Geronimo Held Captive at Fort Pickens

Geronimo Held Captive at Fort Pickens The Apache Indians have consistently been described as wild warriors with an unyielding will. It isn't astounding that the last equipped opposition by Native Americans originated from this glad clan of American Indians. As the Civil War finished the U. S. Government carried its military to hold up under against the locals out west. They proceeded with a strategy of regulation and limitation to reservations. In 1875, the prohibitive reservation strategy had restricted the Apaches to 7200 square miles. By the 1880s the Apache had been constrained to 2600 square miles. This strategy of limitation irritated numerous Native Americans and prompted an encounter between the military and groups of Apache. The well known Chiricahua Apache Geronimo drove one such band. Conceived in 1829, Geronimo lived in western New Mexico when this locale was as yet a piece of Mexico. Geronimo was a Bedonkohe Apache that wedded into the Chiricahuas. The homicide of his mom, spouse, and kids by officers from Mexico in 1858 always completely changed him and the pilgrims of the southwest. He pledged now to murder whatever number white men as could be expected under the circumstances and went through the following thirty years following through on that guarantee. The Capture of Geronimo Shockingly, Geronimo was a medication man and not a head of the Apache. In any case, his dreams made him imperative to the Apache boss and gave him a place of unmistakable quality with the Apache. In the mid-1870s the administration moved Native Americans onto reservations, and Geronimo protested this constrained evacuation and fled with a band of devotees. He went through the following 10 years on reservations and assaulting with his band. They attacked across New Mexico, Arizona, and northern Mexico. His endeavors turned out to be exceptionally chronicled by the press, and he turned into the most dreaded Apache. Geronimo and his band were in the long run caught at Skeleton Canyon in 1886. The Chiricahua Apache were then transported by rail to Florida. All of Geronimos band was to be sent to Fort Marion in St. Augustine. In any case, a couple of business pioneers in Pensacola, Florida appealed to the legislature to have Geronimo himself sent to Fort Pickens, which is a piece of the Gulf Islands National Seashore. They guaranteed that Geronimo and his men would be preferable monitored at Fort Pickens over at the stuffed Fort Marion. Be that as it may, a publication in a nearby paper saluted a congressman for bringing such an extraordinary vacation destination to the city. On October 25, 1886, 15Â Apache warriors showed up at Fort Pickens. Geronimo and his warriors spent numerous days buckling down work at the fortification in direct infringement of the understandings made at Skeleton Canyon. In the long run, the groups of Geronimos band were come back to them at Fort Pickens, and afterward they all proceeded onward to different spots of detainment. The city of Pensacola was dismal to see Geronimo the vacation spot leave. In one day he had more than 459 guests with a normal of 20 every day during the length of his bondage at Fort Pickens. Bondage as a Sideshow Spectacle and Death Lamentably, the pleased Geronimo had been diminished to a sideshow display. He experienced the remainder of his days as a detainee. He visited the St. Louis Worlds Fair in 1904 and as per his own records made a lot of cash marking signatures and pictures. Geronimo likewise rode in the debut march of President Theodore Roosevelt. He in the end kicked the bucket in 1909 at Fort Sill, Oklahoma. The imprisonment of the Chiricahuas finished in 1913.

When in Rome, Do as the Romans Do free essay sample

â€Å"When in Rome, do as the Romans do† is the renowned maxim of St Ambrose, the well known priest of Milan in the fourth century. He exhorts that individuals ought to follow the conventional traditions and respectability of nation where they decide to live. The information about culture and customs of another nation bring numerous advantages for settlers. They can know the positive things they ought to do and the negative things they should evade. This information likewise causes them to feel more opportunity in a weird country.Nowadays, numerous individuals have been utilizing this adage as a witticism to make the progress in their life, particularly migrants and abroad understudies. Nonetheless, a few people don't concur with this adage. This article considers the announcement and contends that it is right. A few people from the restriction power are brief guests as abroad understudies or specialists and they state it isn't important for them to follow the traditions and conduct of their hosts. We will compose a custom paper test on When in Rome, Do as the Romans Do or on the other hand any comparative subject explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page One of their reasons is since they are constantly occupied with their works, they need more time to become familiar with all the traditions and how to act in the correct manner in different nations. Also, their time spends to study or work abroad is just around a few years, so it isn't make any difference whether they follow the traditions and conduct of the outside nations where they live. Be that as it may, both agents and abroad understudies can't work or study without correspondence with nearby people.Overseas understudy frequently should contact with educator and colleagues, while businesspeople regularly work with neighborhood organizations or nearby clients. In this way, attempting to become accustomed to customs will assist them with accommodating to new condition. Regardless of whether abroad understudies and specialists simply study and work for a brief timeframe in different nations, they despite everything need to comprehend the nearby network. It is extremely useful for their investigation and business. Also, following the custom shows the regard for nearby individuals, and it assists guests with accepting the profound respect from host.Some migrants living in different nations despite everything don't have a lot of information about the traditions and conduct of their hosts since they live and work in the zone in which the vast majority are from their nati ons. Subsequently, they generally follow their own traditions and conduct and they think it's anything but a need to comprehend the traditions and conduct of their hosts. Truth be told, despite the fact that they just work and live in the zone in which a great many people from their nations, they are as yet a piece of society. They despite everything need to regard and follow the traditions and conduct of the hosts.Furthermore, they can't separate themselves from the local individuals. Following the traditions and conduct of host will help them in coordinating with the neighborhood network. What's more, knowing and tolerating the traditions and law of the new nation will help them in keeping away from errors and wrongdoings. A few settlers accept that following all traditions of new nations will gives them more chances to secure great positions. Be that as it may, each nation is still stays hardly any traditions and conduct which are unfit with present day life. We ought to maintain a strategic distance from those traditions and behaviour.In end, brief guests as well as outsider ought to follow the traditions and conduct of their hosts since it causes them oblige with new condition. As I would like to think, following the traditions and conduct of hosts is significant for each abroad understudy like me. It cause understudies to feel increasingly good with new live, they can make companions rapidly. In addition, information about law and custom of new nations, where I will live, help to abstain from misconception, missteps, and violations. Notwithstanding, foreigner ought not follow the good old traditions which are unfit with current life.

Dont be afraid to make mistakes

Dont be afraid to make mistakes This story is about a famous research scientist who had made several very important medical breakthroughs. He was being interviewed by a newspaper reporter who asked him why he thought he was able to be so much more creative than the average person. What set him so far apart from others?He responded that, in his opinion, it all came from an experience with his mother that occurred when he was about two years old. He had been trying to remove a bottle of milk from the refrigerator when he lost his grip on the slippery bottle and it fell, spilling its contents all over the kitchen floorâ€"a veritable sea of milk!When his mother came into the kitchen, instead of yelling at him, giving him a lecture, or punishing him, she said, “Robert, what a great and wonderful mess you have made! I have rarely seen such a huge puddle of milk. Well, the damage has already been done. Would you like to get down and play in the milk for a few minutes before we clean it up?” Indeed, he did. After a fe w minutes, his mother said, “You know, Robert, whenever you make a mess like this, eventually you have to clean it up and restore everything to its proper order. So, how would you like to do that? We could use a sponge, a towel, or a mop. Which do you prefer?” He chose the sponge and together they cleaned up the spilled milk.His mother then said, “You know, what we have here is a failed experiment in how to effectively carry a big milk bottle with two tiny hands. Let’s go out in the back yard and fill the bottle with water and see if you can discover a way to carry it without dropping it.” The little boy learned that if he grasped the bottle at the top near the lip with both hands, he could carry it without dropping it. What a wonderful lesson!This renowned scientist then remarked that it was at that moment that he knew he didn’t need to be afraid to make mistakes. Instead, he learned that mistakes were just opportunities for learning something new, which is, after all, what scientific experiments are all about. Even if the experiment “doesn’t work,” we usually learn something valuable from it.Author Unknown

Marketing, Advertising, Style and Art Essay - 1859 Words

Marketing, Advertising, Style and Art: Life Should be Lived, Not Painted Man-made objects produced for acquisition depend on the ability to carry an image of style. The consumer is persuaded that ownership will enable them to inherit this style transforming their lives into perfect, happy reflections of the people featured in advertisements. These objects can be applied to any aspect of life as a fast answer to the question of style. The media promotes and reflects the current mainstream cultures standards for life style, class and importance of appearance. The media uses images of thin, beautiful women in well kept stylish homes and links these images to other symbols of prestige, happiness, love and success for women. Repeated†¦show more content†¦Ã¢â‚¬Å"Theres so little time left to get our bodies in shape for summer! Bathing suits, shorts and dresses. And its not only our physical appearance that is causing us stress; its also our minds. Its hard to escape drab repetitive chores and the children need constant attention. I wonder if my husband will get around to decorating the bedroom this spring?† These anxieties are results of the battle to achieve then maintain cultural standards, set by upper middle class media in order to cash in on consumerism. What we are talking about is a form of language, the language of style. In Stuart Ewen’s text â€Å"Marketing Dreams: the political elements of style.† The ways style is used to communicate are outlined. Ewen says, â€Å"Style is a way of stating who one is: politically, sexually, in terms of status and class. Style is a device of conformity, or of opposition. Style conveys mood. Style is a device by which we judge – and are judged by others.† In this way we accept the medias standards for living without question, as Ewen also says, â€Å"As a form of information style discourages thought†. Fact: 90% of all girls’ ages 3-11 have a Barbie doll, an early role model with a figure that is unattainable in real life (Silverstein, Peterson, Perdue Kelly, 1986). Fact: 69% of female television characters are thin, only 5% are overweight (Silverstein, Peterson, Perdue Kelly, 1986). Fact: The averageShow MoreRelatedThe Father Of Modern Advertising1434 Words   |  6 PagesCurran 11/14/16 20th Century Art History Professor Young The Father of Modern Advertising The early 20th century was a period of unparalleled change and industrialization. Advertising, in particular, began to take a hold in western society and made significant advances due to multiple factors including an influx of new jobs, developments in production, and increase in consumerism. While Albert Lasker and Thomas J. 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The Battle Over Free Essay Samples on Personality with 4 Different Outcomes and How to Win It

