Vlcc Presentation Essay Example

Vlcc Presentation Paper VANDANA LUTHRA CURLS CURVES (VLCC) VANDANA LUTHRA (FOUDER OF VLCC) WHAT IS VLCC †¢ ONE –STOP-SHOP SLIMMING CLINIC †¢ HEALTH CARE CLINC VLCC REVOLUTION †¢ The guiding vision of VLCC Group is â€Å"Transforming Lives†. By â€Å"Transforming Lives†, we imply transforming self, spreading happiness and transforming future. These three pillars have been the hallmarks of our Company since it was founded by MRS. VANDANA LUTHRA in 1989. They remain the foundation upon which we continue to build our success today. EXPERTS AT VLCC MARKETING BRAND BUILDING STRATEGIES Company has appointed the leading creative agency OGILVY MATHER for all its business in India with investment of 75 crores in next coming year. †¢ VLCC also engaged with Bpo company called aegis communication an Essar group to manage its domestic call centre operations. †¢ The group has a pan-India presence with more than 225 outlets in 75 cities. Its overseas operations include 11 VL CC Centres in four countries, including eight in the UAE and one each in Oman, Bahrain and Nepal. †¢ As part of the company’s growth plan in the MARKETING BRAND BUILDING STRATEGIES †¢ VLCC has revealed her mission to get listed in the stock market by 2010-11 CONSUMER BEHAVIOUR SEGMENTATION AND TARGETTING †¢ LUNCH SEGMENT †¢ VLCC is supplying ‘nutritious and healthy’ food †¢ VLCC plans to open exclusive ‘salons for men’. †¢ Targeting Audience †¢ VLCC boosts regional roll-out plan, set to open 35 centres in 24 months PRODUCT DESIGN SOCIAL RESPONSIBILITY †¢ NGO Kushii is headed by Legendry Cricketer Kapil Dev and Mrs. Vandana Luthra (Founder and Mentor of VLCC) as the President. VLCC partners with Amar Jyoti Tamana to educate disabled children. For vocational training, VLCC institute has trained their beauty staff and restructured the curriculum. We also provide scholarships to deserving SPONSOR FOR DABUR VATIKA MISS CROWNING GLORY †¢ As you all are aware, VLCC was the Grooming Sponsor for Dabur Vatika Miss Crowning Glory, the finals of which were held in Turf C lub, Pune on the 2nd of March08. †¢ On the D-Day morning, we rendered our Salon Services for all 14 contestants at Pune 3 Aundh centre. We will write a custom essay sample on Vlcc Presentation specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Vlcc Presentation specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Vlcc Presentation specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In the evening, our stylists did the makeup hair styles for all. We had Dr. Sushant Shetty visit the event as the judge for VLCC Miss Beautiful Skin which was presented to DABUR VATIKA CROWNING GLORY AWARD RECOGNITION AWARDS †¢ †¢ †¢ †¢ †¢ †¢ The ‘Superbrand’ status one of the most recognizable brands in the country today. Images Retailer of the Year Award 2004, 2005 2006 (Health Beauty category). ICICI Bank Retail Excellence Award 2005 (Health Beauty). The Institute for Marketing Management (IMM) Award for the Woman Entrepreneur of the Year 2004. Whirlpool/Gr8 Magazine Award for the Woman Entrepreneur of the Year 2004. The FICCI Ladies Organisation, (FLO) honored the endeavors of Smt. Luthra for promoting a healthy way of life by felicitating her as a Successful Business Woman in the Health Fitness Category, April 20, 2005. Amity Woman Achiever Award for promoting Health and Fitness Solutions, 2006. Outstanding Business woman award by PHD Chamber of Commerce Industry, 2007. VLCC Alive was awarded the Most Admired Retailer Of The Year -Innovative Concept at Images Retail Awards 2007. †¢ †¢ †¢ THANK YOU

Character Values in Lady with the Pet Dog Barn Burning, Hills like White Elephants and Horse Dealers Daughter essays

Character Values in Lady with the Pet Dog Barn Burning, Hills like White Elephants and Horse Dealers Daughter essays Human beings are naturally burdened with character imperfections that, to a great extent, define who they are as people. The idiosyncrasies, character flaws, actions, and turns of phrase characteristic of every individual are personifications of the "not so perfect" world. In literature, the acknowledgment of character flaws allows the reader a glimpse into the human psyche of the characters of a particular story, and, as such, a glimpse into the human psyche of the authors themselves, as well as the specific cultural milieu in which they write. Indeed, literary works of all kinds can give the reader greater insight into the eternal question of "why people do the things they do." Perhaps this is especially true for the American reader of the short stories, Lady with the Pet Dog, Barn Burning, Hills Like White Elephants and Horse Dealer's Daughter, for, within these works, the reader can not only glimpse, but gain a real internal understanding of some of the pivotal issues and dilemmas embedded in the cultural "Americas" from which the authors sprangissues and dilemmas highlighted by the values of love, Faulkner's 1939 classic short story, Barn Burning, opens with a young boy attending the arson trial of his father. What follows is a scathing description of the events of the case, as well as the nature of his father, Mr. Snopes, is a hard, arrogant, cruel man, given to physical violence, even worse, he displays a coldness, an almost matter of fact feeling to his cruelty that highlights his odious nature all the morea fact one notices in his brushing aside the "nigger" at the de Spain home with absolute cold calmas if it is a universal fact that his superiority must rein, and the defilement of the pristine home (with the horse droppings he could not be bothered with avoiding) is absolutely without Thro...

Success Essay Example | Topics and Well Written Essays - 750 words

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Employee Resistance to Organizational Change

