Through My Eyes free essay sample

Words can just communicate an individual’s contemplations as far as possible. I hate restrictions; thusly, I express my considerations through unlimited photography. The best way to translate my psyche is through my eyes. As a youngster, I was the held one, who tuned in yet never talked and saw however never followed up on. My eyes viewed the world rotate, figuring out how to value the unmistakable subtleties of life. Rather than the entire that every other person saw, I perceived the dispersed interconnecting pieces that finished the gathering. A puddle was not only a sparrow’s pool; it contained hypnotizing swells and a mirror impression of the encompassing experiences. Grass was not simply the floor of the outside; it was a wonderland to animals: ants, creepy crawlies, caterpillars and night crawlers. In spite of the fact that my young brain didn't see how to use these perceptions, I realized that I needed to share and express my discoveries. The measure of clear gazes and bewildered appearances that I got when I would make reference to any of my perceptions is innumerable. We will compose a custom paper test on Through My Eyes or on the other hand any comparative point explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page For reasons unknown, it was inconceivable for me to depict the scene that I viewed in my psyche to my individual associates. Regardless of whether I clarified the vision through the five detects: smell, sight, hearing, contact and taste, they couldn't perceive what I saw. The disintegrated harvest time leaves on the asphalt were just disintegrated fall leaves on the asphalt. Not until a camera was set into my hands were they a mixed example of green, red, orange, yellow and earthy colored that differentiated against the dull and dark asphalt. A straightforward advanced simple to use camera, went somewhere around my folks, turned into the door to my self-articulation. The camera was my dispatcher, which conveyed the enchantment I saw as I encountered life to the encompassing individuals who never comprehended why I grinned at the radiance in a cat’s eye. As Barney said in my youth, â€Å"sharing is caring†, and to be sure, it was. Every single photo I recorded was imparted to anybody inside arriving at separation. My self-articulation has extended my held self into a friendly young lady who needs to uncover and show individuals the little ponders that an involved eye can miss. My objective was to impact the individuals throughout my life through my point of view; I needed to show that the little ponders in quiet people and lifeless things have a remark. In my eyes, the outlines of a tree or scaffold have the equivalent dazzling and indefinable impact on a person’s eyes and lips as an uncovered tree or extension does. The more subtle simply should be featured by the individuals who see it, similar to me. Photography was my technique for addressing the world without words. The unbelievable scenes that I saw became fathomable visuals that everybody perceived. My point of view was simpler to acknowledge in light of the fact that individuals saw the minute interests of the world through my eyes.

Challenges In Managing Global Teams †Free Samples For Students

Question: What are the difficulties in overseeing worldwide groups? Answer: Presentation By and by the term globalization possesses the features and along these lines it very well may be considered as the most talked about and looked into subject among the business magnates all through the world. Because of globalization practically all the bigger aggregates have extended their business sectors gigantically and simultaneously, they are likewise reliant on an amazingly differing workforce to surpass the present and future needs of the customers (Mendenhall, 2012). As per this, the worldwide groups have multiplied dependent on the trust that the various gifts present inside each group will thus assist with accomplishing the authoritative objectives of arriving at the business sectors abroad and furthermore in the execution of complex key systems. This exploration work will exclusively concentrate on deciding the difficulties that the supervisors may confront while dealing with a worldwide group. This work will likewise focus on deciding the conceivable strategies for relie ving the difficulties too. Foundation: Since years, the supervisors of the group have been confronting a few difficulties. They were not just confronting issues with respect to the improvement of the business-arranged worldwide groups yet in addition in dealing with the difficult circumstances in controlling the colleagues. In some cases these troubles emerge as a result of the poor correspondence between the colleagues. Then again, due to the social and language contrasts, they likewise neglect to make noteworthy associations. Prior scientist has experienced this issue and shown up at their conclusions. This undertaking plans to distinguish the idea of worldwide group, the difficulties looked by them and the procedure of group the board. Issue definition: The main issue related with this theme is that in the present situation, the worldwide based associations face genuine difficulties seeing the group the executives too ascontrolling the colleague for various reasons. In this way, it is important to alleviate the difficulties and build up an adequately looked after group. Undertaking objective: Research point: The more extensive point of this examination work is to decide the key favorable circumstances and weaknesses of the worldwide groups and in this manner show up at the conceivable arrangement. This will assist with overcoming any issues between the bit of leeway sand hindrances and along these lines guarantee the fruitful operability of the associations. Research goals: All together accomplish the ideal results the accompanying will be considered as the fundamental goals of this exploration work, To acquire a more extensive outline of the idea of worldwide groups To decide the difficulties looked by the worldwide group the board procedure To decide the focal points and weaknesses of worldwide group the board To express a measure through which the difficulties looked by the worldwide groups could be relieved Undertaking degree: By and by in the period of persistent progressions and thorough changes in the business condition globalization has become an exceptionally well known term. On an increasingly exact note, through the development of globalization, the associations have gotten ready to work in various nations quiet (Williams, 2013). Presently so as to guarantee viable operability of these associations abroad, it is important to oversee worldwide groups successfully. Hence, the worldwide group the executives has become a fascinating issue of research. By and by, as the associations are growing their organizations quickly it is fundamental for them to build up an ability of the administration aptitudes required for overseeing worldwide groups. Along these lines, this examination gives the extent of producing a more extensive information on the difficulties looked by associations in overseeing worldwide groups. Writing survey: Idea of Global Team Management As called attention to by Daim et al., (2012) by and by the utilization of worldwide groups by the global combinations as a component of vital human asset the board is advancing. The worldwide groups are built across various topographical, social and transient limits to snatch the pool of broadly capable HR spread over the globe. Difficulties of Global Team Management Looking into the accessible writing in such manner has uncovered the way that the worldwide groups face various difficulties which is a consequence of the land scattering and mechanical intervention (Boutellier et al., 2013). The most importantly challenge emerges in view of the topographical scattering and diminishing physical signals offers ascend to an absence of common information among the colleagues and this, thus, may bring about defective trait about the remote colleagues. As called attention to by Heizer and Barry(2013), the conveyed colleagues are seen as bound to create broken properties about the separation partners and this is exclusively a direct result of the absence of physical prompts and the situational mindfulness. Furthermore, the worldwide colleagues frequently face difficulties with respect to the information sharing across various land areas (Richardson et al., 2012). As the colleagues are continually working from a separation they are less inclined to get an opportunity to have a casual experience with one another which goes about as an incredible wellspring of information sharing. Additionally, here and there the colleagues are again individuals from another group, which offers ascend to various degrees of responsibility that adds to various degrees of duty towards information sharing. Thirdly another test which is looked by the worldwide groups is in regards to the administration of time and consideration. While the rise of email office, texting has encouraged correspondences across different time zones and permit the colleagues to speak with one another according to their benefit, be that as it may, the utilization of unnecessary email and other innovative interchanges frameworks may offer ascent to interferences and interruptions from work (Klitmller and Lauring, 2013). Points of interest and Disadvantages of Global Team Management The benefits of the worldwide groups can be recorded as follows, Cost Savings The as a matter of first importance advantage that the associations appreciate through these worldwide groups is reserve funds a tremendous measure of expenses. The expense of creation lessens in light of the decrease in cost related with gathering crude materials and the lower wages of the representatives who are working in their own land areas (Colomo-Palacios et al., 2014). Collecting Global Talent Worldwide group empowers the associations to look for gifts past their nation of activities. This unites the specialists and the experts