The Battle Over Free Essay Samples on Personality with 4 Different Outcomes and How to Win It The War Against Free Essay Samples on Personality with 4 Different Outcomes School, on the flip side, can greatly be impacted by this because it's the way I handle organizing my time for many of my classes. A lesson plan developed on a single strand for a single group of students won't necessarily be as effective delivered to some other group of students. Preparation by the teacher is essential. Students with this feeling of belonging are more inclined to respond with appropriate behaviours and play an active role in class participation as opposed to against the teacher. The evolution of communication skills is also quite important to fulfill my leadership requirements because I need to be in a position to keep effective communication not merely with distinct people but also to develop communication within the organisation that is a lot more difficult than routine communication betwe en people. For instance, it has been found that leaders inspire others and initiate organizational change, while managers are ready to manage challenges that may happen in the consequence of change. In summary, it's important to say that leadership and management are two important terms which have been widely discussed in the area of business. Leadership and management are two methods for organizing people which are effectively utilised in business relationships. Inside this, a test-taker isn't force to create self-ratings and assessment of behaviour. Leadership is centered on long-term goals because the decisions of leaders have an effect on the future of business relationships and the entire organization. In the end, winning is the game of people that have appropriate conduct. For this reason, you must keep in mind there are no short cuts to success. You'll observe a similar structure in a lot of the essays. This essay entails the details on the reasons as to why extrave rsion is a significant subject of study and why it is essential for a manager to get this personality. Bridget's essay is extremely strong, but there continue to be a couple little things that could be made better. Stephen's essay is rather effective. It's very useful to take writing apart as a way to see just the way that it accomplishes its objectives. Perhaps a very simple example can provide help. Success in later life is often credited to academic prowess. Being a real personality assessment test is its main strength. When the personality of an individual was noted, then he or she's ready to be described in compliance with the characters he portrays. Conclusion An individual's personality is essential, not just in private life but in addition in his relationship with the society. Lies You've Been Told About Free Essay Samples on Personality with 4 Different Outcomes Personalities like extroversion have not received much attention for quite a while now. Our celebrati on wouldn't be complete without your presence. The Free Essay Samples on Personality with 4 Different Outcomes Stories It's an all-inclusive measure of normal personalities utilized by individuals. Individuals can also enhance their personality types. The trait theories are not the same as psychodynamic theories in they focus on differences between individuals. There are various classifications of personalities which people exhibit. The comprehension of all of the 3 approaches which have been used with these psychologists has made possible for men and women in the society to define what human the personality entails. Unique people have various characteristics in the society thus when focusing on the personality of people it's always best to take a look at people from various perspectives. My upcoming desire is to maintain the great values that I've developed since childhood and through experiences in order to be prosperous. Certainly, we often overlook the importance for pe ople to have a healthy or positive self-esteem. His reserved attitude may come up due to his deprivation immediate gratification. It means that someone will behave in line with the wishes of the mind. As soon as a person possesses a reduced self-esteem, he or she attempts to impress others or prove others a focus in their lives. Every person feels comfortable in an exceptional sort of learning way. Free Essay Samples on Personality with 4 Different Outcomes - Is it a Scam? Nursing is frequently a springboard to numerous different positions. As a nurse, you get to identify what values you express at work. Everyone can accept work and fill a position merely to get by, but it doesn't indicate they are successful. Teachers want students to be successful. To the contrary, a person who has a bold personality is more likely to manage the challenge and solve it rather than avoiding or compromising the scenario. Being a nurse has ever meant more that just a sheet of fabric. Be ing she doesn't seem to have the same good feeling that it used to.

Hong Kong Identity Free Essays

Identity Politic: July 1st, 2003 Protest Agenda 1. Introduction †¢ 1. 1. We will write a custom essay sample on Hong Kong Identity or any similar topic only for you Order Now What is identity politic †¢ 1. 2. Political events that have affected HK Identity 2. July1st, 2003 protest 3. Conclusion 1. 1. What is Identity Politic †¢ Identity politics: Identity as a politic †¢ Development of identity politic †¢ Past v. s Present Introduction July 1st Protest Conclusion 1. 2. Political events that affected HK Identity Tiananmen Square After WWI: Refugee Identity Mistrust of Chinese Government Article 23 After 1960: Local HK Identity 1997 Handover 2013 Introduction July 1st Protest Conclusion 2. July1st, 2003 protest †¢ Annual protest led by Civil Human Rights Front †¢ Article 23 †¢ The Hong Kong SAR shall enact laws on its own to prohibit any act of treason, secession, sedition, subversion against the Central People’s Government, or theft of state secrets, to prohibit foreign political organizations or bodies from conducting political activities in the Region, and to prohibit political organizations or bodies of the Region from establishing ties with foreign political organizations or bodies Introduction July 1st Protest Conclusion Concerns Pros †¢ British government also had repressive acts †¢ e. g Society Ordinance and the Public Order Ordinance Cons †¢ Police is allowed to enter houses and arrest people without warrant/evidence †¢ No freedom of speech †¢ Violation of Article 23 can result in a life term in a prison †¢ Any organization can be banned by PRC Conclusion Introduction July 1st Protest HK people identity Identity of general HK people †¢ Pragmatism †¢ Individualism †¢ Narrowing gap between HK people/ mainlanders: ambitious, adaptable, practical and clever †¢ Widening gap between HK people/ mainlanders : valuing free speech, press freedom, privacy and equality Introduction July 1st Protest Conclusion HK people identity Parties that affect HK people identity HK people identity British colonial period rule of law, democracy, freedom of speech Chinese Government formal education, flag-raising ceremonies visits to the mainland Introduction July 1st Protest Conclusion Identity illustrated by July 1st, 2003 †¢ Widening gap †¢ Antagonism vs. Pragmatic Nationalism and Liberalized Nationalism †¢ Cosmopolitan identity: HK’s dream, opportunities in society, has affected to local’s commitment to democracy Introduction July 1st Protest Conclusion 3. Conclusion †¢ Evident that Article 23 politic widened the gap of â€Å"issue in rights of HK people† ex. Free speech, press freedom, valuing privacy, valuing equality †¢ But still the trend is that people feel less gap with mainlanders †¢ ainland’s characteristic change †¢ HK people affected by mainland government’s media, education, and ceremonies. †¢ No identity is perfectly coherent; there is inconsistencies Introduction July 1st Protest Conclusion Questions to discuss †¢ What are the evolving features of the local political identity, culture and participation †¢ What is the essence of the confli cts between the local and national identities of HK people? †¢ What are the reasons for the rise of new activism, and what is its impact? Introduction July 1st Protest Conclusion How to cite Hong Kong Identity, Essay examples

Police service transformation A critical evaluation of implementing transformational leadership in the homicide division

