Franco Zeffirelli and Baz Luhrmanns Romeo and Juliet :: William Shakespeare

Franco Zeffirelli and Baz Luhrmann's Romeo and Juliet         Sex, medications, and savagery are normally a strong blend, and as it were William Shakespeare could form them into a wonderful, lovely, and  rich story.  In the play, The Tragedy of Romeo and Juliet, every one of these parts of high school life assimilate the peruser or watcher.  It is comprehended that Hollywood would attempt to mirror this artful culmination on screen, and it has done as such in two films: Franco Zeffirelli's 1968 Romeo and Juliet and Baz Luhrmann's 1996 William Shakespeare's Romeo and Juliet.  The refreshed Luhrmann picture best catches the pith of Shakespeare for the present-day viewer.  Through the sharp utilization of modernization and area, while safeguarding Shakespearean language, the soul of Shakespeare rises to enthrall a huge crowd.         Shakespeare's plays were intended to adjust to any crowd: with this in mind, Baz Luhrmann made a film that applies to the cutting edge crowd through this refreshing. Luhrmann modernizes Romeo and Juliet, through steady modifications of the props, which allure the crowd into truly feeling the soul of Shakespeare.  First, the film begins with a preamble veiled as a news communicate on television.  This lays the right foundation of the play by delineating the savagery happening between the two well off families, the Montagues and the Capulets.  In Zeffirelli's film of Romeo and Juliet, the preamble takes the type of a dry storyteller relating the narrative of the Montagues and Capulets over a background of an Italian city.  For most current watchers (particularly adolescents), the Luhrmann picture is quick paced, keeping the observer interested, while the Zeffirelli picture is dismal and dull, a perpetual labyrinth of long and exhausting discussions, foreshadowed by the prologue.  In Luhrmann's film, the entertainers, rather than conveying blades with them, shroud weapons in their shirts and use them expertly.  The demise of Romeo and Juliet is (as usual) accused on the post office, for not conveying the letter properly.  And, to be politically right, Mercutio shows up at the Capulets' ball dressed as a huge woman.  The entertainers in Zeffirelli's adaptation of Shakespeare wear hued leggings and protruding shirts; in this way they show up progressively hilarious in light of the fact that they are outdated.  By modernizing these parts of the play, and remaking the preface, Luhrmann makes a film

Strategic management Essay Example | Topics and Well Written Essays - 2000 words - 19

Vital administration - Essay Example Individuals of Stockholm are moderately proactive when they are charged to pay expenses for utilizing the streets on account of their mindfulness over expanding level of discharges. The equivalent can't be supposed to be valid for the individuals of Delhi. A subject becomes intriguing when it is on a consuming issue important to all partners. Expanding level of emanations noticeable all around has arrived at undermining levels from the expanding vehicular traffic and outflows of gases, destructive for every person. At the point when a correlation is made between such urban areas, which are not equal in the matter of progression, the subject turns out to be all the more intriguing and pertinent. Despite the fact that Delhi is the capital city of India and one of the main created urban communities in the matter of foundation improvement, yet its examination with Stockholm, the capital just as the biggest city of Sweden, is slanted to show holes in transport strategies, received by these two cities’ governments. The significant subject of this theme, as recognized by the creators, is that more than arranging and working of the complexity in transport implies, the governmental issues of reasonable vehicle assumes an unequivocal job on the urban arranging of these two urban communities and to feature the distinctions of significant vehicle capacities and activities in these two urban communities, despite the fact that likenesses additionally exist in both cities’ urban advancement ventures. The presentation incorporates two tables at the start. Both the tables break down the information of the two urban communities on the parameters of populace, region, populace thickness, family size and gross per capita pay. One thing that comes to sharp notification is the timespan of the information that starts from the year 2003 in spite of the fact that the article print year is 2010. With regards to factual examination of information, in my view, information ought not be more seasoned than five years for the composition of such articles. One gets an obscured see when Delhi is

Telco’s Creative Accounting Essay - 1375 Words

Telco's Creative Accounting (Coursework Sample) Content: Telcoà ¢Ã¢â€š ¬s Creative AccountingNameInstitutionTelcoà ¢Ã¢â€š ¬s Creative AccountingIntroductionCreative accounting plays a major role in covering up major financial shenanigans in some of the most renowned commercial institutions across the world. It essentially refers to accounting practices which defy the spirit of standard accounting practices and rules; even though they may still conform to the legal regulations at that time (Flemming, 2004). Large sums of money have been lost through unscrupulous machinations by critical personalities within the financial departments of many companies. Courtesy of creative accounting, significant economic downfalls of multinational companies such as Worldcom, Enron and Parmalat were actuated (Jay et al; 2007). The practice ensured that the real financial position of the companies was concealed for long periods of time only for it to emerge that they had been running at a loss all along.AnalysisTelco Company is no exception with respect to doctoring financial records and misrepresenting its financial position to the public. Perhaps in India, Telco is the company which opened the floodgates for others to enhance their immersion in creative accounting. There are many instances in which the company has showcased its prowess in effective creative accounting. For instance, during the launch of Indica in 2001 the company spent RS 1.178 crore on a dinner party which was organized in a grand scale. In the books of account, this expenditure was classified as development expenditure. Ideally, if the company had not done so and written off the amount against profits, it would have posted losses double the presented figures in the previous year of Rs 500. The spokesperson of the company was adamant that they had done no wrong, legally speaking. According to the company release, there was a proposed initiative which would facilitate the balance sheet to be reflective of operational results of the company in future years (Singh, 2005). As such, the move made by the company was plausible by dint of both the existing and proposed regulations as encompassed in the Companies Act of 1956. In as much as this action was above board in the eyes of the law, persistent exercise of this accounting procedure my not be closely monitored and thus result in embezzlement and fraud.Many other unscrupulous ways of fudging accounts have also been exhibited by the company in recent years. Since depreciation is an acceptable accounting principle, many financial officials manipulate it to the companyà ¢Ã¢â€š ¬s advantage especially through the method called capitalization. With respect to fixed assets, most accountants tend to charge a higher rate of depreciation; an action that ultimately implies that the profits of the company are reduced. If such actions are employed on various fixed assets of the company, cumulatively the companyà ¢Ã¢â€š ¬s profits will reduce significantly and this tremendously reduces the liability of the company when it comes to paying taxes.Every company is required to do a valuation of its closing inventory. Since there are numerous accounting methods for valuation of stock, accountants of Telco Company have become more ingenuous. They, in most cases adopt th... Telco’s Creative Accounting Essay - 1375 Words Telco's Creative Accounting (Coursework Sample) Content: Telcoà ¢Ã¢â€š ¬s Creative AccountingNameInstitutionTelcoà ¢Ã¢â€š ¬s Creative AccountingIntroductionCreative accounting plays a major role in covering up major financial shenanigans in some of the most renowned commercial institutions across the world. It essentially refers to accounting practices which defy the spirit of standard accounting practices and rules; even though they may still conform to the legal regulations at that time (Flemming, 2004). Large sums of money have been lost through unscrupulous machinations by critical personalities within the financial departments of many companies. Courtesy of creative accounting, significant economic downfalls of multinational companies such as Worldcom, Enron and Parmalat were actuated (Jay et al; 2007). The practice ensured that the real financial position of the companies was concealed for long periods of time only for it to emerge that they had been running at a loss all along.AnalysisTelco Company is no exception with respect to doctoring financial records and misrepresenting its financial position to the public. Perhaps in India, Telco is the company which opened the floodgates for others to enhance their immersion in creative accounting. There are many instances in which the company has showcased its prowess in effective creative accounting. For instance, during the launch of Indica in 2001 the company spent RS 1.178 crore on a dinner party which was organized in a grand scale. In the books of account, this expenditure was classified as development expenditure. Ideally, if the company had not done so and written off the amount against profits, it would have posted losses double the presented figures in the previous year of Rs 500. The spokesperson of the company was adamant that they had done no wrong, legally speaking. According to the company release, there was a proposed initiative which would facilitate the balance sheet to be reflective of operational results of the company in future years (Singh, 2005). As such, the move made by the company was plausible by dint of both the existing and proposed regulations as encompassed in the Companies Act of 1956. In as much as this action was above board in the eyes of the law, persistent exercise of this accounting procedure my not be closely monitored and thus result in embezzlement and fraud.Many other unscrupulous ways of fudging accounts have also been exhibited by the company in recent years. Since depreciation is an acceptable accounting principle, many financial officials manipulate it to the companyà ¢Ã¢â€š ¬s advantage especially through the method called capitalization. With respect to fixed assets, most accountants tend to charge a higher rate of depreciation; an action that ultimately implies that the profits of the company are reduced. If such actions are employed on various fixed assets of the company, cumulatively the companyà ¢Ã¢â€š ¬s profits will reduce significantly and this tremendously reduces the liability of the company when it comes to paying taxes.Every company is required to do a valuation of its closing inventory. Since there are numerous accounting methods for valuation of stock, accountants of Telco Company have become more ingenuous. They, in most cases adopt th...

Consequences of Friedmans Shareholder Theory for Hrm...

Milton Friedman wrote in 1973 that managements â€Å"primary responsibility is to the shareholders who own and invest in the company†. What are the consequences of this philosophy for HRM ethics, and what alternative perspectives might serve the profession in the future? Friedman’s Shareholder Theory Milton Friedman’s shareholder theory has had a broad range of consequences for HRM ethics. The main consequence being that if management are only answerable to owners and shareholders, and must do as they wish, management’s quest will almost always be to maximise profit. Organisations that are constantly trying to maximise profits are often constricted by short-termism. Short-termism refers to the excessive focus of some organisational leaders on†¦show more content†¦Many organisations that follow this shareholder theory have largely questionable ethics towards their employees as they seek to maximise profits without breaking the law. A good example of an organisation that follows this theory is Ryanair. Ryanair’s (2012) code of ethics clearly states that â€Å"Ryanair is committed to the fair and equitable treatment of all employees and abides by employment laws in the countries in which it does business.† Ryanair does not break any laws with reg ard the treatment of their employee’s. However, they do marginalise workers as they are not actually employees of Ryanair, but independent contractors. Employment law places strict responsibility on employers for their employees, whereas the conditions for independent contractors are not as strict. This allows Ryanair to maximise profits without having to incur extra costs such as tax requirements and providing better work conditions. Short-termism can also directly affect an organisations HRM ethics in other ways. Kreymeyer et al. (2006) carried out a survey of more than four hundred executives across many of the largest U.S. corporations. Analysis of the survey found that, due to the pressures of short-termism, more than half of all respondents said they would delay or cancel new projects, even if the cancellation of thoseShow MoreRelatedCase Study148348 Words   |  594 Pageslittle full-time work experience the text should prove useful in providing a systematic approach and illustrations of strategy in practice. The illustrations and case examples in the text (and associated work assignments) should be used to relate theory to practice. Case studies and the video material should be used in fairly focused ways – in order to consolidate that stage in the learning – rather than in an all-embracing way 9  © Pearson Education Limited 2011 Johnson, Whittington and Scholes

