The Return: Midnight Chapter 23

In the car, Matt sat by the sleeping Meredith with Saber crammed in at their feet, listening in shock and horror as they recounted Meredith's story. When they were done, he was able to speak about his own experiences. â€Å"I'm going to have nightmares al my life about Cole Reece,†he admitted. â€Å"And even though I slapped an amulet on him, and he cried, Dr. Alpert said he was Stillinfected. How can we fight something this far out of control?† Elena knew he was looking at her. She dug her nails into her palms. â€Å"It isn't that I haven't tried to use Wings of Purification over the town. I've tried so hard that I feel as if I'l burst. But it's no good. I can't control any Wings Powers at all! I think – after what I've learned about Meredith – that I may need training. But how do I get it? Where? From who?† There was a long silence in the car. At last Matt said, â€Å"We're al in the dark. Look at that courtroom! How can they have so many werewolves in one town?† â€Å"Wolves are sociable,†Stefan said quietly. â€Å"It looks as if there is a whole community of werewolves in Ridgemont. Seeded among the various Bear and Moose and Lions Clubs of course. For spying on the only creatures they're scared of: humans.† At the boardinghouse Stefan carried Meredith to the first-floor bedroom and Elena pul ed the covers over her. Then she went to the kitchen, where the conversation was continuing. â€Å"What about those werewolves'families? Their wives?†she demanded as she rubbed Matt's shoulders where she knew the muscles must hurt fiercely from being handcuffed behind his back. Her soft fingers soothed bruises, but her hands were strong, and she kept kneading and kneading until her own shoulder muscles began to swear at her†¦and beyond. Stefan stopped her. â€Å"Move over, love, I've got evil vampire magic. This is necessary medical treatment,†he added sternly to Matt. â€Å"So you have to take it no matter how much it hurts.†Elena could Stillfeel him, if faintly, through their connection and she saw how he anesthetized Matt's mind and then dug into the knotted shoulders as if he was kneading stiff dough, meanwhile reaching out with his Powers of healing. Mrs. Flowers came by just then with mugs of hot, sweet cinnamon tea. Matt drained his mug and his head fel back slightly. His eyes were shut, his lips parted. Elena felt a huge wave of pain and tension flood away from him. And then she hugged both of her boys and cried. â€Å"They picked me up on my own driveway,†Matt admitted as Elena sniffled. â€Å"And they did it by the book, but they wouldn't even look at the – the chaos al around them.† Mrs. Flowers approached again, looking serious. â€Å"Dear Matt, you've had a terrible day. What you need is a long rest.†She glanced at Stefan, as if to see how this would impact him, with so few blood donors. Stefan smiled reassuringly at her. Matt, Stillbeing kneaded pliant, had just nodded. After that his color started coming back and a little smile curved his lips. â€Å"There's m'main man,†he said, when Saber butted his way through traffic to pant directly in Matt's face. â€Å"Buddy, I love your dog breath,†he declared. â€Å"You saved me. Can he have a treat, Mrs. Flowers?†he asked, turning slightly unfocused blue eyes on her. â€Å"I know just what he'd like. I have half a roast left in the refrigerator that just needs to be heated a bit.†She punched buttons and in a short while, said, â€Å"Matt, would you like to do the honors? Remember to take the bone out – he might choke on it.† Matt took the large pot roast, which, heated, smel ed so good it made him aware that he was starving. He felt his morals col apse. â€Å"Mrs. Flowers, do you think I could make a sandwich before I give it to him?† â€Å"Oh, you poor dear boy!†she cried. â€Å"And I never even thought – of course they wouldn't give you lunch or dinner.† Mrs. Flowers got bread and Matt was happy enough with that, bread and meat, the simplest sandwich imaginable – and so good it curled his toes. Elena wept just a little more. So easy to make two creatures happy with one simple thing. More than two – they were al happy to see Matt safe and to watch Saber get his proper reward. The enormous dog had fol owed every movement of that roast with his eyes, tail swishing back and forth on the floor. But when Matt, Stillchomping, offered him the large piece of meat that was left, Saber just cocked his head to one side, staring at it as if to say, â€Å"You have to be joking.† â€Å"Yes, it's for you. Go on and take it now,†Mrs. Flowers said firmly. Final y, Saber opened his enormous mouth to take hold of the end of the roast, tail twirling like a helicopter blade. His body language was so clear that Matt laughed out loud. â€Å"This once on the floor with us,†Mrs. Flowers added magnificently, spreading a large rug over the kitchen floorboards. Saber's joy was only surpassed by his good manners. He put the roast on the rug and then trotted up to each of the humans to push a wet nose into hand or waist or under a chin, and then he trotted back and attacked his prize. â€Å"I wonder if he misses Sage?†Elena murmured. â€Å"I miss Sage,†Matt said indistinctly. â€Å"We need al the magic help we can get.† Meanwhile Mrs. Flowers was hurrying around the kitchen making ham and cheese sandwiches and bagging them like school lunches. â€Å"Anybody who wakes up tonight hungry must have something to eat,†she said. â€Å"Ham and cheese, chicken salad, some nice crisp carrots, and a big hunk of apple pie.†Elena went to help her. She didn't know why, but she wanted to cry some more. Mrs. Flowers patted her. â€Å"We are al feeling – er, strung out, â€Å"she announced gravely. â€Å"Anyone who doesn't feel like going right to sleep is probably running on too much adrenaline. My sleeping aid wil help with that. And I think we can trust our animal friends and the wards on the roof to keep us safe tonight.† Matt was practical y asleep on his feet now. â€Å"Mrs. Flowers – someday I'l repay you†¦but for now, I can't keep my eyes open.† â€Å"In other words, bedtime, kiddies,†Stefan said. He closed Matt's fingers firmly around a packed lunch, then steered him toward the stairs. Elena gathered several more lunches, kissed Mrs. Flowers twice, and went up to Stefan's room. She had the attic bed straightened and was opening a plastic bag when Stefan came in from putting Matt to bed. â€Å"Is he okay?†she said anxiously. â€Å"I mean, wil he be okay tomorrow?† â€Å"He'l be okay in his body. I got most of the damage healed.† â€Å"And in his mind?† â€Å"It's a tough thing. He just ran smack into Real Life. Arrested, knowing they might lynch him, not knowing if anybody would be able to figure out what had happened to him. He thought that even if we tracked him it would come down to a fight, which would have been hard to win – with so few of us, and not much magic left.† â€Å"But Saber fixed 'em,†Elena said. She looked thoughtful y at the sandwiches she'd laid out on the bed. â€Å"Stefan, do you want chicken salad or ham?†she asked. There was a silence. But it was moments before Elena looked up at him in astonishment. â€Å"Oh, Stefan – I – I actual y forgot. I just – today has been so strange – I forgot – â€Å" â€Å"I'm flattered,†Stefan said. â€Å"And you're sleepy. Whatever Mrs. Flowers puts in her tea – â€Å" â€Å"I think the government would be interested in it,†Elena offered. â€Å"For spies and things. But for now†¦Ã¢â‚¬ She held her arms out, head bent back, neck exposed. â€Å"No, love. I remember this afternoon, if you don't. And I swore I was going to start hunting, and I am,†Stefan said firmly. â€Å"You're going to leave me?†Elena said, startled out of her warm satisfaction. They stared at each other. â€Å"Don't leave,†Elena said, combing her hair away from her neck. â€Å"I had it al planned out, how you'l drink, and how we'l sleep holding each other. Please don't leave, Stefan.† She knew how hard he found it to leave her. Even if she was grimy and worn out, even if she was wearing grungy jeans and had dirt under her fingernails. She was endlessly beautiful and endlessly powerful and mysterious to him. He longed for her. Elena could feel it through their bond, which was beginning to hum, beginning to warm up, beginning to draw him in close. â€Å"But, Elena,†he said. He was trying to be sensible! Didn't he know she didn't want sensible at this particular moment? â€Å"Right here.†Elena tapped the soft spot on her neck. Their bond was singing like an electric power line now. But Stefan was stubborn. â€Å"You need to eat, yourself. You have to keep your strength up.† Elena immediately picked up a chicken salad sandwich and bit into it. Mmm†¦yummy. Real y good. She would have to pick Mrs. Flowers a wildflower bouquet. They were al so well taken care of here. She had to think of more ways to help. Stefan was watching her eat. It made him hungry, but that was because he was used to being fed round the clock, and not used to exercise. Elena could hear everything through their connection and she heard him thinking that he was glad to see Elena renewing herself. That he had learned discipline now; that it wouldn't do him any harm to go to bed one night feeling hungry. He would hold his sleepy adorable Elena al night. No! Elena was horrified. Since he'd been imprisoned in the Dark Dimension, anything that hinted at Stefan going without fil ed her with appal ing terror. Suddenly she had trouble swal owing the bite she'd taken. â€Å"Right here, right here†¦please?†she begged him. She didn't want to have to seduce him into it, but she would if he forced her to. She would wash her hands into pristine cleanliness, and change into a long, clinging nightgown, and stroke his stubborn canines in between kisses, and touch them with her tongue tip gently, just at the base where they wouldn't cut her as they responded and grew. And by then he would be dizzy, he would be out of control, he would be hers completely. All right, All right! Stefan thought to her. Mercy! â€Å"I don't want to give you mercy. I don't want you to let me go,†she said, holding her arms out to him, and heard her own voice soft and tender and yearning. â€Å"I want you to hold me and keep me forever, and I want to hold you and keep you forever.† Stefan's face had changed. He looked at her with the look he'd worn in prison when she had come to visit him in an outfit – very unlike the grubby one she wore now – and he'd said, bewildered, â€Å"Al this†¦it's for me?† There had been razor wire between them then. Now there was nothing to separate them and Elena could see how much Stefan wanted to come to her. She reached a little farther and then Stefan came into the circle of her arms and held her tightly but with infinite care not to use enough strength to hurt her. When he relaxed and leaned his forehead against hers, Elena realized that she would never be tired or sad or frightened without being able to think of this feeling and that it would uphold her for the rest of her life. At last they sank down together on the sheets, comforting each other in equal measure; exchanging sweet, warm kisses. With each kiss, Elena felt the outside world and al its horrors drift farther and farther away. How could anything be wrong when she herself felt that heaven was near? Matt and Meredith, Damon and Bonnie would surely al be safe and happy too. Meanwhile, every kiss brought her closer to paradise, and she knew Stefan felt the same way. They were so happy together that Elena knew that soon the entire universe would echo with their own joy, which overflowed like pure light and transformed everything it touched. Bonnie woke and realized she had only been unconscious for a few minutes. She began to shiver, and once she started she couldn't seem to stop. She felt a wave of heat envelop her, and she knew that Damon was trying to warm her, but Stillthe trembling wouldn't go away. â€Å"What's wrong?†Damon asked, and his voice was different from usual. â€Å"I don't know,†Bonnie said. She didn't. â€Å"Maybe it's because they kept starting to throw me out the window. I wasn't going to scream about that,†she added hastily, in case he assumed she would. â€Å"But then when they talked about torturing me – â€Å" She felt a sort of spasm go through Damon. He was holding her too hard. â€Å"Torturing you! They threatened you with that?† â€Å"Yes, because, you know, Misao's star bal was gone. They knew that it had been poured out; I didn't tel them that. But I had to tel them that it was my fault that the last half got poured out, and then they got mad at me. Oh! Damon, you're hurting me!† â€Å"So it was your fault it got poured out, was it?† â€Å"Well, I figure it was. You couldn't have done it if I hadn't gotten drunk, and – wh-what's wrong, Damon? Are you mad too?†He real y was holding her so that she real y couldn't breathe. Slowly, she felt his arms loosen a little. â€Å"A word of advice, little redbird. When people are threatening to torture and kil you, it might be more – expedient – to tel them that it's someone else's fault. Especial y if that happens to be the truth.† â€Å"I know that!†Bonnie said indignantly. â€Å"But they were going to kil me anyway. If I'd told about you, they'd've hurt you, too.† Damon pul ed her roughly back now, so that she had to look him in the face. Bonnie could also feel the delicate touch of a telepathic mind probe. She didn't resist; she was too busy wondering why he had plum-colored shadows under his eyes. Then he shook her a little, and she stopped wondering. â€Å"Don't you understand even the basics of self-preservation?†he said, and she thought he looked angry again. He was certainly different from any other time that she'd seen him – except once, she thought, and that was when Elena had been â€Å"Disciplined†for saving Lady Ulma's life, back when Ulma had been a slave. He'd had the same expression then, so menacing that even Meredith had been frightened of him, and yet so fil ed with guilt that Bonnie had longed to comfort him. But there had to be some other reason, Bonnie's mind told her. Because you're not Elena, and he's never going to treat you the way he treats Elena. A vision of the brown room rose before her, and she felt certain that he would never have put Elena there. Elena wouldn't have let him, for one thing. â€Å"Do I have to go back?†she asked, realizing that she was being petty and sil y and that the brown room had seemed like a haven just a little while ago. â€Å"Go back?†Damon said, a little too quickly. She had the feeling that he'd seen the brown room too, now, through her eyes. â€Å"Why? The landlady gave me everything in the room. So I have your real clothes and a bunch of star bal s down there, in case you weren't through with one. But why would you think you might have to go back?† â€Å"Well, I know you were looking for a lady of quality, and I'm not one,†Bonnie said simply. â€Å"That was just so I could change back into a vampire,†Damon said. â€Å"And what do you think is holding you up in the air right now?†But this time Bonnie knew somehow that the sensations from the â€Å"Never Ever†star bal s were Stillin her mind and that Damon was seeing them too. He was a vampire again. And the contents of these star bal s were so abominable that Damon's stony exterior final y cracked. Bonnie could almost guess what he thought of them, and of her, left to shiver under her one blanket every night. And then, to her total astonishment, Damon, the ever-composed, brand-new vampire blurted, â€Å"I'm sorry. I didn't think about how that place would be for you. Is there anything that wil make you feel better?† Bonnie blinked. She wondered, seriously, if she were dreaming. Damon didn't apologize. Damon famously didn't apologize, or explain, or speak so nicely to people, unless he wanted something from them. But one thing seemed real. She didn't have to sleep in the brown room anymore. This was so exciting that she flushed a little, and dared say, â€Å"Could we go down to the ground? Slowly? Because the truth is that I'm just terrified of heights.† Damon blinked, but said, â€Å"Yes, I think I can manage that. Is there anything else you'd like?† â€Å"Well – there are a couple of girls who'd be donors – happily – if – well – if there's any money left – if you could save them†¦Ã¢â‚¬  Damon said a little sharply, â€Å"Of course there's some money left. I even wrung your share back out of that hag of a landlady.† â€Å"Well, then, there's that secret that I told you, but I don't know if you remember.† â€Å"How soon do you think you'l feel well enough to start?†asked Damon.