Introduction The literature review is on Police service transformation evaluating the transformation leadership and suitability of transformational leadership in the Homicide Division. In the Police Service, other styles of leadership have prevailed compared to the model of transformational leadership.Advertising We will write a custom dissertation sample on Police service transformation: A critical evaluation of implementing transformational leadership in the homicide division specifically for you for only $16.05 $11/page Learn More Different scholars have argued differently on the appropriateness of transformational leadership in the Police Service, especially in the homicide division a department that deals with cases of homicide on daily basis. This review will examine different arguments on transformational leadership, which are significant in the study. It will evaluate how to integrate transformational leadership into the division and analyse fact ors that hamper the transformational leadership and critically assess the effectiveness of implementation, analyse the efficiency of Transformational Leadership, its implication on improvement of organisational performance and make recommendations. Theoretical perspective Transformational leadership is a leadership style that involves working together with others (Bass 1998). It creates a situation where the people involved participate in the process of leadership (Bass 1998). The transformation leadership model advocates for distribution of power, such that everyone participates in leadership (Avolio 1999). This means that a transformational leader is the one who is able to engage the effort of others to attain a common objective (Avolio 1999). Transformational leadership involves the ability to communicate the objectives and goals to everyone involved to elicit their support (Bass 1997). The transformational leader must motivate the people involved and communicate the objectives e ffectively to encourage teamwork (Bass 1999). Transformational leadership is team-oriented hence achievement of the objectives relies not on individual but on the collective effort (Chen 1989). The Homicide Division focused on the transactional theories of leadership where power belongs to one individual who has the responsibility of using that power to ensure that there is achievement (Meese 2004). This authoritative model of leadership empowers the individual to punish those who disobey orders while rewarding those who are obedient (Vick 2000).Advertising Looking for dissertation on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Many cases of discernment among the police officers result from this style as it makes the subordinates resented because it leaves no avenue for the juniors to express their opinions or ideas about achievement of objectives (Vick 2000). The experiences of juniors may transcend improper investig ations of homicide. This is because achievement of objectives requires cooperation of both the leader and the juniors. The cooperation can be forced or earned. In transactional model of leadership, the tasks require cooperation of both the leader and subordinates (Meese 2004). It is imperative to note the difference between management and leadership (Laurie 1997). Management is the process of organizing and planning human resource whereas leadership is the process of inspiring the people involved in the process (Bass 1998). Management is based on the transactional theories of leadership where the leadership is positional and does not go beyond the give and take relationship (Laurie 1997). However, in leadership the relationship between the senior and the subordinates extends beyond the norm of the relationship (Ortmeier 2002). The homicide division of the police service is one of the critical departments in the Police Service as it aims at protecting the sanctity of human life by in vestigating and bringing to justice people who have been involved in murder (Lester 2000). It investigates and arrests suspects of serious crimes so that valuable evidence can help to prove them guilty or not. The homicide division works together with the public as well as other police departments to conduct investigations on serious cases. The department of homicide for instance in London has over 3,000 unit officers who are responsible for investigations while Trinidad has about 1,000 officers (Ortmeier 2003). Law enforcement is usually reactive rather than passive where the police service responds to emergency cases instead of adopting preventive measures (Lester 2000).Advertising We will write a custom dissertation sample on Police service transformation: A critical evaluation of implementing transformational leadership in the homicide division specifically for you for only $16.05 $11/page Learn More Critical thinking and emergency response skills a re vital in the departmental leadership to ensure that the investigations conducted are conclusive and cases solved. This requires the police leadership in the homicide division to be flexible and radical in their operations (Bond 2003). The modern law enforcement as well as investigations on homicide demands the officer to multi-task (Ortmeier 2002). The officer is required to be empathetic to the victims of homicide, counsel the victims as well as act as a bouncer to protect the public. This multi-faces demand flexibility and the police leadership cannot afford to treat the junior officers with the hostility and harshness as they implement their orders if they are going to work effectively (Bond 2003). Use of pressure and threats of transactional model of leadership on officers makes it hard for them to be flexible and perform the tasks expected of them effectively (Avolio Bass 1990). This leads to resentment and cases of police officers attacking their colleagues or seniors. Thi s explains why some of the police officers are suspects or culprits of crimes resulting to low public opinion (Ortmeier 2002). Integrating transformational leadership in the homicide division The following part of review examines how various scholars integrate transformational leadership into the homicide division. This model is not prevalent in the police departments as it calls for sergeants to work together with the constables. This transformational leadership views the leaders as coordinators and motivators of their subordinates (Conger 1991). Their role is to communicate instructions and expectations clearly and motivate the subordinates to achieve or to adhere to the expectations. However, for the model to be effective, it is important to ensure that there is streamlining of certain aspects within the Homicide division to ensure the effectiveness of the necessary changes (Morreale 2003). The first requirement implementing transformational leadership in the department is having organizational transparency (Yukl 1981). This refers to a situation where the division is open to scrutiny by the shareholders.Advertising Looking for dissertation on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Transparency in leadership sanctions the subordinate knowledge of their seniors’ actions that generates trust (Bass Steidmeier 1999). Openness calls for accountability of those in leadership, as they cannot engage in corrupt activities (Morreale 2003). The second consideration when integrating transformational leadership in the homicide division is ensuring that the decisions made are ethical. This is imperative as it enhances trust by the junior officers to decisions made by the leader (Bass Steidlmeier 1999). Ethical decisions are made to benefit the leader and the subordinates (Yukl 1981). They are decisions that are moral and geared towards attaining the set objectives. This means that if the leader cannot take bribes even the juniors are answerable if they take bribes as the leader has the moral authority to apply appropriate measures on the juniors who are found engaging in such activities (Morreale 2003). The transformational leadership in homicide division must ensu re that decisions made have a factual basis eliminating assumptions when conducting investigations (Ortmeier 2002). This leads to procession of cases with insufficient evidence frustrating the junior officers as the situation when cases are referred back for further investigation (Ortmeier 2003). Another imperative aspect in integrating the transformational leadership is effective use of performance appraisals (Sarros 2001). The performance appraisal is important tool of evaluating performance of the officers and capabilities as well as the objectives and expectations that they have met. Appropriate and honest performance appraisal is necessary in motivating the officers to higher performance (Sarros 2001). There is need to have well formulated ways of evaluating the performance (Nissinen 2006). Another important aspect in performance appraisal is ensuring that the junior officers evaluate performance and leadership skills of the seniors. The feedback from these evaluations provides a good insight on areas that need performance appraisal (Ortmeier 2003). Effective leadership requires departure from traditional communication models that advocated for one communication channel where officers were supposed to receive orders but no mechanisms of forwarding their opinions or feedback to the leaders (Griffin Rafferty 2004). The orders come from top to bottom where the leaders at the top control the juniors and direct them to do what their duty requires them. The transformational style of leadership recognises that effective performance requires two-way communication which is imperative in ensuring that there is proper flow of information from one quarter to another (Barge 1994). The two-way communication ensures that everyone participates in the leadership process as well as attainment of the set goals (Meese 2004). This one way communication and dissemination of information may apply using the transactional style of leadership but it is unacceptable and ineffectiv e in the twenty first century when the law enforcement officers are expected to play multiple roles, and have a higher standard of performance than it were in the previous century (Laurie 1997). The public image of officers is undergoing reformation intended to change the public perception of the officers as bullies and project them as partners with the public in maintenance of law and order (Meese 2004). This kind of transformation will ensure that there is growth in the two sectors and appropriate changes incorporate the transformational leadership in the homicide division. The Homicide division will be more effective and ensure speedy investigations of the ongoing homicide cases if the transformational style of leadership takes effect (Ortmeier 2002) Concept Maps Integrating Aspects of transformational leadership in Homicide Division The process of transformational leadership in Homicide division Gaps in the study Though various scholars have studied and delved into the various theories of leadership, there is no conclusive discussion on the most appropriate style of leadership in the leadership cadres of law enforcement. Critics of transactional style of leadership argue that it may be ineffective in law enforcement where authority and power are necessary in enforcing the law otherwise lawbreakers may have their way. This study however intends to look into how the transformational leadership leads to more results and performance in law enforcement (Laurie 1997). References Avolio, B 1999, Full leadership development: Building the vital forces in organizations, Thousand Oaks, California. Aviolo, B Bass, B 1990, The implications of transactional and transformational leadership for individual, team, and organizational development, Research in Organizational Change and Development, vol. 4, pp. 231-272. Barge, J 1994, Leadership: Communication skills for organizations and groups, St. Martin’s Press, New York. Bass, B 1999, Two decades of research and development in transformational leadership, European Journal of Work and Organizational Psychology, vol. 8, no. 1, pp. 9-32. Bass, B 1998, Transformational leadership: Industrial, military, and educational impact, Lawrence Erlbaum, Mahwah. Bass, B 1997, Does the transactional-transformational leadership paradigm transcend organization and national boundaries? American Psychologist, vol. 52, pp. 130-139. Bass, B Steidlmeier, P 1999, Ethics, character, and authentic transformational leadership behavior: A systematic analysis of issues, alternatives, and approaches, Leadership Quarterly, vol. 10, no. 2, pp. 181-217. Bond, L 2003, Decision making in police organizations, Paper Presented at Academy of Criminal Justice Sciences Conference, Boston. Chen, G 1989, Relationship of the dimensions of intercultural communication competence, Communication Quarterly, vol. 37, pp. 118-33. Conger, J 1991, Inspiring others: The language of leadership, The Executive, vol. 5, no. 1, pp. 31-45. Griffin , M Rafferty, A 2004, Dimensions of transformational leadership: Conceptual and empirical extensions, The Leadership Quarterly, vol. 15, pp. 329-354. Laurie, D 1997, The work of leadership, The best of Harvard business review, Harvard Business School Press, Boston. Lester, C 2000, Motivational change among police constables: A case study of the Metropolitan Police Service, PhD thesis, London School of Economics, 2000. Meese, E 2004, Leadership, ethics, and policing: Challenges for the 21st century, Prentice Hall, New Jersey. Morreale, S 2003, Perceived leader behaviours in law enforcement, Law Enforcement Executive Forum 3, November 2003, pp. 2. Nissinen, V 2006, Deep leadership, Talentum, Finland. Ortmeier, P 2002, Community policing leadership: A Delphi study to identify essential competencies, Ph.D. dissertation, Union Institute, Prentice Hall, Saddle River. Ortmeier, P 2003, Ethical leadership: Every officer’s responsibility, Law Enforcement Executive Forum 3, February 2 003, pp.1-9. Sarros, J 2001, Leaders and values: A cross-cultural study, Leadership and Organization Development Journal, vol. 22, no.5/6, pp. 243-249. Vick, C 2000, Aspects of police leadership, Police research and management, Summer 2000, pp. 3-14. Yukl, G 1981, Leadership in organizations, Prentice-Hall, Englewood Cliffs. This dissertation on Police service transformation: A critical evaluation of implementing transformational leadership in the homicide division was written and submitted by user Dangelo Ryan to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Formal Letter Essays

Formal Letter Essays Formal Letter Essay Formal Letter Essay Name: Instructor: Course: Date: : Formal Letter The XYZ Corporation, P.O. Box 1234, California, United States of America. Mr. Hoshi Reynolds, 1234 Rue Internationals, P.O. Box 322192, Paris, France.15/7/2011. Dear Sir, REF: CONTRACT AGREEMENT Following frequent disagreements with one of your subcontractors, we have suspended any form of communication with your firm. We were dissatisfied with the commodities they have to offer, insincere apologies for various encountered setbacks and the disappointments accruing thereafter to our trusted customers. In order to restore the business’ reputation, we have taken a key interest in your company and therefore, we would like to structure a business contract dealing with the supply of spare parts to our organization. We believe that your company’s output will be of great use to us and that our business interactions will be enhanced over the subsequent trading periods. We look forward to doing business with you. A copy of your commodities pricelist before 3 August 2011 will be highly appreciated. Yours Sincerely, The Managing Director.

