Attraction Management Essay Example | Topics and Well Written Essays - 4000 words

Attraction Management - Essay Example This particular study focuses on Trafalgar Square, and necessitated the acquisition of data as to how attraction management for this tourist spot was being handled. TABLE OF CONTENTS Page CHAPTER I. EVENT MANAGEMENT / ATTRACTION MANAGEMENT: AN INTRODUCTION 1 II. TRAFALGAR SQUARE 7 III. CONCLUSION 17 REFERENCES 18 Event Management / Attraction Management: An Introduction Every country, developed or developing, has and will always be coming up with new ways to make money. Ideally, these funds would then be used to improve infrastructure, or to create new job opportunities for its citizens, or generally bankrolling development efforts nationwide. For better or worse, the old saying about money making the world go round at least has a modicum of truth to it. This money, of course, is made through selling things, whether products or services, by way of taxing business establishments. To sell a service in particular requires a great deal of effort on the part of the salesman; events and at tractions are no exception among these. If anything, said need for a concerted effort applies even more so in this regard, due to the increased need to convince prospective customers that one’s offerings are actually good and are not, in fact, worthless. Given how much profit is at stake, it would be best to be aware of and display a certain degree of proficiency in event management – which refers to the administration and creation of various conferences, festivals and occasions (Ramsborg, 2008). As with any other type of management, event management requires a load of planning in order to succeed. Among other things, those in charge of such tasks need to be ready and willing to analyze and identify their prospective clients and target market as well as pick a proper event theme, for a start. And after getting this done, next on the list are issues of logistics and coordinating with the relevant personnel. The general demand for both traditional and contemporary events has contributed greatly to the growth of this industry. Said events can be conducted for any purpose, be it organizational, cultural or personal in nature, but it should be obvious for anyone planning such events to want them to succeed. Luckily, certain breakthroughs have made successful event management and planning much more convenient, thanks in part to how increasingly fierce competition has made each player recognize the increasing need and difficulty with respect to one-upping their rivals. Technology in particular has been a godsend, especially in that proper application of it expedites tasks, which no longer need quite as many people to get done right. This becomes much more readily apparent when the internet is factored into the equation. The so-called information superhighway is definitely a great help in this case, not only in spreading awareness regarding the event, but also when it comes to facilitating the growth of the firm in charge of the said event or attraction. Thanks in part to this, the industry of event management (and by extension, attraction management) has become even more lucrative and profitable than it already was. That said, there are things that need to be kept in mind when it comes to event management. For instance, the viewpoint of sustainable event management holds

Harrods Essay Example | Topics and Well Written Essays - 500 words

Harrods - Essay Example There is no denying the fact that every person is supposed to visit Harrods when in London. Harrods is an integral part of the essentially British culture and taste and has an image for luxury, which would take nothing less than an act passed by parliament or a civil war to change or alter. However, aligning Harrods with tradition and heritage does not mean that the brand is old fashioned in its approach towards business. For Harrods it is all about retaining its traditional associations with luxury, while continually redefining the image in consonance with the latest, the best and the most coveted in fashion and design. It would not be wrong to say that Harrods do qualifies to be labelled as one of the world’s most prestigious luxury store and the store is well aware of the fact that it takes a continual dedication to and cognizance of the needs and aspirations of its high end customers to retain this status. Harrods offers a massive range of brands and designers to its fashi on savvy customers. Thus Harrods is the right place for anyone who is passionate about fashion, who wants everything under one roof and who is not willing to compromise when it comes to comfort and luxury. Harrods places emphasis on the ability of its personnel to get to know the choices and aspirations of its customers. .

