Angels Demons Chapter 126-129

126Cardinal Mortati knew t present(predicate) were no haggle in any language that could contract added to the mystery of this min. The silence of the vision eachplace St. Peters Squ be sang louder than any chorus of angels.As he st atomic number 18d up at Camerlegno Ventresca, Mortati matt-up the paralyzing collision of his heart and mind. The vision markmed real, tangible. And yet how could it be? Every bingle had seen the camerlegno get in the chop. They had all witnessed the ball of light in the sky. And now, well-nigh(a)how, the camerlegno s besidesd mellow above them on the rooftop judiciary. Transported by angels? Reincarnated by the hand of god?This is unthinkableMortatis heart wishinged nonhing more than to desire, only his mind cried taboo for modestness. And yet all just about him, the cardinals stared up, manifestly seeing what he was seeing, paralytic with wonder.It was the camerlegno. There was no doubt. But he looked different somehow. Divine. As if he had been purified. A spirit? A patch? His white flesh shone in the spotlights with an incorporeal weightlessness.In the square there was crying, prosperous, spontaneous applause. A multitude of nuns fell to their knees and wailight-emitting diode saetas. A pulsing grew from in the crowd. Suddenly, the entire square was chanting the camerlegnos name. The cardinals, some with tears rolling down their submits, joined in. Mortati looked around him and act to comprehend. Is this really happening?Camerlegno Carlo Ventresca stood on the rooftop terrace of St. Peters Basilica and looked down all over the multitudes of people staring up at him. Was he awake or dreaming? He mat up transformed, otherworldly. He wondered if it was his torso or adept his spirit that had floated down from heaven toward the soft, darkened expanse of the Vati drive out City Gardens alighting bid a silent angel on the deserted lawns, his black leap place shrouded from the betise by the towering s hadow of St. Peters Basilica. He wondered if it was his body or his spirit that had possessed the strength to climb the ancient Stair authority of Medallions to the rooftop terrace where he now stood.He felt as light as a ghost.Although the people below were chanting his name, he knew it was non him they were cheering. They were cheering from impulsive joy, the same kind of joy he felt perpetuallyy day of his life as he pondered the Almighty. They were experiencing what each of them had always farseeinged for an self- cigaretteurance of the beyond a substantiation of the power of the Creator.Camerlegno Ventresca had prayed all his life for this moment, and still, tied(p) he could not fathom that paragon had found a way to make it worldly concernifest. He wanted to cry out to them. Your divinity is a living God Behold the miracles all around youHe stood there a while, numb and yet feeling more than he had ever felt. When, at last, the spirit moved him, he bowed his head and s tepped gutsbone from the edge.Alone now, he knelt on the roof, and prayed.127The images around him blurred, drifting in and out. Langdons eyeball slowly began to focus. His legs ached, and his body felt desire it had been run over by a truck. He was lying on his side on the ground. Something stunk, wish bile. He could still hear the incessant sound of lapping water. It no broader sounded peaceful to him. There were other sounds too talking soused around him. He dictum blurry white forms. Were they all wearing white? Langdon decided he was either in an asylum or heaven. From the burning in his throat, Langdon decided it could not be heaven.Hes finished regurgitateing, one man said in Italian. Turn him. The phonation was firm and professional.Langdon felt custody slowly rolling him onto his back. His head swam. He tried to vex up, but the hands gently forced him back down. His body submitted. therefore Langdon felt individual going through with(predicate) his pockets, removing items. indeed he passed out cold.Dr. Jacobus was not a religious man the intelligence of medicine had bred that from him long ago. And yet, the events in Vatican City tonight had set up up his systematic logic to the test. like a s earnest bodies are go from the sky?Dr. Jacobus felt the pulse of the dilapidated man they had just pulled from the Tiber River. The doctor decided that God himself had hand-delivered this one to safety. The concussion of hitting the water had knocked the victim unconscious, and if it had not been for Jacobus and his crew standing out on the shore watching the spectacle in the sky, this falling soul would surely pay score gone unnoticed and drowned.e Americano, a nanny-goat said, going through the mans wallet after they pulled him to dry land.American? Romans often joked that Americans had gotten so easy in Rome that hamburgers should be lessen the official Italian food. But Americans falling from the sky? Jacobus flicked a penlight in the mans eyes, testing his dilation. Sir? Can you hear me? Do you know where you are?The man was unconscious again. Jacobus was not surprised. The man had vomited a lot of water after Jacobus had performed CPR.Si chiama Robert Langdon, the go down on said, subscribeing the mans drivers license.The company assembled on the bobtail all stop short.Impossibile Jacobus declared. Robert Langdon was the man from the television the American professor who had been helping the Vatican. Jacobus had seen Mr. Langdon, only minutes ago, getting into a pearly in St. Peters Square and flying miles up into the air. Jacobus and the others had run out to the dock to witness the antimatter explosion a tremendous sphere of light like nothing any of them had ever seen. How could this be the same manIts him the nurse exclaimed, brushing his soaked hair back. And I recognize his tweed finishSuddenly person was yelling from the hospital entryway. It was one of the patients. She was screaming, goin g mad, property her portable radio to the sky and praising God. Apparently Camerlegno Ventresca had just miraculously appeared on the roof of the Vatican.Dr. Jacobus decided, when his shift got off at 8 A.M., he was going straight to perform.The lights over Langdons head were brighter now, sterile. He was on some kind of examination table. He smelled astringents, strange chemicals. Someone had just accustomed him an injection, and they had removed his clothes.Definitely not gypsies, he decided in his conscious delirium. Aliens, perhaps? Yes, he had heard intimately things like this. Fortunately these beings would not harm him. All they wanted were his Not on your life Langdon sit down bolt upright, eyes flying open.Attento one of the creatures yelled, steadying him. His badge read Dr. Jacobus. He looked remarkably human.Langdon stammered, I conceptEasy, Mr. Langdon. Youre in a hospital.The blurriness began to lift. Langdon felt a wave of relief. He hated hospitals, but they for sure beat aliens harvesting his testicles.My name is Dr. Jacobus, the man said. He explained what had just happened. You are very lucky to be alive.Langdon did not feel lucky. He could just make sense of his own memories the helicopter the camerlegno. His body ached everywhere. They gave him some water, and he rinsed out his mouth. They placed a new gauze on his palm.Where are my clothes? Langdon asked. He was wearing a newspaper publisher robe. superstar of the nurses motioned to a dripping wad of shredded khaki and tweed on the counter. They were soaked. We had to recognise them off you.Langdon looked at his shredded Harris tweed and frowned.You had some Kleenex in your pocket, the nurse said.It was thus that Langdon saw the ravaged shreds of parchment clinging all over the liner of his jacket. The folio from Galileos Diagramma. The last copy on earth had just dissolved. He was too numb to know how to react. He just stared.We saved your individualised items. She held up a plastic bin. Wallet, camcorder, and pen. I dried the camcorder off the ruff I could.I dont own a camcorder.The nurse frowned and held out the bin. Langdon looked at the contents. Along with his wallet and pen was a tiny Sony RUVI camcorder. He re resounded it now. Kohler had turn over it to him and asked him to give it to the media.We found it in your pocket. I think youll need a new one, though. The nurse flipped open the two-inch screen on the back. Your viewer is cracked. indeed she brightened. The sound still works, though. Barely. She held the device up to her ear. Keeps acting something over and over. She listened a moment and then scowled, handing it to Langdon. Two guys arguing, I think.Puzzled, Langdon took the camcorder and held it to his ear. The vowel systems were pinched and metallic, but they were discernible. One close. One far away. Langdon recognized them both.Sitting there in his paper gown, Langdon listened in amazement to the confabulation. Although he cou ldnt see what was happening, when he heard the frightful finale, he was thankful he had been spared the visual.My GodAs the conversation began playing again from the beginning, Langdon lowered the camcorder from his ear and sat in appalled mystification. The antimatter the helicopter Langdons mind now kicked into gear.But that meansHe wanted to vomit again. With a rising fury of disorientation and rage, Langdon got off the table and stood on shaky legs.Mr. Langdon the doctor said, trying to stop him.I need some clothes, Langdon demanded, feeling the draft on his call down from the backless gown.But, you need to counterweight.Im checking out. Now. I need some clothes.But, sir, you NowEveryone exchanged bewildered looks. We shit no clothes, the doctor said. Perhaps tomorrow a friend could bring you some.Langdon move a slow patient breath and locked eyes with the doctor. Dr. Jacobus, I am walking out your door right now. I need clothes. I am going to Vatican City. One does not go to Vatican City with ones ass hanging out. Do I make myself clear?Dr. Jacobus swallowed hard. Get this man something to wear.When Langdon limped out of Hospital Tiberina, he felt like an overgrown birth Scout. He was wearing a blue paramedics jumpsuit that zipped up the campaign and was adorned with cloth badges that apparently depicted his numerous qualifications.The woman sequential him was heavyset and wore a similar suit. The doctor had assured Langdon she would get him to the Vatican in record time.Molto traffico, Langdon said, reminding her that the area around the Vatican was packed with cars and people.The woman looked unconcerned. She pointed proudly to one of her patches. Sono conducente di ambulanza.Ambulanza? That explained it. Langdon felt like he could use an ambulance ride.The woman led him around the side of the building. On an outcropping over the water was a cement deck where her vehicle sat waiting. When Langdon saw the vehicle he stopped in his tracks. It wa s an aging medevac chopper. The hull read Aero-Ambulanza.He hung his head.The woman smiled. Fly Vatican City. Very fast.128The College of Cardinals bristled with ebullience and electricity as they streamed back into the Sistine Chapel. In contrast, Mortati felt in himself a rising confusedness he thought might lift him off the floor and gestate him away. He believed in the ancient miracles of the Scriptures, and yet what he had just witnessed in person was something he could not possibly comprehend. later on a lifespan of devotion, seventy-nine years, Mortati knew these events should ignite in him a pious exuberance a fervent and living faith. And yet all he felt was a growing spectral unease. Something did not feel right.Signore Mortati a Swiss harbor yelled, running game down the hall. We nonplus gone to the roof as you asked. The camerlegno is flesh He is a true man He is not a spirit He is exactly as we knew himDid he speak to you?He kneels in silent prayer We are afraid to touch himMortati was at a loss. Tell him his cardinals await.Signore, because he is a man the guard hesitated.What is it?His vanity he is burned. Should we bind his wounds? He must be in pain.Mortati considered it. postal code in his lifetime of service to the church had prepared him for this situation. He is a man, so serve him as a man. Bathe him. Bind his wounds. cultivate him in fresh robes. We await his arrival in the Sistine Chapel.The guard ran off.Mortati headed for the chapel. The rest of the cardinals were inside now. As he walked down the hall, he saw Vittoria Vetra slumped but on a bench at the foot of the Royal Staircase. He could see the pain and loneliness of her loss and wanted to go to her, but he knew it would have to wait. He had work to do although he had no idea what that work could possibly be.Mortati entered the chapel. There was a riotous excitement. He close the door. God help me.Hospital Tiberinas twin-rotor Aero-Ambulanza circled in behind Vatican Ci ty, and Langdon clutch his teeth, swearing to God this was the very last helicopter ride of his life.After convincing the pilot that the rules governing Vatican airspace were the least of the Vaticans concerns right now, he guided her in, unseen, over the rear wall, and landed them on the Vaticans helipad.Grazie, he said, heavy(a) himself painfully onto the ground. She blew him a kiss and quickly took off, disappearing back over the wall and into the night.Langdon exhaled, trying to clear his head, hoping to make sense of what he was about to do. With the camcorder in hand, he boarded the same golf cart he had ridden ahead that day. It had not been charged, and the battery-meter registered close to empty. Langdon drove without headlights to conserve power.He withal favored no one see him coming.At the back of the Sistine Chapel, Cardinal Mortati stood in a daze as he watched the pandemonium before him.It was a miracle one of the cardinals shouted. The work of GodYes others excl aimed. God has make His will showThe camerlegno will be our Pope another shouted. He is not a cardinal, but God has sent a miraculous signYes someone agreed. The laws of conclave are mans laws. Gods will is before us I call for a balloting immediatelyA balloting? Mortati demanded, moving toward them. I believe that is my job.Everyone turned.Mortati could sense the cardinals studying him. They seemed distant, at a loss, offended by his sobriety. Mortati longed to feel his heart swept up in the miraculous rejoicing he saw in the faces around him. But he was not. He felt an inexplicable pain in his soul an aching somberness he could not explain. He had vowed to guide these proceedings with purity of soul, and this waver was something he could not deny.My friends, Mortati said, stepping to the altar. His voice did not seem his own. I curious I will struggle for the rest of my days with the meaning of what I have witnessed tonight. And yet, what you are suggesting regarding the came rlegno it cannot possibly be Gods will.The room fell silent.How can you say that? one of the cardinals finally demanded. The camerlegno saved the church. God communicate to the camerlegno now The man survived death itself What sign do we needThe camerlegno is coming to us now, Mortati said. Let us wait. Let us hear him before we have a balloting. There may be an explanation.An explanation?As your grand Elector, I have vowed to uphold the laws of conclave. You are no doubt assured that by Holy Law the camerlegno is ineligible for election to the papacy. He is not a cardinal. He is a non-Christian priest a chamberlain. There is also the question of his inadequate age. Mortati felt the stares hardening. By even allowing a balloting, I would be requesting that you endorse a man who Vatican Law proclaims ineligible. I would be asking each of you to break a sacred oath.But what happened here tonight, someone stammered, it certainly transcends our lawsDoes it? Mortati boomed, not even knowing now where his words were coming from. Is it Gods will that we discard the rules of the church? Is it Gods will that we abandon reason and give ourselves over to frenzy?But did you not see what we saw? another challenged angrily. How can you presume to question that kind of powerMortatis voice bellowed now with a resonance he had never known. I am not questioning Gods power It is God who gave us reason and management It is God we serve by exercising prudence129In the residence hall outside the Sistine Chapel, Vittoria Vetra sat benumbed on a bench at the foot of the Royal Staircase. When she saw the figure coming through the rear door, she wondered if she were seeing another spirit. He was bandaged, limping, and wearing some kind of aesculapian suit.She stood unable to believe the vision. Ro bert?He never answered. He strode directly to her and imprisoned her in his arms. When he touch his lips to hers, it was an impulsive, longing kiss filled with thankfulness.Vittoria felt the tears coming. Oh, God oh, thank GodHe kissed her again, more passionately, and she pressed against him, losing herself in his embrace. Their bodies locked, as if they had known each other for years. She forgot the fear and pain. She closed her eyes, weightless in the moment.It is Gods will someone was yelling, his voice echoing in the Sistine Chapel. Who but the chosen one could have survived that diabolical explosion?Me, a voice reverberated from the back of the chapel.Mortati and the others turned in wonder at the bedraggled form coming up the center aisle. Mr. Langdon?Without a word, Langdon walked slowly to the drift of the chapel. Vittoria Vetra entered too. Then two guards hurried in, pushing a cart with a large television on it. Langdon waited while they plugged it in, facing the cardinals. Then Langdon motioned for the guards to leave. They did, closing the door behind them.Now it was only Langdon, Vittoria, and the cardinals. Langdon plugged the Sony RUVIs end pr oduct into the television. Then he pressed Play.The television blared to life.The scene that materialized before the cardinals revealed the Popes office. The goggle box had been awkwardly filmed, as if by hidden camera. Off center on the screen the camerlegno stood in the dimness, in front of a fire. Although he appeared to be talking directly to the camera, it quickly became evident that he was speaking to someone else whoever was making this video. Langdon told them the video was filmed by Maximilian Kohler, the director of CERN. Only an minute of arc ago Kohler had secretly recorded his meeting with the camerlegno by using a tiny camcorder covertly mounted under the arm of his wheelchair.Mortati and the cardinals watched in bewilderment. Although the conversation was already in progress, Langdon did not bother to rewind. Apparently, whatever Langdon wanted the cardinals to see was coming upda Vinci Vetra kept diaries? the camerlegno was saying. I suppose that is penny-pinchin g news for CERN. If the diaries contain his processes for creating antimatter They dont, Kohler said. You will be relieved to know those processes died with da Vinci. However, his diaries spoke of something else. You.The camerlegno looked troubled. I dont understand.They described a meeting da Vinci had last month. With you.The camerlegno hesitated, then looked toward the door. Rocher should not have granted you access without consulting me. How did you get in here?Rocher knows the truth. I called earlier and told him what you have done.What I have done? whatsoever story you told him, Rocher is a Swiss Guard and far too close-fitting to this church to believe a bitter scientist over his camerlegno.Actually, he is too faithful not to believe. He is so faithful that despite the manifest that one of his loyal guards had betrayed the church, he refused to accept it. All day long he has been searching for another explanation.So you gave him one.The truth. Shocking as it was.If Rocher believed you, he would have arrested me.No. I wouldnt let him. I offered him my silence in exchange for this meeting.The camerlegno let out an odd laugh. You plan to blackmail the church with a story that no one will possibly believe?I have no need of blackmail. I entirely want to hear the truth from your lips. Leonardo Vetra was a friend.The camerlegno said nothing. He simply stared down at Kohler.Try this, Kohler snapped. About a month ago, Leonardo Vetra contacted you requesting an urgent audience with the Pope an audience you granted because the Pope was an lifter of Leonardos work and because Leonardo said it was an emergency.The camerlegno turned to the fire. He said nothing.Leonardo came to the Vatican in great secrecy. He was betraying his daughters confidence by coming here, a fact that troubled him deeply, but he felt he had no choice. His research had left him deeply conflicted and in need of spiritual instruction from the church. In a private meeting, he told you an d the Pope that he had make a scientific discovery with profound religious implications. He had proven Genesis was physically possible, and that intense sources of energy what Vetra called God could duplicate the moment of Creation.Silence.The Pope was stunned, Kohler continued. He wanted Leonardo to go public. His Holiness thought this discovery might begin to bridge the gap between science and religion one of the Popes life dreams. Then Leonardo explained to you the downside the reason he required the churchs guidance. It seemed his Creation experiment, exactly as your Bible predicts, produced everything in pairs. Opposites. erupt and dark. Vetra found himself, in addition to creating matter, creating antimatter. Shall I go on?The camerlegno was silent. He bent down and stoked the coals.After Leonardo Vetra came here, Kohler said, you came to CERN to see his work. Leonardos diaries said you made a personal trip to his lab.The camerlegno looked up.Kohler went on. The Pope coul d not travel without attracting media attention, so he sent you. Leonardo gave you a secret tour of his lab. He showed you an antimatter annihilation the Big Bang the power of Creation. He also showed you a large specimen he kept locked away as evidence that his new process could produce antimatter on a large scale. You were in awe. You returned to Vatican City to report to the Pope what you had witnessed.The camerlegno sighed. And what is it that troubles you? That I would respect Leonardos confidentiality by guise before the world tonight that I knew nothing of antimatter?No It troubles me that Leonardo Vetra lots proved the existence of your God, and you had him murderedThe camerlegno turned now, his face uncover nothing.The only sound was the crackle of the fire.Suddenly, the camera jiggled, and Kohlers arm appeared in the course. He leaned forward, seeming to struggle with something affixed beneath his wheelchair. When he sat back down, he held a pistol out before him. T he camera wobble was a chilling one looking from behind down the continuance of the outstretched gun directly at the camerlegno.Kohler said, Confess your sins, Father. Now.The camerlegno looked startled. You will never get out of here alive.Death would be a meet relief from the misery your faith has put me through since I was a boy. Kohler held the gun with both hands now. I am giving you a choice. Confess your sins or die right now.The camerlegno glanced toward the door.Rocher is outside, Kohler challenged. He too is prepared to kill you.Rocher is a sworn protector of th Rocher let me in here. Armed. He is sickened by your lies. You have a single option. Confess to me. I have to hear it from your very lips.The camerlegno hesitated.Kohler cocked his gun. Do you really doubt I will kill you?No matter what I tell you, the camerlegno said, a man like you will never understand.Try me.The camerlegno stood still for a moment, a dominant silhouette in the dim light of the fire. When he spoke, his words echoed with a dignity more suited to the glorious relative of altruism than that of a confession.Since the beginning of time, the camerlegno said, this church has fought the enemies of God. Sometimes with words. Sometimes with swords. And we have always survived.The camerlegno radiated conviction.But the demons of the past, he continued, were demons of fire and abomination they were enemies we could fight enemies who godly fear. Yet Satan is shrewd. As time passed, he cast off his diabolical countenance for a new face the face of slight reason. Transparent and insidious, but soulless all the same. The camerlegnos voice flashed sudden provoke an almost maniacal transition. Tell me, Mr. Kohler How can the church condemn that which makes dianoetic sense to our minds How can we decry that which is now the very foundation of our nightspot Each time the church raises its voice in warning, you shout back, craft us ignorant. Paranoid. Controlling And so your evil grows. Shrouded in a becloud of self-righteous intellectualism. It spreads like a cancer. Sanctified by the miracles of its own technology. Deifying itself Until we no longer suspect you are anything but pure goodness. science has come to save us from our sickness, hunger, and pain Behold science the new God of undated miracles, omnipotent and benevolent Ignore the weapons and the chaos. Forget the fractured loneliness and endless peril. Science is here The camerlegno stepped toward the gun. But I have seen Satans face lurking I have seen the perilWhat are you talking about Vetras science practically proved the existence of your God He was your allyAlly? Science and religion are not in this together We do not seek the same God, you and I Who is your God? One of protons, masses, and particle charges? How does your God inspire? How does your God reach into the hearts of man and remind him he is accountable to a greater power Remind him that he is accountable to his fellow man Vetra was misguided. His work was not religious, it was sacrilegious Man cannot put Gods Creation in a test tube and wave it around for the world to see This does not glorify God, it demeans God The camerlegno was clawing at his body now, his voice manic.And so you had Leonardo Vetra killedFor the church For all mankind The madness of it Man is not ready to hold the power of Creation in his hands. God in a test tube? A droplet of eloquent that can vaporize an entire city? He had to be stopped The camerlegno fell abruptly silent. He looked away, back toward the fire. He seemed to be contemplating his options.Kohlers hands leveled the gun. You have confessed. You have no escape.The camerlegno laughed sadly. Dont you see. Confessing your sins is the escape. He looked toward the door. When God is on your side, you have options a man like you could never comprehend. With his words still hanging in the air, the camerlegno grabbed the neck of his cassock and violently tore it open, revealing h is bare chest.Kohler jolted, obviously startled. What are you doingThe camerlegno did not reply. He stepped backward, toward the fireplace, and removed an object from the glowing embers. lay over Kohler demanded, his gun still leveled. What are you doingWhen the camerlegno turned, he was holding a acrid brand. The Illuminati Diamond. The mans eyes looked wild suddenly. I had intended to do this all alone. His voice seethed with a feral intensity. But now I see God meant for you to be here. You are my salvation.Before Kohler could react, the camerlegno closed his eyes, arched his back, and rammed the red hot brand into the center of his own chest. His flesh hissed. Mother Mary evoke Mother Behold your son He screamed out in agony.Kohler lurched into the frame now standing awkwardly on his feet, gun wavering wildly before him.The camerlegno screamed louder, teetering in shock. He threw the brand at Kohlers feet. Then the priest collapsed on the floor, writhing in agony.What happened next was a blur.There was a great flurry onscreen as the Swiss Guard burst into the room. The soundtrack explode with gunfire. Kohler clutched his chest, blown backward, bleeding, falling into his wheelchair.No Rocher called, trying to stop his guards from firing on Kohler.The camerlegno, still writhing on the floor, rolled and pointed frantically at Rocher. IlluminatusYou bastard, Rocher yelled, running at him. You sanctimonious bas Chartrand cut him down with three bullets. Rocher slid dead crosswise the floor.Then the guards ran to the wounded camerlegno, gathering around him. As they huddled, the video caught the face of a dazed Robert Langdon, kneeling beside the wheelchair, looking at the brand. Then, the entire frame began lurching wildly. Kohler had regained consciousness and was detaching the tiny camcorder from its holder under the arm of the wheelchair. Then he tried to hand the camcorder to Langdon.G-give Kohler gasped. G-give this to the m-media.Then the screen went b lank.

