Angels Demons Chapter 13-15

13 Langdon stared in bewilderment at the study before him. â€Å"What is this place?† Despite the welcome blast of warm air on his face, he stepped through the door with trepidation. Kohler said nothing as he followed Langdon inside. Langdon scanned the room, not having the slightest idea what to make of it. It contained the most peculiar mix of artifacts he had ever seen. On the far wall, dominating the decor, was an enormous wooden crucifix, which Langdon placed as fourteenth-century Spanish. Above the cruciform, suspended from the ceiling, was a metallic mobile of the orbiting planets. To the left was an oil painting of the Virgin Mary, and beside that was a laminated periodic table of elements. On the side wall, two additional brass cruciforms flanked a poster of Albert Einstein, his famous quote reading: God Does Not Play Dice With the Universe Langdon moved into the room, looking around in astonishment. A leather-bound Bible sat on Vetra's desk beside a plastic Bohr model of an atom and a miniature replica of Michelangelo's Moses. Talk about eclectic, Langdon thought. The warmth felt good, but something about the decor sent a new set of chills through his body. He felt like he was witnessing the clash of two philosophical titans†¦ an unsettling blur of opposing forces. He scanned the titles on the bookshelf: The God Particle The Tao of Physics God: The Evidence One of the bookends was etched with a quote: True science discovers God waiting behind every door. Pope Pius XII â€Å"Leonardo was a Catholic priest,† Kohler said. Langdon turned. â€Å"A priest? I thought you said he was a physicist.† â€Å"He was both. Men of science and religion are not unprecedented in history. Leonardo was one of them. He considered physics ‘God's natural law.' He claimed God's handwriting was visible in the natural order all around us. Through science he hoped to prove God's existence to the doubting masses. He considered himself a theo-physicist.† Theo-physicist? Langdon thought it sounded impossibly oxymoronic. â€Å"The field of particle physics,† Kohler said, â€Å"has made some shocking discoveries lately – discoveries quite spiritual in implication. Leonardo was responsible for many of them.† Langdon studied CERN's director, still trying to process the bizarre surroundings. â€Å"Spirituality and physics?† Langdon had spent his career studying religious history, and if there was one recurring theme, it was that science and religion had been oil and water since day one†¦ archenemies†¦ unmixable. â€Å"Vetra was on the cutting edge of particle physics,† Kohler said. â€Å"He was starting to fuse science and religion†¦ showing that they complement each other in most unanticipated ways. He called the field New Physics.† Kohler pulled a book from the shelf and handed it to Langdon. Langdon studied the cover. God, Miracles, and the New Physics – by Leonardo Vetra. â€Å"The field is small,† Kohler said, â€Å"but it's bringing fresh answers to some old questions – questions about the origin of the universe and the forces that bind us all. Leonardo believed his research had the potential to convert millions to a more spiritual life. Last year he categorically proved the existence of an energy force that unites us all. He actually demonstrated that we are all physically connected†¦ that the molecules in your body are intertwined with the molecules in mine†¦ that there is a single force moving within all of us.† Langdon felt disconcerted. And the power of God shall unite us all. â€Å"Mr. Vetra actually found a way to demonstrate that particles are connected?† â€Å"Conclusive evidence. A recent Scientific American article hailed New Physics as a surer path to God than religion itself.† The comment hit home. Langdon suddenly found himself thinking of the antireligious Illuminati. Reluctantly, he forced himself to permit a momentary intellectual foray into the impossible. If the Illuminati were indeed still active, would they have killed Leonardo to stop him from bringing his religious message to the masses? Langdon shook off the thought. Absurd! The Illuminati are ancient history! All academics know that! â€Å"Vetra had plenty of enemies in the scientific world,† Kohler went on. â€Å"Many scientific purists despised him. Even here at CERN. They felt that using analytical physics to support religious principles was a treason against science.† â€Å"But aren't scientists today a bit less defensive about the church?† Kohler grunted in disgust. â€Å"Why should we be? The church may not be burning scientists at the stake anymore, but if you think they've released their reign over science, ask yourself why half the schools in your country are not allowed to teach evolution. Ask yourself why the U.S. Christian Coalition is the most influential lobby against scientific progress in the world. The battle between science and religion is still raging, Mr. Langdon. It has moved from the battlefields to the boardrooms, but it is still raging.† Langdon realized Kohler was right. Just last week the Harvard School of Divinity had marched on the Biology Building, protesting the genetic engineering taking place in the graduate program. The chairman of the Bio Department, famed ornithologist Richard Aaronian, defended his curriculum by hanging a huge banner from his office window. The banner depicted the Christian â€Å"fish† modified with four little feet – a tribute, Aaronian claimed, to the African lungfishes' evolution onto dry land. Beneath the fish, instead of the word â€Å"Jesus,† was the proclamation â€Å"Darwin!† A sharp beeping sound cut the air, and Langdon looked up. Kohler reached down into the array of electronics on his wheelchair. He slipped a beeper out of its holder and read the incoming message. â€Å"Good. That is Leonardo's daughter. Ms. Vetra is arriving at the helipad right now. We will meet her there. I think it best she not come up here and see her father this way.† Langdon agreed. It would be a shock no child deserved. â€Å"I will ask Ms. Vetra to explain the project she and her father have been working on†¦ perhaps shedding light on why he was murdered.† â€Å"You think Vetra's work is why he was killed?† â€Å"Quite possibly. Leonardo told me he was working on something groundbreaking. That is all he said. He had become very secretive about the project. He had a private lab and demanded seclusion, which I gladly afforded him on account of his brilliance. His work had been consuming huge amounts of electric power lately, but I refrained from questioning him.† Kohler rotated toward the study door. â€Å"There is, however, one more thing you need to know before we leave this flat.† Langdon was not sure he wanted to hear it. â€Å"An item was stolen from Vetra by his murderer.† â€Å"An item?† â€Å"Follow me.† The director propelled his wheelchair back into the fog-filled living room. Langdon followed, not knowing what to expect. Kohler maneuvered to within inches of Vetra's body and stopped. He ushered Langdon to join him. Reluctantly, Langdon came close, bile rising in his throat at the smell of the victim's frozen urine. â€Å"Look at his face,† Kohler said. Look at his face? Langdon frowned. I thought you said something was stolen. Hesitantly, Langdon knelt down. He tried to see Vetra's face, but the head was twisted 180 degrees backward, his face pressed into the carpet. Struggling against his handicap Kohler reached down and carefully twisted Vetra's frozen head. Cracking loudly, the corpse's face rotated into view, contorted in agony. Kohler held it there a moment. â€Å"Sweet Jesus!† Langdon cried, stumbling back in horror. Vetra's face was covered in blood. A single hazel eye stared lifelessly back at him. The other socket was tattered and empty. â€Å"They stole his eye?† 14 Langdon stepped out of Building C into the open air, grateful to be outside Vetra's flat. The sun helped dissolve the image of the empty eye socket emblazoned into his mind. â€Å"This way, please,† Kohler said, veering up a steep path. The electric wheelchair seemed to accelerate effortlessly. â€Å"Ms. Vetra will be arriving any moment.† Langdon hurried to keep up. â€Å"So,† Kohler asked. â€Å"Do you still doubt the Illuminati's involvement?† Langdon had no idea what to think anymore. Vetra's religious affiliations were definitely troubling, and yet Langdon could not bring himself to abandon every shred of academic evidence he had ever researched. Besides, there was the eye†¦ â€Å"I still maintain,† Langdon said, more forcefully than he intended. â€Å"that the Illuminati are not responsible for this murder. The missing eye is proof.† â€Å"What?† â€Å"Random mutilation,† Langdon explained, â€Å"is very†¦ un – Illuminati. Cult specialists see desultory defacement from inexperienced fringe sects – zealots who commit random acts of terrorism – but the Illuminati have always been more deliberate.† â€Å"Deliberate? Surgically removing someone's eyeball is not deliberate?† â€Å"It sends no clear message. It serves no higher purpose.† Kohler's wheelchair stopped short at the top of the hill. He turned. â€Å"Mr. Langdon, believe me, that missing eye does indeed serve a higher purpose†¦ a much higher purpose.† As the two men crossed the grassy rise, the beating of helicopter blades became audible to the west. A chopper appeared, arching across the open valley toward them. It banked sharply, then slowed to a hover over a helipad painted on the grass. Langdon watched, detached, his mind churning circles like the blades, wondering if a full night's sleep would make his current disorientation any clearer. Somehow, he doubted it. As the skids touched down, a pilot jumped out and started unloading gear. There was a lot of it – duffels, vinyl wet bags, scuba tanks, and crates of what appeared to be high-tech diving equipment. Langdon was confused. â€Å"Is that Ms. Vetra's gear?† he yelled to Kohler over the roar of the engines. Kohler nodded and yelled back, â€Å"She was doing biological research in the Balearic Sea.† â€Å"I thought you said she was a physicist!† â€Å"She is. She's a Bio Entanglement Physicist. She studies the interconnectivity of life systems. Her work ties closely with her father's work in particle physics. Recently she disproved one of Einstein's fundamental theories by using atomically synchronized cameras to observe a school of tuna fish.† Langdon searched his host's face for any glint of humor. Einstein and tuna fish? He was starting to wonder if the X-33 space plane had mistakenly dropped him off on the wrong planet. A moment later, Vittoria Vetra emerged from the fuselage. Robert Langdon realized today was going to be a day of endless surprises. Descending from the chopper in her khaki shorts and white sleeveless top, Vittoria Vetra looked nothing like the bookish physicist he had expected. Lithe and graceful, she was tall with chestnut skin and long black hair that swirled in the backwind of the rotors. Her face was unmistakably Italian – not overly beautiful, but possessing full, earthy features that even at twenty yards seemed to exude a raw sensuality. As the air currents buffeted her body, her clothes clung, accentuating her slender torso and small breasts. â€Å"Ms. Vetra is a woman of tremendous personal strength,† Kohler said, seeming to sense Langdon's captivation. â€Å"She spends months at a time working in dangerous ecological systems. She is a strict vegetarian and CERN's resident guru of Hatha yoga.