Aacounting Example

Essays on Aacounting Assignment Accounting Working capital Working capital= current assets- current liabilities 2005 2006 Current assets 623981 672529 Current liabilities (509770) (418383) Working capital 114211 254146 Current ratio Current ratio= current assets / current liabilities 2005 2006 Current assets 623981 672529 Current liabilities 509770 418383 Current assets/ current liabilities 623981/509770 672529/418383 Current ratio 1.224 1.6074 Acid test ratio Acid test= Current assets- inventory/ current liabilities 2005 2006 Current assets less inventory 623981-203727=420254 672529-174848= 497681 current liabilities 509770 418383 Current assets- inventory/ current liabilities 420254/509770 497681/418383 Acid test ratio 0.8244 1.1895 Return on equity ROE= Net income/ shareholders equity 2005 2006 Net income 203828 136351 Shareholders’ equity 1404143 1365676 Net income/ shareholders equity 136351/1404143 203828/1365676 ROE 9.7% 14.93% Return on investment ROI= (gain from investment-cost of investment)/ cost of investment 2005 2006 Gain from investment 9623 20736 Cost of investment 99964 99964 (gain –cost)/cost 9623/99964 20736/99964 ROI 0.096 0.2074 Margin Gross profit margin= gross profit/ revenue 2005 2006 Gross profit 1649105 1959642 Revenue 5607376 4701289 Gross profit/ revenue 1649105/5607376 1959642/4701289 margin 0.2941 0.0416 Turnover Asset turnover= revenue/ assets 2005 2006 Revenue 5607376 4701289 Assets 1889296 2042996 Revenue/ assets 5607376/1889296 4701289/2042996 Turnover 2.97 2.30 Analysis Working capital The working capital of a company is equivalent to the current assets less the current liabilities of a company. The ratio issued to show the short term worth of a business. The preferable working capital should be positive so as to ensure that the assets are greater than the liabilities. From the analysis of the working capital, one can make a conclusion that the company is doing well because the working capital position of the company has improved from the 2005 to 2006. Current ratio The current ratio is a measure that is used to show the ability of a company to clear its short term debts by the use of current assets. The preferred current ratio is usually 2:1 or 1.5: 1 depending on the industry that the company is found. The company is improving in performance and that shows that the company will be able to cater for its short term obligations. However, in comparison with the industry’s average, the company is performing the average. That means that the company has potential that it can exploit so as to be in the same level as the industry players and that would contribute to the success of the company because more investors would be attracted. Acid test ratio The acid test ratio is used to show the ability of a company to clear its short term debts with the use of current assets but excluding inventory. Inventory may at times not be liquid and that means that it cannot be f much help in a short duration of necessity. The ratios also signify the ability of the company to cater for its short term obligation using current assts. The acid test ratio for the company is also not within the industry’s average. However, the company has made significant progress and that implies that if the trend continues, the company will be able to match the industry’s average. Return on equity The return on equity is the rate at which the company is able to utilize the shareholders funds. The rate should be favorable so as to ensure that the company shareholders get a reason to always do business with the company. It shows the amount of net income that is usually returned as a percentage of the equity contributed by shareholders. The ratio is useful in the measurements of the profitability of a company because it reveals the amount of profit that is generated by a company from the money invested by the shareholders. The return on equity for the company is way below the industry’s average. Although the performance of the company is improving, much more has to be done so as to attain confidence from investors. Return on investment The ratio is used as a measure for performance and it is usually useful in the measurement of efficiency for any investment. It is also useful in the comparison of efficiency for investments in the calculation of ROI. Benefit that is gained from investing is usually divided by costs that were incurred in investing. The return on investment for the year 2005 is below the industry’s average. However, in the year 2006, the company was able to outdo the industry’s average and that is an indicator that it was able to maximize on its strong points. Margin It’s a financial metric that is useful in the assessment of the financial health of a company in proportion to the money that has been used from revenue of the company. The margin for the year 2005 was favorable; however, in the year 2006, the efficiency of the company may have reduced because the margin ratio also declined. Turnover The ratio shows the sales of the company that are generated from the money that is invested in assets. The turnover for the company is not badly off although more should be done so as to ensure that all things are carried out as they should. From the analysis, whole foods company is a good company to invest in especially if the investor has long term goal orientation because the company ahs the probability of improving on its financials in the future (Furlan, 89). Work cited Furlan, M. Market research. New York; Mac Graw, 1999. Print.

Marketing Analysis of Sherwin Williams-Free-Samples for Students

Question: Discuss in detail about the Current Market situation by using one or more of the following techniques: Marketing sizing, perceptual map, forecasting, pricing, promotions, PESTLE Market analysis, Porters five forces analysis. Answer: Introduction Sherwin Williams is one of the most important names in the world of coating industry. It is an US based company that mainly focuses its interest on the manufacturing production and the supply of their products in United States and within the rest if the world (Navarrete, 2016). It is a very well known and universal provider of strong and durable protective and marine coatings. The products provided by this company are extremely durable in nature (Botha, 2014). Company Background Sherwin Williams has its manufacturing units located only in the local regions that are located in and around United States; hence there will be a huge expense that the company will have to bear in order to bear the entire supply and logistics that will be needed. This is because Sherwin Williams has a few of its branches opened in Canada (Hasan, 2016). Hence Sherwin Williams must make sure that they adopt, utilize and start implementation all those important principles within their system that would enable them to increase their sales in the global or the international level. Among all the other strategies that they adopt they will have to consider the fact of extending their services in different countries all across the world (Botha, 2014). PESTLE Political In order to increase its sales volume, Sherwin Williams will have to open or set up its new outlets and branches in many different regions outside United States (Navarrete, 2016). As a result of this, it is quite natural that all, the different branches of this company will be exposed to so many different political setups. This is because of the fact that different areas will obviously have many different political setups and different political setups have so many different kinds of rules and regulations. Currently the company has specialty chemical branches operating in almost a dozen of countries (Slowinski et al., 2015). There will naturally be many systematic risks associated with the different kind of political set up. Hence the company will have to very closely analyze the political factors like that of risk of military invasion, intellectual property protection, antitrust laws and several other such things. It will have to be very much alert and carefully deal with all the di fferent political constraints. Economic Both the macro and the micro economic factors can influence the company in many different ways. There are several other economic factors as well that the company must take into account like, that of the kind of economy that the country has in which they are operating, the level of skill of the work force, comparative advantages of the host country (Acquaah et al .,2013). This is because of the fact that as per the contemporary situation and the current market condition of Sherwin Williams, they have only set up the majority amount of their outlets in U.S. However in order to increase their sales, they will have to set up many new outlet in the different other parts of Europe. As a result of which, they will have to face many new and different kinds of economies when they set up their branches in all the other parts of Europe. They will also have to bear a huge economic pressure based on the kind of workforce availability, the skill of the workers and many other such things. Social In order to successfully reach out to the target market the company needs to take care of the culture of the customers. In other words, the shared beliefs, though processes and the attitudes of population is something that the company has to take care of. This is because of the fact that the patterns of the needs and demand of the consumers are usually governed by the social norms in which the market and the co summers operate. It is only after taking onto consideration all the social factors like demography, education level, leisure interest, that the company must design the products. This is also a very important factor because as Sherwin Williams will have set up many new firms in different parts of the Europe in order to increase their sales, they will be exposed to many new kinds of social scenarios. As a result of which they will have to be flexible enough to fit in the new kinds of social scenarios. They must make a thorough survey of the attitudes of the consumers, the though t processes and the mind set. All these social scenarios are to be taken into account in order to cater to the needs and demands of the consumers. Technological factors Technology is something that will naturally influence the working of the company a great deal. Technology is something that has been increasing at a rapid rate over the last few centuries. Technology can be helpful in various ways (Hunt, 2013). This is evident from the large scale advancement of the car industry. This will naturally help in the fast distribution of the products of the company (Botha, 2014). The usage of technology in other fields will also help in increasing the rate of development of the company. At the same time, the company will also have to analyze the harmful impacts that technology might have on the smooth running of the company. Environmental factors As this company mainly deals in the paint and the coating products there can be many environmental factors that might pose a threat to the production. There can be many climatic change or environmental disasters as well (Slowinski et al., 2015). In order to deal with these conditions, the company needs to abide by the different norms or the environmental factors of the different countries in which they are operating. Some important considerations to be made under this can be production of eco friendly products, weather conditions and climatic changes, recycling. Legal factors Sherwin Williams have to abide by the legal codes of conduct that are prevalent in the different countries of their operation. It has to strictly abide by the legal considerations like employment law, health and safety law, consumer protection and ecommerce (Hasan, 2016).They will have to face many new and complicated legal constraints whenever they are about to expand their distributional centers or their outlets in new areas outside their local and regional boundaries. Porters five forces Threat of new entrants There is a very strong fear or a threat of the entry of new firms in the market (Acquaah et al., 2013). This is because of the fact that the US paint and coating industry is a highly competitive market and there are already a large number of strong competitors like that of PPG industry operating in the market. It is also known that Sherwin Williams already is suffering from the lack of enough global marketing and sales. Ii such given scenario, the threat of the entry of new firms becomes even stronger. Bargaining power of suppliers The companies under the chain of the Specialty Chemicals, can buy their raw materials from various suppliers. A large number of suppliers can negotiate and lower the profit margins of the company. This is because the suppliers will naturally try bargain and negotiate with the company. Having a large number of suppliers is both good and bad for the firm. Good in the easy as it helps the company to keep the options open in case any disputes arise with any one of them. Bad in the sense because the negotiating power of the suppliers can lower the profit margins in the long run (Zambrano Balladares, 2016). Bargaining power of buyers Buyers actually will demand a large number of products at a small price. They will also try to seek out a large number of discounts and offers. If the customer base is small, limited and more powerful, then the bargaining power of the customers becomes high and hence the profits will naturally decrease (Hunt, 2013). Threat of substitutes As the US paint and coating industry is itself a very powerful industry, there will be a large number of other strong competitors existing in the market suppliers can lower the profit margins in the long run . European markets like that of Africa, Asia and several other such places. The present marketing scenario of this coating and paint Company shows that there are many strong competitors that are already existing in the market and operating in the same line of product on a universal or a global level. There are many other companies like that of PPG Industries, that have already been operating on a very large scale and has been increasing and expanding their sales volume in on a global basis (Hasan, 2016). They will naturally try to outnumber Sherwin Williams by taking advantage of its weakness which is the lack of global sales and distribution. This naturally will allow the consumers to easily switch over a large number of alternatives. Rivalry among the existing competitors The Sherwin Williams Company surely will have a large number of competitors. This is because of the fact that the US coating and paint market is a very highly competitive market. Moreover these markets like the PPG industry have already had a large number of outlets opened in the global market; naturally this has increased the competition to a great level. If the rivalry increases then the competition eventually will increase (Zambrano Balladares, 2016). Conclusion So, it is evident that in order to successfully run its business Sherwin Williams will have to focus on all the factors like social, environmental, legal and many other such factors. It will have to adopt all the modern technological advancements in order to develop and increase the business on a global scale. Moreover there is also this matter of concern that the customers of Sherwin Williams are just concentrated in the parts of United States. Apart from this, the United States paint and coating industry is such that will allow the customers to easily switch over to many other options or the alternatives present in the market. It is also a known fact that all these companies that already have established their outlets and their branches in different parts outside USA are enjoying a good sales volume. However, expanding sales on a global basis will at the same time expose the company to many new legal and environmental laws and setups as different countries have different laws. Sher win Williams will have to strictly and cautiously abide by and follow all these rules. References Acquaah, M., Zoogah, D. B., Kwesiga, E. N. (2013). Advancing Africa through management knowledge and practice: The way forward.African Journal of Economic and Management Studies,4(2), 164-176. Bearson, J. M., Sizoo, S. L. (2015). How to Use Retired Multinational Executives to Help Professors Teach Marketing Strategy. InProceedings of the 1996 Academy of Marketing Science (AMS) Annual Conference(pp. 70-73). Springer, Cham. Botha, W. (2014).Investigating the Sherwin Williams Sales Model: towards developing a similar Gomes, R. M. D. A. B., Carneiro, J. M. T., da Rocha Dib, L. A. (2017). A contingent look at retail internationalization: Proposition of a taxonomy and discussion of theoretical challenges.BASE-Revista de Administrao e Contabilidade da Unisinos,14(1), 2-15. Hasan, A. (2016). Color Blocking: How the Harmonization of Color Protection May Catalyze Color Depletion in Global Markets.Indiana Journal of Global Legal Studies,23(1), 293-322. Hunt, H. (2013). Best Practices for Corporate Internal Investigations.The Legal Intelligencer. model in South Africa(Doctoral dissertation, Stellenbosch: Stellenbosch University). Rao, M. S. (2014). Success tools for CEO coaches: Be a learner, leader and ladder.Human Resource Management International Digest,22(5), 33-36. Slowinski, G., Sagal, M., Williams, K., Stanton, T. (2015). Reinventing Supplier Innovation Relationships.Research-Technology Management,58(6), 38-44. Holbrook, C., Fessler, D. M., Navarrete, C. D. (2016). Looming large in others' eyes: racial stereotypes illuminate dual adaptations for representing threat versus prestige as physical size.Evolution and Human Behavior,37(1), 67-78. Zambrano Balladares, P. R. (2016).Estrategias de merchandising para incrementar el trfico de consumidores en los puntos de venta, empresa Sherwin Williams, Guayaquil, 2016(Bachelor's thesis, Guayaquil: ULVR, 2016.)

