood. The old people sitting under the cool shades of the old oak tree show a rather reflective attitude as they brood over the time of their own childhood. For some time they forget their own worries and pains which they have realized with the passage of time. This shows that the children are a blessing and they have the ability to make ones life happy. The old people enjoy the childrens sports. The old folks are also laughing at the simplicity and innocence of the children. The children are ignorant about the hardships and the difficulties in the life ahead. The older generation has gone through the ups and downs of life and can actually understand the sweetness of the time of childhood, as that is a time that they have lost. In fact they are ready for their eternal rest in the womb of Mother Nature. Thus the old people are absorbed in the games of the children and recall their own childhood and youth à ¢Ã¢â€š ¬Ã¢â‚¬Å" the golden period of life. .uc258e313e17268b7dd52c00bf721715e , .uc258e313e17268b7dd52c00bf721715e .postImageUrl , .uc258e313e17268b7dd52c00bf721715e .centered-text-area { min-height: 80px; position: relative; } .uc258e313e17268b7dd52c00bf721715e , .uc258e313e17268b7dd52c00bf721715e:hover , .uc258e313e17268b7dd52c00bf721715e:visited , .uc258e313e17268b7dd52c00bf721715e:active { border:0!important; } .uc258e313e17268b7dd52c00bf721715e .clearfix:after { content: ""; display: table; clear: both; } .uc258e313e17268b7dd52c00bf721715e { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uc258e313e17268b7dd52c00bf721715e:active , .uc258e313e17268b7dd52c00bf721715e:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uc258e313e17268b7dd52c00bf721715e .centered-text-area { width: 100%; position: relative ; } .uc258e313e17268b7dd52c00bf721715e .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uc258e313e17268b7dd52c00bf721715e .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uc258e313e17268b7dd52c00bf721715e .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uc258e313e17268b7dd52c00bf721715e:hover .ctaButton { background-color: #34495E!important; } .uc258e313e17268b7dd52c00bf721715e .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uc258e313e17268b7dd52c00bf721715e .uc258e313e17268b7dd52c00bf721715e-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uc258e313e17268b7dd52c00bf721715e:after { content: ""; display: block; clear: both; } READ: Two Poets Present Their Memories EssayAs W B Yeats said, The days of the youth are the days of our glory. But this joy of the old people is mixed with a subtle somberness as they realize the sad fact that after all these children will also be swept with the current of time and then one day they will take their place under the shade of the oak tree, and a new generation will take their place. And so the rise and fall will go on and on. The poet here is underlining a very resonant fact of life i. e. the inevitability of death. The last stanza is laden with a rather pathetic mood. It indicates the end of life. The children are tired and they have stopped playing. This is a sign of old age- the tiring of the children symbolizes the old age, when man becomes old and heads towards his eventual demise. Moreover a sad mood prevails over him as he realizes the approaching death. So the harbinger of death is symbolized by the evening as the evening shadows creep on the green announcing the arrival of night-death. The green takes on an unpleasant and sordid look. The game ends! So does the life. The children return to their homes to rest. The home symbolizes the grave and the rest is the eternal rest. Thus the poem is a splendid pen picture of joys of child hood and their eventual fading away into eternity. Blake has further laid stress on the potent entity called change. The poet has through useful symbol of oak tree, old people, evening etc has discussed the mechanics, which act as a fulcrum in moving the paddles of life. The poet has showed superb mastery as he changes the mood of the poem along with the progression of the poem. The poem is in fact a very fine presentation of the philosophy of life resting on the hinges of the magnificent time. And sport no more seen On the darkening green.

Leading Change at Simmons

Leading Change at Simmons Free Online Research Papers The case explores the challenges of managing a large-scale organizational change at Simmons, an old and established company that manufactures and distributes mattresses. The new CEO, Charlie Eitel, hired to turn the organizations performance around, considers whether to implement an untraditional training program that includes outdoor experiential team-building activities as a central element of his change strategy. It gives us opportunity to consider the decision of investing in the expensive training program following the loss of the three largest customers - retailers that together had contributed a third of Simmons revenues. One central theme is the role of leadership in engaging and motivating employees to implement changes that improve product quality and operational efficiency and cost. The Company and its new leadership: Simmons Inc is a 130 year old mattress manufacturing company based in Atlanta. The company has changed many hands since it was founded in 1870 by Zalmon Gilbert Simmons. The recent acquirers Fenway Partners have appointed Charlie Eitel has been appointed the CEO of the company as he has the track record of turning companies around. Charlie has brought about a number of changes in the organization since he has assumed office. His endeavor is to making the companies a place were people like to work and with whom customers like to deal with. Problems What changes are brought by Charlie Eitel and how his leadership has affected the company during the first six months as CEO? Heading into 2002 what should be the management teams top priorities? Should Simmons roll out the GGOL program? If so, how, and how would you justify the $7.2 million investment to Fenway Partners? What approach should Charlie Eitel take to bring about change in the organization: conventional or unconventional? Simmons Culture and Values: The Company had established a core set of values since its inception which were: 1. Using history of the company to learn from and inform future decisions 2. Maximizing the opportunities to think creatively about how to solve business problems 3. Embracing innovation 4. Keeping customers needs at the top of the priority list 5. Caring about the associates 6. Empowering people within certain boundaries 7. Supporting one another These values have been coined as the acronym CHOICES. The last three set of values have been added on by Charlie to build employee morale and to foster the spirit of teambuilding among the employees. The â€Å"code of ethics† at Simmons focused heavily on fairness, respect, integrity and fostering growth and development in others. Charlie also added the leadership vision which focused on leadership as team’s obligations and responsibilities to themselves and other constituents. Finally Simmons workforce vision was a statement about associates right and responsibilities. All these things were aimed at creating and maintaining operational excellence. Critical Analysis: The organization was plagued by its culture of dictatorship where there was no sense of team accountability. None of the 18 units were integrated; in fact, even in times of crises, the units did not lend support to bolster the one another. Considering the situation where the company has faced a major loss in terms of three of its best clients and inventory loss due to poor quality foam, it is all the more necessary to salvage the company by injecting a motivating team spirit amongst the employees. The employees lack team spirit, people skills, communication skills (both at a horizontal as well as vertical level), and good leaders. This deficit is required to be addressed and the primary objective should be to determine whether the benefits of implementing a culture change program that will offset the huge capital expenditure involved. As we look into the problems that prevail in the organization the content has to be such that it focuses on team building skills, reducing power distance, augment motivation among employees and uniting various units that are competing instead of working in collaboration. Various components to achieve this objective could be Outbound Activity, Inspirational movie, Management Games, Motivational lecture to encourage change. At this point the company needs some changes to survive the financial crisis prevailed in the US economy. In this regard, Eitel was expecting to bring about a cultural and structural change in the organization to encounter the same, as there was internal competition started among its plants. The Great Game of Life (GGOL) was the step taken in this regard. The GGOL was a program that was designed to encourage team work and enhance team performance. Teams were made to perform tasks that would have individually, so far, been impossible to do. The purpose was to reiterate the virtues of interdependence, coordination and coexistence. Tasks that seemed daunting were made simple by team work and encouragement. The employees were motivated by these experiences and extend it to their work as well. The purpose was to enhance inter-team and intra-team interaction in order to facilitate improved customer satisfaction. It was more like a team-training exercise that aimed at developing interpersonal skills and cohesion and thus aimed more at group processes than content tasks. The process was thus targeted to provide development to the employees than just training. However, this approach faced stiff resistance since its implementation because of completely revamping the company’s dictatorial form. Further, several plant managers resigned since they did not wish to participate in the program. Also, Eitel knew that it would be extremely difficult to convince Fenway partners that the company wanted to incur a $7.2 million expense over three years in order to implement the training program. It was finally decided to initiate the process at the Charlotte plant- infamous for its poor culture and dictatorial practices. Thus, GGOL was implemented at the senior leadership level of the plant at the end of 2000 with its successful reception by plant manager Bill Wagner, and his team continued rolling it out to the rest of the employees. It brought about positive changes in the middle management’s outlook and was thus perceived as a fruitful change- trusting, openness among employee and productive working milieu. Also, this program helped in developing team culture which was missing and necessary in present situation. At middle level, the program inspired workers to work together as team and be united towards a common goal. However maximum resistance is expected at this level as the changes brought by GGOL will be maximum. People at this level are working for a very long time and they have embedded values which will be difficult to change all of a sudden. The way ahead: The training programs at Simmons have been very successful as we can see from its success at the Charlotte plant. Not only was there an increase in employee motivation but also an overall improvement in plants productivity. The Charlotte plant won the Plant of the year for its progress. Eitel needs to explain the benefits of training and development to Fenway Partners particularly when the economy is in recession, since at the time of recession there is low turnover hence the trained people won’t leave the company. It has been seen that the companies who invest more in the times of recession are the ones who gain more when the economy takes an upturn. Research Papers on Leading Change at SimmonsMoral and Ethical Issues in Hiring New EmployeesAnalysis of Ebay Expanding into AsiaThe Project Managment Office SystemOpen Architechture a white paperRiordan Manufacturing Production PlanMarketing of Lifeboy Soap A Unilever ProductResearch Process Part OneIncorporating Risk and Uncertainty Factor in CapitalBionic Assembly System: A New Concept of SelfHip-Hop is Art