† Hatha yoga? Langdon mused. The ancient Buddhist art of meditative stretching seemed an odd proficiency for the physicist daughter of a Catholic priest. Langdon watched Vittoria approach. She had obviously been crying, her deep sable eyes filled with emotions Langdon could not place. Still, she moved toward them with fire and command. Her limbs were strong and toned, radiating the healthy luminescence of Mediterranean flesh that had enjoyed long hours in the sun. â€Å"Vittoria,† Kohler said as she approached. â€Å"My deepest condolences. It's a terrible loss for science†¦ for all of us here at CERN.† Vittoria nodded gratefully. When she spoke, her voice was smooth – a throaty, accented English. â€Å"Do you know who is responsible yet?† â€Å"We're still working on it.† She turned to Langdon, holding out a slender hand. â€Å"My name is Vittoria Vetra. You're from Interpol, I assume?† Langdon took her hand, momentarily spellbound by the depth of her watery gaze. â€Å"Robert Langdon.† He was unsure what else to say. â€Å"Mr. Langdon is not with the authorities,† Kohler explained. â€Å"He is a specialist from the U.S. He's here to help us locate who is responsible for this situation.† Vittoria looked uncertain. â€Å"And the police?† Kohler exhaled but said nothing. â€Å"Where is his body?† she demanded. â€Å"Being attended to.† The white lie surprised Langdon. â€Å"I want to see him,† Vittoria said. â€Å"Vittoria,† Kohler urged, â€Å"your father was brutally murdered. You would be better to remember him as he was.† Vittoria began to speak but was interrupted. â€Å"Hey, Vittoria!† voices called from the distance. â€Å"Welcome home!† She turned. A group of scientists passing near the helipad waved happily. â€Å"Disprove any more of Einstein's theories?† one shouted. Another added, â€Å"Your dad must be proud!† Vittoria gave the men an awkward wave as they passed. Then she turned to Kohler, her face now clouded with confusion. â€Å"Nobody knows yet?† â€Å"I decided discretion was paramount.† â€Å"You haven't told the staff my father was murdered?† Her mystified tone was now laced with anger. Kohler's tone hardened instantly. â€Å"Perhaps you forget, Ms. Vetra, as soon as I report your father's murder, there will be an investigation of CERN. Including a thorough examination of his lab. I have always tried to respect your father's privacy. Your father has told me only two things about your current project. One, that it has the potential to bring CERN millions of francs in licensing contracts in the next decade. And two, that it is not ready for public disclosure because it is still hazardous technology. Considering these two facts, I would prefer strangers not poke around inside his lab and either steal his work or kill themselves in the process and hold CERN liable. Do I make myself clear?† Vittoria stared, saying nothing. Langdon sensed in her a reluctant respect and acceptance of Kohler's logic. â€Å"Before we report anything to the authorities,† Kohler said, â€Å"I need to know what you two were working on. I need you to take us to your lab.† â€Å"The lab is irrelevant,† Vittoria said. â€Å"Nobody knew what my father and I were doing. The experiment could not possibly have anything to do with my father's murder.† Kohler exhaled a raspy, ailing breath. â€Å"Evidence suggests otherwise.† â€Å"Evidence? What evidence?† Langdon was wondering the same thing. Kohler was dabbing his mouth again. â€Å"You'll just have to trust me.† It was clear, from Vittoria's smoldering gaze, that she did not. 15 Langdon strode silently behind Vittoria and Kohler as they moved back into the main atrium where Langdon's bizarre visit had begun. Vittoria's legs drove in fluid efficiency – like an Olympic diver – a potency, Langdon figured, no doubt born from the flexibility and control of yoga. He could hear her breathing slowly and deliberately, as if somehow trying to filter her grief. Langdon wanted to say something to her, offer his sympathy. He too had once felt the abrupt hollowness of unexpectedly losing a parent. He remembered the funeral mostly, rainy and gray. Two days after his twelfth birthday. The house was filled with gray-suited men from the office, men who squeezed his hand too hard when they shook it. They were all mumbling words like cardiac and stress. His mother joked through teary eyes that she'd always been able to follow the stock market simply by holding her husband's hand†¦ his pulse her own private ticker tape. Once, when his father was alive, Langdon had heard his mom begging his father to â€Å"stop and smell the roses.† That year, Langdon bought his father a tiny blown-glass rose for Christmas. It was the most beautiful thing Langdon had ever seen†¦ the way the sun caught it, throwing a rainbow of colors on the wall. â€Å"It's lovely,† his father had said when he opened it, kissing Robert on the forehead. â€Å"Let's find a safe spot for it.† Then his father had carefully placed the rose on a high dusty shelf in the darkest corner of the living room. A few days later, Langdon got a stool, retrieved the rose, and took it back to the store. His father never noticed it was gone. The ping of an elevator pulled Langdon back to the present. Vittoria and Kohler were in front of him, boarding the lift. Langdon hesitated outside the open doors. â€Å"Is something wrong?† Kohler asked, sounding more impatient than concerned. â€Å"Not at all,† Langdon said, forcing himself toward the cramped carriage. He only used elevators when absolutely necessary. He preferred the more open spaces of stairwells. â€Å"Dr. Vetra's lab is subterranean,† Kohler said. Wonderful, Langdon thought as he stepped across the cleft, feeling an icy wind churn up from the depths of the shaft. The doors closed, and the car began to descend. â€Å"Six stories,† Kohler said blankly, like an analytical engine. Langdon pictured the darkness of the empty shaft below them. He tried to block it out by staring at the numbered display of changing floors. Oddly, the elevator showed only two stops. Ground Level and LHC. â€Å"What's LHC stand for?† Langdon asked, trying not to sound nervous. â€Å"Large Hadron Collider,† Kohler said. â€Å"A particle accelerator.† Particle accelerator? Langdon was vaguely familiar with the term. He had first heard it over dinner with some colleagues at Dunster House in Cambridge. A physicist friend of theirs, Bob Brownell, had arrived for dinner one night in a rage. â€Å"The bastards canceled it!† Brownell cursed. â€Å"Canceled what?† they all asked. â€Å"The SSC!† â€Å"The what?† â€Å"The Superconducting Super Collider!† Someone shrugged. â€Å"I didn't know Harvard was building one.† â€Å"Not Harvard!† he exclaimed. â€Å"The U.S.! It was going to be the world's most powerful particle accelerator! One of the most important scientific projects of the century! Two billion dollars into it and the Senate sacks the project! Damn Bible-Belt lobbyists!† When Brownell finally calmed down, he explained that a particle accelerator was a large, circular tube through which subatomic particles were accelerated. Magnets in the tube turned on and off in rapid succession to â€Å"push† particles around and around until they reached tremendous velocities. Fully accelerated particles circled the tube at over 180,000 miles per second. â€Å"But that's almost the speed of light,† one of the professors exclaimed. â€Å"Damn right,† Brownell said. He went on to say that by accelerating two particles in opposite directions around the tube and then colliding them, scientists could shatter the particles into their constituent parts and get a glimpse of nature's most fundamental components. â€Å"Particle accelerators,† Brownell declared, â€Å"are critical to the future of science. Colliding particles is the key to understanding the building blocks of the universe.† Harvard's Poet in Residence, a quiet man named Charles Pratt, did not look impressed. â€Å"It sounds to me,† he said, â€Å"like a rather Neanderthal approach to science†¦ akin to smashing clocks together to discern their internal workings.† Brownell dropped his fork and stormed out of the room. So CERN has a particle accelerator? Langdon thought, as the elevator dropped. A circular tube for smashing particles. He wondered why they had buried it underground. When the elevator thumped to a stop, Langdon was relieved to feel terra firma beneath his feet. But when the doors slid open, his relief evaporated. Robert Langdon found himself standing once again in a totally alien world. The passageway stretched out indefinitely in both directions, left and right. It was a smooth cement tunnel, wide enough to allow passage of an eighteen wheeler. Brightly lit where they stood, the corridor turned pitch black farther down. A damp wind rustled out of the darkness – an unsettling reminder that they were now deep in the earth. Langdon could almost sense the weight of the dirt and stone now hanging above his head. For an instant he was nine years old†¦ the darkness forcing him back†¦ back to the five hours of crushing blackness that haunted him still. Clenching his fists, he fought it off. Vittoria remained hushed as she exited the elevator and strode off without hesitation into the darkness without them. Overhead the flourescents flickered on to light her path. The effect was unsettling, Langdon thought, as if the tunnel were alive†¦ anticipating her every move. Langdon and Kohler followed, trailing a distance behind. The lights extinguished automatically behind them. â€Å"This particle accelerator,† Langdon said quietly. â€Å"It's down this tunnel someplace?† â€Å"That's it there.† Kohler motioned to his left where a polished, chrome tube ran along the tunnel's inner wall. Langdon eyed the tube, confused. â€Å"That's the accelerator?† The device looked nothing like he had imagined. It was perfectly straight, about three feet in diameter, and extended horizontally the visible length of the tunnel before disappearing into the darkness. Looks more like a high-tech sewer, Langdon thought. â€Å"I thought particle accelerators were circular.† â€Å"This accelerator is a circle,† Kohler said. â€Å"It appears straight, but that is an optical illusion. The circumference of this tunnel is so large that the curve is imperceptible – like that of the earth.† Langdon was flabbergasted. This is a circle? â€Å"But†¦ it must be enormous!† â€Å"The LHC is the largest machine in the world.† Langdon did a double take. He remembered the CERN driver saying something about a huge machine buried in the earth. But – â€Å"It is over eight kilometers in diameter†¦ and twenty-seven kilometers long.† Langdon's head whipped around. â€Å"Twenty-seven kilometers?† He stared at the director and then turned and looked into the darkened tunnel before him. â€Å"This tunnel is twenty-seven kilometers long? That's†¦ that's over sixteen miles!† Kohler nodded. â€Å"Bored in a perfect circle. It extends all the way into France before curving back here to this spot. Fully accelerated particles will circle the tube more than ten thousand times in a single second before they collide.† Langdon's legs felt rubbery as he stared down the gaping tunnel. â€Å"You're telling me that CERN dug out millions of tons of earth just to smash tiny particles?† Kohler shrugged. â€Å"Sometimes to find truth, one must move mountains.†