Poet makes the poem memorable Essay

Heroines is a poesy indite by Penny Windsor. The verse form is about struggling mums trying to efflux their lives as mums. By using different techniques the poet polish offs the rime memorable.The fictions in the poem atomic number 18 interesting. The similes show how the mums olfactory property about their lives. The women ar becoming unhappier, the heap top lo unrivaledy away like children playing games. The hill tops represent the womens peak in life, their happiest times. The hill tops creep away show the mums happiness slowly going away sidereal day by day, just like their children going away to play. The a barelyting simile in the poem shows that the mothers feel that they just cant take out. Plotting our escape like jail birds.The mums feel trapped like prisoners in jail. They be desperate to put out of their situation. They cant break free. In jail, prisoners go through the same routine everyday and that is how the mums feel. Another similes depict the wom en becoming fearless, tescoed prisoners rising from the star sign dust like heroines rising from the household like heroines. The mums are world compared to a phoenix. A phoenix is tell to go up into flames then is reborn from its ashes, stronger.The mums are going to establish stronger and better by rising from the household dust for their children. The reason for the mums being reborn stronger is because they get some time to themselves. The get just go minutes of the day to become stronger. They get that little time to indemnify themselves. Thats why the mums are going to be stronger and better by rising from the household dust for their children. The similes in the poem claim me take to be how the mums feel.The metaphors in the poem are creative. The metaphors show that the mums are something else. The women are changing into something different than they already were. We are the terraced women. The mums are turning into their own houses. They are in there houses so su ch(prenominal) that they are becoming them. The terraced houses only look the same and are no different from each other. The women feel like they are their houses because they are all so close together and the same as one another.Another metaphor in the poem shows that the mums have a different side that they dont get to show that often. Briefly we are wild women. They can be something that they are not for a small moment in time. For only one occasion in the day they are free and not mums merely they are wild women. They can let their hair down and relax, gabble about what they want without children being there. All the metaphors in the poem make it more outstanding.The get a linery in the poem is very imaginative. The imagery shows that the mums execute a hard, difficult life. We tug reluctant children. The mums live a unsentimental life. Their lives are a constant battle everyday. Even the easiest everyday things make life even harder for them. The word tug emphasizes how laborious their life is for them. The next piece of imagery in the poem gives a clear image of how hurt the mothers are.We wave with hands scarred by groceries and too much washing up. The mums are scarred by the life they lead. They are constantly looking after their children which never leaves them time to heal. Their scarring is physically but may also be much more mentally and underneath, heavyset down inside. The mothers are badly hurt and the imagery in this poem shows that. Also the imagery makes the poem impressive and easy to remember.The repetition in the poem is intriguing. The repetition shows that the mums are worn out and bored with their lives. The women lots have no other name apart from mum.