Pro Forma Sessions in Congress

Pro Forma Sessions in Congress In the daily agendas of the House of Representatives and Senate, you will often see that House or Senate leaders have scheduled a â€Å"pro forma† session for the day. What is a pro forma session, what is its purpose, and why do they sometimes stir up political firestorms? Key Takeaways: Pro Forma Sessions Pro forma sessions are meetings of the U.S. Congress held â€Å"in form only.† Either house of Congress can hold pro forma sessions.During pro forma sessions, no votes are taken and no other legislative business is conducted.Pro forma sessions are held for the purpose of meeting the â€Å"three-day rule† in Article I, Section 5 of the U.S. Constitution. The three day rule prohibits either chamber of Congress from not meeting for more than three consecutive calendar days during a congressional session without the approval of the other chamber. The term pro forma is a Latin term meaning â€Å"as a matter of form† or â€Å"for the sake of form.† While either chamber of Congress can hold them, pro forma sessions are most often held in the Senate. Typically, no legislative business, such as the introduction or debate on bills or resolutions, is conducted during a pro forma session. As a result, pro forma sessions rarely last more than a few minutes from gavel-to-gavel. There are no constitutional restrictions on how long pro forma sessions must last or what business may be conducted in them. While any Senator or Representative present can open and preside over a pro forma session, the attendance of other members is not required. Indeed, most pro forma sessions are conducted before nearly empty chambers of Congress.   A Senator or Representative from one of the nearby states of Virginia, Maryland or Delaware is usually chosen to preside over pro forma sessions since members from other states have usually left Washington, D.C. for vacations or meeting with constituents in their home districts or states. The Official Purpose of Pro Forma Sessions The officially stated purpose for pro forma sessions is to comply with Article I, Section 5 of the Constitution, which prohibits either chamber of Congress from adjourning for more than three consecutive calendar days without the consent of the other chamber. Scheduled long-term breaks provided for in the annual legislative calendars for  sessions of Congress, such as the summer breaks and district work periods are typically provided for by the passage in both chambers of a joint resolution declaring the adjournment. However, the numerous unofficial reason for holding pro forma sessions of Congress often results in controversy and politically hurt feelings. The More Controversial Purpose of Pro Forma Sessions While doing so never fails to raise controversy, the minority party in the Senate often holds pro forma sessions specifically to prevent the President of the United States from making â€Å"recess appointments† of persons to fill vacancies in federal offices that require the approval of the Senate. The president is allowed under Article II, Section 2  of the Constitution to make recess appointments during recesses or adjournments of Congress. Persons appointed by recess appointments assume their position without the approval of the Senate but must be confirmed by the Senate before the end of the next session of Congress, or when the position again becomes vacant. As long as the Senate meets in pro forma sessions, Congress never officially adjourns, thus blocking the president from making recess appointments. However, in 2012, President Barak Obama made four recess appointments during Congress’ winter break, despite a run of daily pro forma sessions called by Senate Republicans. Obama argued at the time that pro forma sessions do not block the president’s â€Å"constitutional authority† to make appointments. Despite being challenged by Republicans, Obama’s recess appointees were eventually confirmed by the Democrat-controlled Senate.

Journal critique Essay Example | Topics and Well Written Essays - 1000 words

Journal critique - Essay Example And this study was carried out to understand the factors that affect the international students so that in the future, programs can be designed so as to make their stay comfortable, easy and enjoyable rather than a stressful experience. Although the study started with a good intention, while reading the article, it becomes evident that the research was not well planned and many things were missed out. First of all, depression and anxiety are two different things. ‘Depression’ can be defined as a condition of emotional dejection and sadness which can go on for weeks, months and also for years ( Depression â€Å"n.d.†). While ‘anxiety’ is a mental ‘state’ or a feeling of apprehension characterized by stress ( Anxiety â€Å"n.d.†). The major difference is that depression can be for months together while anxiety is temporary state of mind which occurs in response to certain event in life . The study of the depression and anxiety should be carried out separately and not together. While answering the questions, the participants might not be able to clearly point out if what they are feeling is a something temporary or permanent in nature. The second most important thing about the study is the method that was used to conduct the study. The article says that the e-mail of request to participate in a study was sent to 3000 students and only 440 actually participated. This narrowed down the scope of the study and so, some of the conclusions could not be considered permanent. For e.g. It was found that the students from Latino ethnicity had higher level of depression than the students from Asian ethnicity. However, as the sample which was studied had very small number of

The Legal Liability of Air Traffic Controllers Essay

The Legal Liability of Air Traffic Controllers - Essay Example To determine this, they used black box information, traffic cams, computer simulations and the voice of the pilot himself, who died in the crash attributed the accident to such diverse causes and engine failure, flaws in composite materials and terrorism.[2] After 3 years of investigation the NTSB attributed the catastrophe to structural damage caused or exacerbated by wake turbulence with black box information and the voice of the pilot himself, who died in the crash, confirming this. The first statement made on the cockpit voice recorder ,disclosed by the FTSB, was a reference by the pilot to the distance between him and the plane in front of him, a Japan Airlines Boeing747 which had taken off less than 2 minutes before him, responding to the air traffic controllers concerns about wake turbulence. Lift is generated by a difference of pressure over the surface of the wing. The lower pressure happens above the wing surface while the higher pressure is underneath. This differential causes the air to roll off the wings and trail down from the tips, forming two vortices like tornadoes, rotating out in different directions. Like the wake of a ship, two vessels that pass each other have observable wave action. Boats do it, and so do planes. When one plane passes too closely to another it encounters the wake of air waves. You can't see it, but you feel it. A plane with a lesser wing span looses it mirrored directions, like the wake of a ship. Two vessels that pass each other have observable wave action. Boats do it, and so do planes. When one plane passes too closely to another it encounters the wake of air waves. You can't see it, but you feel it. A plane with a lesser wing span loses its righting moment. Displaced air has some semblance of predictable movement, however; like water, that motion is highly fluid, being influenced by many factors. Such turbulence compromises the ability of pilots to control aircraft, navigators to direct it and the safety of passengers in planes. The range of an airborne wake from a large plane is less than 5 miles.[4] The pilot acknowledged the concern of the ATCO on the radio. It states in the Federal Aviation Regulations Sec. 91.3a - Responsibility and authority of the pilot in command. "The pilot in command of an aircraft is directly responsible for, and is the final authority as to, the operation of that aircraft." According to the pilot's CVR statement there was going be a lot of time between him and that Boeing 747 out in front. He wasn't doing anything wrong. He was just a little closer to the scheduled time of departure. In the immediate post 9/11 context, with altered airport security procedures, this was relevant. The full text of the CVR was not published judgment there was going be a lot of time between him and that Boeing 747 out in front. He wasn't doing anything wrong. He was just a little closer to the scheduled time of departure. Two minutes later he was dead. While specific aircraft regulations can hold blameless the owners of aircraft, (see49 USC 44112 (formerly 49 USC 1404)), the law of torts still allows for the suit of companies on the basis of negligence. AFCO's are responsible for the safe routing of planes within their district during their scheduled assignments, they are not responsible for t