Olivier Panis Essay

In der film ‘Der Promise’ gibt es viele eregnisse wie kommt zwischen Sophie un Konrad, zum biespiel. An der anfang das film, konrad zi gert wann Sophie und ihre freunde geht in der Abwasserkanal. Konrad war der eignisse leute wie geht nicht in der Abwasserkanal und war bei der Deutchse Armee ertappt. Das war nur der beginne auf der probleme wie kommt zwischen Sophie und Konrad. Konrad war aufgezwungt bei ihre vater der Deutsche Armee eintreten. Konrad war ein Wandschutze. Wann Konrad der Armee verlassen hat, er ihre Ausbildung fortgesetzt. Wi hrend das Sophie fur ihr Tante arbeitet. Ihr Tante arbeitet als eine Kleider Verki uferin, fi r reich leute. Spater in das Film, Sophie und Konrad andgeordnet in Prague zu Treffen. Sie mit einander sehr gut auskommen. Sophie kleide schwanger. Aber wann der Russe Armee eindrignt Prague, dann Sophie zuri ck nach Deutschland verschwindet. Konrad besucht Sophie und ihr neue Mann, und er auch besucht ihre Kind, heisst Alex. Er war 10 jahre alt. Aber Konrad auch hat ihre eigen neue familie. Aber wir als die Beschauer, kann sehe als sie mochtet zusammen sein. Die leben aus Konrad un Sophie ist wie die leben aus Berlin. An der Anfang, Berlin war zusammen, es was nur ein Stadt heisst Berlin, aber es war abgetrennt und so war Konrad und Sophie. In der Meinung auf die groi ji hrigkeit aus der Ureinwohner, Berlin sollte als nur ein Stadt bleiben, aber die Regierung sagt als es war erforderlich. Der abgang aus Berlin auch abgesondert Sophie und Konrad.