Product Analysis on Gillettes’s Razors

Gillette is leading worldwide home applicants, such as razor, battery, electronic and manual excessivelythbrush, manufacturing follow. On April 14, 1998, the beau monde introduced the worlds prototypal-class honours degree triple blades razor and begun to sell July 1, 1998 in the United States and September in the Western Europe. Since Gillette launched unfermented razor in 1998, the gild expected amply re go games in short-run however, the leave behind of the new crop has been defined yet.The atomic number 18as of the internal factors atomic number 18 Finance, Management, Manufacturing, grocery store position, Personnel, and Research & Development. All these factors can be defined as either strengths or failing or both. First of all, the comp any as a whole gained loot gross revenue amount of 10. 1 billion dollars and net income of 1. 4 billion dollars for the 1997 due to bring in leading battery company Duracel in 1996 and grow of Sensor stick out razor. As a r esult, company could spend 1 billion dollars to invent Mach 3 which is triple blades razor. regular(a) though Gillette had sufficient fund to invent the new product, the company took amply risk of financial side that if the new products sale does non r apiece to companys expectation, the company go away face shortage of capital resources and can be lead to bankruptcy. But if Mach3 turn out to be a New Coke or McDonalds Arch Deluxe much-hyped new products that were mostly duds and fizzle- the gloom will be heavy from Gillettes corporate headquarters in capital of Massachusettss Back Bay to the South Boston factory that Gillette has overhauled to aver 600 million Mach3 blade cartridges per year, or about half of Gillettes annual target of 1. billion Mach3 blades. (Boston Globe, 4/15/98)Since Gillette introduced Mach3 in April, the company changed its manufacturing tools to create Mach3 South Bostons factory. Gillette already spent 300 million dollars for advertising and packa ging worldwide for the year that company introduced new product. The amount is twice as much as the company put for advertising Sensor exceed in 1989. Gillette released the new product to retail stores on July 1, 1998, and starts to advertise on TV and the early(a) media six weeks later however, many people went to the companys weather vane site to look at the new product.Even though company spent tremendous amount of fund for the advertising, some people from Asia did not recognize the product according to our congregations survey. For customers, there are satisfaction and complaints for Mach3. People, who snug with Mach3 according to our survey, said there are less irritation and meteoric shaving time. Customers who complaint about Mach3 argue that they do not inadequacy to spend more m unrivaledy on better outlook. According to our survey, one hundred percent of surveyees, who does not satisfy with Mach3, say the wrong is too high for the product.Price is relatively highe r(prenominal) than other products including Sensor Excel which was the most expensive one before Mach3 came out. Its price is 6. 99 dollars per razor with one blade include currently, the company is selling for 7. 29 dollars per Mach3. It is 4 percents increased from original price, and 40 percents higher price than other products. This whitethorn lead to decrease in sales and the companys pith r neverthelessue. The company is fork overing to reach customers several different ways. Gillette offers Mach3 package product, which included Mach3 itself and couple of extra razors, Shaving cream and deodorant.This package product makes each items unit price lower than sell separately. Also, the company offers sweepstakes on the companys sack up site, and there is no obligation. This is the one of the finest ways to reach and get concern the customers. The company give chance to people to win prize without any obligation however, people will recognize the product automatically. Also, Gillette can acquire the Since Gillette is well- issuen global company, many retail stores are not pained to carry the companys product even though the products price is high.Retail stores are assume that Mach3 will bring more customers. On the other hand, even more customers come to store, it is unpredictable for increasing stores sales revenue because price is too high so that consumers would not bargain. out-of-door factors are Competitive, Economic, and Social. Gillettes major rival in the food market is Shick. Since Gillette is the first company produce triple blades razor, the company will lead the market however, rival company such as Shick will develop the akin product with higher quality or lower price.Then the result will be unforeseen unless Gillette improve Mach3s weakness high price. For long time in the United States, peoples income has been growing. As a result, customers purchasing power also increased. However, the companys market is not only the United States but also overseas, in fact, over sixty percents of sales are made from overseas. Consequently, the company has to pick up the facts that poor countries consumers are willing to use cheaper product especially the countries in economic crisis.There are 3 target groups in the market. The first group is disposal razor users that its approximately more than half of the market. The advantages of this group are cleaner, cheaper and booming to use. On the other hand, it is less quality than other two razors. The second group is regular razor such as Mach3 about 40 percents. The last group is electronic shaver users which it takes stay market share. The customers who use the electronic shaver satisfied with high technology, easy to use, saving time and safety compare to the other two products.The disadvantages of this product are high price and less cleanness when one shaves. The goal of Gillette is trying to acquire customers who use disposal and electronic shaver to Mach3. In lay out to persuade the customers to change to Mach3, the company should beat other products weaknesses and add the amend the weakness of the other product to Mach3 and decreases of its weakness. Mach3 has several strengths the first impression is learn outlook that makes customers feel differentiated from other products.Second of all, men are challengers, always pursue new trend especially on the obvious items with high technology. Although Mach3 has several strengths, it also has weaknesses. High price makes people imply twice to purchase Mach3 the older generation of the Gillette razor is cheaper than Mach3, that makes people enquire if it is necessary to spend more money on the Mach3. The key solve for Mach3 is to shave beard, but the older generation is also doing same personal credit line as Mach3 that makes no different between older and newer product. The next weakness is the advertizement.Gillette has spent 300 million dollars on the advertisement, but we did the survey with a t least thirty people 22 out of 30 surveyees know the brand from Television and magazine, but they have never uses it. This means the advertisement has preached the good news, but it has not reach peoples life. The majority of men do not know why they should spend more money to bargain for same result. The marketing strategy did not fail the sale of the Mach3, it is price controller. The main point of the marketing is to opening a market for product.Since 73% of the men from the survey know the product, this mean the marketing strategy watch over its intention. The biggest mistake we found is the price. As I mentioned, the majority of men do not know why they should spend more money to buy same result. I would recommend to the company, to lower the price and fellow the same price as older generation. Let public buys Mach3 as the same price as older generation, allow public to try out differences between Mach3 and older generation. After when market demand of the Mach3 is higher t han older generation, then increases its price.

Banned Books Essay

end-to-end history, restrains have been the target of censorship. At times, these books are even banned from schools and mankind libraries beca mathematical function the content in them is thought to be too offensive.For this assignment, you will be reading one of these banned books. Which book you read is your decision, however you should pull through in mind the appropriateness of your choice- make sure it is a book that your parents would non find objectionable.After you have read the book, you will be writing a persuasive shew defending whether or not the book should or should not be banned from a optic school library.Your essay should include a paragraph that summarizes the book as well as three logical, defendable reasons why the book should or should not be banned from a middle school library. trance you may look up the reasons why the book has been challenged in the past, the thoughts evince in the paper mustiness be your own.You are expected to use the in initialis eion about persuasive essays learned in class to format this paper. A rubric outlining the expectations will be posted on my instructor Page. Your essay must be typed and follow the standard requirements for an essay double-spaced, times New Roman, one-inch margins. Any secondary sources or research that you use must be documented with in-text citations and included on a Works Cited page.If, at any time, you have questions regarding the book you are reading or the essay you are writing, please ask me.

Ap Lang Essay

4. 04B Essay Arthur Schopenhauer evaluates the charter for balance regarding tuition and thinking for matchlessself. Reading has advantages when used correctly. However, when overused, it give notice eradicate the mind from thinking on its own. The varied use of books is the gateway to the differences mingled with men of skill and men of intelligence. You have a solid intro, entirely I feel you need more. Perhaps a more clear defined thesis, or perhaps another sentence or two. Schopenhauer stresses in this passage the negative effects of excessive reading.He states, much reading robs the mind of elasticity. The mind cannot think on its own and be stretched to red-hot limits. When a person does not want to think on their own, they recede to reading a book where someone else has done all of the thinking. Schopenhauer emphasises how a considerable amount of reading is detrimental to a person. Reading barely leaves upon his mind one single definite thought. There is no di rection for advancement. Thinking, however, leaves upon ones mind a multitude of neer ending, ever adapting thoughts.Thinking never prohibits ones mental capacity. Reading prohibits advancement. How can a person read a book and discover something that has never been discovered before? I think you should answer this question, since you ask it. Schopenhauer argues the brilliance of thinking over reading. More can be accomplished when one thinks on their own. In Schopenhauers passage, he discusses the differences between men of learning and men of intelligence. Reading is the main cause of these differences. A man of learning, reads the confine of books.

Filipino crab mentality Essay

Individuals have been aspiring for a progress in their country. With this kind of mindset, a nation entrust be adapted to trace hitched with prosperity. On the other hand, the Philippines still remains to be poor plane though we, Philippines, have been longing for its progression. We have this disease called screak humour that is one of the reasons that balks the growth of our nation and is a great obstacle to the immaculate citizenry of our country. If I atomic number 50t have it, neither can you. A very popular phrase that runs along the way of thought process of many Filipinos.This short-sighted, selfish, non-constructive thinking is called crab head. Crab psyche that exists among many Filipinos was start-off coined by Ni nonchka Rosca, is metaphorically illustrated by the behavior of crabs in a bucket. All of them are struggling for survival so they desperately get to get proscribed of the bucket. One crab tries to climb its way out of the bucket except the ot her crabs beneath him result not let him fountain and drags him guttle, thinking If I cant escape here, then you cannot too. In the end, all of them will not be able to get out of the bucket.Crab mentality, as narrated by Kane Lawless, is a edge used colloquially referring to a person trying to leave an unprivileged-life just now is kept from doing so by other people who hold them thorn for they resent that persons success. It is an act of keeping others from getting what they necessity and not wanting others to be victorious. This prevalent Crab mentality is too reflected on the famous saying we all like our friends to get onward, but not too far ahead. The tendency is they knock those people ahead of them overpower.A person pulls you down just to get them to the top or if it seems that that person cant get out of his or her poor life, he or she pulls you down so that both of you will assign the same misery. Filipino crab mentality entered the picture when the Spania rds colonized our country. Natural- natural Filipino natives (indios) worked as servants to the peninsulares (Spaniards born in Spain but residing in the islands) and insulares (Spaniards who were already born in the Islands). In order to survive, indios totally embraced the crab mentality. They destroyed the theme of a favorite.Once the damage had been done, the indios then presented themselves as better to others for them to arrive the new favorite of the peninsulares and insulares. Crab mentality was still practiced notwithstanding after the Spanish colonization where we were next colonized by the Nipponese and Americans. Decades passed but until now, traces of crab mentality have remained with modern-day Filipino (Americanenglish. ph). Unfortunately, such mentality is widely shown everywhere. It is frame in business, charitable organizations, social networks, politics, education, and religion.Its also found across race, gender, and even at home. Crab mentality is like a ze ro sum game where a further by one player must be matched by a loss of another player. in that respect is no mutually beneficial exchange. There are only losers and winners in this world view, and everyone is into making someone else a loser. It is common in places which have competitive environment like in an organization or at an office. A struggling worker possesses crab mentality for he negates the successful deeds of his coworkers.Workers snag at to apiece one other to pull them down rather than congratulating someone who earns a promotion. sight who attempts to get out of misery often commence themselves foiled by friends and relatives who keep them sucking back in. When someone decided to pursue a college at a prestigious university, some of his friends, neighbors or even family members would monish him to so that he wont be able to get out of his bad life situation or that he could not get ahead of them. In the world of politics, there is a tone assassination. Politic ians possess crustacean sensibilities.According to James, the crab mentality in the losers of the resource will not let the winners succeed. The crab mentality in them will try to pull those in power down. For example, if Manny Villar wins, Jamby Madrigal camp will not simply shut up and pray Villar becomes a successful president. If Noynoy Aquino wins, the pro-Manny Villar group will probably not work together with Noynoy in helping him to attain progress for the country. They will not praise for their opponents fantasy of the Philippines nor they will help each other but they will find a new dirt to throw at someone else construction instead.This mentality strikes at all levels. Neighbors are defaming neighbors through bad rumors and gossips. Jeepney drivers apartment the tires of their fellow drivers jeepney for them not to obtain higher income for the day. Students are destroying their classmates work or project so they wont get higher grades than them. wherefore is there c rab mentality? Crab mentality is manifested by the acts of hate, greed, envy, and jealousy. men behave like crabs when these acts control their heart. They try to outdo each other because of insecurities and selfishness. The crab mentality exists because of the mans unseen aroused demands and burning envy of the achievements and possessions of others. When one envies somebody, one of his natural reactions is to knock him down and that best describes crab mentality. Crab mentality is something that can be found in all segments of the society. It is reaching the top at the expense of others. Individuals hinder the path of the one aspiring for progress. They knock others down to acquire their repose or to prevent them succeed.Like the crab, some people believe that lifting their selves up is to bring others down. Crab people may try to bring you down with every way they can, with anger, verbal attacks, spreading false information, talking skunk your back, destroying your works and e fforts, and discouraging you to greener pastures. Theyll ruin your reputation for you to lose your self-confidence and to blockage reaching your dreams. We, Filipinos, fall as victim to the malady of crab mentality that wrecks the reputation of our country and that interferes to our nations progress.The Philippines just cant seem to move forward with this mentality and we still wonder why our country remains poor. So who suffers in the end? Who are detain all together and cant ever escape in a bucket? All of us. WORKS CITED Americanenglish. ph. Overcoming Crab Mentality discoloration with Better English Skills. 23 July 2013. Lawless, Kane. Crab Mentality a public trait of Mediocrity. The Madness to the Ties That Bind. 26 October 2010. Rosca, Ninotchka. Lily Pad. 05 September 2007. _______, James. The Crab Mentality of the Filipino people. 1 August 2009.

Education and Essay School Uniforms Essay

SCHOOL UNIFORMS should non be abolished. Schools around the world would non be the same should the rules change. The gap between the rich and the poor widens as rich students will definitely regularise on their branded garment to show off their wealth while the students from average-income households might feel humble as they could not get a chance to experience the luxury. In this essay, I will demonstrate how the wearing of uniform provides us with a powerful sense of unity and gives us better self-restraint.When students ar not wearing shallow day uniforms, they may claim that their daily clothes are much comfortable then civilise uniforms. However not each students are as fortunate as others. Those who can afford more expensive clothing will certainly mock those who are not as rich as themselves. This will cause much contrast against the poor students. With wearing school uniforms there is no need to see out what to wear every day and there is more niggardliness on academics. Instead of competing over who is wearing what, there is more focalisation on the daily school work. In many cases, girls try to garnishee provocatively or to outdo one another. Using school uniforms takes away(predicate) these distractions.Moving on to my second point, uniforms make the school more secure. Should every last(predicate) the students wear their own clothes, it would be much easier for a terrorist, to enter the school. If the self-coloured school wear different clothes, sneaking into the school will be incredibly easy for a terrorist to enter. Wearing uniforms dramatically reduce the schools security risks. The guards will not have to check all the students if school uniforms are worn.The wide array of colours and designs of clothes that students put on act as a source of distraction. Their colour combinations arrest topics of discussion among students that they lose concentration over their studies. Students will then contract very concerned about th eir peers wear. There is not really a need to look fabulous in school. Schools are places for studying not a fashion show. School uniforms can abolish all the imaginary thoughts, allowing the students to be able to focus during lesson time. All this shows that abolishing school uniforms will settle useless.As a conclusion, wearing school uniforms gives the students a variety of benefits, the approximately prominent being the sense of unity instilled in the students who wear school uniforms, the security benefits and the sense of self-restraint. The abolishing of school uniforms will not help. In my opinion, school uniforms should not be abolished.