Sneakers War Essay Example for Free

Sneakers War Essay Marketing Management SNEAKER WARS 2007 Nike never lacks for boldness. The Beaverton sneaker goliath recently offered the German National Soccer Federation $778 million to sponsor its national soccer team for 10 years in an audacious move to rattle its German rival adidas and long-time sponsor of the German team. Nikes new chief executive, Mark Parker, upped the boldness quotient again on Feb. 6, when he outlined an ambitious plan to grow revenues by $8 billion in five years. In his first major initiative since inheriting the top spot (Chief Executive) in January, 2006, Parker explained to investors at Nikes annual analyst conference how the company aims to grow to $23 billion in global revenue by 2011. The comprehensive long-term strategy calls for reshaping the management structure; redefining Nikes relationship with its fast-changing, digitally driven consumer; and adding 100 new company stores worldwide in three years. Were fundamentally changing the way we organize the company, Parker said. Nike is as hungry and as driven as weve ever been before and becoming more focused and more competitive. While analysts and investors applauded much of Nikes new strategy, some questioned whether the company could actually do it. After all, revenues would need to rise 53% over five years, or average about 9% a year, to reach the target of $23 billion. Its going to be challenging to achieve $8 billion in new sales without turning around slumping sales in Europe, Japan, and the U. S. basketball market a crucial $3 billion to $3. billion market segment. I think its going to be tough for them, said John Shanley, financial analyst for Susquehanna Financial. Basketball, for example, is shrinkin g in terms of sales. They have 96% of the market share in the $100 or more price point. How do you get high single-digit growth when you already have more than 96% of the market? Nike executives fell short in offering specific details to some of these questions and focused more on painting a broader picture of the new strategy. They stressed a multi-pronged approach that includes reorganizing the Nike brand into six main athletic divisions running, basketball, soccer, womens fitness, mens training, and sport culture that are expected to generate 75% of the brands growth. The company had previously divided the brand into three segments: footwear, apparel, and equipment. Growth is also expected to come from emerging markets and potential acquisitions. But Nike Brand President Charlie Denson said the company can reach the $23 billion target without new acquisitions. As for new markets, China is expected to become Nikes second biggest market behind the U. S. , potentially chalking up $1 billion in sales. Nike is building a strategy for growth across China that will foster new connections with Chinese youth, a market share plan designed to reap benefits far beyond the Beijing Olympics next year, top executives said last week. By tapping into swelling consumerism, label consciousness and new social freedoms among Chinas youth, Nike hopes to cement and expand its current position as the leading athletic footwear and apparel brand in the worlds most populous country, currently the companys fourth-largest market. With about $600 million in current annual sales, Nike believes China has the potential to be the companys second-largest market behind the United States with revenue of $1 billion within five years. The company estimates some 50 million Chinese youth play basketball. We think our opportunity there is to connect more deeply with local culture, Parker said, explaining Nikes overall China strategy. Parker said Nike will create products and retail and digital experiences designed to resonate with wired, hip and willing-to-spend Chinese youth living in different cities and regions. Ultimately, thats going to be our best foundation for growth going forward, Parker said. China is a prime component in the global Nike puzzle that will help push total sales for the Beaverton, Oregon-based company toward a target of $23 billion by 2011. Nike also views India, whose population growth rate is rising faster than China’s and Russia as potential $1 billion markets. Although the budget for Nik es 2008 Beijing Olympics strategy has not yet been planned, Nike Brand President Charlie Denson said that commitment would be major. But, Denson said, We are looking beyond Beijing. A recent Just Do It campaign that aired on Chinese television featured a young woman basketball player and a young male skateboarder who spoke of their lives and dreams through sports. A popular Internet-based advertising campaign that followed the television advertisements encouraged teenagers to send in their own stories. While soccer and basketball are the most popular sports among Chinese youth, Nike also sees a huge market for its sports culture footwear and apparel lines that capture the allure of sports without the performance aspects. Trevor Edwards, Nikes vice president of global brand and category management, explained that Nike is trying to encourage Chinese youth to find their individual voice. The Just Do It campaign and others, Edwards said, communicated that we were a brand about opportunity; we were a brand about hope. Nike sponsors 22 out of 28 Chinese sports federations. While the best-known Chinese athlete in the United States, basketball centre Yao Ming, is signed with Reebok, a division of Adidas AG , popular Chinese hurdler and Olympic gold medallist Liu Xiang is a Nike athlete. Even though much of Nikes marketing campaign in China is based on youth individuality, Nike wants to make sure their footwear fits the millions. To that end, Nikes engineers and physiologists back at their headquarters have been collecting data about Chinese feet. But the company will not say whether specific footwear lines will be launched for China. Nikes India business has grown 40% since last year thanks in part to its efforts in cricket. Nike executives also said they plan to invest aggressively in other potential billion-dollar markets such as Russia and Brazil. Back in the USA, Nikes efforts to add new retail stores and elevate its partnership with existing retailers is a big part of its new strategy. This effort comes at a time of sluggish sales from some of its biggest retailers mall-based chains Foot Locker (FL) and Finish Line (FINL). Nike executives said the company plans to grow its direct-to-retail business to 15% of total sales, or $3. 5 billion, from 12% today. The segment includes its own stores, factory outlets, and an e-commerce division, which executives expect to see a significant increase in revenues over the next five years. For the planned retail investment, Nike will increase capital spending to $475 million annually, up from just under $400 million, Nike said. Gary DeStefano, president of Nikes global operations, stressed its retail goal is to make Nike a better retail partner: This is not about Nike vs. the retailers, he said. This is a partnership. We believe this could be a growth strategy. But probably Nikes boldest bet is on the consumer. In the eyes of Parker, this new and evolving digitally driven consumer is reshaping the retailing landscape. The power is now in the onsumers hands, and Parker believes Nike and other consumer brand companies need to adjust to the new market dynamics. Consumers have never held as much power as they do today, Parker said. And clearly the power has shifted to consumers. Nikes Denson said this fundamental shift can be captured in the way the company studies its consumer profiles. In the past, managers used to consider 18- and 22-year-olds as part of the same demo graphic target. Now he says they are treated as separate and distinct markets when it comes to age, interests, and tastes. We spent the last 30 years trying to bundle things, and now its almost the reverse and we have to un-bundle things, Denson said, explaining Nikes new efforts to tailor products to individual consumers. Despite these fundamental changes in how Nike approaches its customers and its reshaped management structure, some things never change. Nike remains its audacious self and competitive juices still run strong. It still has goals to dominate markets where it is not already No. 1, and it’s redoubling efforts to unseat rival Adidas as the worlds top supplier of soccer shoes and apparel. Its recent bid to sponsor the German national team is part of its 2010 goal to dominant the football brand, said Nike marketing vice-president Trevor Edwards. We believe its time to create separation. This is not a game of chicken. Some things never change. Adidas expects growth overseas, particularly in Asia, to push sales at its Reebok division to US$5 billion ($7. 42 billion) over the next three to five years, up from US$3 billion, adidas chief Herbert Hainer said yesterday. The worlds second-largest sporting goods maker after Nike also said it expected to cut costs including at Reebok, which it acquired last year by about 87 million euros ($1. 6 billion) this year. That will more than offset integration costs, resulting in an overall cost savings of about 10 to 20 million euros, Hainer said. For the Reebok brand, the main growth driver will be Asia and to a certain extent Europe as well. Key markets like Germany and France are underdeveloped, as is Russia. Emerging markets have a huge potential and we will grow in the US, but by far not at the pace of Asia. Much of that growth will come toward the latter part of that period with the brand expecting only modest revenue growth, said Paul Harrington, president and CEO of the Reebok brand. Adidas, the German based sporting goods giant, bought Reebok in a US$3. 