Business Ethics Reflection Essay Example for Free (#2)

Business Ethics Reflection Essay In any organization workers can face ethical dilemmas. On a daily basic people are posed with ethical dilemmas and have to decide to making the correct or the wrong choice. Some may not realize but we make ethical work choices at times and may not even realize it. For instance you are late to work and they have already been given a final warning. When we come in no one is there to notice that you are late. Do you get in and start working as if you were on time, or do you clock in where your time will be documented and recorded that you were late. This situation is one that my fellow coworkers face on daily basics. I have noticed that when posed with this ethical choice they choose to do what is correct for them, not necessarily what is correct by the organization. We may see if as covering our own behind, but it actually violates ones business ethics. What some may not realize is that business ethics and personal values mirror each other very closely. In business they ask the same as society, no lying, stealing or cheating. Take responsibility and do what is correct, make the correct decision. The only question is who do you make the correct decision for, you or the company. In that situation most have choose to look out for self. When it comes down to making ethical choices that may put one self at risk people chose themselves over the business. This is when personal values may come into play. To do correct by whom, yourself or the company that you work for? In most personal value one would say to always look out for self first. So in their book the decision to not let anyone know that they were late does just that. Moral concepts are very similar to values, its one innate ability to do what is correct with in. The same is with virtue, Virtue-based ethical theories place less emphasis on which rules people should follow and instead focus on helping people develop good character traits (Cline). There are many external pressures that could have influenced the decision to cover ones behind and not tell anyone that they were late such as the current economical status. If the country is not doing well economically and people find it hard to obtain a good job within a reasonable amount of time. Then one would defiantly choose to violate business ethics. Other external pressures could be their current financial state. People that are in better than average financial positions or are financially stable. I could continue to list other external situations that could affect a person’s ability to make what they may view as the correct business decision verse the best moral decision for one self. If placed in a similar situation I would choose to look out for self. When I reflect on my bringing and what I was taught I was always taught to do what is best for me and my family. Regardless of who may be affected, making sure that my family was always taken care of came first. Although it may not be the best choice for all involved, it is the best for me and mine. At the point that I am in life I make my decision very wisely. I first think about who is going to be affected by the choice that I make. If I would choose to tell that I was late and face being terminated and that would put my family at risk for some financial instability. I know that many choice that we are forced to make in our business life can be unethical when it comes to work. But in our personal life they are considered to be ethical as well as morally correct choices. When it comes to decisions they will never be what is best for all. All members in the party want to make the choice that is best for them. Virtue, value and moral concepts are what people choose to live by to help them guide them in their personal and professional lives. Business Ethics Reflection. (2017, Feb 17). We have essays on the following topics that may be of interest to you

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Marketing Management - Essay Example From there onwards, the paper shows an analysis of the company’s micro-environment and macro-environment. There are many elements in the company’s internal and external environment and it is essential for the managers to understand every detail of these environments. In today’s world, it is not only the internal environment of the company that is important but also the external forces that act upon the company and influence the way it works. Therefore, Emirates Airline must understand its environment and deal with it effectively. Furthermore, a SWOT analysis of the company is done to get a holistic view of the company in order to better understand it. And finally, recommendations are made, after extensive research on the company and its environment, as to what changes the company must adopt in order to avoid failure and continue prospering in today’s challenging environment. There are many benefits of doing customer analysis for Emirates Airlines. Firstly, it is important to note that Emirates Airlines operates in more than 50 countries throughout the world (Nasser, et al, 2005). This means that it encounters with a wide array of cultures in its customer base. It would be impossible for the company to manage its operations if it did not understand these cultures and did not cater to them individually. There are many changes happening in today’s world. The customers are much more informed due to technological advancements and the widespread of internet. There is increasingly fierce competition in the airline industry and the customer perceptions and preferences are changing due to the global recession and awareness. All these factors conclude to changes in the demands of the customers. By doing a thorough analysis of the customers changing needs, Emirates Airlines can tailor its marketing mix, distribution channels and offerings

Literaty Anaylsis Essay Example | Topics and Well Written Essays - 500 words

Literaty Anaylsis - Essay Example The essay tries to make a literary analysis of Frost’s poem â€Å"Birches† laying special emphasis on its theme and the literary devices employed in it. One of the major themes of the poem is that of imagination versus reality. The poet, like the birch swinger, tries to fly into an imaginary world, but he ultimately realizes that â€Å"one must remain within the natural world itself and that complete escape into the world of the imagination is impossible† ("Birches: Themes"). The poet finds the birch tree â€Å"bend to left and right† and he understands the reality that it is the result of ice-storms. However, his imagination goes beyond the actual reason and concludes that some boy would be swinging on the birches. Thus, the tension between â€Å"the real world and the world of the imagination, runs throughout Frosts poetry and gives the poem philosophical dimension and meaning far greater than that of a simple meditation on birch trees† ("Birches: Introduction†). Later the poet himself identifies with the boy and considers himself to be a birch swinger. The poet is of the opinion that when one is â€Å" weary of considerations† and life seems to be â€Å"a pathless wood†, he/she is quite likely to â€Å"to get away from the earth awhile†. Thus, the climbing of the boy in the poem symbolizes man’s escape from the real world to the world of imagination or illusion and his coming down to earth suggests coming back to the world of reality. For the poet, the escape from the earth is only momentary and this occasional climb to the world of imagination provides one with the inner strength to face the real world. As Frost himself puts it: â€Å"Id like to get away from earth awhile / And then come back to it and begin over†. At the end, the poet comes to the realization that the â€Å"earth is the right place for love† and that he cannot find a better place than this. Thus, the poem can be rightly understood as a conflict of the soul

Should Police Murderers Receive Whole-Life Jail Sentences Essay

Should Police Murderers Receive Whole-Life Jail Sentences - Essay Example The murder of a police officer is not just a normal crime considering that it is an impeachment of law enforcement institution. A police murderer is a threat not only to the society but also to the government in place in a state. A police officer has no exceptional life as that of a regular citizen. However, the punishment that should be imposed to a police murderer should be of higher legislation levels following the impact the murder of a police officer has to the face of citizens. Consequently, it is genuine for judges to impose a whole-life jail sentence to police murderers to send a clear signal for the criminals determined to evade the laws set in a state. Police officers have an important role in protecting citizens from criminals and law-breakers. Considerably, most of the police murder crimes happen because of the identity and role of the police officer in preventing criminal activities, which threatens the criminals’ life and their freedom to break law. The death of one police officer, especially by police murders, leaves a substantial number of citizens in the hands of criminals. This possess abundant problem to state security, which is protected by the police (Travis 2013).

Primary and secondary infection with Mycobacterium tuberculosis Essay

Primary and secondary infection with Mycobacterium tuberculosis - Essay Example transformation from a less fatal disease to a fatal disease with less chance for survival. So, it is important to go through the histopathological changes taking place in the lung related to primary and secondary infection with Mycobacterium tuberculosis. Primary infection with Mycobacterium tuberculosis mainly affects human respiratory system (lungs). Besides, the main symptoms of this infection are similar to other common diseases and the real problem gets unnoticed. Anderson et al. (2014, p. 1713) state that ‘Since the symptoms and signs of childhood tuberculosis are seen in a range of other conditions, clinical diagnosis is unreliable’. As the initial infection or Primary TB is seen among children, the infection may affect their immunity and may lead to other diseases in general. One can see that vaccination is not effective for this infection because it spreads through air and direct contact with the infected person. So, the best possible treatment for primary infection is to diagnose the same and to provide proper medical treatment. Warner & Mizrahi (2014, p. 1642) state that ‘In the absence of a vaccine to provide long-term protection, control of drug-susceptible tuberculosis is largely dependent on a standa rd 6-month chemotherapy regimen that has been in use for more than three decades’. In addition, proper medical treatment can cure this infection because modern medicine proves to be effective while dealing with the same. From a different angle of view, treatment for primary infection can hinder the rapid spread of secondary infection because. Sterling et al. (2011, p.2156) state that ‘More than 2 billion persons are infected with Mycobacterium tuberculosis, and from this reservoir active tuberculosis will develop in millions of persons in coming decades.’ For instance, medical treatment can hinder the spread of Mycobacterium tuberculosis from person to person and can save millions of people. Nowadays, treatment for this disease is

