Reaction Paper: Philippine Bureaucratic Capacity for Effective Government and Development by Prof. Hilton J. Aguja

This paper will focus on the validity of the claim (of the research paper) that economic growth and development lies on how strong their state is and their bureaucratic capacity for effective governance. I consider it as valid. In fact, when we look at it, the strength of the state will also depend with the bureaucratic capacity that a particular government has. For instance, when the composition of government offices is filled with incapable or weak civil servants, eventually the facade of the government as a whole will not be good to look at. Moreover, it was clearly defined in the research paper on how bureaucracy should be. This refers to the criteria to have an ideal type of bureaucracy. The first criterion is that bureaucracy should be a clearly defined division of labor. There must be a demarcation line in performing different tasks of the government. In the national government, the task of legislating laws must be isolated merely in the legislative body, the task of executing the laws must be exclusively given to the executive body concomitant with the bureaucratic agency and the task of adjudicating or interpreting the laws must be handled only by the judicial body. However, it is important to take note that albeit the existence of the division of labor, each civil servants belonging to different tasks must value the coherency in achieving the goal of the government as a whole. Second criterion focuses on the impersonal authority structure. It means that the structure of government positions must be characterize not on the basis of personal choice but on the basis of how positions are defined and structured by the existing laws that a particular state have. The third one talks about the existence of the hierarchy of offices. Because of the division of labor and impersonal authority structure, their must be an arrangement of offices in a top-to-bottom scheme. The hierarchy of offices is quiet important because it shows the outlook of authority- who is more powerful and who is more authorized in a particular task in respect to the provisions provided. Dependence on formal rules is the fourth criterion. Civil servants perform their specific task not because of the dictates of other individuals inside or outside the borderline of the government but because of the rules prescribed by the existing laws. Next criterion is the employment based on merit. The employment of civil servants must be in line with the principle of meritocracy. Employees must employ applicant in a specific job on the basis of merits, knowledge in the job that the applicant applied for and the applicant’s capability to perform that particular job. According to Presidential Decree No. 07 (supra. ), â€Å"graduation with honors earned under the competitive atmosphere of the academic community is as good as a qualifying mark in a competitive examination to determine merit and excellence for public employment. † The rationale behind this principle is to make sure that the government is filled with the best talents and are capable in doing their specific tasks effectively and efficiently. The sixth criter ion is the availability of a career. It means that careers in government must be open or available for applicants to the great extent as possible. Availability of positions or careers in government must be open to everyone who aspires to, as long as they fit in the requirements provided. It is under the premise that the more applicants, the grater chance of having the most qualified or the best among the bests for a particular position. Distinct separation of members’ organizational and personal lives is the last criterion. There must be a demarcation line between the interests as civil servants and the personal interests. Because civil servants must imply to the constituents that public office is really for public trust. Now is the high-time to ask ourselves: what is the bureaucracy then in the Philippine setup? I concede in the claim, and I think it is valid, that when we draw the line of the bureaucratic capacity that the Philippines have vis-a-vis the feasibility of the state in performing its functionality in the economic, political and administrative sphere, we really can’t draw the line, or even if we can, not a straight one for sure. Our bureaucracy is clearly defined not with the ideal criteria of bureaucracy but with the colonial mentality or experiences (in the past) and the circumstances i. e low payment for civil servants and appointment based on patrimonialism (in the present). In fairness to the government we have, especially the former administration of P. GMA, the ideal bureaucracy of government still exist however the unwanted bureaucracy outweighed it. In the level of appointment, in status quo, we appoint or employ individuals not on his/her merits or capability but usually on the basis of personal attitude towards the applicant, personal considerations, personal connections, favors and what not. Not to mention that because of colonial influences that results to colonial mentality, most of the politicians, if not all, practice the political culture of corruption. Because of that, it sends a message that public office is not really for public trust but for private gain. Moreover, civil servants received low payment compared to civil servants in other East Asian countries and laborer in private institutions. That’s the reason why more and more people opted to work outside the Philippine border or they opted to work in private institutions. I don’t think that the employment based on patrimonialism, unethical behaviour of civil servants that eventually will result to mistrust, the low payment for civil servants and what not makes the economy of the country better and fully developed. Their must be a shift of paradigm and we must start it now.

Ethics Paper

Ethics Paper MGT/498 Professor: The primary purpose of ethics and social responsibility is imperative to the way we do business and live amongst society. Ethics most commonly know as the rights and wrongs are principles and standards that establish what is know as acceptable conduct within an organization. Organizations have moral and legal duties to implement ethics when developing a strategic plan while considering stakeholders and consumers, they do not want to be lied to or cheated into buying a false product.Unethical companies will use aggressive sales tactics and mischievous ways, of doing usiness to sell, promote and profit from vulnerable consumers. Unethical organizations believe in these tactics not realizing that ethical and honest companies tend to be more profitable, reputable and operate amongst less stress from employees to managerial position. Social responsibilities are Just as important as ethics but pertain to a greater scale; it's an organizations obligation to m ake a positive impact rather than a negative one on society and the environment.An example of a company that overstepped ethical and social responsibility boundaries s the oil and gas company BP p. l. c. In 2010, a massive oil spill broke out in the Gulf of Mexico that was caused by oil drilling conducted by this Company and its key contractors. This oil spill caused the death of eleven individuals and cost the company and its partners tens of billions of dollars in order to contain a blowout of the well, mitigate the damages caused and compensate all the individuals and businesses impacted by the spill. The Telegraph). As a result of this oil spill, the US Government established an Oil Spill Commission hich was put in place to investigate the reasons for this disaster. The report concluded that a number of separate factors contributed to the spill which included oversights and outright mistakes from BP and its contractors, Halliburton and Transocean, however that the underlying rea son was a failure from management (National Commission).Management, in an effort to minimize the loss of returns, made concessions for a series of cost-cutting measures that included the quality of the materials used, short cuts in testing processes and the reliance on fewer esources which ultimately contributed to the oil spill. The Commission also concluded that the overall industry nad deficiencies in its internal controls; decision making protocols, training and corporate culture.As a result, the short falls in this disaster were a combination of oversights and negligence from multiple parties thus extending the ethical and social responsibility among internal and external stakeholders (National Commission). As part of the remedy process for the disaster, BP was required to take actions to urther enhance the safety of its drilling operations in the Gulf of Mexico.These actions included improved risk management processes such as auditing and verification from third-parties, impro ved training for its employees, and the implementation of more efficient and safer equipment for well drilling (BP, Investigations and Legal Proceedings). Additionally, the company's sustainability report for 2012 includes a letter from the Group's Chief Executive which states that the Organization's strategy going forward is to create value for its shareholders and upply energy throughout the globe in a safe and responsible manner.The statement goes on to use other key phrases such as becoming a safety leader in the industry, a responsible corporate citizen and a good employer. The strategy also emphasizes the need to enhance safety and risk management and earn back the trust and value of the Organization (BP, Sustainability Review 2012). All indications are that the Company's behavior pre oil spill was irresponsible and negligent and was potentially driven primarily by a focus to provide strong returns on heir investments while compromising the integrity and internal controls of t he operations.Post oil spill, the Company has had to learn from the consequences of a very costly disaster in order to stay in business and thrive. The Organization appears to understand now the need for effective communication, transparency and detailed due-diligence in all their efforts. In collusion ethics and social responsibilities' within an organization take on an imperative role to the success of a corporation or company. Society must also be ware and educate themselves from scams, aggressive business tactics and do their part to prevent these unethical organizations from preying on vulnerable consumers. Ethics Paper Ethics Paper MGT/498 Professor: The primary purpose of ethics and social responsibility is imperative to the way we do business and live amongst society. Ethics most commonly know as the rights and wrongs are principles and standards that establish what is know as acceptable conduct within an organization. Organizations have moral and legal duties to implement ethics when developing a strategic plan while considering stakeholders and consumers, they do not want to be lied to or cheated into buying a false product.Unethical companies will use aggressive sales tactics and mischievous ways, of doing usiness to sell, promote and profit from vulnerable consumers. Unethical organizations believe in these tactics not realizing that ethical and honest companies tend to be more profitable, reputable and operate amongst less stress from employees to managerial position. Social responsibilities are Just as important as ethics but pertain to a greater scale; it's an organizations obligation to m ake a positive impact rather than a negative one on society and the environment.An example of a company that overstepped ethical and social responsibility boundaries s the oil and gas company BP p. l. c. In 2010, a massive oil spill broke out in the Gulf of Mexico that was caused by oil drilling conducted by this Company and its key contractors. This oil spill caused the death of eleven individuals and cost the company and its partners tens of billions of dollars in order to contain a blowout of the well, mitigate the damages caused and compensate all the individuals and businesses impacted by the spill. The Telegraph). As a result of this oil spill, the US Government established an Oil Spill Commission hich was put in place to investigate the reasons for this disaster. The report concluded that a number of separate factors contributed to the spill which included oversights and outright mistakes from BP and its contractors, Halliburton and Transocean, however that the underlying rea son was a failure from management (National Commission).Management, in an effort to minimize the loss of returns, made concessions for a series of cost-cutting measures that included the quality of the materials used, short cuts in testing processes and the reliance on fewer esources which ultimately contributed to the oil spill. The Commission also concluded that the overall industry nad deficiencies in its internal controls; decision making protocols, training and corporate culture.As a result, the short falls in this disaster were a combination of oversights and negligence from multiple parties thus extending the ethical and social responsibility among internal and external stakeholders (National Commission). As part of the remedy process for the disaster, BP was required to take actions to urther enhance the safety of its drilling operations in the Gulf of Mexico.These actions included improved risk management processes such as auditing and verification from third-parties, impro ved training for its employees, and the implementation of more efficient and safer equipment for well drilling (BP, Investigations and Legal Proceedings). Additionally, the company's sustainability report for 2012 includes a letter from the Group's Chief Executive which states that the Organization's strategy going forward is to create value for its shareholders and upply energy throughout the globe in a safe and responsible manner.The statement goes on to use other key phrases such as becoming a safety leader in the industry, a responsible corporate citizen and a good employer. The strategy also emphasizes the need to enhance safety and risk management and earn back the trust and value of the Organization (BP, Sustainability Review 2012). All indications are that the Company's behavior pre oil spill was irresponsible and negligent and was potentially driven primarily by a focus to provide strong returns on heir investments while compromising the integrity and internal controls of t he operations.Post oil spill, the Company has had to learn from the consequences of a very costly disaster in order to stay in business and thrive. The Organization appears to understand now the need for effective communication, transparency and detailed due-diligence in all their efforts. In collusion ethics and social responsibilities' within an organization take on an imperative role to the success of a corporation or company. Society must also be ware and educate themselves from scams, aggressive business tactics and do their part to prevent these unethical organizations from preying on vulnerable consumers. Ethics Paper Ethics Paper MGT/498 Professor: The primary purpose of ethics and social responsibility is imperative to the way we do business and live amongst society. Ethics most commonly know as the rights and wrongs are principles and standards that establish what is know as acceptable conduct within an organization. Organizations have moral and legal duties to implement ethics when developing a strategic plan while considering stakeholders and consumers, they do not want to be lied to or cheated into buying a false product.Unethical companies will use aggressive sales tactics and mischievous ways, of doing usiness to sell, promote and profit from vulnerable consumers. Unethical organizations believe in these tactics not realizing that ethical and honest companies tend to be more profitable, reputable and operate amongst less stress from employees to managerial position. Social responsibilities are Just as important as ethics but pertain to a greater scale; it's an organizations obligation to m ake a positive impact rather than a negative one on society and the environment.An example of a company that overstepped ethical and social responsibility boundaries s the oil and gas company BP p. l. c. In 2010, a massive oil spill broke out in the Gulf of Mexico that was caused by oil drilling conducted by this Company and its key contractors. This oil spill caused the death of eleven individuals and cost the company and its partners tens of billions of dollars in order to contain a blowout of the well, mitigate the damages caused and compensate all the individuals and businesses impacted by the spill. The Telegraph). As a result of this oil spill, the US Government established an Oil Spill Commission hich was put in place to investigate the reasons for this disaster. The report concluded that a number of separate factors contributed to the spill which included oversights and outright mistakes from BP and its contractors, Halliburton and Transocean, however that the underlying rea son was a failure from management (National Commission).Management, in an effort to minimize the loss of returns, made concessions for a series of cost-cutting measures that included the quality of the materials used, short cuts in testing processes and the reliance on fewer esources which ultimately contributed to the oil spill. The Commission also concluded that the overall industry nad deficiencies in its internal controls; decision making protocols, training and corporate culture.As a result, the short falls in this disaster were a combination of oversights and negligence from multiple parties thus extending the ethical and social responsibility among internal and external stakeholders (National Commission). As part of the remedy process for the disaster, BP was required to take actions to urther enhance the safety of its drilling operations in the Gulf of Mexico.These actions included improved risk management processes such as auditing and verification from third-parties, impro ved training for its employees, and the implementation of more efficient and safer equipment for well drilling (BP, Investigations and Legal Proceedings). Additionally, the company's sustainability report for 2012 includes a letter from the Group's Chief Executive which states that the Organization's strategy going forward is to create value for its shareholders and upply energy throughout the globe in a safe and responsible manner.The statement goes on to use other key phrases such as becoming a safety leader in the industry, a responsible corporate citizen and a good employer. The strategy also emphasizes the need to enhance safety and risk management and earn back the trust and value of the Organization (BP, Sustainability Review 2012). All indications are that the Company's behavior pre oil spill was irresponsible and negligent and was potentially driven primarily by a focus to provide strong returns on heir investments while compromising the integrity and internal controls of t he operations.Post oil spill, the Company has had to learn from the consequences of a very costly disaster in order to stay in business and thrive. The Organization appears to understand now the need for effective communication, transparency and detailed due-diligence in all their efforts. In collusion ethics and social responsibilities' within an organization take on an imperative role to the success of a corporation or company. Society must also be ware and educate themselves from scams, aggressive business tactics and do their part to prevent these unethical organizations from preying on vulnerable consumers.