Employee Resistance to Organizational Change Methodology/Approach The research for this study was conducted by using secondary research and primary research. The secondary research reviewed current literatures on the natural, symptoms and reasons of employees resistance to organizational change, followed by the factors affect employees resistance. The main focus of the factors reviewed on employee personal factors consists of age, gender, personality (locus of control) and educational level. The primary research was deployed though distribution of questionnaires to employees from the agribusiness organization. Findings   All of four factors including age, gender, personality and educational background shaped individual difference on the value, perception, adaptability towards organizational change. Research Limitations As the research is carried out though a big agribusiness organization which has been and are undertaking change plans, the research result may deviate due to sample size, respondents bias, past organizational change experience as well as the choice of questions. Implications The research urge the improved understanding and identification of factors effect employee resistance to change, and underlies the importance of managing workforce diversity in an organization. The research suggested management to develop a framework and theorize on how to create a climate, educate, persuade, communicate and reward employees to alter their fundamental mental psychology resistance, aim to direct and motivate them initially involve and commit to organizational change. An exploratory study on the factors of resistance to change from employees perspective Chapter 1- Introduction Change comes from anywhere, and is the only constant. Propelled by the driving force of technology and globalization, the economic landscape continuously transform in a way that has come to undermine the relevance of received wisdom on how a firm should be managed and what underlies its success (Gregory Prastacos, et al., 2002). In this new millennium, it is more challenging for an organization to sustain its competency or even survive in the diversity market. When an organization is threatened by environmental changes such as crisis or competition, it results in the increasing needs for communication as technology develops rapidly and higher customer demands will be foreseen. Organizational change is not an option; it constitutes a fundamental necessity for success within the new competitive landscape (Hamel and Prahalad, 1996). An organization need to evaluate its performance and review its business strategies, corporate structure, operational process and HR policies to identify th e areas that need transformation. To maintain its competitive advantages,  an organization must make effort to implement changes accordingly. Usually changes to be made in an organization is for the seeking of extending the ability of the organization to achieve the strategic goals but sometime changes do not necessarily contribute to the improvement of the organization (Stroh, 2001). The expected result of the change might vary due to other unexpected factors, such as resistance to change. Resistance is a phenomenon that affects the change process, delaying or slowing down its beginning, obstructing or hindering its implementation, and increasing its costs (Ansoff, 1990). Effect of resistance of changes in organization will cause distorted perception, interpretation barriers and vague strategic priorities, low motivation among the people and lack of creative response (Val, 2003). It is crucial for change initiators to deal with resistance for a successful change. Forasmuch as employees are the one who get the job done, and possess the knowledge, skills, tools and experiences, it is clear that organizational changes cannot be achieved without employees support and involvement. Employee acceptance and commitment are the key factors for successful changes. Effective change management should recognize the importance of its employees and the way to minimize the resistant from employees. Therefore, understand why it is caused, the forms of resistance and the factors determine employees reactions to change is significant. 1.1 Research Objective This research will study on the factors of resistance to change from employees prospective. The aim of this research is to review the factors by better understanding these which a shift in perception could occur, the paper hope to develop a framework to managers of how certain group of employees is the likely to react and behave to change that being unleashed by the value and perception, this knowledge will enable change initiators to design change plan and training programs which recognize the values of employees, and to interact with diverse others in order to optimize the expected change affect. The research attempt to explore the followings areas as a systematic way to rationalize the value of this project study: To identify the natural of employee resistance to change. To identify the symptoms of employee resistance to change. To identify the reasons of employee resistance to change To determine the various factors to effect employees resistance to changes. To evaluate the effect of these factors on organizations future development. 1.2 Chapter Summary Chapter 1 of Introduction has provided a background of the circumstances that force organization to change, and examined the inevitable resistance can undermined organizational change. By identifying the importance of employee in the organizational change, research objectives were generated to study on the resistance of change from employees perspectives and listed done the areas of the study to be explored on. The research was planned in a systematic way to rationalize the value of this project. Next chapter of this project will touch on a review of current literatures on the natural, symptoms and the reasons of employee resistance to change and factors affect employee resistance, followed by the research methodology, samples and limitation of the research. The subsequent chapter will be the questionnaire data analysis presentation and lastly the paper will conclude the findings and its implications for change initiators. The aim of this research is to review the factors that affect employee resistance and evaluate it thought the target samples. Chapter 2- Literature Review 2.1 Employee Resistance to Change 2.1.1 The nature Organizations can be confronted with incremental changes that focus on doing things better through a process of continuous tinkering, adaptation and modification or transformational changes that are regarded as revolutionary and break with the past.(John Hayes, 2010) Although the incremental changes rarely presented any abrupt challenges to the assumptions people make about how they related to the world (John Hayes, 2010), this is not always that case. People are not duplicate, the values, beliefs, assumption and knowledge of that person will be developed over the time, formed as a set of personal opinion, perceptions, views of the world to guide their behaviors (Hallie Preskill and Rosalie Torres, 1999). It is concerned with whether employees regards view change can bring present or future personal benefit and opportunities or change is a threat to their job, skills or any other interests. The implementation of changes inevitably involves the vital interests of various shareholders, and especially employees.Resistance occurs since most employees desire to be successful in their work environments due to they have basic needs which must be satisfied. To begin with, employees want to know their role and their responsibilities within the organization. In additional, employees want to be able to predict what they will face in the future (Appelbaum, S.H. et al, 1998). Even though old procedures that were initially regarded as cumbersome, costly or ineffective, after a prolonged recursive execution, employees become comfortable and are used to the ways things were done. Employee might fear in a changing organization, therefore change are frequently be seen as a threat to ones existence within an organization if upgrading or acquiring new skills are a problem because of time constraints , or the inability of the person to learn these new techniques. Change within an organizational setting usually poses several problems and challenged by the pressure in aspect of money , ego, and power for those who resist it. Employees resist change because the associated negative feelings since their basic needs may now be threatened (Mealiea, 1978). Thus it is human nature that employees look at Change negatively, resistance thereby coming into play. 2.1.2 The symptoms Resistance, described by Kilian M. Bennebroek Gravenhorst (2003) is commonly considered to be standard or even natural in reaction to organizational change. It is described as an most inevitable psychological and organizational response that seems to apply to any kind of change, ranging from rather modest improvement to far-reaching change and organizational transformation. Symptoms are the specific behaviors exhibited when employee resistance to change (Albert F. Bolognese, 2002) According to Bhutan (1995), it is important to distinguish between the symptoms of resistance to change and the causes behind them. Symptoms can be reflected in varies of forms, which Marc Maltz (2008) categorized it into the two varieties: overt and covert. Overt resistance is concern with obvious opposition, disagreement, arguing, debating, etc., to any change effort. While, covert resistance comes in two forms: one is conscious covert which employees are concerned about the consequences of their actions that they apparently agreed but actually not following though or withhold information and avoid implementation. Secondly is the unconscious covert resistance, which is the most difficult to see symptoms among employees as employees are unaware their resistance. 2.1.3 The Reasons There are many causes attribute to employees resistance to change, such as Coch French (1948), studied the workers of a clothing manufacturer and find that lower employee participitation causing the mistrust of management and increase their resistance to change. Kotter and Schlesinger (1979) identify four common reasons why people resist organizational change: people focus on their own interest and fear of losing something of value, it can be power and status, autonomy and control, or specific skills; Misunderstanding the change will cost them more than they will gain and lack of trust to the person who initiating change; Different assessment of the necessity and benefit of change situations; Low tolerance for change, sometimes people just resist to change emotionally even they understand the need for change. Several studies have acknowledged what Kotter and Schlesingers publication and enhance these categories with further researches, according to Prosci- A business process reengin eering directory and resource companys study (2003) in past six years in 288 organizations from 51 countries, result shows the top reasons employee resist to change is because of corporate history and culture, which the organizations past performance of change project failed or did not make much sense, employees are less interested to take initiatives to support the current change, they are not in the flavor the month , thus employee expected it go away like what happened in the past. Lorenzo (2000) also acknowledge that one attribute to employees resistance is that past failures leaves negative image for future changes. Another reason added on in Prosci (2003)s research is that employee often opposes to change because of the added job responsibilities, new processes or technologies. Changes with lower motivation to get employees involved and less consideration of employees interest and their emotional and perceptual perspectives thereby eliminate their initiatives and level of comm itment. Pardo Del Val, Manuela and Martinez Fuentes, Clara (2005) conclude above sources to employees resistance are most likely happen in change formulation stage, they further identify some reason rise resistance that consist of: (a) organizational values in relation to change values that cause a strong implementation climate to determine whether employee to accept or oppose to change; (b) departmental politics that form employees resistance. 2.2 Factors affect employees resistance to change Literatures have identified variety of factors affect employee resistance to change, the most cited views of the factors fall on the organizational level, for instance the communication process, employee participation, change facilitation procedures in change process (Ricky Griffin ,2008) to improve organizational effectiveness. Moreover, employee motivation (David Clarence and McClelland, 1987) and quality of leadership (Ken W. Parry, 1999) have been widely acknowledged to have influence on employees work initiatives, involvement and commitment, so that it can argues to be a significant factor to affect employees willingness to change. Above factors virtually are the ways to deal with the subtext of organizational humanity on the stage of change process. However, one must understand the root factors played to affect employees perception towards organizational change. Fail to understand the intrinsic factors govern employees values and beliefs guided behavior in the context of the way they were doing and expected in the future, and all the necessities organization attempt or should to do to implement and facilitate change is crucial. Therefore, the research will mainly explore on the personal factors played to affect employee resistance to change including age, gender, personality traits (Locus of control) and employee educational level as follows: 2.2.1 Age Baby Boomers refer to people who are born between 1945-1964. This generation grew up in an era of unprecedented economic growth and stability, so as to be regarded as a generation that finds comfort with long term employment with one organization. This has provided them with a false sense of stability (Loomis, 2000).Their perceived working values emphasize on chain of command, teamwork, technically challenged, team work and loyal to employer As they born after War II, which they entered the economic boom era, Money and job security such as life time employment are definitely extremely important for them to sustain their living. In this regard, it is argued that Baby Boomers are easier to accept organizational change as their working value of chain of command which they tend to commit to the hierarchical order. Moreover, the inception of organization loyalty also attributes them to be more committed rather than resistant or any other negative reactions. (Hui-Chun, Yu and Peter Miller, 2003) Another neuropsychological research held by (Stanford University professor Laura L. Carstensen et al. 2000) on the relationship between age and emotional experiences found that the periods of highly positive emotional experience were more likely to endure among older people and periods of highly negative emotional experience were less stable. With age, older adults report relatively low levels of worrying (Sandra Hunt, Patricia Wisocki and Julianne Yanko, 2003), experience less anger (Schieman,1999), and have lower levels of emotional distress after natural disasters (Bolin Klenow, 1982-1983). The implication of these findings are older employees have better capability to regulate their negative emotions with organizational change and adjust themselves to adapt the environment.Employees adaptability has been seen a key attribute to a successful organizational change (Heslin , 2005). Compared with Baby Boomers, Generation X refers to those people who were born between 1965 to 1980. This generation of employee tend to more independent, self-motivated and self-sufficient (Loomis, 2000). This is because most X generations did not have enough of their family attention as children because their parent may have been single or working parents. X generations therefore became adaptive at handling things on their own and in their own ways. Their work value is perceived more on personal satisfaction, and their attitudes towards work are focus on flexibility empowerment, loyal to skills. (Hui-Chun, Yu and Peter Miller, 2003). Hence, when the change conflict with their own interest such as against what they used to do , their skills, or leave less empowerment to them, they will feel unmotivated towards to commit to the change. However, David J. OConnell, Eileen McNeely and Douglas (2004) argue that since Xers entered the workforce under the employment of deal, in which career planning and development are largely individual responsibilities and where the average worker can expect to make several changes during their working lives. In this regards, it seems like Xers are more adaptive to change. However, there are also many scholars debate the relationship between the age and the personal adaptability to change, such as Mirvis and Hall, 1996. Recent research held by OConell, McNeely and Hall, 2008 also support this assertion, reporting that age is limited measured as a categorical variable namely the characteristics about an individual . 