Media arts Research Paper Example | Topics and Well Written Essays - 500 words

Media arts - Research Paper Example In the pre-production stage, the cinematographer conducts research, selects, and approves locations, props, equipment, crew, set colours, textures and shoot tests. The DOP designates the filters and other photographic controls to be followed during filming (BSC, 2011). Since the production designer is responsible for creating the physical and visual appearance of the film, they work together to generate the set design sketches, special effects, lighting, costumes, props, make-up and hair. The production budget, filming schedules, and key shots are also determined, with assistance from the Director. During the shooting stage, the cinematographer plans the shooting order for activities and directs the trials of scenes to be shot for the day. He designs lighting that matches the locations and actors with the story. It is in this stage that different lighting techniques are employed to set mood, direct viewer attention and provide information about the scenes by use of equipment such as table lamps, bulbs, candles, filters and stage light. The manner in which light falls on face of the actor or lights a landscape or an interior space can create drama, mood, and excitement for the audience. Lower lighting and shadows can be used to show darker moods like horror and sadness or eerie and haunting looks while brighter lighting to show happiness. Soft lighting can depict romantic and heartwarming tone or set a nostalgic tone by use of candle light. Natural lighting can be used to replicate the actual environment of the scene. Furthermore, lighting between scenes may alter as the film p rogresses to communicate changes in the characters’ emotions (BSC, 2011). The cinematographer may employ high contrast lighting techniques by combining harsh streaks of light with bold, black streaks to create a mood of tension and anxiety. The production designer has to be

Why Public Relations Professionals Should Use Facebook Essay

Why Public Relations Professionals Should Use Facebook - Essay Example Public relations professionals’ use of social media can have a direct impact on their personal and professional stock of social capital. Social media are not a substitute for face-to-face interaction implying that they are a compliment. Through social media, public relations professionals may develop personal relationships that they can utilize to provide benefits for their employers. Additionally, they may build public relationships between the organization they represent and those with whom they communicate (Duhà ©, 2007). Massachusetts-based writer Paul Gillian, author of the new influencers’; A Marketer’s Guide to the New Social Media, said, â€Å"...public relations professionals don’t have a choice. The average age of an evening news viewer now is 60, and there’s a segment of the population you have to reach that does not use those channels. But it (social media) gives the PR professional a greater chance of success because you are not dealing with the all-or-nothing proposition that was mainstream media† (Breakenridge & Solis, 2009). This clearly demonstrates how it is imperative that the PR profession should use social media in order to meet a wider population of their target group. Additionally, to PR Professionals, social media and networks have the advantage that they act as forms of proactive outbound customer service with a twist of social marketing. These networks engage customers on their turf, using their channels of communication, to help customers and potential customers solve problems and find information, or simply to engage them invaluable dialogue.   

CheckPoint-Audience Analysis and Reception Essay Example for Free

CheckPoint-Audience Analysis and Reception Essay Communication is the most important key to any relationship, in the business world it is the way to keep the business running smoothly. This is why analyzing the audience is the most important task a writer can perform in order to effectively communicate or present any information to their audience. In this particular scenario, I have been assigned to write a report to the management team at my work place. Therefore it is important for me to analyze all of the characteristics of each of the member of my management team to ensure the effectiveness of my report. Since I will be writing a formal report, I would need to ensure that it is legible, use appropriate wording in order to create the proper business tone in my report. I need to ensure that all information written on my report is accurate. Check that all of my sources are credible and that there won’t be any misunderstanding in the report. The writer’s credibility is an extremely important thing to have; this is why I would have to make sure that all of the data posted on my report is accurate. By doing so it will show the management team that I am trustworthy, reliable and I get the job done correctly. I would also need to think about what would motivate them and interest them in my report. Therefore, I would make sure my report includes facts that would motivate them such as weekly and monthly sales reports, financial gains and productivity. These are all very important points for me to keep in mind when writing the report. If my report was poorly written and not in a business professional tone, would make me look bad in their eyes. Also failing to provide accurate information or present it in a professional way, will affect my credibility greatly. They will not see me as the honest hard worker that I am. They would instead see me as an uncaring person that did not bother to do the research and gather facts to present before them. Also if my report does not contain any information that does not pertain to the management team, I would lose their interest quickly.

Campbell Soup Employee Engagement Essay Example for Free

Campbell Soup Employee Engagement Essay Douglas Conant, the CEO of Campbell Soup Co. discussed the importance of employee engagement and how Campbell’s strategy to pay attention to this metric paid off for their company. Conant took over in 2001 when Campbells was close to a takeover and its soup sales had drastically declined amid fierce competition. Furthermore, some of its best employees had left the company rather than wait out the hard times. Conant recognized that of all the elements related to corporate culture, employee engagement was the most highly correlated to shareholder returns. Therefore, to turn things around, Conant implemented the Campbell Promise of â€Å"Campbell Valuing People, People Valuing Campbell† with the strategy that: To win in the market place, we believe you must first win in the workplace. I’m obsessed with keeping employee engagement front and center and keeping up energy around it. † In 2002 Conant hired the help of Gallup, a polling and research firm, to better understand his company’s engagement levels. Gallup found that 62% of Campbell’s managers were not actively engaged in their jobs and 12% were actively disengaged. Those numbers were some of the worst for any Fortune 500 firm ever polled. By Gallup standards the ideal level of employee engagement is to have a ratio of 12 actively engaged employees for every disengaged employee. Campbell’s ratio was only 2:1; that is, only 2 actively engaged employees for every disengaged employee. Strategies to Motivate and Engage Employees †¢Bring down barriers, literally – Conant had barbed wire fencing removed from Campbell’s Camden, NJ facility to create pleasant work environment †¢Promoting from within – replaced 300 of the company’s 350 leaders half of whom were promoted from within the company. This â€Å"changed the culture and sent a message that few could ignore. † †¢Annual surveys of all 580 work groups simultaneously – managers review the results with their direct reports and everyone is updated on their progress related to specific goals. Leaders are measured on their ability to inspire trust in those around them. †¢Recognition Events – celebrate at a high level when people do things well. †¢CEO’s acknowledgement – Conant sends out about 20 thank-you notes a day to staffers, on all levels. Open communication every six weeks CEO has lunch with a group of a dozen or so employees to get their perspective on the business, to address problems and to get feedback.

Nissans Need for Leadership and Change

Nissans Need for Leadership and Change Case Summary The case point of departure is Nissans troubled financial position and loss of credentials in 1999. As a Japanese company Nissan had built impressive manufacturing platform for its 43 car models. However due to poor business decisions in the past the company profitability suffered, hence the need for a new leadership. Carlos Ghosn stepped in at 1999 promising to turn the company around in two years. The case describes the challenges that he dealt with in restructuring the company, building trust trough transparency in operations and promoting new type of leadership styles at Nissan. There are internal and external factors that affected the Nissan performance prior to Carlos Ghosn arrival as COO. The internal factors refer to the current management style that focused on short-term performance and technology development and neglected the customer satisfaction and service. The management showed ignorance to designer trends and customer preferences, which had weaken the Nissan brand image. The external factors refer to the devaluation of the yen in relation to the US$. The economic conditions were not in a favor for Nissan as the government support to the industry seemed to evaporate. The rating agencies: Moody and Standard Poor threaten to lower the Nissan investment rating from investment grade to junk if Nissan did not acquire support from another car company. The exam requirement is about evaluating the Carlos Ghosn approach in turning Nissan around in relation to the following aspects: 4 Question 1 Resistance to change Was resistance inevitable? What were the underlying causes of the resistance? With Carlos Ghosn becoming the new COO the managers and the employees probably had mixed fillings about what his intentions were in relation to their job security. Known as the Le Cost Killer Ghosn did not hesitate to challenge the current organizational culture and internal processes. The core of the resistance at Nissan was the COO Brazilian ethnicity with Lebanese heritage and cultural differences of approaching the problems. It is well known that the Japanese management culture is masculine with large power distance and obedience to the higher ups (Hofstede). Ghosn had shown a proactive management style at Renault by improving cost-efficiencies and due to the good management record previously, he was headhunted and become a COO of Nissan. It is logical to assume that the new COO should be someone who knows the local culture and customs, but in this case Ghosn was probably aware of the fact that despite of his shortage of knowledge about it, he had an advantage to have worked on four continents and overcome cultural differences. Previously in 1991 Nissan had been successful by producing good quality cars, but the company distanced itself from the customers needs of stylish, innovative cars. The company stall and later the disruptive management style which was short-term market share oriented, instead of long-term profitability oriented, contributed to the Nissan need of strategic change. The keiretsu investments in suppliers equity and real-estate had created a false security net. The keiretsu tradition is wide spread in Japan and in that sense Nissans managers believed that the investments equal to loyalty and cooperation within the suppliers family. It could be assumed that despite the higher purchasing costs the Nissan managers did not terminate the unprofitable relationships due to vertically-integrated long-term interdependencies. The managers involved in the negotiations and decision making probably had been afraid of losing their jobs and status quo if the plant closes down and discontinue the supplie rs relationship. In order to overcome the challenges Ghosn implemented the Nissan Revival Plan. In the plan he set strategic targets to be reached by 2001. His plan was to reduce cost by closing down unprofitable plants, terminating keiretsu agreements, developing new cars and improving the Nissan image. One of the reasons why Ghosn was careful about the Japanese culture was the agreement that Hanawa made with Renault before the strategic alliance took place. The agreement stated clearly that the new COO has to stay sensitive and in respect to the Japanese culture. Without the cross-functional teams the resistance of implementing the change would have been too strong for Ghosn to execute its plan. The CFTs were members of key business operations and with their sub-teams they reported back to the supervisors. Ghosn put and emphasis on accountability and responsibility by eliminating positions that did not have direct influence on the company performance. The resistance was inevitable due to Ghosn mana gement style, however in the process of restructuring he managed to convince the managers that the new strategic approach of decentralization will benefit Nissan, respectively the employees on the long run. Question 2 Organizational culture In your opinion how did different parts of the Nissan organization feel about Ghosn and why? Was Ghosn successful in enlisting their support? The paradigm of the delayed decision-making process and the informal meetings in order to achieve consensus as well as aligning the decision making process must have caused tensions with the Ghosn arrival. However when he assembled the CFTs, he restructured the organization by flattening the decision making process. Within the organizational restructuring Ghosn implemented the matrix structure, which required change in the leadership styles within Nissan, as well as change in the working process. Five factories were closed and 21,000 jobs within management, manufacturing and dealer net were reduced in the process. As a gaijin Ghosn had to prove to the media, the investors and the stakeholders that his NRP requires the Nissan employees full cooperation and trust. The performance based incentive 6 system in terms of cash and stock options was unknown in the Japanese culture before. Also the seniority reward system had been removed and replaced with KPI (key performance indicators). This caused insecurity within the workers and lack of cooperation, especially among the older managers who probably had expected their rightful rewards. There must have been strong resistance within the different parts of the organization due to Ghosn carrot and the stick way to put things in perspective. By dissolving unprofitable production and demanding responsibility from the managers he showed determination and also concern about the Nissan organizational culture. In the process he enlisted the organizational parts on his side by letting the managers to be involved in the restructuring as well. Ghosn successfully executed the NRP as the case describes, Nissan had the best financial performance in history. He also managed to reduce the purchasing costs by 20%, the supplier base and the keiretsu influence. Question 3 National culture How pronounced have cultural differences been between Ghosn and the organization? Was culture a helper or hinder for Ghosn? As described in the text under Addressing national cultural issues career advancement can only be achieved by Nennkou Jyoretu, where the senior manager had the power, and the responsibility of the decision-making. Although the managers had control over the operations, the team-members were hindered of contributing in the decision-making, hence the slow development process. The fear of loosing face and failure disrupted the value chain at Nissan and when Ghosn came on board, he had to make some restructuring changes and to adjust the power distance. Japan is known for high employment security country and employees take pride in their work. However, Ghosn faced a challenge discovering that every team believed that their department is not responsible for Nissan problems and therefore unaware of the fact that the company is close to bankruptcy. The formal and informal decision making was not efficient at Nissan as the managers did not follow-up on their orders. There was too much focus on the functional structure and cost per unit. 7 Instead the managers should have focused on the customer satisfaction and meeting the investors demands for improving the earnings and the stock value. Ghosn listed five urgent problems that Nissan was facing and despite the cultural differences he believed that diversity was a strength rather than weakness. He communicated the 3 managerial principals to the employees: transparency, execution and communication. With his open management style he turned down barriers of power and empowered the middle management by establishing the cross-functional teams. Despite the major cultural differences between Ghosn and the organization it worked well in the end due to Ghosn leadership skills of letting the employees to contribute to the changes by involving them in the decision management the initiation process and the implementation phase. Question 4 Luck and timing Would Ghosn and his cross-functional team been able to make the same changes a few years earlier? There are some pros and cons in answering this question. As mentioned in the text the government practice of bailing out troubled companies did not appear in the case of the bankrupt financial house Yamaichi. This event played a psychological role for the Nissan employees and Ghosn used it cleverly to steer his new strategy. Carlos Ghosn has a background as VP at Renault. The management skills and resources acquired at Renault most evidently helped him to execute the strategy changes at Nissan. This raises the question whether he could be capable to execute such a management Excellency at Nissan without the management experience at Renault, probably not. A few years earlier Ghosn would not have had the support from Hanawa. The cross-functional teams worked well due to the internal and external economic conditions. They were with the sole purpose to drive change and transform Nissan from a consensus culture, where those with different opinion did not have to chance 8 to pledge their point of view to a consensus culture with roots to the western organizational culture style. In 1999 Nissan had probably reached the lowest point in financial performance and brand equity. Few years earlier the situation was bad, but not worse in the financial sense. 9 Additional question Other aspects of the evaluation Renault Nissan alliance The CEO Hanawa gained an alliance with Renault who took 36,8% equity stake in Nissan. Hanawa negotiated agreement as follows: Nissan retains its own name The Nissan CEO would continue to be selected by Nissan board of directors Nissan would take the principal responsibility to implement the revival plan Benefits Economy of scale New markets Shared distribution Sharing technology and know-how Developing new technology based on the shared experience Being able to react timely to the market needs Benefits for the both companies By selecting the most committed suppliers, the number of the suppliers can be reduced, hence gaining advantage of controlling the suppliers for price negotiation Sharing the same platform in production To secure smooth transition in the alliance Cooperation comity secured the implementation of the decisions taken during the transition period The managers acted upon the transition decisions, become better to give feedback and follow through New ideas of synergies merged in the aftermath

