IN REPORT FORMAT,EVALUATE THE EFFECTIVENESS OF AN ORGANIZATION OF YOUR Essay

IN REPORT FORMAT,EVALUATE THE EFFECTIVENESS OF AN ORGANIZATION OF YOUR CHOICE WHICH CAMPAIGNS OR ADVOCATES FOR CHILDREN,YOUNG PEOPLE AND FAMILIES - Essay Example (BBC News, 2007) Butler (2007) reported that NSPCC was able to raise as much as  £250 million through public campaigns since 1999 aside from the fact that the independent charity organization received a total of  £30 million from the government fund during the past four years. Despite the large sum of money gathered to combat child abuse throughout the United Kingdom, the number of children below the age of 15 years old who die from physical abuse and negligence throughout the United Kingdom has increased from 0.4 to 0.9 deaths per 100,000 children (Guardian, 2003; Unicef, 2003). As part of discussing NSPCC’s campaign and advocates for children, young people, and families, the work and involvement of NSPCC in terms of dealing with young people through ‘child line’ and families will be tackled followed by going through its impact over the life of millions of children, young children, and families. Eventually, the effectiveness of NSPCC’s campaigns and advocates for children, young people, and families will be assessed using a brief one-on-one interview with randomly selected children below the age of 18 combined with the public news and reports of NSPCC’s performance. Launched back in 1986 (NSPCC, 2008k), the main purpose of NSPCC campaigners for children is to give courage to children who have been a victim of domestic abuse to speak up against the person who abuses the child physically, verbally and/or emotionally. With the use of ChildLine and NSPCC HelpLine including its online and text message services (NSPCC, 2008b & 2008d), NSPCC advocates can extend their support to children who need advices on issues related to bullying, sexual, emotional or physical abuse, self-harm, and family-related problems among others (NSPCC, 2008g). Eventually, NSPCC will help the callers to find ways to solve their problems. Given the large number of

Leonardo the Renaissance Man Essay Example for Free

Leonardo the Renaissance Man Essay During the Renaissance, Leonardo da Vinci became a legend. He is noted as one of the greatest artists of his time as well as one of the greatest artists that ever lived. Throughout his life he accomplished many things and did them with astounding ability. Today people refer to someone who appears to have excelled in countless things as a â€Å"Renaissance Man†. Leonardo da Vinci is one of the best examples of this classification. Through always searching for more knowledge, he became well versed in many areas. Leonardo excelled in painting, scientific studies, mathematics, and countless other fields. Leonardo da Vinci is the best example of a true Renaissance Man. Although Leonardo was accomplished in many areas, his true talent was in his artwork. â€Å"Leonardo da Vinci excelled as a painter and was a pioneer of many painting techniques† (Leonardo Da Vinci: High Renaissance Artist, â€Å"Leonardo Da Vinci†). His skill in art came naturally. At a young age, it was discovered that Leonardo was talented at it. He loved to draw and was eventually admitted into an apprenticeship with one of the best known artists at the time, Andrea del Verrochio. Here he learned many techniques for painting which included oil painting, sfumato, tempera, and chiaroscuro. He used these techniques to paint many of his famous works. Some of which include the Mona Lisa, the Last Supper, Madonna of the Rocks, and countless more. Leonardo was a member of the Compagnia di San Luca, a guild for talented artists. He was always sought after by commissioners and was paid highly for his work in the guild. Some say the reason why Leonardo was so highly adored was because he had a way of making the painting seam real and because he sought perfection in everything he did. Before starting a painting, Leonardo would sketch and do studies in his notebook in order to practice that perfection. If he started the final and it wasn’t good enough, he would abandon his work. Leonardo painted throughout his lifetime and had a very successful art career, painting over 25 successful pieces. Today he’s thought of as one of the best artists in history. â€Å"Leonardo was obsessed with unlocking the secrets of science†¦He believed by studying it carefully, it could be accurately reproduced† (Arwen, Leonardo da Vinci- the Genius). Throughout his life, Leonardo was fascinated by nature and all of its sciences. As a child he would sit outside and reproduce images of birds and flowers in his notebooks. This admiration for science continued into his adulthood when he started constructing drawings of the human body. Leonardo was so intrigued by this concept that he dissected human bodies in an