What Is a Research University Complete Definition

What Is a Research University Complete Definition SAT / ACT Prep Online Guides and Tips In many lists of colleges, research universities are listed or ranked separately from other schools that focus exclusively on the undergraduate experience, like liberal arts colleges. Why? What's the point? In this article, I’ll list the main characteristics of research universities, give you some information about what life is like at a few different schools, and help you decide whether a research university is the right choice for you. What Is a Research University? As you may have guessed from the name, research universities are universities where the main focus is on the research of professors and graduate students.These universities may be less oriented towards undergraduate teaching, but they can still provide excellent experiences for students who are willing and able to seek out the resources they offer. Here are some of the main characteristics of research universities: More Interaction with Graduate Students Since all research universities have graduate programs associated with them, you’ll have more opportunities to interact with grad students as an undergraduate.This may give you insight into your future or lead to collaboration on research projects conducted by more advanced students. State-of-the-Art Research Facilities The main mission of a research university is to produce new and exciting research, and to do that it needs to provide the best equipment to its students and professors.This is a big plus for students focused on the hard sciences because large research universities will usually have access to the latest technology. Wide Variety of Majors Research universities, due to their size and diversity,offer a wide range of majors to students.Although it’s sometimes more difficult to change your major or create your own major at these universities due to a large bureaucracy, you’ll have lot of choice in the first place. Larger Class Sizes with Less Individual Attention For most research universities, large class sizes, particularly at the introductory level, are common.You may find yourself in lecture halls with more than 100 students, which means less attention and personalized feedback. However, most of these large classes are split off into discussion sections taught by graduate students, so you'll get a chance to interact with other students and TAs.Also, as you take more advanced classes, class sizes will shrink.Many of these universities also offer honors programs to qualified students where the environment is more like that of a small college. Distinguished Faculty Research universities attract well-known faculty because of the resources and opportunities they offer.You'll have the chance to network with very important people in fields that interest you. You may even be able to work side by side with high profile researchers on lab projects and become a coauthor on published research. International Reputation Research universities have better reputations on a global scale than smaller teaching colleges. Since big discoveries and scientific breakthroughs often take place at research universities, they get more recognition abroad than other colleges that might have excellent undergraduate programs but less robust research capabilities. Advantages for Future Graduate Students Spending four years as an undergraduate at a research university can give you a leg up in the competition for graduate school admissions.You can get letters of recommendation from top researchers in your field that will encourage other universities to accept you based on reputation. Don't let anyone get in the way of your dream to wear the fanciest shapeless sack at the next gathering of silly hats. What Is the Student Experience Like? The learning environment at a research university will be different fromthe learning environment at a small college in most cases.Here are a few examples of research universities along with some details on what the student experience is like. All student quotes are from theFiske Guide to Colleges 2015: Massachusetts Institute of Technology Learning at MIT is based on research and hands-on experimentation.Students in electrical engineering and computer science have the option of pursuing a five-year degree, meaning they obtain a masters upon completion of their studies. One student says, â€Å"The average MIT student can be characterized as having a passion and singular drive for what they really want in life.† The Undergraduate Research Opportunities Program facilitates student/faculty research projects and allows students to earn course credit and stipends for research. There are nine Nobel laureates on the MIT faculty at present. MIT is home to many, many different research facilities. Currently under construction is a $350 million facility called MIT.nano, which will provide resources for students to do research in the exciting new field of nanotechnology. The Pierce Engineering Laboratory at MIT University of Colorado - Boulder At UC Boulder, the 45,000 square foot Discovery Learning Center has 12 labs where engineering students can work on different technological challenges with high-tech capabilities and video conferencing.A student says that â€Å"professors and graduate student instructors alike have taken a keen interest in students’ progress, success, and learning, making themselves available to students as a valuable resource for extra assistance with class concepts and assignments.† Programs such as the Special Undergraduate Enrichment Program and Presidents Leadership Class give high-performing students the ability to stand out from the crowd.Students say that â€Å"It’s such a large, broad campus that just about any sort of student can be found† andâ€Å"every student, teacher, and department always has something new and exciting going on. It would be very hard to get bored here.† Beautiful scenery at UC Boulder! Washington University in St. Louis Students say that Washington University in St. Louis is â€Å"a place to grow and learn while having an unbelievably fun time.†Undergraduates enroll in one of five schools: arts and sciences, architecture, art, business, or engineering, and the University also accommodates interdisciplinary majors and double majors. The medical school runs a faculty exchange program with the undergraduate biology department, giving biology majors the opportunity to conduct advanced lab research.A program called the University Scholars Program allows students to apply for both undergraduate and graduate admission before entering college. Unlike some research universities, Washington University in St. Louis gives students the chance to have one on one mentoring relationships with impressive faculty members.According to one student, â€Å"one of my classes was a 150-person lecture class, and another was a 12-person seminar...despite these disparate class sizes, I was on a first-name basis with both of the professors.† A reading room at the Library at Washington University in St. Louis Should You Consider a Research University? You may still be unsure about whether a research university is the right choice for you.If these characteristics apply to you, you should consider research universities as options in your college search: You Plan to Go to Grad School As mentioned above, many research universities have programs that will put you on track for a strong graduate school application or even provide extended five-year programs that allow you to graduate with a masters.These schools offer a more streamlined path to graduate school considering their reputable faculty and research opportunities. You’re Interested in the Sciences The advanced facilities and resources at research universities will make the most difference to students who are interested in the sciences. The most cutting-edge scientific discoveries are occurring at these universities, so you'll have many opportunities to meet people who are leaders in their fields (and even collaborate with them on projects). Libraries at research universities are excellent, but at most colleges you'll be able to get the resources you’re looking for in the humanities. If you’re interested in science, however, other colleges might not give you access to the same high tech equipment available at research universities. You Want to Do Research as an Undergraduate It should come as no surprise to you that research universities are the best places to do research!This goes hand in hand with a desire to continue your education past an undergraduate degree.If you plan on going on to grad school (particularly in the sciences), you will almost certainly be expected to do research as an undergraduate for your thesis and other projects. If you fit these characteristics, a research university may be the right choice for you, but it’s not necessarily the only good choice.There are many small colleges that will afford you similar opportunities on a slightly smaller scale and may give you more one-on-one time with professors and a stronger advising system.Students sometimes have to be very independent at research universities since the focus is not explicitly on undergraduate teaching.However, these schools offer great opportunities to gather hands-on experience in the subject areas that interest you and connect with the brightest minds in any field. Your brain on research. What's Next? Still trying to decide what type of college you want to attend? One factor you might consider besides a school's research capabilities is its status as a public or private institution. Read this article to find out which is a better fit for you. If you're thinking of attending a research university, you may be looking at schools that are far from your home town. Learn more about the pros and cons of going to school out of state. Not sure whether a large university is the right choice for you? Take a look at this article to see whether a big or small college will be a better fit for you. Want to improve your SAT score by 160 points or your ACT score by 4 points?We've written a guide for each test about the top 5 strategies you must be using to have a shot at improving your score. Download it for free now:

Read the requirement i send you carefully---marketing Essay

Read the requirement i send you carefully---marketing - Essay Example Like market size, cost of work force and other potential factors are more favoring to industrialist to develop to business in China. However, there are some challenges too that industry developers have to face before starting the business in the market of China. Foreign players have to tackle with cost reduction and local competitors; these are huge challenges for any foreign player. In this we are going to discuss about analysis of electronic market of China with the help of PEST analysis and SWOT analysis of E-Commerce industry of China. PEST analysis of China’ market will aid the reader to understand about its strengths and weakness in aspect of political, economical, social and technological factors, these factors are external factors which aids to analyze e-commerce industry. In other hand SWOT analysis give a brief introduction of Taobao, is e-commerce company in China, so the readers will able to know about the internal’s strengths, weakness, opportunity and threats of the company. Political variables incorporate government regulations and lawful issues and characterize both formal and casual leads under which firm must work. Furthermore it is asserted that the political energy is presumably the most turbulent constrain in natures domain (Fahey & Narayanan, 1986). In the previous one decade, the Chinese government appends extraordinary imperativeness and center to the advancement of e-trade in the most crowded nation, for instance, on issuing the Summaries of the Middle/Long Term Science and Technology Development Plans of China and the Development of Information Industry Plans in the Eleventh Five-year and Long Plan in 2020 Years in The Ministry of Information Industry, the "provision of e-business stage innovation" has been recorded as a key point (Lili, 2011). In term of the lawful framework, the Chinese legitimate skeleton for e-trade is still in its incipient stage and has officially accomplished a few issues. China has restricted