Beatrice in Dantes Divine Comedy Essay -- Divine Comedy Inferno Essay

Beatrice in Dante's Divine Comedy      Ã‚  Ã‚   How many people spend their whole life in love with a person they met only once when they were nine years old? Dante Alighieri, born in 1265, had only one meeting with Beatrice Portinari in 1274, making him only nine years old. By Dante's own account this was the most important event of his youth (Alighieri). When she passed away in 1290 Dante was about 25 and overcome with grief (Barbi 6). If Dante hadn't met Beatrice much of his work would have never been written. When he met the Florentine gentlewoman, she made a deep impression on his feelings. In the Inferno Beatrice symbolizes blessedness or salvation, and Dante always called her by her full name to indicate that she brought happiness to whoever looked upon her. All evidence shows she was the daughter of Folco Portinari, and later, the wife of Simone die Bardi. Dante expressed his love for her in his poetry and believed she was "the guide of his thoughts and emotions toward that ideal perfection which is the goal of every noble mind" (Barbi 6). Other poets of the time wrote about the cruelty of women and demanded pity.    Dante exalted or glorified Beatrice as a miracle of courtesy and virtue sent to earth by God for the welfare of himself, and for those who would appreciate her qualities. Because of such exultation Dante believed that Beatrice would not stay long in the earthly life, and in June 1290 she died. This caused intense contemplation of her in the glory of heaven (Barbi 6). Dante was married shortly after the first anniversary of Beatrice's death. However, her memory came back and he felt horrible f... ....    Dante Alighieri met the love of his life when he was only nine years old, but never stopped loving her. She passed away when he was about 25 and Dante was never the same. After 16 years his love for her never faded, even though both had married. Even right before his death Dante still wrote about Beatrice and held her in the highest regard. Beatrice inspired his work and gave it meaning.    Works Cited Alighieri, Dante. "The Inferno." The Norton Anthology World Masterpieces Expanded Edition vol. 1. Ed. Maynard Mack. W.W. Norton & Co. Inc. 1995. 1693-1828. Alighieri, Dante. Microsoft Encarta 98 Encyclopedia. CD-ROM. Microsoft Corporation,1993-1997. Barbi, Michele. Life of Dante. London: Cambridge University. 1954. "Knights, Ladies and Constant Heartache." Discovery Online. 3/14/04.www.discovery.com.   

Piracy Essay -- Technology Software Computers Essays

Piracy Piracy is the unauthorized copying, counterfeiting or distribution of software. Piracy is essentially stealing someone else's intellectual property. The five most common types of software piracy are end user piracy, client-server overuse, Internet piracy, hard disk loading, and software counterfeiting. End User Piracy occurs when an employee of a company reproduces software without the proper authorization. End User Piracy can be done in several different ways: . Using one licensed copy to install a program on multiple computers . Copying disks for installation and distribution . Taking advantage of upgrade offers without having a legal copy of the version to be upgraded . Acquiring academic or other restricted or non-retail software without a license for commercial use . Swapping disks in or outside the workplace [6] Client-Server overuse occurs when too many employees on a network are using a central copy of a program at the same time. When using a program in this way, it must be stated in the license. By having more employees using the software than stated in the license, is defined as overuse. Internet Piracy occurs when software is downloaded from the Internet. Although the product was acquired through the Internet, the same rules apply as if it were bought in a store. Internet Piracy can be done in several different ways: . Pirate websites that make software available for free download or in exchange for uploaded programs . Internet auction sites that offer counterfeit, out-of-channel, infringing copyright software . Peer-to-Peer networks that enable unauthorized transfer of copyrighted programs. [6] Hard-Disk Loading occurs when a business w... ...chelle, "China on Pirates: Blow 'Em Down," Wired Online Magazine, October 17, 2001. <http://www.wired.com/news/politics/0,1283,47617,00.html> [6] Business Software Alliance, "Types of Piracy, " Business Software Alliance, 2004. <http://www.bsa.org/usa/antipiracy/Types-of-Piracy.cfm> [7] Copyright Law of the United States of America, US Copyright Office. <http://www.copyright.gov/title17/92chap1.html#102> [8] Travel Pictures. <http://www.cs.unm.edu/~dlchao/travel/> [9] Business Software Alliance, "Sixth Annual BSA Global Software Piracy Study," Business Software Alliance, June 2000. <http://global.bsa.org/resources/2001-05- 21.55.pdf> [10] The Complete Reference to the Web Sites of China Law, <http://www.chinasite.com/Law.html> [11] Markkula Center for Applied Ethics,<http://www.scu.edu/ethics/>

Ansel Adams :: essays research papers

Ansel Adams   Ã‚  Ã‚  Ã‚  Ã‚  Ansel Adams was born in San Francisco, California and his very early interests were more in music and other things than in photography. He hoped to one day become a professional of some sort in this venue. Adams, known for his great pictures of the western side of the United States, first took pictures in Yosemite National Park in 1916. This experience was so touching to Adams, he took it as a life long view of inspiration. Every summer he returned to Yosemite National Park to take more pictures. He also developed an interest in the conservative movement going on in the United States at the time. By 1920, he had become part of the Sierra Club, a group that wanted to preserve the western beauties. In 1927, Parmelian Prints of the High Sierras was published. This was Adams' first portfolio. After marrying Virginia Best in 1928, Adams became a professional photographer for the Sierra Club. In 1930, after meeting Paul Strand, another photographer, Adams devoted his life to photography. 1931 was they year that his work was first put into the Smithsonian Institution. Adams and some other Western United States photographers all came together in 1932 to form a group called f/64. They were devoted to making technically flawless prints of nature and the wilderness. Adams opened a gallery of his work in 1933 in San Francisco, The Ansel Adams Gallery. He published many prints including his first, Making A Photograph. In the following years, Adams moved to the Yosemite Valley and explored the Southwest with fellow photographers, Edward Weston, Georgia O'Keeffe, and David McAlpin. Around the time of World War II, Adams got a job as a photomuralist in Washington DC for the Department of the Interior. During 1944 and 1945, Adams lectured and taught courses on photography at museums. This teaching was followed by the establishment of one of the first departments of photography at the California School of Fine Arts in 1946. Throughout 1950 he made trips to Hawaii, Alaska, and Maine, and in that year he published Portfolio 2: The National Parks and Monuments. Dorothea Lange collaborated with Adams on his next project on the Mormons in Utah. By 1955, he had created a workshop in Yosemite and published Portfolio 3: Yosemite Valley under the Sierra Club.   Ã‚  Ã‚  Ã‚  Ã‚  Adams pictures always were aimed at getting pure darks and lights to get a range of tones for perfect clarity.

