Roman Lnadmarks Essay Example for Free

Roman Lnadmarks Essay The landmarks created during the Roman Empire did not only signify Rome’s culture, but also shown it’s strength and technological advances. The Colosseum and the aqueducts show how technologically and economically advance Rome was. Not only this, the Coloseum and many aqueducts survive to show that Rome’s architecture are not only a feats of engineering but portals to one of histories’ greatest empires. The Roman aqueducts played a vital role in the empire. They supplied fresh water for Rome’s citizens. â€Å"while some eighteen aqueducts brought fresh water to Rome’s major cities. The aqueducts, some of which delivered well over forty million gallons of water per day to a single site, (Fiero, 73)†. The aqueducts not only brought water, they were technological wonders. The city of Nimes in France had a twenty-five mile long aqueduct. The aqueducts were made possible by the use of arches. â€Å"The Romans employed the structural advantages of the arch (the knowledge of which they inherited from the Etruscans) to enclose greater volumes of uninterrupted space than any previously known, ( 73)†. This made long distance aqueducts possible, thus making a constantly watered and clean empire. The Colosseum was one Rome’s greatest architectural achievement in its history. The Colossuem brought entertainment through violence to the populace. What made it an architectural achievement was the fact such a massive building was built and well maintained over centuries of abuse. What made this durability and endurance was the invention of concrete. â€Å"Roman building techniques reveal a combination of practicality and innovation: The Romans were the first to use concrete (an aggregate of sand, lime, brick-and-stone rubble, and water), a medium that made possible cheap large scale construction, (74)†. Concretes combination of durability and economics made building a structure of that size (holding up to 50,000 spectators) possible. Not only was it the structure’s size that made it an architectural achievement was that it was well decorated and designed. â€Å"The ingenious combination of arch and post-and-lintel structural elements in the design of the Colosseum would be widely imitated for centuries, and especially in the Italian Renaissance, (75)†. The Colosseum itself was decorated with bronze, plaster, marble, and tile, making the Colloseum not only a well-built structure but an aesthetically presentable one. Thus making the Colloseum an architectural icon and crowning landmark in Rome for many years to come. The landmarks in Rome not only show the power and glory of Rome, but pave the way into the future of architecture. Concrete and arches set forth the building block of massive structures that could last for thousands of years. The Colloseum and the aqueducts are not only marvels of engineering, but icons that signify that Rome was once a great empire. Works cited Fiero, Gloria K. Landmarks in Humanities 3rd Ed, Boston; McGraw Hill, 2012. Print