THE RELATIONSHIP BETWEEN PERFORMANCE APPRAISAL SYSTEMS AND NURSING Essay

THE RELATIONSHIP BETWEEN PERFORMANCE APPRAISAL SYSTEMS AND NURSING STAFF PERFORMANCE - Essay Example It is essential for nurse managers to assess the performance of clinical nurses, and to manage them effectively and efficiently as a human resource. There are several techniques of performance assessment in organizations, and in health care contexts such as in nursing (Roussel & Swansburg 2006), including the use of a consistent numerical assessment system by managers or qualitative appraisal approaches (Murphey, 2004). For over three decades, organizations have considered performance appraisal systems as key organizational processes for the management and development of personnel (Giangreco, Carugati, Pilati et al 2010; Levy & Williams 2004; Ferris, Timothy, Basok et al 2008). The aim of performance appraisal systems is to regularly offer a comparison between the level of performance expected by any one organization and the performance achieved by an individual or group of individuals. These comparisons are based on objective and subjective factors (Coates 2004). The basis for perfo rmance evaluation is that measuring performance helps to improve performance by providing concise feedback on how the individual or department is doing in the workplace. The popularity of the use of appraisal systems is however surrounded by a forceful debate on their productivity and the related costs and benefits. ‘It is widely believed that performance appraisals

Case Study Procter Ang Gamble Merger With Gillette Marketing Essay

Case Study Procter Ang Gamble Merger With Gillette Marketing Essay Its being more than 100 years that Gillette Company manufactures consumer products that create strong brand loyalty among the consumers around the world. Gillette sells product mainly for men like blades, razors and shaving preparations. Gillette also has a strong position worldwide in some of the female grooming products, such as hair products. Company is the worldwide leader in alkaline batteries and is also famous for its Oral-B in manual and power toothbrushes. The Company has employed nearly 30,000 people globally and has 31 manufacturing plants in 14 countries. About Procter Gamble Headquarters: It has its headquarter at Cincinnati. Employees: No. of employees in the company are 110,000 in about 80 countries Brands: Tide, Charmin, Folgers, Noxema, Pampers, Pringles and Pantene. Founded: Procter Gmable was incorporated in 1837 at Cincinnati by William Procter, who was a candle maker and James Gamble who was a soap maker. Both men contributed $3,500 billion to start the company as a startup fund. Around four billion times a day, PG brands touch the lives of people around the world. The company has one of the strongest portfolios of trusted, leadership brands and Quality which including Pampers, Tide, Ariel, Always, Whisper, Pantene, Bounty, Pringles, Charmin, Downy, Lenor, Crest, Actonel, Olay, Clairol Nice n Easy and Head Shoulders(R). The PG community has almost 110,000 employees working in over 80 countries worldwide. Highlights of the case with important dates of Merger Important Dates- January 28, 2005: Procter Gamble announced their largest acquisition in its history. They agreed to buy Gillette in $57 billion and this deal involved or combined some of the worlds largest and top most brands. January 27, 2005: Procter and Gamble agreed to issue 0.975 shares of its common stock in against each share of Gillette and this showed an18% premium to Gillette shareholders. In 1986 -Revlon had tried and attempted its best to takeover Gillette in 1986 but it was not successful to do so. In 1999- Procter and Gamble went with a proposal to Gillette but at that time Gillette refused the offer, then in November 2004, Gillette CEO James M Kilts, started merger talks with Procter and Gamble as he thought that it was the right time for such a move. Highlights of the Merger- The Merger was announced on January 28th 2005, Procter and Gamble decided to exchange 0.975 shares of its common stock for each share of Gillette. Thus, it leads to 18% of premium to Gillette shareholders. The merger was approved by the shareholders of both the company. After the merger Procter and Gamble immediately decided to buy back $18-22 billion of its common stock and this whole process of buy back took 18 months to complete. After this process the deal was structured as 60% stock and 40% cash deal, while it was purely a stock- swap on paper. When the merger happened everybody knew that Procter and Gamble combined with Gillette would become the worlds largest consumer product company with $60.7 billion annual sales. At that time after the merger the new company decided to takeover Unilever which had total annual sales of $48.25 billion at that time. Proctor and Gamble after the merger had brands of $21 billion with market capitalization of $200 billion. Once the merger was done Procter and Gamble shareholders owned approximately 71% of the combined company and Gillette shareholders owned 29% of the combined company. Both the companies expected that merger would bring great synergies. According to the deal between the two companies Procter and Gamble would acquire whole Gillette business which includes its technical, manufacturing and other facilities. Gillette and Proctor Gamble have almost same history, culture and core strengths in branding, scale, innovation and go to market capabilities, which made this merger a perfect one, people called this merger a perfect marriage because one innovative company acquired another innovative company to enlarge its product line and both companies faced low sales problem and both of them emerged as winners after applying same approaches. After acquiring Gillette as a whole Proctor and Gamble became the worlds second largest consumer products company with approximate sales of $61 billion. Procter and Gamble at the time of merger expected total gains and cost savings of $ 14 -$16 billion by lying off and eliminating 6000 peoples job. When Proctor and Gamble started running in profits it acquired brands which matched its strategy such as Germanys Wella AG hair care line, it also acquired Clairol for its hair care lines and Iams Company known for its pet foods. After the merger PG had great earnings within few days as its net income jumped 12% from $1.8 billion to $2.04 billion. On January 27, trading in Procter and Gamble calls spiked to 8,172 contracts and Gillettes call spiked to 4,788 contacts. This means that both the company had increase or more than five times the average daily volume. A single contract is equal to 100 shares. Hurdles after the merger- Procter and Gamble faced various challenges related to manufacturing facilities, workforce, work culture and integration of operations of the two companies which had functioned as an independent company for so long. According to the analysts lying off workers across countries is also a problem. Due to integration efforts demand Procter and Gamble also had to overcome the risk of not being able to focus on its functioning. Main issues which made the merger important According to the deal of Procter and Gamble and Gillette merger Procter and Gamble decided to exchange 0.975 shares of its common stock for each share of Gillette. Procter and Gamble decided to buy back its common stock after the merger i.e. between $18-22 billion. This made the deal 60 % stock and 40% cash deal. Both the companies thought that the merger to will bring heavy synergies as both are the best companies and combination of these two companies will lead to strong brand portfolio. After the merger Gillette had got more opportunities to sell its products in various developing markets like China and East Europe. After the merger the combined entity layoff 6000 employees that are 4% of 140,000 combined work forces. This has to be done as both the companies had to integrate the headquarters and business operation units. The management is trying their best efforts to retain best employees from both the companies. Both the companies merger is an important and attractive deal as it has growth prospects, the revenue and cost synergies are attractive and innovation pipelines are strong. Procter and Gamble decided about the potential regulatory or anti- trust barriers of this deal that they will closely review the deal and resolve any issues regarding the product that are overlapping between the companies as they have a good record of working with regulators in the competitive market place. Bankers involved in the deal were Merrill Lynch was representing Procter and Gamble and Goldman Sachs/UBS are representing Gillette. Post Merger Scenario After the merger it was a great financial success for both the companies, especially for Procter and Gamble as growth in its revenue tripled, it was reported that the company would have more than $ 60 billion sales a year. Procter and Gambles unit volume had grown 27% and its net sales also grew by 27% and have reached to $18.34 billion. PGs net earnings have also increased by 29% and have reached to  £2.55 billion. This merger has made Procter and Gamble the worlds number one household maker leaving behind Unilever in the second place. The combined companies have total 21 brands under it and have the best global market position in product categories. After the merger the company will have more power to negotiate with advertising and media companies like television, newspapers, magazine and billboards. Gillette and Procter and Gamble are actively involved in pilots like testing and learning the technology, developing a scalable solution, drive development to deliver business benefits and validate the business case. Dealing with Wal-Mart After the merger of Procter and Gamble and Gillette it had a great affect on Wal- Mart. As PG is one of the worlds largest consumer products company and after Gillette joined it its sale almost tripled and it gave the company a new competition with retailers like Wal- Mart. As it is said those retailers dont want its suppliers to be bigger than him and vice versa. Procter and Gamble merger with Gillette had put great pressure on various other consumer products firms like Nestle, Colgate- Palmolive, Unilever and Kimberly- Clark. Learnings from the case study Case study of Procter and Gamble merger with Gillette helps us in learning following: Post merger scenario of both the companies after the merger. Procter and Gamble was interested in buying Gillette because it wanted to improve and expand its product and target as many customers it can. Both the companies agreed to merge because they knew it will be bring revenue, enlarge its product line and can become worlds largest consumer product company. It is a kind of friendly takeover that is with consent of take over company and with consent of majority of shareholders. Consideration for takeover is in the form of cash an stock both. Buy back of securities i.e. after the merger Procter and Gamble immediately decided to buy back $18-22 billion of its common stock. Merger effects on PG and Gillette competitors like Wal-Mart. Hurdle which both the companies faced after the merger.