The Malleable Person Essay Example

The Malleable Person Essay In science, malleable refers to the property of metals to be bent and extended so that its shape could be changed accordingly. Pressure is usually applied to the malleable material to reshape it like in the case of plastic and leather. Malleable metals like gold and copper, meanwhile, are melted so that it could be bent. If the term is attributed to a person, malleability refers to a personality trait where one can easily change his taste, temperament and attitude according to the situation at hand. The person could have prepared himself beforehand thus he is said to have easily adapted to the situation, or it is something unexpected yet he easily faces the event and gets through it without much difficulty. A malleable person is not easily flustered since he is emotionally and psychologically-equipped to face uncertainties, get along well with anyone, and easily accept changes and surprises. It is advantageous to be malleable when one is thrust in unexpected circumstances. For instance, when the family moves into a new neighborhood, it is easier for the malleable person to adapt to the new environment, new home, make friends with the neighbors, and simply fit in. The malleable person could also accept new ideas more readily, and thus could be expected to be more open-minded about things and receptive to different opinions coming from others. I find this true every time I receive criticisms from others. By being malleable, I can accept these criticisms, even the negative ones, and try to use them constructively to improve myself. We will write a custom essay sample on The Malleable Person specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The Malleable Person specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The Malleable Person specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Malleability, however, has its disadvantages to the individual. A person may be asked to do something that is morally wrong or against his values and being malleable, it would be easier for him to accept the necessity of the deed rather than hold fast to his values and refuse. The malleable person could easily be convinced with a little persuasion or rationalization from others. Furthermore, when one has done something bad, it is easier for him to move on and not be plagued by guilt. Personally, malleability has caused me to succumb to peer pressure and do things that I regretted later on. One should learn, therefore, to know when to be malleable and when to be stubborn and unchanging. This personal trait, after all, is not a plus for all situations.

Biography and Profile of Susan Rice

Biography and Profile of Susan Rice Name: Susan Elizabeth Rice Position: Nominated as U.S. Ambassador to the United Nations by then President-elect Barack Obama on December 1, 2008 Born: November 17, 1964 in Washington, DC Education: Graduated National Cathedral School in Washington, DC in 1982 Undergraduate: Stanford University, B.A. in History, 1986. Graduate: Rhodes Scholar, New College, Oxford University, M.Phil., 1988 Oxford University, D.Phil. (Ph.D) in International Relations, 1990 Family Background Influences: Susan was born to Emmett J. Rice, Senior VP at the National Bank of Washington and Lois Dickson Rice, Senior VP for Government Affairs at Control Data Corporation. A Fulbright Scholar who served with the Tuskegee Airmen in WWII, Emmett integrated the Berkeley Fire Department as its first black fireman while earning a Ph.D. at the University of California; taught economics at Cornell as the only black assistant professor; and was a governor of the Federal Reserve from 1979-1986. A Radcliffe graduate, Lois was a former VP of the College Board and chaired an advisory council of the National Science Foundation. High School College Years: At the elite private girls school that Rice attended, she was nicknamed Spo (short for Sportin); she played three sports, was student council president and valedictorian. At home, the family entertained distinguished friends such as Madeleine Albright, who would later become the first female Secretary of State. At Stanford, Rice studied hard yet made her mark via political activism. To protest apartheid, she established a fund for alumni gifts with a catch - the funds could only be accessed if the university divested from companies conducting business with South Africa, or if apartheid were abolished. Professional Career: Senior foreign policy adviser to Senator Obama, 2005-08 Senior Fellow in Foreign Policy, Global Economy Development, Brookings Institution, 2002-present Senior adviser for National Security Affairs, Kerry-Edwards campaign, 2004 Managing Director Principal of Intellibridge International, 2001-02 Management consultant, McKinsey Company, 1991-93 Clinton Administration: Assistant Secretary of State for African Affairs, 1997-2001 Special Assistant to the President Senior Director for African Affairs, National Security Council (NSC), 1995-97 Director for International Organizations Peacekeeping, NSC, 1993-95 Political Career: While working on the presidential campaign of Michael Dukakis, an aide encouraged Rice to consider the National Security Council as a future career path. She began her stint with the NSC in peacekeeping and was soon promoted to senior director for African affairs. When she was named Assistant Secretary of State for Africa by President Bill Clinton at age 32, she became one of the youngest ever to hold that position. Her responsibilities included overseeing the actions of more than 40 nations and 5000 foreign service officials. Her appointment was regarded with skepticism by some US bureaucrats who cited her youth and inexperience; in Africa, concerns over cultural differences and her ability to deal effectively with traditional African male heads of state were raised. Yet Rices skill as a charming but firm negotiator and her unflagging determination have aided her in difficult situations. Even critics acknowledge her strengths; one prominent Africa scholar has called her dynamic, a quick study, and good on her feet. If confirmed as US ambassador, Susan Rice will be the second-youngest ambassador to the UN. Honors Awards: Co-recipient of the White House’s 2000 Samuel Nelson Drew Memorial Award for distinguished contributions to the formation of peaceful, cooperative relationships between states. Awarded the Chatham House-British International Studies Association Prize for the most distinguished doctoral dissertation in the UK in the field of International Relations. Personal Life: Susan Rice married Ian Cameron on September 12, 1992 in Washington, DC; the two met while at Stanford. Cameron is executive producer of ABC Newss This Week with George Stephanopoulos. The couple have two young children. Sources: Berman, Russell. Meet Obamas Tenacious, Take Charge Dr. Rice. NYSun.com, 28 January 2008.Brant, Martha. Into Africa. Stanford Magazine at Stanfordalumni.org, January/February 2000.Brookings Experts: Senior Fellow Susan E. Rice. Brookings.edu, retrieved 1 December 2008.Emmett J. Rice, Education of an Economist: From Fulbright Scholar to the Federal Reserve Board, 1951-1979. University of California Black Alumni Series, transcript of an interview conducted 18 May 1984.Stanford Alumni: Black Community Services Center Hall of Fame. Stanfordalumni.org, retrieved 1 December 2008.Times Topics: Susan E. Rice. NYTimes.com, retrieved 1 December 2008.WEDDINGS; Susan E. Rice, Ian Cameron.  New York Times, 13 September 1992.

