Why You Should Provide Some Information to Someone You Know When Seeking a Career

Why You Should Provide Some Information to Someone You Know When Seeking a CareerWhen you are out to find an opportunity for education, the first thing that comes to mind is to write down what you want to do and why you should do it. Even though there are numerous options and job opportunities in the market, you need to find out if it suits your qualification and how you will be able to achieve your goals.When you are out to find a suitable educational career opportunity, it is important to come up with reasons why you should do it. You must come up with reasons such as those given below:- Career- In some fields of business, the purpose is simply to earn money. Thus, the person who wishes to work in business as an executive has no choice but to put his name on the list of the most sought after executives. Hence, he has to go through rigorous examination for that job. The only way out is to prepare for it and to prepare yourself by making good grades at school.- Education- This is one of the most popular and preferred academic career goals of students. The choice for them is either to get a good school degree or to go to college. If you wish to achieve this goal, you must first make sure that you have all the requisite qualifications and achievements. Students who want to excel in their career will not hesitate to pay a lot of money for a college education.- Job- Some jobs do not demand a specific qualification or achievement for the position. Thus, it is very easy for a person to take a part-time job or even to go on with a long-term job without getting the required qualification.- Specific job- When a person is searching for a specific job, it means that he is not looking for education and career. Hence, he would be totally confident about the kind of job that he would be taking. The job could be anything from security guard to full-time salaryman.However, the specific job must be chosen based on factors such as your love for that job, your maturity, your conf idence and your interests. Based on these three factors, a student is able to find the right career that matches his unique abilities and interests.

A Father’s Unappreciated Love Essay Example

A Father’s Unappreciated Love Essay It can be assumed that Robert Hayden personally speaks through the voice of the speaker in his poem â€Å"Those Winter Sundays†. His distant relationship with his father is clear in the poem. In this melancholic poem, he narrates about the concealed appreciation of a son for his father’s acts of love by means of writing it in a prose. The narrator tells about the labors of his father even on a cold winter Sunday. However, in the poem, the speaker emphasizes that his father’s great efforts are usually ignored. The title of the poem itself already suggests a background for the readers. The speaker is obviously focused only on the â€Å"winter Sundays† and why it means too much work for the father. In the first stanza of the poem, the detailed description of the speaker’s father is very noticeable. He illustrated him by means of mentioning his physical condition as he works on cold Sundays. He could have described it in a clearer way by going straight to the point.   Nevertheless, he expressed his father’s poor countenance in a way that the reader can visualize the father’s hands cracked hands and the busy Sundays. We will write a custom essay sample on A Father’s Unappreciated Love specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on A Father’s Unappreciated Love specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on A Father’s Unappreciated Love specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The first two lines of the poem somewhat develops a thesis that would cover the whole idea in the poem. â€Å"Sundays too my father got up early / And put his clothes on in the blueblack cold,† (1-2). Sundays should be a day of rest but the speaker stresses that his father still wakes up even before the sun rose to go to work. He further highlights the weary countenance of his father as he describes his father’s â€Å"cracked hands that ached / from labor in the weekday weather made / Banked fires blaze† (3-5). The poem further shows how heartbreaking the father’s situation must be by writing the last line of the first stanza with, â€Å"No one ever thanked him† (5). With the last line, it is reasonable to consider that the speaker is one of those people who failed to thank him. In this regard, it can be assumed that the speaker is already in his old or middle age when he remembers how his father has shown him love in his own way. The second stanza is quite parallel to the first stanza where he described the actions of his father but later on the last line, he shows the unappreciative side. The speaker reveals that on Sundays, after his father has driven out the cold and had already warmed their house, he would call. It is not definite whether he would call the speaker and the rest of the family or just the speaker alone. However, it is clear in this stanza that the speaker feels no excitement or willingness whatsoever to heed to his father as he would â€Å"And slowly I would rise and dress, / fearing the chronic angers of that house,† (8-9). Mentioning the â€Å"chronic angers† in the house further develops Hayden as the actual speaker because his childhood has been filled with beatings from his father. He also speaks of the indifference he feels talking to his father in the third stanza even if his father has already did a lot of things for him such as polishing his shoes. â€Å"Speaking indi fferently to him / Who had driven out the cold / And polished my good shoes as well† (10-12). By analyzing the poems thoroughly, the tone and mood of the speaker can be easily understood. In the last stanza, the feeling of regret is present in the voice of the speaker. He tries to justify his indifference to his father by asking the question, â€Å"What did I know, what did I know / Of love’s austere and lonely offices?† (13-14). He insists quite defensively that he was young then by using the past form â€Å"did†. He was not aware that love could be shown in silent ways. It speaks of social and moral issues which are current in the society. Discrimination and stereotypical beliefs contribute to these issues greatly. Nowadays, people tend to forget how to appreciate others’ sacrifices and sufferings because most of them are too busy with their own personal growth.   Most people disregard the fact that if we just open our eyes to the people around us, they are no different from us. The poem just revolves around one main idea—a disregarded a nd unappreciated love. They go unnoticed and without complaints. No matter how invisible their good intentions seem; still they work hard for the sake of loving it.