8 billion deal, looking to complement its strength in Europe with a major US brand that had greater strength in the fashion segment. But the Reebo k brand has been a drag on Adidass performance thus far. In November 2006, the German company lowered its 2007 profit growth forecast to 15 per cent from 20 per cent, citing trouble at Reebok. Adidas shares have slid almost 14 per cent since the Reebok takeover closed on January 31, 2006. Rival Nikes shares have risen about 24 per cent over that time. Reeboks sales have been lagging in the United States and the United Kingdom, though adidas plans a big expansion for the brand in Asia, including about 3200 stores in China, India and Russia by 2010. It is to open 200 stores in China and 90 in Russia this year. The brand is also eyeing an expansion in Japan, South Korea, Turkey, Poland and other parts of Eastern Europe. In Brazil, Argentina, Switzerland and Spain, where the brand is still sold by third-party distributors, the company is working to buy out those contracts, but some may have to run their course through to 2012. At present, about 40 per cent of the Reebok brands sales come from North America and 40 per cent from Europe. Part of what makes the expansion outside the United States so appealing is that profit margins tend to be higher in the rest of the world, Hainer said. You have much higher quantity on the US market, but much more value, higher profit margins on the European or Asian market. Adidas plans to reposition its Reebok brand to target athletics apparel consumers who value individuality, with a goal of broadening beyond an urban youth target audience and re-emphasizing Reeboks roots as an athletics performance brand. The strategy comes as Germany-based adidas ramps up its investment in Reebok a year after acquiring the brand and then seeing Reebok sales fall into a slump. The revised brand strategy builds off the edgy I am what I am campaign Reebok adopted four years ago by embracing hip-hop culture and youth-oriented entertainment alongside its traditional athletics performance market. The new strategy will maintain the I am what I am theme in many of Reeboks advertisements. But it also will position Reebok as an American-inspired global brand that celebrates individuality in sport and life, according to Adidas. Reebok President and Chief Executive Paul Harrington said the brand will gently shift emphasis toward suburban consumers of all ages without abandoning the urban youth targeted by I am what I am. Reebok also will try to reconnect with consumers who value athletic performance over fashion. While I am what I am wont go by the wayside, It may not be as loud as it was when we first launched it, Harrington said in an interview at Reeboks Canton headquarters, where he was joined by Adidas CEO and Chairman Herbert Hainer. The street-influenced I am what I am campaign helped Reebok connect with youth by featuring endorsers such as rappers 50 Cent and Jay-Z. But some industry analysts said the campaign risked alienating customers who prize performance over fashion and marked too sharp a departure for a brand that gained traction pitching aerobics shoes to women in the 1980s. Were not going to move totally away from music, but were going to reach for a broader audience, Harrington said. Adidas hopes Reebok will double its U. S. business and narrow Beaverton, Oregon-based Nike Inc. s market leadership. But adidas said in November last year (2006) that sales of Reebok-branded shoes and other apparel fell 7 percent in the first nine months of last year, compared with the same peri od in 2005. Adidas also conceded that Reeboks profit growth this year would fall short of initial expectations, and it said it intended to increase Reebok investment this year. Among other things, Reebok has been hurt by a recent decline in the once-hot market for retro-styled sneakers that mimic styles from the 80s a trend that Reebok helped drive, said John Horan, publisher of Sport Goods Intelligence, a Glen Mills, Pennsylvania-based industry newsletter. Since Adidas completed the Reebok deal in January 2006, analysts have speculated as to how the one-time athletics sneaker and apparel rivals would position the two separately managed brands to avoid competing against one another in the same market niches. The strategy announced Thursday will be launched with two Reebok campaigns this year. The first is a Run Easy campaign beginning this spring emphasizing the fun and joy of running, rather than its blood, sweat and tears aspect and winning. Reebok plans to launch a broader campaign in August targeting a variety of athletes as well as lifestyle apparel consumers around the theme Best On/Best Off suggesting that Reebok products offer the best in apparel both on and off the playing field. New products Reebok plans to introduce this year include a running shoe created especially for women, a new Allen Iverson model basketball shoe, and an apparel collection endorsed by actress Scarlett Johansson. Andrew Rohm, a former Reebok marketing employee and now an assistant professor of marketing at North-eastern University, said the revised strategy reflects an attempt by Reebok to create a new niche to complement the Adidas brand, whose traditional strength has been in athletic performance, especially soccer. I think it may be a reflection of looking less at sheer sales volume, and more in terms of owning a unique space, and becoming more of a niche player than they have tried to be in the past, Rohm said. Reeboks Harrington said the revised marketing strategy will help position the brand for a comeback. It really positions us for growth in the back end of 2007, he said. Puma, the maker of athletic shoes, shirts and other sporting goods, said its fourth-quarter profit fell 26 percent as it tries to broaden its product base and expand into new regions. But the company, the worlds third-biggest maker of sports apparel behind Nike Inc. and adidas AG, said it expected sales and earnings in 2007 to increase in the higher single-digit figure range, largely on demand for its licensed products. Overall, we are very pleased with 2006 and our start to (the latest restructuring phase), as we set some ambitious targets and are on track or ahead on all accounts, Chief Executive Jochen Zeitz said in a statement. But more important than the past is the future and weve put ourselves in a solid early position to deliver on our objectives. Puma earned euro32. 8 million (US$43 million) in the last three months of 2006, down from euro44. 1 million in the same quarter of 2005. Analysts polled by Dow Jones Newswires had expected a profit of euro34 million (US$44. 6 million). Sales rose 38 percent to euro480 million (US$629. 7 million) from euro349. 2 million a year ago, still less than the euro492 million (US$645. 4 million) analysts had predicted. For the year, Puma earned euro263. 2 million (US$345. 3 million), down nearly 8 percent from euro285. 8 million in 2005, just below analysts estimates of euro264 million (US$346. million). Sales rose 33 percent to euro2. 37 billion (US$3. 11 billion) from euro1. 78 billion in 2005, just under estimates of euro2. 38 billion (US$3. 12 billion). The sales increase was led, in part, by better-than-expected demand for its shirts and helped by the afterglow of the 2006 soccer World Cup, in which Puma sponsored the champion Italy. It is also a key supplier to many African teams. Since Zeitz was named CEO and chairman of the company in 1993, Puma has returned to profitability and increased sales and expanded its research and development, marketing and branding programs. Its latest restructuring effort is aimed at expanding the companys reputation as a maker of lifestyle brands clothes, shoes and accessories, such as eyeglasses and expand in more regions and categories. For the year, Puma posted strong sales in North and South America, with sales reaching euro724. 1 million (US$949. 95 million), up 51. 8 percent from 2005. In Asia and the Pacific, sales more than tripled to euro486. 5 million (US$638. 24 million). In Europe, the Middle East and Africa sale increased 5. 1 percent to euro1. 15 billion (US$1. 51 billion). The companys backlog of orders a key indicator for future sales performance was at euro1. 12 billion (US$1. 47 billion) at the end of 2006, up 4. 7 percent from euro1. 07 billion in 2005. Shares of Herzogenaurach-based Puma were up nearly 2 percent after the results were released but fell back more than half a percent to euro288. 01 (US$377. 84) in Frankfurt trading. References: Business Week Online Can Nike Do It? By Stanley Holmes 7 February 2007 Reuters News Nike striving to be brand about hope in China By Alexandria Sage 12 February 2007 New Zealand Herald Reebok to race in Europe and Asia 3 February 2007 Associated Press Newswires Adidas shifting Reeboks brand identity By MARK JEWELL 2 February 2007 Associated Press Newswires Athletic apparel maker Puma says 4th-quarter profit drops 26 percent By MATT MOORE 19 February 2007 Questions 1. Conduct a SWOT analysis of the key players in the sneaker industry and critically analyse their influence within the industry and the market. (25 marks) 2. Evaluate all significant trends in the environment and assess what impact each is likely to have on the sneaker industry. (25 marks) (Total = 50 marks)