The Hovey And Beard Company Case

Most workplaces today are becoming increasingly diverse as people of different genders, races, cultures, ethnic origins, and lifestyles find themselves working together. As a result, the workplace is becoming increasingly multicultural. Some organizations are just now encountering the effects of a diverse workforce, while others are trying to overcome the challenges created by diversity. However, no matter where an organization is in this development, the challenge is to ensure that its workforce's diversity is a source of strength, not one of conflict.Effectively managing this diversity, then, is a critical component of success for today's employer. This is the reason many employers are offered or offer cultural diversity training and conflict management training. Diversity is a business reaction to the fast cultural and sociological events and changes. Differences in personal work style, skills or talents, education, and geographical location are examples of other diversity dimensi ons that make a difference in how we work together as a corporate team. When managed effectively, these differences broaden organizational capability.Management and Diversity Understanding Diversity In order for management to make diversity work, managers must first understand the definition of diversity. Most simply explained, diversity encompasses all of the ways in which individuals are both similar and different. According to Lee Gardenswartz, â€Å"Diversity involves variations in factors we control as well as those over which we have no choice. These factors give us areas of commonality through which we can connect with others and aspects of difference from which we can learn† (p.24).These same factors also represent areas of trouble where conflict may develop. Today, cultural diversity is a business reality. The ability to build bridges between people from different countries, with different ethnic backgrounds, is as important as any other business function. Working in a culturally and ethically diverse organization does not mean eliminating differences in styles and approach, but celebrating those differences and revealing the much strength that diversity brings to an organization.â€Å"Today diversity refers to far more than skin color and gender, it is a broad term used to refer to all kinds of differences, these differences include religious affiliation, age, disability status, military experience, sexual orientation, economic class, educational level, and lifestyle in addition to gender, race, ethnicity, and nationality, (as cited in Bateman & Snell, 2007, p. 398). There is a multitude of ways in which humans are both alike and different. Some of these differences have an impressive effect on our opportunities and experiences, while others have relatively little impact at all.Diversity can be seen as â€Å"four concentric circles,† at the center of which is personality (Gardenswartz 24). Personality is a distinctive aspect that gives each person his or her own particular style. This core aspect pierces all other layers. Beyond the central core of personality are the six internal dimensions of diversity. These are aspects over which people have little or no control. They include gender, age, sexual orientation, ethnicity, physical ability, and race. In addition to internal dimensions, external influences such as social factors and life experiences also have an impact on how people are treated at work.Some examples of these external influences include: where an individual grew up or lives now, whether they are married or have children, how their religious affiliation guides them and the amount and type of education they have. Finally, the fourth layer encompasses organizational influences related to factors such as seniority, the kind of work an individual does, their level within the company, and their work location. All of these layers together form one's own diversity filter.The human resource approach focuses on the relationship between people and the organization, and recognizes that cultural diversity includes every employee. It must be understood that people are the most important resource in an organization. The challenge is to successfully apply skills, insight, energy, and commitment to make an organization better. Another challenge that must be met by many organizations is to design ways for employees to expand their individual comfort zones. Once diversity is accepted as an organizational value, new assumptions about its positive benefits surface.As cultural awareness builds and the culture changes, conflict is viewed as part of the change process. Diversity Related Attitudes. An employee attitude of acceptance of culturally different people is taught to individuals from the time that they are children. For the most part attitudes are learned from other people. Though it is hard to accept that the attitude a group has was invented, one person generally creates this attitude. An individual's attitude tends to be the same as his or her relatives, co-workers, and friends. Attitudes are also learned from people who have high or low prestige.Then once these attitudes have been learned, they are reinforced. The problem is, figuring out how to change an individual's attitude. Management must learn how to change employee attitudes against great resistance. Employees will resist any kind of change if the plans for the changes are not clear. People want to know exactly what is going to happen. Each employee will see different meanings in the proposed changes; they see what they want to see. This means that women and minorities will be seeing job opportunities while white males see reverse discrimination.In order to implement change management needs to learn to recognize the different types of resistance that may occur within the organization and know how to handle the situation. Organizational Barriers to Diversity There are numerous concerns that establish strong b arriers to moving forward with diversity. The cost to implement the necessary changes to be made is one major cause of resistance. Management must be convinced that though the short-term costs may be high, the long-term benefits are worth it. There is a fear of hiring unskilled, uneducated employees.The question to be answered here is whether the investment is too big, will the employees stay and will they be able to do the job? Organizations have been pulled toward affirmative action as a way to make the work force equal, but the perception still exists that any affirmative action candidate is someone chosen merely to fill a position. This person is not hired because she may happen to be the best candidate for the job. Management needs to also be aware of reverse discrimination, because one person's gain can be perceived to be another person's loss.Finally many people do not see the need for diversity. They do not view diversity as a top priority issue and that is why it is managem ent's job to embrace this issue and help employees understand it. If management wants to create a more open and responsive organization, all of these barriers need to be identified, acknowledged, dealt with, and overcome. Embracing Diversity. Embracing diversity is about creating a new organizational framework. Management understands that the way to do this is by creating an inclusive environment at work.Inclusivity implies complete openness, an environment that greets any person who can do the job, regardless of race, age, gender, sexual orientation, religion, ethnicity, or physical ability. In order for organizations to achieve a more open culture they need to welcome and accept employees for their different lifestyles. Every segment of the population needs to be represented in the executive suite. Each group attending a meeting should have ample time to speak and express their views. Groups need to be diversified and discourage slander.Interaction between cultures is a source of knowledge, growth, and progress. Many organizations find that the biggest benefit from a diverse work force is problem solving. When cultures meet, there is increased creativity and all around better results. An organization's ability to make corrections and change directions will determine if they will survive. An inclusive environment accepts people as they are. That doe’s not mean feedback is not given, it merely means that each person is accepted for who he or she is and is valued for the talent they bring to the task at hand.Employees rarely produce their best work when they have to fit into someone else's mold. This will also minimize resistance and maximize commitment. Helping Employees Adjust to Change Commitment to becoming an organization that embraces diversity requires going from a monoculture to a multicultural organization. Expect the changes to be unsettling, the organization is in a transition of what it is and what it is trying to become. Management needs to help employees understand why these changes are as important to not only the company as a whole but also to them as employees.It is also important to set measurable criteria so employees can recognize when a change has been successful. Employees want to know that something better awaits them and it is management's job to show them that by supporting these changes everybody will benefit. Training is necessary for all individuals in an organization especially in the area of how to deal with intercultural conflict. There are changes visible today that were not there several years ago and the same goes for the future of every organization. Teaching New Employees the Ropes New employees will go through five stages when first entering into a new organization.The first stage is rejection and resistance. People instinctively protect themselves against what is new and different. Managers must learn to understand and accept initial rejection and resistance and refrain from pushing employees b eyond their fears. Stage two involves isolation or withdrawal. People have more similarities than differences; therefore, it is important for management to structure opportunities that will bring people together. In the third stage individuals are beginning to assimilate and adjust to the norms of the organization.It is sometimes hard for new employees to recognize what to adapt to. This is the time for management to create a buddy system or a crash course on how things work in this organization. It is in the fourth stage of coexistence that new employees find ways to exist within the dominant culture of the organization without sacrificing themselves. It is important for the company to find a way of portraying the message that it is okay to be different. The fifth and final stage of this process is integration. The new employee is no longer the odd person out, but a regular member of the team.Here is where management needs to continue to emphasize a need for respect of differences, both organizationally and individually (Gardenswartz 287-288). Celebrating Diversity Managing diversity is an organizational process by which human resources are identified, allocated, and expanded in ways that make them more efficient. Successful diversity initiatives allow an organization to improve its productivity. Another basic objective is to create self-renewing, self-correcting systems of employees who learn to organize themselves in various ways according to the nature of their tasks and their cultural perspectives.In order to be very effective, a diversity initiative must be planned organization wide, and coordinated from the top through planned activities and interventions. It must be understood that working with culturally different people, is not always easy. Nor is it always understood and appreciated by employees. There will be failures. But, managing diversity is good human relations and it is good business. During this time of transition it is important for manager s and supervisors, as well as their subordinates, to remember that progress has been made. Making Diversity WorkDiversity is about acknowledging one's own reactions to differentness and the discomfort it causes. Dealing with diversity is about taking a look at why holidays, practices, values, or languages different from the norm trigger feelings of threat that build walls between people. People who accept themselves are less threatened by those who are different. Every change has both positives and negatives attached to it. If employees do not get beyond their fears, they will not get beyond the resistance to change, and diversity