attempt to learn all he could about them. All together, Leonardo performed nearly 30 dissections. While performing these studies, he drew his findings. He completed detailed sketches of the heart, skull, fetus, muscles, and bones which are still used today. Although natural curiosity kept Leonardo studying the human body, he started his obsession because he believed he would be able to better depict people in his paintings. Leonardo had a theory that artists possessed a unique skill of observation and they could accurately reproduce images if they studied what made them up. Anatomy was just one branch of Leonardo’s sci entific studies. He also studied aerodynamics, optics, geology, and mechanics. Leonardo eventually applied his findings by creating countless inventions such as a flying machine, a parachute, tanks, underwater equipment, and a number of weapons. Leonardo was very interested in mathematics and he had some success in this area as well. A friend of Leonardo said, â€Å"In his early forties this obsession with mathematics overtook him, and his notebooks began to fill up with geometrical sketches and diagrams† (Geometry in Art and Architecture, Unit 14). Just as Leonardo believed science was important in art, he also believed math was. He thought math was the basis of all things and it needed to be understood for painting purposes. Leonardo was interested especially in geometry. He discovered the proof for the Pythagorean Theorem and illustrated a book with one of the leading mathematicians at the time, Luca Pacioli. Leonardo also applied math in many of his architectural designs as well as his inventions. He used math to calculate the volume of his horse statue, in order to figure out how much bronze would be needed to complete it. It can be seen in his notebooks how infatuated Leonardo was in the study of math. For on numerous pages he drew and examined different geometrical shapes. Overall, it can be seen that Leonardo was well versed and successful in many areas. He was an accomplished painter, completing over 25 well known pieces. Also, Leonardo achieved advancements in science by dissecting over 30 bodies and drawing images of his findings which are still used today. He was knowledgeable in math and even illustrated a book with a leading mathematician. Leonardo da Vinci became a legend in his time and still is one to this day. He mastered many areas of study, obtaining the classification of a universal genius. There is no doubt that Leonardo da Vinci is the best example of a true Renaissance Man.

E-Contracts and E-Signatures Essay Example for Free

E-Contracts and E-Signatures Essay I. Forming Contracts Online Disputes arising from contracts entered into online concern the terms and assent to those terms. A. Online Offers Terms should be conspicuous and clearly spelled out. On a Web site, this can be done with a link to a separate page that contains the details. The text lists subjects that might be covered, including remedies, dispute settlement, payment, taxes, refund and return policies, disclaimers, and privacy policies. An online offer should also include a mechanism by which an offeree can affirmatively indicate assent (such as an â€Å"I agree† box to click on). 1. Click-On Agreements A click-on agreement occurs when a buyer, completing a transaction on a computer, is required to indicate his or her assent to be bound by the terms of an offer by clicking on a button that says, for example, â€Å"I agree.† The terms may appear on a Web site through which a buyer is obtaining goods or services, or they may appear on a computer screen when software is loaded. 2. Shrink-wrap Agreements A shrink-wrap agreement is an agreement whose terms are expressed inside a box in which computer hardware or software is packaged. In most cases, the agreement is not between a seller and a buyer, but between a manufacturer and the user of the product. The terms generally concern warranties, remedies, and other issues associated with the use of the product. †¢ Courts often enforce shrink-wrap agreements, reasoning that the seller proposed an offer that the buyer accepted after an opportunity to read the terms. Also, it is more practical to enclose the full terms of a sale in a box. †¢ If a court finds that the buyer learned of the shrink-wrap terms after the parties entered into a contract, the court might conclude that those terms were proposals for additional terms, which were not part of the contract unless the buyer expressly agreed to them. 3. Browse-Wrap Terms Browse-wrap terms, which can also occur in an online transaction, do not require a user to assent to the terms before going ahead with the deal. Offerors of these terms generally assert that they are binding without the user’s active consent. Critics argue that a user should at least be required to navigate past the terms