Psychiatry and control of human behavior Essay Example for Free

Psychiatry and control of human behavior Essay I. In order to create such a resolution and usually to resolve an ethical dilemma nurses use four fundamental ethical principles of nursing care and practice, which are considered by many experts as a cornerstone of ethical guidelines. Autonomy The first one is autonomy. This principle means that individuals have a right to self-determination, that is, to make decisions about their lives without interference from others (Silva, M. Ludwick, R., 1999b, p. 4). It is also possible to define empirically that autonomy consists of two elements: data acquired or proposed as a presupposition and reaching the decision as the action. Beneficence The second is beneficence. This principle is thought to be a basis of day-to-day nursing care and practice. The principle of beneficence and utilitarianism direct health care professionals to make an ethical decision to provide the maximum benefit and to minimize harm to the greatest number of people involved (Silva, M. Ludwick, R., 1999b, p. 4). Beauchamp and Childress (1994, p. 192) state that Each of three forms of beneficence requires taking action by helping preventing harm, removing harm and promoting good. (cited by Silva, M. and Ludwick, R., 1999b, p. 4). This ethical principle may cause some ethical questions when a dilemma regarding performing of a mentally ill patients wishes appears. Nonmaleficence The third fundamental ethical principle is nonmaleficence or do no harm, which is easily connected with the obligation of a nurse to defend safe keeping of the mentally ill patient. Born out of the Hippocratic Oath, this principle dictates that we do not cause injury to our mentally ill patients (Silva, M. Ludwick, R., 1999b, p. 6). Justice The fourth basic ethical principle is justice. This principle implies giving each person or group what he/she or they are due (Silva, M. Ludwick, R., 1999b, p. 7). This principle applies to parity, integrity or another point that may be fundamental for the justice decision. In nursing care and practice the principle of justice usually centered on rightful admission to nursing care and on rightful allocation of scarce resource. Rightful admission to the care means that nurses are easy of access to provide nursing care and a mentally ill patient as well as any member of a society realizes that nursing care is completely accessible. The principle of justice †¦ guides health care professionals to treat every client with fairness and equity regardless the prognosis of illness, social and economic status of clients, the social and financial consequences impose on others (Wilcockson, M., 1999, p. 21). Though it is necessary to remember what actually has the priority if we will compare it with nurses good, a nurse sometimes mixes up with what the nurse considers to be a mentally ill patients good. It is questionable what composes good for a mentally ill patient without violating his or her autonomy or allowing the mentally ill patient to suffer bitterly. And can it be ethical to abolish the choice of the mentally ill patients. For example Beauchamp and Childress (1994, pp. 277-278) maintain that paternalism can obtain two forms a weak and a strong one. They assert that weak form paternalism implies is that a nurse defends the mentally ill patients good when he or she is incapable to resolve some questions as a consequence of problems like depression or the effect of medicaments. But a strong form of paternalism, they say involves interactions intended to benefit a person despite the fact that the persons risky choices and actions are informed, voluntary, and autonomous (cited by Silva, M. and Ludwick, R., 1999b, p.5). II. In the proposed case study the old lady didnt write DNR order, thus, the nurse behaved just adequately. She remembered about her duty to a mentally ill patient to preserve her autonomy but it was no possibility for her and for her mentally ill patient to identifying and addressing problems in the decision-making process as the lady was too depressed. Her quality of life was decreasing ad she couldnt live independently but it was still questionable were these reasons adequate enough to make end-of-life decision. On this ground it is necessary to investigate the notion of quality of life. This obscure notion implied the situations when decisions concerning the question of withdrawing nursing care are formed and †¦based on the likely low levels of self-awareness, reasoning, communication and activity that the mentally ill patient will have and the low probability of improvement (Thompson, E., Melia, K. M. and Boyd, K. M., 2001, p. 44). Usually it is not up to mentally ill patient to make quality-of-life decisions as they are often reached by doctors or relatives. In other words quality of life should be determined by mentally ill patients themselves being able to evaluate it adequately. The unproved understanding of notion is often used in statements like: After all, we shouldnt waste any more money on this person because their quality of life will be so low, anyway (Hunt, G., 1994, p. 125) Considering the case study we may that the quality of life of the old lady was not so low as to bring to end-of-life solution. However it was up to the mentally ill patient to decide that problem independently as it was her right to create DNR order but she didnt do it, besides her depressed state and, thus, low self-determination was among the main reasons for reasonable nurses acts. III. If we try to use these four fundamental ethical principles to the case study that was chosen for our investigation beforehand we will be able to evaluate the deeds of nurse from ethical point of view. For example, it is clearly evident that nurse violated the principle of autonomy because autonomy of a mentally ill patient means the opportunity to make decisions about his or her life without interference of others. If taking into account this principle then it was up to a seventy three year old woman to decide either she needs to obtain emergency CPR or not. This principle was thus violated by the nurse, and the reasons for such behavior are not deciding in this matter. She might have ignored this principle basing on the other principles that prevent a nurse from doing harm, meaning to rescue the life of her mentally ill patient because human life is valuable and unique. But while the nurse deprived her mentally ill patient of the possibility to choose life or death, the nurse thus made herself responsible for this decision, which is evidently wrong. At least, the nurse should have noted that the mentally ill patient didn’t want to be rescued. As for beneficence, we may suppose, on the other hand, that it was a demonstration of weak form of paternalism. In such case the nurse protected the good of a seventy three year old lady as she was incapable to resolve end-of-life questions as a result of her depression and decreasing of the quality of her life. Consequently the deeds of the nurse were well-taken and righteous. But the nature of the action is also ambivalent, as the nurse might have been directed by her own notion of good, or the notion that the nurse obtained while studying ethics. The nurse shouldn’t have been define independently if the woman was really unable to make reasonable decisions, the nurse must have at least objectively estimate the problems and conditions of the mentally ill patient that led to such mentally ill patient’s intention.   