My Leadership Practices and Future Essay

This following will outline my personal leadership practices and potential future leadership. To analyze my leadership qualities I will use the Seven Habits Profile and a leadership theory to determine my strengths, weaknesses, and areas of opportunity for improvement. In conclusion, I will determine the best recommendations for long-term improvement as well as SMART goals, or short-term courses of action, for leadership improvement. Seven Habits Profile The Seven Habits Profile revealed that I rank as outstanding in two categories, very good in six categories, and good in just one category. This seems to highlight what I am most exemplary at in terms of leadership, what I am just proficient at, and what presents itself as an opportunity for improvement. The main two strengths include having a work-life balance and being a proactive problem solver. An area of opportunity as indicated by the profile would be having the ability to synergize which is a combination of seeking the views of others and making creative decisions. The two strengths point to qualities I have constantly tried to improve upon. Earlier in my career, I was a bit of a workaholic and tended to bring work home with me. This resulted in a dismal personal life which eventually permeated negativity into my professional life as well. In light of that, over the years I have created rules for myself to remedy that initial error and in doing so this has become one of my str engths. My other strength, being proactive, stems from the lack of this quality in my current career field. More often than not it is more imperative to be reactive in my line of work.  To set myself above the rest I decided early on in my career to work on being both, as being reactive is just as important as being proactive in order to prevent conflict and deal with one once it has arisen. The category in which I rated as only good, or a possible opportunity for improvement, is synergize. I believe I scored myself low in two out of three categories because it has been an incredible weakness in the past and one I have been working on for quite some time. While I have significantly improved in this area I continually work on this factor of working better with people by seeking their input. In doing so, I rate myself harshly on this aspect, despite the progress I have made, because I am not as competent as I would like to be. My Leadership Practices Over the course of my career, I have tried to model various leadership behaviors based upon successful leaders that I have worked with or for. This has led me to incorporate different styles into my own. Considering my current leadership strengths and how I view successful leaders I will use a servant leadership theory to analyze my own competencies. Servant leaders have 9 different aspects comprised of: emotional healing, creating value for the community, conceptual skills, empowering, helping subordinates grow and succeed, putting subordinates first, behaving ethically, relationships, and servanthood (Boone & Makhani, 2005, pg. 86). The aspects of a servant leader are those that I personally value and identify with. In addition to this, it is my belief that servant leaders, because they are people oriented, are more effective in a variety of environments and situations. My Leadership Strengths In accordance with the servant leadership theory I have three main strengths that I employ in my leadership practices. The first recognized strength is my ability to develop strong working relationships with employees. This strength is best demonstrated in my practice of getting to know all of the employees on a personal basis and caring about their professional and personal lives by showing interest every day. This aspect of leadership requires a considerable amount of listening on my part and therefore assists in fostering clear communication and trust between me and the employees. According to Boone & Makhani (2005), â€Å"A vital prerequisite to servant  leadership is credibility, which is the foundation of leadership. People must believe in their leaders and know that they are worthy of trust† (Boone & Makhani, 2005, pg. 85). This establishment of trust, fostered through caring and building a sense of community within the team, lays the groundwork to being viewed as a competent leader that employees will follow with enthusiasm. In conjunction with my first strength, my second strength has been identified as the capacity to help subordinates grow and develop within their career. I have demonstrated this by mentoring employees. This has included helping them grow within their current position as well as aiding them in moving up from their current level within the organization. This aid is often in the form of teaching, listening, and giving them my insight to what I have observed within the organization in concern to both reviews of work and job promotions. Development of employees has to be a quality that is purposefully demonstrated consistently and not just when an employee asks for help. This requires a regular effort on the part of the leader of a team. In order to help an employee in this aspect a lea der has to know employees on a basic fundamental level. The leadership practice of aiding in an employees’ career growth cannot be effectively engaged without the insight gained by the understanding and communication gained through the aforementioned practice of getting to know your employees. Developing the people in your workforce builds skills and confidence and in turn increases and maintains a high level on morale. Along with caring about employees through getting to know them it is imperative that a leader show they care about the person and their future. Consistent with Hamilton & Nord as cited by Caldwell, Dixon, Floyd, Chaudoin, Post, & Cheakas (2012), servant leadership has been defined as ‘‘providing leadership that focuses on the good of those who are being led and those whom the organization serves’’ (Hamilton & Nord as cited in Caldwell, Dixon, Floyd, Chaudoin, Post, & Cheakas, 2012, pg. 180). Assisting an employee up through the career ladder demonstrates that the leader cares about each emp loyee’s future both on a personal and professional level. The third strength I have identified in my leadership practices, conducting myself ethically as a leader, relates to the first two strengths. I have established this strength by holding myself visibly to a higher standard than the organization I work for requires of me. This often involves a great amount of transparency with my work  processes and what decisions I make. I conduct myself in a manner that is viewed as beyond reproach. In addition to setting an appropriate example for employees behaving ethically allows trust to be established. If a decision or action were ever called into question my openness on honesty in matters would quickly dispel any thought of impropriety on my part. If a leader failed to obey the rules, no amount of caring, communication, or helping associates would build a sense of trust from the followers’ point of view. According to Parris and Peachey (2013) , â€Å"Whereas other leadership theories are traditionally defined only by what the leader does, servant leaders are defined by their character and by demonstrating their complete commitment to serve others† (Parris & Peachey, 2013, pg. 379). A leader’s style and effectiveness are defined by one’s character and is therefore defined by their actions and the ethics that govern their actions. My Leadership Weaknesses I have three main areas of opportunity for improvement in my leadership practices. While they are not complete deficiencies, or lacking, they require development to form a balanced leadership approach. My first weakness is a lacking of showing thoughtfulness or understanding with subordinates personal concerns. While this is not always the case, when I fail at this point is often because I am putting the organization first and failing to completely listen to an employee’s point of view concerning a specific subject matter. This often occurs when an associate is upset about a new organizational policy. Because I do not adequately listen to the associate’s point of view I fail in showing understanding and simply state to the employee that the policy must be followed. While this in an infrequent occurrence, when it does transpire it often leaves the employee to feel that I do not care about them and they in turn give the impression that they would be reluctant to come to m e with other issues that I could assist with. These perceptions degrade lines of communication and trust to an extent that negatively impacts how I may viewed as a leader and how my subordinates may, or may not, perform while working with me. The second leadership weakness I have pinpointed is that in certain situations I do not put employees first. When a new or big project is to be completed I do not always seek input from subordinates because of time constraints. In all  actuality their viewpoints on how these projects are to be done would likely decrease the time needed to accomplish the task. However, when I failed at seeking their input only my ideas are carried out, which may not be the most efficient way, and the employees feel that their views do not matter which fails to motivate or inspire fast and effectual performance. Therefore this failure leads to a demoralized team that negatively impacts not only the current project but future tasks as well. My third weakness as a leader is that I fail to empower subordinates concerning specific kinds of tasks on a consistent basis. This occurrence is typically the result of performance constraints on my end leading me to not help employees by showing them how to complete certain tasks. Instead I often do these tasks on my own so that I know they are done right and in a timely manner. By not always allowing employees to do these tasks, or helping them improve on these tasks they do not get a chance to grow within their position by mastering certain aspects of their job. This causes friction between me and employees as they perceive my actions to be a lack of trust or faith in their abilities. This weakness, like the first two, also contributes to a decrease in morale because the employees question my judgment or because they lack confidence in their abilities because I doubted them. Recommendations for Leadership Development To address my weaknesses, it is necessary to alter my leadership practices to be more congruent with the servant leadership style. All following recommendations for changes in my leadership practices will be a move toward a more complete servant leadership style. â€Å"Servant leadership differs from other models of leadership in that it focuses on leaders meeting the needs of followers, in that, if followers are treated as ends in themselves, rather than means to an end, they will reach their potential and so perform optimally. Such an approach is found when leaders respect, value and motivate those who follow them† (McCrimmon as cited by Waterman, 2011, pg. 25). The first recommendation will be to take the time to listen to employees regardless of the situation. This will require that I use the listening skills I have developed in all situations, especially in the types of situations I have consistently failed. This remedy will prevent the decay in trust and communication th at not understanding subordinates personal concerns often causes. This increased thoughtfulness in all matters on my  part will foster improved teamwork between myself and the team instead of hindering performance with decreased morale caused misunderstandings. The second recommendation change to my leadership practices is to seek input from employees on all tasks that involve them. A change in the practice would seek to prevent employees from feeling disenfranchised by having to complete work as dictated to them rather than doing tasks in a manner in which they believe is best for the work style that will still end with the same desired result. This change will garner an increased enthusiasm in daily task as well as the larger goals by giving employees a sense of ownership in their work. Gaining input and insight into how things are done will also add the possibility of increased efficiency and expediency in daily tasks by giving control to task experts who perform these regularly and have insight on how to improve. The increased performance coupled with an increased sense of trust will also seek to increase and maintain a healthy level of employee morale. The third recommended improvement to my leadership practices will be to challenge employees with new types of tasks and grow their skill sets to build performance, enthusiasm, and job satisfaction. When giving employees new challenges I also need follow up during and after their tasks to give constructive criticism and offer additional training if indicated. This alteration to my current practices will also prevent the erosion in trust my seemingly lack of faith in the past has had on employees and the team. This change to my practices will lead to greater employee skill set development and an added confidence within team members. SMART Goals To hasten my leadership development in a measurable method I am setting two SMART goals to accomplish within the next two weeks. The first goal is to set aside time to talk with each employee to ascertain what short and long term goals they have within the organization. I will also discuss with them what skill sets they believe they lack that is preventing them from moving to the next level. I will then assign tasks to each employee that seeks to build the desired skill set of each person. I will monitor their progress and give feedback as necessary. At the end of the two week period I will follow up again with each employee to ask them what they thought about the process, if they learned anything from doing new activities, and what, if  any, new tasks or skills they would like to learn or hone to further their career goals. The second goal will be to hold small team meetings, or huddles as we call them in the organization I work for, and gain the opinions and insights from employees on current changes within the organizations. I will guide the meetings and help employees choose how certain objectives will be met and how they might influence accomplishing long-term goals. Within reason, I will set into motion the employees plans and suggestions. At the end of the two week period I will again hold a series of huddles to discuss our accomplishments based upon the changes the employees have planned and further adjustments we could make to improve processes to these changes. I am optimistic that through the accomplishment of these two goals employees will feel more involved and valued within the organization. These immediate changes will also seek to build trust within my leadership and the organization. This improvement will further open up the lines of communication and reestablish a better sense of teamwork, as I will also be seen as part of the team in addition to its leader. These achievements will boost performance for both long and short-term objectives while increasing the teams’ morale. References Boone, L. W., & Makhani, S. (2012). Five Necessary Attitudes of a Servant Leader. Review Of Business, 33(1), 83-96. Retrieved from: http://wguproxy.egloballibrary.com/login?user=true&url=http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=86286635&site=ehost-live&scope=site Caldwell, C., Dixon, R., Floyd, L., Chaudoin, J., Post, J., & Cheokas, G. (2012). Transformative Leadership: Achieving Unparalleled Excellence. Journal Of Business Ethics, 109(2), 175-187. Retrieved from: http://wguproxy.egloballibrary.com/login?user=true&url=http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=78333229&site=ehost-live&scope=site Parris, D., & Peachey, J. (2013). A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts. Journal Of Business Ethics, 113(3), 377-393. Retrieved from: http://wguproxy.egloballibrary.com/login?user=true&url=http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=87015717&site=ehost-live&scope=site Waterman, H. (2011). P rinciples of ‘servant leadership’ and how they can