over the globe on a similar undertaking. This, thus, expands the creativity, information sharing and the general profitability of the associations (Colomo-Palacios et al., 2014). Decreased Time for Marketing As the individuals from the worldwide groups work across various time zones there are various groups who are working 24*7. This implies when one part isn't working some other part is working and this, thusly, decreases the ideal opportunity for item advancement and creates a quicker reaction to advertise requests. Auxiliary inquiry: As per the examination targets, the inquiries of the exploration has additionally been confined which are expressed individually underneath, What is the key idea of worldwide group? What are the difficulties looked by the worldwide groups? What are the focal points and impediments of worldwide group the board? What is the careful step through the difficulties looked by the worldwide groups could be relieved? Research structure and system: Research systems are important to follow while leading an examination. The examination onion (See informative supplement for look into onion) shows the strategies need to complete for an exploration. The flow inquire about depends on blend technique approach. In this way, the analyst will propose primary strides of both the strategies for the examination Subjective research procedure: Subjective research depends on distinct information that can't be estimated or tallied. In this way, subjective research follows certain techniques for continuing with the examination. Inductive methodology will be utilized for subjective research as it centers around the way that not every single social marvel can't be checked. Inductive methodology gives the arrangement for summing up information and investigating dependent on perception. Positivism theory will be utilized to decipher the information coherently. Elucidating examination will be utilized to investigate just as clarify the exploration questions and destinations recognized. Research information should be gathered from countless respondents. Notwithstanding, assortment of subjective information from enormous populace is hard for a specialist inside a restricted time allotment (Brinkmann, 2014). For the ebb and flow investigate, the populace for the subjective research part will be 4 directors from who will be chosen from various worldwide combinations that has groups in various pieces of the globe. Non-likelihood purposive testing strategy will be utilized for choosing the 4 directors from various worldwide organizations to pick up knowledge in regards to the difficulties that they face in overseeing worldwide groups. The examination instrument will be meet. Meeting is both acceptable and awful for gathering subjective information as in one hand; the specialist can watch the suppositions and conduct of others without inventories. Unwavering quality and Validity: As the information is gathered through subjective technique and meeting instrument is emotional, there are chances that sincere belief of scientists may think about the ultimate result of the exploration (Taylor et al. 2015). Be that as it may, the analyst will set the inquiries as indicated by the examination questions and targets, which will tie the respondents to give precise data. The scientist will control own self from actuating sincere belief which will additionally help in beating the boundaries present in dependability and legitimacy of the examination. The gathered subjective information will be examined in distinct man

GoodData founder Roman Stanek talks about his business

GoodData founder Roman Stanek talks about his business INTRODUCTIONMartin: Hi, today we are in San Francisco and doing good with GoodData. Roman, who are you and what do you do?Roman: Im Roman Stanek, Im the founder and CEO of GoodData and we help companies to collect, store, organize, analyze, visualize and distribute data.Martin: Great.Martin: What did you do before you started this company?Roman: I started number of companies, multiple companies, all in hi-tech space. When Java was two months old I started company called Net Beans and its now part of Oracle. Then I moved on and started company called Systinet thats now part of HP and its one of the first cloud-based companies. AWS started, it was my first customer was AWS a long time ago.Martin: So you are totally into clouds?Roman: Totally the cloud follow ups, exactly, 11-12 years.Martin: Great. And how did you come up with the idea of GoodData?Roman: The GoodData idea is actually my initial idea 20-years ago when I started my career. I actually spent time in the database business, I worked for Sybase and seven years ago, when I started, I looked at what the next opportunity would be. I kind of came up with this idea of kind of data in the cloud and as a next big thing. And it was so early, the term big data was not coined then, and even the fact I was able to buy gooddata.com, data was not in fashion in 2007 when I actually started the company.BUSINESS MODEL OF GOODDATAMartin: And can you briefly describe how the business model works at GoodData?Roman: The business model is a SaaS model, so we dont Its a subscription based model. As I said, we help companies to manage their data and GoodData is an end-to-end platform. So, we do every single step from getting the data to getting the finished visualization and so forth and so on, and we charge monthly fee for it and thats kind of the most predictable and the most efficient way how companies can buy analytics these days.Martin: Ok. And are you focusing on a specific kind of function in a company, like marketing, sales, funds, whatever, or is it that you are a general platform for everything related to data?Roman: It is actually, on one hand Gooddata is generic platform, so it can be used by IT and different parts of organization. But if you look at whats happening at modern enterprise, only 5-7 years ago most of the data was created inside of the firewall, in some ERP function in some SAP and so on, and thats where most analytics used to be. Now, the analytics is all focused on external, the touch points with customers, how do we interact with our customers and prospects and partners on the web, on social and mobile and so on. So, most of the data is actually created outside of the firewall and thats why we analyze it in the cloud, and the next step would be, kind of the internet of things when 99% of data will be created outside of the firewall. Now we analyze the interactions of our customers data, in couple years we will be analyzing interactions with devices of our customers. And thats kind of the next evolution of big data.Martin: How did you acquire the first customers when you started out?Roman: How did we acquire customers Its interesting If you look at being entrepreneur, your first customer is almost like your VC. They almost get no benefit out of it, not even equity, and so the first customer needs to be somebody who really trusts you, who actually is so visionary that he wants to do better than just follow company. They want to help the whole industry, because its a lot of reward, working with a product thats half build, half backed, not ready, its actually a lot of work and even if you get it for free, its still difficult.Martin: How do you convince those guys?Roman: Again, its they need to be visionary, you dont need to convince them, they almost need to convince you. The first customer needs to be who says Im looking for is to increase the competitiveness of my company. Im really into it. It really needs to be almost like a co-founder.Martin: Okay, gre at!CORPORATE STRATEGYMartin: Lets talk about corporate strategies. What do you think is the distinction between you and your competitors?Roman: What really makes us set apart is, first of all, we really have this vision for solving the problem completely. Most companies, if you ask them What do you do?, they say We do: how we do visualization or we do data cleansing, or some of the aspects of data measurement, and we essentially do the whole end-to-end from data to insights.Martin: Ok, great. If youre looking at your product strategy for the next 3-5 years, what are the areas you would like to dig into?Roman: The next 3-5 years its going to be a lot about the volume of data, internet of things, unstructured data, more and more data is now being introduced by the way we interact, the visual and social and so on. Its also going to be about being able to find insights automatically, machine learning and so on. And the last one is ability to benchmark data automatically. If I tell you t hat you can close a deal in 20 days, its valuable, but if I tell you that your competitors close deals in 10 days, you know that youre not doing well. So, being able to kind of put data in perspective is going to be more and more important.Martin: When you look at the marketplace, there are several big data startups who are just trying to solve one problem and one industry, like, for example, for the finance industry and banking etc., there are several startups. And youre trying to solve this kind of big data problem for lot of functions, for lot of industries. What is the reason behind doing that? Would it be more adventurous for focusing only on one industry and solving their problems much better?Roman: I see that this is kind of, as I said, on one hand we are generic platform, but we really focus on sales and marketing executive. Thats where the most of the customer interaction actually is. And at the same time, kind of the cloud based platform that is open and has APIs and so on . We actually let our customers to decide and take us where they want to take us.Martin: Ok, great.MARKET DEVELOPMENTMartin: If you look at the market in general, what is the perspective on the major trends happening right now in the cloud industry?Roman: The cloud industry, first of all, big players are really investing heavily. This city was full of Oracle in the last couple days and Oracle is saying well yes, its not only Google and AWS, its also Oracle, Microsoft is big in the cloud and