Business Intelligence Essay

1. Integration * 1.1 BI infrastructure * * All tools in the platform use the same security, metadata, administration, portal integration, object model and query engine, and should share the same look and feel. * 1.2 Metadata management * Not only should all tools leverage the same metadata, but the offering should provide a robust way to search, capture, store, reuse and publish metadata objects such as dimensions, hierarchies, measures, performance metrics and report layout objects. * 1.3 Development tools * The BI platform should provide a set of programmatic development tools and a visual development environment, coupled with a software developer’s kit for creating BI applications, integrating them into a business process, and/or embedding them in another application. The BI platform should also enable developers to build BI applications without coding by using wizard-like components for a graphical assembly process. The development environment should also support Web services in performing common tasks such as scheduling, delivering, administering and managing. In addition, the BI application can assign and track events or tasks allotted to specific users, based on predefined business rules. Often, this capability can be delivered by integrating with a separate portal or workflow tool. 1.4 Collaboration * This capability enables BI users to share and discuss information, BI content and results, and/or manage hierarchies and metrics via discussion threads, chat and annotations, either embedded in the BI platform or through integration with collaboration, social software and analytical master data management (MDM). 2. Information Delivery 2.1 Reporting * * Reporting provides the ability to create formatted and interactive reports, with or without parameters, with highly scalable distribution and scheduling capabilities. In addition, BI platform vendors should handle a wide array of reporting styles (for example, financial, operational and performance dashboards), and should enable users to access and fully interact with BI content delivered consistently across delivery platforms including the Web, mobile devices and common portal environments. * 2.2 Dashboards * This subset of reporting includes the ability to publish formal, Web-based or mobile reports with intuitive interactive displays of information, including dials, gauges, sliders, check boxes and traffic lights. These displays indicate the state of the performance metric compared with a goal or target value. Increasingly, dashboards are used to disseminate real-time data from operational applications or in conjunction with a complex event processing engine. * 2.3 Ad hoc query * This capability enables users to ask their own questions of the data, without relying on IT to create a report. In particular, the tools must have a robust semantic layer to allow users to navigate available data sources. These tools should include a disconnected analysis capability that enables users to access BI content and analyze data remotely without being connected to a server-based BI application. In addition, these tools should offer query governance and auditing capabilities to ensure that queries perform well. * 2.4 Microsoft Office integration * In some use cases, BI platforms are used as a middle tier to manage, secure and execute BI tasks, but Microsoft Office (particularly Excel) acts as the BI client. In these cases, it is vital that the BI vendor provides integration with Microsoft Office applications, including support for document and presentation formats, formulas, data â€Å"refreshes† and pivot tables. Advanced integration includes cell locking and write-back. * 2.5 Search-based BI * * This applies a search index to both structured and unstructured data sources and maps them into a classification structure of dimensions and measures (often, but not necessarily leveraging the BI semantic layer) that users can easily navigate and explore using a search (Google-like) interface. This capability extends beyond keyword searching of BI platform content and metadata. 2.6 Mobile BI This capability enables organizations to deliver report and dashboard content to mobile devices (such as smartphones and tablets) in a publishing and/or interactive (bidirectional) mode, and takes advantage of the interaction mode of the device (tapping, swiping and so on) and other capabilities not commonly available on desktops and laptops, such as location awareness. 3. Analysis * 3.1 Online analytical processing (OLAP) * * This enables end users to analyze data with extremely fast query and calculation performance, enabling a style of analysis known as â€Å"slicing and dicing.† Users are (often) able to easily navigate multidimensional drill paths. And they (sometimes) have the ability to write-back values to a proprietary database for planning and â€Å"what if† modeling purposes. This capability could span a variety of data architectures (such as relational or multidimensional) and storage architectures (such as disk-based or in-memory). * 3.2 Interactive visualization * This gives users the ability to display numerous aspects of the data more efficiently by using interactive pictures and charts, instead of rows and columns. Over time, advanced visualization will go beyond just slicing and dicing data to include more process-driven BI projects, allowing all stakeholders to better understand the workflow through a visual representation. * 3.3 Predictive modeling and data mining * This capability enables organizations to classify categorical variables and to estimate continuous variables using advanced mathematical techniques. BI developers are able to integrate models easily into BI reports, dashboards and analysis, and business processes. 3.4 Scorecards These take the metrics displayed in a dashboard a step further by applying them to a strategy map that aligns key performance indicators (KPIs) with a strategic objective. Scorecard metrics should be linked to related reports and information in order to do further analysis. A scorecard implies the use of a performance management methodology such as Six Sigma or a balanced scorecard framework. Market Leaders IBM. SAS. Oracle. 1 Oracle 1.1 Strengths * * In 2011, Oracle Business Intelligence Foundation Suite, with its principal component Oracle Business Intelligence Enterprise Edition (OBIEE), continued to execute on its stated top-to-bottom BI vision. This year, the products have the highest aggregate Ability to Execute scores. References depict a customer base that is Oracle through and through — 85% run Oracle Database as their data warehouse, nearly 75% run Oracle Applications, and a majority utilizes Oracle Fusion Middleware. Oracle is deployed most broadly (in respect of global deployment) of any vendor in this Magic Quadrant, with average user populations nearing 3,000 and data volumes of more than 5 TB, and it is considered the BI standard for nearly 70% of firms surveyed. While complex workloads are below average, the breadth of use scores in the highest quartile. * * During the Magic Quadrant evaluation process, Oracle announced and completed its acquisition of Endeca, a search-based provider of e-commerce and analytic capabilities. Customer surveys were conducted before the Endeca acquisition was completed; therefore, Endeca is not factored into the Magic Quadrant evaluation of Oracle’s execution, but was considered as part of its long-term product vision. Relatively low numbers of existing references access hybrid data types using OBIEE. Gartner believes that this is a forward-looking acquisition that will have significant impact on the company’s business analytics future (see â€Å"Endeca Buy Extends Oracle’s Ability to Support and Discover Diverse Data† for a more detailed opinion of the acquisition). * * In October 2011, the company announced an engineered system — Oracle Exalytics In-Memory Machine — that leveraged assets across the Oracle stack. The integrated hardware/software analytics solution features a package of OBIEE with new in-memory capabilities (based on Oracle’s acquisition of TimesTen), optimized Oracle Essbase to support the range of traditional BI (reporting, dashboards and analysis), and dynamic planning, what-if and scenario analysis, as well as interactive visualization and data discovery capabilities. The system is designed to support high-performance BI and performance management use cases with the intention of improving the performance, scale and speed of reporting, analysis and planning applications. It is now generally available. * * References select Oracle primarily for functionality, enterprise application integration, and data access capabilities. Additionally, customers indicated that they valued the products’ ability to support large numbers of users. Like other megavendors, the product road map plays an important role in the evaluation process. Ease of use and cost do not factor significantly into the selection process. * * Oracle Business Intelligence Applications (OBIA) are predefined analytic applications for horizontal business processes such as finance, procurement and sales analysis. Customers and prospects find this combination of analytic applications built using the OBIEE toolset appealing, with many buyers selecting both at evaluation time. Additionally, the company also delivers vertical-specific analytic data models for industries such as retail and financial services for IT buyers looking to establish a common data model standard as the foundation for analytics. 1.2 Cautions * References rate OBIEE as difficult to implement, with only SAS Institute considered more difficult. Also, the product was rated as having lower than average ease of use scores. As ease of use for both developers and end users takes on an even more important role in business analytic deployments and evaluations, Oracle must explicitly address these issues or risk being marginalized in user-driven projects. The company has been slow to respond to the data discovery trend. However, some functions are now available in the Exalytics In-Memory Machine, and the Endeca acquisition will add more capabilities in this important area. * * Product functionality evaluation scores remain below average again this year, a trend that appeared in last year’s report. Additionally, customer support and product quality issues are rated below the average (in the fourth and third quartiles respectively) for all vendors in this report. In fact, both support and product quality were also noted as issues that blocked further deployments within customer organizations. This represents a slip from last year’s scores. While not huge red flag items now, they may become more problematic without dedicated company attention to address client concerns. * * Oracle customers use the product mostly for static report viewing, parameterized reporting and scorecard capabilities, leading to below average user complexity ratings. Slightly more than 25% of customers Gartner surveyed for this report run the most current version of the BI suite, which is significantly below average for vendors in this analysis. * * More than 10% of survey respondents indicate that they plan to discontinue, or are evaluating a discontinuation of, software use in the next three years — a relatively high response rate given responses from the prior year. This is above the average for all vendors in this research. 