AGRANA †From a local supplier to a global player Essay

The home grocery from the europiuman Union is nonp areil market which e very(prenominal) iodine has absolve movement with goods, services, capital and people. This was not always the way if we look ass before the time of the EU we had a Europe which was overfil conduct with conflicts and wars. Because of the foundation of the EU we got a forget me drug of opportunities in the Hesperian Europe and in substitution and Eastern Europe but alike ch bothenges because its not lento to bring so many different countries to bulge outher with different rules, cultures, norms and moral philosophy under one big Union. westward EuropeThe Western Europe refers to the countries in the west of Europe, where the distinction is different depending on the context. But the borders between Western Europe and CEE were once determined by the ratio of reason between USA and UDSSR during the Cold War. Europe was then divided in half by the Iron Curtain. OpportunitiesOne big opportunity for Wester n Europe is that the unbendables apprise get cheap human capital for their give birth work. Even today a blue-collar worker in Germany earns a hatch to a greater extent than in Poland. Another point is that the firms trick set in other enterprises from the CEE. So they can recruit extremely dissolute as we construct wait onn this with the AGRANA Company. With the contrast in culture between Western Europe and CEE the firms can enter in a unsanded market which can be really profitable. ChallengesBut the fact, that the firms can get so cheap human resources, is on the other hand likewise a problem. Because of the cheap human resources, the let home country workers will omit their job and the unemployment rate of the country will rise. Another challenges is, that firms from the CEE area can expand to the Western Europe area, so there is the danger, that it will get dumping prices. The other culture and norms makes the whole situation a lot harder. The firms collapse t o con attituder oodles of different aspects. When they dont do that the new branches cannot rise and flourish in the CEE countries. These are a fewer challenges for the Western part of Europe and it is not easy to solve these problems. underlying and Eastern EuropeThe Central and Eastern Europe countries include all the Eastern bloc countries west of the Iron Curtain, which was collapsed in 1989-90. Also include are the three Baltic States Estonia, Latvia and Lithuania. OpportunitiesFor the CEE states the integration of EU markets brought with it many opportunities to grow economically and politically. One of the big opportunities is that the CEE countries can benefit from the higher train of living from the Western Europe countries. Everybody can work easier and live in some other country. So if you penury to leave your home country and nail down down somewhere else that is no longer a problem. We still see this phenomenon to this very day in the Western European countries. More and more people are coming to live in the country than emigrate. The firms which can make descent in the CEE countries are creating new workplaces and paying taxes on the profit. So the whole country and the government have the chance to heave their level of living. ChallengesOf rail there are on the other side also challenges for the CEE countries. One of them is that the countries have to pay attention to their own experts in the country. A lot of firms in the Western part of Europe want to win the elite of the country over. This can be very precarious for the own economy. The second aspect is that because of the globalization the poverty gap is acquire bigger and bigger every day. The CEE countries have to be very metrical that they dont lose the access to the industry states. chief 2 From a resource-based view, what is behind AGRANAs telling process?AGRANA was founded in 1988 as a holding club for the Austrian wampumpeag and Starch industry. operations started with 3 sugar plants, a potato starch plant and a corn starch plant. Nowadays, AGRANA is one of the willing suppliers to the multinational brands around the mankind with revenues of US $ 2.6 billion and capitalization of $1.4 billion. In the last two decades, it has set out a global plyer with 52 production plants in 26 countries with three strategic pillars sugar, starch and production. The resource-based view focuses on a firms internal resources and capabilities, for congressman rare knowledge in the meliorate and processing of agricultural rude(a) materials like AGRANA. These precise knowledge is a big advantage for the AGRANA bon ton and not easy to copy by other competitors. After the reorganization of the European sugar market by the European Union, AGRANA was motivated to look for new directions to project in store(predicate) process of the enterprise.AGRANA decided to change into the yield-processing vault of heaven in the future. This was a really salutary-chos en decision, because AGRANA was able to transmit their core competence of the refinement process relatively easy to the yield sector. With the existing knowledge AGRANA focused on fruit preparations and the manufacturing of fruit juice concentrates to fail them globally to fruit juice and d go bykenness bottlers and fillers. An analysis of the dates of the Tables 4.1a and c (AGRANA plant locations) shows, that the fruit sector is most(prenominal)ly accountable for the impressive result of the AGRANA Company in the last years. In but four years (from 2002/3 to 2006/7) AGRANAs plant locations increased from wholly 20 plant locations (15 Sugar, 5 Starch, 0 Fruit) to 53 (10 Sugar, 4 Starch, 39 Fruit). It is noticeable that during these four years the reduction of the number of sugar and starch plants was completely compensated by the new fruit plant locations.Moreover, AGRANA spread out during the growth period across the world. Especially with the fruit sector AGRANA practice plants in countries like Argentina, Brazil, China and USA for utilisation. The cardinal to the impressive growth of AGRANA and particular the fruit sector were firstly acquisitions and secondly the ability to integrate those acquired into the group to realize synergistic effects . It started with the acquisitions of Denmarks Vallo Saft (presence in Denmark and Poland) and Austrias Steirerobst (presence in Austria, Hungary, Poland Romania, Ukraine and Russia) in 2003. Furthermore, this was followed by acquisitions of France Atys Group (largest acquisition, 20 plants across every continent), Belgiums Dirafrost and Germanys Wink Group. AGRANAs most recent expanding upon was a 50-50 joint venture with Xianyang Andre Juice Co. Ltd. in China.The chosen consistent acquisitions policy of AGRANAs CEO Johann Marihart was only realistic because of existing relationships and a huge amount of capital. AGRANA benefited from existing relationships to the victuals and drink industry from th e sugar and starch sector, whereby the diversification into a new sector was a bit more straightforward. With the existing relationships it was easier to find on the one hand acceptors for the new AGRANA products and on the other hand new production line partners in the area of distribution for example. Furthermore, Johann Marihart believes that growth is an essential requirement for the manufacturing of top-grade products at competitive prices. For this very reason, AGRANA is prospecting for new growth opportunities in the future. Hence, AGRANA has started to diversify into the biofuel sector to ensure future growth and expansion of the fraternity.Question 3 From an international perspective what challenges do you foresee AGRANA facing as it continues its expansion into other regions such as Asia?The impressive growth of the AGRANA Company is machine-accessible with an expanding strategy in Europe as well as in other continents like America and Asia. With this strategy AGRANA d iscovers new regional, cultural and quarrel challenges for instance. AGRANDA already have a lot of experience in Asia because in 2006 they acquired a 50 % stake in concentrates manufacturer Xianyang Andre Juice Co. Ltd the order is located in the province Shaanxi China and also in 2008 AGRANA started a second joint venture for apple juice concentrate in Yongji China. But maybe they great power have the problem of adapting to a different bloodline culture. The business model that AGRANA use in Europe and the horse opera world superpower not work as well in Asia. AGRANA will have to be flexible and adapt to the business characteristics of that certain(p) country that they expand too.Many Asian countries have certain business characteristics that are deeply related to the countries tradition and these traditions will not in most cases be changed. Because of this many of AGRANAs business standards such as work ethics and management styles may not match up well with Asian culture. In Asia a lot of administrative tasks that have been made easy in the west can be very time consuming. Many procedures that would be handled electronically in the West enquire a lot of paperwork which need to be filled out and stamped by hand. Cultural misunderstanding from miscommunication could be one of the biggest challenges that AGRANA will have to face. It dexterity be very hard to make a business think in Asia because of communication problems as there are a lot of English speakers in Asia but not many of them would have a strong enough understanding of both Chinese and western culture to help in business negotiation situation.Also Many Asian countries have high context cultures and AGRANDA would be more used to direct in low context cultures like in most of Europe. In high context cultures communication relies upon unspoken conditions or assumptions. This means that yes does not necessarily mean yes and this could be a major challenge for AGRANDA as they would not be use d to this. Also other challenge that AGRANA might face would be that their products might not be as prevalent in these regions and because of this it might not be as profitable for the community to open a branch in Asia. Some of the infrastructure might not be very good in some eastern Asian countries so things like transportation of their products might not be delivered very safe or as efficient as in their European branches.Also because of climate and pollution it might cost more money to keep the products fresh. ARGANDA might have trouble with human resources because in the western world employees give a lot of responsibility and would have more flexible lines of authority whereas most of the Asian workers are more accustoms to a hierarchical structure in which each worker has their own role. All in all AGRANDA cannot guarantee success in another region but if they stay sensitive to the areas culture and local traditions for instance they can at least avoid some basic mistake s.Question 4 Compare the growth strategy of AGRANA to that of Danisco, one of its competitors in the sugar market. Which strategy do you expect to be more sustainable in the long run?To sum up the second question, AGRANAs impressive growth strategy is affected by acquisition associated with the diversification into the fruit sector. AGRANA acquired competitors particularly in Europe and expanded around the World and led them to be one of the biggest players.The Danisco Company is a Danish bio-based company with activities in food production, enzymes and other bioproducts as well as a wide-eyed variety of pharmaceutical grade excipients. Danisco employed 6800 people in 17 countries and is one of the worlds leading producers of ingredients for food and other consumer products and was also one of the biggest sugar producers in Europe until the divestment of its sugar division to Nordzucker in 2009. However, to look at the things in the right sequencesDanisco had been created in 1989 b y a merger of three companies aiming to create a strong Danish company that could compete in the EU common market after its consequence The new company reinforced the foods, food ingredients and packaging businesses, particularly in the sugar sector, Danisco first consolidated its dominant position and Denmark, and then grew by acquisitions. But after the reorganization of the European sugar market and also because of the intensity of competition in the sugar market, Danisco was motivated to alter and started a longtime transformation process. In 1997, the new CEO Alf Duch-Pedersen of Danisco started focusing on becoming a global food ingredients company.During the following years, Danisco started to acquire lots of ingredient and similar companies to initiate the transformation. The first step to become a global food ingredients company was to acquire the Finnish ingredient company Cultor in 1999 and at the same time the divestment of the De Danske Spritfabrikker Company (spirits and liqueurs) and branded foods and food packaging.In June 2004, Danisco acquired the Rhodia Food Ingredients Company which becomes Daniscos dairy cultures division. The division is one of the two leading producers of dairy cultures and food safety products. Rhodia is located in France and is an international operating company with a worldwide presence in Asia Pacific, Latin America and North America for instance. This will be followed by the acquisition of Genencor International in 2005, which became Daniscos enzymes and bio-chemicals division. Furthermore, Danisco invested in new research establishments in Shanghai, China for example. In contrast to AGRANA, Danisco divested as well, for example the flavor division to Firmenich. But the most important decision was the divestment of Daniscos sugar division to the German Nordzucker AG.With the divestment of the sugar division, which was one of its main divisions in the past, the transformation process was completed. During the transf ormation process the internationalization of sales agreements of the company increased rapidly. It is mentioned that the sales outside of Denmark rose from 69 per cent 1995 to 88 per cent in 2004 and over 95 per cent after the sale of the sugar division. In addition, it is impressive to see that the turnover of Danisco was 1.7 trillion in 2009 and that the turnover consisted mostly of all the continents, that means that Daniso has become a global player operating all over the world. After the transformation, Danisco was positioned as a specialized supplier of food ingredients based natural raw materials. Its customers included global food giants such as Unilever, Kraft, DANONE and Nestl, as well as regional and local players in all major economies. In a final step, Danisco were acquired by the DuPont Company in 2011.Daniscos bewitching industrial enzymes and specialty food ingredients businesses have clear synergies with the DuPont Applied BioSciences and forage and Health busi nesses. This merger advances both companies global efforts to provide sustainable solutions and to ensure future growth and expansion of the company. Summing up one can aver that AGRANA grew by acquiring a lot around the world and by diversifying their business. Danisco grew by internationalizing their sales, transforming their business to the leading producers of ingredients for food and selling their previous businesses in order to focus on the new ones. The most important difference between these two growth strategies is that AGRANA wanted to ensure future growth by diversifying into other products with their existing knowledge. Danisco wanted to guarantee future growth by transforming themselves into a leader in a niche market.To resultant the last question we want to define Sustainability in the long run. Sustainability or sustainable strategy at its most basic level suggests that a company will improve its chances of survival in the future by ensuring that resources used by the business are responsibly managed and maintained. Moreover, in business, it is the ability of a company to develop and implement winning strategies that lead to long-term success and the ability to decide when to stay on course with the proven strategies or when it is time for change.We expect the AGRANAs strategy to be more sustainable in the long run thanks to their change sources of income such as their three main pillars starch, sugar and fruit. AGRANA has more sectors to play on so AGRANA is not as dependent of a specific product sector like Danisco if business does not go as planned. The opportunities of growth are also bigger, because AGRANA has more capital and AGRANA has more companies to sell their AGRANA products to in the future because AGRANA is present worldwide and especially in rising markets. In addition, AGRANA is part of a safe market, AGRANAs three pillars are always in demand also due to the fact that the cosmos population will grow. Moreover, AGRANA could enlarge their product line by diversifying to another sector with their existing knowledge as well as the fruit sector. All in all, AGRANA has a very good sustainable business strategy and we think that AGRANA will continue to be very booming in the future.Resourceshttp//www.danisco.com/about-dupont/duponttm-daniscor/history/ http//www.agrana.com/en/agrana-group/about-agrana/history-of-agrana/ http//www.us-pacific-rim.net/the-five-biggest-challenges-for-businesses-in-china.html http//www.mapconsulting.com/articles1-177/BusinessSustainabilityTheStrategiestoAchievetheLeadershiptha- tMakesItHappenhttp//www.wisegeek.com/what-is-long-term-sustainability.htm http//www.rhodia.com/en/about_us/worldwide_presence/index.tcm http//en.wikipedia.org/wiki/AgranaHistory

Inflation Impact on Economy Essay

rising prices sum a rise in prices of goods and services in an delivery over a period of time. Inflation is caused by some demand spatial relation factors (Increase in m iodiney supply, Increase in income, Black money spending, refinement of the Private Sector, Increasing Public Expenditures) and some provide side factors (Shortage of factors of production, industrial Dis dictatees, Increase in exports ( free exports), Global factors, Neglecting the production of consumer goods).Inflation effects the dissimilar sectors of the parsimoniousness ( effects on the distri unlession of income and wealth, Effects on production, Effects on the Government, Effects on the Balance of Payment, Effects on Monetary Policy, Effects on Social Sector, Effects on Political environment) and distinguishable classes of the mountain (Debtors & Creditors, Salaried Class, Wages earners, Fixed income group, Investors and shareholders, Businessmen, Agriculturists). There are many causes for puffine ss, depending on a number of factors. For example, inflation flock happen when disposals print an excess of money to deal with a crisis.When any extra money is created, it impart increment some societal groups buying power. in all sectors in the economy try to buy more than the economy can produce. Shortages are then created and merchants lose business. In the end, the price level rises. some other common reason of inflation is a rise in production costs, which leads to an increase in the price of the final product. For example, if in the raw materials increase in price, this leads to the cost of production increasing, this in turn leads to the company increasing prices to uphold their profits. Inflation can also be caused by federal taxes put on consumer products.As the taxes rise, suppliers often pass on the burden to the consumer. In Pakistan, the most important thing is the rise in prices of oil colour, gas, excise duties and the increase in the utility tariffs. These a ll has an inflationary impact on the economy. Pakistan, with a population of about 16 million people has undergone a precious economic growth during last few years, but the core problems of the economy are still unsolved. Inflation is one of these core problems. Government claims that in order to keep the prices of essential commodities under control, it has been taking discordant measures throughout the year.In order to provide relief to the low and fixed income groups, the government has been selling wheat flour and sugar through the outlets of the Utility Stores tummy (USC) at much lower prices than the market. The government has also allowed the import of various items through land routes from neighboring countries. But, all these are secondary measures. Problems the like inflation and poverty cant be resolved by applying the secondary measures directly, these need strategic planning. Unfortunately, in Pakistan, these core problems have never undergone such a planning wreak .Government has never invited foreign investment for the production of basic goods. Agriculture sector, on which the major industries rely for the raw material has not been given sufficient subsidies. The major rise in the prices is because of the increasing prices of oil (as increased prices of oil increase the cost of production), but no such steps have been taken to control the oil prices. Domestic productions at less cost of production will not only make the availability of goods much easier but Aggregate Supply will also increase, and domestic industry will get developed.Inflation is one of the obstacles on the way of development. In Pakistan, it has squeezed the major part of the population. It ask to be controlled by strategic planning. Domestic production should be encourage preferably of imports investment should be given preference in consumer goods instead of luxuries, Agriculture sector should be given subsidies, foreign investment should be attracted, and developed countries should be requested for financial and managerial assistance. And lastly a untroubled monitoring system should be established on different levels in order to have a sound evaluation of the process at every stage.Inflation always hurts ones standard of living. Rising prices retrieve people have to pay more for the same goods and services. If income increases at a slower rate as inflation, the standard of living declines even if one makes more. So it is the root cause in making and affecting economy and people of the country poor. If we want to control inflation we shall have to trim strict control over the supply of money and evading any peace to the supply of money. This is the most apt way whereby we can control inflation effectively and keep the economy of the country in a strong and stable position.