so on. Its really kind of industry that is maturing very fast and its being kind of endorsed by major players. In five years, we will not see the traditional IT organization as we see today. Its going to all move to the cloud and the CIO will not stand for informational infrastructure, it will actually be innovation.Martin: OK. And do you also see some kind of external certification companies, lets say certifying security, or data related kind of concerns?Roman: Oh, its already happening, obvious ly, the security and privacy. We actually, big part of it we are kicking off of data privacy initiative. But there are many organizations that do it.Martin: OK, great.ADVICE TO ENTREPRENEURS FROM ROMAN STANEK During our interview tour in Silicon Valley, we talked with entrepreneur Roman Stanek about the business model of GoodData. Furthermore, Roman shares his learnings and advice for young entrepreneurs.The transcript of the interview is included below.INTRODUCTIONMartin: Hi, today we are in San Francisco and doing good with GoodData. Roman, who are you and what do you do?Roman: Im Roman Stanek, Im the founder and CEO of GoodData and we help companies to collect, store, organize, analyze, visualize and distribute data.Martin: Great.Martin: What did you do before you started this company?Roman: I started number of companies, multiple companies, all in hi-tech space. When Java was two months old I started company called Net Beans and its now part of Oracle. Then I moved on and started company called Systinet thats now part of HP and its one of the first cloud-based companies. AWS started, it was my first customer was AWS a long time ago.Martin: So you are totally into clouds?Roman: Totally the cloud follow ups, exactly, 11-12 years.Martin: Great. And how did you come up with the idea of GoodData?Roman: The GoodData idea is actually my initial idea 20-years ago when I started my career. I actually spent time in the database business, I worked for Sybase and seven years ago, when I started, I looked at what the next opportunity would be. I kind of came up with this idea of kind of data in the cloud and as a next big thing. And it was so early, the term big data was not coined then, and even the fact I was able to buy gooddata.com, data was not in fashion in 2007 when I actually started the company.BUSINESS MODEL OF GOODDATAMartin: And can you briefly describe how the business model works at GoodData?Roman: The business model is a SaaS model, so we dont Its a subscription based model. As I said, we help companies to manage their data and GoodData is an end-to-end platform. So, we do every single step from getting the data to getting the finished visualization and so for th and so on, and we charge monthly fee for it and thats kind of the most predictable and the most efficient way how companies can buy analytics these days.Martin: Ok. And are you focusing on a specific kind of function in a company, like marketing, sales, funds, whatever, or is it that you are a general platform for everything related to data?Roman: It is actually, on one hand Gooddata is generic platform, so it can be used by IT and different parts of organization. But if you look at whats happening at modern enterprise, only 5-7 years ago most of the data was created inside of the firewall, in some ERP function in some SAP and so on, and thats where most analytics used to be. Now, the analytics is all focused on external, the touch points with customers, how do we interact with our customers and prospects and partners on the web, on social and mobile and so on. So, most of the data is actually created outside of the firewall and thats why we analyze it in the cloud, and the next step would be, kind of the internet of things when 99% of data will be created outside of the firewall. Now we analyze the interactions of our customers data, in couple years we will be analyzing interactions with devices of our customers. And thats kind of the next evolution of big data.Martin: How did you acquire the first customers when you started out?Roman: How did we acquire customers Its interesting If you look at being entrepreneur, your first customer is almost like your VC. They almost get no benefit out of it, not even equity, and so the first customer needs to be somebody who really trusts you, who actually is so visionary that he wants to do better than just follow company. They want to help the whole industry, because its a lot of reward, working with a product thats half build, half backed, not ready, its actually a lot of work and even if you get it for free, its still difficult.Martin: How do you convince those guys?Roman: Again, its they need to be visionary, you d ont need to convince them, they almost need to convince you. The first customer needs to be who says Im looking for is to increase the competitiveness of my company. Im really into it. It really needs to be almost like a co-founder.Martin: Okay, great!CORPORATE STRATEGYMartin: Lets talk about corporate strategies. What do you think is the distinction between you and your competitors?Roman: What really makes us set apart is, first of all, we really have this vision for solving the problem completely. Most companies, if you ask them What do you do?, they say We do: how we do visualization or we do data cleansing, or some of the aspects of data measurement, and we essentially do the whole end-to-end from data to insights.Martin: Ok, great. If youre looking at your product strategy for the next 3-5 years, what are the areas you would like to dig into?Roman: The next 3-5 years its going to be a lot about the volume of data, internet of things, unstructured data, more and more data is now being introduced by the way we interact, the visual and social and so on. Its also going to be about being able to find insights automatically, machine learning and so on. And the last one is ability to benchmark data automatically. If I tell you that you can close a deal in 20 days, its valuable, but if I tell you that your competitors close deals in 10 days, you know that youre not doing well. So, being able to kind of put data in perspective is going to be more and more important.Martin: When you look at the marketplace, there are several big data startups who are just trying to solve one problem and one industry, like, for example, for the finance industry and banking etc., there are several startups. And youre trying to solve this kind of big data problem for lot of functions, for lot of industries. What is the reason behind doing that? Would it be more adventurous for focusing only on one industry and solving their problems much better?Roman: I see that this is kind of, as I said, on one hand we are generic platform, but we really focus on sales and marketing executive. Thats where the most of the customer interaction actually is. And at the same time, kind of the cloud based platform that is open and has APIs and so on. We actually let our customers to decide and take us where they want to take us.Martin: Ok, great.MARKET DEVELOPMENTMartin: If you look at the market in general, what is the perspective on the major trends happening right now in the cloud industry?Roman: The cloud industry, first of all, big players are really investing heavily. This city was full of Oracle in the last couple days and Oracle is saying well yes, its not only Google and AWS, its also Oracle, Microsoft is big in the cloud and so on. Its really kind of industry that is maturing very fast and its being kind of endorsed by major players. In five years, we will not see the traditional IT organization as we see today. Its going to all move to the cloud and the CIO will not stand for informational infrastructure, it will actually be innovation.Martin: OK. And do you also see some kind of external certification companies, lets say certifying security, or data related kind of concerns?Roman: Oh, its already happening, obviously, the security and privacy. We actually, big part of it we are kicking off of data privacy initiative. But there are many organizations that do it.Martin: OK, great.ADVICE TO ENTREPRENEURS FROM ROMAN STANEKMartin: You started several companies, Roman. What advice would you give your son if he would ask you Should I start a company and how should I do it?Roman: I would say, at the end of the day, being entrepreneur its, you have to really work hard, its all about being all-in in what you do and being extremely paranoid every time you have a good idea, you have to always assume that there will be 10 people who actually do the same. At the same time, you have to assume a lot of risk. Because you do something that nobody has done before you . So, its kind of that combination of being able to be all-in into an area or initiative that nobody believes in, thats kind of combination thats difficult for many people. Some people like to work hard, but they would not take the risk. Some people to take the risk but they are not willing to work hard. And you have to do both.Martin: What advice can you give somebody who says I want to start a company but I dont have an idea?Roman: Go and get a job and see where there are problems. That’s how many large companies started, by somebody saying I worked for this large company, I was kind of disappointed by this missing piece of the process so I clearly saw there is something missing and I went and automated it. I think thats the safest way how to start a company, its to actually spot a problem in somebodys payroll.Martin: And what other advice could you give your son?Roman: For my son, for my son its all about spend a little time in school, learning not only how to play at computers , but how to read and how to develop some critical thinking, how to be creative and so on. Because this century is going to be all about creativity and critical thinking, its going to be century when flexible and adventurous and creative people will actually win.Martin: Roman, thank you very much for your time.Roman: Excellent, thank you.Martin: And for you thinking about starting a company, next time you try to assess an idea, be critical about it. Thank you very much.