before they should be considered binding. II. E-Signatures The text discusses how e-signatures are created and verified, and their legal effect. A. E-Signature Technologies The text discusses three common methods for creating e-signatures. B. State Laws Governing E-Signatures Most states have laws governing e-signatures, although the laws are not uniform. The Uniform Electronic Transactions Act (UETA), issued in 1999 and adopted by most states, was an attempt by the National Conference of Commissioners on Uniform State Laws (NCCUSL) to create more uniformity. C. Federal Law on E-Signatures and E-Documents In 2000, Congress enacted the Electronic Signatures in Global and National Commerce Act (E-SIGN Act) to provide that no contract, record, or signature may be â€Å"denied legal effect† solely because it is in an electronic form. Some documents are excluded, most notably documents governed by Articles 3, 4, and 9 of the UCC. III. Partnering Agreements Through a partnering agreement, a seller and a buyer agree in advance on the terms to apply in all transactions subsequently conducted electronically. These terms may include access and identification codes. A partnering agreement, like any contract, can prevent later disputes. IV. The Uniform Electronic Transactions Act The UETA, which is a draft of legislation suggested to the states by the National Conference of Commissioners of Uniform State Laws (NCCUSL) and the American Law Institute (ALI), removes barriers to e-commerce by giving the same legal effect to electronic records and signatures as to paper documents and signatures. A. The Scope and Applicability of the UETA The UETA applies only to e-records and e-signatures relating to a transaction (an interaction between two or more people relating to business, commercial or governmental activities). The UETA does not apply to laws governing wills or testamentary trusts, the UCC (except Articles 2 and 2A), the UCITA, and other laws excluded by the states. B. The Federal E-SIGN Act and the UETA If a state enacts the UETA without modification, the E-SIGN Act does not preempt it. The E-SIGN Act does preempt modified versions of the UETA to the extent that they are inconsistent with the E-SIGN Act. Under the E-SIGN Act, states may enact alternative procedures or requirements for the use or acceptance of e-records or e-signatures if (1) those procedures or requirements are consistent with the E-SIGN Act, (2) the state’s procedures do not give greater legal effect to any specific type of technology, and (3) if the state adopts the alternative after the enactment of the E-SIGN Act, the state law must refer to the E-SIGN Act. C. Highlights of the UETA State versions may vary. 1. The Parties Must Agree to Conduct Transaction Electronically This agreement may be implied by the circumstances and the parties’ conduct (for example, giving out a business card with an e-mail address on it). Consent may also be withdrawn. 2. Parties Can â€Å"Opt Out† Parties can waive or vary any or all of the UETA, but the UETA applies in the absence of an agreement to the contrary. 3. Attribution The effect of an e-record is determined from its context and circumstances. A person’s name is not necessary to give effect to an e-record, but if, for example, a person types her or his name at the bottom of an e-mail purchase order, that typing qualifies as a â€Å"signature† and is attributed to the person. Any relevant evidence can prove that an e-record or e-signature is, or is not, the act of the person. If issues arise relating to agency, authority, forgery, or contract formation, state laws other than the UETA apply. 4. Notarization A document can be notarized by a notary’s e-signature. 5. The Effect of Errors If the parties agree to a security procedure and one party does not detect an error because it did not follow the procedure, the conforming party can avoid the effect of the error [UETA 10]. If the parties do not agree on a security procedure, other state laws determine the effect of the mistake. To avoid the effect of an error, a party must (1) promptly notify the other of the error and of his or her intent not to be bound by it and (2) take reasonable steps to return any benefit or consideration received. If restitution cannot be made, the transaction may be unavoidable. 6. Timing An e-record is sent when it is properly directed from the sender’s place of business to the intended recipient in a form readable by the recipient’s computer at the recipient’s place of business that has the closest relation to the transaction (or either party’s residence, if there is no place of business). Once an e-record leaves the sender’s control or comes under the recipient’s control, it is sent. An e-record is received when it enters the recipient’s processing system in a readable form—even if no person is aware of its receipt.