2 SAS 2.1 Strengths * * SAS gets high marks for its global footprint and broad industry initiatives. Unlike some other BI platform vendors, SAS focuses on advanced analytical techniques, such as data mining and predictive modeling, where references acknowledge it as a leader of the pack. SAS’s clients also have above average complexity scores (for the depth of use of different BI use cases) on larger than average data sources. SAS customers also access and interpret unstructured internal and external data more often than any other vendor’s clients surveyed for this Magic Quadrant. * * SAS’s solution-oriented analytic application approach to the market is a differentiator, giving the company the advantage of having a wide variety of cross-functional and vertically specific analytic applications out of the box for a variety of industries, including financial services, life sciences and manufacturing. While others are also adopting this approach, SAS remains in the lead. Customers also report an above average sales experience. * * The primary drivers for customers choosing SAS remain functionality and data integration. In addition, references reported that they select SAS because of availability of skills. In the past, we have heard concerns over a lack of available SAS expertise; we suspect that this improvement is linked to the aggressive stance the company has taken to forge substantial partnerships with services firms, specifically Accenture. This broadened ecosystem also expands SAS’ sales channels with multiple partners positioning SAS-based solutions to their customers. * * On the software partnership front, SAS has partnered with a number of database vendors (such as Teradata) to push the execution of its models directly into the database management system without moving the data. Not only does this reduce data duplication and movement, it also allows SAS users to leverage the power and scalability features of the database to run predictive models against very large datasets with high performance. * Overall, SAS has a wide and loyal user base, many of whom have built careers around these products. References have a solid, positive outlook for SAS’s success within their organizations, as well as in the market as a whole. The company recently reported double-digit revenue growth for 2011. 2.2 Cautions * * References report that SAS is very difficult to implement — it was the No. 1 firm in this category. Companies also indicate that the product is considered difficult to use for business users (it was ranked No. 2 in this category). Its dashboard capabilities were rated lowest of all the vendors in this research. SAS is very much aware of these criticisms, and in 2011 embarked on a major development initiative involving hundreds of resources to improve usability and implementation activities. While it is too early to see the results of these efforts in surveys, we expect to see improvement in these areas in next year’s reference assessment. If no improvement is noted, this will directly impact SAS’s Ability to Execute scores for 2013. * * SAS’s dominance in predictive analytics and statistics continues to be challenged on many fronts. In addition to the SPSS suite, IBM also acquired Algorithmics in 2011 to bolster its portfolio; we are seeing greater adoption of open-source â€Å"R† in some products and embedded predictive and statistical capabilities in others. New entrants to the BI platform Magic Quadrant Prognoz and Alteryx accentuate these capabilities as core components of their product suites. While SAS still remains the acknowledged front runner, buyers have more options now, and SAS must continue to defend its franchise. The company recognizes this and, for example, has reinvigorated its emphasis on placing its software products in higher education settings for student and teacher use. * * Customer references report that cost is the most common factor blocking further adoption. In fact, verbatim responses to the survey mention cost in many ways — leasing terms, expensive to maintain, ongoing costs and so on — and, again, the company is very much aware of this criticism. With more options now available, SAS should also remain responsive to customers and prospects in these areas. The average tenure of SAS’s reference customers that participated in this survey was five years. Over 10% reported that they are planning to replace or are considering replacing the software in the next three years. Despite SAS’s success and awareness as a leader in the predictive analytics space, the company is still challenged to make it onto BI platform shortlist evaluations when predictive analytics is not a primary business requirement. While a little less than 60% of references indicated that SAS was their company’s BI standard, functionality used in traditional BI areas (reporting, dashboards, OLAP and so on) was lower than for other BI leaders in this report. Like last year, ad hoc query remains the one exception, with clients aggressively using SAS BI for that component. 3 IBM 3.1 Strengths * * IBM maintains its leading position on the Completeness of Vision axis for this year’s Magic Quadrant. The company takes a holistic approach to what it calls Business Analytics and Optimization (BAO), combining comprehensive software, hardware and services in a coordinated market offering. IBM’s business analytics software portfolio includes a unified BI, analytics and performance management platform, and is complemented by IBM information management software and appliances (Netezza, for example). Services are made up of a consulting line of nearly 9,000 people, which is a growing part of IBM Global Business Services (GBS). IBM can offer both a tools-based and/or a solution-driven offering, along with significant vertical expertise, to customers and prospects. * In 4Q10, IBM introduced its latest business analytics platform, IBM Cognos 10. Throughout 2011, additional capabilities have been released and customer adoption has begun in earnest. Cognos 10 references who responded to this year’s Magic Quadrant survey painted a very interesting snapshot — on average nearly 4,000 users, over 12 TB of data, broad functional use, and very high platform integration scores, all at or near the top of all ratings for all vendors in this report. Overall, Cognos 10 references were significantly more satisfied than Cognos 8 customers, who were the majority of IBM’s survey respondents. While some indicated that upgrading from Cognos 8 to Cognos 10 had some complexity, the majority rated it as straightforward or very straightforward. This bodes well for IBM’s future ability to execute, providing the firm delivers superior service and support and problem-free software. * * The average tenure of IBM respondents was seven years, second highest of all vendors in this survey. Gartner often hears this long-standing customer commitment in inquiry, and this represents a strong customer loyalty factor. This year, less than 7% of references noted that they are planning to discontinue use of the software in the next three years (or are considering doing so), which is significantly lower than last year’s result. * * Advanced analytics is a particular IBM strength. The company’s SPSS software continues to advance nicely, readily allowing IBM to bid for predictive analytics and statistical use cases. Customers rated IBM’s predictive capabilities in the top quartile of all vendors. A secret weapon at IBM’s disposal — IBM Research — delivers another level of research and development prowess to the overall IBM value proposition. For example, Watson, the Deep Question and Answer system that interprets natural language and scores possible answers based on probability, is a visible example of IBM Research at work. While not a part of the Cognos 10 platform, it demonstrates the depth and breadth that IBM can bring to clients’ advanced analytic scenarios. * The top reasons why customers select IBM are functionality, ease of use for end users, and data access and integration. IBM’s road map and future vision weighed heavily in reference decisions. In 2011, IBM delivered a new Cognos 10 mobile application for the iPad that is included free in existing user roles. In early 2012 the company will introduce Cognos Insight, a personal, desktop BI product that enables independent discovery and â€Å"what if† modeling, while also providing full interoperability with the larger workgroup and enterprise solutions. 3.2 Cautions * Twenty-three percent of Cognos 8 references indicate that performance continues to be problematic (a persistent problem for the last several years), nearly three times the average response for other vendors evaluated in this Magic Quadrant. In contrast, Cognos 10 references reported below average performance concerns. This is a sure signal that IBM must encourage upgrades to Cognos 10 without technical and/or financial disruption. * Again this year, references consider the Cognos products more difficult to implement and use than those of competitors. While Cognos 10 was rated slightly below average, other IBM products (Cognos 8, SPSS software and Cognos TM1) were deemed significantly more difficult. These are cited as two major reasons that limit expanded BI deployments with Cognos 8. As such, improved system administration and end-user usability were major development themes of the Cognos 10 release. References indicate that Cognos software is used largely by a consumer/casual user population. Reporting is the most extensively deployed component, followed by ad hoc query and OLAP analysis. * * IBM’s customers also continue to have less than optimal customer experiences, with support and sales interactions, along with product quality, rated in the bottom quartile of all vendors reviewed in this report. References also rate product functionality slightly below the average for all vendors. The bright spot is that Cognos 10 references rated product functionality near the top of all vendors, and support, sales and product quality were rated better than for Cognos 8. These issues remain IBM’s Achilles’ heel, and will limit its ability to raise execution scores next year unless action is taken quickly. * * License cost continues to be another source of customer concern across all products in the IBM business analytics portfolio. Gartner client inquiry also bears out this concern. Higher than expected costs to upgrade from Cognos 8 to Cognos 10 have stalled some projects, but changes in configuration, user roles, and/or support costs appear to drive the increase. As a counterpoint, existing Cognos 10 users did not identify license cost as a concern.