Cmo discapacitados pueden evitar examen de ciudadana

Cmo discapacitados pueden evitar examen de ciudadana Los residentes permanentes que desean naturalizarse para sacar asà ­ la ciudadanà ­a pero que  sufren de una discapacidad fà ­sica o mental pueden solicitar una waiver para no tener que rendir el examen de inglà ©s y conocimientos. Esta waiver, de ser concedida, serà ­a una excepcià ³n a la prctica general que establece que para convertirse en estadounidenses los residentes permanentes deben aprobar un examen sencillo en el que demuestren que pueden entender, hablar, escribir y leer el idioma inglà ©s y tambià ©n que tienen conocimientos bsicos sobre la historia y principios cà ­vicos de los Estados Unidos. En este artà ­culo se explica cà ³mo tramitar esa excepcià ³n y cules son los casos en los que es posible. Adems, se brindan consejos de interà ©s para los residentes permanentes que estn pensando en sacarse la ciudadanà ­a. Tramitacià ³n de la solicitud de la waiver para el examen de ciudadanà ­a Entre la documentacià ³n que acompaà ±a a la planilla N-400 debe incluirse la forma N-648. Esta sà ³lo puede ser cumplimentada por un mà ©dico o por un osteà ³pata (M.D., M.O.) o por un psicà ³logo clà ­nico con las debidas licencias o un psiquiatra y que tenga conocimiento de primera mano sobre la incapacidad. En otras palabras, puede ser un profesional de la medicina o psicologà ­a especialista en la discapacidad o el mà ©dico o psicà ³logo que le trata como paciente, siempre y cuando tenga experiencia suficiente sobre la discapacidad. El formulario N-648 debe rellenarse empleando un lenguaje sencillo y muy claro, no demasiado tà ©cnico y se debe identificar claramente la incapacidad. Se deben aà ±adir ejemplos especà ­ficos de cà ³mo la discapacidad afecta la capacidad del solicitante de aprender para rendir el examen de ciudadanà ­a, siendo esto extremadamente importante. Por à ºltimo, se debe prestar especial atencià ³n a completar la pregunta nà ºmero 3  de la planilla. Requisitos para que pueda solicitarse la waiver Deben cumplirse los siguientes requisitos: Se supone que la incapacidad va a durar por al menos 12 meses ms.La incapacidad debe ser la causa de que el solicitante sea incapaz de aprender inglà ©s y/o de estudiar el test sobre cultura cà ­vica e historia de los Estados Unidos. Este punto es fundamentalà ­simo. No basta con tener la discapacidad, sino que à ©sta debe afectar negativamente a la capacidad de aprender. Y por à ºltimo es necesario que la discapacidad no es  el resultado de haber consumido ningà ºn tipo de droga ilegal. Ejemplos de discapacidades para los que se puede solicitar la waiver. Siempre y cuando estas condiciones afecten a la capacidad de aprender porque inhabilitan la posibilidad de concentracià ³n o memoria, el USCIS podrà ­a conceder esta waiver.   Despuà ©s de examinar caso por caso, a personas que sufran entre otras de las siguientes enfermedades: depresià ³n severa, estrà ©s postraumtico (PTSD, por sus siglas en inglà ©s), demencia, esclerosis mà ºltiple en grado avanzado, esquizofrenia o desorden bipolar. Tambià ©n pueden incluirse un conjunto de enfermedades que provoquen que una persona està © agotada, en cama y no se pueda concentrar, como por ejemplo algunos enfermos de cncer que estn recibiendo quimioterapia, la arterioscleoris cerebral o casos severos de diabetes o enfermedades del corazà ³n. Tambià ©n pueden incluirse los casos de autismo, sà ­ndrome de Down o algunas instancias de discapacidades del aprendizaje. Es importante entender que esas y otras incapacidades pueden o no ser causa para la waiver, depende del su grado de severidad. El simplemente padecerlas no califica automticamente para que se conceda la peticià ³n. Por otra parte, la  ceguera o la sordera no son, por sà ­ solas, suficientes para que se conceda esta waiver de rendir el examen de ciudadanà ­a. Sà ³lo se aprobar si la discapacidad fà ­sica  es tal o va acompaà ±ada por otras enfermedades que impidan el proceso de aprendizaje. En general, si una persona es ciega el USCIS no le pedir que rinda el examen de inglà ©s escrito, pero le examinar oralmente. Tambià ©n se espera que aprenda las preguntas del examen de historia y cà ­vico. Si una persona es sorda, el USCIS puede pedir que utilice audà ­fonos, y si no puede o no son suficientes para que pueda escuchar o leer, se puede pedir que se haga el examen y se sea entrevistado con la ayuda de un intà ©rprete de lenguaje de sordos o incluso que se rinda el examen totalmente por escrito. Consideraciones a tener en cuenta y consejos sobre examen de naturalizacià ³n El ser analfabeto en el idioma nativo, en este caso en espaà ±ol o uno de los idiomas indà ­genas no es razà ³n suficiente para permitir no  rendir los exmenes. Si se tiene una discapacidad que no impide rendir el test de naturalizacià ³n pero que requiere ciertos acomodos, como es la necesidad de un intà ©rprete para sordos, se necesita solicitarlo al llenar  el N-400. Adems, en algunos casos,  en los que necesariamente hay que presentarse al examen, es posible rendir el examen en espaà ±ol. Finalmente, tener en cuenta que  en casos de necesidad econà ³mica la ley establece unas situaciones en las que se  califica  para no pagar tarifa por naturalizacià ³n. Es decir, es posible iniciar y finalizar todo el proceso sin tener que pagar las cuotas a Inmigracià ³n. Este es un artà ­culo informativo. No es asesorà ­a legal.