Angels Demons Chapter 3235

â€Å"Sorry for the slow flight,† the pilot apologized, emerging from the cockpit. â€Å"Had to trim her back. Noise regulations over populated areas.† Langdon checked his watch. They had been airborne thirty-seven minutes. The pilot popped the outer door. â€Å"Anybody want to tell me what’s going on?† Neither Vittoria nor Langdon responded. â€Å"Fine,† he said, stretching. â€Å"I’ll be in the cockpit with the air-conditioning and my music. Just me and Garth.† The late-afternoon sun blazed outside the hangar. Langdon carried his tweed jacket over his shoulder. Vittoria turned her face skyward and inhaled deeply, as if the sun’s rays somehow transferred to her some mystical replenishing energy. Mediterraneans, Langdon mused, already sweating. â€Å"Little old for cartoons, aren’t you?† Vittoria asked, without opening her eyes. â€Å"I’m sorry?† â€Å"Your wristwatch. I saw it on the plane.† Langdon flushed slightly. He was accustomed to having to defend his timepiece. The collector’s edition Mickey Mouse watch had been a childhood gift from his parents. Despite the contorted foolishness of Mickey’s outstretched arms designating the hour, it was the only watch Langdon had ever worn. Waterproof and glow-in-the-dark, it was perfect for swimming laps or walking unlit college paths at night. When Langdon’s students questioned his fashion sense, he told them he wore Mickey as a daily reminder to stay young at heart. â€Å"It’s six o’clock,† he said. Vittoria nodded, eyes still closed. â€Å"I think our ride’s here.† Langdon heard the distant whine, looked up, and felt a sinking feeling. Approaching from the north was a helicopter, slicing low across the runway. Langdon had been on a helicopter once in the Andean Palpa Valley looking at the Nazca sand drawings and had not enjoyed it one bit. A flying shoebox. After a morning of space plane rides, Langdon had hoped the Vatican would send a car. Apparently not. The chopper slowed overhead, hovered a moment, and dropped toward the runway in front of them. The craft was white and carried a coat of arms emblazoned on the side – two skeleton keys crossing a shield and papal crown. He knew the symbol well. It was the traditional seal of the Vatican – the sacred symbol of the Holy See or â€Å"holy seat† of government, the seat being literally the ancient throne of St. Peter. The Holy Chopper, Langdon groaned, watching the craft land. He’d forgotten the Vatican owned one of these things, used for transporting the Pope to the airport, to meetings, or to his summer palace in Gandolfo. Langdon definitely would have preferred a car. The pilot jumped from the cockpit and strode toward them across the tarmac. Now it was Vittoria who looked uneasy. â€Å"That’s our pilot?† Langdon shared her concern. â€Å"To fly, or not to fly. That is the question.† The pilot looked like he was festooned for a Shakespearean melodrama. His puffy tunic was vertically striped in brilliant blue and gold. He wore matching pantaloons and spats. On his feet were black flats that looked like slippers. On top of it all, he wore a black felt beret. â€Å"Traditional Swiss Guard uniforms,† Langdon explained. â€Å"Designed by Michelangelo himself.† As the man drew closer, Langdon winced. â€Å"I admit, not one of Michelangelo’s better efforts.† Despite the man’s garish attire, Langdon could tell the pilot meant business. He moved toward them with all the rigidity and dignity of a U.S. Marine. Langdon had read many times about the rigorous requirements for becoming one of the elite Swiss Guard. Recruited from one of Switzerland’s four Catholic cantons, applicants had to be Swiss males between nineteen and thirty years old, at least 5 feet 6 inches, trained by the Swiss Army, and unmarried. This imperial corps was envied by world governments as the most allegiant and deadly security force in the world. â€Å"You are from CERN?† the guard asked, arriving before them. His voice was steely. â€Å"Yes, sir,† Langdon replied. â€Å"You made remarkable time,† he said, giving the X-33 a mystified stare. He turned to Vittoria. â€Å"Ma’am, do you have any other clothing?† â€Å"I beg your pardon?† He motioned to her legs. â€Å"Short pants are not permitted inside Vatican City.† Langdon glanced down at Vittoria’s legs and frowned. He had forgotten. Vatican City had a strict ban on visible legs above the knee – both male and female. The regulation was a way of showing respect for the sanctity of God’s city. â€Å"This is all I have,† she said. â€Å"We came in a hurry.† The guard nodded, clearly displeased. He turned next to Langdon. â€Å"Are you carrying any weapons?† Weapons? Langdon thought. I’m not even carrying a change of underwear! He shook his head. The officer crouched at Langdon’s feet and began patting him down, starting at his socks. Trusting guy, Langdon thought. The guard’s strong hands moved up Langdon’s legs, coming uncomfortably close to his groin. Finally they moved up to his chest and shoulders. Apparently content Langdon was clean, the guard turned to Vittoria. He ran his eyes up her legs and torso. Vittoria glared. â€Å"Don’t even think about it.† The guard fixed Vittoria with a gaze clearly intended to intimidate. Vittoria did not flinch. â€Å"What’s that?† the guard said, pointing to a faint square bulge in the front pocket of her shorts. Vittoria removed an ultrathin cell phone. The guard took it, clicked it on, waited for a dial tone, and then, apparently satisfied that it was indeed nothing more than a phone, returned it to her. Vittoria slid it back into her pocket. â€Å"Turn around, please,† the guard said. Vittoria obliged, holding her arms out and rotating a full 360 degrees. The guard carefully studied her. Langdon had already decided that Vittoria’s form-fitting shorts and blouse were not bulging anywhere they shouldn’t have been. Apparently the guard came to the same conclusion. â€Å"Thank you. This way please.† The Swiss Guard chopper churned in neutral as Langdon and Vittoria approached. Vittoria boarded first, like a seasoned pro, barely even stooping as she passed beneath the whirling rotors. Langdon held back a moment. â€Å"No chance of a car?† he yelled, half-joking to the Swiss Guard, who was climbing in the pilot’s seat. The man did not answer. Langdon knew that with Rome’s maniacal drivers, flying was probably safer anyway. He took a deep breath and boarded, stooping cautiously as he passed beneath the spinning rotors. As the guard fired up the engines, Vittoria called out, â€Å"Have you located the canister?† The guard glanced over his shoulder, looking confused. â€Å"The what?† â€Å"The canister. You called CERN about a canister?† The man shrugged. â€Å"No idea what you’re talking about. We’ve been very busy today. My commander told me to pick you up. That’s all I know.† Vittoria gave Langdon an unsettled look. â€Å"Buckle up, please,† the pilot said as the engine revved. Langdon reached for his seat belt and strapped himself in. The tiny fuselage seemed to shrink around him. Then with a roar, the craft shot up and banked sharply north toward Rome. Rome†¦ the caput mundi, where Caesar once ruled, where St. Peter was crucified. The cradle of modern civilization. And at its core†¦ a ticking bomb. 33 Rome from the air is a labyrinth – an indecipherable maze of ancient roadways winding around buildings, fountains, and crumbling ruins. The Vatican chopper stayed low in the sky as it sliced northwest through the permanent smog layer coughed up by the congestion below. Langdon gazed down at the mopeds, sight-seeing buses, and armies of miniature Fiat sedans buzzing around rotaries in all directions. Koyaanisqatsi, he thought, recalling the Hopi term for â€Å"life out of balance.† Vittoria sat in silent determination in the seat beside him. The chopper banked hard. His stomach dropping, Langdon gazed farther into the distance. His eyes found the crumbling ruins of the Roman Coliseum. The Coliseum, Langdon had always thought, was one of history’s greatest ironies. Now a dignified symbol for the rise of human culture and civilization, the stadium had been built to host centuries of barbaric events – hungry lions shredding prisoners, armies of slaves battling to the death, gang rapes of exotic women captured from far-off lands, as well as public beheadings and castrations. It was ironic, Langdon thought, or perhaps fitting, that the Coliseum had served as the architectural blueprint for Harvard’s Soldier Field – the football stadium where the ancient traditions of savagery were reenacted every fall†¦ crazed fans screaming for bloodshed as Harvard battled Yale. As the chopper headed north, Langdon spied the Roman Forum – the heart of pre-Christian Rome. The decaying columns looked like toppled gravestones in a cemetery that had somehow avoided being swallowed by the metropolis surrounding it. To the west the wide basin of the Tiber River wound enormous arcs across the city. Even from the air Langdon could tell the water was deep. The churning currents were brown, filled with silt and foam from heavy rains. â€Å"Straight ahead,† the pilot said, climbing higher. Langdon and Vittoria looked out and saw it. Like a mountain parting the morning fog, the colossal dome rose out of the haze before them: St. Peter’s Basilica. â€Å"Now that,† Langdon said to Vittoria, â€Å"is something Michelangelo got right.† Langdon had never seen St. Peter’s from the air. The marble faà §ade blazed like fire in the afternoon sun. Adorned with 140 statues of saints, martyrs, and angels, the Herculean edifice stretched two football fields wide and a staggering six long. The cavernous interior of the basilica had room for over 60,000 worshipers†¦ over one hundred times the population of Vatican City, the smallest country in the world. Incredibly, though, not even a citadel of this magnitude could dwarf the piazza before it. A sprawling expanse of granite, St. Peter’s Square was a staggering open space in the congestion of Rome, like a classical Central Park. In front of the basilica, bordering the vast oval common, 284 columns swept outward in four concentric arcs of diminishing size†¦ an architectural trompe de l’oiel used to heighten the piazza’s sense of grandeur. As he stared at the magnificent shrine before him, Langdon wondered what St. Peter would think if he were here now. The Saint had died a gruesome death, crucified upside down on this very spot. Now he rested in the most sacred of tombs, buried five stories down, directly beneath the central cupola of the basilica. â€Å"Vatican City,† the pilot said, sounding anything but welcoming. Langdon looked out at the towering stone bastions that loomed ahead – impenetrable fortifications surrounding the complex†¦ a strangely earthly defense for a spiritual world of secrets, power, and mystery. â€Å"Look!† Vittoria said suddenly, grabbing Langdon’s arm. She motioned frantically downward toward St. Peter’s Square directly beneath them. Langdon put his face to the window and looked. â€Å"Over there,† she said, pointing. Langdon looked. The rear of the piazza looked like a parking lot crowded with a dozen or so trailer trucks. Huge satellite dishes pointed skyward from the roof of every truck. The dishes were emblazoned with familiar names: Televisor Europea Video Italia BBC United Press International Langdon felt suddenly confused, wondering if the news of the antimatter had already leaked out. Vittoria seemed suddenly tense. â€Å"Why is the press here? What’s going on?† The pilot turned and gave her an odd look over his shoulder. â€Å"What’s going on? You don’t know?† â€Å"No,† she fired back, her accent husky and strong. â€Å"Il Conclavo,† he said. â€Å"It is to be sealed in about an hour. The whole world is watching.† Il Conclavo. The word rang a long moment in Langdon’s ears before dropping like a brick to the pit of his stomach. Il Conclavo. The Vatican Conclave. How could he have forgotten? It had been in the news recently. Fifteen days ago, the Pope, after a tremendously popular twelve-year reign, had passed away. Every paper in the world had carried the story about the Pope’s fatal stroke while sleeping – a sudden and unexpected death many whispered was suspicious. But now, in keeping with the sacred tradition, fifteen days after the death of a Pope, the Vatican was holding Il Conclavo – the sacred ceremony in which the 165 cardinals of the world – the most powerful men in Christendom – gathered in Vatican City to elect the new Pope. Every cardinal on the planet is here today, Langdon thought as the chopper passed over St. Peter’s Basilica. The expansive inner world of Vatican City spread out beneath him. The entire power structure of the Roman Catholic Church is sitting on a time bomb. 34 Cardinal Mortati gazed up at the lavish ceiling of the Sistine Chapel and tried to find a moment of quiet reflection. The frescoed walls echoed with the voices of cardinals from nations around the globe. The men jostled in the candlelit tabernacle, whispering excitedly and consulting with one another in numerous languages, the universal tongues being English, Italian, and Spanish. The light in the chapel was usually sublime – long rays of tinted sun slicing through the darkness like rays from heaven – but not today. As was the custom, all of the chapel’s windows had been covered in black velvet in the name of secrecy. This ensured that no one on the inside could send signals or communicate in any way with the outside world. The result was a profound darkness lit only by candles†¦ a shimmering radiance that seemed to purify everyone it touched, making them all ghostly†¦ like saints. What privilege, Mortati thought, that I am to oversee this sanctified event. Cardinals over eighty years of age were too old to be eligible for election and did not attend conclave, but at seventy-nine years old, Mortati was the most senior cardinal here and had been appointed to oversee the proceedings. Following tradition, the cardinals gathered here two hours before conclave to catch up with friends and engage in last-minute discussion. At 7 P.M., the late Pope’s chamberlain would arrive, give opening prayer, and then leave. Then the Swiss Guard would seal the doors and lock all the cardinals inside. It was then that the oldest and most secretive political ritual in the world would begin. The cardinals would not be released until they decided who among them would be the next Pope. Conclave. Even the name was secretive. â€Å"Con clave† literally meant â€Å"locked with a key.