efforts will continue to be spoiled.All people have patterns of behavior that have become involuntary and routine over the years. Confronting diversity shakes up these habits because many old behaviors no longer work in the new organizational environment. People need to go beyond ethnocentrism and recognize and accept individuals for their differences. It is important to emphasize the similarities we share in order to create a pleasant work environment. Managers need to remember that values should be demonstrated through actions, not words. It is very easy to say you value diversity but it is another thing to put your words into action (Gardenswartz 520).After all, diversity includes everyone. What do we have to do to create and foster a workplace climate where everyone feels welcomed, valued, and respected? This is a central question in the diversity research I have held. The response centers on becoming more aware that each individual's behavior towards others contributes to the climate or atmosphere. The most common reason offered for why more attention is not paid to these issues is that â€Å"we're too busy. † To implement a successful diversity program, however, these three practices–welcoming, valuing, and respecting–must receive regular and deliberate attention.Welcoming we usually think of welcoming as s omething that happens when an individual first joins an organization. People need to feel welcomed regularly throughout their employment. Almost everyone wants to be recognized by others and to know that their presence is important to the organization. Co-workers feel connected when their presence is acknowledged on a regular basis. It is easy to speak only with certain people, those we consider our friends or those with whom we work most closely. Speaking to those we pass in the hall or as we pass by their desk can help others feel welcome.It is easy to assume that once we've been here awhile, we no longer need to greet each other regularly. In these busy times, how often do leaders in the organization walk through the library speaking to staff? We need to avoid coming to others only to resolve problems, or to request or pass on information. Employees need to know that people in leadership positions are aware of the work of each unit, recognize that people are working hard, and car e about the employees' well-being. Activities where staffs meet and talk outside of their own units is another way to encourage interaction and sharing.Usually such activities are held only once or twice per year; employees often interact only within their immediate department or division most other times. Focusing on how to make others feel welcome can help to address other issues, such as classism (support staff interacting separately from librarians) or cliques (certain people only talking to certain others). Ignoring barriers that create divisions will not enhance efforts to foster a workplace supportive of a diverse staff. Valuing how do co-workers demonstrate that a colleague's contributions are valued?It requires an awareness and knowledge of the roles and responsibilities of others. We must seek examples of work being implemented or services being used. We must take time let individuals or units know that we have noticed and are appreciative of their work. Valuing requires u s to take an interest in others: their activities, work, and progress. We need to act on what we learn by engaging others about their work. We must listen and respond when colleagues share their progress; this includes offer encouragement when we see colleagues experiencing challenges in their efforts.Valuing is demonstrating to others that their presence and contributions are noticed, make a difference, and matter in the organization. Rewards or recognition must have meaning to those to whom it is given. A certificate may be less effective than sharing a break with someone to discuss their work and their contributions; a salary increase may have more impact if someone in a leadership role shares how much the contributions have helped the organization accomplish its goals. Respecting In the context of diversity, respecting is finding ways to demonstrate our regard for the quality of work and the contributions of others.Asking co-worker questions about their work, or offering observa tions about what is most impressive in their project is a good way to show clearly that we respect another's skills and talents. Showing an interest in another's projects, being aware of their personal work goals, or just knowing that a co-worker attended a seminar, all provide opportunities for dialogue and exchange. Supervisors often expect employees to come to their offices or to make appointments to talk about their work; many employees will avoid such meetings because they do not wish to give the appearance of a problem.What employees often are seeking is acknowledgment that their supervisor is aware of their work, and cares enough to ask how things are developing. This means senior administrators may need to talk directly to staff, otherwise they will not know that leadership has noticed or cares. Some administrators send messages through supervisors, when a direct note, phone call, or email would have a much more positive effect on self-esteem and a sense of personal accompli shment.While these three factors–welcoming, valuing, and respecting–must be applied to the entire staff, they are especially important if the organization plans to successfully retain minorities in the workplace. It is challenging to be the only one, or one of few in a minority group. Those in the majority group must make a conscientious effort, on a regular basis, to ensure that minorities are aware and truly believe that their presence and contribution as an employee matters. Workplace diversity is a multi-faceted concept that continues to evolve as more industries move toward a global marketplace.Most people hold the belief that every human being is of equal worth, entitled to the same privileges and opportunities, without regard to race, gender, disability or age. This fundamental belief has led to changes in management practices primarily relating to the recruitment, training and retention of employees who reflect the changing face of the American workforce. In or der to understand the necessities and benefits of managing workplace diversification, the concept must be fully explored. What is diversity? Can it really be managed?In the broadest sense, the management of diversity is a business's reaction to rapid cultural and sociological changes. Internally, diversity management means providing a climate where all employees feel that they are valued by and contributing to an organization. Externally, it means that organizations are flexible and astute about changes occurring in world markets. The hard truth, however, is that inequalities exist for employees within organizations due to stereotyping and preconceived ideas about a person based on race, gender, religious or cultural origins, age, physical ormental limitations, and more. Racism, sexism, homophobia, etc. cannot be managed away. It is precisely these beliefs and perceptions that necessitate managing diversity at all. Managing diversity is not affirmative action. Affirmative action and the language of equal opportunity came as a political response to the social outcry over the racial and social injustices that limited equal access to the workplace. One of the problems with affirmative action is that it began to be perceived as a public relations scheme more concerned about quotas than about individuals.Managing diversity strives to ensure that when an individual is hired, they should be able to trust that they have been chosen because of their unique qualifications, not because of gender or ethnicity. We have moved from a use of words like fairness, inequality, and injustice toward terms such as ethnic diversity, political correctness, and cultural consciousness. Have we changed our perceptions of the problems of workplace inequality or just the way we describe it? Diversity consciousness cannot be simply mandated into a system, integrated into a corporate culture, or prompted by financial incentives.It is reflective of an attitude that organizations and their st affs must adopt that allows them to change their basic concepts about workers and converts â€Å"them† into â€Å"us†. In addition, Multiculturalism is the Work Place In this millennium, diversity in society has increased rapidly; however it is the belief of many people that some aspects of the work place are still struggling when asked to look into this issue. On the other hand, there are many organizations beginning to accept and value the importance of diversity.I believe both employers and employees should reflect on diversity of cultural prospective, age, gender, ethnic background, and levels of education. Every company should focus on diversity development due to an increasing minority and immigrant population that is positioning itself to assume the roles of the traditional workforce. As the demographic shift accelerates, race relations will continue to grow in importance. Bearing in mind, the inclusion of a more ethnically diverse staff requires a new workforce philosophy.It is my belief that every organization should be held accountable for not focusing on a diversified labor force and not taking advantage of the strength that come as a result of a diversified labor force. In order to obtain effective results one should understand what diversity is, and how it affects the mechanic of an organization. Once this is established, the next step would be to learn how to manage diversity in the workplace and what kind of environment managers would have to create in their company to educate employees about cultural diversity.Diversity in the work place is perhaps the most important issue we need to address because ignoring it can have lasting effects on the success of businesses. Research suggests, the key to successfully building a diverse, high-quality workforce for tomorrow begins with a strong leadership commitment and knowledge of where industries stand today. Ensuring strong commitment to a diversity program is essential. This includes the critical components of top-level leadership support and the commitment of necessary resources to make new initiatives a reality.A successful diversity program needs a close continuing partnership between human resources and Equal Employment Opportunity (EEO). Companies should focus on communication strategies and diversity training for managers, supervisors, and employees. Companies should provide training to all staff and mangers about practical ways to make a diverse workforce for the entire company. This may include such subjects as the value of understanding differences and cross-cultural communication.They might also provide cultural awareness, the ability to initiate and manage cultural change within the organization to impact organizational effectiveness. Companies could also sponsor special observances to help educate the general workforce about the contributions of diverse work groups and/or help eliminate some of the stereotypes that serve as impediments to full employmen t value. This will allow groups to value cultural diversity and other differences; fostering an environment in which people that is culturally diverse can work together in achieving organizational goals.Other perspectives showed Therefore, the organization can benefit itself by understanding what cultural diversity is, why it matters, and how to effectively manage your businesses diversity. I strongly believe that diversity works. I speak in those terms as I experience the beauty of diversity daily. Diversity is the new culture of today's society. Not only do you get to work to achieve company goals, but you also gain knowledge about other cultures. You begin to understand, value, and respect what is different about yourself from others.Cultural diversity should matter to everyone personally and professionally. Companies should focus on both sides. Society should be able to understand that the impact that diversity has on a company and the global market is highly important. Society should learn what is in it for them as an employee as well as for the company as a whole. Diversity is beneficial in always and simply makes sense. For our businesses and communities do not survive, but thrive on the differences in cultures. Our communities are rich with resources. When segments are respected and utilized, it benefits us all.