2.2.2 Gender Although many literatures have acknowledged the impact of gender difference on the management practice, there had been little systematic attention focus on identifying the gender roles on effective change management relatively. Feminist perspectives have tended to highlight not only the impact of organizational change on womens relatively marginalized position but also the role of women in the change management (Melissa Tyler, 2005). Jamie L, Michael G and Homer Tolson (2005) research findings suggest that there is a difference between male and female executive of their emotional expressiveness, and women are regarded to process better skill at encoding and decoding emotions (Laura K. Guerrero and Kory Floyd, 2008). Emotions are intensive feelings that are directed at someone or something (Stephen P. Robbins and Timothy A. Judge, 2010). Goleman-the founder of emotional intelligence theory also mentioned that women are good at reading others feelings than men averagely in his book pub lished in 1995. The skills to encode and decode emotions generally have advantage to develop and maintain relationships (Laura K. Guerrero and Kory Floyd, 2008), because skilled encoders have ability to express their internal emotional state so that other people can decode their emotions more easily and accurately (Burgoon and Bacue, 2003). In this regard, the chances such as misunderstanding and conflict due to implicit or unclear message delivered or received prone to be decreased, the communication becomes more easily and effective. In many literatures, communication has been widely acknowledged as a useful approach to eliminate resistance to change. Therefore, women are deems to be more successfully engaged in change circumstances. Maddock (1999) added that Women focus on relational aspect of how to do things,  while men tend to be expected to think what to do. It appears that women are emotionally discreet on how they are going to process the information, express and interpret their view points to react to change before making any decision. Combined with womens secondary position in labor market due to gender discrimination, especially in Confucian countries, in addition to their greater responsibilities in family and child care than men, which cause women are relatively powerless to challenge the situation (Melissa Tyler, 2005). Hence Melissa argues that women in change management appear to be positioned as performing an interpersonal function associated with safety; providing security in times of unexpected turbulence and anticipating. On the basis of these arguments, it seems that women tend to avoid conflict in working in this regard and to accept the change accordingly. 2.2.3 Personality Traits (Locus of Control) Some people are quiet and reserved, while others are aggressive and outgoing. Some people are trustworthy, some are not. People differ with each other in various dimensions as a result of different behavior and attitude towards things in personal life and working. The individuals differences are shaped by personalities (Stephen P. Robbins and Timothy A. Judge, 2010) Personality refers to the traits and characteristics that make individuals unique (Greenberg and Baron, 2002). The most frequent used definition of personality was produced by Gordon Allport nearly 70 years ago which he commented that personality is the dynamic organization within the individual of those psychophysical systems that determine his unique adjustment to his environment. Personality thus becomes an important reason mangers need to know to generate a view of employees likely behaviors and examine their coping reaction. Meselaar and Cozijnsen (1997) further highlighted the personality is a determinate of individ ual reaction to organizational change. Locus of control refers to the degree people believe their own behaviours determine what happens to them. People believes they have more control over their destiny are referred as internal, and people who believe they have less control over their life and the results are attributing to the will of God, or to the fortune of being born in the right social class or family are referred as external. At this point, it is suggested that people behave differently towards change. Wilson (1992) developed an approach referred as determinism to study change management portrays the manager and other organizational members as pawns affected by change rather than as agents who can initiate and secure change. Their ability to influence is limited because of the main determinates lie outside the organization. John Hayes (2010) argues that those who are overcommitted deterministic view of change may be inclined to believe that the locus of control is external to themselves and the organization and may therefore develop view that there is little they can do to influence events. Hence, people who think this way is less likely to attempt to adopt a proactive approach to the management of change than those who have more internal view about locus of control. 2.2.4 Educational Level Although there were not many literatures specifically emphasize the employees educational level to their resistance to organizational change, it is widely acknowledged (e.g.: George H. McCall, Karl E. Ristow and Daniel J. Cimini, 2004) that higher education improves employees personal management, time management, communication skills and problem solving skills. Higher education defined by Roberg (1987) refers to the instruction that was obtained at university or colleague. According to Thomas Kent Gaylor (2001)s research on 286 police officer from two North Texas Police department in 2001, result shows no significance relationship between the educational level and employees openness to change. However the limitation of his research was lack of variation in respondents education level. Nevertheless, the author believe that higher education of employees will be more likely to support and commit organization change with more positive thinking of why the change is needed, hence the resea rch intend to do further evaluation with different samples on the relationship of educational level to employee resistance to change since it is a logic factor that higher education equipped with employees more knowledge and broader thinking and believe, which reduce the tendency to be dogmatic and to be more creative. 2.3 Chapter Summary Chapter 2 of Literature Review has explored on the current literatures on employee resistance to change in terms of the natural, symptoms and reasons. The inevitable resistances from employee impulse the research to further find out the factors that affect employee resistance to change. The research noted many factors including communication process, employee participations, change facilitation process, employee motivation and quality of leadership, and lastly mainly reviewed the personal factors played consist of age, gender, personality traits (locus of control) and employee educational level influence various aspects from values and beliefs and emotions as a result of different behavior and levels of adaptability reacted to change After exposit the literature review of factors affect employees resistance to change, the paper will tackle the main objectives of this research. Starting with the description of research methodology, samples and limitation of the research, then paper will touch on the analysis part of the questionnaire, to examine the reflected results against with the literatures reviewed earlier on, so as to evaluate its universality of the factors in the sampling organization. Chapter 3- Research Methodology 3.1 Secondary Research The research was carried out at the beginning though a secondary research to review the current literatures on the areas of the study, which contains of the nature, symptoms and the reasons of employee resistance to change and the factors affect employee resistance to change from a more intrinsic view by looking at employee personal factors. The factors focus on the employees adaptability to change determined by age and gender, one dimension of personality traits -locus of control, and employee educational level. The information is collected from textbooks, journals and articles from reliable and creditable online Journal Publications, National Library and Campus Library. 3.2 Primary Research In order to evaluate the factors been presented in literature review, the research will primarily employ questionnaires as the main methodologies for information gathering. The questionnaire will be carried out with various employees working in a large organization. The methods allow directly and original information to be gathered from participants. Questionnaire results are to be consolidated, and will be analyzed using various questionnaire analyze techniques, to interpret the data. The main reason of using questionnaire and interview is because data is collected directly from specific target respondents. Interviewers have the ability to ask extra intensive questions of the respondent concerning survey responses. 3.2.1 Research Samples The research was conducted using data collected from a large size agribusiness organization located in Singapore, mainly doing palm oil plantation and trading. The reason of choosing this organization is because it is currently undergoing turbulence and change on merger with one small size palm oil trading company and one ship chartering company. And it also has experienced many merger and change in the past. Therefore the target samples of the questionnaire participants in the organization must have many varies views on organizational change to enable the research generate more practical reflections from employees perspective on organizational change and change effect on them, aims to evaluate the universality application of all those factors on employee resistance to change presented in literature on the target sampling. The questionnaire attempt to invite 150 employees in this organization from four departments who are affected by the merger plan, respectively 25 employee from IT department, 35 employees from logistic department, 25 employee from finance department and 65 employees from operation department. 3.2.2 Limitation of This Research During the research, data collected could be deviated due to limitation in the research methodology as follows: Data may not represent the entire population due to the limitation of sampling size As the four department employees may experience different kinds of minor changes in their department respectively, whether the change offend their interest or not might bring subjective bias towards their response to the questionnaire, hence the accuracy of data collected will be deviated. Respondent who experience the past organizational change may bring different perceptions towards new change. The choice of the question may limited respondents response. 3.3 Chapter Summary Chapter 3 presented the methodology of this research which employed on secondary research to review the current literatures on the area of the study, and also the primary research using questionnaires to collect data. Research Samples chosen was a large agribusiness organization who is experiencing turbulence and undergoing merger and work structural change. The limitations of the research were also discussed including the sample size, respondents bias, past organizational change experience as well as the choice of questions may also affect the accuracy of the survey result. Next chapter will touch on the research result analysis and discussion. Chapter 4- Result Analysis and Discussion The questionnaires were distributed to 150 employees in IT, Logistic, Finance and Operation department respectively as planned in Chapter 3, the responding rate is about 76%, namely 114 employees attend the questionnaire. Following are the result of each factors being tested. 4.1 Age The research finding on age factors shows that respondents in different age group perceived change differently and appears with different level of resistance. The result shows that in the age group of 20 to 65+, employees are more resistant to change as they age; an interesting finding is that for employees aged below 20, whom were surprisingly scored higher marks on resistance. Figure 4.1.2 shows details of scores on resistance in each age group. This is in contrary with literatures presented earlier on which Laura L. Carstensen et al. (2000) found that the periods of highly positive emotional experience were more likely to endure among older people. While elder people emphasize working value on the obedience of chain of command and organizational loyalty to commit the work instead of resisting and challenging hierarchical order (Hui-Chun, Yu and Peter Miller, 2003). All the earlier findings demonstrated elder people are more adaptable and emotional stable to organization change, yet this research findings reflect an even more complicated relationship between age and resistance level. The possible causes lead to this result might because when younger people firstly enter the workforce with no experience and lower educational background, they are uncertain about their skills and abilities. They may behave self-concerned and less flexible dealing with working matters, and not mature enough to regulate their emotions as they are undergoing a transition from childhood to adult, school life to working life with increased responsibilities, time is needed to help them accept such big changes and adapt themselves in the new environment. As they age and become more mature, they seek for competence, career movement and relationship, they are more flexible and motivated to change themselves in the organization to achieve their objectives. As time goes on, they feel tired and queried about what supposed to be. They are loyalty to their skills and fear losing it in the future. Stability, job security and sense of seniority may become the main values after they age 46. Hence th ey might act more resisting to change as demonstrated in below figure. Super (1980)s Life Stage Theory displayed some common characteristics against to the above analysis and assumptions, which the author would like to research further. 4.2 Gender Out of total 114 respondents, 78 are women, and 36 are men, most of men respond strongly agree that organizational change is necessary and beneficial, and express t