Tasks On Strategic Change Management - Free Essay Example

Sample details Pages: 15 Words: 4475 Downloads: 7 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? Harold (2008) opines that the matrix organization is an attempt to combine the advantages of the pure functional structure and the product organizational structure. This form is identically suited for the companies such as construction companies that are project-driven. In the matrix organizations the structure is different in which the project manager directly reports to the vice president and the general manager. Don’t waste time! Our writers will create an original "Tasks On Strategic Change Management" essay for you Create order The project manager is responsible for the whole process and decision making in the project and at the end or at any time the manager needs to report then the report goes directly towards the vice president and the general manager. In this model the decision making in the company is very fast and easy by the project manager. In this model each centre becomes the potential profit centre in which the project manger is the in-charge of the project and decision making. Green (2007) states there are some merits and demerits of the matrix organization. The advantages of the matrix organizations are these. The cost of the project is minimised in the matrix organizations and also there are less chances of the conflicts between the employees. There is the ideal balance in the time, cost and performance. There is also the sharing of authority and responsibilities and al last the stress is divided in the team so no one is over stressed and given over burden to do something alone. So the m atrix organizations are good in these aspects. There are also some demerits of the matrix organizations like this model is not suitable for all the organizations specially the small organizations. The whole responsibility of the success or failure comes to the manager nor anyone else because of the decision making done by the manager not by others. The team which leads the project takes the whole credit which is against the common appraisals and equality in the organization. TRANSFORMATIONAL LEADERSHIP MODEL: Timothy (2000) opines that transformational leadership style is the ideal style of the leadership which motivates and uplifts the morale of the employees to work with the commitment and eagerness to promote the growth of the organization. If the people or employees are less effective and used to be controlled by someone who does not have the commitment within themselves, in this situation, the leader with the transforming skills can encourage the employees and change the behaviours of the employees to work effectively and become more productive and good for the organization. This model helps to transform other in such a way that the organization gets the advantage from the employees in a maximum quantity. Transformational leadership is ideal but in the bureaucratic organizations which are according to Kehoe (2007) which states that the system is so long in the bureaucratic system that the information is sometimes distorted and employees blame the organization for any mishaps in the company and the unity is damaged all the time. There are some aspects in the transformational and bureaucratic organization which are just the opposite, so the simple answer is this that the transformational is more effective as compared to the bureaucratic in decision making. TASK 1.2: EVALUATE THE RELEVANCE OF MODELS OF STRATEGIC CHANGE TO ORGANIZATIONS IN THE CURRENT ECONOMY: The models for the change which are discussed in the above paragraphs are very effective and important. Leban (2008) opines that the in the matrix organizations the structure is different in which the project manager directly reports to the vice president and the general manager. The project manager is responsible for the whole process and decision making in the project and at the end or at any time the manager needs to report then the report goes directly towards the vice president and the general manager. In this model the decision making in the company is very fast and easy by the project manager. This model is good in terms of decision making because the project manager is the in-charge of the project and he is not asking anyone if the decision is urgent and for the betterment of the organization. In the matrix organizations the credit is all for the team leading the project. This is the demerit of the matrix organizational model. In the transformational leadership model the model says the flexibility in the organization. There are no rigid rules and regulations like the bureaucratic organizations; the environment is very delightful and good because of the good leadership who cares for the employees. Kotter and Cohen (2002) states that the system is so long in the bureaucratic system that the information is sometimes distorted and employees blame the organization for any mishaps in the company and the unity is damaged all the time. There are so many delays are also there in this system so the transformational model is the best and the need on the companies. TASK 1.3: ASSESS THE VALUE OF USING STRATEGIC INTERVENTION TECHNIQUES IN ORGANIZATIONS: SITUATIONAL THEORY AND CONTINGENCY THEORY: According to this theory, leaders everywhere behave in the certain manner and that manner always depends upon the situation of the time in the organization. Senior (2001) states there can be several situations in which there might be possible leadership behaviours but these behaviours depend on the situation of that particular time in the company in which the leader is working in. In this theory, Timothy (2000) states leaders follow the climate in the organization and take decisions according to the situation and the situation can be either internal or external which affects the organization in different ways. This theory is very important in current leadership because in the time of recession, the decisions have to be with the situation and not the decisions which were taken in good time are good in this situation. This is very close to the Contingency Theory which is the alternative of anything that comes against the productivity or the profit, the leadership takes continge ncy theory and work on this which is the option based theory as stated by James (2008) who opines that leadership must have the answer to every question arises in the growth and development of the organization. Tesco Plc is also the well known and respected organization in which the leadership is going for meeting the targets and the decisions are taken according to the situation and this is the profitable strategy in the organization. PARTICIPATIVE THEORY: The participative theory is very common and significant in the current leadership of the organizations. James (2008) states that the participative leadership and management style are open and flexible manner of management where employees have the prominent decision making role in the organization and the participation of the employees is considered as the asset of the organization. So this is very important factor in decision making of the organizational setup. This style is very much appreciated in progressing and growing organizations. Employees feel responsible and honoured by the leadership which boosts the morale of them in order to complete the tasks of the organization as Avolio (1999) described. This leadership style helps in the organization in decision making and when this style is applied, the team work and dignity of the employees come forth and they become more and more productive. Tesco plc is the organization that promotes the participative leadership theory in all departments and each and every sector of the branches of this giant. EXAMINE THE NEED FOR STRATEGIC CHANGE IN AN ORGANIZAITON: As Klenke (2004) states that change is the demand of the organizations for growth. It is very simple to understand that the organizations do not remain the same in all the conditions and situations and there can be the need to change sometimes the few and often the many dimensions of the organizations. In Tesco PLC it is very important to give more and more satisfaction to our customers regarding some discount on some items but through the help of new advertisements and new aspects of the organization like clubcard and etc. So now this card will help the customers to get the points on each purchase from our stores and after getting the specific points the customers will get the chance to have some sort of bonuses and rewards. For increasing our sales this system we are planning to implement as soon as possible. We had some sort of problems regarding the customers interest towards our sale of the specific items and the customers were moving to another retailer companies which is going against the profitability of the organization. So we as the best one the Europe has launched the Tesco clubcard to demonstrate the valuable step towards the good will of the organization. This is the main reason for the change in our organization named Tesco PLC. Secondly we want the best staff to deal with the customers for that we are planning to recruit new and fresh people to get inside the company according to the Harold (2008), theory y which says that this the people work with commitment and eagerness not just to earn money and kill the time, so we are doing our best to get those people in the company for good results and meet the objectives. TASK 2.2: ASSESS THE FACTORS THAT ARE DRIVING THE NEED FOR STRATEGIC CHANGE IN AN ORGANIZAITON: ECONOMICS: As the global recession is the worst and the whole world is suffering of this financial countdown everywhere. This factor drives the change in the organizations. The true management in terms of finance or economics is very necessary and there should not be any kind of weakness in the organization to deal with these matters. Otherwise, therefore there should be the perfect finance management and dealing with the economy to sustain in the todays economy. NEW MARKETS: Green (2007) opines the new markets and the production strategies are changing and advancing in terms of their struggle to overcome the recession time with great sustainability and profitability around the world. So new markets are the threats to the organizations and only the organizations which overcome and win the market would survive in this crucial time of history. TASK 2.3: ASSESS THE RESOURCE IMPLICATIONS OF THE ORGANIZATION NOT RESPONDING TO STRATEGIC CHANGE: As leadership and management deals with different issues in the companies, some of them are the most important because of their need and necessity in the organizations. Human resource is the vast department that organizes the major issues in the organizations. The first activity of the human resource is the Recruitment and Selection with their costs in the companies. Leban (2008) opines that the in the recruitment the duty of the HRM is in various sectors. Firstly, it publishes or advertises the need of the organization or the companies as the vacancy comes in them. This is also the duty of the HRM to contact with the recruitment agencies for the better selection of the candidates in the companies. After the ads the term comes when the candidates come to the recruitment section and the interviews take place, if somebody passes the interview then it is the chance for that candidate to go further and get the training to join the organization for the post he has applied or for t he post the admin believes that the person can perform well according to the capability of the candidate. This is the very important aspect of the companies. if the right people are not coming in the companies then it will be impossible to have more and more innovative ideas in the companies. From the very first stage to the ending stage the HR plays the significant role in bringing the right people in the companies. But by these processes the huge amount of time is wasted and the resources are also misused and the organization goes in the loss. This is one of the implications that do not respond to the change in the organizations. The next category is the Cost for Training Management. James (2008) states the training management is the favourable environment of the organization in which the organization gives the opportunity to enhance the capabilities of the employees. So the training of the employees is the responsibility of the HRM in the companies. In the trainings the emp loyees get the idea and knowledge to perform well in the organizations. Now trainings are very important but the costs that affect the financial structure of the organization is the one of the major problems in the organizations. So this is also the implication of the resource that do not respond to the change in the organization. TASK 3.1: DEVELOP SYSTEMS TO INVOLVE STAKEHOLDERS IN THE PLANNING OF CHANGE: SYSTEMS FOR CHNGE; TEAM DEVELOPMENT: Chance (2002) states that the team management system is recognised as the foremost integrated system of work-based, research-proven assessment and feedback instruments worldwide_ supporting individuals, teams and organizations to effect positive and lasting change and achieve higher performance in the workplace. Team management is the system to motivate the team to work hard and achieve the targets in a beautiful way. Team management is the commitment based eagerness to get the works done in the particular time period. The leaders in the team management do their best to motivate all the employees and try their best to improve the effectiveness in the employees and also the productivity of the employees to promote the organization. If the organization wants the employees to improve the skills for future then team development is the main factor that influences