Women and Health Research Proposal Example | Topics and Well Written Essays - 2000 words

Women and Health - Research Proposal Example This is complex study of different interrelated factors, as age merely does not constitute towards aging diseases or undemocratic treatments. The major causes of higher mortality ratio of aging on women are cardiovascular diseases, such as â€Å"heart stroke, cancer particularly lungs and breast cancer, diabetics, and nutritional problems, such as obesity or anemic, arthritis, Alzheimer’s, mental illness leading to depression† (Olds, London, & Ladewig, pp. 1-29), dementia, and sensory impairment, such as loss of sight or hearing. Women have lower life expectancy in under developed countries than the developed due to various reasons such as improper nutrition, lack of access to healthcare, neglecting, and discrimination by the social society and mental anxiety etc. The important task is to determine the chronic ailment in women by their lifestyle, social and economic accordance, and perception of healthy lifestyle awareness that could increase their expectancy ratio but aging still gives a significant damage when the body starts to get older. They live few years more than their counterparts do but it is always engrave with sickness and disabilities (Bonita, pp. 2-25). Cardiovascular diseases mainly heart stroke is the highest and common cause of death in aged women than men. The older women are at a higher stake of heart attack and peripheral arterial diseases since their entering into the postmenopausal period. INTRODUCTION The coronary heart diseases, such as heart attack, stroke, and other arterial vascular diseases are the angle of death for the aging women in the USA herby claiming approximately 2.3 million deaths due to heart attack and 0.87 million by the stroke. The death toll of cardiovascular diseases is six times higher than widespread breast cancer in women. According to the statistics, almost 62% of older women struck by disability due to heart stroke and 36% are middle-aged women who survive the fatal heart attack (Bonita, pp. 2-25). About 58% of the women incur half of their health care bills on cardiovascular diseases. There will be an increase of 45% in the population of aged women suffering from coronary heart diseases by 2015 giving rise to the major health problem in near future. With the process of aging to 65, the risk of cardiovascular diseases toll to one in three and it will continue to grow every year. The risk of lack of awareness in women of cardiovascular diseases after the advent of postmenopausal period is substantial and is the like the shield that have been wore out and exposed to the serious coronary disease which is a crucial cause of the study (Wenger et al., pp. 247-256). Risk Factors in uprising the Cardiovascular Diseases in Women The risk for developing the chronic coronary heart diseases are unlikely the same as their male counterpart. â€Å"Smoking tobacco, hypertension, diabetic’s mellitus, high blood pressure, obesity, mal-nutritious life style, and elevated alcohol consumpt ion, increased level of serum cholesterol, higher or lower density of lipo- protein levels† (Olds, London, & Ladewig, pp. 401-440) and deprivation of estrogens hormones after the post menopause. Smoking cigarettes especially tobacco and nicotine consumption in younger women have raised by almost 23% since the last decade which is the major contribution to the chronic health diseases in the older age. Studies have also indicated that earlier in 1990's 45% of