Nintendo Marketing Mix

QUESTIONS & IDEAL ANSWERS: . 1. Conduct a 4C's Stakeholders Analysis of the Nintendo Wii Market in 2006. Please note that an analysis is more than just a list. You need to describe each stakeholder and how they affect the strategy. †¢ Consumers (note: there's more than one target segment): The case notes that Nintendo targeted non-gamers in addition to gamers. This included consumers of any age and gender. Conversely, competitors like Sony focused on teens and males. The case also mentions moms/housewives and families as targets of Nintendo marketing. The ideal answer analyzed gamers and a few non-gamer segments, such as moms. Analysis should have included qualitative description — why is this segment interested in the Wii? — and quantitative data, such as the segment's size and value. Finding quantitative data required research beyond the case, perhaps to the U. S. Census website. Such data is not easy to find, but this extra effort is what distinguishes an â€Å"A† paper. Extra credit was given to creative segmentation, such as targeting businesses and office workers, who might play the Wii on breaks, or doctors who would recommend Wii to their patients. Company (keep this brief: focus on 2006 — no Nintendo history required): A company analysis is not a history report. It should describe the company's brand, resources, internal stakeholders, strengths and weaknesses. An ideal answer noted that Nintendo has a long reputation in gaming, but with the Wii it built a family-friendly brand â€Å"that puts smiles on surrounding people's faces. † In contrast, the competition had numerous violent games. In addition, unlike Sony and Microsoft, Nintendo is not a diversified company. Its total income is much lower than either of its primary competitors (the case Appendix contains these figures), which meant fewer resources and much more at stake. Either the Xbox or the PS3 could fail, and the parent companies would survive; Nintendo could not afford to have the Wii fail. At the same time, the gaming focus helped position Nintendo as the only pure gaming company: its name is synonymous with electronic gaming. In terms of internal stakeholders, the case talks at length about Satoru Iwata, whose vision drove the company. In a footnote, the case mentions that Iwata had experience as a game developer. By contrast, the CEO's of Sony and Microsoft have no game development experience. †¢ Competitors (keep this brief: describe both direct competitors and indirect competitors, but focus on strengths and weaknesses — how much of a threat do they pose? ) The case discusses the key direct competitors, Sony and Microsoft. Sony had a strong reputation in high-quality electronics, and its PS2 and PS3 systems emphasized technological sophistication. Sony focused on hardcore gamers with increasingly violent games. This recipe translated into early sales success — but also high prices. Sony's weakness was its increasingly bureaucratic nature, and the decline of its other businesses. While Sony was cutting costs and laying off workers, they also had production problems with the PS3 — a complicated and expensive piece of technology that is supposed to be a multimedia entertainment hub. This made Sony vulnerable to a challenge. Microsoft was primarily a software company with a controversial brand. Research beyond the case reveals criticisms of Microsoft's monopolistic tendencies, and the fact that Apple was positioning Microsoft as dull and low quality. Research also reveals significant quality-control problems with the Xbox. Microsoft relied heavily on market timing and quantity of games to promote the Xbox, along with Xbox Live, which enables consumers to play each other online. Despite weaknesses, Microsoft and Sony were still formidable competitors — Nintendo knew it couldn't compete by doing the same things they were. Nintendo had to do something vastly different — even disruptive. Indirect competitors include PC games, Web-based games and phone-based games. You could even mention non-gaming entertainment, such as YouTube and Facebook, as indirect competitors. Community (focus on complements and collaborators): Game-software developers were both collaborators and complements. These developers worked with Nintendo to create games exclusively for the Wii — such games do not work on any other platform, so their fate is tightly tied into the Wii's. They were complements in that hardware sales affected software sales, and an interesting game could boost Wii sales. The broader community, according to the case, includes doctors and therapists who recommend the Wii Fit to patients. Thinking outside the case study, the community also includes the news media — like the New York Times — reviewed the Wii and reported on the shortage and long lines of buyers. This increased desire for the product, and enabled Nintendo to limit its advertising expenditures. 2. Create a positioning map. Your map must include the Nintendo Wii, Sony PlayStation and Microsoft Xbox, and the target consumer segments you described in question 1. You may hand-draw the map or use any software you prefer, but the map must be pasted into the body of your document. †¢ You choose the criteria that are most relevant and important. You're allowed to guess what the consumer segments want, but you will receive extra credit if you can find any research or data on gamer preferences. †¢ Do you see any opportunities on this map for new competitors? We discussed positioning maps in the forum. You needed to draw a similar map here. The two criteria must be product features important to consumers. For video games, this might include price, complexity, family friendliness or graphics quality. It does NOT include sales (few consumers care how much money a company makes) — though you could argue for â€Å"scarcity† or â€Å"popularity† as viable criteria. Consumer segments should appear on the map according to their preferences. This example uses Price and Game Complexity as criteria: [pic] The blue star represents the Wii, the green triangle Xbox, and the red circle PS3. The PS3 combines the highest price with the highest complexity, while the Wii combines the lowest of both. Consumer segments are represented as letters: NG = Non-Gamers, CG = Casual Gamers, HG = Hardcore Gamers. The Hardcore Gamers prefer the PS3 in terms of complexity, but would like a lower price. The Non-Gamers want a low price (they don't want to pay anything) and a simple game. The Casual Gamers want something in between, but are closest to the Wii. You can see that the Wii appeals to two segments, while the PS3 and Xbox fight over just one segment. This leaves an opening in the middle for a competitor who can appeal to the Casual Gamers — the iPhone, perhaps? All these positions are based on qualitative analyses presented by the case. For this exam, I allowed you to simply estimate what consumers wanted. In the real world, you would conduct market studies and consumer surveys to find exact preferences. If you actually did find actual research or survey data on segment preferences in video games, I gave you extra credit. Also, on an ideal map, the symbols vary in size depending on sales and value. Since Wii led the market, its star would be bigger than either the circle or the triangle. Hardcore Gamers might be the most valuable segment, since they're willing to spend more money on games; the HG would then be bigger than the other letters. Drawing a positioning map tends to be the most challenging question in this exam, so I am fairly lenient in grading. However, many students still have trouble with it. That's why it's important to participate in the forum. 3. Describe Nintendo's Marketing Mix strategies for the Wii. Be sure to describe the strategies behind each element of the marketing mix, and how they differentiated the Wii from the competition. †¢ Product (keep this brief: focus on Wii's Unique Selling Proposition — what makes it truly different): The Wii's unique selling proposition — compared to the Xbox or PS3 — is simple games based on physical motion. Consumers don't need thick manuals or long learning curves to enjoy the Wii, which attracts casual gamers and non-gamers. You could also discuss Wii's family-friendly, non-violent games. †¢ Price (for the United States only): In 2006, the Wii sold for $250 (or $249) and included five games for a â€Å"complete† product, yet Nintendo still profited on each unit sold. (The games are less sophisticated and cost less to produce than the competition's. ) Sony's PS3 started at $599 and was cut to $499. The Xbox sold at $479. Despite these significantly higher prices, both Sony and Microsoft lose money on each unit sold. Neither the PS3 or the Xbox originally came with games, so to make a profit, Sony and Microsoft charged high licensing fees to game developers. This in turn translated into expensive games. †¢ Place (think in terms of retailers and product supply): The Wii sells through traditional and online retailers, such as Best Buy. More significantly, in 2006, the Wii was continuously in short supply. This is an important distribution (place) issue. If consumers can't buy your product, you not only won't make money, you send business to your competition. However, in the case of the Wii, the shortages actually increased consumer desire for the product. Since there were long lines and waiting lists for the product — and numerous major news stories about it — consumers assumed the Wii was good. Since there was a greater supply of PS3's and Xboxes than demand, consumers assumed they weren't as interesting. Consequently, some consumers simply waited for new Wii shipments; others searched stores and websites and paid higher than the retail price. Some analysts believe Nintendo had a policy of intentional scarcity. This is a common practice in marketing: some companies produce a limited supply of a certain product to increase its perceived value. For example, luxury car companies have â€Å"limited edition† models, fashion designers produce a few of each product, most universities do not accept everyone who applies. The Wii shortages increased both consumer desire and news coverage — which was key since Nintendo could not compete against Microsoft and Xbox in advertising. †¢ Promotion (describe the advertising budget and any ads): This required research, since the case was not explicit about advertising expenditures. Searching for Nintendo advertising budget on Google reveals a number of estimated figures, ranging from $85 million to $200 million. Any reasonable estimate was fine if it was referenced and came from a trustworthy source (not someone's personal blog). The important point was to have you practice corporate research, and to show that Nintendo did not rely on â€Å"word of mouth† alone to generate sales; it spent millions of dollars to get the word out. More research reveals the Nintendo Wii commercials (http://us. wii. com/tvcm_usa_gallery. jsp), which emphasize people enjoying the game, not the graphics. The very first commercial (found on YouTube and other video sites) shows two Japanese men visiting American homes with the game and announcing, â€Å"Wii would like to play. † This underscored the Japanese origins of the Wii, which enhanced its credibility. In addition, the case mentions a word-of-mouth campaign in which suburban housewives were given games in hopes that they would share its value as family entertainment. Overall, the promotions establish the Nintendo brand as family friendly, fun and physical. By contrast, ads for the Xbox and PS3 emphasized the sophisticated graphics and often fast, violent action — not an attraction for casual gamers. 4. Answer just ONE of the following questions. If you answer more than one, only the first answer will be accepted. This is your opportunity to use your imagination, so be creative. Your recommendations here had to make sense based on the company's brand and resources. You couldn't just say â€Å"spend more money on advertising† or â€Å"increase distribution. † Of course, all companies would like to do that (unless product scarcity is part of their plan) — but could they afford to? Your answers also had to be specific — you couldn’t just say you would make your product â€Å"higher quality† or â€Å"more fun. † You needed to state exactly what you wanted to achieve. More points were granted for originality and creativity. If you decided to work for Sony or Microsoft, and all you did was copy Nintendo, you didn't get many points. Above all, your answers had to be marketing driven. If you talked about improving factory efficiency or hiring the best engineers, those were answers for another class. A. If you were the VP of Marketing for Nintendo, what would you have done differently? This is the hardest of the three questions, since Nintendo was already successful. You could make more products available so that there weren't any shortages, but how would this affect the benefits of product scarcity? Also, assuming Nintendo was already producing as many games as it possibly could, where would it get the extra production capacity? You could argue that Nintendo should have launched with a higher price, using a skimming strategy to profit off early adopters, and then lower pricing as production caught up. That would make sense — but it wouldn't have created the buzz of the product shortages. Some other ideas could involve different target segments, such as schools or hospitals. B. If you were the VP of Marketing for Sony, how would you respond to the Wii? One of Sony's advantages is that it's the only one of the three companies to produce entertainment content, such as music and movies (like â€Å"Spider-Man†). How could they have leveraged that content to make the PS3 more attractive? Sony also produces other electronics equipment. Could you have integrated those products, perhaps in a bundling special (buy a Sony HDTV and get a PS3 free) or by making a game that uses a Sony Camcorder? C. If you were the VP of Marketing for Microsoft, how would you respond to the Wii? Microsoft's key advantage is that it creates the operating system that runs most of the world's computers. Is there a way to combine personal computers and the Xbox? (That would have helped them compete against Apple, as well. Since Microsoft lost money on the Xbox console, why not just focus on the software market? D. Is there another competitor that might be a significant threat to all three of these companies? If so, who is it, and why are they a threat? How should Nintendo respond to them? PC Games and the phone-based games are two possible competitors. Dell, for example, makes sophisticated gaming computers under its Ali enware brand. Nintendo's response could include making its controllers compatible with Dell computers. Or perhaps Nintendo could collaborate with Apple to make iPhones interact with the Wii. There were lots of possibilities here.

Analysis of film Clear and Present Danger in relation to the 1980-90's Essay

Analysis of film Clear and Present Danger in relation to the 1980-90's War on Drugs era and Colombian instability - Essay Example The film starred Harrison Ford, Willem Defoe, Anne Archer, Joachim de Almeida, and Henry Czerny, with important appearances by James Earl Jones and Donald Moffat. Hope Lange and Dean Jones, stars from another era, both made appearances as officials in the government. The film was directed by Philip Noyce with the adaptation written by Donald Stewart .1 The film revolves around the temporary appointment of Ryan as Deputy Director of Intelligence for the CIA when Admiral James Greer becomes ill with cancer. Quickly the action ratchets up as one of the President’s friends is murdered along with the friend’s family. As Ryan is called in to investigate he is embroiled in an intrigue of subterfuge and secrecy. He is used to present false facts to Congress in order to cover up an operation that is considered unethical. An action against the men who were involved in the murder ends badly, leaving the covert troups hanging in the wind and Ryan furious for the inappropriate and i llegal action for which he has now been set up to take responsibility. In the end, Jack Ryan steps up and goes in after the troops with the agent who believed that Ryan was responsible for the cut-off in communications, rescuing the troops and making a political statement about the nature of right and wrong. The film is reflective of many of the unclear and shadowed legacies of the events of President Ronald Reagan’s term in office. In one scene, Robert Ritter and Jack Ryan have a showdown about the events that Ritter approved but burdened Ryan with the responsibility. Ritter repeats twice that Ryan will have to say â€Å"I have no recollection† when he will supposedly have to face congress about the illegal events.2 At the end of the scene, Ritter shouts after Jack â€Å"The world is grey, Jack†, a theme of the time period when drugs were part of the foreign relations events.3 During the administration of President Ronald Reagan, the Iran-Contra affair was rife with declarations of a lack of memory or knowledge of the events by the President and others presumed involved. Former Lieutenant Colonel Oliver North might be a real life figure who is represented by Jack Ryan. Regardless of knowledge of the events, he was the central figure indicted on charges from the fall-out of the exposure of the Iran-Contra deal, but was able to portray for the cameras a patriot with a wholesome appearance.4 While this comparison to North is not strictly representative of the truth of North’s involvement (a truth that may never be fully revealed to history), the potential threat against Ryan through Ritter parallels the feeling of the event. The period of President Reagan’s term and the events of covert and illegal deals is the universe and period of time in which the film takes place. The events of the film are a parallel to the concept of backroom deals and covert operations of a nefarious and illegal nature that were the topic of literary an d film plots of the 1980s and 1990s. The legacy of the Vietnam War, as President Nixon’s administration covertly moved troops into Cambodia is reflected through the illegal movement of troops within the film.5 The intrigue and conspirator themes about a government that cannot be trusted is the underlying context on which the story of the film is constructed. The specific theme of the film is built upon the relationship that the United States had with Columbia and the Columbia drug cartels. The unfortunate state of affairs in Columbia was based upon a system that supported the sale of drugs into the United States. Columbia had shifted its economy from one based on tobacco and coffee to