Analysis of Leadership Agility Theory

Analysis of Leadership Agility Theory Leadership is in a constant flux, driven by the dynamics of an ever-changing global landscape. Competition has never been fiercer, times have never been more unpredictable, and leadership has never been more significant for organizations to succeed. Bill Joiner and Robert Stephens (2006) introduce the concept of leadership agility which they defined as the ability to take wise and effective action amidst complex, rapidly-changing conditions (p. 6). The best thing about the book is that upon reading the introductory pages, you already know that it is a timely book on leadership. Joiner and Stephens make their case early on that effective leadership in the globalized world is contextualized that with the cross-cultural considerations, leaders are now faced with the challenge to adapt more ably to changing conditions and goals. When it comes to books on leadership, I was looking for concrete examples on what the authors are actually trying to point out in order to illustrate the theori es in a real-world setting. This book did not disappoint me on this aspect. There were numerous examples of individuals at various stages in their leadership careers, how they handled crisis situations and decision-making, including the strengths and weaknesses of their judgments. The last chapter of the book also encourages the reader to assess his or her level of organizational agility and to determine which core competencies of agility he or she needs to develop to lead more effectively. The book is well-written, not very technical in language, very organized, and rife with illustrations on the points they wanted to make, particularly on how the various levels of agility and core competencies differ from one another. From the title itself, I expected structure as I knew the authors would try to guide me through what they call the five levels of mastery in leadership. The authors succeeded in meeting all the challenges in coming up with a book on leadership that in the end, gives the reader not only the basic concepts, but teaches him on how to measure his or her agility level provide guidance on what to do next. In this book review, I intend to indicate the strengths as well as the points for improvement that I found while reading the book. I will also synthesize the concepts presented by the authors to relevant leadership concepts we have learned from the course from Northouse (2008), Clawton (2008) and Kouzes and Posner (2007). Highlights of the Book Part One of the book introduced the core competencies in leadership agility which is the main topic of this work. To do so, the authors did three things. First of all, they provided the rationale for leadership agility in the context of the interdependent world that has been borne out of globalization. They emphasized the complexity that leaders in organizations now face. The acceleration of ideas and new technologies has increased competition to a level never anticipated in the past. With the speed of these technological changes, opportunities and threats are also encountered at roughly the same level. This necessitates leaders to develop the ability to become agile, a behavior demonstrated when leaders are able to leverage resources and relationships in order to effectively respond to changes that affect the organization. Agility, said the authors, is developmental it passes through different stages and displays specific behaviors as leaders go from the most basic stage to the hig hest. The five steps in leadership agility include (from the lowest to the highest level): expert, achiever, catalyst, co-creator and synergist (Joiner Stephens, 2006). Second, in order to provide a brief look at how agility is demonstrated differently in five ways, the authors narrated a fictional character, Ed, a manager, who, upon encountering a situation responds to it in five very distinct ways. The manner in which Ed responded to the situation given illustrated a level in the leadership agility hierarchy. Third, the authors presented core competencies which are significant in leadership agility. By competencies, they meant the abilities and the skills needed by leaders to become agile. All in all, there are four competencies, which include context-setting agility, stakeholder agility, creative agility, and self-leadership agility. Under each core competency are two capacities involved. Within the context-setting agility, leaders have sense of purpose and situational awareness . Under creative agility, leaders possess reflective judgment and connective awareness. Under stakeholder agility, leaders possess power style and stakeholder understanding. Under self-leadership agility, leaders possess developmental motivation and self-awareness. Part Two of the book expounds on the five stages of leadership agility, devoting one chapter for each level. This section of the book explained in detail the areas, distinctions, and differences at each level of agility and illustrated each by presenting at least three case studies. The authors showed the leadership style, organizational initiatives, team leadership, and handling pivotal conversation associated with each agility