European Works Councils Essay Example | Topics and Well Written Essays - 1750 words

European Works Councils - Essay Example Employers' and personnel' organizations be supposed to play an lively role at a variety of levels in order to hold up the meeting on decent work (Philippe Egger, 2003). During the not on time 19th and earlier 20th centuries manufacturing democratic system was a concept included in the ideological constituent of the manufacturing and following growth of labour actions all through Europe. In spirit and in put into practice it come about throughout and following the 2nd World War as a practical and provisional organisational agreement, which was only aiming to add to manufacture (de Grauwe, P, 2002, 693-718). This research focused on this truth that the European Works Council (EWC) Instruction in 1994 was seen as a important development inside European manufacturing family members and the result of thorough political negotiations. The query of worker contribution had forever been middle to the ambitions of the European Union's (EU) social measurement but important steps had been almost absent since the Agreement of Rome in 1957. The ultimate Directive required transnational companies (TNCs) inside the EU to expand exact organization and structures of cross-border discussion with their workers (see the foreword to this text). It responded to an continuing anxiety inside the worldwide labour group with regard to the directive of novel forms of worldwide assets. Furthermore, the long-term prospect of the deal union group, and certainly the European Commission, up-and-coming from the EWC Instruction are consequently far attainment. Investigate inside this complex area of manufacturing family members straddles the matters of financial and following meeting in the EU, the altering policies of TNCs, the moribund significance of nationwide sectoral communal bargaining preparations and the institutional and following difficulty of European trade amalgamations. Moreover, these wide areas of investigate are now life form additional explored subsequent the completion of the EWC Instruction and the tackle the new structure pretense for the European labour association. Coming to firm finished with look upon to these growths is clearly unwise at this near the beginning period (Hughes Hallett, A.J., Ma. Y., Demertzis, M, 2000, 141-55). In the '80s, a more traditional government with its alteration to the service Act 1982, supported unpaid participation rather than contribution through legislated force. In 1994, after more than a few additional commands, the EU adopted the European Works Councils Instruction require the organization of European-wide Works Council in corporations with more than 1,000 workers in service in two or additional associate states. European Work Councils The self-governing deficit in the EU has many sources; not smallest amount of which is the impotence of the European Parliament. The European Parliament is the merely body inside the Union that is in a straight line elected, and consequently the only of the institution that

The World of Regionalism and Globalism Essay Example | Topics and Well Written Essays - 2500 words

The World of Regionalism and Globalism - Essay Example Globalisation is the process by which the various world economies become increasingly interlinked resulting in a worldwide economy characterized by global economic policymaking conducted by mandated international agencies such as the World Trade Organization (WTO). However, Globalization can also be perceived in terms an emerging global culture in which people consume similar goods and services across boundaries in addition to having a common business language for example English. The continued integration of world economies enables efficient and effective economic interaction and in turn, they are further promoted by it (Todaro and Smith, 2003). The increased interaction and integration leads to improved openness and willingness of different economies to undertake international trade which paves the way for financial flows and direct foreign investment. Therefore, Globalization enables the increased mobility of factors of production chief among them capital and labor which facilitates business carried out among states and global business actors. Global business actors, in this case, refer to the private sector actors who are in control of assets in more than one country and are also referred to as multinationals or multinational corporations (MNCs). The importance of this group in the assessment of globalization is based on their control over a growing share of international trade flows which are beyond the reach of their parent governments (Bremmer, 2010).

Why did the early church grow so rapidly and what impact did this Research Paper

Why did the early church grow so rapidly and what impact did this success have on the church - Research Paper Example A good number of early religious believers and evangelists were stoned to death while others were imprisoned for failing to renounce their belief. However, despite of the endless critics and attempt to exterminate Christianity, the religion survived all attempts to get rid of it existence and is at present the leading religion in the world in terms of followers, wealth, and infrastructural development1. Just like in any other part of the world, Christianity in South Korea faced infinite resistance and denunciation from a section of the country’s population. However, the development of Christianity in South Korea was to a great extent facilitated by the support from the country’s elites and a good section of members of the general public. In the field of religious study, the research on growth and development of churches in South Korea is one of the most interesting and less studied topics. In addition, the South Korea churches are commonly known for their expansive grow th and adverse number of mega churches. The number of protestant followers has in the last few years grown significantly and is current more than 30% of the total South Korean population. Most religious believers are however for the view that, the development and growth of churches in South Korea and in the entire world is greatly facilitated by the work and power of the Holy Spirit. Scholars and thinkers hold different opinion on the factors that contributed to the significant growth of Churches in the world and especially in South Korea. According to modern scholars, contemporary development of churches all over the world is a contribution of cataclysmic economic, social, and political crises in the world. Others facets recognized for the success of Christianity are the contributions of indigenous religious tradition. The paper therefore focuses on the causes of early rapid growth of churches in the world and its impacts on churches. The essay will also seek to evaluate the lesson learnt after the 20th century Korean experiences. The utmost rationale behind the rapid development of churches was its appeal to the masses. Most of the people who were transformed to Christianity were Gentile as opposed to reformed Jews. Initially, Christianity started as a small group in Jewish community. The expansion of Christianity believers was however accelerated by consistent transformation of Gentiles into Christianity. The Gentiles were unwilling to accept Judaism due to its Strict Kosher Dietary Laws and their circumcision practices. Christianity lacked strict laws therefore it was more applying to the population at that particular historical time. The increase in the number of Christian followers therefore led to construction of more churches in the world and most specifically in areas that were densely occupied by Gentile community2. Christianity accommodative teachings were as well associated with rapid growth of churches in the world. The perception that, all people are equal in the eyes of God played an incredibly decisive role in the spread of Christianity in the world. At this historical period, people were divided into several classes according to their wealth and power. Christianity promised and preached equality to everyone in the society. Additionally, there were significant similarities in beliefs and practices between pagan religion and Christianity. As a result, Christianity incorporated approximately the entire pagan beliefs. The identification of correspondences between

Strategic Analysis Essay Example | Topics and Well Written Essays - 1500 words

Strategic Analysis - Essay Example It was founded in 1978 and has grown to become the fastest growing retail store in America. This analysis evaluates this plan using the SWOT analysis tool, to identify the company’s strengths (S), weaknesses (W), its opportunities (O), and what threatens its sustainable growth (T). Home Depot was founded on the intention of being the largest home improvement facility in America. The company’s mission statement comprises of its core values which are: taking care of people, giving back to the community, doing the right thing, excellent customer service, building strong relationships, creating value to the shareholders, respect for all, and encouraging the entrepreneurial spirit (Floor, 2006). This reveals the high value the company has placed in people and clearly shows the purpose of the business. It is very elaborate and is a plus for the company. Home Depot is now the largest chain of retail store in the county, and is a brand name. This is an achievement of its vision . The company has been actively involved in various corporate social responsibility initiatives, spending over $200 million in a number of causes. The key strength is their customer service and affordable costs. The three top priorities in Home Depot’s strategic plan are to offer goods and services that are targeted at the low cost market, to open more outlets, and to increase their range of products. Besides this, Home Depot also aims at being the exclusive supplier of building materials to licensed contractors. These three capture the core objectives of the company, established on the company’s values and in line with its vision. For example, the company seeks to focus its operations on improving customer satisfaction, by offering a variety of products and providing innovative products at competitive prices. This goal supports the company’s mission to deliver excellent customer service and to take care of people. According to Floor (2006), Home Depot has a uni que strength in the market, as it has built a reputation by offering high quality goods. By expanding its range of products, the company will be tackling one of its weaknesses. The company has for a long time been criticized for providing products of the same type and design. This company faces this challenge because it purchases its supplies from other manufacturers, a factor that limits its control on the features in a product. Product monotony has given the other competitors in the market an edge over Home Depot. The company’s image has also suffered considerably due to various products being recalled by the management after complaints from consumers. To its shareholders, the company strives to give them value for their investment. In order to remain profitable and be able to pay dividends, the company seeks to continually open new outlets and reach new markets. Home Depot now has thousands of outlets in the US and has opened 180 stores in Canada, about a hundred in Mexico , and a few in China and Britain. The company is also aggressively promoting its products to customers by establishing extra supply channels. To increase its earnings, Home Depot is reducing its cost of doing business significantly and investing heavily in its R & D. Home Depot has partnered with contractors in the growing home improvement industry and housing market. These collaborations although few, are among the many core competencies of this company, which

Diversion Is Better than Prison Assignment Example | Topics and Well Written Essays - 250 words

Diversion Is Better than Prison - Assignment Example Diversion Is Of Great Importance To The Child, The Criminal System, And The Society In General. Diversion Is Of Great Importance To The Child, The Criminal System, And The Society In General. Mistakes are made, anger is sometimes not controlled properly and at the end crime is done. Many young offenders fall into criminal activities for various reasons: peer pressure, broken homes, drug addiction, and many more vices. To admit fault is a bold step in life and that is one of the key requirements for diversion.  Diversion is â€Å"the halting or suspension before conviction of formal criminal proceedings against a person, conditioned on some form of counter-performance by the defendant.†(Geroge, 1984) therefore, this gives an undeserving second to young offenders where the criminal justice system is being fair in giving such services. The criminal justice system not only gives a second chance to the offenders but also reduces to the minimum the rate of crime and the rule of la w is perfectly placed in the hearts of its citizens. Law enforcement is the practical use of the rule of law and diversion makes every individual respect the law and law enforcement officers. Diversion is justified and backed by law enforcement it is a fear means of handling crime. Diversion is cost effective as it promotes the use of community service, making a potential criminal a better person, preventing future crime, bringing to a minimum the cost of building more prisons, and saves a lot of possible future crime.