the skills of the employees to become more productive and effective for good results. Timothy (2000) opines that transf ormational leadership style is the ideal style of the leadership which motivates and uplifts the morale of the employees to work with the commitment and eagerness to promote the growth of the organization. If the people or employees are less effective and used to be controlled by someone who does not have the commitment within themselves, in this situation, the leader with the transforming skills can encourage the employees and change the behaviours of the employees to work effectively and become more productive and good for the organization. INFLUENCING SKILLS; Influencing skills are important in the development of the organizations and the leaders in the organization must have the influencing skills, organizations need the skill filled leaders to cope up with all the situations and tackle the problems. James (2008) opines that the influencing skills enable us to increase our credibility and helps to achieve and get more when working with other employees. As credibility is the key skill of the leaders which helps to achieve the goals and manage the task according to the preference of those. Besides this, managing the people is also the credibility of the leaders in this the leader encourages the employees and give them chance to feel good while working in the organizations. There it is also required to promote the collaboration and cooperation between the employees. Managing yourself, the purpose of managing yourself is this that if the leader is trained and skilled and had the good credibility among the employees then the environment will be very nice and the productivity will be increased. Timothy (2000) states there are many positive skills which influences the employees for more effective results. The leader should has the persuading qualities to convince the others for the good future goals and then to change the behaviour of the others so that they would love to work with you for the more productivity. There should be the agreeing targets, everyone in the organization should do good and there should be not any kind of conflict in the organization. The feedback must be given by the leaders to the employees so that they may learn how to accept the new things and become use to with the change. Coaching people is also an influencing skill that helps to tell the employees that there is no problem if there is any weakness but the desire to learn more and more must overcome the problems. If there are different opinions then there should be the quality in the leader to make unity in the employees and there mu st be the acceptance towards the new and best opinions. TASK 3.2: DEVELOP A CHANGE MANAGEMENT STRATEGY WITH STAKEHOLDERS: TRAININIG AND COACHING: The first learning style James (2008) states that the learning is the prominent and impressive way to develop from the trainings and the coaching. Training and coaching provide the scenario and the environment for the employees and the leaders to learn the desired skills and competencies. The companies that progress do arrange the trainings with the time to develop the skills in the employees. MENTORING: In the coaching, the experts share their excellent experience to the juniors to inspire and encourage the others for the good results in the companies. Klenke (2004) states the mentoring is the effective and suitable method of learning in the organizations and firms. In mentoring, the specialists in the companies impart their knowledge and first hand information to the people who learn in the mentoring classes. Mentoring get the employees filled with the personal and professional skills. TASK 3.3: EVALUATE THE SYSTEMS USED TO INVOLVE THE STAKEHOLDERS IN THE PLANNING OF CHANGE: Kotter and Cohen (2002) opine that the Team Development is a reliable and durable system of change which determines the foremost integrated system of the workplace. Everywhere in the organizations, the teams work is encouraged and appreciated but there should be the spirit of the team in the organizations to get the targets done and met the goals. This is the duty of the leader to train and develop the employees so that they may grow and become effective and perform their duties for the good will of the organizations. Green (2007) states team management system is recognised as the foremost integrated system of work-based, research-proven assessment and feedback instruments worldwide_ supporting individuals, teams and organizations to effect positive and lasting change and achieve higher performance in the workplace. Now the there must be the unity in the team to work hard to do the tasks in the better and flexible way. The leaders must promote and regulate the team developmen t to meet the goals of the organization. Senior (2001) opines that the Influencing Skills enable us to increases our credibility and helps to achieve and get more when working with other employees. As credibility is the key skill of the leaders which helps to achieve the goals and manage the task according to the preference of those. Besides this, managing the people is also the credibility of the leaders in this the leader encourages the employees and give them chance to feel good while working in the organizations. After the credibility, there are the skills which help you to influence others. There should be the agreeing targets, everyone in the organization should do good work and there should be not any kind of conflict in the organization. The feedback must be given by the leaders to the employees so that they may learn how to accept the new things and become use to with the change. Coaching people is also an influencing skill that helps to tell the employees that there is no problem if there is any weakness but the desire to learn more and more must overcome the problems. These skills and team development are necessary for the organizations and the management should work hard on promoting both of these. TASK 3.4: CREATE A STRATEGY FOR MANAGING RESISTANCE TO CHANGE: There can be several strategies to manage the resistance in the organizations during the implementation of the change. First of all this is very important to know what exactly the resistance is. James (2008) opines the resistance can be physical, emotional, official and ethical and even cultural and it just creates hurdles in bringing and practically implementing the change in the organizations. The most effective area that helps the management to deal with the problems relating to the resistance in the change is the training and the education. The first learning style Klenke (2004) states that the learning is the prominent and impressive way to develop from the trainings and the coaching. Training and coaching provide the scenario and the environment for the employees and the leaders to learn the desired skills and competencies. The companies that progress do arrange the trainings with the time to develop the skills in the employees. So this is very important for the organiz ations that they adapt this method to tackle this problem that comes in the way of implementing the change in the organizations. TASK 4.1: DEVELOP APPROPRIATE MODELS FOR CHANGE: KURT LEWINS CHANGE MANAGEMENT MODEL (UNFREEZE, TRANSITION AND REFREEZE): James (2008) opines that Kurt Lewin gave the change model which has three effective and important stages. The first stage is called the Unfreeze, the second is Transition and then the last one is Refreeze. In the first stage, the author tells about getting ready for the change. This is half of the success in change because if the employees and stakeholders are happy and ready to receive and accept the change then the most of the times it does not take too long to implement the change. This stage makes the people ready and is very important in order to get the desired position. The next stage is Transition which is actually the process and not just the event in the change. The transition is the inner movement of the theme of the change and the true introduction and implementation of the change. The second stage occurs when we make the changes that are needed in the organization to grow in all dimensions. Then the third and the last stage which is Freezing and the meaning of th is stage is the establishing stability once the changes are made and done according to the change. In this stage the change are accepted and implemented and the new relationship develops among the leadership and the stakeholders. ACTION RESEARCH (PRIMARY SOURCE) The research can be taken in different ways but some specific terms are used in the research to make it more authentic and reliable. Research itself is power packed formula for the companies to be taken into consideration and the other things are just the secondary. Two techniques are very common in terms of taking the effective research in the organizations. The first one is known as the Primary research technique which is very important in the process of the research. Chance (2002) states that the primary research technique is the one in which the data is taken directly from the customers or the market. The market is surveyed and then it comes to the authorities that something is not there then they try to make the things good and then satisfy the market with good results and products and customer services. Now there are different factors that are involved in this primary research technique. The primary research can be taken by the research in the field with the strong respons ibility and honesty because this is very sensitive matter for the organizations, if the companies fail to do the proper research the it can be taken into consideration that the company or more are more sincere with their business and then satisfaction is not the main purpose for that particular organizations. But the real purpose of the organizations to undertake the research in the companies is the more and more satisfaction of the customers and the best to put in the services so that the companies get the maximum results in the return. In the field research, some research takes in the interviews and some on the phones but both of these methods are reliable and authentic. Sometimes there are surveys which are taken online or by the physical appearance. ACTION RESEARCH (SECONDRY SOURCE) The one another research technique is the Secondary Research technique. This is also very reliable but not like the primary. Harold (2008) states that the secondary research method is the one in which the data is not taken directly from the market but the companies take the help from other scholars books and other materials to gather the related information required for the research in the plan for the better results. These kinds of results are very reliable and trusted. But the only thing to be considered is the fact and figures based on the reality. The research must be done transparently and very authentically. In the secondary research few factors are very important. The published texts and books, magazines related with the research are very common in the secondary research technique. Then media is also the very reliable resource of information while making the plan and doing the research in the organizations. From media there are different program in which the information i s given but the authenticity depends upon the institute which is giving the data to the viewers. Then the data can be taken from different research institutes that help the organizations to deal information and then make collective efforts to come to the conclusion and do the tasks within the time period and then come to the place where they can make solid rules and regulations for the success of the companies. Now the secondary research methods are very important in the process of the research program for the organizations. PLAN TO IMPLEMENT A MODEL FOR CHANGE: TRANSFORMATIONAL LEADERSHIP MODEL: In the transformational leadership model the model says the flexibility in the organization. There are no rigid rules and regulations like the bureaucratic organizations; the environment is very delightful and good because of the good leadership who cares for the employees. Kehoe (2007) states that the system is so long in the bureaucratic system that the information is sometimes distorted and employees blame the organization for any mishaps in the company and the unity is damaged all the time. There are so many delays are also there in this system so the transformational model is the best and the need on the companies. Tesco PLC is focused on giving quality services to the customers and the proof is the great response from the market in every branch or store or this mighty giant and the third largest food retailer in the world. Transformational model is the need and very important for the constant success in the companies in order to grow in all dimensions. TEXT BOOKS REFERENCES: Chance, P. (2002). Educational Leadership and Organizational Behaviour, 1st Edition. NY. Eye on Education INC. Green, M. (2007). Change Management Masterclass. London. Kogan Page. Harold, D. (2008). Change the Way You Lead. 2nd Edition. Stanford. Stanford Business Books. James, G. (2008). Business Research Leadership. 1st Edition. Virginia. Darden Graduate School of business Administration. Kehoe, D. (2007). Leading and Managing Change. 4th Edition. London. McGraw Hill. Klenke, K. (2004). Women and Leadership. A Contextual Perspective, 1st Edition, NY, Springer Publishing Company Inc Kotter, J. and Cohen, D. S. (2002). The Heart of Change, London. Harvard Business School Press. Leban, B. (2008). Managing Organizational Change. London. John Wiley and Son. Senior, B. (2001). Organizational Change. Oxford. FT Prentice Hall. Timothy, A. (2000). Journal of Applied Psychology. vol. 85. USA. McGraw Hill.