Analysis of The Celestine Prophecy by James Redfield Essay -- The Cele

Analysis of The Celestine Prophecy by James Redfield The Celestine Prophecy by James Redfield tells the story of a man who tries to learn and understand the nine key insights into life itself in an ancient manuscript that has been discovered in Peru. It predicts a massive spiritual transformation of society in the late twentieth century. We will finally grasp the secrets of the universe, the mysteries of existence, and the meaning of life. The real meaning and purpose of life will not be found in religion or in material wealth, but rather in things like auras. He comes across the insights in numerical order since that is how one must understand them. Overcoming an initial skepticism, the narrator's understanding grows with each insight. They include the following: 1. A Critical Mass. 2. The Longer Now. 3. A Matter of Energy. 4. The Struggle for Power. 5. The Message of the Mystics. 6. Clearing the Past. 7. Engaging the Flow. 8. The Interpersonal Ethic. 9. The Emerging Culture. In the first 15 pages, while the plot is still forming, at least eight basic ideas are introduced: a spiritual awakening is occurring in the world (p.4); humanity is evolving into a higher spiritual consciousness (p.4); seek the experiential (p.5); coincidences have spiritual significance (synchronicity) (p.6); the knowledge contained in the manuscript's insights has been hidden from most of the world (esoteric, secret knowledge) (p.8); anti-Christian attitudes (p.9); discover truth through experience (p.10); and when the student is ready, the teacher appears (p.15). These ideas are not always expressed in so many words, but their principles are. For example, the basis of the story is that the spiritual insights humanity needs are hidden in an ancient document, and must be uncovered if mankind is to advance spiritually. Not everyone, according to the story, is ready for or able to comprehend these teachings. The insights are for those spiritually ripe, the spiritual elite. The book i mplies that in time others will accept these ideas but for now the more advanced must lead until a critical mass of people have grasped the insights. The first two insights are that coincidences have a deep significance and that this decision-making should guide an individual. Later insights build on this, teaching the narrator that he should be guided by daydreams, intuitions and thoughts that ma... ... over several years time. Crossroads encountered several times in one day in The Celestine Prophecy probably happen over a much longer period to someone finding one's self. I enjoyed and was intrigued by the control dramas analogy that was presented in The Celestine Prophecy. They sure seemed to enhance understanding on the issue. Also this spiritual enlightenment story portrayed to me that healing to an awareness of our inner light can move right along when we are not encumbered by blame and guilt. There was no judgment implied as to which choices that one makes, it seemed to be simply a matter of preference if one chose to liberate or not. Acceptance of whatever is flows through the entire book. Naturally we would come to choose healing, and naturally we would tolerate those not ready to do so yet. But what blew me away is how blatantly and clearly the writing conveyed how the fearful phenomenon of dysfunctional codependency plays itself out--people attempting to live on each o ther's energy in lieu of tapping their own inner power. This can be seen in the scene where they seen the energies exchange between some people. All and all I enjoyed reading this novel by James Redfield. Analysis of The Celestine Prophecy by James Redfield Essay -- The Cele Analysis of The Celestine Prophecy by James Redfield The Celestine Prophecy by James Redfield tells the story of a man who tries to learn and understand the nine key insights into life itself in an ancient manuscript that has been discovered in Peru. It predicts a massive spiritual transformation of society in the late twentieth century. We will finally grasp the secrets of the universe, the mysteries of existence, and the meaning of life. The real meaning and purpose of life will not be found in religion or in material wealth, but rather in things like auras. He comes across the insights in numerical order since that is how one must understand them. Overcoming an initial skepticism, the narrator's understanding grows with each insight. They include the following: 1. A Critical Mass. 2. The Longer Now. 3. A Matter of Energy. 4. The Struggle for Power. 5. The Message of the Mystics. 6. Clearing the Past. 7. Engaging the Flow. 8. The Interpersonal Ethic. 9. The Emerging Culture. In the first 15 pages, while the plot is still forming, at least eight basic ideas are introduced: a spiritual awakening is occurring in the world (p.4); humanity is evolving into a higher spiritual consciousness (p.4); seek the experiential (p.5); coincidences have spiritual significance (synchronicity) (p.6); the knowledge contained in the manuscript's insights has been hidden from most of the world (esoteric, secret knowledge) (p.8); anti-Christian attitudes (p.9); discover truth through experience (p.10); and when the student is ready, the teacher appears (p.15). These ideas are not always expressed in so many words, but their principles are. For example, the basis of the story is that the spiritual insights humanity needs are hidden in an ancient document, and must be uncovered if mankind is to advance spiritually. Not everyone, according to the story, is ready for or able to comprehend these teachings. The insights are for those spiritually ripe, the spiritual elite. The book i mplies that in time others will accept these ideas but for now the more advanced must lead until a critical mass of people have grasped the insights. The first two insights are that coincidences have a deep significance and that this decision-making should guide an individual. Later insights build on this, teaching the narrator that he should be guided by daydreams, intuitions and thoughts that ma... ... over several years time. Crossroads encountered several times in one day in The Celestine Prophecy probably happen over a much longer period to someone finding one's self. I enjoyed and was intrigued by the control dramas analogy that was presented in The Celestine Prophecy. They sure seemed to enhance understanding on the issue. Also this spiritual enlightenment story portrayed to me that healing to an awareness of our inner light can move right along when we are not encumbered by blame and guilt. There was no judgment implied as to which choices that one makes, it seemed to be simply a matter of preference if one chose to liberate or not. Acceptance of whatever is flows through the entire book. Naturally we would come to choose healing, and naturally we would tolerate those not ready to do so yet. But what blew me away is how blatantly and clearly the writing conveyed how the fearful phenomenon of dysfunctional codependency plays itself out--people attempting to live on each o ther's energy in lieu of tapping their own inner power. This can be seen in the scene where they seen the energies exchange between some people. All and all I enjoyed reading this novel by James Redfield.