Teratech Case Study Example | Topics and Well Written Essays - 1000 words

Teratech - Case Study Example The first provider to tap these advance resources would gain a bigger share in the market, lead the CRM service industry and have the first market entrant advantage. In the first quarter of 2005, Teratech aimed to go beyond the basic CRM functions and venture into modeling and analytics. The growth opportunities in predictive modeling and analytical CRM software is very big for the five-year-old company. Grabbing this opportunity would give a strategic advantage to Teratech, since the company is considered as a CRM expert for the pharmaceutical industry. According to Teratech's CEO, Jack Dwyer, developing a new analytical CRM product would assure the stakeholders continued sales and revenue growths as well as market leadership in the industry, while compensating the declining sales in the last quarter of the previous year. The new product is one of his corporate strategies for continued success of the organization. He is looking forward to an exceptional business performance of the company for three years. Jack Dwyer is a self-made man, who worked his way up to become a respected CIO in his previous job before he founded Teratech. He is a successful man with a 20-year experience in a leading technology service firm and a bold vision for Teratech's future. His vision for Teratech is to become the preferred solutions provider for pharmaceutical companies and the forerunner in the industry. This is the ideal end-state goal of Teratech. With the development of a new analytical software, Teratech's customers can identify trends, understand customer behavior, explore simulated scenarios and predict outcomes. This software would complete the company's CRM package of product functionality and analytical capability. The package is very marketable and salable to loyal customers as well as new recruits, as shown by the optimism of the sales team members. This would enhance the company's competitiveness in the market. The existing products and the development of a new analytical application software would answer to the vision of the CEO and help the company achieve its goal. However, development of a new product does not end on the salespeople. New product development is a company wide operation. It also involves other teams such as marketing, finance, human resource, and technology development teams. The marketing team is optimistic that the new product would answer the customer's concerns on the current product and return on their investment. The relatively new concept of CRM in pharmaceuticals and pharmacy-related industries is still at its infancy stage and the customers are still uncertain on its applicability. The development of the new product would assure the customers of its added benefit. The pharmaceutical companies would be able to maximize the value of their customer and market data as well as enhance their marketing strategy for optimum effectiveness. In the ultra-competitive environment of the pharmaceutical industry, the new product can address both the effectiveness and efficiency of their marketing campaigns. The success of the new product in the market would boost Teratech's expertise and market image, such that, the marketing team are challenged to cater new industries and access new technologies. Finding new markets or even creating a new one would be a blue ocean strategy for the team. Furthermore, Christine

Writing assignment Essay Example | Topics and Well Written Essays - 750 words - 3

Writing assignment - Essay Example e offensive, its linguistic origin indicates that it is not fundamentally belligerent but merely a term used to describe a unique group of people who principally hunted for sustenance and still leading an aboriginal way of life. Eskimo language encompass a parlance continuum and is divided into two branches; Aleut and Eskimo. The Aleut dialect encompasses Pribilof, Unalaskan, Atkan, Unangan, Berring and Attuan while the eskimo dialect encompasses Inuit, Yuit and Yupik. Although our population has been fluctuating overtime due to climatic and technological changes, it currently lies at approximately 57,152, a figure that is higher as compared to other traditional hunting and gathering societies. We are very different from Indian Americans and cannot simply be designated ‘Indians transformed’ (Vakhtin, 1998). However, they are meticulously correlated with the Mongolian people from eastern Asia. Hunting was the main activity that provided sustenance to the Eskimo. However, the animals hunted varied significantly depending on the location of the group and the prevalent seasons; the animals include whales, caribou, fish, walrus, fox, birds, Dall sheep, polar and fractious bears. Hunters, especially whale hunters, subsisted in dome shaped ice cabins and dressed in hefty fur clothing (Kaplan, 1990). The hunters captured huge bowhead whales that could provide numerous tons of meat; meat that was stored in hovels in the frozen ground. Both men and women were involved in hunting for food and kept on constantly migrating following the movements of their prey. The apposite time to end a term’s whaling was agreed upon by captains of the crews, each crew consisted of 6 paddlers, a harpooners and a captain, a factor that bolstered cooperation and coordination and forestalled instances of hunger. When a whale was spotted, 4-8 hunters used umiak (a skin-covered open boat) to ventu re onto the water and capture the animal. Hunting was perceived to be an important strategy of

Riordan Manufacturing Recommendations Essay Example for Free

Riordan Manufacturing Recommendations Essay Riordan Manufacturer is a global producer of plastics. They operate in four locations, three in the United States and one plant in the People’s Republic of China. Riordan’s United States’ plastic products include beverage containers produced in Atlanta, Georgia, and custom plastic parts in Pontiac, Michigan. The Hangzhou, China plant produces plastic fan parts and corporate headquarters is in San Jose, California, (Apollo Group, 2006). Riordan Manufacturing is looking to update their human resources department with the newest and latest software recommendations. The following is a summary of the history, current set up of the department and a recommendation of the upgrade. Human Resources Information Systems Riordan’s HRIS system was set up in 1992, part of the financial systems that keep track of employee information, rate of pay, exemptions, date of hire, seniority based on date of hire, which is difficult and different from the hire date, manager’s name, department information, and non-exempt vacation time. Managers submit a form for changes to the employee information and then entered by the payroll clerk into the system. Microsoft Excel is used to keep records on training and development. Recruiters maintain information for each open position within Riordan. All resumes filed in a central location and Excel is used to track application status. A third-party manages the Worker’s compensation and keeps records at that location, not Riordan. Each manager keeps employee information for that department, which there is no central location for keeping these files. Managers are responsible for tracking all FMLA absences and any ADA recommendations. Excel spreadsheets are used for the compensation manager for job analysis, surveys on salary, and compensation decisions on individuals. Specialists in the employee relation department keep track of complaints, harassment complaints, grievances, all other employee relation information, and are then filed and locked in the employee relation department. Recommendations for Human Resources Information Systems Riordan has a diverse set of needs over four locations, one of which is an international factory located in China. This will require the software to be flexible to handle different culture and regulatory environments. Also the system will capture information form a diverse set of archival media. This is not limited to digital information but vast amounts of paper files will need to be integrated into the system. Systems complex will have specialized technical skills to deploy, customize, and maintain its operations as well as experts to provide training for personal. Ultimately careful consideration must be given to the existing processes and the results of the project. Because services are provided company-wide careful consideration about the capabilities of the program to adapt to different culture mores and holidays is a must. Also the services provided to employees need to be available in the local languages of the countries they reside. To accomplish this provider of the software must be fluent in both countries of operation. They should also have an established presence in both countries to provide service in and by local professionals. Riordan has a long history of data for its operations many of the records are stored in paper files and legacy office products rapidly nearing their production life. As such to pull historical data for strategic planning the system will need to collect data form a wide range of active and archival sources. Providers, who have a long history, will often have experience with these both with their own products and that of their competitors. As a manufacturing company of plastic parts and bottles there is a fair chance that the company will not have the skills required for such an undertaking. So the provider must be established in the market to have spawned a large pool of expert professionals using this solution. This will help in negotiating service and training contracts. The current project proposal The current HRIS project is projected to 180 days from start to the implementation of the project. The initial project will begin with a meeting with Hugh McCauley, . Questions specified to gathering information from human resources, about the current system, what he expects from the new developed system, and expectations will be of the meeting. A follow-up e-mail will also ask the same questions to aid in the answers and also give a general idea of the project guidelines, requirements, and expectations. The next step is meeting with Yvonne McMillan, Director of Human Resources. She will also have some of the same questions for the project as Mr. McCauley did during his meeting. Yvonne will be part of the initial team composed of other managers within the company and from other locations. A follow-up e-mail will also have the questions for general idea purposes. Therefore, we recommend a team comprised of management from Yvonne McMillan, Maria Trihn, Dale Edgel, Donald Bryson, Mari Carillo, Patricia Miller, Dirk Kort, Stacey Jones, and the Chinese National. Each member is from a different location within the company, from human resources, training and development, the IT department from each location including the Chinese location, finance department, and accounting and finance/controller department. Most of the initial meetings will be over an Internet setting to keep the initial cost down for the project and within the constraints inside the budget. This team will recover information from the current human resources department at Riordan to help developers to a system. This system will can be used in each location. During this stage weekly meetings will be held to discuss progress, ideas, problems, and budget matters. After information is gathered and the next step can move forward, the team will meet with developers with their presentation. Once the developers have gathered the initial information, developed a preliminary design, and prepared a presentation, they will meet with McCauley to present the general idea for the system. The development team will work on this project for the next 110 days. Once a month meetings will be scheduled between developers and the team members to discuss progress, problems, budget constraints, and hours to date. During this time, developers will check in with Yvonne with issues, concerns, and suggestions not discussed in the monthly meetings. Developers set up a trial run on Riordan’s current system. The developers will have 14 days to set up and check for compatibility issues. At which time, suggestions can be made for updates or upgrades to the current system. Once this phase of the project is successfully completed, the implementation phase will begin. Managers in the IT department will then begin the implementation phase of the project for their location. This phase should take 14 days to complete. Each location will have four days to complete and implement changes, upgrades, and updates to the system before training and in-service meetings will begin. Members of the training and development department will schedule and hold training and in-service for all departments in each location. This final stage will take eight days to complete. Each IT department for each location will be ready and available for any glitches or problems, which may arise.