Informal Objective Summaries Ethics, the Cold War, Vietnam Essay

Informal Objective Summaries Ethics, the Cold War, Vietnam - Essay Example He asserts that Christians should pray and have faith and hope of winning. He goes further to explain that this is because we are the cause of war. He claims that it is the hatred in our own selves that makes us to fight. We fight because our hatred is so big that we cannot note, but see the little hatred in others. We use others as scapegoats and invest all our evil in them and, therefore, think that once we fight these scapegoats we will be liberated. However, deep in the article, Morton gets into the social cultural perspective and condemns the society for its failures in protecting those who had good intentions for the society. He says that the society instead criticizes them for their failures in some cases blaming them for the happenings. He says the power of God can be the solution since as much as we do not trust in one another we all trust in Gods being and we should not condemn but love all carefully (Merton, 1962). Roy Arundhat argues from social/ cultural perspective. â⠂¬Å"Drinking wine and preaching water†, a phrase commonly used to refer to hypocritical acts, is what Arundhat Roy indirectly meant by saying girls are boys and boys are girls in reference to America particularly the war with Iraq and the Taliban terrorists. This is particularly because before the war, the then American president said America was a peaceful country that had its own fundamental values and could not accept evil, violence, and murderers. Roy’s argument here is that, if for real America rejected violence, war, and evil they should have not gone to wars in the first place for war is an act of all. He goes further to list the other twenty nations that America has been involved in war with since world war two to emphasize this. Roy pinpoints some of the reasons why he opposes the war by fast saying that acts of terrorism should be condemned including the September 11th bombing. However, he notes that the methods used to respond (attacking the Taliban) in Iraq and hurting thousands of innocent people including women and children was not right. Roy point out that this has adversely affected the world’s economic status beginning with the instability of many countries economy because of the oil from the middle east which was affected by the war (Iraq) (Arundhat, 2001). Model of excellence or perfection of a kind; one having no equal or one who has been declared so (Saint) by canonization are the simple definitions or what we think of once we hear a person be referred to as a Saint. A peacemaker can be compared to a saint. He should be compared to a saint because of taking the risk to ensure that people live in harmony. Peacemaking is not an easy act and sometimes one has to create peace by ignoring what a war can do to him or her. In this context, we can use the example of Thomas Merton who gave an example of those who have good intentions for the society, but if they fail, they are condemned. Therefore, a peacemaker takes the risk de spite knowing the risks in case of failure and stands in to see a good course for the society. Secondly, a peacemaker should be compared to a saint since every war is different or special in its own right and brings different challenges that must be overcome by a peacemaker. This is a role that can be played by a few people because of the risks and dangers involved in it. Therefore, one who stands in as a peacemaker does something extra ordinary (has no equal) or special,

Multi agency Essay Example | Topics and Well Written Essays - 1000 words

Multi agency - Essay Example The studies try to create a link between multi-profession and terms such as multi-disciplinary, multi-agency, inter-professional, inter-agency, and working together. A detailed analysis by Bach concluded that multi-professionalism deals with a wider group, where as inter-professionalism deals with two professional groups working together (Bach , 2011). Another study by Walshe defined multi-professionalism as a practice that involves professional groups, but does not include collaboration(Walshe, 2006). For instance, doctors may agree with a patient on an intervention, but each doctor works separately to provide the intervention agreed. Bach argues that multi-professionalism is working across boundaries to meet the customers’ needs (Bach 2009). The term multi-agency is very common in social care settings. Multi-agency describes multi-professionalism with involvement of services such as education, housing, and housing workers all working together to provide services for an individual. However, the service receiver and provider will also be part of multi-agency work, and studies call this partnering working(Alder, 2011). From the above discussions, it is evident there are a number of terms that define multi-professional working. However, all the terms mean the same thing. The term multi-professional working is often used in literatures because the most important elements of multi-professional practice activity are collaboration and teamwork, which are crucial in delivering services(Alder, 2011). There are many factors that influence the growth of multi-profession practice. The paper will cover various drivers for multi-professional practice. The most influential driver is the government because it allocates the funds that make multi-profession practices policies happen. There are reasons why people work together Most government policies always protect the vulnerable people. There is

The Kite Runner Essay Example | Topics and Well Written Essays - 1000 words

The Kite Runner - Essay Example Amir always keeps up his dignified position of being the master’s son where as Hassan is as loyal as one can be. Their relationship is bound to several social factors associated with the culture prevailed during that period in Afghanistan. The love and care of two fathers namely Baba and Ali highly influences the relationship of Amir and Hasan. The objective of this essay is to critically analyze the relationship between Amir and Hasan. The essay tries to identify the elements which are influential in their relationship. The changing living environments that the characters face in the story are considered closely while analyzing the relationship status of the characters .The cultural factors has been considered as a background for the analysis. Their characters are totally contrasting yet justifiable owing to the social system of that time. This contrast is confirmed by Clapssadle (2005), as Amir has been described as a Protagonist and Hasan as a Protagonist. The dominating behaviour of Amir is quite natural as he is born and brought up in the lap of luxury. This should be read together with the fact that Baba, the father of Amir, lived almost like a king of the area. Added to this is the fact that Hassan was a Hazara, one of the socially marginalized communities in Afganistan. The author of the story has ensured to add background information on the social setup of the period and has explained in detail the evolutionary facts on the Hazara community. These facts has been confirmed by authentic literatures on Afghanistan’s history (ACS, 2009) With this information, the loyal nature of Hassan is justified. Adding to these is the fact that Ali, has an obligatory nature and had been the servant of Amir’s family f or long. Many instances it has been found in the story that Ali insists Hasan to be obliged and loyal to the family. Hassan is expected to do the will of his

Turbidity and solids determination Lab Report Example | Topics and Well Written Essays - 750 words

Turbidity and solids determination - Lab Report Example The standard technique for the turbidity determination is focused around the Jackson candle turbid meter. Estimations made utilizing the candle turbid meter are focused around the way light goes through a suspension that worthy motivations the picture of the fire to vanish. The more drawn out the light way; it brings down the turbidity (Letterman 26). Estimations utilizing this technique are accounted for as a part of Jackson Turbidity Units or JTU. The nephelometer, or business turbid meter, is an alternate basic strategy, which analyzes the power of light scattered by the example under characterized conditions with the force of light scattered by a standard result under the same conditions. The higher the force of scattered light, the higher the turbidity. Estimations made utilizing this strategy are recorded within Nephelometric Turbidity Units or NTU. Complete solids allude to the matter or buildup that remaining parts after vanishing and drying of water test. Lt incorporates suspended solids that could be separated out, and the disintegrated solids that pass through the channel. Settleable solids are those suspended solids that will settle out by gravity under tranquil conditions. Volumetric and gravimetric tests could be utilized to focus the bit of the solids that are settleable-Gravimetric investigation is frequently utilized for the determination of solids. This includes cautious weighing of channels and dishes previously, then after the fact example sifting and drying (Letterman 50). Tests must be precisely measured, weighed and recorded with a particular end goal to acquire compelling results. The turbid meter was turns on and let to warm for 15 minutes. Checking was done on the turbid meter using the standards in the black cases near the instrument. The appropriate range was selected beginning with a higher range. Filled the sample vial with a well-mixed

U.S government control Assignment Example | Topics and Well Written Essays - 250 words

U.S government control - Assignment Example tailed, and US government should have both prior warrant and probable cause before it can track any individual location by employing tracking devises (Goodlatte). Both the Fifth Amendment and the Fourteenth Amendment stipulate that no individual shall be divested of liberty, life or assets without due process of law. However, there are initiatives through the National Defense Authorization Act, 2012 to authorize the US military with the US President’s authorization to arrest any American citizens indefinitely without any due process on American soil. According to me, though it may help the government in its fight against terrorism, the authorization from any court for such action could help to minimize its abuse (Goodlatte). In Kelo v.New London, it was held by US Supreme court that eminent domain could be employed for attaching of any property owned by individual for economic development objectives. Due to this decision, many US state governments started to employ the power grabs to snatch away the private property from one individual and give it to another. According to me, this is against the Fifth Amendment and there should be initiatives to stop the abuses, the states and their local eminent domain power

Importance of FDI and Export push to China Essay

Importance of FDI and Export push to China - Essay Example   Foreign direct investment and the export-push remain important to the economy of China. The foreign direct investment and the export push have played a significant role in making reforms and continuous improvements in both internal and the external economic environments of China. The foreign direct investment in China occurs in joint ventures, cooperative enterprises, and the foreign owned enterprises. From the late 1980s, the China entered into a period of large-scale industrialization and an active reform on the FDI, exports, and domestic market consumption, which form the primary drivers of its economic growth. China has built its economy on matters of exports much faster than the other economic heroes of Asia have. The foreign direct investment is also another very important factor in the economic development of China. There is a good establishment relationship between the foreign direct investment and the international export trade in that the FDI usually follows exports by its logic (Lu and John 2002:312). The huge FDI influx recorded has increased an annual rate of China by more than 10 per cent since 1985 on wards. This has been accountable for the China’s economic growth. The recent studies have reaffirmed the importance of inward foreign direct investment for the sustainable growth in China. The phenomenal growth of the export links and the inward foreign direct investment of China have various indications. The annual total growth within the same span of time was 21 per cent.   China by this time accounted for 0.75 per cent of the world’s export in 1978. The share rose to 3.3 per cent a year later. By 1994, china exported manufactured goods worth 100 billion US dollars clinching the eighth position in the world in terms of production. The foreign direct investment has a direct influence on the export rate of the republic of china. In an isolated case in 1970s, the Chinese republican produced the largest share in the world export ma rket. The country also took the second position in terms of foreign direct investment after the United States. Since 1993, the total FDI of the republic of china has been raising up to 200 billion US dollars, which amounts to 31 per cent of the total FDI in all the developing countries (Chen 2012:397). The share of foreign exports of china increased from negligible amounts in the early 1980s to 20 percent in 1992 then to 41 per cent in 1998.