This thought may also be confirmed and at the same time called in question by the principle of nonmaleficence. The nurse protected the safety of her mentally ill patient, but without mentally ill patients wish. It is questionable, would be the note of DNR be regarded as the injury caused to the mentally ill patient. If the life and conditions of this old woman were so poor, they made her suffer; the nurse must have taken it into account while deciding what would be more or less painful for her mentally ill patient. This may be regarded as the intention to take off responsibility from the nurse. Observing the last principle of ethics, justice, it is necessary to note that this principle was violated by the nurse. Her mentally ill patient was at least due to be heard. Her wishes and demands should have been taken into consideration, moreover, the mentally ill patient did not ask to help her die, and she just wanted to prevent her from suffering in future. Thus taking into consideration these four main principles, the case seems to be contradictory. It seems that the nurse acted basing upon her own notion of what is good, safe and just for her mentally ill patient, without taking into account the demands, wishes, living conditions and problems of her mentally ill patient. Of course, definite peculiarities of these principles allow justifying the actions of the nurse, if we look at the situation form the point of view of value of human life. One more issue that should be examined is the absence of mentally ill patient’s order for DNR. This may also be a reason to justify the actions of the nurse. But as soon as the demands was heard by the nurse, the nurse should have defined this problems with the mentally ill patient and helped the woman write a necessary order, if it was her wish. Nurses often cant decide what their actual point of view about some ethical dilemmas is and how far those perceptions go. Anyway nurses should have to do with their own system of moral values but at the same time to determine whether it fits into the big picture (Stacey, J., 1998, p.8). It is necessary for a nurse to take a turn for the better foreshortening of problems and challenges in the area of care by forming at any rate a bifocal view of the problems (Stacey, J., 1998, p.7) Of course, not all ethical dilemmas concern death. Nurses deal with ethics on every eight-hour shift. †¦for example, the Nursing Code of Ethics says to hold all things confidential, but sometimes there is information others need to know, explains Freeman (cited by Stacey, J., 1998, p.4). However nurses often can appear in the situation of resolving of a complex moral dilemma that regards an appeal for assisted death. This problem is one of the most complicated issues in nursing practice. This question is also a key one in the case study that we have in some way already investigated earlier. Given the poor quality of life that seventy-three years old woman would probable suffer she demanded not to perform any heroic measures in the event of cardiac arrest. So she does not want to live anymore. But when the nurse sees the mentally ill patient next she is being resuscitated as there was no Do Not Resuscitate order (DNR) in her notes. Reference List Hunt, G. (1994) Ethical issues in nursing. Routledge. Silva, M. and Ludwick, R (1999a). Ethical Thoughtfulness and Nursing Competency. Online Journal of Issues in Nursing, 10 December, 1999. Available from http://www.nursingworld.org/ojin/ethicol/ethics_2.htm [Accessed 17 February 2006] Silva, M. and Ludwick, R. (1999b). Interstate Nursing Practice and Regulation: Ethical Issues for the 21st Century. Online Journal of Issues in Nursing, 2 July, 1999. Available from http://www.nursingworld.org/ojin/ethicol/ethics_1.htm [Accessed 14 February 2006] Silva, M. and Ludwick, R. (2002). Ethical Grounding for Entry into Practice: Respect, Collaboration, and Accountability. Online Journal of Issues in Nursing, 30 August, 2002. Available from http://www.nursingworld.org/ojin/ethicol/ethics_9.htm [Accessed 14 February 2006] Silva, M. Ludwick, R., (2003) Ethical Challenges in the Care of Elderly Person. Online Journal of Issues in Nursing, 19 December, 2003. Available from http://nursingworld.org/ojin/ethicol/ethics_14.htm   [Accessed 15 February 2006] Stacey J. (1998) A Question of Ethics. Emory Nursing University[online]. Available from http://www.whsc.emory.edu/_pubs/en/ [Accessed 17 February 2006] Thompson, E., Melia, K. M. and Boyd, K. M. (2001) Nursing Ethics. 4th ed. [n.p.] Wilcockson, M. (1999) Issues of life and death. [n.p.]

Need and Implementation of Change in General Motors

Need and Implementation of Change in General Motors The ever lasting truth of the universe is change. People, organizations, markets change every second. This change is stimulated by the environment. On individual level people manage change by changing there routines and habits, which is relatively simple. Change in an organization is complex but follows the same rules, organizations like an individual have to change there habits and routines. The organizations who have failed to cope with the change have crumbled under the feet of time either disappearing or being acquired by other companies. For example skybird, tucker corporation, wirgin, tohatsu, clover, British satellite broadcasting, world champion wrestling, archandor, and most recently general which filled chapter 11 bankruptcy. These organizations were unable to recognize the change in the environment and were rejected by the environment. The organizations that have been proactive and managed change have been success stories .i.e. Microsoft, 3com and us robotics, Cadbury and Kraft etc. these organizations have changed there strategies at the right time, they were the leaders of market change. Introduction to General Motors General Motors Corporation (GM) is the worlds largest full-line vehicle manufacturer and marketer. Its arsenal of brands includes Chevrolet, Pontiac, GMC, Buick, Cadillac, Saturn, Hummer, and Saab. Opel, Vauxhall, and Holden comprise GMs international nameplates. Through its system of global alliances, GM holds stakes in Isuzu Motors Ltd., Fuji Heavy Industries Ltd., Suzuki Motor Corporation, Fiat Auto, and GM Daewoo Auto Technology. Other principal businesses include General Motors Acceptance Corporation and its subsidiaries, providers of financing and insurance to GM customers and dealers. In the early 2000s, struggling under the weight of