Cell Phones And Its Effects On Individuals - 860 Words

Traditional broadcast media primarily exist to communicate with the masses, today however, newer devices and technologies allow for personalization of messages (2011, p.269). Some of these devices or technologies include cell phones, social network sites, and Wi-Fi which remain beneficial to many but they too have drawbacks. Medoff and Kaye note, since cell phones made their way to the consumer market, they have had a huge impact on individuals (2011, p.270). The cell phone has made communication easier and accessible from just about anywhere. No longer are individuals restricted to cords, local calls, and memory. Prior to cell phones, communication was sometimes inconvenient. Cords kept you in place so multitasking was difficult. Local calls were primarily used as long distance calls were quite expensive all too often keeping family and friends communicating for short times or not at all. Then there is memory. Personal phone books, human memory, and company distributed phone books are no longer required. These are all great advantages, however if one misplaces or misuses their cellular phone there will be problems. An example of misuse, texting while driving. Medoff and Kaye indicate there is common practice of using a cell phone while driving that brings up safety issues (2011, p.270). This is a danger ous practice that may result in major consequences. Additionally, your personal information may be compromised since a cell phone works much like a minicomputer allowing forShow MoreRelatedCell Phones And Its Effects On Individual, Families, And Society2787 Words   |  12 PagesAbstract: Cell phones use has become the norm of the day with almost everyone having the ability to access a mobile phone. The cell phones pose great danger to the users as well as the society in general. 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The Crystal Shard 16. Shallow Graves Free Essays

When Wulfgar awakened just before midday, rested from his long night’s work, he was surprised to see Drizzt already up and about, busily preparing a pack for a long hike. â€Å"Today we start a different type of lesson,† Drizzt explained to the barbarian. â€Å"We’ll set out right after you’ve had something to eat. We will write a custom essay sample on The Crystal Shard 16. Shallow Graves or any similar topic only for you Order Now † â€Å"To where?† â€Å"First, the dwarven mines,† replied Drizzt. â€Å"Bruenor will want to see you so he might measure your progress for himself.† He smiled at the big man. â€Å"He shan’t be disappointed!† Wulfgar smiled, confident that his new-found prowess with the hammer would impress even the grumpy dwarf. â€Å"And then?† â€Å"To Termalaine, on the banks of Maer Dualdon. I have a friend there. One of my few,† he added quickly with a wink, drawing a smile from Wulfgar. â€Å"A man named Agorwal. I want you to meet some of the people of Ten-Towns so that you might better judge them.† â€Å"What have I to judge?† Wulfgar asked angrily. The drow’s dark and knowing eyes bore into him. Wulfgar clearly understood what Drizzt had in mind. The dark elf was trying to personalize the people the barbarians had declared enemies, to show Wulfgar the everyday existence of the men, women, and children who might have been victims of his own heavy pole if the fight on the slopes had turned out differently. Fearless in any battle, Wulfgar was truly frightened of facing those people. Already the young barbarian had begun to question the virtues of his warlike people; the innocent faces he would encounter in the town his people had casually marked for burning could well complete the destruction of the foundations of his entire world. The two companions set out a short time later, retracing their steps around the eastern trails of Kelvin’s Cairn. A dusty wind was blowing in steadily from the east, assaulting them with fine grains of stinging sand as they crossed the exposed face of the mountain. Though the glaring sun was especially draining on Drizzt, he kept a strong pace and did not stop for rest. In the late afternoon, when they finally rounded a southern spur, they were exhausted but in good spirits. â€Å"In the shelter of the mines, I had forgotton how cruel the tundra wind could be!† laughed Wulfgar. â€Å"We’ll have some protection below the rim of the valley,† said Drizzt. He patted the empty waterskin at his side. â€Å"Come, I know where we might refill these before we continue.† He led Wulfgar westward, below the southern slopes of the mountain. The drow knew of an icy stream a short distance away, its waters fed from the snow melt atop Kelvin’s Cairn. The brook sang merrily as it danced across the stones. Nearby birds cackled and cawed at the approach of the companions, and a lynx slipped silently away. Everything appeared as it should, but from the moment they arrived on the large, flat rock that was commonly used by travelers as a campsite, Drizzt sensed that something was terribly wrong. Moving in tentatively, he searched for some tangible sign that would confirm his growing suspicions. Wulfgar, though, dove belly-down onto the stone and dunked his sweat – and dust-streaked face eagerly into the cold water. When he pulled it back out, the luster had returned to his eyes, as if the icy water had given him back his vitality. But then the barbarian noticed crimson stains on the rock and followed their gory trail to the hairy piece of skin that had gotten caught on the sharp tip of a stone just above the rushing stream. Both skilled trackers, the ranger and barbarian had little difficulty in ascertaining that a battle had recently been fought on this spot. They recognized the coarse hair on the patch of skin as a piece of beard, which of course led them to think of the dwarves. They found three sets of giant-size footsteps nearby. Following a tangent line of tracks that stretched southward a short distance to a sandy patch of ground, they soon found the shallow graves. â€Å"Not Bruenor,† Drizzt said grimly, examining the two corpses. â€Å"Younger dwarves – Bundo, son of Fellhammer, and Dourgas, son of Argo Grimblade, I believe.† â€Å"We should make all haste to the mines,† Wulfgar suggested. â€Å"Soon,† replied the drow. â€Å"We still have much to learn about what happened here, and tonight may be our only chance. Were these giants simply passing rogues, or are they lairing in the area? And are there more of the foul beasts?† â€Å"Bruenor should be told,† Wulfgar argued. â€Å"And so he will,† said Drizzt. â€Å"But if these three are still nearby, as I believe they are since they took the time to bury their kill, they might well return for some more sport when night falls.† He directed Wulfgar’s gaze to the west, where the sky had already begun to take on the pink shades of twilight. â€Å"Are you ready for a fight, barbarian?† With a determined grunt, Wulfgar brought Aegis-fang down from his shoulder and slapped the adamantite handle across his free hand. â€Å"We shall see who finds sport this night.† They moved behind the secrecy of a rocky bluff south of the flat stone and waited as the sun passed below the horizon and the dark shadows deepened into evening. It wasn’t very long a wait, for the same verbeeg that had killed the dwarves the night before were again the first out of the lair, anxious to seek fresh victims. Soon the patrol came crashing over the mountain slopes and onto the flat rock beside the stream. Wulfgar immediately moved to charge, but Drizzt stayed him before he gave their position away. The drow had every intention of killing these giants, but he wanted to see if he could learn anything about why they were here first. â€Å"Drats an’ dingers,† grumbled one of the giants. â€Å"Not a dwarf to be found!† â€Å"Rotten luck, it is,† groaned another. â€Å"An’ our last night out, too,† The creature’s companions looked at it curiously. â€Å"The other group’s cumin’ in tomorrow,† the verbeeg explained. â€Å"Our numbers’ll double, an’ stinkin’ ogres an’ orcs to boot, an’ the boss ain’t to let us out ’til everthin’s calmed again.† â€Å"A score more in that stinkin’ hole,† complained one of the others. â€Å"Rightly t’send us flippin’!