1996 Mount Everest Disaster - Death on Top of the World

On May 10, 1996, a ferocious storm descended upon the Himalayas, creating perilous conditions on Mount Everest, and stranding 17 climbers high upon the tallest mountain in the world. By the following day, the storm had claimed the lives of eight climbers, making it—at the time—the greatest loss of life in a single day in the history of the mountain. While climbing Mount Everest is inherently risky, several factors (aside from the storm) contributed to the tragic outcome—crowded conditions, inexperienced climbers, numerous delays, and a series of bad decisions. Big Business on Mount Everest Following the first summit of Mount Everest by Sir Edmund Hillary and Tenzing Norgay in 1953, the feat of climbing the 29,028-foot peak had for decades been limited to only the most elite climbers. By 1996, however, climbing Mount Everest had evolved into a multi-million dollar industry. Several mountaineering companies had established themselves as the means by which even amateur climbers could summit Everest. Fees for a guided climb ranged from $30,000 to $65,000 per customer. The window of opportunity for climbing in the Himalayas is a narrow one. For just a few weeks—between late April and late May—the weather is typically milder than usual, allowing climbers to ascend. In the spring of 1996, multiple teams were gearing up for the climb. The vast majority of them approached from the Nepalese side of the mountain; only two expeditions ascended from the Tibetan side. Gradual Ascent There are many dangers involved in ascending Everest too rapidly. For that reason, expeditions take weeks to ascend, allowing climbers to gradually acclimatize to the changing atmosphere. Medical problems that could develop at high altitudes include severe altitude sickness, frostbite, and hypothermia. Other serious effects include hypoxia (low oxygen, leading to poor coordination and impaired judgment), HAPE (high-altitude pulmonary edema, or fluid in the lungs) and HACE (high-altitude cerebral edema, or swelling of the brain). The latter two can prove especially deadly. In late March 1996, groups assembled in Kathmandu, Nepal, and opted to take a transport helicopter to Lukla, a village located about 38 miles from Base Camp. Trekkers then made a 10-day hike to Base Camp (17,585 feet), where they would stay a few weeks adjusting to the altitude. Two of the largest guided groups that year were Adventure Consultants (led by New Zealander Rob Hall and fellow guides Mike Groom and Andy Harris) and Mountain Madness (led by American Scott Fischer, assisted by guides Anatoli Boukreev and Neal Beidleman). Halls group included seven climbing Sherpas and eight clients. Fischers group comprised eight climbing Sherpas and seven clients. (The Sherpa, natives of eastern Nepal, are accustomed to the high altitude; many make their living as support staff for climbing expeditions.) Another American group, helmed by filmmaker and renowned climber David Breashears, was on Everest to make an IMAX film. Several other groups came from around the globe, including Taiwan, South Africa, Sweden, Norway, and Montenegro. Two other groups (from India and Japan) climbed from the Tibetan side of the mountain. Up to the Death Zone Climbers began the acclimatization process in mid-April, taking increasingly longer sorties to higher elevations, then returning to Base Camp. Eventually, over a period of four weeks, the climbers made their way up the mountain—first, past the Khumbu Icefall to Camp 1 at 19,500 feet, then up the Western Cwm to Camp 2 at 21,300 feet. (Cwm, pronounced coom, is the Welsh word for valley.) Camp 3, at 24,000 feet, was adjacent to the Lhotse Face, a sheer wall of glacial ice. On May 9, the scheduled day for the ascent to Camp 4 (the highest camp, at 26,000 feet), the expeditions first victim met his fate. Chen Yu-Nan, a member of the Taiwanese team, committed a fatal error when he exited his tent in the morning without having strapped on his crampons (spikes attached to boots for climbing on ice). He slipped down the Lhotse Face into a crevasse. Sherpas were able to pull him up by rope, but he died of internal injuries later that day. The trek up the mountain continued. Climbing upward to Camp 4, all but only a handful of elite climbers required the use of oxygen to survive. The area from Camp 4 up to the summit is known as the Death Zone because of the dangerous effects of the extremely high altitude. Atmospheric oxygen levels are only one-third of those at sea level. Trek to the Summit Begins Climbers from various expeditions arrived at Camp 4 throughout the day. Later that afternoon, a serious storm blew in. Leaders of the groups feared that they would not be able to climb that night as planned. After hours of gale-force winds, the weather cleared at 7:30 p.m. The climb would go on as planned. Wearing headlamps and breathing bottled oxygen, 33 climbers—including Adventure Consultants and Mountain Madness team members, along with a small Taiwanese team—left at about midnight that night. Each client carried two spare bottles of oxygen, but would run out at about 5Â  p.m., and would, therefore, need to descend as quickly as possible once they had summitted. Speed was of the essence. But that speed would be hampered by several unfortunate missteps. Leaders of the two main expeditions had supposedly ordered Sherpas to go ahead of the climbers and install lines of rope along the most difficult areas in the upper mountain in order to avoid a slowdown during the ascent. For some reason, this crucial task was never carried out. Summit Slowdowns The first bottleneck occurred at 28,000 feet, where setting up the ropes took nearly an hour. Adding to the delays, many climbers were very slow due to inexperience. By late morning, some climbers waiting in the queue began to worry about getting to the summit in time to descend safely before nightfall—and before their oxygen ran out. A second bottleneck occurred on the South Summit, at 28,710 feet. This delayed forward progress by another hour. Expedition leaders had set a 2Â  p.m. turn-around time—the point at which climbers must turn around even if they had not reached the summit. At 11:30 a.m., three men on Rob Halls team turned around and headed back down the mountain, realizing they might not make it in time. They were among the few who made the right decision that day. The first group of climbers made it up the famously difficult Hillary Step to reach the summit at about 1:00 p.m. After a brief celebration, it was time to turn around and complete the second half of their laborious trek. They still needed to get back down to the relative safety of Camp 4. As the minutes ticked by, oxygen supplies began to dwindle. Deadly Decisions Up at the top of the mountain, some climbers had been summiting well after 2:00 p.m. Mountain Madness leader Scott Fischer did not enforce the turn-around time, allowing his clients to stay on the summit past 3:00. Fischer himself was summiting just as his clients were coming down. Despite the late hour, he continued up. No one questioned him because he was the leader and an experienced Everest climber. Later, people would comment that Fischer had looked very ill. Fischers assistant guide, Anatoli Boukreev, had inexplicably summited early on, and then descended to Camp 4 by himself, instead of waiting to assist clients. Rob Hall also ignored the turn-around time, staying behind with client Doug Hansen, who was having trouble moving up the mountain. Hansen had tried to summit the previous year and failed, which is probably why Hall made such an effort to help him up despite the late hour. Hall and Hansen did not summit until 4:00 p.m., however, far too late to have stayed on the mountain. It was a serious lapse in judgment on Halls part—one which would cost both men their lives. By 3:30 p.m. ominous clouds had appeared and snow began to fall, covering up tracks that descending climbers needed as a guide to find their way down. By 6:00 p.m., the storm had become a blizzard with gale-force winds, while many climbers were still trying to make their way down the mountain. Caught in the Storm As the storm raged on, 17 people were caught on the mountain, a perilous position to be in after dark, but especially so during a storm with high winds, zero visibility, and a wind chill of 70 below zero. Climbers were also running out of oxygen. A group accompanied by guides Beidleman and Groom headed down the mountain, including climbers Yasuko Namba, Sandy Pittman, Charlotte Fox, Lene Gammelgaard, Martin Adams, and Klev Schoening. They encountered Rob Halls client Beck Weathers on their way down. Weathers was stranded at 27,000 feet after being stricken by temporary blindness, which had prevented him from summitting. He joined the group. After a very slow and difficult descent, the group came within 200 vertical feet of Camp 4, but the driving wind and snow made it impossible to see where they were going. They huddled together to wait out the storm. At midnight, the sky cleared briefly, allowing guides to catch sight of the camp. The group headed off toward camp, but four were too incapacitated to move—Weathers, Namba, Pittman, and Fox. The others made it back and sent help for the four stranded climbers. Mountain Madness guide Anatoli Boukreev was able to help Fox and Pittman back to camp, but could not manage the nearly comatose Weathers and Namba, especially in the middle of a storm. They were deemed beyond help and were therefore left behind. Death on the Mountain Still stranded high on the mountain were Rob Hall and Doug Hansen at the top of the Hillary Step near the summit. Hansen was unable to go on; Hall tried to bring him down. During their unsuccessful attempt to descend, Hall looked away for just a moment and when he looked back, Hansen was gone. (Hansen had likely fallen over the edge.) Hall maintained radio contact with Base Camp through the night and even spoke with his pregnant wife, who was patched through from New Zealand by satellite phone. Guide Andy Harris, who was caught in the storm at the South Summit, had a radio and was able to hear Halls transmissions. Harris is believed to have gone up to bring oxygen to Rob Hall. But Harris also disappeared; his body was never found. Expedition leader Scott Fischer and climber Makalu Gau (leader of the Taiwanese team that included the late Chen Yu-Nan) were found together at 1200 feet above Camp 4 on the morning of May 11. Fisher was unresponsive and barely breathing. Certain that Fischer was beyond hope, the Sherpas left him there. Boukreev, Fischers lead guide, climbed up to Fischer shortly thereafter but found he had already died. Gau, although severely frostbitten, was able to walk—with much assistance—and was guided down by Sherpas. Would-be rescuers had attempted to reach Hall on May 11 but were turned back by severe weather. Twelve days later, Rob Halls body would be found at the South Summit by Breashears and the IMAX team. Survivor Beck Weathers Beck Weathers, left for dead, somehow survived the night. (His companion, Namba, did not.) After being unconscious for hours, Weathers miraculously awoke late on the afternoon of May 11 and staggered back to the camp. His shocked fellow climbers warmed him up and gave him fluids, but he had suffered severe frostbite on his hands, feet, and face, and appeared to be near death. (In fact, his wife had been notified earlier that he had died during the night.) The next morning, Weathers companions almost left him for dead again when they departed camp, thinking he had died during the night. He awoke just in time and called out for help. Weathers was assisted by the IMAX group down to Camp 2, where he and Gau were flown out in a very daring and dangerous helicopter rescue at 19,860 feet. Shockingly, both men survived, but frostbite took its toll. Gau lost his fingers, nose, and both feet; Weathers lost his nose, all of the fingers on his left hand and his right arm below the elbow. Everest Death Toll The leaders of the two main expeditions—Rob Hall and Scott Fischer—both died on the mountain. Halls guide Andy Harris and two of their clients, Doug Hansen and Yasuko Namba, also perished. On the Tibetan side of the mountain, three Indian climbers—Tsewang Smanla, Tsewang Paljor, and Dorje Morup—had died during the storm, bringing the total of deaths that day to eight, the record number of deaths in one day. Unfortunately, since then, that record has been broken. An avalanche on April 18, 2014, took the lives of 16 Sherpas. A year later, an earthquake in Nepal on April 25, 2015, caused an avalanche that killed 22 people at Base Camp. To date, more than 250 people have lost their lives on Mount Everest. Most of the bodies remain on the mountain. Several books and films have come out of the Everest disaster, including bestseller Into Thin Air by Jon Krakauer (a journalist and a member of Halls expedition) and two documentaries made by David Breashears. A feature film, Everest, was also released in 2015.