escalating healthcare and pension costs, GM sought to shed some of its less profitable activities. Toward that end, among other moves, the company sold its stake in Hughes Electronics, phased out production of the Oldsmobile, and discontinued the Chevrolet Camero and Pontiac Firebird. Facing a tough economic climate, GM has nevertheless retained its position as the worlds leading automaker. Models of change management Now companies have realized the need for change and change management. That is the reason many scholars came up with different models of change management. There are some simple models of change and then there are some complex models. simple models are helpful but do not identify the needs of current economy Simple models which follow the approach that one size fits all Lewins model Unfreeze the current paradigm of the organization. This involves understanding the need for change. Then communicating that need to the people. People should be open to change in structure, behavior and thinking. Change the organization paradigm by introducing new theories in the organization. This is a lengthy process as the new method will take time to sink in. people will question the new method thus it is important that there is a strong channel for feedback. Refreeze the changed paradigm. This is the stage where the change is inculcated into the organization and people followed the changed methods as a part and parcel of the organization. Kotters 8 steps creating a vibe of change into the members gather supporters to guide change create a vision explain the vision to the supporters empower people to follow and spread the vision create shot objective or milestones improvements and feedback Inculcation of change by making it a part of structure and system. Complex model which recognize the need of individual organizations. Johnson Scholes and Whittingtons model identifies the variables that the organization faces. Time is how quickly change is needed. This can be identified by the Balogun and Hailys model. Scope is the degree of change that is necessary. Continuity what is the incremental factor History is the past experience of change Skills what capabilities are required and what do we have. Resources which are available for change management. Readiness is the willingness of people to accept change. Power is where the of the organization lies i.e. with management employees, stakeholders etc. McKinsey 7S framework identifies the areas that management need to focus on in order to manage change effectively Structure is the hierarchy and the departmentalization of the organization before and after the change. Strategy is the plans that organization makes i.e. when to compete? Where to compete? And when to compete? System is the alignment of the strategy with the business objective and at what level evolutionary stage the organization stands. Shared values is what type of culture prevails in the organization Style is the leadership style of the management. How are decisions made? Staff is the human resource of the organization. How trained they are and what staff is needed? Skill is the organizations ability to use its resources. Thus measure of the efficiency of the organization. Need for strategic change in General motors General motor is a fallen giant. Glory of the past from being a great market leader to bankrupt company General motors has come a long way. In 1980s GM was the top car manufacturer in the USA until the arrival of the Japanese cars. The Japanese sold cheap and better cars. GM failed to realize the change in the industry and technology and constantly lost market share to the Japanese companies. Even with government support the company filled chapter 11 bankruptcy in 2009. The strategies of the Japanese and GM can be compared with each other and get to what GM needs to do in order to get its former glory. The strategies that have been used by GM are heavy discounting to capture or retain market share. Strategic intervention techniques The purpose of intervention techniques is to improve the efficiency and the effectiveness of the organization. Strategic intervention techniques focus on improving the processes through which ideas are generated and then gain feedback on the ideas. These techniques make some thing happen and also focus on what is happening French Bell Jr (1994). The reasons for interventions can be To gain feedback To educate people To invoke rapid change in the organization. Rapid and sudden change in the external environment Intense competition Driving forces for change in GM Driving forces are the reason that GM requires to change its strategy and align itself with the environment. Few of the forces that pressure Gm to change are as follows Low economic growth in the car manufacturing business has stumped most of the manufacturers. Car manufacturers on government support are making cars at a loss but yet there cars are in the market and cutting the market share of other companies. Japanese car manufacturers are making better cars at low price which is the main competition for GM. Change in technology in the industry has been an issue. Honda and Toyota have advanced in technology at a higher rate than GM. Rising oil prices have also caused the industry to rethink there strategy. Resource implications for GM GM CEO Rick Wagoner has put in a lot of effort to turn around GM since 1992.but his response to change in the environment was too slow. The resources of GM can be evaluated using 5 Ms model Money has been the problem for GM for sometime now but government is ready to help them but they do not have a turn around strategy. Manpower of GM has not been able to generate new ideas which show dulled motivation, and poor creativity skills by the management and other employees. Also GM is stuck in contacts with employees with huge pensions. Minutes time frame for adaptation has always been short for GM and it has always lagged behind the need of time. Material has very special item oil which has sky rocketed. So the price of car manufacturing is rising as well as the price of maintaining a car. Machinery has been the major issue for GM as its competitors have acquired new machinery and processes which are better than that of GM. Due to these factors GM has not been able to change. These are the forces that create resistance for change. Change and stakeholders Stakeholders are an integral part of the organizational paradigm. To bring change in the organization, stakeholders should own the change. The process of change should start from within the stakeholders. To change the culture stakeholders should realize that there is a need for change. Then they should be directed into the right direction. In Kotters 8 steps model for change the role of stakeholders can be incorporated. The model pushes the organization to make its own decision and define its process of change. Kotters model for change for GM Kotter gives a model of change in the organization in which the stakeholders are empowered