Anne Sexton Essay -- Literary Analysis

Most of us accept the stories we were told as children were false, or at least romanticized. At some point, the illusion was shattered, and Santa, the Easter Bunny and Cinderella were characters we fondly remembered. But although we recognized these figures and legends as illusions, we held on to many of the sentiments the stories, without questioning their application to adult life. Anne Sexton often uses these innocent, childlike images juxtaposed with cynical but more realistic situations in order show that the lessons society teaches children, ones that children retain as adults, are illusions that do not properly illustrate the corrupt, violent world we actually live in. Sexton’s poem Cinderella, about rags to riches stories, clearly follows this pattern. First, the speaker tells four stories: one of a plumber who wins the lottery, one of a nursemaid who marries her boss’s son, a milkman who makes a fortune in real estate, and a charwoman who becomes rich after a bus she was on crashes, and she collects on insurance. The progression of these stories themselves lay cynicism into the form of the poem. The speaker starts with a story about a lottery winner, which is something lucky and could be taken as the universe helping a man struggling to take care of â€Å"the twelve children.† Next comes the nursemaid, who does have a romantic journey too, though not quite as incidental as this lucky plumber, because she â€Å"captures the oldest son’s heart.† The choice of the word â€Å"capture† could be viewed as merely an idiomatic happenstance, or more possibly an implication that the speaker feels the nursemaid had some ulterior motive to love in her interactions with the son. After the nursemaid is the milkman. The milkman still has a romantic ... ...ton’s issue is not with people on an individual level, but instead with the society that puts them in the situations that it does. This is significant because it shows Sexton’s goal is to illuminate society’s flaws and lies rather than those of people. Often, the reader cannot help but feel a bit disheartened after reading a collection of Anne Sexton’s poems. Sexton herself was disheartened with the prospect of life, killing herself at the age of 45 after years in and out of mental facilities. Her poems certainly take cynicism to an extreme, but they remain the type of extreme valuable to the literary canon. Her poetry leaves the reader questioning the world around him, now able to see stories and past experiences in a new light. And although in the case of Sexton this light may be a shadow, the new depth it adds highlights to us that which we hold truly pure.