† â€Å"Let’s be movin’, then,† said the third. â€Å"No huntin’ ‘ere an’ no night fer wastin’.† The two adventurers behind the bluff tensed reflexively when the giants spoke of leaving. â€Å"If we can get to that rock,† Wulfgar reasoned, unknowingly pointing to the same boulder that the giants had used for their ambush the night before, â€Å"we’ll have them before they even realize we’re here!† He turned anxiously to Drizzt but backed off immediately when he saw the drow. The lavender eyes burned with a luster that Wulfgar had never witnessed before. â€Å"There are only three of them,† said Drizzt, his voice holding a fragile edge of calm that threatened to explode at any moment. â€Å"We need no surprise.† Wulfgar didn’t quite know how to take this unexpected change in the dark elf. â€Å"You taught me to seek every advantage,† he said cautiously. â€Å"In battle, yes,† answered Drizzt. â€Å"This is vengeance. Let the giants see us, let them feel the terror of impending doom!† The scimitars suddenly appeared in his slender hands as he walked out around the bluff, his steady stride unnervingly holding the unswerving promise of death. One of the giants yelled out in surprise, and they all froze in their tracks when they saw the drow step out before them. Apprehensive and confused, they formed a defensive line across the flat rock. The verbeeg had heard legends of the drow, even some where the dark elves had joined forces with giants, but the sudden appearance of Drizzt caught them totally by surprise. Drizzt enjoyed their nervous twitchings, and he held back to savor the moment. â€Å"What are ye fer, then?† one of the giants asked cautiously. â€Å"A friend of dwarves,† Drizzt replied with a wicked laugh. Wulfgar leaped out beside him as the largest of the giants charged without hesitation. But Drizzt stopped him cold. The drow pointed one his scimitars at the advancing giant and stated with deathly calm, â€Å"You are dead.† At once, the verbeeg was limned by purplish flames. It yelled in terror and retreated a step, but Drizzt stalked it methodically. An overwhelming impulse came over Wulfgar to throw the warhammer, as though Aegis-fang was exerting a will of its own. The weapon whistled through the night air and exploded into the giant standing in the middle, hurling its broken body into the swollen stream. Wulfgar was truly awe-stricken with the power and deadliness of the throw, but he worried about how effectively he could fight off the third giant with a small dagger, the only weapon he had left. The giant recognized the advantage as well and charged wildly. Wulfgar went for the dagger. But instead he found Aegis-fang magically returned to his grasp. He had no idea of this special power Bruenor had imbued upon the weapon, and he had no time now to pause and ponder. Terrified, but having nowhere to run, the largest giant attacked Drizzt with abandon, giving the elf even more of an advantage. The monster lifted its heavy club high, the movement exaggerated by rage, and Drizzt quickly poked his pointed blades through the leather tunic and into the exposed belly. With only a slight hesitation, the giant continued its mighty swing, but the agile drow still had ample time to dodge the blow. And as the swing threw the lumbering giant off-balance, Drizzt jabbed two more tiny holes into its shoulder and neck. â€Å"Are you watching, boy?† the drow called gaily to Wulfgar. â€Å"It fights like one of your kind.† Wulfgar was heavily engaged with the remaining giant, easily maneuvering Aegis-fang to deflect the monster’s powerful blows, but he was able to catch glimpses of the battle to his side. The scene painted a grim reminder of the value of what Drizzt had taught him, for the drow was toying with the verbeeg, using its uncontrolled rage against it. Again and again, the monster reared for a killing blow, and each time Drizzt was quick to strike and dance away. Verbeeg blood flowed freely from a dozen wounds, and Wulfgar knew that Drizzt could finish the job at any time. But he was amazed that the dark elf was enjoying the tormenting game he played. Wulfgar hadn’t yet struck a solid blow on his opponent, biding his time, as Drizzt had taught him, until the enraged verbeeg wore itself out. Already the barbarian could see that the giant’s blows were coming with less frequency and vigor. Finally, lathered in sweat and breathing heavily, the verbeeg slipped up and dropped its guard. Aegis-fang pounded home once, and then again, and the giant toppled in a lump. The verbeeg fighting Drizzt was down on one knee now, the drow having deftly sliced out one of its hamstrings. When Drizzt saw the second giant fall before Wulfgar, he decided to end the game. The giant took one more futile swing, and Drizzt waded in behind the flow of the weapon, jabbing with one scimitar and this time following the cruel point with his full weight. The blade slipped through the giant’s neck and upward into its brain. * * * Later, one question pressed upon Drizzt as he and Wulfgar, resting on one knee, considered the results of their handiwork. â€Å"The hammer?† he asked simply. Wulfgar looked down at Aegis-fang and shrugged. â€Å"I do not know,† he answered honestly. â€Å"It returned to my hand by its own magic!† Drizzt smiled to himself. He knew. How wondrous the crafting of Bruenor, he thought. And how deeply the dwarf must care for the boy to have given him such a gift! â€Å"A score of verbeeg coming,† groaned Wulfgar. â€Å"And another twenty already here,† added Drizzt. â€Å"Go straight away to Bruenor,† he instructed. â€Å"These three just came from the lair; I shouldn’t have much trouble backtracking and finding out where the rest of them are.† Wulfgar nodded his assent, though he looked upon Drizzt with concern. The uncharacteristic smolder he had seen in the drow’s eyes before they attacked the verbeeg had unnerved the barbarian. He wasn’t quite sure just how daring the dark elf might be. â€Å"What do you mean to do when you find the lair?† Drizzt said nothing but smiled wryly, adding to the barbarian’s apprehension. Finally he eased his friend’s worries. â€Å"Meet me back at this spot in the morning. I assure you that I shan’t begin the fun without you!† â€Å"I shall return before the first light of dawn,† Wulfgar replied grimly. He spun on his heel and disappeared into the darkness, making his way as fast as he could under starlight. Drizzt, too, started away, tracing the trail of the three giants westward across the face of Kelvin’s Cairn. Eventually, he heard the baritone voices of giants, and shortly thereafter he saw the hastily constructed wooden doors that marked their lair, cunningly concealed behind some brush halfway up a rocky foothill. Drizzt waited patiently and soon saw a second patrol of three giants emerge from the lair: And later on, when they returned, a third group came out. The drow was trying to discern if any alarms had gone up due to the absence of the first patrol. But verbeeg were almost always unruly and undependable, and Drizzt was reassured from the small snatches of conversation he was able to hear that the giants assumed their missing companions had either gotten lost or simply deserted. When the drow slipped away a few hours later to set his next plans, he was confident that he still had the element of surprise working for him. * * * Wulfgar ran all through the night. He delivered his message to Bruenor and started back to the north without waiting for the clan to be roused. His great strides took him to the flat rock more than an hour before the first light, even before Drizzt had returned from the lair. He went back behind the bluff to wait, his concern for the drow growing with every passing second. Finally, able to stand the suspense no longer, he sought out the trail of the verbeeg and started tracking it toward the lair, determined to discover what was happening. He hadn’t gone twenty feet when a hand cuffed him on the back of the head. Reflexively he spun to meet his attacker, but his astonishment turned to joy when he saw Drizzt standing before him. Drizzt had returned to the rock shortly after Wulfgar but had remained hidden, watching the barbarian to see if the impulsive young warrior would trust in their pact or decide to take matters into his own hands. â€Å"Never doubt an appointed rendezvous until its hour has passed,† the drow scolded sternly, touched as he was by the barbarian’s concern for his well-being. Any response that might have been coming from Wulfgar was cut short, for suddenly the two companions heard a gruff shout from a familiar voice. â€Å"Get me a pig-squealin’ giant to kill!