to make change for themselves. I shall use this model to explain how GM can bring about change in the organization with the help of its stakeholders. Step 1: Create urgency For change to occur it is necessary the whole organization realizes the need for change and puts its effort in making the change. For this purpose managers can paint a grim picture of the future if continued on the same path. Explain to the shareholders the increase in ability of the organization to exploit its resources. There should be feed back from the stakeholders and there ideas should be incorporated in the change process. In case of GM it is not very difficult to paint a grim picture because the next step to bankruptcy is liquidation. The decline in the performance of the company has been a question mark for a long time now. So in GM people are ready for change and stakeholders support the management. Now there is need for discussions so that the ideas and the wills of the stakeholders can be incorporated in the change process. Step 2: Coalitions This is the point where the leadership emerges; people among the stakeholder should take charge of the groups. It is necessary that to identify the key leadership and make them commit to the change in the organization. This is necessary that people who are selected for the leadership believe in the change. In case of General Motors they have to find leaders in order to bring change. Recognition of the people who will help GM to evolve and to accept the changed processes is necessary, if it wishes to make any type of change in its strategy. Step 3: Vision for change When the process of change starts there are many idea of floating. All these ideals need to be linked together if in order to form a vision. This vision needs to be simple and understandable. The vision gives people a sense of direction; they understand the purpose of the change. For change to be successful you need to know the main idea behind the change. For this purpose prepare a summary of the future endeavors of the company. Knowing about the future helps people to support the organization. In case of General Motors the mission statement is quite clear G.M. is a multinational corporation engaged in socially responsible operations, worldwide. It is dedicated to provide products and services of such quality that our customers will receive superior value while our employees and business partners will share in our success and our stock-holders will receive a sustained superior return on their investment. But unfortunately General Motors has not been able to deliver. The vision of the General Motors needs to be communicated effectively through the organization. Every stakeholder needs to believe in the mission statement of General Motors. Step 4: Communication of vision Every person in the organization needs to know the objective of the change. The previous paradigm of the company will produce resistance against the new method. The New Mission statement needs to overcome the resistance and unite the organization on a single path to success. For this the management needs to address all the doubts and problems of the people. Divide the vision into smaller objectives and tie the performance of individual with the achievement of these objectives. In General Motors the management should take responsibility of communicating process of change through the organization. A process of change developed from the input of stakeholders is easier to communicate back. Step 5: Remove obstacles In the process of change, there will always be resistance. The objective of the management is to minimize this resistance and bring the stakeholders to a common platform on which everybody can express their opinion. As the process of change moves forward, there should be constant checks for any barriers to change. In General Motors the inner management has failed to provide change in the organization. The change in GM can be induced from the outside; perhaps a change agent will help GM over come change barriers. Another good way to bring about change is to award the people who embrace the change. Step 6: Create short term objectives For the process of change to work people need to know that it is working. For this management can divide the main objective in to simpler objectives. The management should thoroughly analyze the short term objectives such that they are achievable and motivation. For the achievement of every objective the employees should be rewarded. In General Motors that management need to step up and divide their long-term objectives into the short term goals. The management should make the stakeholders believe that they are capable of changing the business for the better. The most important stakeholder of GM is the government. The government needs to know that that GM can stand on its feet, for it to bail out the company. Step 7: Build on the change The process of change is not complete he unless and until the change culture has inculcated into the organization. Changes in many organizations fail because they do not fully implement the changed processes. The changed processes should become part and parcel of life in the organization. The people of the organization need to build on the changed processes and achieve even more success. The management of General Motors should not stop at making the government believed that they deserve a bailout, but should make efforts to build on the changed processes. Step 8: Change in corporate culture The most difficult thing to do in bringing about change into the organization is to change the culture of the organization. In history many of the mergers in companies have failed because they unable to merge the culture of the companies. Changing the culture of the company is a very long and hard process. General motors will need to change the culture and introduce a fresh method to succeed in an unattractive industry. At this point the employees of General Motor will not be motivated; the management needs to bring faith back into the employees. Monitoring progress and conclusion The final step in the management of change would be to monitor the performance of the company. For this purpose appraisal of each of the activities of the company will be performed. The justification of activity will provide grounds by which the productivity of the activity will be measured. The idea of kaizen should become a part of the activities of the business. The process of change is very lengthy; it takes years for change process to become part of the culture. The management of the organization needs to be very patient and need to prioritize their objectives. In General Motors it is necessary that people accept the change and once the changed processes have settled in there should be continuous evaluation and revaluation. The U.S market has become very saturated thus not allowing the companies to grow as fast as they would like. For the companies to survive they need to use there resources with utmost efficiency.