The Indigo Spell Chapter Four

I FROZE. I didn't trust myself to respond. What was Adrian thinking? Putting aside all the drama between us, it was absolutely unforgivable to ask this here, in front of other Moroi and Alchemists. Maybe in Palm Springs, where things were a little more casual with my friends, it might not be that crazy a request. But here? He risked exposing that we knew each other, which in turn risked Jill. Almost as bad, it could be a tip-off of his feelings for me. Even if I insisted that I had no matching feelings, the fact that things had progressed this far could get me in serious trouble with the Alchemists. As all these thoughts raced through my mind, a more concerning one suddenly popped up. A good Alchemist shouldn't be worried about any of those things. A good Alchemist would have simply been horrified at the immediate problem: dancing with a Moroi. Touching a vampire. Realizing this, I quickly mustered an outraged expression, hoping I looked convincing. Fortunately, everyone else was too shocked to pay much attention to me. Good relations only went so far. Stanton and Ian wore legitimate looks of disgust. The Moroi nearby while not appalled, were astonished at the breach of etiquette. And yet . . . I also saw a couple exchange looks that said they weren't entirely surprised Adrian Ivashkov would suggest something so outrageous. This was an attitude I'd seen a lot with him. People often shrugged off his behavior with, â€Å"Well, that's Adrian.† Ian found his voice first. â€Å"She . . . no! She absolutely can't!† â€Å"Why not?† Adrian glanced between all our faces, his expression still sunny and unassuming. â€Å"We are all friends, right?† Abe, who was rarely shocked by anything, managed to shake off some of his surprise. â€Å"I'm sure it's not that big a deal.† His tone was uncertain. He knew that Adrian wasn't a total stranger to me but undoubtedly assumed I had the usual Alchemist hang-ups. As tonight had demonstrated, most Alchemists still struggled with handshakes. Stanton seemed to be waging a mental war. I knew she thought it was an outlandish request . . . yet she was still conscious of the need to keep things pleasant. She swallowed. â€Å"Perhaps . . . perhaps it would be a nice gesture.† She shot me a sympathetic look that seemed to say, Sometimes you have to take one for the team. Ian jerked his head toward her. â€Å"Are you crazy?† â€Å"Mr. Jansen,† she snapped, conveying a stern warning in just his name. All eyes turned toward me as everyone realized that ultimately, it was my decision. At this point, I didn't know if I should be shocked or scared – and the thought of dancing with Adrian made me feel both. I met Stanton's eyes again and slowly gave a nod. â€Å"Sure. Okay. Good relations, right?† Ian's face turned bright red, but another sharp look from Stanton kept him silent. As Adrian led me to the dance floor, I heard a few whispered comments from curious Moroi mentioning â€Å"that poor Alchemist girl† and â€Å"there's no predicting what he does sometimes.† Adrian put his arm around my waist, perfectly proper and distant. I tried not to think about the last time I'd been in his arms. Even with appropriate spacing between us, our hands were still clasped, our stances still intimate. I was hyperaware of every single place his fingers rested on my body. His touch was light and delicate but seemed to carry an extraordinary heat and intensity. â€Å"What were you thinking?† I demanded once we were moving to the music. I was trying to ignore his hands. â€Å"Do you know how much trouble you may have gotten me in?† Adrian grinned. â€Å"Nah. They all feel bad for you. You'll achieve martyrdom after dancing with a mean, wicked vampire. Job security with the Alchemists.† â€Å"I thought you weren't going to pressure me about . . . you know . . . that stuff. . . .† The look of innocence returned. â€Å"Have I said a word about that? I just asked you to dance as a political gesture, that's all.† He paused for impact. â€Å"Seems like you're the one who can't get ‘that stuff off your mind.† â€Å"Stop turning my words against me! That's not – no – that's not right at all.† â€Å"You should see that Stanton woman watching us,† he remarked with amusement, glancing behind me. â€Å"Everyone's watching us,† I grumbled. It wasn't like the entire room had come to a standstill, but there were certainly a number of curious onlookers, gawking at the unlikely sight of a Moroi and a human – an Alchemist, at that – dancing. He nodded and swept me into a turn. He was a good dancer, which wasn't entirely a surprise. Adrian might be brash and impertinent, but he knew how to move. Maybe dance lessons had been part of growing up in an elite tier of Moroi society. Or maybe he was just naturally skilled at using his body. That kiss had certainly show a fair amount of talent. . . . Ugh. Adrian was right. I was the one who couldn't get over â€Å"that stuff.† Unaware of my thoughts, he glanced over at Stanton again. â€Å"She's got the look of a general who just sent her army on a suicide mission.† â€Å"Nice to know she cares,† I said. For a moment, I forgot my dance floor woes as I thought angrily back to Stanton's â€Å"need to know† attitude. â€Å"I can pull you closer, if you want,† he said. â€Å"Just to see how much she cares. I'm always willing to help like that, you know.† â€Å"You're a real team player,† I said. â€Å"If putting me in danger is for the greater good, then Stanton probably wouldn't do anything about you moving in on me.† Adrian's self-satisfied smirk faded. â€Å"Did she ever come clean about that guy you were trying to find? Martin?† â€Å"Marcus,† I corrected. I frowned. Her denial still bothered me. â€Å"She keeps claiming she doesn't know him, and I can't push too hard if I don't want her to get suspicious.† â€Å"I thought of a way you might find him,† said Adrian. I would've thought he was joking if his face wasn't so serious. â€Å"You did?† I asked. The Alchemists had vast information at our disposal, with hands in all sorts of agencies and organizations. I'd been scouring them these last few weeks and found it unlikely that Adrian would have access to something I didn't. â€Å"Yup. You've got his picture, right? Couldn't you just do the same spell you did the other night? Locate him that way?† I was so surprised, I nearly tripped. Adrian tightened his grip to keep me from falling. I shivered as that small gesture brought us closer. The tension between us kicked up a notch, and I realized that along with our bodies being nearer, so were our lips. I had a little difficulty speaking, both because of how it felt to be so close to him and because I was still stunned by what he'd said. â€Å"That's . . . wow . . . that's not a bad idea. . . .† â€Å"I know,† he said. â€Å"I'm kind of amazed myself.† Really, the circumstances were no different from finding Ms. Terwilliger's sister. I needed to locate someone I'd never met. I had a picture, which was what the spell required. What was different was that I'd be initiating the spell myself. It was a difficult piece of magic, and I knew Ms. Terwilliger's coaching had helped me. There was also the moral dilemma of working that type of spell on my own. My conscience had an easier time handling magic when I felt coerced. â€Å"I couldn't try until next month,† I said, thinking back to the spell book. â€Å"I mean, I have the picture with me, but the spell's got to be done during a full moon. This is the last night for the current one, and I'd never be able to get the components in time.† â€Å"What do you need?† I told him, and he nodded along, promising he could get them. I scoffed. â€Å"Where are you going to get anise and hyssop at this time of night? In this town?† â€Å"This town's full of quirky boutique shops. There's some herbal place that sells soaps and perfume made of anything you can imagine. I guarantee they've got what you need.† â€Å"And I guarantee they're closed.† He swept me into another flourish-filled spin, and I kept up with him perfectly. The song was wrapping up. The time had flown by faster than I'd thought. I'd forgotten about the onlookers. I'd even forgotten I was with a vampire. I was simply dancing with Adrian, which felt easy and natural, so long as I didn't think about our audience. His roguish look returned. â€Å"Don't worry about that. I can find the owner and talk her into making an exception.† I groaned. â€Å"No. Not compulsion.† Compulsion was an ability vampires had to force their wills on others. All vampires had it to a small extent, and spirit users had it in excess. Most Moroi considered it immoral. Alchemists considered it a sin. The song ended, but Adrian didn't release me right away. He leaned a little closer. â€Å"Do you want to wait another month to find Marcus?† â€Å"No,† I admitted. Adrian's lips were a breath away. â€Å"Then we'll meet in two hours by the hotel's service door.† I gave a weak nod, and he stepped back, releasing my hands. â€Å"Here's one last sign of good relations.† With a bow that could've come straight out of a Jane Austen novel, he gestured to the bar and spoke loudly. â€Å"Thank you for the dance. May I escort you to get a drink?† I followed without a word, my head spinning with what I'd need to do in two hours. At the bar, Adrian astonished me by ordering ginger ale. â€Å"Nice restraint,† I said, realizing he'd need to stay sober to work spirit. I hoped he hadn't indulged too much already. For him, the only thing better than an open bar would be a case of cigarettes showing up at his door. â€Å"I'm a master of self-control,† he declared. I wasn't so sure of that but didn't contradict him. I sipped my Diet Coke, and we stood there in comfortable silence. Two Moroi men sidled up the bar near us, talking with the volume and exuberance of those who hadn't held back on sampling free liquor. â€Å"Well, no matter how liberal that girl is, she's certainly easy on the eyes,† one guy said. â€Å"I could look at her all day, especially in that dress.† His friend nodded. â€Å"Definitely an improvement over Tatiana. Too bad about what happened to her, but maybe a change of scenery was for the best. Did that woman ever smile?† They both laughed at the joke. Beside me, Adrian's own smile vanished, and he went perfectly still. Tatiana, the former Moroi queen, had been Christian's great-aunt. She'd been viciously murdered this summer, and though Adrian rarely spoke about her, I'd heard from a number of people that they'd been close. Adrian's lips twisted into a snarl, and he started to turn around. Without hesitation, I reached out and grabbed his free hand, holding it tightly. â€Å"Adrian, don't,† I said softly. â€Å"Sydney, they can't say that.† There was a dangerous look in his eyes, one I'd never seen. I squeezed his hand harder. â€Å"They're drunk, and they're stupid. They're not worth your time. Please don't start a scene here – for Sonya's sake.† I hesitated. â€Å"And for me.† His face was still filled with rage, and for a moment, I thought he would ignore me and throw a glass at one of those guys. Or worse. I'd seen angry spirit users, and they were terrifying. At last, that fury faded, and I felt his hand relax in mine. He closed his eyes briefly, and when he opened them again, they were dazed and unfocused. â€Å"No one really knew her, Sydney.† The sorrow in his voice broke my heart. â€Å"They all thought she was some draconian bitch. They never knew how funny she was, how sweet she could be. You can't . . . you can't imagine how much I miss her. She didn't deserve to die like that. She was the only one who understood me – even more than my own parents. She accepted me. She saw the good in my soul. She was the only one who believed in me.† He was standing in front of me, but he wasn't with me. I recognized the rambling, consuming nature of spirit. It messed with its users' minds. Sometimes it made them scattered and distant, like he was now. Sometimes it challenged people's grip on reality. And sometimes, it could create a despair with devastating consequences. â€Å"She wasn't the only one,† I told him. â€Å"I believe in you. She's at peace, and nothing they say can change who she was. Please come back to me.† He still stared off into someplace I couldn't follow. After a few frightening moments, he blinked and focused on me. His expression was still sad, but at least he was in control again. â€Å"I'm here, Sage.† He removed his hand and glanced around to make sure no one had seen me holding it. Thankfully, the bride and groom had taken to the dance floor, and everyone was too mesmerized watching them. â€Å"Two hours.† He knocked back the rest of his drink and walked away. I watched him until he disappeared into the crowd, and then I returned to my own table, glancing at the clock along the way Two hours. Ian jumped out of his seat at my approach. â€Å"Are you okay?† No Moroi well-wishers were around, so only Stanton was nearby to hear him. She seemed to share his concern. â€Å"I'm sorry you had to endure that, Miss Sage. As always, your dedication to our work is admirable.† â€Å"I do what I can to help, ma'am,† I said. I was still worried about Adrian and hoped he wouldn't slip back into spirit's grip again. â€Å"Did he hurt you?† asked Ian, pointing. â€Å"Your hands?† I looked down and realized I'd been rubbing my hands together. They were warm from where Adrian had touched me. â€Å"Huh? Oh, no. Just, um, trying to rub the taint off. In fact . . . I should probably go wash up. Be right back.† They seemed to find this a perfectly reasonable idea and didn't stop me as I hurried to the restroom. Free of their concern, I breathed a sigh of relief. I'd dodged two bullets here, by not letting the Alchemists know that I was friendly with a vampire and also that I was plotting magic with him. â€Å"Sydney?† I was so distracted when walking out of the restroom that I hadn't noticed Rose standing nearby with Dimitri Belikov. They stood arm in arm, smiling at my surprise. I hadn't seen Dimitri tonight, and his black and white guardian attire told me why. He was on duty here and had undoubtedly been one of the shadows darting among the trees of the greenhouse, keeping a watch on everyone. He must be on a break now because there was no way he'd be standing so casually here, even with Rose, otherwise. And really, â€Å"casual† for Dimitri meant he could still leap into battle at any moment. They were a striking couple. His dark-haired, dark-eyed looks matched hers, and they were both dazzlingly attractive. It was no wonder Adrian had fallen for her, and I felt surprised at how uncomfortable that memory made me. Like Sonya and Mikhail, there was a bond of love between Rose and Dimitri that was almost palpable. â€Å"Are you okay?† asked Rose, eyes kind. â€Å"I can't believe Adrian did that to you.† She reconsidered. â€Å"Then again, I kind of can believe it.† â€Å"I'm fine,† I said. â€Å"I think the other Alchemists were more appalled than I was.