Titration of Acids and Bases Essay Example for Free

Titration of Acids and Bases Essay Introduction According to Arrhenius definition, acid is substance that produces H3O+ ion while base is substance that produces OH- ions. The reaction between acid and base often yields the products of salt and water. The formation of water in this neutralization reaction is caused by the combination of H3O+ and OH- ions. In order to determine the concentration of an unknown acid and base, a method called acid-base titration is used. The end of the titration has been reached when the moles of acid equals the moles of base. This is called the equivalent point. However, end point os the actual point that is reached in neutralization reaction. End point is signalled by the change in color of the solution because of the presence of pH indicator. The common used indicator is phenolphthalein; it is colorless in acidic solution and pink in basic solution. In this lab, the concentration of sodium hydroxide (NaOH) was determined by using a known amount of Potassium Hydrogen phthalate (KHP). The balanced chemical equation for the reaction is: KHC8H4O4(aq) + NaOH(aq) = H2O(l) + KNaC8H4O4(aq) (1) KHP was chosen as a good acid to standardize NaOH because it has high molecular weight and stable on drying. The standardized NaOH solution was then used to determined the percent composition of KHP in an unknown substance #47. Experimental Information Part 1: Standardization of NaOH NaOH solution was prepared by taking 75mL. NaOH from stock solution and then diluted to 750 mL with DI water in Nalgene bottle. Three samples of KHP were weighed on analytical balance model BP2505, and placed in 250 mL Erlenmeyer flask. The samples of KHP were warmed up on hot plate to dissolve in Erlenmeyer flasks with 100 mL of DI water added. Two drops of indicator phenolphathalein were added to each flask after KHP completely dissolved. The 50 mL buret was rinsed with DI water and the prepared NaOH solution. The buret was then filled with NaOH solution with the initial volume of each trial recorded. The NaOH solution was slowly dropped into the flask contained KHP solution for titration from the buret. The flask was swirled often for the reactants for mix thoroughly. The KHP solution in the flask turned light pink when the end point had been reached. The final volume of NaOH was recorded. The volume of titrant NaOH used was determined by subtracting the initial volume NaOH from the final volume NaOH marked on the buret. The mole of KHP was calculated by dividing the mass of KHP used in each trial to the molar mass of KHP. Moles KHP = mass, g x 1 mole204.23 g (2) The mole of NaOH was equal to the mole of KHP based on the balanced chemical equation (1), since the ratio is 1:1 Moles NaOH = moles KHP (3) The concentration of NaOH was calculated by dividing the mole of NaOH to the volume of NaOH used to titrate. [NaOH] = moles NaOHL, NaOH used to titrate (4) The volume of titrant NaOH used was determined by subtracting the initial volume NaOH from the final volume NaOH marked on the buret. The mole of NaOH was calculated by multiplying mean [NaOH] from part 1 by the volume NaOH used. Mole NaOH = mean [NaOH] x volume NaOH used (5) The mole of KHP was equal to the mole of NaOH based on the balanced chemical equation (1), since the ratio is 1:1. Moles KHP = moles NaOH (6) The mass of KHP in the sunstance #47 of each trial was calculated by multiplying the moles of KHP to the molar mass of KHP. Mass KHP = moles KHP x 204.23g1 mole (6) The percent composition of KHP in the substance was calculated by dividing the mass of KHP found to the mass of substance of each trial. % KHP = grams KHPgrams of substance #47 x 100 (7) Results and Discussion In part 1, the concentration of NaOH in trial 1, 2, and 3 was determined to be 0.1054 M, 0.1052 M and 0.1048 M respectively. Therefore, the mean [NaOH] was 0.1051M +/- 0.0003. The amount of NaOH solution used to titrate was about 0.023 L per 0.49g KHP. The concentration of NaOH calculated from three trials was pretty precise. However, trial 3 gave the result with the greatest in difference compared to trial 1 and 2. Thus, the possible source of error in trial 3 could be inaccurate reading og volume of NaOH solution used to titrate. Also, there could be loss in the amount of KHP when transferred to the flask after weighed. Those two factors could lead to inaccurate calculation of moles of NaOH as well as concentration of NaOH. In part 2, the percent of KHP in substance #47 in trial 1, 2, and 3 was calculated to be 55.96%, 55.87%, and 55.37%. Therefore, the mean percent KHP was 55.73%. The amount of NaOH solution used to titrate was about 0.018L per 0.69g substance #47. The results of percent KHP of three trials compared to each other were precise. There was no literature value of percent of KHP in substance 347 provided to calculated percent error. However, the possible sources of error could be inaccurate reading of volume NaOH used, loss in amount of substance while transferred from weigh paper to Erlenmeyer flask or over titrating. The important steps to get the most accurate in calculation for [NaOH] and %KHP were to read and record data carefully. Also, avoiding over titration was extremely important. It could be done by carefully letting NaOH solution go down drop-by-drop and constantlt swirl the flask for the reactants to mix completely. Conclusion The molarity of NaOH solution based on three trials was 0.1051 +/-0.0003 M. The percent KHP in substance #47 was 55.7 +/-0.3%. The significant point of this lab was to determine the end point of a reaction between an acid and a base. The data collected from the end point gave the amount of base needed to react with an acid when once wanted to perform neutralization reaction. Another significant point was that by using NaOH solution with a known concentration, the percent KHP in a substance could be determined after perform the titration process. References Anliker, Keith et al. Experimental Chemistry II. Indianapolis: Hayden McNeil , 2008, pp.47-52

The Limitations Of 4G

The Limitations Of 4G Although the concept of 4G communications shows much promise, there are still limitations that must be addressed. One major limitation is operating area. Although networks are becoming more ubiquitous, there are still many areas not served. Rural areas and many buildings in metropolitan areas are not being served well by existing wireless networks. This limitation of todays networks will carry over into future generations of wireless systems. The hype that is being created by 3G networks is giving the general public unrealistic expectations of always on, always available, anywhere, anytime communications. The public must realize that although high-speed data communications will be delivered, it will not be equivalent to the wired Internet at least not at first. If measures are not taken now to correct perception issues, 4G services are deployed, there may be a great deal of disappointment associated with the deployment of the technology, and perceptions could become negative. If thi s were to happen, neither 3G nor 4G may realize its full potential. Another limitation is cost. The equipment required to implement a next generation network is still very expensive. Carriers and providers have to plan carefully to make sure that expenses are kept realistic. Some issue expected with the implementation of 4G with multiple heterogeneous networks are issues such as; †¢ access, †¢ handoff, †¢ location coordination, †¢ resource coordination to add new users, †¢ support for multicasting, †¢ support for quality of service, †¢ wireless security and authentication, †¢ network failure and backup, and †¢ pricing and billing. Network architectures will play a key role in implementing the features required to address these issues. POSSIBLE ARCHITECTURES One of the most challenging problems facing deployment of 4G technology is how to access several different mobile and wireless networks. Figure 1 shows three possible architectures: using a multimode device, an overlay network, or a common access protocol. Multimode devices One configuration uses a single physical terminal with multiple interfaces to access services on different wireless networks. Early examples of this architecture include the existing Advanced Mobile Phone System/Code Division Multiple Access dual-function cell phone, Iridiums dual function satellite-cell phone, and the emerging Global System for Mobile telecommunications/Digital Enhanced Cordless Terminal dual-mode cordless phone. The multimode device architecture may improve call completion and expand effective coverage area. It should also provide reliable wireless coverage in case of network, link, or switch failure. The user, device, or network can initiate handoff between networks. The device itself incorporates most of the additional complexity without requiring wireless network modification or employing interworking devices. Each network can deploy a database that keeps track of user location, device capabilities, network conditions, and user preferences. The handling of quali ty-of-service (QoS) issues remains an open research question. Overlay network In this architecture, a user accesses an overlay network consisting of several universal access points. These UAPs in turn select a wireless network based on availability, QoS specifications, and userdefined choices. A UAP performs protocol and frequency translation, content adaptation, and QoS negotiation-renegotiation on behalf of users. The overlay Issues in network, rather than the user or device, performs handoffs as the user moves from one UAP to another. A UAP stores user, network, and device information, capabilities, and preferences. Because UAPs can keep track of the various resources a caller uses, this architecture supports single billing and subscription. Common access protocol This protocol becomes viable if wireless networks can support one or two standard access protocols. One possible solution, which will require interworking between different networks, uses wireless asynchronous transfer mode. To implement wireless ATM, every wireless network must allow transmission of ATM cells with additional headers or wireless ATM cells requiring changes in the wireless networks. One or more types of satellite-based networks might use one protocol while one or more terrestrial wireless networks use another protocol. QUALITY OF SERVICE Supporting QoS in 4G networks will be a major challenge due to varying bit rates, channel characteristics, bandwidth allocation, fault-tolerance levels, and handoff support among heterogeneous wireless networks. QoS support can occur at the packet, transaction, circuit, user, and network levels. †¢ Packet-level QoS applies to jitter, throughput, and error rate. Network resources such as buffer space and access protocol are likely influences. †¢ Transaction-level QoS describes both the time it takes to complete a transaction and the packet loss rate. Certain transactions may be timesensitive, while others cannot tolerate any packet loss. †¢ Circuit-level QoS includes call blocking for new as well as existing calls. It depends primarily on a networks ability to establish and maintain the end-to-end circuit. Call routing and location management are two important circuit-level attributes. †¢ User-level QoS depends on user mobility and application type. The new location may not support the minimum QoS needed, even with adaptive applications. In a complete wireless solution, the end-to-end communication between two users will likely involve multiple wireless networks. Because QoS will vary across different networks, the QoS for such users will likely be the minimum level these networks support. End-to-End QoS Developers need to do much more work to address end-to-end QoS. They may need to modify many existing QoS schemes, including admission control,dynamic resource reservation, and QoS renegotiation to support 4G users diverse QoS requirements. The overhead of implementing these QoS schemes at different levels requires careful evaluation. A wireless network could make its current QoS information available to all other wireless networks in either a distributed or centralized fashion so they can effectively use the available network resources. Additionally, deploying a global QoS scheme may support the diverse requirements of users with different mobility patterns. The effect of implementing a single QoS scheme across the networks instead of relying on each networks QoS scheme requires study. Handoff delay Handoff delay poses another important QoS-related issue in 4G wireless networks. Although likely to be smaller in intranetwork handoffs, the delay can be problematic in internetwork handoffs because of authentication procedures that require message exchange, multiple-database accesses, and negotiation-renegotiation due to a significant difference between needed and available QoS. During the handoff process, the user may experience a significant drop in QoS that will affect the performance of both upper-layer protocols and applications. Deploying a priority-based algorithm and using location-aware adaptive applications can reduce both handoff delay and QoS variability. When there is a potential for considerable variation between senders and receivers device capabilities, deploying a receiver-specific filter in part of the network close to the source can effectively reduce the amount of traffic and processing, perhaps satisfying other users QoS needs. Although 4G wireless technology of fers higher bit rates and the ability to roam across multiple heterogeneous wireless networks, several issues require further research and development. It is not clear if existing 1G and 2G providers would upgrade to 3G or wait for it to evolve into 4G, completely bypassing 3G. The answer probably lies in the perceived demand for 3G and the ongoing improvement in 2G networks to meet user demands until 4G arrives.

Otavalo Cultural Integrity and the Forces of Globalization :: Outsourcing, Offshoring, Free Trade

Despite common misconception, indigenous peoples the world over are remarkably free from the cultural immobility and permanence suggested of them by foreign travel brochures and â€Å"imperialist nostalgia† (87). The attitudes, perceptions and behaviors of modern Otavalos shift and grow members of the community travel overseas and sell native textiles and music in international markets. Thus, the concept of â€Å"maintaining cultural identity† must reflect the invigorating and active exchange of social, political and economic realities between people. Adaptability is an element of every human culture around the world. Handsome profits roll into Otavalo accounts through their extensive textile industries, a complex international music scene, and annual floods of tourists for the Otavalo Saturday market. Our politically â€Å"potent tropes† of progressive/backward societies, and modern/primitive cultures are frustrated by the reality of Otavalo wealth. Yet these indigenous Ecuadorian people are no less culturally â€Å"authentic† for their organized adaptability than any other affinity of people (96). Indeed, when indigenous societies do not meet the flowery, exotic ideal of a â€Å"forgotten paradise† exhibiting a quality of â€Å"timelessness,† â€Å"foreigners often react with outrage† (87). Yet from the Inuit of Nunavut, to the Himba of Namibia to the Hawai’ians of Hawai’i, no culture is an object ready for the taking. Culture cannot be â€Å"lost like car keys† (97). Change, however, is not without cost and the question of agency. The consequences of forced cultural subordinance, as demonstrated in by colonial era, are destructive, alienating, and endlessly residual. Cultural sovereignty and political autonomy must be vigorously defended for every people: the right to collectively determine the future of one’s own people is intrinsic to maintaining a cultural identity. Ironically, it is via interaction between people and places that we learn to fully define ourselves by our own culture among the many cultures on this Earth. Only through cultural opposition can we human beings determine who we are and the relevance of our own way of living. In the late 1980s, local civil registrars allowed Otavalo parents to officially enroll their newborns given Quichua, rather than Spanish, names. This liberating gesture of cultural sovereignty revived common names of the indigena and permitted the Otavalo to powerfully reject the mestizaje in an explicit statement of faith in their own identity (234). In another, more complex, affirmation of autonomy, Otavalos maintain â€Å"a chameleonlike ability to meet audience expectations while still identifying as Otavalos† in selling their goods and exotic appeal on the global capitalist market (170).