Nutrition and physical activity needs Essay Example | Topics and Well Written Essays - 2000 words

Nutrition and physical activity needs - Essay Example Fast food is relatively inexpensive, easy to obtain and requires no preparation, so it is often the main choice for the youngest adults in this age group and for working parents. The youngest adults in this group no longer have parental oversight, so freedom of choice may put them at risk for nutritional deficiencies. Current economic conditions make it difficult for the youngest adults to purchase foods of higher nutrient content, which are more costly. Typically they are juggling part time jobs, college or technical school and active social lives. The low cost, popularity and ease of fast foods makes it tempting to rely on them solely to meet nutritional needs. This is particularly true when young adults have busy schedules and little time for food preparation. College campuses and fast food eateries could focus on advertising and providing healthier food options, such as fruit salads, yogurt and other products that are lower in cost. While the older adults in the 18-35 group may spend more time selecting foods and may have more money to spend on healthier choices, they may still be faced with managing many responsibilities. Time is often a factor in deciding which foods to prepare for family meals and which foods are avoided. Those with children are responsible for meeting their nutritional needs as well. It becomes more challenging to meet the nutritional needs of an entire family when those responsible do not establish good eating habits as young adults. It is further complicated when adults responsible for the nutrition of others do not have an adequate understanding of nutrition and energy requirements. Various groups use labels to assist consumers of different cultures in selection of the appropriate and desirable food products. There are labels designed by Melbourne Kashrut Pty, Halal Australia and the Australian Dairy Corporation, to name a few. There is