† I remembered belatedly that even if Rose and Dimitri knew I knew Adrian from Palm Springs, I still couldn't act too at ease here. I put on my earlier look of outrage. â€Å"It was still out of line, though.† â€Å"Propriety's never been Adrian's strong suit,† Dimitri observed. Rose laughed at the understatement. â€Å"If it makes you feel any better, you guys looked really good together out there. Made it hard to believe you're mortal enemies . . . or whatever it is Alchemists think.† She gestured to my dress. â€Å"You even coordinated.† I'd totally forgotten what I was wearing. It was a short-sleeved silk dress, almost entirely black save for some splashes of royal blue on the skirt. That was a bolder color than I would normally wear, but the black tempered it. Thinking back to Adrian's shades of blue, I realized our palettes had indeed complemented each other. You guys looked really good together. I don't know what expression I wore, but it made Rose laugh again. â€Å"Don't look so panicked,† Rose said, eyes shining. â€Å"It was nice seeing a human and a Moroi look like they belong together.† Belong together. Why did she keep saying things like that? Her words were messing with the cool, logical demeanor I tried to maintain. I knew she was speaking in that friendly, diplomatic way that everyone was pushing so hard for. But as progressive as Rose and Dimitri were, I knew even they would be shocked if they knew the truth about Adrian's feelings and that monumental kiss. I spent the rest of the reception with a knot of anxiety building within me. Fortunately, I didn't have to hide it. Moroi and Alchemist alike expected me to feel that way. In fact, Stanton soon got her own share of â€Å"diplomacy† when a middle-aged Moroi guy asked her to dance, obviously taking a cue from Adrian's display of goodwill. Apparently, as outrageous as Adrian's behavior had been, some Moroi thought it had been a smart move and decided to follow suit. Stanton could hardly refuse after encouraging me, so she took the dance floor with gritted teeth. No one asked Ian to dance, which was probably just as well. He didn't look at all disappointed. Adrian stayed away, presumably to gather my spell components. Time ticked down, and as the two-hour mark approached, I realized that although I'd brought Marcus's picture with me on this trip (I rarely let it out of my sight), it was still in my room. I excused myself from Ian, telling him I needed to go back to the inn to change shoes and would take one of the cars that had been ferrying wedding guests around town. Ian's face immediately grew protective. â€Å"Do you want me to go with you? It's not safe out there.† I shook my head. â€Å"No, you need to stay here. Stanton's in more danger.† She was standing near the bar, speaking to two Moroi men. I wondered if she had another dance in her future. â€Å"Besides, it's early, so there's still more of them here than out there. At least the inn is run by humans.† Ian couldn't fault my Alchemist logic and reluctantly let me go. Catching a town car was easy, and I was able to make the round trip in almost the perfect amount of time. I even changed shoes so that I'd have proof for my story. Although I'd worn heels to the wedding, I'd packed flats in my suitcase, just in case. That was just smart planning for any occasion. When I reached the service door, however, I realized my clever planning had failed. Filled with haste and anxiety, I'd left my warm, heavy shawl in the car, which was probably long gone. Now, waiting for Adrian in the bitter Pennsylvania cold, I wrapped my arms around myself and hoped I wouldn't freeze before he showed up. He was good to his word, though, and arrived at exactly the appointed time with a tote bag over one shoulder. Even better, he was completely back to his normal self. â€Å"Ready to go,† he told me. â€Å"Seriously?† I asked, my teeth chattering. â€Å"You found everything?† He patted the bag. â€Å"You ask, I deliver. Now where do we need to do this?† â€Å"Somewhere remote.† I scanned around. Beyond the hotel's parking lot was a vacant field that I hoped would suffice. â€Å"There.† Walking across the well-salted parking lot wasn't a problem, but once we â€Å"off-roaded† into the snowy field, even my practical flats were of no use. I was also so cold that I suspected my skin was as blue as my dress. â€Å"Stop,† said Adrian at one point. â€Å"We need to go a little farther,† I protested. Adrian, who'd had the sense to put on a wool coat, was taking it off. â€Å"Here.† â€Å"You'll be cold,† I protested, though I didn't stop him when he stepped forward and helped me put the coat on. He was taller than me, so the three-quarter length was mercifully full length on me. Its scent was a mix of smoke and cologne. â€Å"There.† He pulled the coat more tightly around me. â€Å"I've got long sleeves and the jacket. Now come on – let's hurry.† He didn't have to tell me twice. Aside from the temperature, we had to do this before we were caught by others. Even I wasn't going to be able to explain this away to the Alchemists. The moon was still crisp and bright when we finally found an acceptable spot. I sifted through Adrian's bag, amazed that he'd come through with everything, from the mirror to the dried leaves and flowers. He stayed quiet as I set it all up, only speaking when I was just about ready to go. â€Å"Is there anything I can do?† he asked gently. â€Å"Just keep watch,† I said. â€Å"And catch me if I pass out.† â€Å"Gladly.† I'd memorized the spell when Ms. Terwilliger and I had performed it. Still, I was nervous about going solo, especially since the environment was so distracting. It was kind of hard to find the mental focus I needed while kneeling in snow. Then I thought back to Stanton and the lies the Alchemists were telling me. A spark of anger flared in me, creating warmth of a different sort. I used that to direct my thoughts as I stared at Marcus's picture. He was Adrian's age, with shoulder-length blond hair and a pensive look in his blue eyes. The tattoo on his check was a tangle of indigo crescents. Slowly, I managed to sink into the spell. I felt that same euphoria as the mirror shifted into a city image. No fog blocked me this time since presumably Marcus wasn't wielding the kind of protective magic that Ms. Terwilliger's sister had been using. The scene before me showed what looked like a very modest studio apartment. A mattress lay on the floor, and an ancient TV sat in one corner. I looked around for any identifying features but found nothing. The room's one window finally gave me a clue. Outside in the distance, I could see a Spanish-style building that looked like a church or monastery. It was made of white stucco, with red-roofed domed towers. I tried to get a closer look, to fly up like I had in the other spell, but suddenly, I became aware of the Pennsylvania cold seeping into me. The image shattered, and I was back to kneeling in the field. â€Å"Ugh,† I said, putting my hand to my forehead. â€Å"So close.† â€Å"Did you see anything?† Adrian asked. â€Å"Nothing that'll help.† I stood and felt a little dizzy but managed to stay upright. I could see Adrian ready and waiting to catch me in case I did indeed keel over. â€Å"You okay?† â€Å"I think so. Just a little light-headed from the blood sugar drop.† I slowly gathered up the mirror and bag. â€Å"I should've had you get orange juice too.† â€Å"Maybe this'll help.† Adrian produced a silver flask from his suit jacket's inner pocket and handed it toward me. So typical, Adrian helpfully offering alcohol. â€Å"You know I don't drink,† I said. â€Å"A few sips won't get you drunk, Sage. And it's your lucky night – it's Kahlua. Packed with sugar and coffee-flavored. Trade me and try.† Grudgingly, I handed him the bag and then took the flask as we began walking back to the hotel. I took a tentative sip and grimaced. â€Å"That is not coffee-flavored.† No matter how much people tried to dress up alcohol, it always tasted awful to me. I didn't understand how he could consume so much. But, I could taste the sugar, and after a few more sips, I felt steadier. That was all I drank since I didn't want to get dizzy for different reasons. â€Å"What'd you see?† asked Adrian, once we reached the parking lot. I described the spell's scene and sighed in frustration. â€Å"That could be any building in California. Or the Southwest. Or Mexico.† Adrian came to a halt and slung the bag over one shoulder. â€Å"Maybe. . . .† He took out his phone from his jacket and typed in a few things. I shivered and tried to be patient as he searched for what he needed. â€Å"Did it look like this?† I peered at the screen and felt my jaw drop. I was looking at a picture of the building from my vision. â€Å"Yes! What is it?† â€Å"The Old Mission Santa Barbara.† And then, just in case I needed help, he added, â€Å"It's in Santa Barbara.† â€Å"How did you know that?† I exclaimed. â€Å"What that building is, I mean.† He shrugged. â€Å"Because I've been to Santa Barbara. Does this help you?† My earlier dismay transformed into excitement. â€Å"Yes! Based on the window's position, I can get a pretty good idea of where the apartment is. You may have found Marcus Finch.† Caught up in my elation, I squeezed his arm. Adrian rested a gloved hand on my cheek and smiled down at me. â€Å"And to think, Angeline said I was too pretty to be useful. Looks like I might have something to offer to the world after all.† â€Å"You're still pretty,† I said, the words slipping out before I could stop them. Another of those intense moments hung between us, the moonlight illuminating his striking features. Then it was shattered by a voice in the darkness. â€Å"Who's there?† Both of us flinched and jerked back as a black-and-white-clad figure seemed to materialize out of the shadows. A guardian. It was no one I knew, but I realized I'd been foolish if I thought we could slip in and out of the hotel unseen. The grounds were probably crawling with guardians, keeping watch for Strigoi. They wouldn't have cared much about two people leaving, but our return would naturally be challenged. â€Å"Hey, Pete,† said Adrian, putting on that easygoing smile he excelled at. â€Å"Nice to see you. Hope you're not too cold out here.† The guardian seemed to relax a little upon recognizing Adrian, but he was still suspicious. â€Å"What are you two doing outside?† â€Å"Just walking Miss Sage back,† said Adrian. â€Å"She had to get something from her room.† I gave him a puzzled look. The inn wasn't in this direction. Pete looked dazed for a moment. Then he nodded in understanding. â€Å"I see. Well, you'd better get back inside before you freeze.† â€Å"Thanks,† said Adrian, steering me away. â€Å"Make sure you get a break and try the canapes. They're amazing.† â€Å"You compelled him,† I whispered, once we were safely out of earshot. â€Å"Only a little,† said Adrian. He sounded very proud of himself. â€Å"And being outside to walk you is a valid reason, one he won't think too much about later. Compelling someone into believing a story works best if there's a little truth – â€Å" â€Å"Adrian? Sydney?† We'd almost reached the back of the building now and were suddenly face-to-face with an ivory-clad figure. Sonya stood before us, a fur stole wrapped around her. Once again, I was struck by her beauty and the happy glow she seemed to radiate. She gave us a puzzled smile. â€Å"What are you two doing out here?† she asked. Both of us were speechless. Adrian had no brash words or tricks. Sonya was a spirit user too, and compulsion wouldn't work on her. Frantically, I groped for some excuse that wasn't: We were out using illicit magic in a continuing effort to uncover secrets the Alchemists don't want me to know about. â€Å"You can't tell,† I blurted out to her. I held up the flask. â€Å"Adrian was letting me sneak some of his Kahlua. Stanton'll kill me if she finds out.† Sonya looked understandably startled. â€Å"I didn't think you drank.† â€Å"Tonight's been kind of stressful,† I said. It was hardly a lie. â€Å"And it's coffee-flavored,† Adrian pointed out, as though that might aid our cause. I wasn't sure if Sonya was buying it, so I attempted a change in subject. â€Å"Congratulations, by the way. I didn't have a chance to talk to you earlier. You look beautiful.† Sonya let go of her inquisitiveness and offered me a smile. â€Å"Thank you. It's kind of unreal. Mikhail and I have been through so much . . . there were times I never thought we'd reach this moment. And now . . .† She glanced down at the diamond sparkling on her hand. â€Å"Well, here we are.† â€Å"What are you doing out here, Mrs. Tanner?† Adrian had recovered himself and was back to his outgoing self. â€Å"Shouldn't you be inside gazing adoringly at your husband?† She chuckled. â€Å"Oh, we've got a lifetime of that ahead. Honestly, I just needed to get out of the crowd.† Sonya took a deep breath of the crisp, cold air. â€Å"I should probably get back soon. We're about to throw the bouquet. You aren't going to miss your chance, are you?† That was to me. I scoffed. â€Å"I think I'll sit this one out. I've already caused too much speculation tonight.† â€Å"Ah, yes. Your infamous dance.† Sonya glanced between us, and a bit of her earlier puzzlement returned. â€Å"You two look very good together.† Awkward silence fell for a few seconds, and then she cleared her throat. â€Å"Well, I'm getting in where it's warm. Hope you'll change your mind, Sydney.† She disappeared through the service door, and I resisted the urge to beat my head against the wall. â€Å"She knows we're lying. She can tell.† Spirit users were good at reading subtle cues from people, with Sonya being one of the best. â€Å"Probably,† agreed Adrian. â€Å"But I doubt she's going to guess we were out working magic in a field.† A terrible thought came to me. â€Å"Oh God. She probably thinks we were off doing – you know – romantic type, um, things – â€Å" That amused Adrian far more than it should have. â€Å"See, there you go again. That's the first thought that comes to your mind.† He shook his head melodramatically. â€Å"I can't believe you keep accusing me of being the obsessed one.† â€Å"I'm not obsessed!† I exclaimed. â€Å"I'm just pointing out the obvious conclusion.† â€Å"Maybe to you. But she's right about one thing: we need to get inside.† He anxiously touched his hair. â€Å"I think my hair gel's frozen.† I handed him back the flask and opened the door. Just before stepping through, I hesitated and glanced back at him. â€Å"Adrian? Thanks for helping me.† â€Å"What are friends for?† He caught the door from me and motioned for me to go inside. â€Å"Yeah, but you went above and beyond tonight for something that has nothing to do with you. I appreciate that. You didn't have to help. You don't have the same reasons I have for cracking open the Alchemists.† Not knowing what else to say, I gave him a small nod of thanks and went inside. As the warmth and noise of the crowd swallowed us, I thought I heard him say, â€Å"I have different reasons.†