† The cardinals were permitted no contact whatsoever with the outside world. No phone calls. No messages. No whispers through doorways. Conclave was a vacuum, not to be influenced by anything in the outside world. This would ensure that the cardinals kept Solum Dum prae oculis†¦ only God before their eyes. Outside the walls of the chapel, of course, the media watched and waited, speculating as to which of the cardinals would become the ruler of one billion Catholics worldwide. Conclaves created an intense, politically charged atmosphere, and over the centuries they had turned deadly: poisonings, fist fights, and even murder had erupted within the sacred walls. Ancient history, Mortati thought. Tonight’s conclave will be unified, blissful, and above all†¦ brief. Or at least that had been his speculation. Now, however, an unexpected development had emerged. Mystifyingly, four cardinals were absent from the chapel. Mortati knew that all the exits to Vatican City were guarded, and the missing cardinals could not have gone far, but still, with less than an hour before opening prayer, he was feeling disconcerted. After all, the four missing men were no ordinary cardinals. They were the cardinals. The chosen four. As overseer of the conclave, Mortati had already sent word through the proper channels to the Swiss Guard alerting them to the cardinals’ absence. He had yet to hear back. Other cardinals had now noticed the puzzling absence. The anxious whispers had begun. Of all cardinals, these four should be on time! Cardinal Mortati was starting to fear it might be a long evening after all. He had no idea. 35 The Vatican’s helipad, for reasons of safety and noise control, is located in the northwest tip of Vatican City, as far from St. Peter’s Basilica as possible. â€Å"Terra firma,† the pilot announced as they touched down. He exited and opened the sliding door for Langdon and Vittoria. Langdon descended from the craft and turned to help Vittoria, but she had already dropped effortlessly to the ground. Every muscle in her body seemed tuned to one objective – finding the antimatter before it left a horrific legacy. After stretching a reflective sun tarp across the cockpit window, the pilot ushered them to an oversized electric golf cart waiting near the helipad. The cart whisked them silently alongside the country’s western border – a fifty-foot-tall cement bulwark thick enough to ward off attacks even by tanks. Lining the interior of the wall, posted at fifty-meter intervals, Swiss Guards stood at attention, surveying the interior of the grounds. The cart turned sharply right onto Via della Osservatorio. Signs pointed in all directions: Palazzio Governatorio Collegio Ethiopiana Basilica San Pietro Capella Sistina They accelerated up the manicured road past a squat building marked Radio Vaticana. This, Langdon realized to his amazement, was the hub of the world’s most listened-to radio programming – Radio Vaticana – spreading the word of God to millions of listeners around the globe. â€Å"Attenzione,† the pilot said, turning sharply into a rotary. As the cart wound round, Langdon could barely believe the sight now coming into view. Giardini Vaticani, he thought. The heart of Vatican City. Directly ahead rose the rear of St. Peter’s Basilica, a view, Langdon realized, most people never saw. To the right loomed the Palace of the Tribunal, the lush papal residence rivaled only by Versailles in its baroque embellishment. The severe-looking Governatorato building was now behind them, housing Vatican City’s administration. And up ahead on the left, the massive rectangular edifice of the Vatican Museum. Langdon knew there would be no time for a museum visit this trip. â€Å"Where is everyone?† Vittoria asked, surveying the deserted lawns and walkways. The guard checked his black, military-style chronograph – an odd anachronism beneath his puffy sleeve. â€Å"The cardinals are convened in the Sistine Chapel. Conclave begins in a little under an hour.† Langdon nodded, vaguely recalling that before conclave the cardinals spent two hours inside the Sistine Chapel in quiet reflection and visitations with their fellow cardinals from around the globe. The time was meant to renew old friendships among the cardinals and facilitate a less heated election process. â€Å"And the rest of the residents and staff?† â€Å"Banned from the city for secrecy and security until the conclave concludes.† â€Å"And when does it conclude?† The guard shrugged. â€Å"God only knows.† The words sounded oddly literal. After parking the cart on the wide lawn directly behind St. Peter’s Basilica, the guard escorted Langdon and Vittoria up a stone escarpment to a marble plaza off the back of the basilica. Crossing the plaza, they approached the rear wall of the basilica and followed it through a triangular courtyard, across Via Belvedere, and into a series of buildings closely huddled together. Langdon’s art history had taught him enough Italian to pick out signs for the Vatican Printing Office, the Tapestry Restoration Lab, Post Office Management, and the Church of St. Ann. They crossed another small square and arrived at their destination. The Office of the Swiss Guard is housed adjacent to Il Corpo di Vigilanza, directly northeast of St. Peter’s Basilica. The office is a squat, stone building. On either side of the entrance, like two stone statues, stood a pair of guards. Langdon had to admit, these guards did not look quite so comical. Although they also wore the blue and gold uniform, each wielded the traditional â€Å"Vatican long sword† – an eight-foot spear with a razor-sharp scythe – rumored to have decapitated countless Muslims while defending the Christian crusaders in the fifteenth century. As Langdon and Vittoria approached, the two guards stepped forward, crossing their long swords, blocking the entrance. One looked up at the pilot in confusion. â€Å"I pantaloni,† he said, motioning to Vittoria’s shorts. The pilot waved them off. â€Å"Il comandante vuole vederli subito.† The guards frowned. Reluctantly they stepped aside. Inside, the air was cool. It looked nothing like the administrative security offices Langdon would have imagined. Ornate and impeccably furnished, the hallways contained paintings Langdon was certain any museum worldwide would gladly have featured in its main gallery. The pilot pointed down a steep set of stairs. â€Å"Down, please.† Langdon and Vittoria followed the white marble treads as they descended between a gauntlet of nude male sculptures. Each statue wore a fig leaf that was lighter in color than the rest of the body. The Great Castration, Langdon thought. It was one of the most horrific tragedies in Renaissance art. In 1857, Pope Pius IX decided that the accurate representation of the male form might incite lust inside the Vatican. So he got a chisel and mallet and hacked off the genitalia of every single male statue inside Vatican City. He defaced works by Michelangelo, Bramante, and Bernini. Plaster fig leaves were used to patch the damage. Hundreds of sculptures had been emasculated. Langdon had often wondered if there was a huge crate of stone penises someplace. â€Å"Here,† the guard announced. They reached the bottom of the stairs and dead-ended at a heavy, steel door. The guard typed an entry code, and the door slid open. Langdon and Vittoria entered. Beyond the threshold was absolute mayhem. Angels Demons Chapter 3235 â€Å"Sorry for the slow flight,† the pilot apologized, emerging from the cockpit. â€Å"Had to trim her back. Noise regulations over populated areas.† Langdon checked his watch. They had been airborne thirty-seven minutes. The pilot popped the outer door. â€Å"Anybody want to tell me what’s going on?† Neither Vittoria nor Langdon responded. â€Å"Fine,† he said, stretching. â€Å"I’ll be in the cockpit with the air-conditioning and my music. Just me and Garth.† The late-afternoon sun blazed outside the hangar. Langdon carried his tweed jacket over his shoulder. Vittoria turned her face skyward and inhaled deeply, as if the sun’s rays somehow transferred to her some mystical replenishing energy. Mediterraneans, Langdon mused, already sweating. â€Å"Little old for cartoons, aren’t you?† Vittoria asked, without opening her eyes. â€Å"I’m sorry?† â€Å"Your wristwatch. I saw it on the plane.† Langdon flushed slightly. He was accustomed to having to defend his timepiece. The collector’s edition Mickey Mouse watch had been a childhood gift from his parents. Despite the contorted foolishness of Mickey’s outstretched arms designating the hour, it was the only watch Langdon had ever worn. Waterproof and glow-in-the-dark, it was perfect for swimming laps or walking unlit college paths at night. When Langdon’s students questioned his fashion sense, he told them he wore Mickey as a daily reminder to stay young at heart. â€Å"It’s six o’clock,† he said. Vittoria nodded, eyes still closed. â€Å"I think our ride’s here.† Langdon heard the distant whine, looked up, and felt a sinking feeling. Approaching from the north was a helicopter, slicing low across the runway. Langdon had been on a helicopter once in the Andean Palpa Valley looking at the Nazca sand drawings and had not enjoyed it one bit. A flying shoebox. After a morning of space plane rides, Langdon had hoped the Vatican would send a car. Apparently not. The chopper slowed overhead, hovered a moment, and dropped toward the runway in front of them. The craft was white and carried a coat of arms emblazoned on the side – two skeleton keys crossing a shield and papal crown. He knew the symbol well. It was the traditional seal of the Vatican – the sacred symbol of the Holy See or â€Å"holy seat† of government, the seat being literally the ancient throne of St. Peter. The Holy Chopper, Langdon groaned, watching the craft land. He’d forgotten the Vatican owned one of these things, used for transporting the Pope to the airport, to meetings, or to his summer palace in Gandolfo. Langdon definitely would have preferred a car. The pilot jumped from the cockpit and strode toward them across the tarmac. Now it was Vittoria who looked uneasy. â€Å"That’s our pilot?† Langdon shared her concern. â€Å"To fly, or not to fly. That is the question.† The pilot looked like he was festooned for a Shakespearean melodrama. His puffy tunic was vertically striped in brilliant blue and gold. He wore matching pantaloons and spats. On his feet were black flats that looked like slippers. On top of it all, he wore a black felt beret. â€Å"Traditional Swiss Guard uniforms,† Langdon explained. â€Å"Designed by Michelangelo himself.† As the man drew closer, Langdon winced. â€Å"I admit, not one of Michelangelo’s better efforts.† Despite the man’s garish attire, Langdon could tell the pilot meant business. He moved toward them with all the rigidity and dignity of a U.S. Marine. Langdon had read many times about the rigorous requirements for becoming one of the elite Swiss Guard. Recruited from one of Switzerland’s four Catholic cantons, applicants had to be Swiss males between nineteen and thirty years old, at least 5 feet 6 inches, trained by the Swiss Army, and unmarried. This imperial corps was envied by world governments as the most allegiant and deadly security force in the world. â€Å"You are from CERN?† the guard asked, arriving before them. His voice was steely. â€Å"Yes, sir,† Langdon replied. â€Å"You made remarkable time,† he said, giving the X-33 a mystified stare. He turned to Vittoria. â€Å"Ma’am, do you have any other clothing?† â€Å"I beg your pardon?† He motioned to her legs. â€Å"Short pants are not permitted inside Vatican City.† Langdon glanced down at Vittoria’s legs and frowned. He had forgotten. Vatican City had a strict ban on visible legs above the knee – both male and female. The regulation was a way of showing respect for the sanctity of God’s city. â€Å"This is all I have,† she said. â€Å"We came in a hurry.† The guard nodded, clearly displeased. He turned next to Langdon. â€Å"Are you carrying any weapons?† Weapons? Langdon thought. I’m not even carrying a change of underwear! He shook his head. The officer crouched at Langdon’s feet and began patting him down, starting at his socks. Trusting guy, Langdon thought. The guard’s strong hands moved up Langdon’s legs, coming uncomfortably close to his groin. Finally they moved up to his chest and shoulders. Apparently content Langdon was clean, the guard turned to Vittoria. He ran his eyes up her legs and torso. Vittoria glared. â€Å"Don’t even think about it.† The guard fixed Vittoria with a gaze clearly intended to intimidate. Vittoria did not flinch. â€Å"What’s that?† the guard said, pointing to a faint square bulge in the front pocket of her shorts. Vittoria removed an ultrathin cell phone. The guard took it, clicked it on, waited for a dial tone, and then, apparently satisfied that it was indeed nothing more than a phone, returned it to her. Vittoria slid it back into her pocket. â€Å"Turn around, please,† the guard said. Vittoria obliged, holding her arms out and rotating a full 360 degrees. The guard carefully studied her. Langdon had already decided that Vittoria’s form-fitting shorts and blouse were not bulging anywhere they shouldn’t have been. Apparently the guard came to the same conclusion. â€Å"Thank you. This way please.† The Swiss Guard chopper churned in neutral as Langdon and Vittoria approached. Vittoria boarded first, like a seasoned pro, barely even stooping as she passed beneath the whirling rotors. Langdon held back a moment. â€Å"No chance of a car?† he yelled, half-joking to the Swiss Guard, who was climbing in the pilot’s seat. The man did not answer. Langdon knew that with Rome’s maniacal drivers, flying was probably safer anyway. He took a deep breath and boarded, stooping cautiously as he passed beneath the spinning rotors. As the guard fired up the engines, Vittoria called out, â€Å"Have you located the canister?† The guard glanced over his shoulder, looking confused. â€Å"The what?† â€Å"The canister. You called CERN about a canister?† The man shrugged. â€Å"No idea what you’re talking about. We’ve been very busy today. My commander told me to pick you up. That’s all I know.† Vittoria gave Langdon an unsettled look. â€Å"Buckle up, please,† the pilot said as the engine revved. Langdon reached for his seat belt and strapped himself in. The tiny fuselage seemed to shrink around him. Then with a roar, the craft shot up and banked sharply north toward Rome. Rome†¦ the caput mundi, where Caesar once ruled, where St. Peter was crucified. The cradle of modern civilization. And at its core†¦ a ticking bomb. 33 Rome from the air is a labyrinth – an indecipherable maze of ancient roadways winding around buildings, fountains, and crumbling ruins. The Vatican chopper stayed low in the sky as it sliced northwest through the permanent smog layer coughed up by the congestion below. Langdon gazed down at the mopeds, sight-seeing buses, and armies of miniature Fiat sedans buzzing around rotaries in all directions. Koyaanisqatsi, he thought, recalling the Hopi term for â€Å"life out of balance.