Cultural Tourism Essay

This withstand seeks to provide the reader or tourist with insights on how the cardinal worlds, tourism and cultural hereditary pattern heed intersect, but likewise how they conflict in that they represent opposite sides of cultural tourism itself.The book outlines for the reader that while tourism professionals evaluate the potential for profit, cultural oversight professionals evaluate the same assets for their value. Tourism represents the consumption of experiences and products. ethnic tourists want to have got a variety of cultural experiences and assets must(prenominal)iness be converted into something that tourists rout out utilize and enjoy, which is important to developing a conquestful and sustainable management of the cultural tourism product itself.This book attempts to highlight the problems associated with the merging of both(prenominal) as well as offer suggestions or ship canal that the two can work unneurotic effectively and efficiently without causin g footing to the asset itself due to environmental factors that tourism brings.Tourism has extensive sociological, scotch and political aspects to it everywhere in the world. Greater attention is now macrocosm given to tourisms over every social impact, which depending on the circumstances can be positive or negative depending on how tourism is both mean and/or managed. Education and knowledge are tantamount to the approach in attempting to avoid the problems associated with the negative impacts of tourism. A long-term commitment to the planning and management of heritage assets should anticipate the adverse impacts of tourism and develops guidelines that minimize problems that can propel the host communities or can be offensive to the culture. Not all tourists are alike.Some seek very specific indulgences as it is not al directions about touring the local landmarks, or visiting attractions like paper parks. Some seek, sun, partying, relaxation or a combination of those activi ties. Depending on what the demesne or city offers in legal injury of enjoyment, to encourage tourism they must have the accommodations, amenities, transportation, knowledge based workers and effective cultural management that besides preserves the ecological environments because without that, some of the worlds most quaint and precious relics, artwork, artifacts that are at risk and face possible liquidation thus, robbing future generations of civilizations treasures.The challenges that tangible materials referred to in the book face should welcome the report card by another generation which can offer new ways to present and preserve it without causing further damage.Respect for cultural heritages by tourists, are vitally important to the experience for other generations to come. The book lists quint guidelines that the tourism products must provide for it to be successful1,A story must be told or associated with that product 2.It must be able to be brought to life for the v isitor 3.Allow the visitor to participate in some way 4.Relevant to the tourist and 5.The product must be of quality and authentic. Overall, the book represents in a comprehensive way that tourism is a double-edged sword. Cultural tourism is the fastest growing segment of the industry and as much travelers can afford to visit global locales and seek to immerse themselves in many different cultures, the much problems it can bring.The tourism industry also attempts to foster increased awareness of other cultural differences by promoting greater understanding and cooperation amongst all cultures. Tourism can also act as a bridge for largely neglected developing countries to generate concern opportunities for the poor, growth and a more viable economy on terms that do not run counter to its long-term interests.The book illustrates the uncouth dependence that exists between tourism and cultural heritage that has become more apparent. While cultural heritage creates a foundation for the growth of tourism, tourism itself has the power to generate funds that make the conservation efforts possible. Cultural heritage loses its meaning without an audience and a society participating in and benefitting from it. Ultimately, the success of how well the tourism and cultural heritage management work together is what will bring success to achieve the common goal of education part understanding and sustainable growth and the book has attempted to undo down some barriers that have previously repressed partnership information.The authors pipeline in the Epilogue that their hope is that by fostering a better understanding of the legitimate interests of cultural heritage management within the tourism industry and of the legitimate interests of tourism within the cultural management sector, more professionals from both sectors will begin to appreciate the benefits of partnership.

Insurance Business in Bangladesh Essay

Ack outrightledgementWe really enjoyed working on this report . At the judgment of conviction of completing divergent cases of the report like collecting data from different source and working with the group members and then compile different parts of the report and so on. This report is a required marches paper of our Banking & indemnification course and our honorable course faculty, Mr. Md. Amdadul Hoque is the person who has manoeuver us without preparing the report . We argon thankful to him and we postulate act to make this report as his instruction. We would like to thank all skilly Allah for keeping everything on right track. Finally, we would like to thank our p arents and friends without whose support it was unworkable for us to complete the report.OBJECT OF REPORTThis topic addresses the findings of the prolem of policy companies in ordinary and hole-and-corner(a) celestial spheres in Bangladesh and to suggest policy measures for improving policy functions delivery functioning in Bangladesh. The following research questions were address what are the ways of overcoming the problems of policy business in Bangladesh? Moreover, this writing allow try to highlight the underlying causes behind the non-popularity of the indemnity companies in Bangladesh. We similarly highlights the prospects of indemnity business in Bangladesh.BACKGROUND OF THE INSURANCE championship IN BANGLADESHIn Indian subcontenent the insursance come at the period of British. During the tine of Pakistan period there was astir(predicate) 49 damages company in the country. After emancipation of Bangladesh, restitution industry was nationalized. Subsequently finished the enactment of insurance policy throne Act VI, 1973, two corporations namely Sadharan Bima partnership (SBC) for familiar insurance and, Jiban Bima Corporation for life insurance were established in Bangladesh. SBC was acting as the doctor insurer of general insurance till 1984. Between 19 85 to 1988 first contemporaries of close general insurance companies were emerged as Bangladesh Government allowed the one-on-one sector to conduct business in all areas of insurance for the first fourth dimension in 1984. A total of 16 private general insurance companies were registered in that phase.In 1996 a nonher 8 private general insurance companies were registered. The third generation of private general insurance companies, which included 18 companies, came into operation between 1999 and 2001. The general insurance market in Bangladesh now consists of 43 private sector insurance companies and 1 state possess insurance company. insurance Corporation (amendment) Act 1990 provides that 50% of all insurance business relating to any public property or to any happen or liability appertaining to any public property shall be displace with the SBC and the remaining 50% of such business may be set with this corporation or with any other insurers in Bangladesh. But for pract icable curtilage and in agreement with the restitution Association of Bangladesh SBC underwrites all the public sector business and 50% of that business is distributed among the existing 43 private general insurance companies equally under issue Co-insurance Scheme.INSURANCE COMPANIES IN BANGLADESH in that respect are two types of indemnity companies in BangladeshGenarel insurance companies in our country are as follow Agrani Insurance Co. Ltd. Asia Pacific habitual Insurance. East toss off Insurance Co. Ltd. Global Insurance Ltd. Home Land Insurance Co. Ltd. Janata Insurance Co. Ltd. Loyeds Insurance participation ltd. Mer plundertile Insurance fellowship ltd. Paramount Insurance go with Limited. Pioneer Insurance Company Limited. Provati Insurance Co. Ltd. Pragati Insurance Limited. Phoenix Insurance Company Ltd. Peoples Insurance Co. Ltd. Northern Generla Insurance Co. Ltd. Meghna Insurance Company Limited . Karnaphuli Insurance Co. Ltd. Islami Commercial Ins. Co. Ltd. G reen Delta Insurance Co. Ltd. Federal Insurance Company Limited. Eastern Insurance Co. Ltd. Desh General Insurance Co. Standard Insurance Limited. Sonar Bangla Insurance Ltd. Sadharan Bima Corporation ltd. Samata Insurance Company ltd. South Asia Insurance Co. Ltd. Takaful Islami Insurance Ltd. livelihood Insurance companies in BangladeshAmeri bottom of the inning Life Insurance Company. Delta Life Insurance Company Ltd. Federal Insurance Company Limited. Jiban Bima Corporation Popular Life Insurance Company Ltd. National Life Insurance Co. Ltd. Progati Life Insurance Limited Rupali Insurance Company Limited Sunf commence Life Insurance Co. Ltd. Baira Life Insurance Co. Ltd. Fareast Islami Life Insurance Co. Ltd. Home Land Life Insurance Co. Ltd. Meghna Life Insurance Co. Ltd. Padma Life Insurance Co. Ltd. Prime Insurance Company Limited liberalist Life Insurance Company Ltd. Shandhani Life Insurance Co. Ltd.PROBLEMS OF INSURANCE BUSINESS IN BANGLADESH1.1) Lack of trustworthiness Lack of trustworthiness is the most flushtful barrier (71.9% respondents) in caseful of popularity of the insurance companies where as lengthy process in chooseting defrayal after any incident is in the second position with 62% response. It potbelly be seen that both the tell variables are related in the comprehend that time killing sort in indemnifyment after relative incidence is reducing the trust of the customers towards the insurance companies 1.2) Low income of the battalion It was also found that the low income and purchasing top executive (43%) doesnt permit the great deal of Bangladesh to go for an insurance policy. Practically we brush off easily relate the above mentioned factors. For example, in one hand the lower income of the people is creating barrier in buying insurance policy1.3) ugly offerings the insurance companies offer many a(prenominal) types of policies but these are not spellbinding to the peoples for this reasons they did not take policie s. They always make same types of offers this is also a reason of demotivation. 1.4) Lack of information about the insurance companies the insurance companies are not delivering their information (regarding company and insurance policy) properly or evenly which is another problem (42.8%) in case of non-popularity of the insurance companies. 1.5) High service processing cost The service cost of insurance business are very much higher than other business and this is also a reason of non popularity of insurance business.1.6) Less win over sales people astonishingly it was found that the sales people are doing well in convincing customers even though still 22% people believe that sales people are not that much convincing. 1.7) Lengthy process to get payment after incidents The most important barrier in case of popularity of the insurance companies where as lengthy process in getting payment after any incident is in the second position with response. It rear be seen that both the st ated variables are related in the sense that time killing behavior in payment after incidence is reducing the trust of the customers towards the insurance companies.PROSPECTS OF INSURANCE BUSINESS IN BANGLADESHIt is the general belief of common people that Insurance companies are not ingenuous in making payment and resorts many whimsical reasons for declining claims which are not taken care of while opening policy. Due to the negative attitude,the brainwave rate in the industry is still very low (only 0.62% of GDP) even having immense prospects.Overall solvency position of general Insurance companies was found moderate. On analysis, it was found that 15.38% companies have poor solvency position followed by 23.07% marginal, 42.30% above ordinary and rest 19.23% have satisfactory solvency position. Solvency position is usually determined by a good reckon of indicators likeequity base, exceptional loss reserve, technical reserve, intimate nifty generation, underwriting leverage e tc. The new Insurance ordinance re-fixed the lower limit paid upcapital of TK. 400 million which will have to be met inwardly a stipulated timeframe.None in the industry is at comfort zone regarding capital as per new law. A few 1st generation companies unneurotic with the listed third generation companies have paidup capital of TK. 150 million or more. However, couple of 1st generation companies enhanced their equity base through generating exceptional loss reserve.CONCLUSION AND RECOMMENDATIONSThe demographic trends suggest that as private insurance companies (both local and multinational) have proliferated in Dhaka city, better better and more affluent people have gravitated to these insurance companies for insurance run. These people/clients are likely to have better information about the smell of operate provided by both public and private insurance companies and their propensity to select private insurance companies suggests, implicitly, that the quality of service is b etter at these private firms even though their (private insurance companies) service cost is fair higher. Moreover, many branch operation of private insurance companies help the people to make evaluation among them and making an insurance decision in advance of those which are trustworthy. But between the private local and foreign insurance company choice, clients are mostly considering foreign private insurance companies cod to its trustworthiness, experience in operation and wide area coverage.Less number of branches of the public insurance companies may be another prime reason of not being preferred by the local clients. By definition, it might be more authentic if the clients were inclined towards the public insurance companies from trustworthiness point of view, but as statistics suggests in favor of choosing foreign private insurance firms, probably we have to be satisfied by maxim that it is in many respect guided by clients psychology of getting better and prompt service s. The incentive structure must(prenominal) also play a role in ensuring the quality services delivered by the public insurance companies. One solution is to tie part of the compensation of insurance personnel in public companies to services rendered and feedback authoritative from clients. This, of course, is a complex issue and has implications for pay scale administration, since public situate staffs, as government servants, are paid according to certain pay structures.While beyond the scope of this paper, authors feel that compensation flexibility is unavoidable to reward those who are dedicated to providing quality insurance services. If compensation adjustments cant be incorporated, benefits-including promotion, transfer in more valued branches, study leave, performance bonus and the like-could be tied to performance evaluation mechanism.There must be a formal procedure of evaluating the employees by the clients through some questionnaire type performance appraisal form. A suggestion, objection or recommendation book in the branch can be introduced where the clients can even complain or appreciate about a special(prenominal) employee. Public awareness and the transparency of the high official may have a positive impact on that issue. Moreover, clients have rated reference by family and friends as another very important determinant in insurance provider choice. To enhance a positive reputation of the insurance company, they can follow the strategies stated below Do a lot of in-person selling of services to the clients and encourage existing customers to tell good about your services to the potential customers. Carefully choose personnel who interact with the customers . overbearing and societal marketing activities to build and project specifi company image to maximisation of popularity.Design facilities to achieve specific marketing or image objectives of the constitution .Establish formal system for controlling quality of insurance services to pr ovide specific effort to encourage customers to tell others about your services.From the policy-making and social behavior of the people it can be said that require for these services will be higher in near future. eve staying more with an insurance company is also dominated by many special services. Insurance companies, especially public one must weigh about more value added services.BIBLIOGRAPHY01)Bangladesh Bureau of Statistics. 2004. Report of Financial expediency Providers in Bangladesh.02)Berri, Leonard L. (1980), Service Marketing is Different03)www.google.com04)Insurance Principiles And Practice By M.N Mishra.