level. The specific stages in leadership agility intertwine with some of the leadership concepts and styles that have been discussed in the course. I will discuss the concepts in relation to the five leadership agility levels. Expert. At the Expert Level, which is the lowest in the agility hierarchy, the leader proceeds with a tactical and problem-solving style of leadership. At this stage, the leader believes he holds the expertise and position to know what is best for the organization. This is similar to what has been learned from the course objectives. The style of leadership being manifested at this level is transactional management is key. This is what Burns (as cited in Northouse, 2008) tried to reiterate in distinguishing managers and leaders in that managers are people who do things right and leaders are people who do the right thing (p. 213). The thrust in the Expert level of agility is results, not the fulfillment of organizational goals or empowerment of followers. The leader stays on top of the situation. While this leadership style gets things done, it is a mild variation of the autocratic leadership style because the leader is the central decision-making body and the leader assumes that he o r she alone knows what is best for the company. Achiever. The Achiever strives for outcome and leads knowing that ones expertise and positional authority alone does not lead to effective leadership but also on ones capacity to motivate others. In this stage, the leader moves up from being purely transactional to recognizing the need to be transformational as well. Northouse (2008) explained the difference between transactional and transformational leadership by saying that the latter motivated by considering and appealing to the interest of the followers. The ability to motivate others is the leadership aspect in Kouzes and Posners (2007) so-called journey. According to them, leadership requires the capacity to convince people to go on board while management guarantees that they reach the destination. To Joiner and Stephens (2006) then, the Achiever level of agility requires one to be both leader and manager. The Achiever initiates change by looking at the market environment and seeking input from stakeholders. Since the Achiever prioritizes outcome, there is an emphasis on using communication to assert the leaders views as well as accommodate views from others so long as it furthers organizational goals. One of the biggest concerns for leadership is handling the change process through more effective ways of communicating (Northouse, 2008; Clawson, 2008). Clawson (2008) considered communication important in any organization and opined that meetings should be a forum of empowerment. Clawson (2008) believed that meetings are an avenue where leaders show that while being the head of the organization, he or she is not supposed to dominate the group but instead empower them to speak out about current concerns and to foster dialogue in the direction of finding working solutions. Catalyst. The Catalysts leadership style is visionary and innovative and is able to articulate goals and at the same time inspire people into achieving those goals. In a sense, the Catalyst is transformational and realigns the culture and values of an organization to that of empowerment, teamwork, and participation. The Catalyst pushes for change and does so progressively. This is because he or she realizes that organizational change and member empowerment are vital elements of building and maintaining an industrious and dynamic organization. Kouzes and Posner (2007) believed that transformational leaders engaged stakeholders proactively and values their feedback as important considerations in decision-making. Even in the midst of opposition, the Catalyst welcomes dialogue and considers team-building to be an integral part of leadership development. This is very similar to what Northouse (2008) referred to as intellectual stimulation present in transformational forms of leadership. T his is a characteristic where leaders foster a climate of open-mindedness and creativity, challenging members to question the status quo, and to challenge their beliefs and values, as well as those of the leader (Northouse, 2008, p. 177). Northouse (2008) also highlighted in Chapter 6 of Introduction to Leadership that vision is crucial in leadership and that possessing it is as important as articulating it effectively, as in the case of Martin Luther King, Jr.s famous I Have a Dream speech and the inaugural address of John F. Kennedy. In the same vein as Joiner and Stephens (2006) emphasis on the Catalysts appreciation for feedback, Northouse (2008) also considered the development of group behaviors as important and that leaders must ensure that members are trained to provide constructive feedback that will help improve the dynamics of the team toward organizational effectiveness. On the other hand, Kouzes and Posner (2007) said that that leaders must search for opportunities to in novate, grow, and improve but reiterated that leaders should not be the only sources of innovation (p. 371). Cocreator. Joiner and Stephens (2006) identify the Cocreator as someone with an orientation toward collaboration