† Vittoria sat in silent determination in the seat beside him. The chopper banked hard. His stomach dropping, Langdon gazed farther into the distance. His eyes found the crumbling ruins of the Roman Coliseum. The Coliseum, Langdon had always thought, was one of history’s greatest ironies. Now a dignified symbol for the rise of human culture and civilization, the stadium had been built to host centuries of barbaric events – hungry lions shredding prisoners, armies of slaves battling to the death, gang rapes of exotic women captured from far-off lands, as well as public beheadings and castrations. It was ironic, Langdon thought, or perhaps fitting, that the Coliseum had served as the architectural blueprint for Harvard’s Soldier Field – the football stadium where the ancient traditions of savagery were reenacted every fall†¦ crazed fans screaming for bloodshed as Harvard battled Yale. As the chopper headed north, Langdon spied the Roman Forum – the heart of pre-Christian Rome. The decaying columns looked like toppled gravestones in a cemetery that had somehow avoided being swallowed by the metropolis surrounding it. To the west the wide basin of the Tiber River wound enormous arcs across the city. Even from the air Langdon could tell the water was deep. The churning currents were brown, filled with silt and foam from heavy rains. â€Å"Straight ahead,† the pilot said, climbing higher. Langdon and Vittoria looked out and saw it. Like a mountain parting the morning fog, the colossal dome rose out of the haze before them: St. Peter’s Basilica. â€Å"Now that,† Langdon said to Vittoria, â€Å"is something Michelangelo got right.† Langdon had never seen St. Peter’s from the air. The marble faà §ade blazed like fire in the afternoon sun. Adorned with 140 statues of saints, martyrs, and angels, the Herculean edifice stretched two football fields wide and a staggering six long. The cavernous interior of the basilica had room for over 60,000 worshipers†¦ over one hundred times the population of Vatican City, the smallest country in the world. Incredibly, though, not even a citadel of this magnitude could dwarf the piazza before it. A sprawling expanse of granite, St. Peter’s Square was a staggering open space in the congestion of Rome, like a classical Central Park. In front of the basilica, bordering the vast oval common, 284 columns swept outward in four concentric arcs of diminishing size†¦ an architectural trompe de l’oiel used to heighten the piazza’s sense of grandeur. As he stared at the magnificent shrine before him, Langdon wondered what St. Peter would think if he were here now. The Saint had died a gruesome death, crucified upside down on this very spot. Now he rested in the most sacred of tombs, buried five stories down, directly beneath the central cupola of the basilica. â€Å"Vatican City,† the pilot said, sounding anything but welcoming. Langdon looked out at the towering stone bastions that loomed ahead – impenetrable fortifications surrounding the complex†¦ a strangely earthly defense for a spiritual world of secrets, power, and mystery. â€Å"Look!† Vittoria said suddenly, grabbing Langdon’s arm. She motioned frantically downward toward St. Peter’s Square directly beneath them. Langdon put his face to the window and looked. â€Å"Over there,† she said, pointing. Langdon looked. The rear of the piazza looked like a parking lot crowded with a dozen or so trailer trucks. Huge satellite dishes pointed skyward from the roof of every truck. The dishes were emblazoned with familiar names: Televisor Europea Video Italia BBC United Press International Langdon felt suddenly confused, wondering if the news of the antimatter had already leaked out. Vittoria seemed suddenly tense. â€Å"Why is the press here? What’s going on?† The pilot turned and gave her an odd look over his shoulder. â€Å"What’s going on? You don’t know?† â€Å"No,† she fired back, her accent husky and strong. â€Å"Il Conclavo,† he said. â€Å"It is to be sealed in about an hour. The whole world is watching.† Il Conclavo. The word rang a long moment in Langdon’s ears before dropping like a brick to the pit of his stomach. Il Conclavo. The Vatican Conclave. How could he have forgotten? It had been in the news recently. Fifteen days ago, the Pope, after a tremendously popular twelve-year reign, had passed away. Every paper in the world had carried the story about the Pope’s fatal stroke while sleeping – a sudden and unexpected death many whispered was suspicious. But now, in keeping with the sacred tradition, fifteen days after the death of a Pope, the Vatican was holding Il Conclavo – the sacred ceremony in which the 165 cardinals of the world – the most powerful men in Christendom – gathered in Vatican City to elect the new Pope. Every cardinal on the planet is here today, Langdon thought as the chopper passed over St. Peter’s Basilica. The expansive inner world of Vatican City spread out beneath him. The entire power structure of the Roman Catholic Church is sitting on a time bomb. 34 Cardinal Mortati gazed up at the lavish ceiling of the Sistine Chapel and tried to find a moment of quiet reflection. The frescoed walls echoed with the voices of cardinals from nations around the globe. The men jostled in the candlelit tabernacle, whispering excitedly and consulting with one another in numerous languages, the universal tongues being English, Italian, and Spanish. The light in the chapel was usually sublime – long rays of tinted sun slicing through the darkness like rays from heaven – but not today. As was the custom, all of the chapel’s windows had been covered in black velvet in the name of secrecy. This ensured that no one on the inside could send signals or communicate in any way with the outside world. The result was a profound darkness lit only by candles†¦ a shimmering radiance that seemed to purify everyone it touched, making them all ghostly†¦ like saints. What privilege, Mortati thought, that I am to oversee this sanctified event. Cardinals over eighty years of age were too old to be eligible for election and did not attend conclave, but at seventy-nine years old, Mortati was the most senior cardinal here and had been appointed to oversee the proceedings. Following tradition, the cardinals gathered here two hours before conclave to catch up with friends and engage in last-minute discussion. At 7 P.M., the late Pope’s chamberlain would arrive, give opening prayer, and then leave. Then the Swiss Guard would seal the doors and lock all the cardinals inside. It was then that the oldest and most secretive political ritual in the world would begin. The cardinals would not be released until they decided who among them would be the next Pope. Conclave. Even the name was secretive. â€Å"Con clave† literally meant â€Å"locked with a key.† The cardinals were permitted no contact whatsoever with the outside world. No phone calls. No messages. No whispers through doorways. Conclave was a vacuum, not to be influenced by anything in the outside world. This would ensure that the cardinals kept Solum Dum prae oculis†¦ only God before their eyes. Outside the walls of the chapel, of course, the media watched and waited, speculating as to which of the cardinals would become the ruler of one billion Catholics worldwide. Conclaves created an intense, politically charged atmosphere, and over the centuries they had turned deadly: poisonings, fist fights, and even murder had erupted within the sacred walls. Ancient history, Mortati thought. Tonight’s conclave will be unified, blissful, and above all†¦ brief. Or at least that had been his speculation. Now, however, an unexpected development had emerged. Mystifyingly, four cardinals were absent from the chapel. Mortati knew that all the exits to Vatican City were guarded, and the missing cardinals could not have gone far, but still, with less than an hour before opening prayer, he was feeling disconcerted. After all, the four missing men were no ordinary cardinals. They were the cardinals. The chosen four. As overseer of the conclave, Mortati had already sent word through the proper channels to the Swiss Guard alerting them to the cardinals’ absence. He had yet to hear back. Other cardinals had now noticed the puzzling absence. The anxious whispers had begun. Of all cardinals, these four should be on time! Cardinal Mortati was starting to fear it might be a long evening after all. He had no idea. 35 The Vatican’s helipad, for reasons of safety and noise control, is located in the northwest tip of Vatican City, as far from St. Peter’s Basilica as possible. â€Å"Terra firma,† the pilot announced as they touched down. He exited and opened the sliding door for Langdon and Vittoria. Langdon descended from the craft and turned to help Vittoria, but she had already dropped effortlessly to the ground. Every muscle in her body seemed tuned to one objective – finding the antimatter before it left a horrific legacy. After stretching a reflective sun tarp across the cockpit window, the pilot ushered them to an oversized electric golf cart waiting near the helipad. The cart whisked them silently alongside the country’s western border – a fifty-foot-tall cement bulwark thick enough to ward off attacks even by tanks. Lining the interior of the wall, posted at fifty-meter intervals, Swiss Guards stood at attention, surveying the interior of the grounds. The cart turned sharply right onto Via della Osservatorio. Signs pointed in all directions: Palazzio Governatorio Collegio Ethiopiana Basilica San Pietro Capella Sistina They accelerated up the manicured road past a squat building marked Radio Vaticana. This, Langdon realized to his amazement, was the hub of the world’s most listened-to radio programming – Radio Vaticana – spreading the word of God to millions of listeners around the globe. â€Å"Attenzione,† the pilot said, turning sharply into a rotary. As the cart wound round, Langdon could barely believe the sight now coming into view. Giardini Vaticani, he thought. The heart of Vatican City. Directly ahead rose the rear of St. Peter’s Basilica, a view, Langdon realized, most people never saw. To the right loomed the Palace of the Tribunal, the lush papal residence rivaled only by Versailles in its baroque embellishment. The severe-looking Governatorato building was now behind them, housing Vatican City’s administration. And up ahead on the left, the massive rectangular edifice of the Vatican Museum. Langdon knew there would be no time for a museum visit this trip. â€Å"Where is everyone?† Vittoria asked, surveying the deserted lawns and walkways. The guard checked his black, military-style chronograph – an odd anachronism beneath his puffy sleeve. â€Å"The cardinals are convened in the Sistine Chapel. Conclave begins in a little under an hour.† Langdon nodded, vaguely recalling that before conclave the cardinals spent two hours inside the Sistine Chapel in quiet reflection and visitations with their fellow cardinals from around the globe. The time was meant to renew old friendships among the cardinals and facilitate a less heated election process. â€Å"And the rest of the residents and staff?† â€Å"Banned from the city for secrecy and security until the conclave concludes.† â€Å"And when does it conclude?† The guard shrugged. â€Å"God only knows.† The words sounded oddly literal. After parking the cart on the wide lawn directly behind St. Peter’s Basilica, the guard escorted Langdon and Vittoria up a stone escarpment to a marble plaza off the back of the basilica. Crossing the plaza, they approached the rear wall of the basilica and followed it through a triangular courtyard, across Via Belvedere, and into a series of buildings closely huddled together. Langdon’s art history had taught him enough Italian to pick out signs for the Vatican Printing Office, the Tapestry Restoration Lab, Post Office Management, and the Church of St. Ann. They crossed another small square and arrived at their destination. The Office of the Swiss Guard is housed adjacent to Il Corpo di Vigilanza, directly northeast of St. Peter’s Basilica. The office is a squat, stone building. On either side of the entrance, like two stone statues, stood a pair of guards. Langdon had to admit, these guards did not look quite so comical. Although they also wore the blue and gold uniform, each wielded the traditional â€Å"Vatican long sword† – an eight-foot spear with a razor-sharp scythe – rumored to have decapitated countless Muslims while defending the Christian crusaders in the fifteenth century. As Langdon and Vittoria approached, the two guards stepped forward, crossing their long swords, blocking the entrance. One looked up at the pilot in confusion. â€Å"I pantaloni,† he said, motioning to Vittoria’s shorts. The pilot waved them off. â€Å"Il comandante vuole vederli subito.† The guards frowned. Reluctantly they stepped aside. Inside, the air was cool. It looked nothing like the administrative security offices Langdon would have imagined. Ornate and impeccably furnished, the hallways contained paintings Langdon was certain any museum worldwide would gladly have featured in its main gallery. The pilot pointed down a steep set of stairs. â€Å"Down, please.† Langdon and Vittoria followed the white marble treads as they descended between a gauntlet of nude male sculptures. Each statue wore a fig leaf that was lighter in color than the rest of the body. The Great Castration, Langdon thought. It was one of the most horrific tragedies in Renaissance art. In 1857, Pope Pius IX decided that the accurate representation of the male form might incite lust inside the Vatican. So he got a chisel and mallet and hacked off the genitalia of every single male statue inside Vatican City. He defaced works by Michelangelo, Bramante, and Bernini. Plaster fig leaves were used to patch the damage. Hundreds of sculptures had been emasculated. Langdon had often wondered if there was a huge crate of stone penises someplace. â€Å"Here,† the guard announced. They reached the bottom of the stairs and dead-ended at a heavy, steel door. The guard typed an entry code, and the door slid open. Langdon and Vittoria entered. Beyond the threshold was absolute mayhem.