Conflict Resolution in Public Sector

CHAPTER ONE INTRODUCTION 1. 1Background to the adopt competitiveness is inevitable in cheeks beca encounter pass in, they function by means of ad conscionablement and compromises among competitive elements in their mental synthesis and membership. qualityicipation also repeals when in that location is lurch be courting, it w grow-to doe withethorn be capturen as a threat to be ch exclusivelyenged or resisted, or when on that point is frustration, this whitethorn produce an aggressive reaction, fight rather than flight. competitiveness is non to be deplored, it is an inevitable result of progress and change and it nominate be use morphologicly. remainder mingled with well-nighbodyists raises fewer b spike heelly(a)s than mesh amongst radicals. Individuals female genital organ non act separately and nail down their differences members of sort whitethorn deport to accept the norms, t exterminateencys and reputes of their gathering. The individuals loyalty al observe-go usually be to his or her receive sort if it is in participation with opposites. When the climate of the organisation is non causative to the un stave offably of the psychenel, con leaven layab mould up result. In the past this booking was regarded as inherently wild. Managers believed it was generated by trouble entertainrs act to disrupt the set uping body.Today, this stereo part panorama is no longer accepted. conflict is currently regarded as inevitable and, if correctly managed, a source of accessiond organisational force. The federal complaisant go thrill is an governing body of individuals and mathematical groups pursuing various goals. The federal civil receipts of process commission is established under section 153 (ii) of the 199 mortalality of the federal commonwealth of Nigeria. Specifically, part I (d), paragraph II of the third schedule to the constitution vests the commission with power to (i)Ap fleck and promot e some mavens to offices in the federal civil service, and. ii)Dismiss and serve disciplinary crack over persons holding much(prenominal) offices. More so, in discharge of the above functions, the commission institutes in finishing deed with the ministries, segments and agencies (MDAs) of the federal government. In atomic hail 18a of recruitment and appointment, the commission relies on the MDA to forget it with va toleratecy positions and make a formal asking that the commission should get hold of the va micturate the bouncecies. The MDAs stipu belatedly what should be the requisite qualifications for mail positions if they ar non provided for by the scheme of service.The commission also invites experts from MDAs, making a request for recruitment to enter in the inter downslopear perspective as resource persons. MDAs drive start also reject twain grumpy selected smokedidate(s) if they convince the commission that he or she does not get down the requ isite qualifications. Promotion manage is carried out save on the basis of va moxiesidecies provided by the MDAs and all toleratedidates for packaging mustiness(prenominal)iness be recommended by the MDAs. Resource persons from the MDAs participate in the conduct of promotion examinations. The commission rouse dismiss and urinate up disciplinary control l iodine(prenominal) on the recommendation of the MDAs.Section unitary and only(a) hundred s flatty of the 1999 constitution of the federal republic of Nigeria empowers the commission to delegate any of its functions as it deems fit. The commission has therefore delegated the fol lower-rankinging functions to federal ministries and extra ministerial divisions in order to speed up action on appointment, promotion and disciplinary control of officers in salary grade trains 03-06. However, the disciplinary control of officers on salary grade levels 07-13 after creation considered by the senior stave committees (SSC) in the ministries.In order to monitor the effective utilization of the delegated powers, betrothal of commissi adeptrs from the commission in the correspondings of SSCs is mandatory. Indeed, without the participation of members of the commission, decisions r for each atomic number 53ed at such(prenominal) meetings would be nothing and void. Moreover, returns on all appointments, promotions and disciplinary cases considered in the meetings should be rendered to the commission at bottom dickens weeks of concluding such matters. In this indecision counterpoints that arises as a result of the discharge of the federal civil service functions and duties and how they argon managed volition be discussed.Conflict is a natural and inevitable out buzz off of the close interaction of nation who whitethorn harbour assorted intellections and values, pursue antithetic objectives and rent differential access to reading and resources at heart the geological formation. Individual s and groups get out use power and political activity to handle their differences and manage date. Too a lot dispute rat be harmful to an governing. However contest ground induce also be a decreed upshot be stir it challenges the status quo, encourages untested ideas and approaches and summits to change.Some degree of contravention occurs in all human relationships, surrounded by friends, romantic partners and team mates as well as mingled with p arnts and children, teachers and students and bosses and employees. Conflict is not necessarily a negative force, it results from normal interaction of varying human interests and the goals they wish to gain by means of the face. In any organization that encourages a democratic push and pull of ideas, the forces of skirmish, power and government activity whitethorn be particularly evident.Managers in all organizations veritable(a)ly deport with fight and struggle with decisions al or so how to get the to a greater extent or less out of employees, erect Job satisfaction and team identification and concreteize in exalted spirits organisational surgical process. Conflict in the midst of individuals and groups is a universal phenomenon. A better sympathy of the authorised res publicas of competitiveness forget financial aidance directors to use the mountain in the organization much(prenominal) than effectively to reach organizational objectives. Failure to be come to closely contravention is precise costly since ignoring it will al nearly guarantee that imprint and inter ain relations will deteriorate.If this occurs, employees will have little motivation to acidulate unitedly and organizational effectiveness will suffer. 1. 2Statement of the Problem apiece organization has an objective to succeed and the ability to achieve this objective depends on how integrated the personnel are in the rocking horse of this objectives. The civil contribute of the federation objec tives include the following- i)Appointment of qualified basindidates including promotion to man the different ministries/extraministerial departments in the federal civil service. i) Recommendations to government on personnel policies aimed at improving the effectiveness and cogency of the federal civil service and, iii)Ensuring that personnel decisions including discipline are taken objectively, promptly and competently and that such decisions weigh the secernated policies and interest of the government. The read/write crack to be investigated in the study proposed here will be, does date payable(p) to the lack of integrating of the officers result to ineffective act of the objectives of the federal civil service commission?The question will be investigated using info already in lastence with the add-on of data that has accumulated since earlier studies were presumee and also data gathered during the research will be employ. 1. 3Objective of the Study Effectiveness and efficiency throne only be achieved in an organization when the various departments that exist in the organization melt co-operatively. It is also one thing to argue that impinge can be valuable for an organization.However, this research extend aims at get holding out the positive and negative effects of infringe, what proceeds to an organization without deviation, it will also essay to explain the types of dispute that exist, their sources and how battle can be managed, that is, how it is controlled, headstrong and how it can be bear upon. Also the imply for integration as a means for effectiveness and efficiency will be determined. 1. 4Significance of the Study We have come a long style since the days when strife was believed to be universally destructive.Unfortunately, With the excludeion of some lip services fork outn in recent years to the value of participation in organizations, both practicing private instructors and charge scholars root out to trea t conflict counselling and conflict resolution as synonymous. in that location are some positive consequences to be gained from conflict, still also that organizations take aim practicable conflict if they are to survive. There will be seats in which conflict levels are in addition low and as a result, the freshly(prenominal) side of the conflict direction coin conflict stimulation should not be ignored.Excessive levels of conflict can, and do check organizational effectiveness. Conflict should not be completely written off like in the conventional era, barely should be encouraged as it helps to bring out efficiency and effectiveness if properly managed. Mary parker Follet herself said that there is no total or big conflict, unless conflict provides opportunities for estimable or bad result. 1. 5Research Questions At the end of the study, the following questions shall be answered 1. What are the types of conflict that exists in an organization? 2.What are the source s of the conflict? 3. What are the Strategies for managing conflict? 4. What are the values of conflicts? 5. What are the transitions in conflict concept? 6. How can conflict be stimulated and why? 7. How can conflict be controlled and resolved? 8. What are the positive and negative effects of conflicts? 1. 6Research Hypotheses 1. H0 Lack of integration mingled with groups does not result to conflict in an organization H1 lack of integration between groups results to conflict in the organization 2.H0 Conflict if properly managed does not improve organizational coiffeance. H1 Conflict if properly managed improves organizational performance 1. 7Scope and Limitations of the Study The scope of the study covers the departments including the offices of the commissioners of the various states in the federal civil service commission. The scope also covers the relationship between the groups, how integrated they are with one other in other to achieve organizational goals and objectives a nd how the conflicts that arise as a result of their relationship are managed.However, the limitations encountered during the course of this research are as a result of the limited epoch frame un connect in acquiring information. Being the Federal Civil Service deputation there are a lot of Bureaucratic bottlenecks, getting needful information excessivelyk a lot of time, the letter of introduction which was addressed to the moderate took close a month, of which I had to rewrite some other letter forwards getting any response. As a result for the duration of time I went to the organization once every(prenominal) week till I got the information I needed.Most officers were unwilling to give information concerning conflict in the organization, some tied(p) refused to admit that conflict existed in the organization some thought that conflict implies bodily flakes instead of randomness by a person or group on another. Only a few of them seemed to fuck what conflict is real ly about. There is also the high cost of printing and photocopying of materials required for the study. 1. 8Definition of TermsConflict This is the doings by a person or group which is purposely designed to oppress the fulfilment of goals by another person or group. rival Competition takes place when individuals or groups have incompatible goals but do not interfere with each other as they both pass judgment to attain their respective goals. Organization A group of mess who form a business club or bet together in other to achieve a particular aim. Strategy A plan that is think to achieve a particular purpose.Management Is the process of combining and utilizing, or of allocating organizations input (men, material and money) by planning, organizing, directing and imperative for the purpose of producing outputs (goods and services desired by customers so that the organizations objectives are accomplished). protect Value is how a great contain something is worth in money or other goods for which it can be exchanged or how much something is worth compared with its price. Structure The expressive style in which the parts of something are connected together, arranged or organized, a particular arrangement of parts, something that is made of several parts.Traditional Being part of the beliefs customs or way of life of a particular group of tribe that have not changed for a long time. Intra-Individual Conflict This refers to conflict within an individual about which work activities to perform. Inter-Individual Conflict This refers to conflict between two individuals. Inter- collection Conflict This is conflict between departments in a single tighten as well as conflict between different squiffys. Conflict Management Are techniques for controlling irrelevant which either is to stimulate conflict or to resolve it.Conflict Stimulation This enables groups or individuals in an organization who are too set in their ship canal or too willing to accept unques tioningly the keep an eye on of a powerful individual. Conflict Resolution These are techniques that are used in conflict situations. Smoothing This is a conflict resolution technique which involves goodly use of tact by the party doing the smoothing. Playing down of differences between individuals and groups while, emphasizing their common interests. Consensus Consensus requires the contradictory party to work together to check the best solution to their problem, an opinion that all members must agree.Confrontation This technique requires the opposing parties to openly state their thoughts to each other. A situation where there is an angry disagreement between people or groups who have different opinions. Integration This technique requires the conflicting parties to collaborate in order to resolve the conflict. It requires both parties to have the stead that, although they whitethorn be in conflict they will strive to produce collaboratively a solution that satisfies the a sk of both parties. CHAPTER TWOREVIEW OF belles-lettres AND THEORETICAL FRAMEWORK 2. 1Definition of Conflict Organizational conflict is inevitable because of the regular and continuing human interactions that must occur. It can be defined as all types of opposition or antagonistic interaction. It is found on scarceness of power, resources or friendly position, and differing value structures. Conflict occurs, between managers and subordinates, between push back and focussing, between work groups, and between the organization and its external environment.Many of the traditional perplexity writers, both classicists and neoclassicists, treated the existence of conflict as an index of a problem, a disturbance that interfered with the smooth exertion of the organization. Current anxiety writers and practicing managers are scrupulous not to assume that all conflict is bad instead, conflict is ideaed as a phenomenon that arises in every organization to a original extent, and i n some organizations it is a positive indicator of passing motivated, exceedingly committed organization members.Conflict can be a highly plastic force, particularly in highly differentiated organizations which use a considerable amount of horizontal integration. The challenge to modern management is not to deflect conflict or suppress it instead, managers must find ways to channel the zero that conflict represents into activities with positive payoffs for the organization and to grip it within acceptable limits. Conflicts need to be resolved constructively, not occult from imbibe.According to Boone and Kortz (1987) conflict is opposition interaction resulting from scarcity of power, resources or sociable position, and different value structures on the part of the individuals or groups. DuBose (1988) sees conflict as any kind of opposition or antagonistic interaction between two or more(prenominal) parties it can be conceptualized as real along continuous range. At one ext reme, there is no conflict. At the other extreme is conflicts highest state, described behaviorally as the act of destroying or wipe out the opposing party.All intensities of inter individualisedised, intra group and inter group conflicts would fall someplace along this continuum. Inherent in this definition is the requirement that conflict must be perceived by the involved parties. In other words, if there is opposition but the parties divulge to perceive it then it does not exist. Similarly, if a conflict is perceived, it exists whether or not that perception is accurate. Griffin (2002) also sees conflict as a disagreement between two or more individuals, groups, or organizations. This disagreement whitethorn be relatively superficial or very strong.It may be short-lived or it can exist for months correct years, and it may be work-related or personal. Conflict according to Mullins (2007) is seen as behaviour intended to obstruct the achievement of some other persons goals . Conflict is based on the incompatibility of goals and arises from opposing behaviours. It can be viewed at the individual, group or organization level. Management establishes boundaries that account acceptable and non acceptable behaviour from employees. The actions of employees are then judged as fall on one side or the other of these boundaries.According to hoary and Starke (1980) conflict is behaviour by a person or group which is purposely designed to inhibit the attainment of goals by another person or group. This purposeful inhibition may be active or passive. For manikin, in a sequential merchandise line, if one group does not do its speculate and its output is the input for another department, the other department will be blocked from reaching its goals of say, producing at standard. Alternatively, the blocking behaviour may be active, as in the case of two fighters trying to knock each other out.The key issue in delimit conflict is that of incompatible goals. When one person or group designedly interferes with another person or group with the purpose of denying the other group goal achievement, conflict exists. Conflict and Competition Conflict is similar to emulation but more severe competition means rivalry among groups in the pursuit of a common prize, while conflict presumes direct interference with goal achievement. The cost of conflict and competition are lots mistakenly used interchangeably.Perhaps the closely widely accepted view at present is that competition takes place when individuals or groups have incompatible goals but do not interfere with each other as they both try to attain their respective goals. Conflict on the hand occurs when individuals or groups have incompatible goals and they interfere with each other as they try to attain their respective goals. These definitions suggests that the key behavioural difference in conflict and competition analogous to the behavioural differences evident in a charge and a fight.In the creator, the goals are incompatible (only one runner can win), but the runners do not interfere with one another. In the by and by the goals are also incompatible (only one fighter can win), but interference is an obvious part of the conflict. Using these two definitions allows us to understandably categorize umteen of the familiar activities in our society. matchless of the things that become presumable immediately is that certain activities which are typically viewed as homogenous must be further broken down.For manakin, certain sports (boxing, tennis, football, hockey etc) are characterized by obvious blocking behaviour at the resource attainment level. The universal public usually refers to what businesses do to each other in the grocery place as competition, this is an over simplification. At one extreme, business firms sprucely block one anothers attempt to achieve goals and this is conflict. For example, in an industry where consumer necessary is low and indust ry harvest-tideion capacity is high conflict is almost certain to result as each firm attempts to reach its goals at the expense of the other firms.Blocking activity in these cases, ofttimes takes place at the activity level. A different situation exists in industries where governments contracts are the rule. Here, competition is more likely. Each firm submits bids and strives to reach its goal of getting the contract. Blocking behaviour is not evident counterbalance though there can be only one winner and the goals of the firm are incompatible. 2. 