Night World : Dark Angel Chapter 6

Your hair!† Amy screamed. â€Å"Gillian, your hair! What did you do to it?† Amy's own hair was short, cropped close in back and full in front. She had large, limpid blue eyes that always looked as if she were about to cry, because she was nearsighted but couldn't wear contacts and wouldn't wear glasses. Her face was sweet and usually anxious; just now it looked more anxious than normal. Gillian put a self-conscious hand to her head. â€Å"Don't you like it?† â€Å"I don't know! It's gone!† â€Å"This is true.† â€Å"But why?† â€Å"Calm down, Amy.† (If this is the way everybody's going to react, I think I'm in trouble.) Gillian had discovered that she could talk to Angel without moving her lips and that he could answer in her head. It was convenient. (Tell her you cut it because it froze. That ought to flip her guilt circuits.) Angel's voice sounded the same as it did when she could see him. Soft, wry, distinctly his. It seemed to be located just behind her left ear. â€Å"I had to cut it because it was frozen,† Gillian said. â€Å"It broke off,† she added brightly, inspired. Amy's blue eyes got even wider with horror. She looked stricken. â€Å"Oh, my God, Gillian-† Then she cocked her head and frowned. â€Å"Actually, I don't think that's possible,† she said. â€Å"I think it'd stay pliable even frozen. Unless, like, you dipped it in liquid nitrogen. †¦Ã¢â‚¬  â€Å"Whatever,† Gillian said grimly. â€Å"I did it. Listen, I've got it slicked back behind my ears right now, but the ends are sort of uneven. Can you smooth them out a little?† â€Å"I can try,† Amy said doubtfully. Gillian sat down, pulling together the neck of the rose-colored bathrobe she was wearing over her clothes. She handed Amy the scissors. â€Å"Got a comb?† â€Å"Yes. Oh, Gillian, I was trying to tell you. I'm so sorry about yesterday. I just forgot-but it's all my fault-and you almost died!† The comb quivered against the back of Gillian's neck. â€Å"Wait a minute. How did you find out about that?† â€Å"Eugeneheard it from Steffi Lockhart's little brother, and I think Steffi heard it from David Blackburn. Did he really save you? That's so incredibly romantic.† â€Å"Yeah, sort of.† (Uh, what do I tell people about that? What do I tell them about the whole thing?) (The truth. Up to a point. Just leave me and the near-death stuff out.) â€Å"I've been thinking all morning,† Amy was saying, â€Å"and I realized that I've been an absolute pig this last week. I don't deserve to be called a best friend. And I want you to know that I'm sorry, and that things are going to be different now. I came to pick you up first, and then we're going to getEugene .† (Oh, joy.) (Be nice, dragonfly. She's trying. Say thank you.) Gillian shrugged. It didn't seem to matter much what Amy did, now that she had Angel. But she said, â€Å"Thanks, Amy,† and held still as the cold scissors went snip behind her ear. â€Å"You're so sweet,† Amy murmured. â€Å"I thought you'd be all mad. But you're such a good person. I felt so terrible, thinking about you alone out there, freezing, and being so brave, trying to save a little kid-â€Å" â€Å"Did they find a kid?† Gillian interrupted. â€Å"Huh? No, I don't think so. Nobody was talking about anything like that last night. And I haven't heard about any kid being missing, either.† (Told you, dragonfly. Are you satisfied now?) (Yes, I am. Sorry.) â€Å"But it was still brave,† Amy said. â€Å"Your mom thinks so, too.† â€Å"My mom's up?† â€Å"She went to the store. She said she'd be back in a few minutes.† Amy stepped back and looked at Gillian, scissors held in the air. â€Å"You know, I'm not sure I should be doing this†¦Ã¢â‚¬  Before Gillian could summon up a reply, she heard the sound of the front door opening and the rustling of paper bags. Then her mother appeared, her cheeks red with cold. She had two grocery bags in her arms. â€Å"Hi, girls,† she began, and broke off. She focused on Gillian's hair. Her mouth fell open. â€Å"Don't drop the bags,† Gillian said. She tried to sound careless, but her stomach was clenched like a fist. Her neck felt stiff and unnatural as she held very still. â€Å"Do you like it?† â€Å"I-I-† Gillian's mother put the bags on the counter. â€Å"Amy †¦ did you have to cut it all?† â€Å"Amy didn't do it. I did it last night. I just got tired of it long-† (And getting all wet and icy) â€Å"-and getting all wet and icy. So I cut it. So do you like it, or not?† â€Å"I don't know,† her mother said slowly. â€Å"You look so much older. Like a Parisian model.† Gillian glowed. â€Å"Well.† Her mother shook her head slightly. â€Å"Now that it's done–here, let me shape it a little. Just touch up the ends.† She took the scissors from Amy. (I'm going to be bald when this is finished!) (No, you're not, kid. She knows what she's doing.) And, strangely, there was something comforting about feeling her mother gently wield the scissors. About her mother's scent, which was fresh like lavender soap, without any hint of the terrible alcohol smell. It reminded Gillian of the old days, when her mom taught at the junior college and was up every morning and never had uncombed hair or bloodshot eyes. Before the fights started, before her mom had to go to the hospital. Her mother seemed to feel it, too. She gave Gillian's shoulder a pat as she whisked a bit of cut hair away. â€Å"I got fresh bread. I'll make cinnamon toast and hot chocolate.† Another pat, and then she spoke with careful calm. â€Å"Are you sure you're all right? You must have been†¦ pretty cold last night. We can call Dr. Kaczmarek if you want; it wouldn't take a minute.† â€Å"No, I'm fine. Really. But where's Daddy? Did he already go to work?† There was a pause, then her mother said, still calmly, â€Å"Your father left last night.† â€Å"Dad left?† (Dad left?) (It happened last night while you were asleep.) (A lot seems to have happened last night while I was asleep.) (The world's kind of that way, dragonfly. It keeps on going even when you're not paying attention.) â€Å"Anyway, we'll talk about it later,† her mother said. A final pat. â€Å"There, that's perfect. You're beautiful, even if you don't look like my little girl anymore. You'd better bundle up, though; it's pretty cold out this morning.† â€Å"I'm already dressed.† The moment had come, and Gillian didn't really care if she shocked her mother now or not. Her father had left again- and if that wasn't unusual, it was still upsetting. The closeness with her mother had been spoiled, and she didn't want cinnamon toast anymore. Gillian stepped to the middle of the kitchen and shrugged off the pink bathrobe. She was wearing black hipsters and a black camisole. Over it was a sheer black shirt, worn loose. She had on flat black boots and a black watch, and that was all she had on. â€Å"Gillian.† Amy and her mother were staring. Gillian stood defiantly. â€Å"But you never wear black,† her mother said weakly. Gillian knew. It had taken a long time to cull these things from the forgotten hinterlands of her closet. The camisole was from Great-grandma Elspeth, two Christmases ago, and had still had the price tag attached. â€Å"Didn't you sort of forget to put on a sweater on top?† Amy suggested. (Stand your ground, kid. You look terrific.) â€Å"No, I didn't forget. I'm going to wear a coat outside, of course. How do I look?† Amy swallowed. â€Å"Well-great. Extremely hot. But kind of scary.† Gillian's mother lifted her hands and dropped them. â€Å"I don't really know you anymore.† (Hooray!) (Yup, kid. Perfect.) Gillian was happy enough to give her mother a flying kiss. â€Å"Come on, Amy! We'd better get moving if we're going to pick upEugene .† She dragged the other girl behind her like the tail of a comet. Her mother followed, calling worriedly about breakfast. â€Å"Give us something to take with us. Where's that old black coat I never wore? The fancy one you got me for church. Never mind, I found it.† In three minutes she and Amy were on the porch. â€Å"Wait,† Gillian said. She fished through the black canvas bag she was carrying in place of a backpack and came up with a small compact and a tube of lipstick. â€Å"I almost forgot.† She put on the lipstick. It was red, not orange-red or blue-red, but red red, the color of holly berries or Christmas ribbon. That shiny, too. It made her lips look fuller, somehow, almost pouty. Gillian pursed her lips, considered her image, then kissed the compact mirror lightly and snapped it shut. Amy was staring again. â€Å"Gillian†¦ what is going on? What's happened to you?† â€Å"Come on, we're going to be late.† ‘The outfit just makes you look like you're going out to burgle something, but that lipstick makes you look†¦ bad. Like a girl with a reputation.† â€Å"Good.† â€Å"Gillian! You're scaring me. There's something-† She caught Gillian's arm and peered into her eyes. â€Å"Something about you-around you- oh, I don't know what I'm talking about! But it's different and it's dark and it's not good.† She was so genuinely shaken that for a moment Gillian was frightened herself. A quick stab of fear like the flick of a knife in her stomach. Amy was neurotic, sure, but she wasn't the type to hallucinate. What if- (Angel-) A horn honked. Startled, Gillian turned. Right at the edge of the driveway, behind Amy's Geo, was a somewhat battered but still proud tan Mustang. A dark head was sticking out the window. â€Å"Standing me up?† David Blackburn called. â€Å"What-is-that?† Amy breathed. Gillian waved to David-after a sharp nudge from Angel. â€Å"I think it's called a car,† she said to Amy. â€Å"I forgot. He said he'd drive me to school. So-I guess I should go with him. See you!† It only made sense to go with David; after all, he had asked first. Besides, Amy's driving was life threatening; she sped like a maniac and wove all over the road because she couldn't see without her glasses. It should have been satisfying. After all, yesterday Amy had stood her up for a guy-and a guy like Eugene Elfred. But right this moment Gillian was too scared to be smug. This was it. David was going to see her new self. And it was all happening too fast. (Angel, what if I faint? What if I throw up? That's going to make a great first impression, isn't it?) (Keep breathing, kid. Breathe. Breathe. Not that fast. Now smile.) Gillian couldn't quite manage a smile as she opened the car door. Suddenly she felt exposed. What if David thought she was cheap or even freakish? Like a little girl dressed up in her mom's clothes? And her hair-all at once she remembered how David had touched it yesterday. What if he hated it? Trying to breathe, she slipped into the car. Her coat came open as she sat down. She could hardly make herself look toward the driver's seat. But when she did, her breath stopped completely. David was wearing a look that she'd never seen on any guy's face before, at least not directed toward her. She'd seen it, occasionally, when guys were looking at other girls, girls at school like Steffi Lockhart or J.Z. Oberlin. A stricken gaze, a compulsive movement of the throat, an expression that almost made you sorry for them. An â€Å"I'm lying down and I don't care if you walk on me, babe,† expression. David was looking at her that way. Immediately all her fear, including the little stab induced by Amy, was swept away. Her heart was still pounding and little waves of adrenaline were still going through her, but now what it felt like was excitement. Heady, buoyant anticipation. As if she had started on the roller coaster ride of her life. David actually had to shake himself before he remembered to put the car in gear. And then he kept sneaking glances at her out of the side of his eye. â€Å"You did something to your†¦ and your†¦Ã¢â‚¬  He made a vague motion near his own head. Gillian's gaze was caught by his hand, which was strong, brown, long-fingered, and handsome. â€Å"Yeah, I cut my hair,† she said. She meant to sound careless and sophisticated, but it came out shaky, with a little laugh at the end. She tried again. â€Å"I figured I didn't want to look too young.† â€Å"Ouch.† He made a face. â€Å"That's my fault, isn't it? You overheard that stuff yesterday. What Tanya and I said.† (Tell him you've been thinking of doing it for a while.) â€Å"Yeah, but I've been thinking of doing it for a while now,† Gillian said. â€Å"It's no big deal.† David glanced at her as if to say he disagreed with that. But it wasn't a disapproving glance. It was more like electrified awe†¦ and a sort of discovery that seemed to grow every time he looked at her. â€Å"And I never saw you at school?† he muttered. â€Å"I must've been blind.† â€Å"Sorry?† â€Å"No, nothing. I'm sorry.† He drove in silence for a while. Gillian forced herself to stare out the window and realized they were onHillcrest Road . Strange how different the landscape looked today. Yesterday it had been lonely and desolate; this morning it seemed harmless, and the snow looked soft and comfortable, like old cushions. â€Å"Listen,† David said abruptly. He broke off and shook his head. And then he did something that absolutely amazed Gillian. He pulled the car to the side of the road-or at least as far to the side as he could get it-they were still in the flow of traffic-and parked it. â€Å"There's something I have to say.† Gillian's heart now seemed to be beating everywhere, in her throat and her fingertips and her ears. She had a dreamlike sensation that her body wasn't solid anymore, that she was just a floating mass of heartbeat. Her vision shimmered. She was†¦ waiting. But what David said was unexpected. â€Å"Do you remember the first time we met?† â€Å"I-yes.† Of course she did. Four years ago; she'd been twelve and tiny for her age. She'd been lying on the ground beside her house, making snow angels. Kind of childish, sure, but in those days a stretch of new snow had affected her that way. And while she was lying on her back, arms out, making the imprint of the angel's wings, a tree branch above her decided to shrug off its load of snow. Suddenly her face was covered in damp, closely packed coldness and she couldn't breathe. She came up spluttering and gasping. And found herself steadied. Something was holding her, wiping her face gently. The first thing she saw when she got her vision back was a brown hand and a lean brown wrist. Then a face came into focus: high strong bones and dark, mischievous eyes. â€Å"I'm David Blackburn. I just moved in over there,† the boy said. He was wiping her face with his fingers. â€Å"You'd better be careful, snow princess. Next time I might not be around.† Looking up at him, Gillian had felt her heart explode and leak out of her chest. And she'd walked away on air, even though he'd patted her head after releasing her. She was in love. â€Å"Well, back then, I sort of got the wrong impression,† David was saying. â€Å"I thought you were a lot younger and more-well, more fragile than you are.† There was a pause, and then he said wonder-ingly, not quite looking at her, â€Å"But, it's like, there's so much more to you. I started realizing that yesterday.† Gillian understood. David didn't have a reputation for being wild for nothing. He liked girls who were bold, dashing, out there. If he were a knight, he wouldn't fall in love with the pampered princess back at the castle. He'd fall in love with a female knight, or maybe a robber, somebody who could share the Adventure with him, who'd be just as tough as he-was. Of course he had a strong protective streak. That was why he rescued maidens in distress. But he didn't go for the maidens who needed rescuing. â€Å"And now,† David was saying, â€Å"Now, I mean, you're †¦Ã¢â‚¬  He held his hands up in a whoa motion. He wasn't looking at her at all. In a moment of perfect bliss, Gillian thought, I'm cool. â€Å"You're kind of incredible,† David said. â€Å"And I feel really stupid for not noticing that before.† Gillian couldn't breathe. There was something between her and David-a kind of quivering electricity. The air was so thick with it that she felt pressure all over her. She had never been so awake before, but at the same time she felt as if most of the world was insubstantial. Only she and David were real. And the voice in her head seemed very far away. (Uh, dragonfly, we've got company. Incoming.) Gillian couldn't move. A car drove by, swerving to avoid the Mustang. Gillian couldn't see well through the Mustang's steamed-up windows, but she thought faces were looking at her. David didn't seem to notice the car at all. He was still staring at the gearshift, and when he spoke his voice was very quiet. â€Å"So I guess what I'm saying is, I'm sorry if anything I said hurt your feelings. And-I see you now.† He raised his head. And Gillian suddenly realized he was going to kiss her.