International fashion marketing Essay Example | Topics and Well Written Essays - 1500 words

International fashion marketing - Essay Example Top shop has an international marketing department that is in charge of advertising the products in their areas of interest. I am part of the international marketing department for Top shop and our role is to make individuals aware of the products we sell, doing research on how to make more sales, identifying with the culture of the people in different countries, and using efficient advertisement means such as online operations to ensure that we reach all kinds of customers. This paper is going to discuss the benefits and cultural norms that need to be considered by Top shop when advertising in China, Japan, and United States of America. I will compare and contrast the requirements needed to establish successful markets in the three countries by discussing their cultural norms and beliefs that need to be considered when advertising different fashion commodities. The international marketing department for Top Shop is required to approach people with the respect they deserve to gain their attention. For instance, the when advertising in different countries, their cultural values and norms need to be considered in order to make them learn how to use the products and buy them. Choi (2012) stated that Chinese people have strict rules regarding their cultural values and their behavior and clothing depict their ancient traditional culture depending with the time and region. Advertising fashion products in China requires an individual to address the people with etiquette. Choi (2012) stated that family, social, and professional titles follow the name always rather than preceding it. It is discourteous to call people by their last names and first names, unless they are on familiar terms with you and when asked. The advertisers only need to use the surname followed by the title of the Chinese associates or friends when trying to introduce a product the customers. The Chinese people use handshakes as a form of

Ethical Dilemmas Essay Example for Free

Ethical Dilemmas Essay There are three situations presented in the simulation which poses different ethical dilemmas on the part of the decision-maker. The symptoms of the respective dilemmas and their root causes shall be discussed individually because â€Å"analysis would be proper if they are able to locate the root cause of the conflict† (Lee). The Indiscreet Relationship The first situation presented was an indiscreet relationship between a boss and his secretary. The boss took the secretary along with him during business trips at the expense of the company. He even promoted the secretary to junior account executive. This problem created a stir within the company and corridor talks went around saying that the way to make it through the ladder of success in the company was through less than ethical means. This has caused an unrest among the employees of the organization that an ethical stand should be taken. However, the decision-maker had an ethical dilemma in making his decision. The boss, Patrick, is his former friend and colleague who was the one instrumental in landing him his job. Patrick also helped him during his early days with the company in getting hold of the ropes of the business of the company. On the other hand, company morale is going down because the employees think he is an unethical leader for allowing Patrick have his way in maintaining an indiscreet relations with his subordinate and in spending company resources in the process. This is what defines the ethical dilemma here. Sniffdog The second situation presented by the simulation which involved an ethical dilemma is the decision to represent SilverPill and their Sniffdog account. Sniffdog is a computer program which could sneak into the users hardware and retrieve many confidential data without the users knowledge. The ethical dilemma comes in when taking the account means allowance of the intrusion of privacy while not taking the account will make the company lose a lot of money by losing the account. The fact that compounds these all is that SilverPill informed the company that they will give all their accounts to McKinley should they choose to endorse Sniffdog. The ethics rulebook of McKinley states that the employees will maintain impeachable integrity in all its business dealings. Allowing Sniffdog to push through will not reflect well of this ethical rule. On its face, the business being dealt with here is plainly business and nothing will be objectionable about it. McKinley will just seek to endorse the Sniffdog program. However, when the program has capabilities of sneaking into private information, an ethical issue arises for McKinley will be signing itself to be part of such intrusion. Although SilverPill promised not to use any information that may be gathered for any illegal or extralegal use nor to sell it to a third party, the fact alone that there will be intrusion into the private lives of the users of the program will already present a grave ethical issue. Thus, the root cause of the problem here is whether or not to be a part of a project which can intrude into the private lives of clients by collecting confidential information from them without their knowledge. Think Eddie  And the third situation with an ethical dilemma presented by the simulation is whether or not to reveal certain information about the program Sniffdog to Think Eddie which is a competitor of SilverPill. At this point, SilverPill is no longer associated with McKinley and has moved on to another PR company. Think Eddie has entered the picture and wants McKinley to represent them for a computer program which has the same features as that of SilverPills Sniffdog. Think Eddie is a big client. And now it wants information about the Sniffdog program without, however, threats of any sanctions given to McKinley in case of non-compliance. The ethical dilemma here is whether to reveal the requested information to Think Eddie or not. Though Think Eddie did not give any threats for non-disclosure, surely there was an unwritten statement accompanying the request that non-disclosure might strain the relationship between the two companies. On the other hand, the ethics rule book of McKinley prescribes them not to hold conflicting interests. SilverPill, though a former client, still has the right that every information given by it to McKinley be kept confidential by the latter. Because of the mentioned rule, McKinley is duty-bound not to divulge confidential client information, especially in this case where the revelation will be made to a competitor. The root cause of the problem, therefore, is whether or not to reveal information obtained from a former engagement in order to establish a better business relationship with a new engagement even though the two have conflicting interests and the former engagement has already been severed. In all, the ethical dilemmas arise not because of the ethics rule books established by company but mostly because of moral grounds. â€Å"If doing what is right produces something bad, or if doing what is wrong produces something good, the force of moral obligation may seem balanced by the reality of the good end. We can have the satisfaction of being right, regardless of the damage done; or we can aim for what seems to be the best outcome, regardless of what wrongs must be committed† (Ross, 2007). Thus, the root of these dilemmas is simply because there are moral standards to which, companies as well as persons, must adhere.

Traditional Monoclonal Antibodies and Recombinant Antibodies

Traditional Monoclonal Antibodies and Recombinant Antibodies Introduction: Antibody is a special molecule that present in our bodies to fight against infections and stimulate immune response. Typical antibody is a Y shaped molecule consists of two H (heavy) and two (light) chains. Two antigen-binding fragments (Fabs) are linked with a constant region (Fc)(Brekke and Sandlie 2003). After the discovery of murine monoclonal antibodies produced by hybridoma cells developed by Kohlor and Milstein(Kohler and Milstein 1975), the role of monoclonal antibodies in therapeutics and clinical diagnostics are increasingly important in the last three decades (Laffly and Sodoyer 2005). The term monoclonal antibody is defined as an antibody molecule which is monospecific and derived from a single B cell clone. Results in using fully murine monoclonal antibodies in therapeutics are not ideal and problems aroused in triggering unwanted human immune responses. These problems force the generation of recombinant antibodies in the replacement of traditional monoclonal antibodies. Tailor-made recombinant antibodies fragments increase flexibility both in immunotherapy and immunodiagnostics. The application of minimal form of functional antibodies single-chain antibodies (scFvs) are the most popular form of recombinant antibodies fragments as diagnostic agents (Hagemeyer et al. 2009). In this assignment, the comparison between traditional monoclonal antibodies and recombinant antibodies as therapeutics agents and diagnostics tools will be discussed. From the example of tragedy TGN 1412, the potential risk of using recombinant antibodies in therapeutic agents should not be ignored. Finally, future perspective of recombinant antibodies in gene therapy and using polyclonal antibodies as novel immunotherapeutic strategy will be discussed. Theoretically, probably any kind of monoclonal antibodies can be produced with the aid of hybridoma technique. The continuous culture of hybridoma cells creates an inexhaustible supply of monoclonal antibodies in the laboratories by cell culture or rodent(Nelson, Reynolds et al. 2000). Its highly specificity, stability and homogeneity are ideal for diagnostics and in therapeutic purposes. After the introduction of the first FDA approved drugs OKT3 launched into the market in 1986, the results of using fully murine monoclonal antibodies in human was not promising (Chatenoud, Baudrihaye et al. 1986; Chatenoud, Jonker et al. 1986). This is because murine originated monoclonal antibodies triggered several immunogenic responses in human body. One of the problems arise is human anti-mouse antibodies (HAMA) or anti-globulin antibodies (HAGA) response (DeNardo, Bradt et al. 2003; Presta 2006) generated against the administrated murine antibodies. Studies showed that around 30-75% of patients with solid tumors and relapsed B-cell malignancies developed HAMA response after exposure to murine antibodies (Smith, Nelson et al. 2004; Majidi, Barar et al. 2009). The activation of HAMA response is mainly due to the host antibodies generated against the idiotopes of the administered murine antibodies. Moreover, rapid clearance of murine Abs shortens its serum half-life and relatively ineffective to trigger cytotoxic effect (e.g. ADCC and CDC) compared to human antibodies hindered murine Abs as therapeutics agents (Presta 2006). Based on the above unresolved problems, with the aid of genetic engineering, murine monoclonal antibodies are modified to become less immunogenic and enhance potency in therapeutics and diagnostics. Three different types of recombinant antibodies are generated: chimeric, humanized and human antibody. In chimerization, the murine variable region is fused with the human constant region forming chimeric antibodies(Presta 2006). This modification imitates the human immune system. Although chimeric antibodies is less immunogenic but may trigger human anti-chimeric antibody responses (HACA)(Baert, Noman et al. 2003). Further maturation technique is humanization (hyperchimeric). In this technique, only the complementarity determining regions (CDRs) from the murine antibody was grafted into a human constant and variable regions (Smith, Nelson et al. 2004). By resurfacing, reshaping and hyperchimerisation of hyperchimeric antibody, the antibody binding affinity improved. Although the above me thods minimize immunogenicity, but immune response result of xenografting may occur. Finally, human antibodies can be generated by transgenic mice and in vitro combinatorial libraries (Brekke and Loset 2003; Brekke and Sandlie 2003; Presta 2006). Antibodies which generated under this method are expected to be identical to human antibodies with clinical significant without any side effects. One of the examples in combinatorial library approach for the selection of antibodies is by phage display technology in which antibody variables domain are expressed as fusion protein as coated on the surface of the bacteriophages. Under combinatorial library approaches and transgenic mice, the chance of getting fully human antibodies are higher when compared to hybridoma and chimeric antibody technologies. In addition, single-chain variable fragment (scFv) and Fab fragment can be isolated (Brekke and Loset 2003; Brekke and Sandlie 2003). Therapeutics application Fc portion in an intact antibody trigger effector function which is undesirable for therapeutic applications. Therefore, for a desirable antibodies design for cytokine inactivation or receptor blockage, the main considerations of antibody design are: size, tissue penetration, distribution, half-life, effector function, affinity, stability and immunogenicity. scFv and Fab fragments are preferred as choice of preference when compared to traditional antibodies because of smallest in size, high binding affinity, specificity, good tissue penetration and reducing immunogenicity due to HAMA response. scFv and Fab antibodies have a shorter half-life than whole antibodies and this drawback can be overcome by PEGylation. In addition, the attachment of PEGylation of murine monoclonal antibody reduces HAMA response of the host after administration(Laffly and Sodoyer 2005). Applications of monoclonal antibodies are vastly employed in therapeutic agents (e.g. treatment of cancer) and in clinical diagnostic (e.g. histopathological diagnosis). Humanized mAbs (transgenic mice) (resurfacing, reshaping and hyperchimerisation, etc) Phage display technology (Fabs and Fvs) In recent years MAbs have become very important commercial reagents, and currently contribute to over 30% of biopharmaceuticals in development and production. To date, 10 different MAbs have achieved FDA approval, with others in phase III trials.4 Applications Antibody conjugates (Majidi, Barar et al. 2009) Unconjugated mAbs (Majidi, Barar et al. 2009) rAbs for cancer therapy immunohistology genetic immunotherapy(Pelegrin, Gros et al. 2004) scFv for diagnostics tools (size, immunosensor, inhibition of imnflammation and complement system) (Hagemeyer, von Zur Muhlen et al. 2009) Problems polyclonal vs monoclonal therapeutics (Haurum 2006) TGN1412 incident (Self and Thompson 2006) References: Baert, F., M. Noman, et al. (2003). Influence of immunogenicity on the long-term efficacy of infliximab in Crohns disease. N Engl J Med 348(7): 601-608. Brekke, O. H. and G. A. Loset (2003). New technologies in therapeutic antibody development. Curr Opin Pharmacol 3(5): 544-550. Brekke, O. H. and I. Sandlie (2003). Therapeutic antibodies for human diseases at the dawn of the twenty-first century. Nat Rev Drug Discov 2(1): 52-62. Chatenoud, L., M. F. Baudrihaye, et al. (1986). Restriction of the human in vivo immune response against the mouse monoclonal antibody OKT3. J Immunol 137(3): 830-838. Chatenoud, L., M. Jonker, et al. (1986). The human immune response to the OKT3 monoclonal antibody is oligoclonal. Science 232(4756): 1406-1408. DeNardo, G. L., B. M. Bradt, et al. (2003). Human antiglobulin response to foreign antibodies: therapeutic benefit? Cancer Immunol Immunother 52(5): 309-316. Hagemeyer, C. E., C. von Zur Muhlen, et al. (2009). Single-chain antibodies as diagnostic tools and therapeutic agents. Thromb Haemost 101(6): 1012-1019. Haurum, J. S. (2006). Recombinant polyclonal antibodies: the next generation of antibody therapeutics? Drug Discov Today 11(13-14): 655-660. Kohler, G. and C. Milstein (1975). Continuous cultures of fused cells secreting antibody of predefined specificity. Nature 256(5517): 495-497. Laffly, E. and R. Sodoyer (2005). Monoclonal and recombinant antibodies, 30 years after. Hum Antibodies 14(1-2): 33-55. Majidi, J., J. Barar, et al. (2009). Target therapy of cancer: implementation of monoclonal antibodies and nanobodies. Hum Antibodies 18(3): 81-100. Nelson, P. N., G. M. Reynolds, et al. (2000). Monoclonal antibodies. Mol Pathol 53(3): 111-117. Pelegrin, M., L. Gros, et al. (2004). Monoclonal antibody-based genetic immunotherapy. Curr Gene Ther 4(3): 347-356. Presta, L. G. (2006). Engineering of therapeutic antibodies to minimize immunogenicity and optimize function. Adv Drug Deliv Rev 58(5-6): 640-656. Self, C. H. and S. Thompson (2006). How specific are therapeutic monoclonal antibodies? Lancet 367(9516): 1038-1039. Smith, K. A., P. N. Nelson, et al. (2004). Demystifiedrecombinant antibodies. J Clin Pathol 57(9): 912-917.