and shared objectives. The Cocreator views leadership more importantly as a form of service toward the common good, similar to Kouzes and Posners (2007) emphasis on leadership as a means of achieving justice. Joiner and Stephens (2006) places upon the Cocreator the capacity to leads toward organization change by creating deep relationships with stakeholders fueled by mutual interests and devotion to uphold the welfare of the general population. The Cocreator may be more inclined to advocate for corporate social responsibility as a crucial component in organizational leadership. Team leadership to him is about collaborative practices and instilling in members that the welfare of the organization is a collective responsibility (Northouse, 2008). At this stage, leaders are aware that in order to accomplish goals and in handling change more effectively, they need followers, a nd vice versa. It is also at this stage where leaders are more keen on adopting ethical practices in leadership, because the leader becomes more aware that the actions, values, character, and goals of the organization are important (Northouse, 2008). Synergist. The Synergist is the highest type of leadership agility and in the authors estimation, present only in 1% of managers today. The leadership orientation is holistic leading becoming a purposeful activity which benefits the organization while at the same time becoming a medium for personal transformation. A sense of purpose is a recurrent theme in leadership literature and is an acknowledged element in the change process. Effective leadership, according to Clawson (2008) is pursuing purpose by exerting ones influence in improving the conditions and making things better for the organization and the society in general. The Synergist is able to maintain a keen yet objective awareness of incompatible stakeholder interests but is able to transform these differences in opinion into a win-win situation to the benefit of all concerned. Team leadership in a Synergist is fluid and dynamic and is able to form group dynamics in a way that provides optimum results. When engaging in pivo tal conversations, the Synergist maintains a present-centered awareness that is able to unify the organization despite chaotic situations (p. 11). According to the authors, this is the type of leadership agility that all managers should aspire for in the long-term. ÂÂ   While the five levels of leadership agility are hierarchically presented, meaning that the topmost Synergist level is the most effective form, Joiners and Stephens (2006) are quick to point out that this does not mean that the Synergist type is always the applicable one. In this vein, leadership agility becomes situational (Northouse, 2008). At this current business environment and considering the present forms of leadership that are found in most organizations, the challenge is to get past the so-called heroic leadership forms characterized by Achievers and Experts at the lower and middle level management (Joiner Stephens, 2006, p. 35). Heroic leadership is purely transactional, characterized by self-centeredness and the belief that the leader along is responsible for charting the organizations objectives, coordinating the activities of the members, and in managing how workers perform their respective jobs. Agile leadership on the other hand is transactional as well as transformati onal because it is dynamic and adaptive to the requirements of rapidly changing global business environment requires (Kouzes and Posner, 2007). The authors recommend the post-heroic leadership forms that emerge from the Catalyst stage onwards. What is desirable about post-heroic leaders is that while leaders hold accountability and accept ultimate responsibility, they allow members to participate and the organization shares commitment and burden in realizing organizational objectives. In this manner, even members of the group are empowered without necessarily holding a position with power. Conclusion This work from Joiner and Stephens (2006) is a response to the ever-growing challenges of leadership that has swept the global age. Compared to the more normative concepts of effective leadership that could be read from Northouse (2008) and Kouzes and Posner (2007), Joiner and Stephens focused on the ability not only to achieve organizational outcomes but to adaptability as well to respond to the changing conditions in society to achieve success for the business or organization. Comparatively, Joiner and Stephens presented a more contemporary strategy for todays leaders and highlighted examples that are grounded to twenty-first century realities. They used recurrent themes in leadership in presenting their case for leadership agility such as the distinguishing the difference between managers and leaders. The first two forms (Expert and Achiever) resemble the traits of a manager who controls, arranges, and does things right (Northouse, 2008, p. 135). Joiner and Stephens (2006) recogni ze that managerial skills are important in achieving outcomes but must be elevated to include transformational leadership skills in order to apart more effectively to global challenges. For instance, in education reform, there is a need