Conflicts, Climax and Resolution of Hawthorne’s The Ministers Black Ve

     Ã‚  Ã‚   What is the conflict(s) in Nathaniel Hawthorne’s â€Å"The Minister’s Black Veil†? Does it resolve after a climax? This essay intends to address these questions. Hugo McPherson in â€Å"Hawthorne’s Use of Mythology† makes a statement regarding the nature of the conflict in the works of Hawthorne: Everything he has to say is related, finally, to ‘that inward sphere.’ For the heart is the meeting-place of all the forces – spiritual and physical, light and dark, that compete for dominance in man’s nature. †¦Those who read him as a Christian moralist recognize instantly an opposition between Head and Heart, reason and passion which is related not only to Puritan theology but to the Neo-Classical view of man†¦.(68-69)    The conflict involving pride and humility, sin and evil, is the direction that Clarice Swisher in â€Å"Nathaniel Hawthorne: a Biography† tends: â€Å"Hawthorne himself was preoccupied with the problems of evil, the nature of sin, the conflict between pride and humility† (13).    In the opinion of this reader, the central conflicts – the relation between the protagonist and antagonist (Abrams 225) - in the tale are an internal one, a spiritual-moral conflict within the minister, the Reverend Mr. Hooper, and an external one with the world at large represented by the congregation. This evaluation seems to reflect Swisher’s first two considerations of evil and sin, and implicitly reflect the â€Å"conflict between pride and humility.† Wilson Sullivan in â€Å"Nathaniel Hawthorne† tells where the author got the idea of a conflict between good and evil:    He looked back, deeply back into America’s Puritan past, the era of the New England theocracy, when the conflict of good and evil, freedom and tyranny, love and hatr... ... Library. http://etext.lib.virginia.edu/etcbin/toccer-new2?id=HawMini.sgm&images=images/modeng&data=/texts/english/modeng/parsed&tag=public&part=1&division=div1    Kazin, Alfred. Introduction. Selected Short Stories of Nathaniel Hawthorne. New York: Fawcett Premier, 1966.    McPherson, Hugo. â€Å"Hawthorne’s Use of Mythology.† In Readings on Nathaniel Hawthorne, edited by Clarice Swisher. San Diego, CA: Greenhaven Press, 1996.    Sullivan, Wilson. â€Å"Nathaniel Hawthorne.† In New England Men of Letters. New York: Macmillan Co., 1972.    Swisher, Clarice. â€Å"Nathaniel Hawthorne: a Biography.† In Readings on Nathaniel Hawthorne, edited by Clarice Swisher. San Diego, CA: Greenhaven Press, 1996.    Williams, Stanley T. â€Å"Hawthorne’s Puritan Mind.† In Readings on Nathaniel Hawthorne, edited by Clarice Swisher. San Diego, CA: Greenhaven Press, 1996.

The Fight That Will Never End Essay -- essays research papers fc

The Fight That Will Never End Abstract   Ã‚  Ã‚  Ã‚  Ã‚  In this paper I will be exploring and explaining the act of abortion. I will discuss the historical and analytical background by explaining pre Row versus Wade, and post Row versus Wade. I will be explaining this issue on a National level, and discuss how women’s role in society has changed dramatically since the famous trial. Introduction   Ã‚  Ã‚  Ã‚  Ã‚  Abortion is the act of ending a pregnancy, either through surgery or by taking medication, with the intention not to have an infant born alive. Because many people believe that abortion should be legal under certain circumstances, it has been a topic of great debate and controversy throughout the nation. The most historic case to ever argue the issue was Roe versus Wade; the trial that legalized abortion in the United States of America. It was this very decision made by the Supreme Court that opened the door to the greater feminist movement, giving women more freedom and control of their bodies, in the workplace, and in their own households. In this paper, I will explain the famous case, the courts decision, and the impact it had, and still holds over society.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Historical Background Geographically speaking, abortion is a huge issue not only in the United States of America, but also all over the world. It is vastly different however, because several countries allow abortion without it being a national issue. America has had many court cases and appeals to obtain the law it has today. I am explaining abortion internationally with a Maco level of analysis, giving a broad overview of different countries policies. I have decided to tighten my focus, and explain abortion Nationally with a Micro level of analysis because abortion in America is an issue of huge controversy. It has been such an issue in the past, as well as now, that it took the Supreme Court to make a decision that everyone must abide by, without restricting women of their rights (Schoen 2000).   Ã‚  Ã‚  Ã‚  Ã‚  Abortion in the United States is a subject of public debate. Opinion polls show that most people think abortion should be legal. Thes... ... the matter, this fight will never end.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Works Cited 1.  Ã‚  Ã‚  Ã‚  Ã‚  Carlton, Casey and Eileen S. Coleman. 2000. â€Å"College Students’ Attitude Toward Abortion and Commitment to Abortion.† The social Science Journal v.37(4): 619-25. 2.  Ã‚  Ã‚  Ã‚  Ã‚  Schoen, Johanna. 2000. â€Å"Reconceiving Abortion: Medical Practice,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Women’s Access, and Feminist Policies Before and After Roe v.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Wade.† Feminist Studies, summer 2000, pp 349-376. 3.  Ã‚  Ã‚  Ã‚  Ã‚  2000. â€Å"The Enduring Battle Over Choice.† New York Times, October   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  11, 2000, pp. A34. 