Changes to the Role of a Quantity Surveyor

Changes to the Role of a Quantity Surveyor When trying to gather information on the origins of the quantity surveying profession it is not simple, several different authors have different theories on where the occupation arose from. Some feel that it is a 19th century creation, were others seem to think that the birth of quantity surveying stretches all the way back to ancient Egypt. However to attempt to obtain knowledge about quantity surveyings past I must assess all the theories to distinguish which seems the most viable. The Kenyan branch of the RICS opens the website speaking of quantity surveying being used in ancient Egypt, and also references a quote from the bible which was mentioned in Chapter 1; Suppose one of you wants to build a tower, will he not first sit down and estimate the cost to see if he has enough money to complete it. (Luke, 14:28). Seeing this as the start of the quantity surveying profession I feel is inaccurate but it can be seen as a basis from which it could have rose from. The act of planning ou t all you need has always been used in construction as well as other lines of work, for example a baker would not start baking until he has all the ingredients he needs. Nevertheless it may have been in such a case as the pyramids that some one person may have been assigned to ensure all materials where present and that every that was needed to construct them was there. If this were the case then it may very well have been the first use of quantity surveyors (QSs). The authors who have written about the subject of quantity surveying give little mention of this as their professions origin and choose to focus on more recent history to find their career roots rather than to early empires grand construction projects. Allan Ashworth and Keith Hogg are two well respected authors on the subject of quantity surveying and value in construction, so much so that they have taken over the mantle of writing the new versions of Williss Practice and Procedure for the Quantity Surveyor, a book seen as one of the best in quantity surveying circles. In the 2000 book Added Value in Design and Construction Ashworth and Hogg speak of the possible beginnings of quantity surveying: According to Thompson (1968), the roots of quantity surveying go back to the seventeenth century and to the Great Fire of London. There is evidence to suggest that firms of QSs were in existence at the end of the eighteenth century. According to Seeley (1988), the earliest records of a quantity surveying firm were in Reading, Berkshire, in 1785. There is little doubt that other firms were also in existence at the same time. In 1802, a number of Scottish quantity surveying firms gathered to produce the first method of measurement of buildings. In St Lukes Gospel (14:28) a story is recorded of the importance of counting the cost before you build implying that some form of these practices existed even in biblical times! (P 12-13) These authors seem to have no direct opinion on the matter but they do offer up the opinion of others as well as the aforementioned biblical quote. Thompsons belief was that that after the Great Fire of London in 1666, there was such a vast amount of work needed done and that the usual way of paying tradesmen by daily rates was unfeasible due to the amount of labour used. So it was deemed that a measure and value system would be best to allocate payment. This job was entrusted to architects but since they were so busy designing all the new buildings they employed other men to do the job; these men became known as measurers. Seeley and Winfield (1999) state that this method of measure and value surveying was common practice up to the middle 19th century but vaguely describe the aftermath that resulted in the creation of bills of quantities and competitive tendering. The origins of quantity surveying and indeed all surveying are detailed heavily in F.M.L Thompsons 1968 book, Chartered Surveyors, the growth of a profession. The opinion shared by Thompson (1968) and Seeley and Winfield (1999) is a popular one among authors however this opinion is not shared by Colin Dent in his book Quantity Surveying a Fully Metricated Text. In his eyes the birth of quantity surveying came in coincidence with that of the bill of quantities. Dent puts it that the bill of quantities arose from costly nature that was involved in pricing jobs in the 19th century. General contractors in this era where becoming aggravated with spending money measuring, pricing and preparing a tender for a job only not to get and have to incur the costs of an unsuccessful bid. It then left the contractor having to price in the cost of unsuccessful bids into his successful ones; this did not sit well with clients who were disgruntled that they had to pay for a contractors previous losing bid. It was heavily thought at this time that the lowest bid was the best, but it was often the case that the lowest bid came from an omission in the contracto rs own bill of quantities. This would leave the contractor the task of attempting to make the money up from somewhere else in the project. Again clients were displeased with this so it was decided around 1850 that a universal bill of quantities would be made from the client and sent to the contractors to price. Ferry, Brandon Ferry, 2006, see it differently; they believe that it was contractors who first used surveyors to draw up bills of quantities for them to price. A group of contractors would perhaps employ one surveyor with the winning bid then paying his fee. Architects suspected foul play in these bids with excessive wastage allowed and the possibility that contractors would fix so that one bid would win before all would get a pay out from the contract sum. The architect then took over employing surveyors to draw up one bill of quantities for all to price. Either way the bill of quantities system was seen as fair competition between contractors and gained recognition by 1880, and after it was used in the building of the Houses of Parliament and was successful it was then accepted as the most efficient and economical way of building. It is probably most likely from this point of the evolution of the bill of quantities that surveyors shook off the term off measurers and gained the term QSs as their job title. Another contrasting view is that of Duncan Cartlidge the author of New Aspects of Quantity Surveying Practice 2nd edition. The basis of his opinion also comes from the 19th century and the formation of the Royal Institute of British Architects (RIBA) in 1834. This move was made by architects to further them surveyors/contractors and their obnoxious commercial interest in construction. In his view the greater responsibility for the business side construction now given to surveyors/contractors created the need to have someone in charge of the managing of capital and quantities, thus the QS was born (Cartlidge, 2006). There are several views regarding the origin of the quantity surveying profession as I mentioned above. However when all views are looked at; an almost direct line events can be seen to occur where every stage seems to be a step in the evolution of quantity surveying. In this readers opinion the act of assessing material amounts for building and also the cost goes back to early civilisation. But it was not until after the Great Fire in 1666 that a full time job was created for someone to measure and value work done. Client and contractor dissatisfaction with payment of the final account and a fair method of tendering led to the birth of bills of quantities and it is the basis of measuring and value and the drawing up of bills of quantities that produced the traditional QS, which still exists today. This form of quantity surveying worked well in the late 19th century and early years of the 20th century, so much so that in 1909 the RIBA incorporated the bills of quantities into its standard building contract, thus making it a legally binding document (Dent, 1970)(Ashworth Hogg, 2000). In 1922 the first edition of the British Standard Method of Measurement of Building Works (or SMM) was adopted into the contract as a means for which works were measured. Its introduction was to alleviate confusion about which quantities were measurable (Ashworth, 1981). The practice of quantity surveying remained very much unchanged for many years; in fact it was not until after that Second World War that the traditional techniques came into question. The government began its task of rebuilding the country after the war and gave heavy public spending during the 1950s and 1960s for rebuilding of houses, schools, hospitals, roads, etc. (Ashworth, 2004). This in turn saw work for QSs rise as the government had spend huge sums of money on the war and had incurred large international debt, so keeping buildings cost low was a top priority (Thompson, 1968). In order to plan this spending properly and achieve value for money in the various projects, something additional needed to be done other than simply to measure and value the works as was the traditional method. The then Ministry of Public Buildings and Works and the RICS began to develop systems of financial control and evaluation for new buildings. This laid the foundation for further exploration into cost control techniques (Ashworth, 2004). In 1957 the Ministry of Education issued a bulletin that was a milestone in the practice as it introduced new methods of working and new principles of cost analysis and cost planning (Building Bulletin No.4 Cost Study). The bulletin initiated the idea of cost planning which set about to compare the cost of different design solutions and also designing within an overall cost framework. This meant that QSs would for the first time have to manage costs all the way through a construction project, whereas a previously they simply a drew up quantities from architect drawings at the start and helped settle accounts at the end. QSs would now have to compare different designs and different elements of buildings in an attempt to obtain cost efficiency, and then manage the expenditure throughout to ensure that the project was not over budget. This was the first use of elemental cost planning or designing to a cost and formally introduced the QS into the design team (Ashworth Hogg, 2000). The 1970s saw a huge increase in the amount of universities offering quantity surveying as an undergraduate course, in 1970 alone 30 polytechnics formed (Willis, 1987). Not only were there more quantity surveying students but there were more quantity surveying lectures, this meant that more research was being done on the profession, finding more and more ways to better itself (Ashworth Hogg, 2000). It was in this research that the holes began to be exposed in the traditional procurement method. Studies showed that clients wee not always obtaining value for money in the procurement of their buildings (Ashworth, 2004). In 1970 -1974 the UK seen a property boom so developers were anxious to get building, this forced fast track methods of procurement to develop as the traditional method was seen as too slow. Management contracting and forms of design and build were introduced. These methods did not require a bill of quantities so QS involvement was left to cost plan and try and keep the budget. These were unchartered water for QSs and there was a lack of cost certainty but it was tolerated as property values were rising so quickly (Cartlidge, 2009). The 70s also seen the introduction of computers something which many believed over time would end QSs. Sir John Egan, author of the wide reaching report Rethinking Construction, once told a group of graduates in 1999 that the construction industry will no longer be needing them to count the cost of a project computer technology would be doing it instead (Carvill, 1999). Adrian .J Smith, author of Computers and the QS, puts it that: The QS and the computer have been partners in an intense love hate relationship for over 30 years; indeed, it would be difficult to find any other profession in which the relationship between man and machine has generated, by turns, so much discussion; hope and optimism; disappointment and disillusion, (Smith, 1989) Of course they were not very well advanced in this era however they did give insight into how projects may be calculated and determined and began to challenge the perceived wisdom of the traditional methods (Ashworth, 2004) During the 1980s the quantity surveying profession started to witness radical changes to their traditional ways of working, and much of the change stemming from new procurement methods which seemed to spell the end for the bills of quantities. Procurement, a term not used until the 1980s, became an important area of activity, largely because of the increasing array of options available (Ashworth Hogg, 2006). These options came about as clients became dissatisfied with amount of time taken to procure through traditional tendering methods (i.e. bills of quantities). So new forms of procurement arose to try and meet client requirements, the main forms that were on the increase were Design and Build (D B), Management Procurement. Clients seen these methods as more beneficial for time and also because it handed more risk to the contractor in D B and to a management contractor in management procurement (Cartlidge, 2009). (The benefits of these types of procurements are discussed for lat er in this chapter). Some quantity surveying companies were very respondent to the change that management procurement brought about and began to adapt their practices, as D B hadnt much use for professional QSs. However it did create an opening on the contractors side for more cost control as they needed to manage their own construction costs. The practice of cost modelling which was introduced in the previous decade had been studied further. While the profession was looking for new ways of estimating away from the bill of quantities, the cost modelling method was, and still is, seen as too radical and requiring too much practice from the security of a reasonably reliable yet imperfect system of the bill of quantities (Ashworth Hogg, 2000). The emphasis