Free Essays on Victoriano Huerta

Victoriano Huerta’s Failure in Mexico Victoriano Huerta took part in a coup de tat that put him in position as President in Mexico and he created a cruel dictatorship that led to a dark era for Mexico. Huerta was one of the worst rulers that Mexico ever saw. He did not fulfill the role of a typical President, but rather a fierce ruler who drove Mexico into the ground. While he was in power, Huerta created many enemies, including the United States, which inevitably led to his downfall and ultimately his dethronement. Huerta’s reign was short lived, only about a year and a couple months, but he initiated a time in Mexico that would be filled with struggles and an array of political leaders. Before becoming President, Victoriano Huerta served as a general under the rule of the President of the time, Francisco Madero. Francisco Madero came to power in 1911 after he led a revolt against the presiding government in power. Madero wanted to bring democracy to Mexico; however, the United States did not believe that he could do this. Henry Lane Wilson, the U.S. ambassador to Mexico, played a huge role in U.S./ Mexican relations stating, â€Å"Madero’s project of bringing democracy to Mexico was not practicable: democratic reforms could not be carried out in the social context of the poverty and illiteracy of the Mexican people.† (The United States and Mexico, p104) Madero had good intentions for Mexico, but because of numerous rebellions including Zapata and his forces, Orozco and rebellions from supporters of the old government hindered Madero from achieving his goal. Due to the commotion triggered by the rebellions, the United States government believed that M adero was unable to control the civil unrest in Mexico. The United States actually supported the overthrow of Madero. They did nothing to stop it and actually wanted Huerta to come into power; they soon regretted it though because Huerta was a terrible leader. Eventually M... Free Essays on Victoriano Huerta Free Essays on Victoriano Huerta Victoriano Huerta’s Failure in Mexico Victoriano Huerta took part in a coup de tat that put him in position as President in Mexico and he created a cruel dictatorship that led to a dark era for Mexico. Huerta was one of the worst rulers that Mexico ever saw. He did not fulfill the role of a typical President, but rather a fierce ruler who drove Mexico into the ground. While he was in power, Huerta created many enemies, including the United States, which inevitably led to his downfall and ultimately his dethronement. Huerta’s reign was short lived, only about a year and a couple months, but he initiated a time in Mexico that would be filled with struggles and an array of political leaders. Before becoming President, Victoriano Huerta served as a general under the rule of the President of the time, Francisco Madero. Francisco Madero came to power in 1911 after he led a revolt against the presiding government in power. Madero wanted to bring democracy to Mexico; however, the United States did not believe that he could do this. Henry Lane Wilson, the U.S. ambassador to Mexico, played a huge role in U.S./ Mexican relations stating, â€Å"Madero’s project of bringing democracy to Mexico was not practicable: democratic reforms could not be carried out in the social context of the poverty and illiteracy of the Mexican people.† (The United States and Mexico, p104) Madero had good intentions for Mexico, but because of numerous rebellions including Zapata and his forces, Orozco and rebellions from supporters of the old government hindered Madero from achieving his goal. Due to the commotion triggered by the rebellions, the United States government believed that M adero was unable to control the civil unrest in Mexico. The United States actually supported the overthrow of Madero. They did nothing to stop it and actually wanted Huerta to come into power; they soon regretted it though because Huerta was a terrible leader. Eventually M...