Strategic implementation process

Strategic implementation process Implementing Strategies the step that differentiates between success and failure of strategic planning. Abstract To discuss in detail, the strategic implementation process and also to understand the management and operational nuances of a successful implementation. The topic spans across vital tools such as annual objectives, organizational structure, reengineering, performance culture and process improvements. The research paper also brings out the challenges of implementation, which are much complex to solve, and makes it even more difficult to implement the formulated strategies. This research also authenticates the fact that there is a pre-requirement for special set of programs/ initiatives etc to prepare an organization towards change in the terms of peoples acceptance towards the new implementation. (www.csuchico.edu/mgmt/strategy/module/sld044.html) Literature Review The strategy management process does not end when the firm decides what strategy to pursue. There must be a translation of strategic thought into strategic action. This translation is much easier if the managers and the employees of the firm understand the business, feels as part of the company, committed to the organizations strategic intent. Implementing a strategy affects the firm from top to bottom; it also affects all the functional/ divisional areas of business. Even the most technically perfect strategy plan will serve little purpose if it is not implemented. Many organizations tend to spend an inordinate amount of money, time and resources in developing strategic plans; but lets them wither out once change or uncertainty creeps in, failure of implementation is not only a setback but erodes the confidence of the firm and brings it back to worse than the pre-strategic scenarios leading to management failure and organization chaos. Research Aims Objectives Startegy formulation concepts and tools do not differ greatly between small, large or bigger firms, but the implementation varies substantially among different types and sizes of organizations. As the implementation will affect many aspects of the organization like the altering of sales territories, expanding financial budgets, changes in the pricing model, developing new employee benefits, establishing cost-control procedures, changing marketing approaches, building on infrastructures for ehnaced products and services, better management information systems, launching new organization wide development projects and initiatives. This research paper exactly focusses on these aspects and try to elucidate the managerial and operational perspectives in breif details with respect to strategy implementation. Research Methodology An individual project research covering many corporate strategies internet links, strategic business books, executive management journals, the Harvard Business Review magazines and various case studies. Some articles were also used as references in the Strategy Focused Organization written by the Robert Kaplan David Norton duos. Few were read from various SEM websites, through the search engine Google. It is more of a desktop based literature research and translating the understanding into research paper/ article. Discussion Management Perspectives The transition from formulation to implementation requires a shift un responsibility from strategists to divisional/ functional managers. Managers and employees are motivated more on perceived self-interest than organizational interest, hence it is essential for the top management to translate these goals in alignment with their personal/ functional goals, so a message is sent across that achieving these small set of goals leads to achieve the super ordinate organizational goals. These will let the management focus on establishing annual objectives and then breaking them down to functional objectives, devising policies and procedures to act as a general guideline for steering the functionalities, followed by allocating resources (material, money and men), restructuring and regrouping if necessary to align to the need of the organizations strategy, structured communication programs to reduce resistance for change, revising the rewards and the incentives plans, developing a strategic s upport culture, adapting to synergetic operational and production processes and developing an effective HR function. Management changes are necessarily more extensive when strategies to be implemented move a firm in a major new direction. The managers should start involving in strategy implementation process right from the early stages so as to maintain the commitment towards the end results and transfer the confidence to grass root level so that their team members are also motivated to work towards the agreed objectives both functional and organizational. Top-down flow of communication is essential for developing bottom-up support. Every employee should be able to benchmark his/her efforts against best-in-class competitors so that the challenge becomes personal, on the other hand the firm should provide the best training for both managers and employees to ensure that they have to acquire and maintain skills necessary to be world-class performers. Strategic management should not become self-perpetuating bureaucratic mechanism. Rather it must be a reflective learning process that familiarizes managers and employers in the organization with key strategic issues and feasible alternatives for resolving those issues. It must not become ritualistic, stilted, orchestrated or too formal, predictable and rigid. Always remember to keep the strategic management process simple but effective, jargon-free but content rich. Words supported by numbers should be represented as the medium for explaining strategic issues and organizational responses. A key role of strategist is to facilitate continuous organization change and learning that enhances the next perspective production operations (HR, Learning, Culture and Leadership aspects as well). Discussion Production/ Operations (Learning, HR) Perspective The production or operations perspective constitute more than 70% of the firms total routine strategy or operational strategy. These limitations can significantly enhance the risk of non-attainment of the desired objectives as they are back bone of the business development/ market expansion focuses of the organization. Production related decisions on plant size, plant locations, product design, choice of equipments, kind of tooling, size of inventory, inventory control, quality control, cost control, use of standards, job specialization, employee training, equipment and resource utilizations, shipping and packaging and technological innovations can have a dramatic impact on the success or failure of strategy-implementation efforts. Factors that should be studied before locating production facilities include the availability of resources, make or outsource decisions, margin of production costings, the location of major markets, political risks in the area/ region. For high technology companies, production costs may not be as important as production flexibilities because major product changes can happen more frequently. This also results in cross-training of employees in various production platforms leading to: Reduction in substantial investments in training learning activities. Workers skill level gets cross-pollinated and resulting in higher efficiency. It can reduce the thrust of managers responsibility in training/ and make them focus more towards coaching and mentoring. It reduces time gaps and hence gains on productivity levels are easily expected. You have to understand your industry well to develop the connection between process improvements and outputs achieved. Take three divisional examples of cycle-time measurement, a common process measure. For much of our defense business, no premium