4.  Ã‚  Ã‚  Ã‚  Ã‚  2001. â€Å"Free Speech Can Be Ugly.† San Francisco Chronicle, March   Ã‚  Ã‚  Ã‚  Ã‚  30, 2001, pp. A24. 5.  Ã‚  Ã‚  Ã‚  Ã‚  Retrieved November 21, 2001 from the World Wide Web: http://www.gargaro.com/abortion.html 6.  Ã‚  Ã‚  Ã‚  Ã‚  Retrieved November 29, 2001 from the World Wide Web: http://www.prochoice.com/ The Fight That Will Never End Essay -- essays research papers fc The Fight That Will Never End Abstract   Ã‚  Ã‚  Ã‚  Ã‚  In this paper I will be exploring and explaining the act of abortion. I will discuss the historical and analytical background by explaining pre Row versus Wade, and post Row versus Wade. I will be explaining this issue on a National level, and discuss how women’s role in society has changed dramatically since the famous trial. Introduction   Ã‚  Ã‚  Ã‚  Ã‚  Abortion is the act of ending a pregnancy, either through surgery or by taking medication, with the intention not to have an infant born alive. Because many people believe that abortion should be legal under certain circumstances, it has been a topic of great debate and controversy throughout the nation. The most historic case to ever argue the issue was Roe versus Wade; the trial that legalized abortion in the United States of America. It was this very decision made by the Supreme Court that opened the door to the greater feminist movement, giving women more freedom and control of their bodies, in the workplace, and in their own households. In this paper, I will explain the famous case, the courts decision, and the impact it had, and still holds over society.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Historical Background Geographically speaking, abortion is a huge issue not only in the United States of America, but also all over the world. It is vastly different however, because several countries allow abortion without it being a national issue. America has had many court cases and appeals to obtain the law it has today. I am explaining abortion internationally with a Maco level of analysis, giving a broad overview of different countries policies. I have decided to tighten my focus, and explain abortion Nationally with a Micro level of analysis because abortion in America is an issue of huge controversy. It has been such an issue in the past, as well as now, that it took the Supreme Court to make a decision that everyone must abide by, without restricting women of their rights (Schoen 2000).   Ã‚  Ã‚  Ã‚  Ã‚  Abortion in the United States is a subject of public debate. Opinion polls show that most people think abortion should be legal. Thes... ... the matter, this fight will never end.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Works Cited 1.  Ã‚  Ã‚  Ã‚  Ã‚  Carlton, Casey and Eileen S. Coleman. 2000. â€Å"College Students’ Attitude Toward Abortion and Commitment to Abortion.† The social Science Journal v.37(4): 619-25. 2.  Ã‚  Ã‚  Ã‚  Ã‚  Schoen, Johanna. 2000. â€Å"Reconceiving Abortion: Medical Practice,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Women’s Access, and Feminist Policies Before and After Roe v.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Wade.† Feminist Studies, summer 2000, pp 349-376. 3.  Ã‚  Ã‚  Ã‚  Ã‚  2000. â€Å"The Enduring Battle Over Choice.† New York Times, October   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  11, 2000, pp. A34. 4.  Ã‚  Ã‚  Ã‚  Ã‚  2001. â€Å"Free Speech Can Be Ugly.† San Francisco Chronicle, March   Ã‚  Ã‚  Ã‚  Ã‚  30, 2001, pp. A24. 5.  Ã‚  Ã‚  Ã‚  Ã‚  Retrieved November 21, 2001 from the World Wide Web: http://www.gargaro.com/abortion.html 6.  Ã‚  Ã‚  Ã‚  Ã‚  Retrieved November 29, 2001 from the World Wide Web: http://www.prochoice.com/

Deception Point Page 13

The President didn't blame them. His staff had worked grueling hours to support him in the upcoming election, and now, all of a sudden, it seemed the President was fumbling the ball. Soon they will understand, Herney told himself. Soon I'll be the hero again. He regretted having to keep his staff in the dark for so long, but secrecy was absolutely critical. And when it came to keeping secrets, the White House was known as the leakiest ship in Washington. Herney arrived in the waiting room outside the Oval Office and gave his secretary a cheery wave. â€Å"You look nice this morning, Dolores.† â€Å"You too, sir,† she said, eyeing his casual attire with unveiled disapproval. Herney lowered his voice. â€Å"I'd like you to organize a meeting for me.† â€Å"With whom, sir?† â€Å"The entire White House staff.† His secretary glanced up. â€Å"Your entire staff, sir? All 145 of them?† â€Å"Exactly.† She looked uneasy. â€Å"Okay. Shall I set it up in†¦ the Briefing Room?† Herney shook his head. â€Å"No. Let's set it up in my office.† Now she stared. â€Å"You want to see your entire staff inside the Oval Office?† â€Å"Exactly.† â€Å"All at once, sir?† â€Å"Why not? Set it up for four P.M.† The secretary nodded as though humoring a mental patient. â€Å"Very well, sir. And the meeting is regarding†¦?† â€Å"I have an important announcement to make to the American people tonight. I want my staff to hear it first.† A sudden dejected look swept across his secretary's face, almost as if she had secretly been dreading this moment. She lowered her voice. â€Å"Sir, are you pulling out of the race?† Herney burst out laughing. â€Å"Hell no, Dolores! I'm gearing up to fight!† She looked doubtful. The media reports had all been saying President Herney was throwing the election. He gave her a reassuring wink. â€Å"Dolores, you've done a terrific job for me these past few years, and you'll do a terrific job for me for another four. We're keeping the White House. I swear it.