2Nature of Conflict Conflict may manifest itself in various ways. People may compete with one another, glare at one another, shout, or withdraw.Groups may band together to protect popular members or oust unpopular members. Organizations may assay legal remedy. Working with diversity discusses how casual dress policies are creating conflict in some organizations. Most people assume that conflict is something to be avoided because it con notes antagonism, hostility, unpleasantness, and dissension. Indeed, managers and management theorists have traditionally viewed conflict as a problem to be avoided. In recent years however, we have come to screw that, although conflict can be a study problem, certain kinds of conflict may also be beneficial.For instance, when two members of a site survival committee disagree over the best location for a new(a) plant, each may be forceD to study and defend his or her preferred alternative more thoroughly. As a result of more governanceatic analysis and backchat the committee may make a better decision and be better prepared to justify it to others than if every one had agreed from the outset and accepted an alternative that was perhaps not well analyzed. As long as conflict is being handled in a cordial and constructive manner, it is belike serving a recyclable purpose in the organization.On the other hand, when working relationships are being disrupted and the conflict has reached destructive levels, it has likely become dys serviceable and needs to be addressed. According to Mullins (2007) conflict is not necessarily a bad thing however, it can be seen as a constructive force and in certain circumstances it can be welcomed or even encouraged. For example, it can be seen as an aid to incremental improvement in organization design and functioning and to the decision making process. Conflict can be an agent for evolution, and for internal and external change.Properly identified and handled, it can help to minimize the destructive regularizes of the winlose situation. From a good deal of practicing managers who reported that they spend approximately 20 percent of their time dealings with conflict situations a number of both positive and negative outcomes of conflict were recorded positive outcomes include. a. Better ideas produced b. People forced to search for new approaches. c. Long-standing problems brought to the surface and resolved. d. Stimulati on of interest and creativity. e. A chance for people to test their capacities minus outcomes include a.Some people felt defeated and demeaned b. The keep between people change magnitude c. A climate of mistrust and doubt developed d. Resistance developed rather than team work e. An increase in employee dollar volume. According to senile and Starke (1980) the positive outcome of conflict an as follows a. The energy level of groups or individuals increase with conflict. This change magnitude energy level can be seen when people talk louder, listen more almost to what is being said, or work harder. Two of the benefits organizations get from increased energy levels are increased output and innovative ideas for doing the work better. . Group ropiness increases. Research has shown that, when groups are engaged in a conflict, their internal coherency increases. The other group is seen as the enemy and group resources are mobilized to meet the threat from the foreign. To do this , disagreements within the group must be suppressed and all energies diverted towards the enemy. This process can be seen in the mid-east Arab nations have trouble getting along with one another except when a common threat (Israel) dominates their relationship.The reason that increased cohesion is considered a positive outcome of conflict is that highly cohesive groups can have high productivity, particularly if they support management goals. c. Problems are made know during conflict when conflict develops management can readily see that something is askew and can embark in a program to resolve the conflict. If two groups are in disagreement about something but never make it cognise, they may work at a numberd level of effectiveness without management being able to determine why.This is particularly likely to happen if the problem between the groups is caused by some system of work that management has set up. Group members may be reluctant to criticize management about the system, and the conflict will not be made known. Negative outcomes d. A decline in conversation between the conflicting parties,when individuals or groups are upset with each other, a common development is that they check out s spoting. As we have seen, this is very nonadaptive because conflict is a lot decline when there is little information passing between the conflicting parties. e.aggression and aggression develop it is a typical human reaction to nip hostility toward somebody who is blocking our attempts to reach a goal. Aggression (either physical or verbal) is also a common behaviour associated with hostility. While this may satisfy the persons urges to attack the person doing the blocking, from the organizations point of view it is unsuitable because it channels behaviour into non productive area. For example if two groups are in conflict about something they may spend much of the work day devising schemes to block the other groups goal attainment.Obviously a point is reache d where the work of each group does not get done. f. Over conformity to group demands. We storied above that conflict could cause groups to become cohesive and this might result in high productivity. We must also recognize that members of a group faced with an outside threat may over conform to the group demands. This involves blind borrowing of the leaders interpretation of the opposing group and no thinking about solutions by anyone in the group. This prolongs the conflict and makes it more intense.As time passes, the group is unable to view its opposition with any objectivity and perceptions become very distorted. Either too much or too little conflict can be dysfunctional for an organization. In either case performance perhaps low. However, an optimal level of conflict that sparks motivation, creativity, transformation and substructure can result in higher levels of performance. If there is absolutely no conflict in the group or organization, its members may become complac ent and apathetic. As a result group or organizational performance and innovation may perplex to suffer.A moderate level of conflict among groups or organizational members, on the other hand, can spark motivation, creativity, innovation and initiation and raise performance. Too much conflict though, can produce undesirable results such as hostility and lack of cooperation, which lowers performance. The key for managers is to find and get the optimal amount of conflict that fosters performance. Of course, what constitutes optimal conflict varies with both situation and the people involved. 2. 3Types of ConflictsThe first step in learning to deal with organizational conflict is the acknowledgment that all conflicts are not alike they inauguration from different sources and must be resolved in different ways. The major categories of organizational conflict are intrapersonal conflict, interpersonal conflict, person group conflict and inter group conflict. Intra personal conflict occ urs within the individual that is a single member of the organization and comes primarily from two sources routine conflict and job stress.Role conflict is the simultaneous occurrence of two (or more) character reference sending such that compliance with one would make more unmanageable compliance with the other. For instance a persons superior may make it clear to him that he is expected to hold his subordinates strictly to federation rules. At the selfsame(prenominal) time, his subordinates may indicate in various ways that they would like loose, relaxed supervision, and that they will make things exhausting if they are pushed too hard. much(prenominal) cases are so common that a whole literature has been created on the problem of the first line supervision as the man in the middle.In addition, role conflict may occur as the result of different roles an individual has to play. For instance, the role of parent and the role of employee may come into conflict when the employee s child becomes sick. The wide spread carriage of two wage-earner households and societal changes affecting values with respect to work have resulted in individuals being called upon to play a greater number of diverse roles. The result is increased frequency of this type of role conflict. The second main(a) source of intra personal conflict in modern organization is job stress.As the pace of change quickens in organizations and throughout society, workers may come to feel lost, unsure of what is expected of them, and unsure of their abilities to cope with what they perceive as ever mounting pressure. While some stress may even be a positive factor in motivating individuals and in fueling innovation, chronic over stress leads to short-tempered, uncooperative defensive employees who may even indulge in such self destructive activities as alcoholism and drug abuse, the cost of such response to stress maybe the individuals family.Job stress also results when the individual, on an on going basis, is unable to meet his or her own expectations, either in terms of performance (for example, the friendly worker who wishes to help people but feels unable to do so because of the nature of the system) or in terms of the nature of the work (for example, the assembling line worker who is bored by the repetitious nature of the job and feels that his skills and abilities are not being utilized). Intrapersonal conflict is a subject of increasing concern to organizations due to its damaging regard in Job performance, absenteeism and turnover.Employee counseling centers, fellowship-sponsored stress management seminars, and management by objectives programs are just some of the methods currently being used to combat this problem. Interpersonal conflict is conflict occurring between two or more organizational members as a result of such factors as differences in managerial philosophies, values and problem-solving styles or competition for power or promotion. traditionally th is type of conflict was attributed to personality differences. However, it can result from several factors. . Differences in values. For instance, one manager might place a great dialect in job accomplishment to the exclusion of all else, while another might stress the need to maintain good employee relations even if performance of the immediate task is slightly affected. b. Differences in problem-Solving styles. One person may prefer to work in groups, for example, while another prefers to work alone. c. Differences in managerial philosophies. One manage may favour decentralization of decision making while another favours centralization.In addition, interpersonal conflict can occur due to competition between individuals, for power, for promotion, or for other organizational rewards. Because interpersonal conflict interferes with effective communication, and thus problem solving, it is a cause of considerable concern for modern organization. Organization development and communicati on training are often used methods of modifying interpersonal conflicts and channeling them into more constructive paths. a. Person-group conflict. This is conflict resulting from individual opposition to group norms or rules of behaviour that govern group membership.The classic example of this phenomenon is the rate breaker who uniformly performs at a level well above that of other group due to fear that higher performance standards will be established based on the performance of the rate breaker. A more recent example is the treatment sometimes afforded the Whistle blower, the individual who brings to the attention of management or the general public instances of waste, fraud or corruption. Such individual may be ostracized and subject to harassment by other members of the group. On the other hand, person-group conflict can sometimes play a positive role within organizations.When an individual places his or her own needs for recognition or power ahead of the needs of the group t o accomplish its task, group pressure can exert a powerful cast to bring the individual back into line with over all group norms. Intergroup conflict- This type of conflict occurs between departments or work groups and typically revolves rough issue of authority, jurisdiction, control of work endure, or access to scarce organizational resources. It arises at a time from the need for differentiation in an organization.To deal with complexity, we resort to peculiarity and specialists people with diverse cognitive and emotional orientations in the various functional areas. Such people frequently experience difficulty in communicating and cooperating. Yet, for an organization to act as a unit there must be integration or quislingism among the various departments. Thus, management frequently faces a problem. Long-run performance requires substantial integration, but efforts to generate collaboration often produce short-run conflict. Intergroup conflict arises from two sources syste ms conflict and bargain conflict.Systems conflict come about because of the divergence in objectives between work groups. For example, the marketing department may feel that rapid order process is more outstanding than quality control since replacing a sorry unit is likely to produce less customer dissatisfaction than waiting on an unfilled order. The production department, on the other hand, may feel that its constitution depends on the continued high quality of its products and this belief may be supported by the incentive system used to govern rewards for production department personnel.Strategies for resolving system conflicts include rotation of department members among work units to improve understanding and empathy with the problems of other departments, charges in formal incentive systems to reflect overall organizational objectives related to the issue, and the use of horizontal integrative mechanisms such as task forces. Bargaining conflicts occurs when groups compete for scarce organizational resources or for power and influence within the system. An excellent recent example of such conflicts involved government attempts to abbreviate budget deficits by reducing expenditures. come to groups both inside and outside government have attempted to influence this process to ensure that their programs are not contract. When viewed from the organizational level, conflict can often be categorized into two groups transfer and sudden. Each presents problem. Institutionalized conflict often results from organizational attempts to structure work assignments. This is clearly seen in the case of departmentalization, in which organizations group their personnel into major departments such as finance, marketing and production.Once assigned to such a bailiwick, it is common to find the personnel becoming highly concerned with the needs of their own particular department and relatively unconcerned with those of the others. Budget time finds everyone fighting f or increased departmental allocations. Since this is a win lose situation, those who get percentage increases achieve them only at the expense of the other departments. Such a conflict situation, however, is often inevitable, since umteen people feel greater loyalty to their department in particular than to their organization in general.A similar type of institutionalised conflict emerges from the organizations creation of a hierarchy. number 1 level managers have short-run problems related to work schedules and quotas. Top managers have long-run concerns related to the future course of the total organization. Each stratified level tends to be in some degree of conflict with the one above. Similarly, line and lag personnel are often at loggerheads. The former is responsible for making action decisions, the latter provides support help. seam- module conflict is often brought about by the following attitudes and philosophies. pass officers are highly action-oriented stave office rs are concerned with studying a problem in profoundness before making recommendation. Line officers are highly intuitive in contrast to being analytical staff officers are highly analytical, in contrast to being intuitive. Line officers are often short sighted, staff officers are often long-range orientated. Line officers often ask the revile kinds of questions staff officers have answers and therefore spend their time looking for questions. Line officers wants simple easy-to-use solutions, staff officers complicate situations by providing esoteric data.Line officers are accustomed to examining some of the available alternatives and choosing one of them, staff officers are elicit in examining all of the possible alternative, weighing them, analyzing them and then choosing the best one regardless of time or cost restraints. Line officers are highly protective of the organization, staff are highly minute of the organization. Each of these institutionalized conflicts is caused by the creation of a formal organization. Management cannot sidestep them they are inherently in a hierarchical structure.All the organization can do is to try to manage them properly. Emergent conflict arises from personnel and social causes one of the most common is formal- daily organizational conflict. When the goals of these two groups are incompatible, problems can result. The objectives of the formal organization may call for more output than the members of informal organization are willing to give. A second form of emergent conflict arises from status incongruencies. Some people in the organization may feel that they know a great deal more than their supervisors about how to improve efficiency.However, status is often accorded on the basis of rank. Additionally, line managers often suffer status incongruency when staff advisers have the bosss ear and can convince the latter to implement their recommendations. In such cases the line personnel are trim to being order takers, whi le the staff people call the shorts. Additionally, if personnel are highly trained or well educated and the organization assigns them a job requiring minimum ability, they often feel the work is below them and suffer status conflict.So, too do personnel who are promoted to higher positions but not given the symbols that stick to the office. For example, a person who is promoted into the top-management ranks but not given a hugger-mugger office and a secretary like the other top managers may well have status problem. These emergent conflict situations are personal and social in nature in that they involve individual and group norms. Whether or not there is a conflict depends upon how the people view the situation. An informal organization that feels managements work quotas are too low may not have any problem judge an increase in them.Likewise, a manager who is obvious to status symbols may not feel status inconsistency if the organization fails to provide a private office and a s ecretary. In most situations, however, this is not the case. 2. 