Earplugs Improve Patients Subjective Experience of Sleep in Critical Care

Earplugs improve patients’ subjective experience of sleep in critical care Laboure College Nursing 202 March 8, 2013 The purpose of this study is to see if earplugs improve sleep in patients in critical care areas. It is to see if the use of earplugs will improve patient outcomes by decreasing noise levels during sleeping hours. The problem statement is that patients will get better quicker if they get uninterrupted sleep. The literature review summarizes the topic and its findings.According to the article, noise can have a negative affect on patients outcomes like; sleep disturbances (Honkus, 2003; Redeker, 2003), increase in the stress response (Kam et al. , 1994; Moore et al. , 1998; Lower et al. , 2002), and reduced patient satisfaction (Lower & Bonsack, 2002). Different interventions were tried to decrease noise levels, but unfortunately, patients’ needs came first therefore abandoning those interventions like quiet time. Quiet time protocols were implemented by re stricting care activities and visiting at sleep hours (Moore et al. , 1998; Olson et al. 2001; Kellman, 2002; Lower & Bonsack, 2003). Wallace et al. (1998) studied the effect of earplugs worn during normal sleeping hours by 12 intensive care patients receiving mechanical ventilation and reported an increase in REM sleep during earplug use. This study was qualitative because it had the test subjects use subjective data about the use of earplugs and the decrease in noise level by using The Verran-Snyder-Halpern Sleep Scale. The fit between the research question and methods are inconclusive because it is based on subjective data and not all the test subjects finished the study.The sample is the test subjects in the study. The participants included men and women over the age of 18 who were admitted to critical care units at a Midwestern US teaching hospital (Scotto, McClusky, Spillan, & Kimmel, 2009). The criteria consisted of subjects who were alert and oriented, able to understand the study, able to give informed consent and mark the tool (Scotto et al. , 2009). The data was collected by having the 100 participants randomly assigned to the earplug intervention or control group.The intervention group was giving instructions on the use of the earplugs during regular sleep hours for one night only removing them briefly for less than 10 minutes at a time for communication purposes (Scotto et al. , 2009). The data was compiled by having the participants complete the Verran-Snyder-Halpern Sleep Scale the day following the study. The sleep scale scores were then kept in a locked box until data was entered into an SPSS spreadsheet for analysis to be seen by the research team. The instruments used were soft foam earplugs and the Verran-Snyder-Halpern Sleep Scale.The sleep scale measures subjective response to sleep in hospitalized adults (Snyder-Halpern & Verran, 1987). The tool is an eight-item visual analogue instrument that takes about 10 minutes or less to complete ( Snyder-Halpern & Verran, 1987; Richardson, 1997). The pilot study received approval from the Summa Health System internal review board and had an equivalent group post-test-only design (Scotto et al. , 2009). The weakness of the study is the limitation of test subjects and that the data is qualitative.The findings showed that the participants using earplugs during normal sleeping hours fell asleep easier, woke up less, decrease tossing and turning, slept deeper and woke up feeling refreshed. Out of the six different types of earplugs, used patients preferred foam earplugs because they were more comfortable and easier to insert (Chisholm et al. , 2004). I would rate this article a three in difficulty. The overall contribution the study makes to patient care is finding ways to improve patients REM sleep therefore improving outcomes for patients well being.I think that earplug use on all types of floors in a hospital setting would be beneficial to help improve the overall health of the patient. References Chisholm E, Kuchai R, McPartlin D. (2004). An objective evaluation of the waterproofing qualities, ease of insertion, and comfort of commonly available earplugs. Clinical Otolaryngology; 29: 128-132. Honkus V. (2003). Sleep Deprivation in critical care units. Critical Care Nurse; 26: 179-189. Kam P, Kam A, Thompson J. (1994). Noise pollution in the anesthetic and intensive care environments. Anesthesia; 49: 982-986. Kellman N. (2002). Noise in the intensive care nursery.Neonatal Network; 21: 35-41. Lower J, Bonsack C. (2002). High-tech high touch: mission possible? Dimensions of Critical Care; 21: 201-205. Moore M, Nguyen D, Nolan S, Robinson S, Ryals B, Imbries J, Spotnitz W. (1998). Interventions to reduce decibel levels on patient care units. The American Surgeon; 64: 894-899. Olson D, Borel C, Laskowitz D, Moore D, McConnell E. (2001). Quiet time: a nursing intervention to promote sleep in neuro-critical care units. American Journal of Critical Care; 10: 74- 78 Redeker N. (2003). Sleep in acute care settings: an integrative review. Journal of Nursing Scholarship; 32: 31-38 Richardson S. 1997). A comparison of tools for the assessment of sleep pattern disturbances in critically ill adults. Dimensions of Critical Care Nursing; 16: 226-242. Scotto C, McClusky C, Spillan S, Kimmel J (2009). Earplugs improve patients’ subjective experience of sleep in critical care. Nursing in Critical Care, 14(4). Snyder-Halpern R, Verran J. (1987). Instrumentation to describe subjective sleep characteristics in healthy subjects. Nursing in Research and Health; 10: 155-163. Wallace C, Robins J, Alvord L, Walker J. (1998). The effects of earplugs in critically ill patients. Sleep; 21(Suppl. ): 234.

buy custom The Causes and Effects of Smoking essay

buy custom The Causes and Effects of Smoking essay Despite the fact that cigarette smoking is harmful to ones health, a fact that smokers know too well, most people experience difficulties in their attempt to quit smoking. Whereas one is free to choose whether to smoke or not, the decision to quit is not always straightforward. Quitting requires willpower and personal commitment in order to overcome this harmful habit. Although most smokers feel good during and after smoking, there are no documented health advantages. This essay shall explore the reasons why people smoke and the effects of smoking on the human body. There are various reasons why people choose to smoke. First, most smokers take cigarettes in order to avoid stressful thoughts. Cigarettes contain nicotine which acts as a stimulant thus alleviating ones emotional condition. Hence, it can deflect ones sad thoughts, fears and anxieties. Once nicotine is inhaled, it is rapidly absorbed in the lungs and directly into the bloodstream. On reaching the brain, it decomposes into various chemicals that have the effect of making the smoker feel light-headed, stress-free and contented with his or her current situation. On the other hand, those suffering from withdrawal symptoms exhibit excessive aggression, increased hostility, anger and anxiety. A recent report by the National Institute on Drug Abuse indicates that such people are likely to be sad or violent. When an individual quits smoking, it is imperative that he/she keeps away from stressful conditions that would otherwise generate an increased craving for cigarettes (Colby 1). Secondly, most smokers start smoking in order to fit in. A soon-to-be smokers environment may be heavily influenced by parents or friends who are regular smokers. For instance, it is a well-known fact that most people start smoking during their teenage years. Peer pressure is responsible for recruiting new smokers, who then become life-long cigarette consumers. In addition, teenager and the youth tend to idolize and emulate the actions of celebrities and other well-known societal figures. Hence, when celebrities appear in adverts or movies while smoking, the young generation picks up this habit believing that it is fashionable. Once one becomes a regular smoker, it becomes almost impossible to quit. Finally, some people may start smoking when experiencing a transition phase. Individuals have been known to start smoking when undergoing stressful situations or significant changes in their lives. For instance, a recently divorced man may turn to alcohol and cigarettes in order to avoid thinking about his predicament. Furthermore, stressed and overburdened employees may choose to take breaks at specific intervals during which they share cigarettes as they converse about their situation. Therefore, a non-smoker is soon initiated in the group as this symbolizes a common bond of friendship. In addition, some smoke in order to calm their nerves. Although nicotines soothing effects do not last long, a smoker derives a sense of confidence and calmness when facing situations that make one anxious or exited (Ditcher 1). Smoking exposes individuals to various risks. Cigarette smoking is not only detrimental to ones health, but also harmful to ones physique and teeth. Most effects are a result of the chemical compounds found in tobacco. First, tobacco contains tar, which is a collective term for various solid particles that are found in cigarette smoke. Studies have shown that when an individual smokes for a considerably long time, tar accumulates in the lung and may eventually lead to cancer. In addition, tar contains sticky compounds which lead to stained teeth, fingernails, nasal passages and trachea, and scarred lung tissue. Secondly, tobacco smoke contains carbon monoxide, an odorless, colorless fatal gas. This gas competes with oxygen for hemoglobin in the red blood cells. Hence, by bonding with these cells, less oxygen reaches vital body organns such as the heart, brains and muscles that require an adequate supply of oxygen. Thirdly, tobacco smoke contains hydrogen cyanide, a chemical that slow s down the respiratory systems regulatory scheme. Lungs and the bronchioles contain tiny hairs referred to as cilia that sweep back and forth in order to remove foreign objects in these air passages and spaces. Once these hairs are inhibited from carrying this all-important duty, air passages clog with foreign materials, resulting in respiratory difficulties and infections. In addition, tobacco smoke contains free radicals, metals and radioactive compounds which damage vital organs such as the heart and lead to the rupture of blood vessels. Metals such as cadmium and lead are carcinogenic and inhibit enzymes hence preventing enzymatic activity (Better Health Channel 1-4). Finally, cigarette smoke harms the reproductive system in males and females as well as the unborn baby. In men, cases of low sperm count, increased proportions of deformed sperms, unwarranted adjustments in the sex hormones such as testerone, reduced sperm mobility and cases of impotence have been reported. In fema les, smoking leads to higher exposure to risks such as miscarriage and premature birth, irregular menstrual cycles, early menopause, stroke in those over 35 years old, and increased incidences of cancer of the cervix. The unborn baby is faced by various risks such as low child birth weight which may lead to prolonged difficulties during subsequent growth and development, and high probability of occurrence of cleft clip and respiratory illnesses (Yap 1). In conclusion, smoking harms the consumer as well as those close to him or her. Although smoking is a personal decision, its side effects are felt by the user, ones immediate family and the community at large. Therefore, it is imperative to raise awareness amongst smokers and non-smokers. This will not only help smokers quit cigarettes but shall also deter non-smokers from joining their counterparts. Buy custom The Causes and Effects of Smoking essay