† His secretary looked like she wanted to believe it. â€Å"Very well, sir. I'll alert the staff. Four P.M.† As Zach Herney entered the Oval Office, he couldn't help but smile at the image of his entire staff crammed into the deceptively small chamber. Although this great office had enjoyed many nicknames over the years – the Loo, Dick's Den, the Clinton Bedroom-Herney's favorite was â€Å"the Lobster Trap.† It seemed most fitting. Each time a newcomer entered the Oval Office, disorientation set in immediately. The symmetry of the room, the gently curving walls, the discreetly disguised doorways in and out, all gave visitors the dizzying sense they'd been blindfolded and spun around. Often, after a meeting in the Oval Office, a visiting dignitary would stand up, shake hands with the President, and march straight into a storage closet. Depending on how the meeting had gone, Herney would either stop the guest in time or watch in amusement as the visitor embarrassed himself. Herney had always believed the most dominating aspect of the Oval Office was the colorful American eagle emblazoned on the room's oval carpet. The eagle's left talon clutched an olive branch and his right a bundle of arrows. Few outsiders knew that during times of peace, the eagle faced left-toward the olive branch. But in times of war, the eagle mysteriously faced right-toward the arrows. The mechanism behind this little parlor trick was the source of quiet speculation among White House staff because it was traditionally known only by the President and the head of housekeeping. The truth behind the enigmatic eagle, Herney had found to be disappointingly mundane. A storage room in the basement contained the second oval carpet, and housekeeping simply swapped the carpets in the dead of night. Now, as Herney gazed down at the peaceful, left-gazing eagle, he smiled to think that perhaps he should swap carpets in honor of the little war he was about to launch against Senator Sedgewick Sexton. 15 The U.S. Delta Force is the sole fighting squad whose actions are granted complete presidential immunity from the law. Presidential Decision Directive 25 (PDD 25) grants Delta Force soldiers â€Å"freedom from all legal accountability,† including exception from the 1876 Posse Comitatus Act, a statute imposing criminal penalties for anyone using the military for personal gain, domestic law enforcement, or unsanctioned covert operations. Delta Force members are handpicked from the Combat Applications Group (CAG), a classified organization within the Special Operations Command in Fort Bragg, North Carolina. Delta Force soldiers are trained killers-experts in SWAT operations, rescuing hostages, surprise raids, and elimination of covert enemy forces. Because Delta Force missions usually involve high levels of secrecy, the traditional multitiered chain of command is often circumvented in favor of â€Å"monocaput† management-a single controller who holds authority to control the unit as he or she sees fit. The controller tends to be a military or government powerbroker with sufficient rank or influence to run the mission. Regardless of the identity of their controller, Delta Force missions are classified at the highest level, and once a mission is completed, Delta Force soldiers never speak of it again-not to one another, and not to their commanding officers within Special Ops. Fly. Fight. Forget. The Delta team currently stationed above the Eighty-second Parallel was doing no flying or fighting. They were simply watching. Delta-One had to admit that this had been a most unusual mission so far, but he had learned long ago never to be surprised by what he was asked to do. In the past five years he had been involved in Middle East hostage rescues, tracking and exterminating terrorist cells working inside the United States, and even the discreet elimination of several dangerous men and women around the globe. Just last month his Delta team had used a flying microbot to induce a lethal heart attack in a particularly malicious South American drug lord. Using a microbot equipped with a hairline titanium needle containing a potent vasoconstrictor, Delta-Two had flown the device into the man's house through an open second-story window, found the man's bedroom, and then pricked him on the shoulder while he was sleeping. The microbot was back out the window and â€Å"feet dry† before the man woke up with chest pain. The Delta team was already flying home by the time its victim's wife was calling the paramedics. No breaking and entering. Death by natural causes. It had been a thing of beauty. More recently, another microbot stationed inside a prominent senator's office to monitor his personal meetings had captured images of a lurid sexual encounter. The Delta team jokingly referred to that mission as â€Å"insertion behind enemy lines.† Now, after being trapped on surveillance duty inside this tent for the last ten days, Delta-One was ready for this mission to be over. Remain in hiding. Monitor the structure-inside and out. Report to your controller any unexpected developments. Delta-One had been trained never to feel any emotion regarding his assignments. This mission, however, had certainly raised his heart rate when he and his team were first briefed. The briefing had been â€Å"faceless†-every phase explained via secure electronic channels. Delta-One had never met the controller responsible for this mission. Delta-One was preparing a dehydrated protein meal when his watch beeped in unison with the others. Within seconds the CrypTalk communications device beside him blinked on alert. He stopped what he was doing and picked up the handheld communicator. The other two men watched in silence.