Lady Macbeth Character Analysis Essay -- essays research papers

Lady Macbeth: Unsexed and Uncovered   Ã‚  Ã‚  Ã‚  Ã‚  Lady Macbeth progresses throughout the play from a seemingly savage and heartless creature to a very delicate and fragile woman. In the beginning of the play, she is very ambitious and hungry for power. She pushes Macbeth to kill Duncan in order to fulfill the witches’ prophecy. In Act I, Scene 6, she asks the gods to make her emotionally strong like a man in order to help her husband go through with the murder plot. She says, â€Å"Come, you spirits That tend on mortal thoughts, unsex me here, And fill me, from the crown to the toe, top-full Of direst cruelty!† Also, she does everything in her power to convince Macbeth that he would be wrong not to kill Duncan. In Act I, Scene 7, she tells him, â€Å"What beast was’t then That mad...

Walt Whitmans Drum-Taps :: Walt Whitman Drum-Taps Essays

Walt Whitman's Drum-Taps - The Personal Record of Whitman’s Wartime Experiences Walt Whitman is one of America’s most popular and most influential poets. The first edition of Whitman’s well-known Leaves of Grass first appeared in July of the poet’s thirty-sixth year. A subsequent edition of Leaves of Grass (of which there were many) incorporated a collection of Whitman’s poems that had been offered readers in 1865. The sequence added for the 1867 edition was Drum-Taps, which poetically recounts the author’s experiences of the American Civil War. Walt Whitman was born May 31, 1819, in West Hills, Long Island. His early years included much contact with words and writing; he worked as an office boy as a pre-teen, then later as a printer, journalist, and, briefly, a teacher, returning eventually to his first love and life’s work—writing. Despite the lack of extensive formal education, Whitman experienced literature, "reading voraciously from the literary classics and the Bible, and was deeply influenced by Goethe, Carlyle, Emerson, and Sir Walter Scott" (Introduction vii). Whitman was drawn to the nations capital roughly a year after the Civil War began, at the age of forty-three. The wounding of his brother, George Washington Whitman, who served in the Union Army, precipitated his contact with the carnage of the war. Reading the notice of his brother’s injury in the New York Herald, Whitman went immediately to Falmouth, Virginia, where he found his brotherly only slightly wounded. Perpetually short-handed, Army officials asked the poet to help transport injured soldiers to field hospitals in Washington. Whitman agreed, and began a mission of mercy that would occupy him from 1862 until the war’s end in 1865 (Murray). Drum-Taps is the personal-historical record of Whitman’s wartime occupation. Drum-Taps’ early poems were written prior to Whitman’s contact with wounded soldiers, and betray a starkly different attitude toward the war than one finds later in the sequence. The chronologically earlier poems celebrate the coming hostilities, expressing Whitman’s "early near-mindless jingoism" (Norton 2130). As one progresses through the work, he finds a less energetic, sorrowful, jaded narrator who seems little like the exuberant youth who began. Understandable so, "[Whitman] estimated that over the course of the war, he had made ‘over 600 visits or tours, and went †¦ among from some 80,000 to 100,000 of the wounded and sick, as sustainer of spirit and body in some degree, in time of need’" (Murray). What follows is a contemporaneous review of his work that speaks of the esteem that much of the world extended Whitman as patriot and poet of Drum-Taps:

Succubus Revealed Chapter 12

My brief conversation with Kayla tormented me for the rest of the evening as I corralled kids at the mall. I couldn't shake the image of her eyes as she told me about â€Å"the Darkness.† It was one of those times I both blessed and cursed her psychic abilities. If she hadn't had them at all, I never would've known anything was amiss in the Mortensen household. But with her imprecise understanding of her powers, I was left with too many questions about what she might have sensed. Erik would've known instantly. There was another thing for me to worry about. Erik. Murdered because of me. And if we were operating on the assumption that Hell had directly acted against him, then what was I supposed to think about Kayla? In the past, any unusual supernatural activity in the area had been the result of rogue forces outside of the Heaven and Hell system. After all, Heaven and Hell had certain rules they were supposed to follow. Milton was proof, however, that Hell wasn't above breaking those. So was it possible someone from my own side had been visiting Andrea Mortensen – coincidentally during the times her condition worsened? And if so, why? That, as Roman had pointed out, was a question with an answer that would crack all of this wide open. My only pause in ruminating on immortal affairs came when I tried to coax Walter into doing a house call to the Mortensens. Two mothers had gotten in a fight in line, so we were all on an impromptu break while mall security sorted matters out. â€Å"Santa doesn't do house calls,† Walter told me. â€Å"Last time I checked, that's exactly what Santa does,† I countered. â€Å"Every Christmas Eve.† â€Å"Santa can't just be hired out for entertainment. Children must either wait until Christmas morning or come visit the retail wonderland Santa's gazebo is in. Those are the rules.† â€Å"Of course you can be hired out,† I said. â€Å"It's why you're working here to begin with! Come on, I'll pay you. I'll buy you a drink. Both, if you want. These are little girls who need to see Santa. Their mother has cancer, for God's sake. How can you not be moved by that?† He peered at me through his spectacles. â€Å"I'm very sorry for their plight, but I can't do it. Taking on this role is a commitment for the holiday season, a vow to stay true to the spirit of Santa. If I'm outside this mall while playing this role, and Bob is here playing the same role, then what does that say to the children?† I stared at him incredulously. â€Å"Well, unless these children are capable of breaking the rules of time and space, none of them would know there's a Santa here, in Lake Forest Park, or in any of the other thousands of malls in this country.† â€Å"I would know. I can't be Santa while Bob is playing Santa. It would break our sacred pact.† † ‘Sacred pact?' It's just a job!† I was seriously considering breaking the drinking rule. If I got him tipsy enough, surely he'd agree to what I wanted. â€Å"Not to us, it isn't,† he told me solemnly. Security finished up their intervention, and the line began moving again, bringing the discussion to a halt before I could point out that last I'd checked, liters of whiskey weren't part of the â€Å"spirit of Santa† either. I might as well have been Grumpy for the rest of my shift. I appreciated Walter's dedication to the role, but honestly, it was kind of pushing absurdity. I stayed at Seth's place that night, in spite of my earlier plans to talk to Roman about what Kayla had told me. But when I called Seth on my way home, there was just something so sad and strained in his voice that I knew it was more important to be with him. Andrea's worsening condition had hit him hard. He and I spent the night chastely, but there was a desperation in the way he held me, a sense that I was all that was keeping him going in this madness. â€Å"Oh, Thetis,† he whispered, kissing my cheek as we snuggled in bed. â€Å"What am I going to do without you?† â€Å"Don't worry about it,† I said automatically. â€Å"I'm still here for a while.† â€Å"I know,† he said. â€Å"But then . . .† Silence. My heart lurched. â€Å"I know,† I said at last. â€Å"I know you can't leave them. It's okay.† â€Å"At least until she gets better. . . .† His words faltered for a moment. I could guess his emotions because I shared them. We were both worried about that looming, unspoken fear. That maybe Andrea wouldn't get better. And the really, really awful thing was that if she didn't, then eventually, Seth might be able to come to me in Las Vegas. But how could I live with myself knowing what the price of my happiness was? He finally managed to find his words again. â€Å"I understand why you get so frustrated with the universe,† he said. â€Å"I've never wanted anything so much as I've wanted to be with you. I finally got you . . . and now this happens. People talk about throwing everything away for love, but reality doesn't work out that way. And honestly, if I was the kind of guy who could ignore his family for his own selfish wants . . . well, then, I don't think I'd be worthy of you. So here we are.† â€Å"It's okay,† I repeated, forcing more bravery than I felt. â€Å"We'll be fine. They need you. Do what you have to do.† â€Å"Georgina.† â€Å"Seth.† I brushed my lips against his. â€Å"This is more important right now.† â€Å"Than us?† he asked. It took me a long time to answer. But I did. â€Å"Yes.† The next day I had an early shift at the mall, working with Bob. I attempted the same bargain I had with Walter, in the hopes of arranging a visit to the Mortensen girls, only to be met with the same response. I'd kind of hoped that since Bob wasn't a blatant alcoholic, he'd be more reasonable. No such luck. He was full of the same nonsense about the magic and integrity of the Santa role. Fortunately, things improved when I found Roman at home afterward. We had bowling practice that night, but I'd wanted to talk to him in private. My other immortal friends could be coaxed on board with a lot, but as Hell's hand became more obvious in all of this, I was hesitant to get them involved. Roman didn't face the same repercussions, and I didn't mind exposing myself to the wrath of my employers. I was less excited about subjecting my immortal friends to that same wrath on my behalf. â€Å"Did she say anything else about this ‘Darkness'?† Roman wanted to know, once I'd recapped everything for him. â€Å"Greater immortal, lesser immortal, outside deity?† â€Å"She doesn't understand what any of that is,† I said. â€Å"She's only four. Five now, I guess.† â€Å"She needs to understand it,† he said darkly. â€Å"You should train her up.† â€Å"With everything else going on in her life? I think that's the last thing she needs.† â€Å"Not if some supernatural creature is making her mom sick!† Roman perched on the edge of the couch, his sea green eyes both thoughtful and angry. â€Å"And let's face it, Georgina. If something is, I really can't imagine it's because the powers that be have singled out that family by random. If something's targeting Andrea Mortensen, it's because of her connection to you.† I felt ill. More consequences, laid at my feet. â€Å"So Andrea suffers because of me,† I said, sinking into a chair. â€Å"Wonderful.† â€Å"It's Hell,† said Roman. â€Å"What do you expect? If they want back at you for something, then they're going to find creative ways to do it.† â€Å"Seems like there are more direct ways to make me ‘pay,' † I noted. â€Å"Especially seeing as they own the contract on my soul. We're assuming a lot that this is Hell.† Roman shrugged. â€Å"Not really. We already know they're interfering with your life. And healing and injuring are specific powers given to angels and demons.† â€Å"Do you think Carter could tell what visited her?† I asked. â€Å"If he looked at Andrea?† â€Å"I think he could.† Roman considered for a few moments. â€Å"The question is if he would get involved with it at all. You know how he is. Heaven, at least, makes a pretense of playing by the rules.† I nodded slowly, remembering my last conversation and how reluctant Carter had been to intervene. â€Å"True,† I murmured. â€Å"Well,† said Roman, straightening. â€Å"You can ask him right now.† â€Å"Huh? How?† â€Å"He's coming to practice. I overheard him and Jerome talking about it yesterday.† Apparently, Seth wasn't the only one with a perverse interest in watching Jerome's misfits bowl for his honor. I stood up as well. â€Å"Then let's go. I'll drive.† As we headed downstairs, I gave Roman a sidelong look. â€Å"Have you ever wondered how you'd look in a white beard and Santa hat?† Roman returned my look warily. â€Å"No, I have not.† I quickly explained how the Mortensen girls hadn't seen Santa yet this year. He was already shaking his head before I finished the story. â€Å"Come on, Roman. They need to see Santa. And I know you don't have any of those hang-ups like Walter does about multiple Santas existing together.† â€Å"Nope,† agreed Roman. â€Å"My hang-up is about preserving my dignity, no matter how good the cause. Besides, I don't feel that guilty. If you really wanted them to see Santa, you could shape-shift and put us all to shame.† I scowled. It was annoying because it was true. Roman and I were the last to arrive at the bowling alley, much to my dismay. I'd hoped to speak with Carter privately, but he and Jerome were already deep in conversation (and in their cups). The rest of the Unholy Rollers were waiting anxiously for their leader and gave me no end of grief for not wearing my shirt. â€Å"I forgot,† I said. â€Å"It's no big deal. I'll wear it for the real game.† Peter sighed. â€Å"But it helps build team solidarity now. And that sense of bonding and closeness will make us better.† â€Å"Actually,† said Jerome, â€Å"hitting more pins would make you better.† â€Å"Look,† I told Peter. â€Å"If I have to use the bathroom at some point, I'll shape-shift the shirt on.† â€Å"It's not the same,† he grumbled. Fortunately, Jerome's impatience allowed little time for further debate on the matter. He hadn't seen how our last practice had ended and was anxious to know if we'd improved. We had, to be fair, but I think Jerome was expecting us to all be throwing strikes every time. When it was clear that wasn't the case, he grew impatient and angry. â€Å"How can you do that?† he demanded, after Cody made an impressive 9-1 spare. â€Å"Why can't you just hit them all the first time?† He glared at Roman. â€Å"Do something.† Roman eyed his father irritably, not liking his teaching skills questioned, especially since Cody was the best of us. â€Å"Why don't you? Why don't you give it a shot, Pop?† Jerome had been up pacing by the lane but wouldn't deign to actually touch a ball himself. â€Å"Because it's not my job,† Jerome retorted. Roman rolled his eyes. â€Å"Then let me do mine.† While they bickered, I leaned over to Carter. â€Å"I need to talk to you. In private. Can you stick around after this?† Carter had been watching the father?Cson exchange, but his eyes flicked briefly toward me when I spoke. He gave a small, barely perceptible nod. And when Jerome returned to his seat a few moments later, saying he wanted to leave and drink off his annoyance at the Cellar, Carter declined the offer. â€Å"Nah,† he said lazily, stretching. â€Å"I think I'll see how this pans out. There's no way Peter can keep throwing splits like that every time. It defies all the rules of physics.† Peter looked torn on whether he should be flattered or not by that. â€Å"Fine,† said Jerome. â€Å"If you've got any miracles you can work to help them, now's the time to cash them in.† â€Å"Noted,† said Carter, waving as Jerome left. My lesser immortal friends were agitated by our boss's disapproval, so I focused on the game and didn't bring anything up with Carter until we finished our practice. Jerome could criticize all he wanted, but Roman really was a good teacher. I think our greatest triumph was when Peter went four frames in a row without a split, thus returning the laws of physics back to their rightful state. True, he didn't get any strikes or spares either, but by that point, we were all so exhausted that we were willing to take what victories we could. Roman, Carter, and I let the others leave ahead of us – once I'd promised I would definitely wear my team shirt next time, of course. As soon as we had relative privacy, I explained my problem to Carter. His face grew graver and graver as he listened. â€Å"Daughter of Lilith,† he said when I was done, â€Å"you know I can't interfere.† â€Å"I'm not asking you to,† I said. â€Å"Not exactly. I just want to know if you could tell if someone – like a demon – had made Andrea Mortensen sick.† Carter's gray eyes were unreadable. â€Å"Yes. I can tell.† â€Å"Will you go see her with me and tell me what you sense? That's it. I'm not asking you to break any rules.† Well, I didn't think I was. Honestly, I didn't understand half of these â€Å"rules† he was always talking about. â€Å"I just need the information.† â€Å"Okay,† he said, after what felt like forever. â€Å"I'll go with you. Giving you that information doesn't violate anything.† â€Å"I don't suppose,† said Roman, â€Å"that telling us why Hell would do this wouldn't violate anything either?† I answered before Carter could. â€Å"We already know. To get to me. I've pissed somebody off, and they're going to make me suffer by making those I love suffer.† â€Å"Yeah, but why Andrea?† asked Roman. â€Å"I mean, no offense, but there are other ways to hurt you more. Why not make Seth suffer?† I couldn't help but scoff. â€Å"Well. With this transfer, I kind of feel like he already – † I came to a screeching halt, once I realized what I'd been about to say. Roman was sitting opposite me in one of the worn leather chairs, and from the rabid look in his eyes, I thought he was going to reach over and shake me. â€Å"What?† he demanded. â€Å"What did you just think of?† â€Å"Andrea's sickness is terrible,† I said slowly. â€Å"A horrible, unfair thing that could hurt her whole family. But there's something else. As long as she's sick, as long as the whole family needs help . . . Seth has to stay with them. He can't go to Las Vegas with me.† â€Å"And there it is,† said Roman, wonder lighting his eyes. â€Å"That's what this transfer is about. To get you out of Seattle, away from Seth, and to make sure he can't follow.† â€Å"Eventually . . .† My stomach was twisting again, just like it always did when I thought of people being affected because of me. â€Å"Eventually he'd be able to. Andrea will either get better, or . . . or she won't.† â€Å"Yes, but how long?† demanded Roman. â€Å"How long will that take? Long enough for you to fall even more in love with your picture-perfect scenario – the one that they handcrafted for you? Long enough for you to move on with some other artsy introverted mortal? By the time he's free, it won't matter.† I was staring off at Roman but not really seeing him. Jerome had always been annoyed at my relationship with Seth, chastising me for being too attached to a mortal and letting it affect my job. Carter himself had said I was doing something that Hell didn't like. Was it possible this was it? That all of these forces were moving to keep Seth and me apart? â€Å"If Hell wants me away from Seth, then why not just forbid it?† I asked. â€Å"Jerome's given me a hard time before. Or why not just drop me somewhere . . . anywhere . . . that isn't here? Why should they care that it's a place I'll fall in love with?† â€Å"So that you'll forget him,† said Roman. â€Å"So that you won't look back. If they ordered you apart, a teenage forbidden romance complex would kick in like that.† He snapped his fingers. â€Å"You'd never stop pining for him. But this . . . this is more subtle. And effective.† â€Å"It is,† I agreed, still reeling. â€Å"Even after all of Jerome's criticism, I never thought . . . I never thought Hell would be this upset over me being with a human.† Roman had no answer for me but lifted his eyes to Carter. â€Å"You're being awfully quiet.† Carter shrugged, face neutral. â€Å"You two have plenty to say. No need for me to chime in.† â€Å"Are we right?† I asked the angel. â€Å"Of course we are,† said Roman. â€Å"You've always known Hell thought you were too distracted by Seth. This explains everything.† â€Å"Doesn't explain Erik,† I said. â€Å"Are you sure you have nothing to add?† asked Roman, gaze still on Carter. â€Å"I think we should get to the Mortensens' before it gets much later,† said Carter mildly. â€Å"I'm sure those girls have respectable bedtimes.† I stood up, knowing we'd get nothing else from him. â€Å"I have to drop Roman off at home first. Then we can go over there.† â€Å"How are you going to get me in to see her?† asked Carter. â€Å"It'll be a little weird bringing in a stranger to a sick woman's bedroom. Do you want me to go invisibly?† I'd been about to suggest that very thing when a new idea struck me. I gave Carter a once-over. â€Å"Have you ever wanted to put on a Santa suit?† â€Å"I have always wanted to do that,† said Carter gravely. Roman groaned. Once I explained the situation to Carter, however, he was totally on board. In fact, he told me not to worry about the costume arrangements and promised to meet me at Terry's in an hour, once I'd had a chance to drop Roman off. As soon as we were in the privacy of the parking lot, Carter vanished into thin air. â€Å"I hope he doesn't get an outfit from wherever it is he normally does his shopping,† I mused to Roman as we drove. â€Å"We don't want a hobo Santa. Although, if Ian's there, he'd probably approve and say we were breaking out of the mainstream's iron grip.