World War II German Panther Medium Tank

World War II German Panther Medium Tank Armored vehicles known as tanks became crucial to the  efforts of France, Russia, and Britain to defeat the Triple Alliance of Germany, Austria-Hungary, and Italy in World War I. Tanks made it possible to shift the advantage from defensive maneuvers to offensive, and their use completely caught the Alliance off guard. Germany eventually developed a tank of their own, the A7V, but after the Armistice, all tanks in German hands  were confiscated  and  scrapped, and Germany was forbidden by various treaties to possess or build armored vehicles. All that changed with the rise to power by Adolph Hitler and the start of World War II. Design Development Development of the Panther began in 1941, following Germanys encounters with Soviet T-34 tanks in the opening days of Operation Barbarossa. Proving superior to their current tanks, the Panzer IV and Panzer III, the T-34 inflicted heavy casualties on German armored formations. That fall, following the capture of a T-34, a team was sent east to study the Soviet tank as a precursor to designing one superior to it. Returning with the results, Daimler-Benz (DB) and Maschinenfabrik Augsburg-Nà ¼rnberg AG (MAN) were ordered to design new tanks based on the study. In assessing the T-34, the German team found that the keys to its effectiveness were its 76.2 mm gun, wide road wheels, and sloping armor. Utilizing this data, DB and MAN delivered proposals to the Wehrmacht in April 1942. While the DB design was largely an improved copy of the T-34, MANs incorporated the T-34s strengths into a more traditional German design. Using a three-man turret (the T-34s fit two), the MAN design was higher and wider than the T-34 and was powered by a 690 hp gasoline engine. Though Hitler initially preferred the DB design, MANs was chosen because it used an existing turret design that would be quicker to produce. Once built, the Panther would be 22.5 feet long, 11.2 feet wide, and 9.8 feet high. Weighing around 50 tons, it was propelled by a V-12 Maybach gasoline-powered engine of about 690 hp. It reached a top speed of 34 mph, with a range of 155 miles, and held a crew of five men, which included the driver, radio-operator, commander, gunner, and loader. Its primary gun was a Rheinmetall-Borsig 1 x 7.5 cm KwK 42 L/70, with 2 x 7.92 mm Maschinengewehr 34 machine guns as the secondary armaments. It was built as a medium tank, a classification that stood somewhere between light, mobility-oriented tanks and heavily armored protection tanks. Production Following prototype trials at Kummersdorf in the fall of 1942, the new tank, dubbed Panzerkampfwagen V Panther, was moved into production. Due to the need for the new tank on the Eastern Front, production was rushed with the first units being completed that December. As a result of this haste, early Panthers were plagued by mechanical and reliability issues. At the Battle of Kursk in July 1943, more Panthers were lost to engine problems than to enemy action. Common issues included overheated engines, connecting rod and bearing failures, and fuel leaks. Additionally, the type suffered from frequent transmission and final drive breakdowns that proved difficult to repair. As a result, all Panthers underwent rebuilds at Falkensee in April and May 1943.  Subsequent upgrades to the design helped reduce or eliminate many of these issues.   While initial production of the Panther was assigned to MAN, demand for the type soon overwhelmed the companys resources.  As a result, DB, Maschinenfabrik Niedersachsen-Hannover, and Henschel Sohn all received contracts to build the Panther.  During the course of the war, around 6,000 Panthers would be constructed, making the tank the third most-produced vehicle for the Wehrmacht behind the Sturmgeschà ¼tz III and Panzer IV. At its peak in September 1944, 2,304 Panthers were operational on all fronts. Though the German government set ambitious production goals for Panther construction, these were seldom met due to Allied bombing raids repeatedly targeting key aspects of the supply chain, such as the Maybach engine plant and a  number of Panther factories themselves. Introduction The Panther entered service in January 1943 with the formation of Panzer Abteilung (Battalion) 51. After equipping Panzer Abteilung 52 the following month, increased numbers of the type were sent to frontline units early that spring. Viewed as a key element of Operation Citadel on the Eastern Front, the Germans delayed opening the Battle of Kursk until sufficient numbers of the tank were available. First seeing major combat during the fighting, the Panther initially proved ineffective due to numerous mechanical issues. With the correction of the production-related mechanical difficulties, the Panther became highly popular with German tankers and a fearsome weapon on the battlefield. While the Panther was initially intended to only equip one tank battalion per panzer division, by June 1944, it accounted for nearly half of German tank strength on both the eastern and western fronts. The Panther was first used against US and British forces at Anzio in early 1944. As it only appeared in small numbers, US and British commanders believed it to be a heavy tank that would not be built in large numbers. When Allied troops landed in Normandy that June, they were shocked to find that half the German tanks in the area were Panthers. Greatly outclassing the M4 Sherman, the Panther with its high-velocity 75mm gun inflicted heavy casualties on Allied armored units and could engage at a longer range than its foes. Allied tankers soon found that their 75mm guns were incapable of penetrating the Panthers frontal armor and that flanking tactics were required. Allied Response To combat the Panther, US forces began deploying Shermans with 76mm guns, as well as the M26 Pershing heavy tank and tank destroyers carrying 90mm guns. British units frequently fitted Shermans with 17-pdr guns (Sherman Fireflies) and deployed increasing numbers of towed anti-tank guns. Another solution was found with the introduction of the Comet cruiser tank, featuring a 77mm high-velocity gun, in December 1944. The Soviet response to the Panther was faster and more uniform, with the introduction of the T-34-85. Featuring an 85mm gun, the improved T-34 was nearly the equal of the Panther. Though the Panther remained slightly superior, high Soviet production levels quickly allowed large numbers of T-34-85s to dominate the battlefield. In addition, the Soviets developed the heavy IS-2 tank (122mm gun) and the SU-85 and SU-100 anti-tank vehicles to deal with the newer German tanks. Despite the Allies efforts, the Panther remained arguably the best medium tank in use by either side. This was largely due to its thick armor and ability to pierce the armor of enemy tanks at ranges up to 2,200 yards. Postwar The Panther remained in German service until the end of the war. In 1943, efforts were made to develop the Panther II. While similar to the original, the Panther II was intended to utilize the same parts as the Tiger II heavy tank to ease maintenance for both vehicles. Following the war, captured Panthers were briefly used by the French 503e Rà ©giment de Chars de Combat. One of the iconic tanks of World War II, the Panther influenced a number of postwar tank designs, such as the French AMX 50.

Making A BusinessCase Talent Management Case Study

Making A BusinessCase Talent Management - Case Study Example hin the current context of the university, and means by which other universities are utilizing talent management as a way to define their human resource capabilities to the highest possible extent. Firstly, with regards to what talent management necessarily engenders, it is a practice that fits hand in glove with the university’s stated mission of providing excellence in education and research both to its students, faculty, the community at large, and various other shareholders. Furthermore, talent management is a way to seek to develop some of the existing resources that the university may hold and be completely unaware of. In this way of consideration, one should also consider the potential savings that could be realized through implementing a thorough and well defined talent management policy. For instance, the economic realities of the current system indicate that the cost of new hires is on average several percentage points above the salaries of existing employees that the university retains. Using simple logic, one can quickly infer that merely developing some of the talent potential that exists within the university itself can be a means of greatly reducing the c osts of potential new hires. However, such a means of implementation will not work unless the employees in question are retained. This is another unique factor that talent management offers the firm or organization that seeks to put it into practice. Whereas a lack of a talent management process necessarily leads to a rather high turnover rate, a well established talent management policy allows for the human resources of the university to be appreciated and developed in a way that only encourages their continued employment with the organization. This win-win situation is one in which costs are held law, turnover is reduced, and employees are able to develop a sense of accomplishment and appreciation within the system itself. Similarly, a litany of studies, to include one performed by the