Athletes drug use Essay Example | Topics and Well Written Essays - 1000 words

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Badrs A Balcony over the Fakihani, Pillars of Salt, by Fadia Faqir, and Al-Atrashs A Woman of Five Seasons :: Badr Fakihani Faqir Pillars Five Seasons Essays

Badr's A Balcony over the Fakihani, Pillars of Salt, by Fadia Faqir, and Al-Atrash's A Woman of Five Seasons Struggles for independence from foreign conquerors, civil tyrants, and the hands of the oppressive have long been the backdrop for life in the Arab World. This struggle is compounded for Arab women, who have the added worries of societal and cultural constraints. The 20th century was a notably gory one, particularly in the Middle East. There have been numerous, almost continuous aggressive confrontations in the region since the dawn of the 20th century, beginning with Ibn Saud?s campaign against the Ottoman Empire (Diller 384) and concluding with the suicide bombings of contemporary daily news. Typically, the actors of this violence have been predominantly men, yet such far reaching, and pervading circumstances of violence have inevitably had an impact on the daily lives and consciousness of countless generations of Arab women. This impact has also saturated the minds of many Arab women writers, and the depth of this effect comes across very well in the works of Liyana Badr, Leila Al -Atrash, and Fadia Faqir. The political and historical contexts of each novel are extremely telling. This ever-present aggressive backdrop influences settings and personal storylines of characters in Badr?s A Balcony over the Fakihani, Faqir?s Pillars of Salt, and Al-Atrash?s A Woman of Five Seasons overwhelmingly. Pillars of Salt, which is set in the early 20s in Jordan, has the earliest setting of all three novels and happens to be one of the more violent. In 1920, Transjordan was p! laced under British mandate. The British left in May of 1923, and then Emir Abdullah attempted to appease and unite various Bedouin groups and form a unit of men able to protect the land from invaders (Diller 261). It is with this historical context that we happen upon the story of Maha and her struggle for survival and independence. The novel begins with the storyteller?s muddy mixture of fact and fable. The storyteller recounts his first encounter with the English, and describes the way ?their cars exhaled black smoke into the clear blue sky? (Faqir 3). The storyteller is somewhat removed from the political context because he is ?half-Arab? (Faqir 3), yet it is still evident that there is some ill feeling towards the English. Later on, we are presented with another political opinion of the storyteller. He describes the story of the Balfour Declaration, and portrays it in a very negative manner, calling i! t the result of Lord Balfour?