4Sources of Conflict There are numerous sources of conflict within formal organization. ofttimes has been written about the implications of conflict as a social process. The important point is not so much whether competing sub-groups and conflict are seen as inevitable consequences of organization structure, but how conflict, when found to exist, is handled and managed.The following are the sources of conflict according to Mullins (2007). Difference in perception- We all see things in different ways. We all have our own, unique picture or image of how we see the real world. Differences in perception result in different people attaching different meanings to the same stimuli. As perceptions became a persons reality, value judgments can be a potential major source of conflict. restrict resources- Most organization resources are limited and individuals and groups have to fight for their apportion, for example at the tim e of the llocation of the next years budget or when cutbacks have to be made, the greater the limitation of resources, then usually the greater the potential for conflict. In an organization with reducing profits or taxation the potential for conflict is likely to be intensified. Departmentalization and specialization- Most work organizations are divided into departments with specialized functions. Because of familiarity with the manner in which they undertake their activities, managers tend to turn inwards and to concentrate on the achievement of their own particular goals.When departments need to co-operate, this is a frequent source of conflict. Differing goals and internal environments of departments are also a potential source of conflict. In Woodwards study of management organization of firms in the country she comments on the bad relationships between accountants and other managers. One reason for this hostility was the beginning of two quite separate fiscal functions. Peopl e concerned with works accounting tended to assume responsibility for end results that was not properly theirs they saw their role as a controlling and sanctioning one rather than a serving and collateral one.Line managers resented this attitude and retaliated by becoming aggressive and obstructive. The nature of work activities -Where the task of one person is dependent upon the work of others there is potential for conflict. For instance, if a worker is expected to complete the assembly of a given number of components in a week but the person forwarding the part assembled component does not supply a sufficient number on time. If reward and punishment systems are perceived to be based on keeping up with performance levels, then the potential for conflict is even greater.If the work of a department is dependent upon the output of another department, a similar situation could arise, especially if this situation is coupled with limited resources for example, where the activities of a department, whose budget reduced below what is believed necessary to run, the department efficiently, are mutualist with those of another department, which appears to have received a more generous budget allocation. Role conflict- A role is the expected pattern of behaviour associated with the members occupying a particular position within the structure of the organization.In practice, the manner in which people actually behave may not be consistent with their expected pattern of behaviour. Problems of role incompatibility and role ambiguity arise from inadequate or inappropriate role definition and can be a significant source of conflict. Inequitable treatment- A persons perception of unjust treatment such as in the operation of personnel policies and practices, or in reward and punishment systems can lead to tension and conflict.For instance, according to the equity theory of motivation the perception of contrariety will motivate a person to take action to bear upon equity incl uding change to inputs or outputs. Violation of filth- People tends to become attached to their own territory within work organizations, for example to their own area of work, or kinds of clients to be dealt with, or to their own room, chair or set space. Jealously may arise over other peoples territory for instance, size of room company car, allocation of an assistant or other perks, through access to information or through membership of groups.A stranger walking into a place of work can create an immediate feeling of suspicion or even acerbity because people do not usually like, their territory entered by someone they do not know and whose motives are probably unclear to them. ownership of territory may be conferred formally for example by organization charts, job descriptions or management decisions. It may be established through procedures for instance circulation lists or membership of committees. Or it may arise informally, for example, through group norms, tradition or pe rceived status symbols.The place where people choose to meet can have a possible, significant exemplary value. For instance if a subordinate is summoned to a meeting in a managers office this might be taken that the manager is signaling higher status. If the manager chooses to meet at the subordinates place of work, or on neutral territory, this may be a signal that the manager wishes to meet the subordinate as an equal. If a persons territory is violated this can lead to the possibility of retaliation and conflict.Environment change- change in an organizations external environment such as shifts in demand, increased competition, government intervention, new technology or ever-changing social values, can cause major areas of conflict. For instance a fall in demand for, or government financial restrictions, on, enrolments for a certain discipline in higher education can result in conflict for the allocation of resources. If the department concerned is a large and important one and l ed by a powerful head, there could be even greater potential for conflict.There are other sources of organizational conflicts, including Individual Such as attitudes, personality characteristics or particular personal need, illness or stress. Group, Such as group skills, the informal organization and group norms. An Organization such as communications, authority structure, leadership style, managerial behaviour. The age gap-relationships between older employees and younger managers, where experience is on one side and power on the other, can lead to conflict. According to Gray and Starke (1980) sources of conflict are as follows. Limited ResourcePerhaps the most fundamental fact of organizational life is that resources are finite. Even the most successful companies have found that they are limited in what they can accomplish. With this realization groups and individuals see that there will be times when they will have to fight for what they want. The most obvious manifestation of th is problem comes when the annual budget is set. Each department typically submits a request for its needs during the next fiscal year, and top management adjusts the request based on its knowledge of the total organization.Department heads often see their requests cut back because the resources for the total organization are limited. When cutbacks occur, however, the potential for conflict increases because the heads of various departments begin making value judgments about why management decided to cut back one department but not another. As a general rule the greater the scarcity of resources, the greater the potential for conflict. interdependent work activities Added to the basic problem of finite resources is the problem of organizational units having to work together.It is bad enough to get less than you wanted for your department because of some other department, but then to have to work with other departments may be more than some managers can take. Suppose you are the hea d of department A, and in the yearly budget just approved by top management, you received considerably less money for operations than you thought was minimally necessary to run your department. Suppose also that you see that department B got most of what it asked for.If the work activities of your department are interdependent with those of department B, you might well consider purposely slowing down your departments work in attempt to convince top management that they made a mistake in their allocation of funds. This is a particularly salient cause of conflict because there is so much interdependence of work activities in organizations. On a grander scale, inter organizational conflict is often caused because the activities of many separate organizations must be coordinated. In May, 1979, California motorists found themselves in long lines waiting for gasoline.The oil companies, the oil producers, consumer groups, and the government spent considerable time arguing about who was to blame. The problem was most likely caused by the tight interdependence of work activities needed to get oil from wellspring to the consumer. Any purposeful disruption by one of the organizations in the system (e. g. Iranian governments decision to reduce output) would cause conflict among the other parties in the system. As a general rule the more interdependent the work activities, the greater the potential for conflict.It is important for management to know the nature of work interdependence so system of work can be implemented that will reduce the potentials for dysfunctional conflict. Differentiation of activities We noted above that interdependence of work activities is an important source of conflict in organizations. Backing up a step furthermore, we can see that the perfect existence of groups doing different functions created the potential for conflict. As groups become familiar with how they perform their jobs, they may turn inward and become uninterested in, (A) how the ir work fits in with other groups (B) the importance of other groups work.As a result, when difficult issues between the groups must be dealt with, each group behaves in a way that increases potential for harmful conflict. This differentiation in work activities leads to differentiation in goals. Production goals may be to have long production runs with few changes in product style because this allows the production facilities to operate at peak efficiency. Marketings goal, on the other hand maybe to give customers what they want when they want it. This means rush orders, special orders, and other demands that directly conflict with production goals. Communication problemsBoth the interdependence and differentiation of work activities demand that communication between individuals and groups be effective. However, this often does not occur. At the broadcast level, communication problems develop because not all groups have the same information. Each group therefore takes a position ba sed on its view of the world and the information it has. The obvious solution to this problem is to give all groups equal information. However, this is for the most part not feasible because individuals with important information may want to use it for their own advantage and not share it.Communication problems are also caused by technical Jargon that is so frequently used in organizations. Overtime, each group develops its own style which may mean nothing to another group. When the two groups must deal with a contentious issue, the Us vs. them mentally more easily develops because of the meanings each group attaches to words. Differences in perceptions We all see the world slightly otherwise because we have all had different experiences. These different views of the world can be a major source of conflict in organizations because value judgments flow from these views.Differences in perceptions involve the value of experience vs. the value of education. Older, more see managers often are in conflict with younger, inexperienced managers about the way in which work should be done. The experienced person usually points out how knowledgeable he or she has become over the years, whereas the in experienced person argues for new way of doing things. Often this conflict is resolved by the older person exercising his or her authority. It is hard to make supreme statements about how differences in perception will influence conflict.It is also difficult to deduce exactly how a person views the world, unless the person is well known to the manager. Nevertheless, a realization that differences in perception (by groups or individuals) is crucial to conflict means that it must be included in any discussion of the sources of conflict. The environment of the organization Thus far, we have been concerned with factors inside organizations which cause conflict. However, changes in the firms environment (which it usually has no control over) can cause major conflict within th e organization.In the late 1970s, for example, college enrolment in liberal arts declined as students began entering disciplines which were more job-oriented. This shift in demand meant that there were pressures to reallocate resources within universities. These pressures caused real problem as the different faculties were in conflict as to how this reapportionment should be done. As another example, consider a conglomerate which finds that the demand for the output of one of its divisions is rapidly declining. The obvious thing to do is to hit back activities in that division and channel corporate resources into more remunerative divisions.However, if the division having difficulties is an important one, and its head is a powerful person, tremendous conflict may develop as other division heads argue for a redistribution of resources within the company. Other sources of conflict exist in organizations. They are (A)Individual differences (some people enjoy conflict while others don t) (B)Unclear authority structures (conflict develops because people dont know how far their authority extends) (C)Differences in attitudes (members of different groups have different attitudes). D)Task asymmetries (one group is more powerful than another and the weaker group tries to change the situation. (E)Difference in time horizons (some departments have a long-run view and others a short-run view. 2. 5 Strategies for Managing Conflict Although a certain amount of organizational conflict may be seen as inevitable, there are a number of ways in which management can attempt to avoid the harmful effects of conflict. The strategies adopted will vary according to the nature and sources of conflict outlined above. a. Clarification of goals and objectives.The clarification and continual refinement of goals and objectives, role definitions and performance standards will help to avoid misunderstandings and conflict. Focusing attention on superordinate goals that are shared by the partie s in conflict may help to diffuse hostility and lead to more co-operative behaviour. b. Resource distribution. Although it may not always be possible for managers to increase their allocated share of resources, they may be able to use imagination and initiative to help inhibit conflict situations.For instance, making a special case to higher management greater flexibility to transfer funds between budget headings, delaying staff appointments in one area to provide more money for another area. c. Human resource management policies and procedures. Careful and detailed attention to just and equitable human resource management policies and procedures may help to reduce areas of conflict. Examples are job analysis, recruitment and selection systems of reward and punishment appeals, unfairness and disciplinary procedures arbitration and mediation, recognition of trade unions and their officials. d. Non-monetary rewards.Where financial resources are limited, it may be possible to pay gre ater attention to non monetary rewards. Examples are job design, more interesting challenging or responsible work, increased delegation or empowerment, improved equipment, flexible working hours, attendance at course or conferences, unofficial perks or more relaxed working conditions. e. culture of interpersonal/group process skills. This may help to encourage a better understanding of ones own behaviour, the other persons point of view, communication processes and problem solving. It may also encourage people to work through conflict situation in a constructive manner. . Group activities. Attention to the composition of groups and to factors which affect group cohesiveness may reduce dysfunctional conflict. Overlapping group membership with a linking pin process, and the careful selection of project teams or task forces for problems affecting more than one group, may also be beneficial. g. Leadership and management. A more participative and supportive style of leadership and manag erial behaviour is likely to assist in conflict management for example, showing an attitude of respect and trust, encouraging personal self- development, creating a work environment in which staff can work co-operatively.A participative approach to leadership and management may also help to create greater employee commitment. h. Organizational process. Conflict situations may be reduced by attention to such features as the nature of the authority structure, work organization, patterns of communication and sharing of information, democratic functioning of the organization unnecessary friendship to bureaucratic procedures and official rules and regulations. i. Socio-technical approach.Viewing the organization as a socio-technical system, in which psychological and social factors are developed in keeping with structural and technical requirements, will help in reducing dysfunctional conflict. 2. 6The Value of Conflict The interactionist philosophy does not propose that all conflicts a re good for an organization. Excessive levels of conflict can and do hinder organizational effectiveness. It shows itself in reduced job satisfaction by employees, increased absence and turnover rates, and eventually in lower productivity.What the interactionist approach says is that managers should continue to resolve those conflicts that hinder the organization, but stimulate conflict intensity when the level is below that which is necessary to maintain a responsive and innovative unit. Without some level of constructive conflict, an organizations survival will be in jeopardy. endurance can result only when an organization is able to adapt to uninterrupted changes in the environment. Adaptation is possible only through change, and change is stimulated by conflict. Change develops from dissatisfaction, from a desire for improvement, and from creative development of alternatives.In other words, change do not just happen, they are inspired by conflict. Conflict is the catalyst of c hange. If we do not adapt our product and services to the changing needs of our customers, actions of our competitors, and new technological development, our organization will be sick and eventually die. Is it not possible that more organizations fail because of two little conflict rather than too much? Without change, no organization can survive, and conflict spurs change. Opposition to others ideas, dissatisfaction with the status quo, concern about doing things better, and the desire to improve inadequacies are all seeds of change.Therefore, the factor that differentiates the interactionist philosophy most form its predecessors is the belief that just as the level of conflict may be too high, requiring resolution, it may also be too low and in need of stimulation. There is a growing body of literature that supports the contention that organizations that have levels of conflict above, zero are more effective, that is functional levels of conflict are conducive to innovation and hi gher quality decisions. For instance, a review of the relationship between bureaucracy and innovation found that conflict encourages innovative solution.This relationship was more recently confirmed in a comparism of six major decisions during the administrations of four U. S presidents. The comparism present that conformity among presidential advisers was related to poor decisions, while an atmosphere of constructive conflict and critical thinking surrounded the well- developed decisions. The bankruptcy of the penn central railroad has been generally attributed to mismanagement and a failure of the companys board of directors to question actions taken by management.The board was composed of outside directors, who met monthly to administer the railroads operations. Few questioned the decisions made by the operating management, though there was wide evidence that several board members were uncomfortable with many major decisions made by the management. Apathy and a desire to avoid conflict allowed poor decisions to stand unquestioned. It can only be postulated how otherwise things might have turned out for the penn central had it had an enquiring board which demanded that the companys management discuss and justify key decisions.In addition to better and more innovative decisions in situations where there is some conflict, there is evidence that indicates that conflict can be positively related to productivity. It was demonstrated that among the high conflict groups was 73 per cent greater than that of those groups characterized by low conflict conditions. Similarly, an investigation of twenty-two teams of system analysts, which the researcher sought to assist the relationship between inter personal compatibility and productivity, achieved results consistent with the previous studies.The findings strongly suggested that the more incompatible groups were likely to be more productive. 2. 7Transition in Conflict Thought According to Dubose (1980), the developm ent of conflict thought as professed by academic has gone through three distinct stages which he label as traditional, behavioural and internationalist. The prescription of the early management theories, the traditionalists, towards conflict was simple. It should be eliminated. All conflicts were seen as destructive and it was management role to rid the organization of them. This philosophy dominated during the nineteenth century and continued to the middle 1940s.Thetraditional view was replaced in the late 1940s and early 1950s with a behavioural approach. Those who studied organizations began to recognize that all organizations, by their very nature, had create in contents. Since conflict was inevitable, the behaviouralist prescribed acceptance of conflict. They rationalized its existence. However, as with the traditionalists, the behaviouralist approach to managing conflict was to resolve it. Looking at the behaviours of manager, it seems clear that the traditional philosophy i s still the most prevalent in organizations. We live in a society that has been built upon anti-conflict values.Since our earliest years we have been indoctrinated in the belief that it was important to get along with others and to avoid conflict. Parents in the home, teachers and administrators in school, teachings of the church, and authority figures in social groups all have historically reinforced the belief that disagreement bred discontent, which acted to separate common ties and could eventually lead to destruction of the system. Certainly we should not be surprised to find that children raised to view all conflict as destructive would mature into adult managers who would maintain and encourage the same values.In addition, the senior managers in most organizations praise and reward managers who maintain peace, harmony, and placidness in their units, while disequilibrium, confrontation, and dissatisfaction are appraised negatively. Given that managers seek to look good on th e criteria by which they are evaluated, and since the absence of conflict is frequently used at evaluation time as a proxy for managerial effectiveness, it should not be surprising to find that most managers are concerned with eliminating or suppressing all conflicts.According to Gray and Stark (1980) there are two distinct phases of thinking about conflict the traditional view and the current view. The traditional view of conflict assumes that conflict is bad for organizations. In the view of the traditionalist, organizational conflict was proof that there was something wrong with the organization. The Hawthorne studies were probably important in shaping the traditional view because in those studies the dysfunctional consequences of conflict were noted. Another likely factor in the traditional view was the development of hollow unions and the often violent conflict between labour and management.During the early twentieth century labou