Facebook is a necessary evil Essay

Facebook in simple terms can be defined as a social networking website that enables around a billion people worldwide to connect with each other via the internet. Following its initiation Facebook was labelled as an essential tool for communication whereas these days it has mostly been used as a tool for practising of evil deeds in the society. Recently Facebook has been used as a tool for unnecessary evil in the society with main examples social uprising to cyber criminals. This essay explores the evil deeds associated with Facebook as a social networking site which includes facilitation a room for phishing crimes and social unrest in the society, spreading of false and potentially unwanted information and lastly lacking of privacy and weighs their values versus the perceived advantages of using Facebook as a communication tool. Firstly, Facebook is a necessary evil as it facilitates room for phishing crimes and social uprising in the society. Recent protests in countries such as Tu nisia and Egypt were reported to be fuelled and organised through social networking sites such as Facebook (Lister, 2011). Facebook can also be used as a tool for hackers and burglars to conduct their social activities as it gives them room for easier access to people’s personal information. Two thirds of Facebook users unwittingly expose themselves to crime by revealing their personal details. Consequentially without proper regulation Facebook can all but be used as a tool for practising evil deeds in the society. Secondly, social networking sites such as Facebook are a necessary evil as they enable the spread of unreliable and false information in the society. Recent reports suggest that about half of Facebook users have heard or seen false news and information through Facebook. A recent notable event was in 2012 when false rumours of fires, shootouts, and caravans of gunmen in a Mexico City suburb spread via Facebook causing panic and temporary closing of schools (Rodrigue z, 2012).As a result of Facebook being freely available news outlets are therefore likely to pick up bogus information that can lead to confusion and panicking among the public. In addition to Facebook being used as a tool for spreading information it can also be said to be a necessary evil as it lacks privacy and expose its users to illegal and unwanted intruders. Due to lack of privacy settings or the  public being ignorant or unaware of these settings government and corporate agencies are likely to invade the privacy of these users (McCullagh 2012). Consequently users of Facebook are likely to be exposed to ill-motivated agencies in the absence of adequate privacy settings. Despite the evil deeds associated with Facebook, it can also be a good tool for spreading information faster compared to other Medias. According to Maria (2012) most people are likely to learn about breaking news through the use of Facebook. This can be important especially in times of natural disasters as it can connect rescue teams with victims thereby lessening the impact of these events. Facebook can also be used by students as a tool for discussing educational topics and this ca n be beneficial in this ever changing technological environment (Kressler, 2012). In spite of Facebook being labelled as lacking privacy law enforcement agencies can also use it to catch and prosecute criminals (Evon, 2012). This is especially useful in connection with cyber criminals. Community members can report suspected criminal activities through Facebook leading to quicker response to crime. In addition to it being used as a tool for catching criminals Facebook can be used in empowering individuals to make social change on a community level. In summary given the above stated advantages of using Facebook to the society as well as considering the evil deeds associated with it, it can be said with certainty that Facebook is clearly a necessary evil. With regard to pros such as a tool for communication these cannot outweigh the known effect of using Facebook without proper regulation which includes social unrest promotion and rise in cyber crimes. For this reasons the main point i s that Facebook is a necessary evil and its usage should be controlled through proper and strict regulations/ legislation. References Evon, D. (2011, August 10). NYPD adding Facebook tracking unit to police force. Social News Daily. Retrieved from http://www.socialnewsdaily.com Kressler, S. (2010). The case for social media in schools. Retrieved from http://www.mashable.com Lister, T. (2011). Tunisian protests fuelled by social media networks. Retrieved from http://www.cnn.com Maria, K. (2012). Social media: The new news source. Retrieved from http://www.schools.com McCullagh, D. (2012). Feds snoops on social network accounts without warrants. Retrieved from http://www.news.cnet.com Rodrigues, O. R. (2012, August 09). False shootout status causes pain in Mexico City. The World Post Retrieved from http://www.huffingpost.com

Crisis Management 1: The Day After Tomorrow

in that respect is probably no break off plastic film in the humankind to look at crisis focussing and Hollywoods lack of understanding than The daytime aft(prenominal) Tomorrow. This moving picture deals with a study catastrophic counterbalancet intercontinental and shows viewers the eithereged reaction of the Ameri tush goerning. Although it provides interesting drama for the flick, the course the American government reacts to the crisis is non single a poor example of crisis perpl handy, barely a wish well paints an unrealistic picture of the efficiency of the government and requisite responders.From the lay proscribedning, the motion picture is a slur preachy about(predicate) the environment and the American governments un go for social functionness to offspring heed to the doomsayers about the coming crisis. No atomic number 53 from the vice president stamp out wants to unwrap what the government employed climatologist has to say about the weather . The first problem with this is that the climatologist is unconstipated assay to report to the vice president.It is possible that in an extreme crisis detail, the chain of command top executive be broken to take a crap some(prenominal) information quickly to decision- actrs, but the main character does so forwards the crisis even hits the United States. If he had followed the chain of command, it guessms more than likely that crisis rejoinder teams could conf utilize begun evolution scenarios for the crisis he was envisioning.Evaluating the crisis rejoinder in this motion picture in mevery agencys comes down to evaluating the reaction to several major crises direct up to the huge global temperature reduction eccentric. The first lawsuit that affects the United States is a huge weather schema, so-called tiptop pressures which ground air traffic and start causing flooding in move Manhattan. At approximately the same time, we expect a series of huge tornadoe s neutralize Los Angeles and then we see the President concur a national subject of nip. However, non a single superstar of these crises were handled in accordance with crisis counseling system or crisis trouble humankind as it exists today. starting signal we give deal with the super storm and the subsequent com regulateer programe crashes. The first testify that we as viewer direct of the change magnitude storm activity is on the course of Jake Gyllenhaals character from Washington D.C. to bleak York for a scholar bowl competition. surface-to-air missile, Gyllenhaals character, is supposed to be terrified of be given allway, so when the plane hits convulsion the centre is supposed to be suspenseful. But from an extremity wariness point of view, it is licence that the national Aviation Administration would energize grounded flights capacious before the lightning got so no-account that it was rap planes out of the air.The impression claims several majo r plane crashes occur before the FAA can move planes out of the sky. This is just hogwash. After September 11, 2001, the FAA has procedures in place to scurry to get planes on the ground. Tiny airports dotting the coun zealtleside atomic number 18 equipped for requisite landings and afterward the turbulence on genius flight was no-count enough to activate oxygen masks, the FAA would father straightawayly grounded flights flying by dint of that storm.The atomic number 42 major problem that the movie has with crisis commission comes in the form of the flooding in Lower Manhattan. When the problem is simply a backed up sewer at a prep school, it is possible that the receipt would be to move the students to alternate locations in the city until the morning. However, these were high school children. There is no way that the school system would have allowed them to begin randomly woful around the city the next morning when the flooding had extended to the streets and made close to roads and rail lines impassable.In addition, major flooding on an island like naked York is a major crisis event. The movie visualised the beginning of the shame in natural York City as just whatever otherwise fall storm and showed no evidence of a crisis response from city officials. crimson if the sudden cold snap had been unpredictable, the rain forecast wasnt and city officials and touch force would have been preparing in one way or a nonher before the freeze hit.This utter lack of suppose for reality and crisis management strikes home once more subsequently in the movie when Sam and others have taken refuge in the library. For un greetn reasons, the lone constabulary office intimidateer in the bunch decides that it is better to assist mountain to walk out of the city kinda than stay in the comparatively warm and dry library where they have shelter and some food.While non all police officers are accomplished to handle a serious crisis, the root th at this one encouraged sight to devote up shelter and food to be an unknown trek is completely against any crisis management conjecture taught in the world. He had no reason to believe that people would non be safe in the library and should have, would have kept them there.The response in Los Angeles to the tornadoes was also just ridiculous. The movie shows the country watching in horror as LA is destroyed, but no once do we hear the national Emergency Management Personnel begin mobilizing or calling their local counterparts or in any way reacting to the scene. precondition the character of the disaster, FEMA officials should have been on the call up before the winds stopped mobilizing search and manner of speaking teams immediately to make the city and recovery teams should have been getting their alerts as well. Instead, the movie makes it appear that California was radicalally handle as it was blown away.Finally, the real catastrophe of the crisis approach in the m ovie is that the movie makers failed to realize that this type of national event would al more or less immediately result in martial law. Doctors would not be allowed to tarry around at hospitals to see if their patients were evacuated and snobby ambulance companies would not be the ones emptying the hospitals of the assignable patients as the country was evacuated. And, the president would not be allowed to refuse to move out of his office. He would be taken into some kind of mobile command center, against his will if prerequisite, for the preservation of the country.Like any correct Die heavy(a) movie, Die Hard with a Vengeance involves bad guys and hostages. What makes this a classic crisis movie is the portion of the movie dealing with the hostages in a familiar elementary school in spic-and-span York City. The basic plot of the movie is that Bruce Willis and Samuel L. capital of Mississippi have to stop the bag guys and get the code to remove the miscarry in the school so that the hostages can get away. The problem is that the bad guys have claimed that if they see anything indicating that the school is being evacuated they will use a remote detonator and put down off the bomb as the children try to evacuate.This movie does some things right as far as crisis management theory goes. School effect, including teachers, are enlisted to help emergency personnel devise a plan to evacuate the make and the bomb police squad is brought in to elbow grease to find and defuse the bomb. Then, it wanders away from reality and never finds its way back. Detective John McClain (Bruce Willis) take outs into a come with 2 children at the school. Zeus Carter (Samuel L. Jackson) refuses to take no for an answer and insists on help McClain find the bad guys. Wrong oneness of the most of the essence(p) theories of crisis management is to smirch the risk. The police would never let an undisciplined civilian get involved in the operation. If Mr. Carter insis ted, he would be arrested and held until the crisis was over.The next gradation would be to remove the children from the location. dismantle though the bombers had curseened to detonate the bomb as soon as they saw any attempt to rescue the children, the first antecedence would have been to evacuate the children. A cosmic portion of crisis theory is risk management and despite the particular that we were dealing with children and the electromotive force loss of life, those in charge of crisis management would have decided that it was better to attempt to get the children out of the building rather than leave them as sitting ducks for the bad guys to blow up at will. The death of the crisis management team would have been secure the building in any way possible and to encumber as much loss of life as possible.though they would understand the potential for second jibe if something went wrong, they would have also seen the potential for the lieu to simply get worse if the ch ildren were not immediately removed from the building. While the caprice of having the children sprint away from the building as fast as possible seems sound, the reality is that it would not have been tried as the potential for injury there would be great as well. Real crisis management teams would have figured out when the bomb was and gotten the children to the exits farthest from it and then attempted to put in some sort of firing shielding to minimize the danger opus removing the children from the point.Even more disturbing is the fact that the movie depicts the evacuation process as chaotic enough to allow two children to slip away from their teachers and law enforcement personnel to hide out in the school. In a real emergency, teachers would have canvas and double-checked to make sure that every student was accounted for and emergency personnel would have been patrolling the building behind the evacuees to make certain that no one stayed behind.Finally, there was only a limited effort to control the parole media. In a major crisis event of this type, cellular communication with the building would have been terminated in an effort to prevent word of the hostage crisis from reaching the media and in the event that the media were made aware of the crisis, relentless controls would have been used to keep them suave about the crisis, including blackmail.It is not unusual for crisis personnel to make it brighten to the media in the middle of a crisis that cooperation during the crisis will lead to better access to stories once the crisis is over. And, the news media makes decisions day-to-day when it weighs the publics need to know against security. If the reporters were informed of the delicate nature of the bureau and the potential for the loss of human life, most would have willingly gone along with a blackout of the event until after the children were safe.The problem is that real crisis management does not necessarily make for trusty drama. though the conflicts in decision-making procedures exist, they are not stretch discussions that anyone can participate in. In a real emergency, the crisis management is left to the professionals. Its too bad movies cant seem to understand that.The beauty of the crisis situation in break of the day of the Dead is that the crisis appears quickly, but not instantly and it develops mostly over night. This crisis is also insidious in that people become infected and may not demonstrate their symptoms for several hours or even a day later. Worse yet, for crisis management teams, it is the worst type of crisis imaginablethe nature of the threat is unknown but rapidly spreading and the disbelief that we have educate into ourselves and our children works to prevent rapid response to the crisis.The plague causing the zombies in Dawn of the Dead has the ability to take hold and gain strength because the first a couple of(prenominal) times that medical personnel run into it, they disbelieve what they are seeing. Though it is important for emergency personnel to be skeptical, they c=should be willing to act base on observable facts even when the facts make no sense. That is the major failing of the emergency response in this movie. Otherwise, the writers largely got it right.When it became clear that a major epidemic was liner the city, officials would first have warned people to inhabit in their homes and then, barring that would have set up emergency shelters. One of the good things about the use of emergency shelters in the movie is that they used traditional shelters like churches and a armament base, an option that emphatically would be considered in the event of a widespread event.The fact that before the emergency broadcasts end, they have contacted officials with the Centers for Disease Control and that the CDC is in charge on the event makes a great deal of sense. The only thing lacking would have been a stronger military presence on the streets once the state of emergency had been declared, but at least the movie attempts to explain this too when it mentions later on that the Army base has been overrun.Even more impressive than the outside response to the crisis, is the crisis management implementation that develops within the stem of survivors. Though there is some sign posturing between the thief and the police officer, everyone quickly falls into roles appropriate to the situation and begins to work together to overcome their immediate needs shelter that is safe from the threat.The spring scenes of the movie show people doing what is necessary to survive, even when it contradicts what it their normal behavior pattern, a classic observation of crisis theory. People will do what they need to do in order to survive. This is true in the cleanup position of the zombies and even the decisions to flee their homes.Once they beat at the gist, after the mall is secured and they have successfully risen up against the mall security g uards, the congregation begins to settle into the realities of crisis management they determine if they can meet their basic needs and then if there is an escape their condition. They put notes on the building chapiter to indicate the presence of survivors and they take up whatever pursuits help them get through the monotony of existence while the threat continues, including Steves incessant need for rouse and the games of kill the zombie that they play from the mall rooftop.Finally, the group reaches the point where it must check up on the threat and determine how to handle it. The movie does a good job of demonstrate the learning process and the impact of all the stresses on the psyche of the people involved. The group determines to leave the mall when it becomes clear that they cannot resilient their indefinitely and then they begin a very crisis management approach to leaving, context up supplies ad making their exit as defensible as possible. The only failure in their cr isis management theory is the lack of available information with project to other safe havens. It proves to be their undoing.However, conflicting the other movies I have reviewed, this one seemed to understand that theory.1) Control or lay off the threat2) Seek Shelter3)Seek other basic necessities.I think many an(prenominal) other disaster movies would be more enjoyable if they could follow his pattern and tucker to reality.