of building costs was high on the agenda and it was also during this time that attention shifted from initial construction costs alone to a more comprehensive overall view of the costs over the entire life cycle of the project. Who le life costing takes into consideration the initial procurement, design and construction costs as well as fees and charges. It also takes into account the operational costs such as maintenance, repairs and energy expenses, and the cost of disposal and recycling of the building is also included (Cartlidge 2009). Eventually all of these aspects would be considered within the emerging practice of facilities management. These considerations provided yet another shift towards adding value to the industry and its clients. This recognised that to examine the initial costs of construction within the context of whole costs that it might yield an overall better financial situation for the client (Ashworth Hogg, 2000). Two other new aspects of costing that came about in the 1980s were value management and facilities management. Value management or value engineering arrived in the UK in the 1980s but in some sense it already existed, as mentioned earlier the government wanted cheaper building s after the war, so cost planning in this era focused on acceptable products for the least cost which in essence is what value can be defined as (Kelly, Morledge, Wilkinson, 2002). Facilities management was also introduced as from of project management that went much further than just managing the construction. Aspects of the building such as its infrastructure, its environmental impact, its maintenance and its communication links all came under the role of a facilities manager (Ashworth 2004). Basically it was not just managing the buildings construction but managing the building as a whole. Value management was a natural progression for QSs as they were the experts on buildings product costs so they were able to inform the client on all options and help provide the selection which bore the most value. The RICS recognised this change when it published its report of a study of Value Engineering and Quantity Surveying Practice in 1987. Facilities management was further away from the traditional QSs way of working and closer to a profession which specialised in project management, however with many believing at this time that QSs were heading down that route this line of work was seen as a future possibility for QSs. During the 1990s several key reports were produced that assisted in the new directions of the QS profession, they helped to formulate a future direction and strategy, emphasising the changing nature of society in general and the construction industry and the profession within it (Ashworth Hogg, 2000). The first in 1991 was made by Davis, Langdon Everest, one of the largest QS firms in the world at present, wrote the report QS2000: The Future Role of the Quantity Surveyor which focused on the changes in the construction industry and how it was affecting the profession. The important point stressed in this report was that QSs needed to learn to manage more effectively the time and quality as well as the cost in an attempt to add value into a clients business and construction project. The report also identified widening markets and diversification for the quantity surveyor, suggesting three key areas of future activity: value management, procurement management, and facilities manageme nt. The idea of more research and development into better QS practices was promoted as it was as another way of adding value for the client (Davis, Langdon, Everest, 1991). The RICS The core skills and knowledge base of the quantity surveyor report released in 1992 affirmed a lot of the points raised in the 1991 Davis, Langdon and Everest report. It also raised point that QS may need to change the way they address clients and professionals to try and make clear to clients the services they offer (RICS, 1992). Constructing the team was a report written by Sir Michael Latham in 1994 which had far reaching consequences on the construction industry and those employed in it, including quantity surveyors. The report called for more standardisation of design and construction by establishing more functional and efficient supply chains. More transparency in costing between the professionals and clients was seen to be needed; this was of particular interest to QSs as target of reducing cost by 30% was set by the report. The report also encouraged more teamwork in all construction teams to produce a product that all, including the client, could be justifiably happy with. This point also highlighted QSs as they did at this time have a reputation as difficult to deal with professionals for the client (Cartlidge 2006). Sir John Egan, a keen advocate of Sir Michael Lathams report and known to be a person to be a person convinced of the need of change in the industry was appointed as head of the Construction Task Force (Cartlidge, 2006). It was Egans opinion; that while some of the construction industry learned from the Latham report, not enough was done to meet the targets set out within it. In 1998 Sir John Egan published his own report titled Rethinking Construction. This report was seen as the blueprint for the modernisation of the systems used in the construction industry to procure work. The Egan report revealed in a survey of major UK property clients that many still dissatisfied with the services performances offered by both contractors and consultants. These clients revealed that: More that a third of them thought that consultants were lacking in providing a speedy and reliable service They felt they were not receiving good value for money insofar as construction projects did not met their functional needs and had high whole life costs They felt that the design and construction should be integrated in order to deliver added value There was a failure to keep within agreed budgets and the completion schedules. (Rethinking Construction, Sir John Egan, 1998) These points were damaging to consultants and in particular quantity surveyors who a lot believe were one of the guiltiest of these failings in the industry. Responding to this report, in 1999 Building magazine published the article The QS: a profession on the brink. The magazine conducted its own survey of over 12,000 QSs and the overwhelming feeling was one of anxiety about their future. The survey shows that QSs are concerned about the rapid erosion of their traditional role, their inability to persuade clients that they can significantly contribute to their projects, and the threat posed by acquisitive rivals and by other professionals such as management consultants and accounts 75% of QSs asked believed at this stage that new software packages were replacing their traditional cost modelling role; in fact a senior partner of Davis, Langdon Everest is quoted as saying that traditional quantity surveying, especially the calculation of BoQs, is on the way out. Many senior QSs in large firms such as Cyril Sweet and Bucknall Austin believed the profession was heading into management consultancy that specialise in construction. The latter in fact now referring to themselves as construction economists. This article seemed to spell the end for the QS as it was followed by more articles that sang from the same hymn sheet (Building, 1999). Adapt or Die (2000) called on QSs to find a new niche in the industry as their traditional role of measuring and drawing up BoQS was fading fast. It referred to QSs as an endangered species and that it was a case of survival of the fittest, the fittest being the surveyor who adapts and diversifies to a changing industry. Many practices have already evolved, reinventing themselves as cost consultants or construction cost advisors, or diversifying to become project managers, construction managers or total service providers offering professional management services to the industry not a word about cost in there at all. (Building, 2000) A year later (2001) a further article entitled What is the use of QSs stated through a survey that the general public had little or no idea of what a QS does. The author suggesting that construction law was an appropriate landing spot for diversifying QSs citing that their cost expertise could be a valuable tool in dispute resolution. The article also followed the theme of others implying that the traditional role was dying (Building, 2001). A lot of the articles around this time were in response to the 1999 survey carried out by Building magazine, so in that respect their fear inducing titles seemed to be on the mark. But five years on the same magazine was speaking quite differently. From forecasting that the QS profession may be on the brink, they were now stating that not only were QSs in high demand, but that their services were on the rise all over the world. The 2004 article Rocking All Over the World tells of how some of the UKs largest QS firms were expanding into foreign markets such as the Middle East, China, North America, Europe and other Commonwealth Nations. Richard Steer, senior partner of Gleeds a large QS firm, commented Just as were trying to lose the name quantity surveyor we are getting requests for QS services. It should be highlighted from the article that while there was an increase in QS demand, it was not for the traditional QS services. The industry was interested in professionals with expertis e in sustainable construction, dispute resolution and adjudication, cost control techniques, procurement advice and also the need for an independent voice in the construction process (Building, 2004). It is not surprising that QSs were in high demand in this era. The world was on the forefront of building boom as property around the world went up at a dizzying pace in places like Dubai and Beijing (for the 2008 Olympic games) for example. What should be noted form this was the services they were offering. Williss Practice and Procedure for the Quantity Surveyor 12th ed (2007) depicts how the role of a QS had evolved from the traditional in 1960 into the present (see Fig. 1.1) Single rate approximate estimates Cost planning Procurement advice Measurement and quantification Document preparation, especially bills of quantities Cost control during construction Interim valuations and payments Financial statements Final account preparation and agreement Settlement of contractual claims Fig. 1.1 Traditional quantity surveying activities 1960 Investment appraisal Advice on cost limits and budgets Whole life costing Value management Risk analysis Insolvency services Cost engineering services Subcontract administration Environmental services measurement and costing Technical auditing Planning and supervision Valuation for insurance purposes Project management Facilities management Administering maintenance programs Advice on contractual disputes Planning supervisor Employers agent N.B. some of traditional activities may still be part of a present day QSs role such as procurement advisor or cost planning. (Ashworth Hogg 2007) Williss book also gave insight into what the future may bring for the QS, all of which are spoken about today and are considered to be the most recent QS responsibilities to have developed. Activities such as: Environmental and sustainability analysis Supply chain management Facilities management Legal services Quality management Automated measurement and quantification Taxation and investment advice relating to projects (Ashworth Hogg, 2007) (Cartlidge, 2009) When looking at the list of traditional of activities for quantity surveyors compared to the present day role which the practice, it shows up a profession that has vastly evolved in the amount of services that it has the potential to offer to the construction industry. Yet still today QSs are challenging themselves to take on more as to stop other professions poaching their business. Stuart Earl of the RICS in this article in the Construction Journal speaks of the need to adapt to stop outside intrusion. His article New tools for the trade covers the topic of the rules of measurement issued by the RICS. The new rules of measurement: order of cost estimating and elemental cost planning is set of comprehensive rules for calculating the cost of the whole project, not just the building works which the Standard Method of Measurement (SMM) currently does. This initiative is a bid by the RICS to incorporate whole life costing into the framework of the QS role and to promote value for money thinking. Stuart Earl describes the rule as: our professions statement of the minimum technical standard required to carry out measurement at all stages in the life of a building. If we do not rise to the challenge, others may do it for us, or worse, we may find ourselves losing out to accountants. (RICS Construction Journal, Aug, 2009) Michael Sullivan, the chairman of the QS Construction Professional Group of the RICS, details a similar problem for QSs. His article from the Construction Journal, The vital link, he tells of QSs need to embrace sustainability in the industry so that it becomes a part of the quantity surveying framework for the future professionals to adopt rather than another profession. the next generation of QSs will want to know what you are doing about sustainability, expecting you to understand it more than others, like management consultants (RICS Construction Journal, Dec, 2009) Ever since quantity surveyings traditional practices were questioned in the wake of the Second World War, QSs have been faced with the challenge of diversifying and justifying their profession. Although on the small to medium scale the traditional practices are still alive (with some modern innovation, e.g. Information technology advancement), the large scale projects and firms are very much different (Cartlidge, 2009). And it is no surprise that the companies that have done the best are those that have adopted the Egan ethos of value for money and became more client focussed thus changed and added to the QS services they offer. It seems possibly that to succeed the QS industry hinges on the amount of services you can provide to fulfil a wide variety of client needs.