† â€Å"Goddamned hipsters,† said Roman. He leaned his head against the car's window. â€Å"You're rolling the dice a little with Carter, but something tells me he won't mess this up, not for a bunch of girls with a sick mother. He's an angel, after all. He's got to earn his keep somehow.† â€Å"And thank goodness he doesn't have any hang-ups about Santa being at more than one place at the same time,† I joked. â€Å"No space?Ctime contradictions there.† Roman jerked up so fast, I nearly slammed on the brakes, thinking I was about to hit something. Half a second later, I realized whatever had startled him was in his own head. â€Å"Oh God,† he said. â€Å"What?† I asked, acting like him earlier. â€Å"What did you just think of?† â€Å"I think . . . I think I've figured this out.† There was awe in his voice. â€Å"What? This mystery we've been beating our heads against? We already figured it out.† Roman shook his head, wide-eyed. â€Å"No . . . oh, Jesus. Georgina, if I'm right . . . how do I even prove if I am?† He leaned back in dismay. â€Å"How do I get proof?† â€Å"Tell me what you're thinking,† I demanded. â€Å"No. Not yet. Just drop me off, and we'll talk when you're done. I have to figure this out.† There wasn't much that was more infuriating than that. I hated having the lure of a secret being dangled before me. I hated the â€Å"I'll tell you later† stance. But no matter how much I badgered him, he refused to say any more. With Carter on his way to Terry's, I couldn't linger long over Roman. I had to get to Lake Forest Park first. With much grumbling, I left Roman to his machinations, after first warning him that he'd better be ready to spill when I got home later. When I arrived at the Mortensens' soon thereafter, I was relieved to see that Seth was around and that all the girls were still awake. Recalling Carter's joke, I'd worried on my drive over that it might be past the littler ones' bedtime. Most of them were in their pajamas, but it was clear from their excited reaction to me that sleep was the farthest thing from their mind. Returning their hugs, I couldn't help but imagine their response when the real act showed up. Only Brandy stayed on the couch when the others hugged me. She still smiled and nodded in greeting, but there was a haunted, hollow look that hadn't been there yesterday during our outing. My heart ached for her. After letting her have her night out, they must have told her the truth today about her mom. I sat down on the other end of the couch. â€Å"Did you have fun last night?† â€Å"Yeah,† she said. â€Å"It was okay.† â€Å"Do you want to see the pictures?† asked Kendall excitedly. She nudged Brandy. â€Å"Show her!† Smiling at her sister's enthusiasm, Brandy produced her cell phone and gave it to me to scroll through. It was filled with the kinds of pictures girls her age like to take, group shots of her and her friends crowded in, some with silly faces. I was pleased to see that it looked like any other school dance. I hadn't been sure what to expect from a church. The shots of her in particular were stunning. Margaret had done a good job with the French twist. One picture showed Brandy grinning next to a cute boy with sandy blond hair. He looked like a smart surfer. I glanced over at her and raised a questioning eyebrow. She nodded. â€Å"Nice,† I said. A knock at the door brought everyone's excited chatter to a halt. Terry looked up in surprise from where he'd been leafing through a picture book with McKenna. â€Å"Who on earth is that?† He glanced around the room, as though doing a head count to make sure anyone who might possibly stop by was already here. I suppose with that many daughters, there was always the risk of losing track of one. Ian, Margaret, Seth, and I were also accounted for. There weren't too many others who would drop in unannounced. â€Å"I don't know,† I said cheerfully. â€Å"Seth, why don't you answer the door and see?† Seth immediately picked up on the tone in my voice. He shot me a questioning look but walked over to the door anyway. He turned the knob and leaped back in astonishment when Carter burst in through the door. Well, I was taking it on faith that it was Carter, based on our earlier conversation. Because really, the man who entered the living room looked nothing like the disreputable angel I knew. In fact, he didn't look like any of the Santas I knew. He looked better. There was magic in the way he moved his round frame. His red suit seemed to shimmer, and his rosy cheeks looked like he'd just come in from the North Pole, not a dreary Seattle winter. He had out-Santa'ed Santa. â€Å"Ho ho ho!† he bellowed, in a voice that filled the entire house. â€Å"Merry Christmas!† Dead silence and wide eyes met him for a few moments. Then Kendall and the twins began squealing in delight as they ran over to him. â€Å"Santa! Santa!† â€Å"What are you doing here?† demanded Kendall. â€Å"You aren't contractually obligated to come here until Christmas Eve.† â€Å"True,† he said in a booming voice that I still couldn't believe was Carter's. â€Å"But I have to find out what you want for Christmas, don't I?† This was met with more oohs and ahhs, and the twins urged him to sit down on the couch. Brandy scrambled out of the way, and Kendall immediately took her turn first, claiming Santa's lap. Margaret and Terry looked like they were going to burst into tears. Ian looked dumbfounded. Seth caught my arm and pulled me to the side. â€Å"Is that one of the guys you work with?† he whispered. I grinned. â€Å"In a manner of speaking. It's Carter.† Seth did a double take, wearing the amazement I'd felt earlier. â€Å"Really? But how . . . I mean . . . even his body . . .† â€Å"Mysterious ways,† I replied. Kendall was rattling off a list of board games and economics books. Nearby, the twins stood quivering with excitement, eager for their turn but too well bred to show bad manners in front of Santa. After a few subscriptions to prominent business magazines and newspapers, Terry gently cut Kendall off and suggested she let her sisters take a turn. Kendall agreed eagerly, but not before throwing her arms around Carter and thanking him. â€Å"Okay,† said Seth, drawing me near. â€Å"This was kind of amazing. Not that I should be surprised by anything you do anymore.† He kissed my forehead. â€Å"We definitely have to make the most out of your last month. If we're going to be apart for a long time, then we have to find a way to work around my schedule here.† I started to protest and tell him not to change his plans with the family because of me but stayed silent instead. Some desperate part of me wondered, what did any of it matter? If Hell wanted us apart, then we couldn't stand against that. â€Å"A long time† would become â€Å"never.† Maybe I really should be trying harder to maximize these last precious days. And yet if I did . . . would that make Hell work harder against us? Glancing up, I saw Morgan had now replaced McKenna on Carter's lap. They were having a discussion on the virtues of two different kinds of pony action figures. Morgan wasn't sure what kind she wanted. â€Å"Princess Ponies come in more colors,† she told him seriously. â€Å"True,† he said. â€Å"But some of the Power Prism Ponies are unicorns. And you can do more stuff with their hair.† Across the room, I saw Kayla curled up in a chair, watching Carter raptly but making no moves to talk to him. Slipping away from Seth, I walked over and knelt beside her. â€Å"Are you going to tell Santa what you want?† I asked in a very soft voice. It took Kayla several moments to tear her gaze from him. â€Å"He's not Santa,† she said. I was grateful she spoke as quietly as me. No one else heard. â€Å"Of course he is,† I said. â€Å"Who else would he be?† â€Å"He's not Santa.† She smiled and studied him again. â€Å"He's beautiful. He's more beautiful than anything.† No human could see an angel in his or her true form, unless the angel revealed it. Even then, a human would be destroyed by it. No, Kayla wasn't seeing Carter's true form, not exactly, but she was seeing something. Some piece of his true nature. I felt a moment of envy, wondering what it was she saw, what her senses allowed her that mine didn't. Whatever it was, I'd never know, but the enchanted look on her face made it clear it was wonderful. â€Å"Beautiful,† she repeated. She looked back at me. â€Å"Can he stop the Darkness?† â€Å"He'll try,† I said. Not the entire truth, but it would have to suffice. â€Å"Can you pretend he's Santa? Tell him what you want for Christmas?† She nodded solemnly, just as Morgan finished and Carter beckoned toward us. I walked Kayla over. I helped her onto his lap, and he glanced up at me with twinkling gray eyes. Those, if nothing else, were definitely Carter's. I stepped back and let them talk. Kayla continued staring adoringly at him, but no one except me knew what truly captivated her. She looked like any other child starstruck by Santa as she related her list, making no mention of his beauty or supernatural creatures prowling through her home at night. Leaving them to it, I quietly went upstairs and peered in Andrea's room. She was awake, reading a book. Dark circles hung under her eyes, and her face looked gaunter than last time. She nonetheless gave me a cheery smile. â€Å"Georgina,† she said. â€Å"I should've known you were the source of all that commotion.† I laughed. â€Å"Not all of that. A friend of mine is here, playing Santa for the girls. He's taking their Christmas orders right now.† Her expression softened, resembling the near tears I'd seen on the others' faces. â€Å"That's very sweet of him. And of you.† â€Å"Would you like to meet him before he leaves?† I asked. Andrea grimaced and absentmindedly patted her hair. â€Å"Yes, in theory . . . but Lord. I look terrible.† â€Å"Believe me,† I said. â€Å"He doesn't care.† When I went back downstairs, Kayla had finished, and Carter was trying to get a list out of Brandy who told him point-blank there was no way she was getting on his lap. â€Å"I think you have plenty to work on with their orders,† she told him good-naturedly. â€Å"And there's nothing you want?† he asked in his best echoing Santa voice. â€Å"Nothing you can give, I'm afraid,† she said. Her smile faltered. â€Å"But thanks.† Carter peered at her with that piercing look he sometimes used on me, the one that seemed to look right inside me. â€Å"No,† he agreed. â€Å"You're right. But I can give you all my prayers. And my hopes for the best.† Brandy stared at him, caught up in that gaze, and simply nodded. I don't think she knew what a powerful thing it was, for an angel to offer all of his prayers, but she most certainly sensed the sincerity and intention in his words. â€Å"Thanks,† she repeated. I caught hold of Carter's arm. â€Å"Their mom wants to meet you, Santa.† He stood up and followed me to the stairs. We passed Ian along the way, who watched us condescendingly. â€Å"Aren't you going to ask what I want?† Carter paused and looked him over from head to toe. â€Å"Sorry. My workshop doesn't do shabby chic.† Carter continued following me, despite Ian's protest that his style was â€Å"vintage† and that â€Å"shabby chic is for wannabes.† If Andrea felt insecure at the thought of meeting a stranger, she did a good job of hiding it. Indeed, when Carter walked into her bedroom, a little awe passed over her face, reminding me of Kayla. Andrea couldn't see what her daughter had, but I think she sensed some of Carter's grace. He came to a halt at the foot of her bed and took of his red hat in a genteel style, revealing rows of white curls. â€Å"This is my friend Carter,† I said, after first making sure no one small had followed us. â€Å"Mrs. Mortensen,† he said, dropping the showmanship. â€Å"It's very nice to meet you.† She smiled, and the joy in it made her beautiful, despite her weary state. â€Å"Nice to meet you too. Thank you for coming over and seeing the girls.† Their exchange was brief. He said something nice or funny about each girl, making Andrea's smile grow and grow. She in turn couldn't stop thanking him. When the pleasantries were finally done, I bid her farewell and stepped outside the room with Carter. I closed the door and was about to head downstairs when he caught my hand. â€Å"Did you see what you needed to?† I asked quietly. He nodded, face grave, looking more like Carter than ever. â€Å"You were right. Her condition was made worse – by a demon.† â€Å"Can you tell which demon?† I asked. I knew Jerome didn't have my best interests at heart, but it was a hard thing to think of him purposely harming those I cared about. â€Å"No,† said Carter. â€Å"But it probably wasn't Jerome. It's the kind of dirty work a minor demon would do. I can also tell you that her illness, originally, was natural. Nothing gave this to her.† â€Å"They just made her relapse when she was starting to get better.† To get to me. To keep Seth busy. Carter nodded. â€Å"Okay. Thank you for coming here tonight. I appreciate it.† I started to turn, and he again stopped me. â€Å"Georgina . . .† There was an odd, troubled note in his voice, one I didn't usually associate with confident, laconic Carter. â€Å"Georgina, I've told you over and over that there are rules about what I can and can't do, how much I can be involved. As a general rule, I'm really not supposed to do too much active interference in mortal lives.† â€Å"I understand,† I said. â€Å"But what happened to her . . .† He frowned slightly. â€Å"That was another breaking of the rules, something that shouldn't have happened. And in this situation, two wrongs can make a right.† I stared up at him in amazement. â€Å"What are you saying?† â€Å"I'm saying that I can heal her. I can't completely eradicate the cancer, but I can take it back to the level it was at before she was harmed this week. I can undo what they did to her and clean the slate.† My jaw wanted to drop. â€Å"That . . . that would be amazing !† Carter still looked sad, and I couldn't figure out why. Did he feel like he was violating a rule, even if he was righting a wrong? â€Å"What's the matter?† He sighed. â€Å"What you and Roman said earlier . . . about Hell wanting to keep you and Seth apart? About how her condition keeps him here? Well . . . it's possible, this is exactly what they want. She got better, then they made her worse again. Then, if she gets better on her own – or because of me – then everyone gets hopeful again, until they come back and make her worse. I'm not saying they will come back. But that they could. A limbo state like this ensures Seth stays around. If I heal her now – and I will if you want – I might be perpetuating that.† There were two key things I pulled out of that. One was a very, very subtle acknowledgment that Roman and I were right. Oh, Carter wasn't saying for sure that Hell was after Seth and me, but he certainly wasn't denying it either. It was all part of that careful angel way of his. The other thing – the most startling one – was the implication that thwarting Hell meant keeping Andrea out of the limbo they wanted her in. Seth would always be tied to his family if she moved in and out of health. If she completely recovered, he would be free. And if she died . . . â€Å"No,† I said. â€Å"It doesn't matter. Heal her. I don't care if he stays here forever, so long as it keeps her alive.† Carter nodded, and something shone in his eyes, something a little like pride . . . and sadness. â€Å"I thought you'd say that.† He knocked gently on Andrea's door before stepping back inside. â€Å"Sorry to bother you,† he said. â€Å"But I forgot to ask what you wanted for Christmas.† Andrea laughed, eventually degenerating into coughing. Reaching for a glass of water beside her bed, she finally recovered herself. â€Å"That's nice of you, but I'm too old.† â€Å"Never,† said Carter. â€Å"There must be something.† Andrea was still smiling, but it grew a little wistful. â€Å"There is something,† she said. I wondered if she'd ask to be cured, which was obviously what Brandy had wanted as well. â€Å"I want . . . I want my girls to be happy. No matter what happens to me, I want them looked after and cared for.† Carter-as-Santa studied her with that soul-searching gaze, and it was as though something passed between them, something I wasn't part of. At long last, he said, â€Å"I swear, it will be so.† He walked over to her bedside and extended his hand to her. A chill ran down my spine as he did. I swear. Those weren't words an angel could say lightly. I'd thought what he'd said earlier to Brandy was powerful, but it was nothing compared to this. Tentatively, Andrea took Carter's hand. I saw nothing blatant, no blinding flash of light or anything like that. I didn't even feel anything with my immortal senses. But Andrea's face transformed, growing radiant and dreamy, as though she were seeing and hearing the most beautiful things in the world. When Carter released her hand, she smiled at him and closed her eyes, drifting into sleep. â€Å"You healed her?† I asked, deciding not to mention the promise. â€Å"Yes,† he said. â€Å"She won't remember much of my visit.† â€Å"Probably just as – â€Å" My cell phone rang, and I hurried out of the room to answer it before Andrea woke up. It was Roman. â€Å"Hey,† I said. â€Å"Hey, are you still with the Mortensens?† â€Å"Yeah, why?† â€Å"Because I think I've figured out how to prove my theory,† he said, voice stern and strained. â€Å"I still don't even know what your theory is,† I said. â€Å"You will soon enough. Ask Seth how he feels about hypnosis.†