Anorexia Nervosa Essays - Eating Disorders, Psychiatric Diagnosis

Anorexia Nervosa Essays - Eating Disorders, Psychiatric Diagnosis Anorexia Nervosa Many people suffer from the condition known as anorexia nervosa. Often the victims go through a number of symptoms that can lead to a serious amount of problems concerning a persons weight, happiness, and personality. People should keep a close eye out for anyone who shows signs of certain symptoms that become present later on in the future. What is Anorexia Nervosa? In medicine, Anorexia Nervosa is a condition characterized by an intense fear of gaining weight or becoming obese, along with a distorted body image, which leads to excessive weight loss from restricting food intake and exercising excessively. It is essentially self-starvation leading to a loss of body weight 15% below normal, accompanied with hyperactivity, hypothermia, and amenorrhea. Between 5 and 18 percent of known anorexia nervosa victims die of starvation, and the condition may also lead to abnormalities in the menstrual cycle and increased susceptibility to infection. (Bruch, 53) Anorexia is an illness of several causes. The weight loss that triggers the illness is often the result of either a normal diet (the sort that is typical of many normal adolescent girls) or unhappiness or illness. The personalities of those with the illness tend to be conformist, compliant, and hard working. These traits are usually accentuated by the disorder. The families of anorexics are mainly high achieving with high expectations of their children. They often seem to discourage individual growth and encourage conformity. There is frequently a failure to express emotional issues. There are often a lot of pressures such as exams when the illness starts and stresses arising from difficulties in relationships with friends are also common. (Claude-Pierre, 102) How does it develop? Perfectionist parents drive their children to be the best and the brightest. These parents fixate on order, prestige, power and/or perfect appearances. Depriving parents withhold attention and encouragement from their children. They love conditionally, giving affection when a child pleases them and withdrawing it when displeased. What are some signs? Anorexia may not be noticed in the early stages because it often starts as an innocent diet. In the later and more dangerous stages, family members may not notice the disease because the anorexic usually wears layered and baggy clothes (Costin, 138). However, there are many warning signs that a person is developing anorexia. An obsession with diet and exercise are two early signs that a person is becoming anorexic. This can include difficulty eating in public places or in front of others, secrecy about eating patterns and food intake, and excessive exercise despite visible weight loss. A pre- occupation with weight and body image develops, and the anorexic will frequently check their weight on a scale or examine their body in a mirror. Other warning signs include disturbed sleep, hyperactivity, irritability, social withdrawal, depression, sensitivity to cold temperature, and fainting spells. (Claude-Pierre, 202) What problems arise from it? The human body copes with periods of semi-starvation and weight loss fairly well. However, rapid weight loss, the use of vomiting or laxatives to promote weight loss, and the loss of more than 35% of normal body weight are all associated with danger. Prolonged weight loss during adolescence may eventually lead to permanent failure of normal growth and an increased risk of osteoporosis in later life. In extreme cases anorexia can lead to cardiac arrest and death, and it is estimated that up to 10% of known anorexics die from complications due to the illness. (Bruch, 147) Other physical problems associated with anorexia are dehydration, stomach pain, constipation, dry skin, decreased heart and metabolic rates, lowered body temperature, dizziness, fatigue, sleeping problems, headaches, cold hands and feet, and abnormalities of the menstruation cycle. (Costin, 167) What kinds of treatment are there? No generally recognized treatment or therapy for anorexia nervosa exists. Regaining normal weight with a normal eating pattern is the first step of treatment and when the illness is severe this may require admission to hospital. Psychotherapy, regular medical monitoring, and nutritional guidance should be part of any treatment program for anorexia. The goals are to restore weight to correct the effects of malnutrition, to control abnormal eating behavior and to prevent recurrence by addressing the associated psychological and family issues. Close cooperation among all medical, nutritional and psychological health professionals involved is important.

Risk Assessment Assignment Example | Topics and Well Written Essays - 1250 words

Risk Assessment - Assignment Example Some of the many risks that are associated with information technology include, budgetary risk, program management risk, inventory risk, supply chain risk, investment risk, safety risk, legal liability risk, and security risk just to name a few. This paper will do a risk assessment of on a business scenario on citizen wellness proposed to a health care company. The paper will identify three threats and vulnerabilities that affect a citizen wellness program. Further, it will detail these threats and vulnerability extensively and how they apply to the business. Finally, the paper will specify countermeasures that the business can use to negate these threats and vulnerability. Specifically the paper will review the above through the following guidelines: NIST 800-30: Risk Management Guide for Information Technology Systems, NIST 800-53: Recommended Security Controls for Federal Information Systems and Organizations, NIST 800-39: Managing Risk from Information Systems: An Organizational Perspective and NIST 800-64: Security Considerations in the System Development Life Cycle. The background of the business scenario is as follows. A health care company would like to do a review on ACMEs security program, including its procedures, and security policies. The main aim for this review is to make sure that ACME Co. can provide an individualized citizen wellness programs to the health care company’s subscribers and that these customers can be authenticate whenever they desire to access the program. ACME Co. specializes in Web sites hosting both for public and private entities. An Information Technology manager of ACME Co. is assigned to work with the health care companys ISSO the idea being to create a detailed list of business needs for security for the health care company. The Chief Information Officer at ACME Co. also directs the IT manager to evaluate the existing ACME Co. enterprise architecture documents with the aim of identifying any additional

The Economic Environment of Business Essay Example | Topics and Well Written Essays - 3000 words

The Economic Environment of Business - Essay Example Other market drivers for these milk products are the increased variety of products including flavoured milk, and also the increased advertising efforts by companies. Suppliers and processors of milk products have adopted measures that aid them to act on interest of consumers. However the market for milk products faced difficulties in the year 2001 to 2002 due to very low farm gate prices and the foot and mouth diseases that affected UK herds, UK milk quotas and the low farm gates has led to the prices being lower than the cost of production placing the farmers under great pressure and also extend on their limits. 2 Some of the major companies in the UK involved in the production of milk and milk products include; Robert Wiseman Dairies, Unilever Best foods UK Ltd, The Yeo Valley Organic Company Ltd, The Kerry gold Company, Kraft Foods UK Ltd, New Zealand Milk Product Ltd, Dairy Crest Group and the Muller Dairy company. 3 Milk and milk products producing firms assume an oligopoly market structure where there are restrictions or barriers to entry, these barriers to entry are associated with health issues and also the prevention of unhealthy competition, market prices are causing these firms to shut down and also the farmers are under pressure in the production of milk to these prices. Market structure that exists: The market structure that exists in this industry is an oligopoly structure, an oligopoly market structure the market is usually dominated by a few firms, this type of market structure falls between a perfect competition and a pure monopoly. This type of market there are times when there is high competition while at other times the firms in an oligopoly may collude by fixing prices and dominate the market.4 The firms in an oligopoly market are faced with a kinked demand curve and this is for the simple reason that if a firm raises the price of the product it is not followed by others. On the other hand if it reduces its prices he is followed by the others, this is the reason why the demand curve at high prices of the product is quite elastic and at lower prices the demand curve is quite inelastic. 5 This is diagrammatically illustrated below: Determination of price and quantity The average revenue curve represent the demand curve which in this case is kinked, if a firm in this industry raises its price it is not followed by others, if it reduces its price it will be followed by others, therefore the price and quantity in this industry is determined by the price of others, one firm will not raise its prices without considering the decisions to be made by other firms.6 However sometimes the firms may collude and dominate the market, therefore the price in this kind of market is determined by market forces and in this case they become price takers and sometimes the price is determined by the firms and this case they become the price makers. Barriers to entry Barriers of entry into the milk producing industry is necessary in that it helps in the prevention of