is earned for early delivery. And the contracts allow for reimbursement of inventory holding costs. Therefore, attempts to reduce inventory or cycle times in this business produce no benefit for which the customer is willing to pay. The only benefits from cycle time or inventory reduction occur when reduction in factory-floor complexity leads to real reductions in product cost. The output performance targets must be real cash savings, not reduced inventory levels or cycle times. In contrast, significant lead-time reductions could be achieved for our packaging machinery business. This improvement led to lower inventory and an option to access an additional 35% of the market. In this case, the cycle-time improvements could be tied to specific targets for increased sales and market share. It wasnt linear, but output seemed to improve each time we improved throughput times. And in one of our agricultural machinery businesses, orders come within a narrow time window each year. The current build cycle is longer than the ordering window, so all units must be built to the sales forecast. This process of building to forecast leads to high inventory-more than twice the levels of our other businesses-and frequent overstocking and obsolescence of equipment. Incremental reductions in lead time do little to change the economics of this operation. But if the build cycle time could be reduced to less than the six-week ordering time window for part or all of the build schedule, then a breakthrough occurs. The division can shift to a build-to-order schedule and eliminate the excess inventory caused by building to forecasts. In this case, the benefit from cycle-time reductions is a step-function that comes only when the cycle time drops below a critical level. So here we have three businesses, three different processes, all of which could have elaborate systems for measuring quality, cost, and time but would feel the impact of improvements in radically different ways. With all the diversity in our business units, senior management really cant have a detailed understanding of the relative impact of time and quality improvements on each unit. All of our senior managers, however, understand output targets, particularly when they are displayed with historical trends and future targets. The concept of learning organization (cultural intervention in strategy) is emphasized here as part of the changing business model to suit the strategic intent. Learning organizations are characterized by total employee involvement in a process of collaboratively conducted, collectively accountable change directed towards shared values or principles. (Watkins and Marsick 1992: 118). The basic rationale for such organizations is that in situations of rapid change only those that are flexible, adaptive and productive will excel. For this to happen, it is argued, organizations need to discover how to tap peoples commitment and capacity to learn at all levels. While all people have the capacity to learn, the structures in which they have to function are often not conducive to reflection and engagement. Furthermore, people may lack the tools and guiding ideas to make sense of the situations they face. Organizations that are continually expanding their capacity to create their future requi re a fundamental shift of mind among their members. When you ask people about what it is like being part of a great team, what is most striking is the meaningfulness of the experience. People talk about being part of something larger than them, of being connected, of being generative. It becomes quite clear that, for many, their experiences as part of truly great teams stands out as singular periods of life lived to the fullest. Some spend the rest of their lives looking for ways to recapture that spirit. For Peter Senge, real learning gets to the heart of what it is to be human. We become able to re-create ourselves. This applies to both individuals and organizations. Thus, for a learning organization it is not enough to survive. Survival learning or what is more often termed adaptive learning is important indeed it is necessary. But for a learning organization, adaptive learning must be joined by generative learning, learning that enhances our capacity to create The learning organizations require a new view of leadership. He sees the traditional view of leaders (as special people who set the direction, make key decisions and energize the troops as deriving from a deeply individualistic and non-systemic worldview. At its centre the traditional view of leadership, is based on assumptions of peoples powerlessness, their lack of personal vision and inability to master the forces of change, deficits which can be remedied only by a few great leaders. Against this traditional view he sets a new view of leadership that centers on subtler and more important tasks. In a learning organization, leaders are designers, stewards and teachers. They are responsible for building organizations were people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models that is they are responsible for learning. Learning organizations will remain a good idea until people take a stand for building such organizations. Taking this stand is the first leadership act, the start of inspiring (literally to breathe life into) the vision of the learning organization, which is also part of the structural intervention, a part of planned change or Organization Development. Conclusion Successful Strategy formulation does not at all guarantee successful strategy implementation, although they are sequential in nature, but the latter simply means the change actually. It is widely agreed that the real work starts after strategies are formulated. It is sometimes frightening to think a single individual, a system failure, a process hiccup or a disturbing structure would completely sabotage the success of the strategic implementation and achievement of the agreed objectives. So the actual grounds have to prepare in terms of managing human resources and political relationships, creating a strategy supporting conducive climate/ culture, adapting to the right kind of systems, operations and processes. Depending on the size and type of the organization other management issues could be equally important to successful strategic implementation. References Dale McConkey, Planning in a Changing Environment, Business Horizons, September October 1988; 66. S. Ghoshal C.A. Bartlett, Changing the role of management beyond structure to processes, HBR 73, 1(1995); 88 90. www.hbr.org How important is personal goal alignment in Strategic Objectives, article by Thomas Strickland in 1998 (White Papers Category). Richard Brown, Outsider CEO: Inspiring changes with force and grace, USA Today (July 19, 1999): 3B. H. Igor Ansoff, Strategic Management of Technology, Journal of Business Strategy 7, no: 3 (Winter 1987); 38. Jack Duncan, Management (New York Random House, 1983): 381-390. Translating strategies into action, course notes on published by HBS Feb 1990. Robert Waterman Jr. How the better get best?, Business Week (September 14th 1987): 104-105. Implementing Strategies: Management Operations Issue, Fred R. David, South Carolina University, 2006 Prentice Hall Edition, 245 261. T. Deal A. Kennedy, Culture: A new look through the old lenses, Journal of Applied Behavioral Sciences 19, no:4 (1983), 498 504. Peter Senge on Learning Organizations in the American Management Journal, (Senge 1990: 340) Harris Dawn, Constance E. Helfat and Paul J Wolfson the pipeline to the top, the Academy of Management Perspectives 20, No: 4 (2006); 42. James C Wimbush, Spotlight on Human Resources Management, Business Horizon 49, No: 6 (Nov-Dec 2006); 433 Robert Simons, Control in the Age of Empowerment, Harvard Business Review (March-April 1995); 80. Readings from Strategic Management by Charles W.L. Hill Gareth R. Jones, 4th Reprinted 2000 Millennium Edition.