to apply more creative strategies in response to organizational change. This may include proposing for policies that require 1) inclusion and diversity, 2) trends in curriculum and instruction, and 3) use of technology (OConnell, 2010). As agility progresses to the Catalyst, Cocreator, and Synergist level, the managers transitions to a leader who not only gets results but unleashes creative potential among followers, guides them with a sense of purpose and vision and empowers them toward achieving not only the outcomes of the organization but toward the good. Joiner and Stephens (2006) also dealt with the importance of communication in handling the change process. They reinforced Clawson (2008) in saying that meetings should be empowering to follower s. Furthermore, communication also requires that the vision and mission of the organization are articulated well and understood by all levels within the organization (Clawson, 2008; Kouzes Posner, 2007). Joiner and Stephens (2006) incorporates some of the traditional leadership concepts such as transformational leadership, motivation, influence, creativity, innovation into the hierarchical leadership agility model but is unique in characterizing the stages in agility into three areas: organizational change, team leadership, and handling pivotal conversations. Dealing with and initiating change is one of the central tenets of this book. Clawson (2008) opined that organizations need to respond to changes in the external environment more proactively. Leaders need to develop a comprehensive understanding of competition, market, consumer issues, and all possible underlying factors in order to adapt more effectively to changes. Competitiveness in this global age relies not on what has been traditionally done, but on versatility and change (Kouzes Posner, 2007; Clawson, 2008) or agility according to Joiner and Stephens (2006). As a response to accelerated technological developments and in creasingly borderless world, firms and organizations must step up to the challenge of constantly innovating and addressing threats that come and embracing opportunities encountered. One weakness of this book is that it is largely silent on ethics as a consideration on leadership agility. Kouzes and Posner (2007) capitalized on ethical leadership as an urgency for organizations. Northouse (2008) considered it important for leaders to continually self evaluate in terms of how they are performing in better, fairer, and more humane ways (Northouse, 2008). Oftentimes, change in the globalized world is synonymous with maintaining competitive edge over others usually at a cost. With the increasing attention on global climate change, environmental issues, terrorism, protectionism, and even resistance to globalization in the twenty-first century, leaders must be highly adaptive to these global issues as well and weigh how these global conditions come into the equation.

The Allure of Vampires and Immortality :: Argumentative Persuasive Essays

The Allure of Vampires and Immortality    Humanity has always been fascinated with the allure of immortality and although in the beginning vampires were not a symbol of this, as time passed and society changed so did the ideas and perceptions surrounding them. The most important thing to ask yourself at this point is 'What is immortality?' Unfortunately this isn't as easily answered as asked. The Merriam Webster Dictionary says immortality is 'the quality or state of being immortal; esp : unending existence' while The World Book Encyclopedia states it as 'the continued and eternal life of a human being after the death of the body.' A more humorous definition can be found in The Devil's Dictionary by Ambrose Bierce:    'A toy which people cry for, And on their knees apply for, Dispute, contend and lie for, And if allowed Would be right proud Eternally to die for.'    While all of these are accurate interpretations to some extent none of them encompass all of what immortality really is. The reason for this is simple; there is no true definition or guideline by which to follow. Immortality means something different to each and every person on this earth. Down through the ages people have been immortalized by deeds, words, songs, poetry, and a number of other endeavors, but some have always sought the elusive Philosopher's Stone; the answer to true immortality    Since the beginning of recorded history, everlasting life has been pursued by old and young, rich and poor. One need only look to the Gilgamesh Epic, the oldest story in the world, to discover where these roots lay. Gilgemesh, the mighty king and warrior, fearing his own demise, seeks out Utnapishtim, a mortal made immortal by the gods, in the hopes that he'll reveal the secret of eternal life. The immortal tells the king of a flower, which when eaten, bestows eternal life. Note that the answer is tangible and real, something that can be seen and held. Not immortality for the soul, but for the body. In the end Gilgamesh fails at his quest, but he is all the wiser for his journeys. The Greeks, too, sought immortality, but it tended to be of a spiritual nature only, because generally the gods were the only ones considered to be true immortals.