† Bruenor called from the flat stone by the stream behind them. Enraged dwarves can roll along at an incredible speed. In less than an hour, Bruenor’s clan had assembled and started after the barbarian, nearly matching his frantic pace. â€Å"Well met,† Drizzt called as he moved to join the dwarf. He found Bruenor eyeing the three dead verbeeg with grim satisfaction. Fifty iron-visaged, battle-ready dwarves, more than half the clan, stood around their leader. â€Å"Elf,† Bruenor greeted with his customary consideration. â€Å"A lair, is it?† Drizzt nodded. â€Å"A mile to the west, but let that be not your first concern. The giants there are not going anywhere, but they are expecting guests this very day. â€Å"The boy told me,† said Bruenor. â€Å"A score of reinforcements.† He swung his axe casually. â€Å"Somehow I get the feelin’ they’re not goin’ t’ make the lair! Any notion o’ where they’re to be cumin’ in?† â€Å"North and east is the only way.† Drizzt reasoned. â€Å"Somewhere down Icewind Pass, around the north of Lac Dinneshere. Your people will greet them, then?† â€Å"Of course,† replied Bruenor. â€Å"They’ll be passin’ Daledrop for certain.† A twinkle edged his eye. â€Å"What do ye mean to do?† he asked Drizzt. â€Å"An what o’ the boy?† â€Å"The boy remains with me,† Drizzt insisted. â€Å"He needs rest. We’ll watch over the lair.† The eager gleam in Drizzt’s eye gave Bruenor the impression that the drow had more in mind than watching. â€Å"Crazy elf,† he said under his breath. â€Å"Probably’ll take on the whole lot of ’em by himself!† He looked around curiously again at the dead giants. â€Å"And win!† Then Bruenor studied the two adventurers, trying to match their weapons with the types of wounds on the verbeeg. â€Å"The boy felled two,† Drizzt replied to the dwarf’s unspoken question. A hint of a rare smile found its way onto Bruenor’s face. â€Å"Two to yer one, eh? Yer slippin’, elf.† â€Å"Nonsense,† Drizzt retorted. â€Å"I recognized that he needed the practice!† Bruenor shook his head, surprised by the extent of the pride he felt toward Wulfgar, though of course he wasn’t about to tell the boy and swell his head. â€Å"Yer slippin’!† he called again as he moved up to the head of the clan. The dwarves took up a rhythmic chanting, an ancient tune that had once echoed off the silvery halls of their lost homeland. Bruenor looked back at his two adventurous friends and honestly wondered what would be left of the giant lair by the time he and his fellow dwarves returned. How to cite The Crystal Shard 16. Shallow Graves, Essay examples

Violent Non

Admittedly, the major reason for the development of violent non-state agents (VNSA) is weakening of state power (Singer 2001-2002). These agents can operate on territories which are not controlled by a state. Therefore, the term â€Å"non-state† can become inappropriate since VNSA operate on areas where state is not represented by any force.Advertising We will write a custom essay sample on Violent Non-State Actors specifically for you for only $16.05 $11/page Learn More However, nowadays many states (and the United States is among them) have to face the necessity to resist VNSAs. The development of technology and globalization contributed greatly to the spread of VNSAs. There are many types of such agents, and some of them have gained considerable power nowadays. Williams points out several major types of VNSAs which can be dangerous for the state power. Thus, the first type of VNSAs to be considered is warlords, charismatic leaders who usually h ave military background, and who oppose some policies of a state (Williams 2008, 9-15). Another type of VNSA is militia, a military formation which operates in a state where state power is weak. Another type of VNSA singled out by Williams is paramilitary force. These forces usually originate from state military formations or even established by the government. In this way, some states try to acquire cheaper military force. It is necessary to note that the existence of this type of VNSA also raises a question about the appropriateness of the term â€Å"non-state† since the state forms the violent agent, apart from (or even instead) of conventional state military force. Another type of VNSA is insurgencies, military formations which try to overthrow the government. Terrorist organizations are now the VNSAs which attract much attention at present. These agents are usually a threat for countries where state power is properly established, e.g. the USA. Finally, one more type of V NSAs, which are dangerous for a weaken state, are criminal organizations and youth gangs. Of course, these VNSAs jeopardized order in any country (on every level), but if the state power is well established such agents are usually neutralized.Advertising Looking for essay on government? Let's see if we can help you! Get your first paper with 15% OFF Learn More As has been mentioned earlier globalization, technology development and media are playing crucial role in VNSAs empowering. Thus, Kramer et al. claim that the development of electronics and information systems has put the problem of VNSAs on global scale (Kramer et al. 2009, 4). At present such agents can easily interact with other agents: buy and sell armament, join military groups in different countries, provide technological, financial and other help to each other in order to reach certain aims (Singer 2001-2002). Basically, VNSAs have entered global market place which enables them to compete more successfully with state power. As far as empowerment of VNSAs, especially when it deals with terroristic groups, it is necessary to emphasize that media â€Å"play an integral part† in the process (Zanini and Edwards 2001, 42). For instance, terroristic acts are aimed at attracting attention and news media help them to achieve their goals in quite an easy way. In fact, the power of media is already acknowledged by VNSAs and many such groups have their own radio stations and television. Thus, nowadays the struggle between states and VNSAs has shifted on another level. First, governments invest into the development of technology and information system to defeat VNSAs. This enables states to prevent violent acts, rather than try to overcome their aftermaths. Admittedly, preventive tactics is very successful, though not all acts can be prevented nowadays (Jenkins 2010, 13). However, the development of technology and enactment of new more effective legislation can become a good background for successful struggle against VNSAs. Reference List Jenkins, Brian Michael. 2010. Would-Be Warriors: Incidents of Jihadist Terrorist Radicalization in the United States since September 11, 2001. Santa Monica: RAND Corporation.Advertising We will write a custom essay sample on Violent Non-State Actors specifically for you for only $16.05 $11/page Learn More Kramer, Franklin D., Stuart H. Starr, and Larry K. Wentz, Eds. 2009. Cyberpower and National Security. Washington, DC: National Defense University Press. Singer, Peter W. 2001-2002. â€Å"Corporate Warriors: The Rise and Ramifications of the Privatized Military Industry†. Brookings.  https://www.brookings.edu/articles/corporate-warriors-the-rise-and-ramifications-of-the-privatized-military-industry/ . Williams, Phil. 2008. Violent Non-State Actors and National and International Security. International Relations and Security Network (ISN). Zurich: Swiss Federal Institute of Technology. Zanini, Michelle, and Sean J.A. Edwards. 2001. â€Å"The Networking of Terror in the Information Age.† In Networks and Netwars: The Future of Terror, Crime and Militancy, ed. Jon Arquilla and David Ronfeldt, 29-60. Santa Monica: RAND Corporation. This essay on Violent Non-State Actors was written and submitted by user Carl Nielsen to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.