The Alamo :: essays research papers

Originally named Misià ³n San Antonio de Valero, the Alamo served as home to missionaries and their Indian converts for nearly seventy years. Construction began on the present site in 1724. In 1793, Spanish officials sectioned off San Antonio's five missions and distributed their lands to the remaining Indian residents. These men and women continued to farm the fields — once the mission's but now their own — and participated in the growing community of San Antonio. In the early 1800s, the Spanish military stationed a cavalry unit at the former mission. The soldiers referred to the old mission as the Alamo (the Spanish word for "cottonwood") in honor of their hometown Alamo de Parras, Coahuila. The post's commander established the first recorded hospital in Texas in the Long Barrack. The Alamo was home to both Revolutionaries and Royalists during Mexico's ten-year struggle for independence. The military — Spanish, Rebel, and then Mexican — continued to occupy the Alamo until the Texas Revolution. San Antonio and the Alamo played a critical role in the Texas Revolution. In December 1835, Ben Milam led Texian and Tejano volunteers against Mexican troops quartered in the city. After five days of house-to-house fighting, they forced General Marà ­n Perfecto de Cà ³s and his soldiers to surrender. The victorious volunteers then occupied the Alamo — already fortified prior to the battle by Cà ³s' men — and strengthened its defenses. On February 23, 1836, the arrival of General Antonio Là ³pez de Santa Anna's army outside San Antonio nearly caught them by surprise. Undaunted, the Texians and Tejanos prepared to defend the Alamo together. The defenders held out for 13 days against Santa Anna's army. William B. Travis, the commander of the Alamo sent forth couriers carrying pleas for help to communities in Texas. On the eighth day of the siege, a band of 32 volunteers from Gonzales arrived, bringing the number of defenders to nearly two hundred. Legend holds that with the possibility of additional help fading, Colonel Travis drew a line on the ground and asked any man willing to stay and fight to step over — all except one did. As the defenders saw it, the Alamo was the key to the defense of Texas, and they were ready to give their lives rather than surrender their position to General Santa Anna. Among the Alamo's garrison were Jim Bowie, renowned knife fighter, and David Crockett, famed frontiersman and fo rmer congressman from Tennessee.