A Balanced Budget? :: essays research papers fc

A Balanced Budget? This year President Clinton will submit his proposed legislation for the Federal Budget to Congress. The fact that we have divided government (ex., Democratic President, Republican majority in Congress) means the majority of that legislation won't make it through the first ten minutes of a Congressional session. The President in turn will veto legislation presented to him by Congress. The whole situation is a vicious, never ending circle. Each side is looking out for their own best interests, and after years, even decades of this the United States has a huge budget deficit. Is there a solution to all this madness? Is it feasible to balance the Federal Budget? Every politician on Capitol Hill claims to have the answer. The Federal Government goes as far to employ some of the most renowned economist's in the world to try to solve the deficit mess, and they still haven't figured it out. The budget simulation exercise by The Committee for a Responsible Federal Budget provided choices Congress has to use as its guide for the upcoming year. How hard can it be to balance the budget I thought? After doing the exercised I realized the title of the simulation exercise, "The FY 1997 Budget: An Exercise in Hard Choices," could not have been more appropriate. It is possible though to balance the Federal Budget, provided you follow 3 simple rules. First you must decide what you feel is important, then cut without consciousness, and if that doesn't work, alter your baseline. Important Choices When deciding on what I thought was important to protect in the budget, I felt like a politician myself. I protected my own self interests. First up was Defense. The fact that I am in the Marine Officer Program weighed heavily on my decision to increase Defense spending by 17.6 billion (all amounts in billions, unless noted), following the Congressional Budget Resolution. The President's plan just didn't provide enough capital, the Congressional Black Caucus/Progressive Caucus would basically wipe out my career before it even starts, and I just can not have that. Next up is Education. Without the direct student loan program, I would have no way to fund my education other than going to some bank and going through the demeaning process of begging a loan officer to lend me money for school. I feel a sense of loyalty to the President on this issue, because without this program I would still be doing concrete construction back home in Indiana. As a result, I voted to increase Educational spending 33.4.My other concern or problem area is Administration of Justice.

Free Essay - Hester as Mother of the Year in Nathaniel Hawthornes The Scarlet Letter :: Scarlet Letter essays

The Scarlet Letter - Hester as Mother of the Year No one is perfect. Especially when it comes to parenting. Even Book characters have trouble being good parents. One example of this is Hester Prynne. She is a book character for the book The Scarlet Letter by Nathaniel Hawthorne. Now, Hester is not the worst mother, but she is not the best either. How can you be the best mother in the world with a heathenish daughter like Pearl? Still, Hester does her best, and that's all anyone should ask for. Hester is a good mother because she looks out for Pearl's future, she knows when to be stern and she is a great role model. When people think of a good parent, the usually think of someone who is always looking out for their child's future. Sometimes, that means lying. Unfortunately, Hester runs into this problem when Pearl asks her mother why she wears the Scarlet letter. "'Silly Pearl,' said she, `what questions are these? There are many things in this world that a child must not ask about...I wear it for the sake of its golden thread.'"117 Truly, Hester lied to Pearl about why she wears the scarlet letter. She lied for a good reason. She lied because as you are growing up you adjust to things. If Hester told her the truth, Pearl would have just shrugged off the comments that she heard about her mother. By not telling her, the impact of those harsh comments would effect her more and perhaps stop her from committing the same sin her mother did. Therefore, save her from suffering. But there is much more to parenting then just looking ahead to the child's future. Being a good parent also means looking at the here and now as well as the future. The here and now can be a code word for discipline. Sometimes, discipline means scaring the child into behaving. This is what Hester has to do on one occasion. "'Do not tease me: else I shall shut thee into the dark closet!'"178 Admittedly, this seems as if Hester is an awful person to threaten her own daughter. At the same time, is it not necessary if the child will not behave?