The Enron Managers’ Mistakes

feeling for slews is a very difficult thing to do, curiously if the scale in point is whatsoeverthing which is as victorious in one(a) point of its existence often(prenominal) as the Enron. Companies such(prenominal)(prenominal) as Enron employ the shell managers beca drop work at these levels leaves very, very, very little live for misapprehension unless it was a calculated and deliberate fault in the part of the erring managers.If such was the case, whence it would lead to the identification of spotterness and two-faced motivations in the part of the managers, since no manager wants to pull in wittingly a flaw. The identity of the mistake shifts now from what employ to be as measlyly thought-of action externalise made exclusively and in babelike of some other stacks orientation and influence resulting to losses to the prevalent course of action, bearing and mental alignment of some the managers in Enron that made the let come forward as something which is passing improbable.Still there were mistakes in general, and still, it volition be managers at the end of the day who will be solvingable and liable for these mistakes, from what was claimed as accounting processes that ar bogged agglomerate by innocent human error, to deliberate puff ups and last minute action recourse that was a minute too late of all time mint be judgeing that at worst, it was a substantially schemed, well be after, internal sabotage. Yes, they made mistakes. And former Enron Corp.Chairman Kenneth drop off himself was among those who admitted to mistakes which ar by and all bereft of antagonism as he insisted that patronage the mistakes, any erroneous belief in footrace the cogency giant was non part of his activities while servicing Enron (Emshwillerm, McWilliams, 2006). Companies and work counselling executives adhere to a particular paradigm or accepted practice in the daily parturiency of business and commerce because it is a necessa ry instrumental role in the check and balance system that guarantees that the participations of the gild, the investors and the everyday be protected.The briny idea behind the part of Enron Corporation is its managers deviance from these paradigms due to burlesqueulent intentions, and because of this, investors and the worldly concern in general placed Enrons managers and point executives as the one who erred and the ones who are roughshodly liable, starring(p) to one of the close to controversial debacle in Wall high itinerary history.Enron willingly or unwillingly, knowingly or unknowingly kept analysts, investors and other mint from the business industry outside and in the dark. virtually of their actions made them accountable according to the letter of the jurisprudence while some can interpret the absolute fiasco as a mere case of unequal to(p) and heavy-handed managers.The partnership and the role of these partnerships and the hardship to see how it will w ork out in the farsighted run is one of the bountifulgest mistakes of Enron and its managers along with i5ts give nonice to inflate its reported profits and manipulate its profits, and at some extent the managers knew of that this move was a dominance mistake but the earnings are comely to tempting for them non to wager and give it a try, providing Enron suddenly with a trend to hide the rightful(a) amount of its debts through these partnerships with companies who are masses and managed by the same executives found in Enron (Rouleau, 2002).The managers mistakes are assessed utilise two perspectives eldest, their mistakes that contributed to the d bearfall and worsening of Enron as a confederacy, and moment, the mistakes that they made that lead to the conviction of the twist charges that were slapped on them. What did they do wrong? Many.Just for starters, smith (2006) wonders roughly the foolhardy risk of Enron in booking profits exploitation means which are con sidered as generally volatile, regretful and perfectly lawful and legal this alongside Enrons racking up of mark-to- securities industry gains, a steady real-cash influx establish model for accounting, as reflected on the confederations craft book which do not reflect the use an accounting system which is based on the flow of actual bullion wish the accrual system,CRIMINAL LIABILITIES The mistakes of Enrons managers are reflected on their unlawful records as their miscalculated mistakes led them from blue chip executive managers to criminal convicted felons, which whitethorn have cast waking on the guilt of certain crimes of the Enron managers but was ineffectual to bring to light fully other headstone details.And by 2006, metalworker (2006) still considers that it isnt clear how much Enron made or lost off its vaunted energy-trading, energy-services and wideband units or the extent of the earnings of Enron over what Smith considers as the exploitation of the California el ectricity market during the 15-month crisis which started in the spring, year 2000 (Wall Street Journal, pA9).And when several business mangers that are all capable and willing to commit criminal acts to the company and its investors are housed inside one company, it is the perfect recipe for an impending fiscal crisis. To be able to analyze the mistakes of Enrons managers that lead to the better of the company, it is classic to take a look at two things the crimes for which every manager was accused of, and for the aver crime that they made but were acquitted from.The oversight and the managers were, after all, responsible for letting Enron be dependent on constitution trading gains, which, according to Smith (2006) actually had little real cash devoted to them and so vulnerable to credit calls that made it incapable of riding out a crisis (The Wall Street Journal, pA9), something which is not very much explored since the trial center on the liabilities of the leaders and m anagers who kept on insistence throughout the trial that Enron was merely a victim to a run on the bank. Smith, A9). in the lead making a scrutiny overall individual mistakes by Enron managers, one of the mistakes of the board of directors should be mentioned since it was symbolical to the law-bending and law-twisting nature of doing business inside Enron that put them in this mess in the first place.This particular accident which symbolizes the many other similar erratic actions and costly mistakes made by the board of directors is about the age when the board of directors opted to waive the aspect of conflict of interest and allowed Enrons very own Chief Finance police officer Andrew Fastow to head a business that is directly in dealing with Enron since the board of directors may have seen the merit, put forwardd temporary, of the strategy that allows Fastows LJM to acquire by buy out Enrons assets which it considers as underperforming, in truth the company of Fastow is n o more than a smokescreen so that the debt of the Enron is screen and the profit improved on report card. The most portentous person and Enron manager who made the most sexual relation mistakes en route to the downfall of Enron is no other than Kenneth coiffure.Others were exactly when a notch lower than perplexs stature in the mis worry department, and these allow in others like Jeffrey Skilling, Greg Whalley, Mark Frevert and Andrew Fastow they may or may not be include in Lays excuse list of what he considers as deceitful underlings (Emshwillerm, McWilliams, 2006). For Lay and all the involved Enron managers, their mistake was to wager their career and the future of Enron in alter for whatever pecuniary gains they experienced resulting from under victorious fraudulent actions and strategies while inside the company and holding key positions in Enron. Lay faced el purge criminal charges as an aftermath of the Enron scandal, all of which he pleaded not shamed.During the sentencing, Lay was found by the jury culpable of securities and cable fraud. This reflects Lays two main mistakes which he made throughout his Enron career the mistakes that he made that caused the downfall of Enron considering that all of the accusations hurled against him are false, and the second mistake, the unfitness to protect himself for worst case scenario, whether or not he is truly guilty of criminal actions. Another managerial mistake of Lay is his argue of support and trust to the operations of Lou Borget, who was subsequently convicted of money laundering. Lay was notorious for undertaking contestable and dusky workings that are hardly transparent to those who request to see and understand it. tied(p) in the lead his Enron days, Lay was always full of suspicious and strange actions, like how he still managed to apply Internorth in spite of the feature that it was his nonaged company which the Internorth brought and how insurance companies point to Lays questionable transaction in foreign countries like Peru where Enron formerly do business in. This resulted to Lays career being capped with losses, gross sales of what is otherwise considered as a very productive operation, employee lay-offs and curious partnership deals which analysts consider as Lays way of hiding debt. If Lay is synonymous with shady accounts, questionable proceeding and strange partnership moves, Skilling seemed to be follow by a curse which is safe as bad as that of Lay failed business operation. Skilling join Enron in 1989. Prior to that, his career was inside a banking institution, the First City Bank of Houston, which collapsed as he left.If Skillings excuse was that his mistakes were made without malice and as a result of some human error positionor, wherefore he was misled and mingled at least(prenominal) 19 quantify, the same number of times he was acquitted for wire fraud and securities fraud. Even with the situation that it is nigh to im possible for Skilling to have an excuse for such number of instances pertaining to erroneous but not catty managerial actions inside Enron which can prove that he is innocent after all, his capability as a net layer manager will be put to question next, as well as the authority and prudence of those who hired him since Skilling, after all, is close to being moronic with the nature of the job he was signed up to work in, if it is true that he did not have any acts with malicious or destructive nature towards the company for all of the times he was give tongue to to have committed securities and wire fraud.This is the case of someone stupid being talented enough to land a position of power, something which is not just convincing and realistic enough as it was plain dumb. Regardless, it is still Skillings mistake that burdens him with such load. Andrew Fastows mistakes was opting to do things which are not designed to answer Enrons brewing monetary problem but to provide a mat un der which Enron managers can sweep the dirt when business visitors and investors come in for a visit. This is true with the case of Fastows creation of the so-called off-book entities. Even forwards Enron crashed, Fastow was already showing the company how he is mistake prone. Example of which was the 1996 job that he bungled, describe by Barboza and Schwartz (2002) in detail Fastow as tight fired for the poor mess job he did running a retail unit that aimed to put Enron into challenger with local utilities around the country (The New York Times).The same poor sense of long term outlook despite the innate financial wizardry inside Fastows head led Fastow to create an escape for Enron when its Calpers interests are not being addressed to as planned and expected by Enron his wifes family posing as outside investor and a low level Enron employee who was promised a hefty 10 million profit, the use of Chewco as the hiding place for Enrons debts and as a way to help in the inflation o f Enrons profits which were both impossible in the first place, .Again, maybe Fastow was pure after all of the crimes stacked against him after the Enron collapse but the one sure thing is that despite his intelligence, he committed too many mistakes that webbed him in a web and be clothed up in a series of manifold transactions that ultimately doomed him (Barboza, Schwartz, 2002), and the doom that came as a result of his mistakes amounted to an indictment of 78 counts of crimes that included fraud, money laundering, and conspiracy. Paula Rieker was one time the managing director of investor traffic of Enron. She was guilty of the criminal charge set against her (criminal insider trading charge) as she was guilty of the mistake of allowing herself to join her colleagues in what was called the exercise of self enrichment inside the company wherein managers use the situation at hand to make the most out of ones profit.Former Enron CAO Richard Causey, Enron treasurer Ben Glisan Jr . nd energy trader John Forney were all guilty of securities fraud as he was guilty of the mistake of weakness to do what is right for the company or the mistake of failing to act upon constructively using ones sources and capabilities to follow Enron alive. OUTSIDE CRIMINAL LIABILITIES- Aside from the analysis of Enrons managers that led to convictions to criminal acts, a look at the Enron situation without the malice of fraud will as well reveal little things that help compound the maturement mis focussing of Enron and made the fall a bit faster. The mistakes of the Enron managers can besides be stacked together in either of the two categories financial management failure and poor people management.For now, the idea that the company may have been sabotaged directly behind fraudulent intentions from the top executives will be put asunder in the name of management strategy assessment, and also because of the fact that common sense business dictates that no business entity o r individual would risk construct a blue chip firm that it will take down so hard so fast. The assessment of the errors is based on the fact that the top executives and managers of Enron did something hugely erroneous and disastrous for the company sans the malice that some economic and business conspiracy theorists are exploring or what the criminal convictions but proved.Simply said, Enron top establishment made big time mistakes peculiarly because they are running a big time firm, and the paper will try to look at these big time mistakes and how it affected and contributed to the fall of Enron and their hithertotual conviction. distressing pecuniary and Overall Management Despite the fact that companies are indeed legit, it is difficult to prove that speed of light percent of all the legit businesses, may it be in the United States or anywhere in the world, operates using strategies and methods that are 100 percent legal. Some of these companies hustle and bend the law h ere and there, and the reason wherefore some of them are not caught is because they are careful and good enough that no fall-out in the magnitude of crisis level would result from such law-bending actions.Having established that, Enron and its managers are plainly not good enough to lift the good financial position of the company and they were not able to balance out with good management maneuver and strategy whatever downside and ill-effect the results of their criminal acts has on the companys performance even before it hit crisis-level. It was just a case of poor financial management. Considering that Enron did not have any fraudulent intentions, the management of the company is still guilty of hiring incompetent individuals which they used to fill in key positions since none of them were capable of salvaging what was left of the fast sinking company. Financial fraud is often a team sport. It took a host of banks, lawyers and accountants to hide Enrons problems from investors (The New York Times, 2007). They are guilty of maneuvering poorly Enron inside the trade and stock trade landscape with or without the illegal and criminal transactions that they did.They are guilty of sticking to a team of financial executives and their strategies and capabilities even when it appears that these personnel and their strategies are taking Enron nowhere but down, that is with consideration to the fact that again, they did not have any fraudulent intentions in the first place. The fact that Enron was poorly managed is hardly challenged as the proofs are just overwhelming and the tale of the stock harm of Enron says it all before the crisis, Enron shares stood at 90 US dollars by November 21, 2001 the stock price of Enron is down to just seven US dollars. A week later the price was down to 0. 61 US dollars as the trading day closed along with the drug withdrawal of Dynegy Incorporated from previous deals with Enron and the awarding of the junk spot rating to the co mpany.Adding to these are other happenings that bolstered the claims that Enron was poorly managed before and during the crisis the debt repayment obligations that amounted to 9 jillion US dollars at the close of the year 2002, an amount which cannot be cover by the companys available cash at that time, the decimation of quintette billion US dollars in just litre days of the amount that Enron borrowed from financial firms and banks which was originally planned for use in buying its commercial paper and other strategies to resuscitate the companys financial standing. Even the figure of its financial behavior is reeking of the foul olfactory property of poor management the big third quarter loss followed by the companys announcement that it has actually exaggerate Enrons earnings in the last four years, and then followed by the making public of Enrons $3 billion obligations to its several partnerships.Questionable Business Strategies The Enron debacle highlighted not just Enro n managers poor financial and business acumen it also showcased the poor people management skills of the managers of Enron reflected by its strategies and its inability to protect the company and its investors from long term and pithy term losses which they may have failed to presage or foresee in the first place. The only thing it appears they do best is confuse the company, confuse the public and in the end confuse even themselves that even when they wanted to, they cannot explain to the public, curiously to the unsweet and to the investors, what is really going on inside Enron.Public say-so Credited to the faults of the Enron managers is the fact that the companys managers were uneffective to convince the investors in the time of crisis that everything is being do to create or assert stability. The investors were not delay to be told that everything at Enron is ok, since they would not believe it if it was said in the first place owing to the fact that the company is no t transparent enough to even convince the investors and the public in general that they are even telling the truth. The managers were not able to control the mounting unrest and it was the case because of their refusal to divulge important information that can convince the people about the state of the company.And this attitude is not impossible to think that many of the Enron managers were all in denial on what Enron, their milking cow, their cash cow, has become, Mr. Fastow was reluctant to acknowledge what was happening(Barboza, Schwartz). Deterioration of credibleness Another important and noteworthy fault that the Enron managers, particularly Kenneth Lay, committed is that they allow their credibility to deteriorate in front of the public and in the face of the investors. How did they, particularly Lay, do that? Through a lot if different ways that merely exacerbated the situation and compounded the evolution negativity of the people towards him owed to his being overly sha dy and secretive of the many aspects of Enrons operation and financial status.With the breaking of the credibility of the top management tier of Enron comes the decreasing level of respect the people has for Enron managers, not just because of the result of the impending loss and the financial impact it has on investors some of which has there social unit future in it, but because Enron managers themselves are creating inter-personal clash between them and those who are pushing for answers to unresolved questions. This attitude is reflective of how Enrons top management people like Skilling treated investors who are merely label for transparency by asking balance sheets and fine earnings and was instead treated with expletive course over a conference call.Breaking of Ranks During Enrons financial battles, one of the aspects that greatly crippled them as an fundamental law is the massive breaking and falling apart of their own ranks. In any battles corporate or not it is imp ortant that managers and top tier executives show a united front, especially when it comes to addressing the public and providing the assurance that everything is alright, and that whatever minor problems are being addressed nowadays through the unity of the top management brass. In the case of Enron and its managers, it is either top brass people are leaving or they are simply being replaced during the most critical part of the companys financial battle when senior and long time veterans are expected to hold the reigns and maintain control.