The Globalization of Mcdonald’s

Leading the Global Enterprise System Abstract The organization chosen is McDonald’s. McDonald’s is a multibillion dollar corporation that has concurred the fast food industry around the globe. McDonald’s has grow by expanding into new competitive spaces, attaining a complex mixture of financial knowledge, custom understanding, developing material and knowledge assets, to expand the market possibilities and replicating and standardizing their practices to be duplicated in similar markets across the globe.McDonalds as a western corporation had to make adjustments in the way they think and react to situations and customs. This paper will demonstrate how McDonald’s developed an open-mindness on the part of their leadership. Outline and Annotated Bibliography Globalization A. Introduction 1. The globalization of a multi-billion dollar corporation. 2. This paper will provide a guide through a corporation that addresses its western effect on other nations through food. B. Points of discussion 1. Anti-globalization movement against the west. . There are several reasons why leadership fails to support the organization and its goals. 3. Increasing performance through deep change. 4. The Five stage approach competency model. C. Conclusions 1. Lack of leadership coupled with cultural sensitivity can provide success or failure. 2. Further research into developing leadership styles that would support and enhance the service provided in other non western nations. Introduction McDonald’s a multi-billion dollar corporation that utilizes local employees in each community.The mega giant has developed a tier of progression of success as it has an on going development of a component of the corporation’s strategic plan to educate their managers and line level employees. This occurs by developing a nurturing and ever developing environment for its staff. As such, McDonald’s has demonstrated its dedication throughout its globalization a cross the street and around the world through the development of a university designed to teach the managers how to lead. The Hamburger University is designed to teach basic management skills with an emphasis on consumer’s behavior and leadership skills.The university also focuses on restaurant specific skills to operate a specific restaurant in a particular geographic location. The utilization of the university has lead to the development of a global leadership program. In turn it has strengthened the management staff that supports its line workers in an achievement –oriented environment. The employees can meet with their managers to be challenged and empowered to find the solutions. This paper will address the techniques and measured outcomes of the globalization of the multi-billion Dollar Corporation and how it develops the staff through the leadership and training it provides.Culture (from the Latin cultural stemming from colere, meaning â€Å"to cultivate† )[1] generally refers to patterns of human activity and the symbolic structures that give such activities significance and importance. Cultures can be â€Å"understood as systems of symbols and meanings that even their creators contest, that lack fixed boundaries, that are constantly in flux, and that interact and compete with one another†[2] Culture can be defined as all the ways of life including arts, beliefs and institutions of a population that are passed down from generation to generation.Culture has been called â€Å"the way of life for an entire society. â€Å"[3] As such, it includes codes of manners, dress, language, religion, rituals, norms of behavior such as law and morality, and systems of belief as well as the art. (Wikipedia, 2008)) Cultural diversity is explaining the differences between people, such as language, the way they dress and traditions and the way societies organize themselves, their conception of morality and religion, and the way they interact with the environment. (Wikipedia, 2008) Cultural competence refers to an ability to interact effectively with people of different cultures.Cultural competence comprises four components: (a) Awareness of one's own cultural worldview, (b) Attitude towards cultural differences, (c) Knowledge of different cultural practices and worldviews, and (d) cross-cultural Skills. Developing cultural competence results in an ability to understand, communicate with, and effectively interact with people across cultures. Globalization Globalization is defined as the process of social, political, economic, cultural, and technological integration among countries around the world. (Hodgetts, Luthans, Doh) This process has occurred in almost every nation across the globe.Globalization has influenced international interaction of various cultures in order to exchange and educated other parts of the world. This process is designed to trade the culture’s services, ideas and products. Moreover, the enc ouragement of globalization has a significant impact on the political and economic involvement throughout the world. A major influence of globalization is food. Styles of foods are easily globalized throughout the world as each of us is made up of some sort of hybrid of a different culture. It is not uncommon for a grandmother to make a dish from the â€Å"old country† during a festive holiday.The consumption and preparation of the dish in its original ethnic form is what allows the globalization to continue throughout the generations. If changes occur to the originality of the food its cultural beliefs are somewhat diminished. McDonald’s a multi-billion dollar mega corporation decided to go global with the westernized fast food industry into foreign countries. This transformation bought one of the US most beloved foods to other geographical locations and impacted a generation. Most cultures infrequently accepted such a new concept of a food so its introduction was unf amiliar and extremely different.McDonald’s was the first corporation to introduce new eating habits and changes to other nations. As the introduction occurred throughout the world Catherine Schnaubelt wrote in her study that â€Å"McDonald’s has over 1. 5 million franchises in the United States and about half of the total franchises are outside the U. S. in over 120 countries. † As a result of the widespread introduction of McDonald’s the company has demonstrated its willingness to conform to the local culture by the pervasive enhances rather than contaminate its culture.As a result of these enhances McDonald’s has permitted most of the foreign franchises to be locally owned and operated however utilizing the core values of the corporation without creating undesirable affects on the culture. This is called franchising. A franchise is a business arrangement under which one party (the franchisor) allows another (the franchisee) to operate an enterpri se using its trademark, logo, product line, and methods of operation in return for a fee. (Hodgetts, Luthans, Doh) With that said, the individual culture and norms are integrated within the menu.This includes the religious and the culture’s diversity. However, in some nations McDonald’s is viewed as the west and its global movement away from long-established culturally based foods towards the consumption of fast food. This process Americanizes the culture it infiltrates by the restructuring of the local diet at some level. This infiltration is viewed in a negative manner by some and as hip by the younger generation that is exposed to more of American development through movies, music and the internet. Anti-GlobalizationIn 1999 a French farmer named Jose Bove of Brazil ransacked a McDonald’s only to become a hero to anti-globalization. His emergence at anti-globalization gatherings across the world and even in the US has given him overnight fame for his intrepid move in destroying a McDonald’s restaurant. Bove’s aspiration came from the desire to support the local farmers and to stop the destruction of the fields by extracting the goods and mixing them with unhealthy chemicals to enhance the flavor. Eric Schlosser (2002), states that â€Å"By eating like Americans people all over the world are beginning to look more like Americans, at least in one respect.The United States has one of the highest obesity rates of any industrialized nation in the world. † (p. 240). â€Å"As people eat more meals outside the home, they consume more calories, less fiber and more fat. † (p. 241). The introduction of unhealthy foods and eating habits of foreign foods into outside cultures radically affects the traditional culture found in the nation’s foods despite McDonald’s attempt to incorporate the nation’s culture and religious beliefs in the menu. Many Europeans worry about globalization's effects on their fo od from the west.However, the prominent anti-globalization movement is actually a small minority. In fact, a clear majority of Europeans, especially the young, accepts that increasing global economic, political, and cultural exchange can enrich their country and their lives. They believe that a strong European Union can help them take advantage of globalization's benefits while shielding them from its negative effects. Despite the views of others some Europeans believe globalization is what is right for Europe. Leadership Competency ModelThe types of leadership perspectives that McDonald’s incorporates in their management is the Leadership Competency Model. The Leadership Competency Model utilizes a leadership appraisal program. Each organization has its own process and culture to nurture its employees. Some processes often fail as they do not provide ownership to the participants and fail to account for the different cultures, climates, and nuances found in every organizatio n. For effective change to take place you must involve the individuals in the development and implementation of any process.This guide uses a five stage approach for building a competency model: * Stage One – Assemble Focus team and create a list of processes. * Stage Two – Build behavioral indicators for each process. * Stage Three – Categorize the data. * Stage Four – Order each category. * Stage Five – Validate your competency model. The first stage in building a Leadership Competency Model is to assemble a Focus Team composed of a cross-functional mix of first-line leaders, middle leaders, and senior leaders.McDonald’s provides the Leadership Competency Model in conjunction with Hamburger University to develop leadership. Graduates from the university and those who participates in the Leadership Competency Model development of processes are considered the experts practitioners in their field. That is, they should be the finest in their f ields. Using interviews, surveys, observations, including information on how individuals act, think, and feel while doing their jobs and other activities, create a list of the major processes and the requirements needed y leaders to disseminate in the workplace. In Stage Two, the members of the team identify the major behavioral indicators for each competency that must be performed to produce the desired outputs. Going through each competency, list the major behavioral indicators (Skills, Knowledge, attitudes) needed for superior performance (normally two to four). These behavioral indicators need to be: *Future-focused rather than need or problem-focused. * Part of a strategic planning or organizational change process model.In Stage Three, you categorize the data to include a leadership competency list divided into three categories, Core, Leadership, and Professional; with the behavioral indicator listed for each process. The core competencies is required of all individuals within the organization, the leadership competencies are specialty items for managers and supervisors, while the professional competencies are specific for each position. The competency list will insure that the chosen behavioral indicators are really the required skills, knowledge, or attitudes.The method used to organize the competencies is reduced to smaller, more manageable bundles of information that can easily be identified and used throughout the organization. Stage Four provides order to each category. Stage Four allows the identification of importance for each category. This allows the opportunity to discard unnecessary or excessive categories from the list. Stage Five allows validation of the instrument. This can be completed by utilizing duplication through replicating the original results: Replicate the original research results.This is done by obtaining another sample of superior performers, conducting interviews, and deriving a competency model. Creating departmental focus gr oups to allow more people to become involved, while at the same time, giving you less information to accumulate. Structured Interviews/Observation: Perform one-on-one interviews and observations with a random number of leaders throughout the organization to determine which competencies they perform and to get their opinions of which ones are the most important for the execution of their job.In order to develop a program to achieve this goal a strategic understanding and planning need to occur. Understanding motivation, the key to success, relates to the adhered interest and involvement in a goal-oriented task by a member of the team. There are a variety of ways to view what rewards affect learning and behavior in the workplace. Two such ways are intrinsic desires and external controls. Intrinsic desire is the desire of the learner to reach mastery of a skill, as well as situational factors, based on personal desires that drive or motivate the employee.External controls are those tha t are governed by the policies and procedures of the organization. These procedures prevent and/or protect the necessity and essence of the organization. Generally, lack of having available the sources of motivation which are the primary reason to retain an employee with a corporation is divided into two categories; each containing a number of components responding to related strategies. McDonald’s has developed a university to combat poor development within the company. In 1961, Fred turner, a former senior chairman and Ray Kroc’s first grillman founded Hamburger University.The university was developed to provide training that emphasized consistent restaurant operations to include procedures, services, quality and cleanliness. It is the company’s global center for training and leadership development. Currently there are more than 5,000 employees that attend the university each year. Since 1961 more than 80,000 managers, mid-managers and owner/operators have gra duated from the university. Hamburger University was developed to foster the company mission to be the best aptitude in each of its employees.For employees who attend the university the hope is to instill Quality, Services, Cleanliness and Value (QSC;amp;V). Increasing Performance| | | | To attain excellence, an individual, group or organization must care enough about an activity to insist that it fully meets and exceeds the demands of its audience (either internal or external), and this involves a fair amount of risk. (Leslie, J. Velsor, E 1996) McDonald’s utilizes the five stage approach for building a competency model as a means to devise a road map of development for the employees within the company.The utilization of Hamburger University, the five stage approach and grasping the view of the Quality, Services, cleanliness and Value (QSC;amp;V) gives the employees the opportunity to reach for a deep change for success. Leadership and Culture Sensitivity Despite notable pro gress in the overall acceptance of globalization there continues to be continuing disparities in effects of the west emerging into other cultures. The acceptance status among the east and others compared to the U. S. opulation as a whole shows a vast difference in how corporations such as McDonalds can grow globally. In addition, the global system is becoming more challenged as the population becomes more ethnically diverse. Therefore, the future of globalization in areas such as China will be directly impacted by the influence of McDonalds to the social economical environment to provide substantial improvements. Cultural, ethnic, linguistic, and economic differences impact how individuals and groups access and use globalized products.They can also present barriers to effective communication between the leader and the employee if there is a lack of understanding of the language, culture or norms. This is especially true when leader’s stereotypes, misinterpret, make faulty ass umptions, or otherwise mishandle their encounters with employees who are viewed as different in terms of their backgrounds and experiences. The demand for culturally competent leaders in the United States is a direct result of the need for leaders to handle operations that have gone global.The term cultural competence refers to the ability to work effectively with individuals from different cultural and ethnic backgrounds, or in settings where several cultures coexist. It includes the ability to understand the language, culture, and behaviors of other individuals and groups, and to make appropriate recommendations. Cultural competence exists on a continuum from incompetence to proficiency. Cultural sensitivity, which is a necessary component of cultural competence, means that leaders make a significant effort to be aware of and understand the culture in which they work.Cultural competence cannot be achieved through short workshops or classes. A long-term commitment is required to le arn a second language and become familiar with other cultures to deliver an effective service for the ethnically diverse world and the potential and actual cultural factors that affect their interactions with a client. It also means that they are willing to design programs and materials and implement those programs to make recommendations that are culturally relevant and culturally specific. The terms cultural competence and culturally effective and are sometimes used synonymously.Culturally effective training is, indeed, related to cultural competence and cultural sensitivity. However, it goes beyond these concepts in describing the dynamic relationship between leader and employee. Effective communication between leaders and employees may be even more challenging when linguistic barriers exist. Cultural competence is a developmental process that requires a long-term commitment. It is not a specific end product that occurs after a two-hour workshop, but it is an active process of le arning and practicing over time. Becoming culturally competent is discuss than to implement.Individuals working with different ethnic and cultural groups can become more culturally competent by advancing through three main stages: developing awareness, acquiring knowledge, and developing and maintaining cross-cultural skills. Developing cultural awareness includes recognizing the value of the population and its cultural diversity. It also means an honest assessment of one's biases and stereotypes to include limits of their understanding. One can never learn enough about another culture. However, acquiring knowledge about other groups is the foundation of cultural competence.In addition to understanding other cultures, it is essential to understand how different cultural groups view themselves. Knowledge of another culture includes assessments of facts to include relevant norms, values, worldviews, and the practicality of everyday life and how that reflects in the business as a whole . Even though the United States is a pluralistic society, most employers have been trained in a mono-cultural tradition. In addition to this some leaders operate as if ethnic and cultural differences are insignificant.Cross-cultural skills are developed through formal training, informal interaction and experience. Organizational Responsibilities It is important for leaders to articulate a commitment to cultural competence and to initiate cultural-competence initiatives. Many companies receive social and legal pressures to do this from different segments of the cultures they impact. The development of professional preparation programs can play a significant role in providing the knowledge and skills for culturally competent leaders.These programs can provide on the job training and other formats developed with the sole purpose of addressing cultural competence and/or cultural sensitivity. They also can provide specific educational components on cultural competence and/or cultural sen sitivity within the program. Trainings and in house development of skills is one thing but leaders need to go beyond educating their employees and providing workshops on cultural sensitivity they must also change institutional policies and procedures.This can be done by constant review and ongoing development of the skills needed. Steps to Becoming Culturally Competent Developing Awareness * Admitting personal biases, stereotypes, and prejudices * Becoming aware of cultural norms, attitudes, and beliefs * Valuing diversity * Willingness to extend oneself psychologically and physically to others * Recognizing comfort level in different situations Acquiring Knowledge * Knowing how your culture is viewed by others * Attending classes, workshops, and seminars about other cultures * Reading about other cultures Watching movies and documentaries about other cultures * Attending cultural events and festivals * Sharing knowledge and experiences with others * Visiting other countries before placement. Developing and Maintaining Cross-Cultural Skills * Making friends with people of different cultures * Establishing professional and working relationships with people of different cultures * Learning another language * Learning verbal and nonverbal cues of other cultures * Becoming more comfortable in cross-cultural situations * Assessing what works and what does not Assessing how the beliefs and behaviors of the cultural group affect the client or family * Learning to negotiate between the person's beliefs and practices and the culture of your profession * Being more flexible * Attending continuing education seminars and workshops * Learning to develop culturally relevant and appropriate programs, materials, and interventions * Learning to evaluate culturally relevant and appropriate programs, materials, and interventions * Ongoing evaluation of personal feelings and reactions Overcoming fears, personal biases, stereotypes, and prejudices *Developing and implementing a st rategy to recruit, retain, and promote qualified, diverse, and culturally competent administrative, and support staff * Promoting and supporting the necessary attitudes, behaviors, knowledge, and skills for staff to work respectfully and effectively with patients and each other in a culturally diverse work environment * Developing a comprehensive strategy to address culturally and linguistically appropriate services, including strategic goals, plans, policies, and procedures * Hiring and training interpreters and bilingual staff Providing a bilingual staff or free interpretation services to customers and employees with limited English skills * Translating and making available commonly used educational materials in different languages * Developing structures and procedures to address cross-cultural ethical and legal conflicts, complaints, or grievances. While cultural competence has increased significantly, there is still much to be done on the personal, organizational, and societal levels. Education and training to enhance the ability of a culturally effective leader must be integrated into lifelong learning.Through these activities, current and future leaders will be prepared to meet the needs of cultures from across the street and around the world. Conclusion In conclusion, globalization through the fast food industry has allowed the west to develop in other countries. McDonalds has been a dominating force in the immergence of western culture. The globalization within the food industry is not always received warmly by everyone in other nations. The fast food industry offers food items that change or may violate religious or cultural beliefs.However, McDonald’s has taken extreme efforts to develop a corporation that offers education and training to all of the employees. This training gives each restaurant the opportunity to develop within the five stage model utilized for leadership. By allowing restaurants to be locally owned by other nations through franchising allows for community owned companies. This thus allows them to drive changes in the menu to support the traditions and religious beliefs. With local owned restaurants it’s difficult to believe that there would be any resistance through anti-globalization.Anti-globalization only impedes global progress and can cause significant economic issues. McDonalds as a global leader has been successful in the development of its staff and support in the community.References | | Kaye, B and Jordon-Evans (1997) Love’em or Lose’em: Getting Good People to Stay O’Hagan, K. (2007) â€Å"Social Work Practice: â€Å"A Practical Guide for Professionals. † Jessica Kinglsey Publishers, 15 – 19 Northouse, P. (2007) Leadership Theory and Practice Sage Publications. Hodgetts, R. , Luthans, F. 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