Founders Of Infosys Technologies Limited Commerce Essay

Founders Of Infosys Technologies Limited Commerce Essay Narayana Murthy is the Non-Executive Chairman and Chief Mentor of Infosys Technologies Limited. He is a living legend and an epitome of the fact that honesty, transparency, and moral integrity are not at variance with business acumen. He set new standards in corporate governance and morality when he stepped down as the Executive Chairman of Infosys at the age of 60. Born on August 20, 1946, N.R. Narayana Murthy is a B.E. Electrical from University of Mysore (1967) and M.Tech from IIT Kanpur (1969). Narayan Murthy began his career with Patni Computer Systems in Pune. In 1981, Narayana Murthy founded Infosys with six other software professionals. In 1987, Infosys opened its first international office in U.S.A. With the liberalization of Indian economy in 1990s, Infosys grew rapidly. In 1993, the company came up with its IPO. In 1995, Infosys set up development centers across cities in India and in 1996, it set up its first office in Europe in Milton Keynes, UK. In 1999, Infosys became the first Indian company to be listed on NASDAQ. Today (in 2006), Infosys has a turnover of more than $ 2billion and has employee strength of over 50,000. In 2002, Infosys was ranked No. 1 in the Best Employers in India 2002 survey conducted by Hewitt and in the Business Worlds survey of Indias Most Respected Company. Conducted in the same year. Along with the growth of Infosys, Narayana Moorthy too has grown in stature. He has received many honors and awards. In June 2000, Asiaweek magazine featured him in a list of Asias 50 Most Powerful People. In 2001, Narayana Murthy was named by TIME/CNN as one of the 25 most influential global executives. He was the first recipient of the Indo-French Forum Medal (2003) and was voted the World Entrepreneur of the Year 2003 by Ernst and Young. The Economist ranked Narayana Murthy eighth on the list of the 15 most admired global leaders (2005) and Narayan Murthy also topped the Economic Times Corporate Dossier list of Indias most powerful CEOs for two consecutive years 2004 and 2005. StartUp (http://www.citehr.com/118434-amazing-infosys-story-how-infosys-born.html) April 26, 2004 What makes Infosys tick? Extract from Infosys Technologies co-founder and CEO Nandan M Nilekanis interview to CIOL: Actually when Infosys was formed, all of us were working with Patni in Mumbai and Narayan Murthy was our boss there, heading the software group. The group strongly felt that there is a need to create a very professional company, one that was based on very strong ethics and values. We also wanted to create a company that really valued people. That is how we started. The fact of the matter is that there were many such companies that started at the same time during early 80s, however, what made us different was that we stuck it out-we realized that it was not a sprint but a marathon and we were long distance runners. We went through difficult times, but none of us digressed from the common vision. All of us believed that Infosys was bigger than any of us and we were willing to subordinate our egos and our desire to larger boats. I think that determination to create a world-class company, to stick together, willingness to keep Infosys ahead of any individual-perhaps these are the charact eristic not many people and companies had to the extent we had. Thats why we were able to last the marathon for last 23 years. Infosys Technologies is one of the few Indian companies that has changed the way the world looks at India. No longer is India a land of snake charmers and beggars. It is now perceived as an economic giant to reckon with, bursting with brilliant software engineers and ambitious entrepreneurs. And Infosys is an symbol of Indias information technology glory. Infosys has many firsts to its name: The first Indian firm to list on Nasdaq; the first to offer stock options to its employees. . . The company crossed $1 billion in revenues for the first time in 2004. TCS, however, was the first Indian IT firm to top $1-bn in revenues. Infosys is an organisation that inspires awe and respect, globally. On July 2, Infosys completed 25 years in existence. This is its amazing success story, illustrated by rare photographs. The idea of Infosys was born on a morning in January 1981. That fateful day, N R Narayana Murthy and six software engineers sat in his apartment debating how they could create a company to write software codes. Six months later, Infosys was registered as a private limited company on July 2, 1981. Infosys co-founder N S Raghavans house in Matunga, northcentral Mumbai, was its registered office. It was then known as Infosys Consultants Pvt Ltd. What was the companys starting capital? US $250. Murthy borrowed $250 from his wife Sudha to start the company. The front room of Murthys home was Infosys first office, although the registered office was Raghavans home. Who were Murthys six friends who joined hands to launch Infosys? Nandan Nilekani, N S Raghavan, S Gopalakrishnan, S D Shibulal, K Dinesh and Ashok Arora. Are all of them still the founding directors? Murthy is currently chief mentor and chairman while Nilekani is the chief executive officer and managing director. Gopalakrishnan, Shibulal and Dinesh are directors. Raghavan retired as joint managing director in 2000. He is currently the chairman of the advisory council of the N S Raghavan Centre for Entrepreneurial Learning at the Indian Institute of Management, Bangalore. Ashok Arora worked for the company till 1988 and left after selling his shares in the then unlisted company back to the other promoters. He moved to the United States where he now works as a consultant. Murthy was always broke Murthy was always broke. He always owed me money. We used to go for dinner and he would say, I dont have money with me, you pay my share, will return it to you later. For three years, I maintained a book of Murthys debts to me. No, he never returned the money and I finally tore it up after our wedding. The amount was a little over Rs 4,000. An excerpt from Sudha Murthys reminiscences. She is the wife of Infosys founder N R Narayana Murthy. Those days, Murthy wanted to do something with his life, but he had no money. Murthy was married to Sudha on February 10, 1978, while he was working with Patni Computers. In 1981, it was Murthys idea to start Infosys. Murthy had a dream, and no money. So Sudha gave him Rs 10,000, which she had saved without his knowledge. Murthy and his six colleagues started Infosys in 1981. No, it was not in Bangalore, but in Pune that Infosys set up its first office, in 1981. The house that Murthy and Sudha bought with a loan became the first Infosys office. As Murthy ran Infosys, Sudha took up a job as a systems analyst with the Walchand Group of Industries to support their household. In 1983, Infosys moved to Bangalore when it got its first client, Data Basics Corporation from the United States. The first mini computer arrived at Infosys in 1983. It was a Data General 32-bit MV8000. The very next year Infosys switched from mini to main frames with a CAMP application for a Data Basics customer A huge struggle, day in and day out When they began moving ahead with Infosys, the founders Murthy, Nilekani, Shibulal and the others took a firm decision that their wives would not be involved in the running of the company. So after Murthy, it was Nilekani and his wife Rohini who moved to Bangalore. But they had no house to stay. So the Nilekanis stayed with the Murthys at their Jayanagar home in Bangalore. Rohini took care of Murthys son as Sudha helped write software programmes for Infosys. There was no luxury, only struggle, day and night. They had no car, no phone. Murthy later recalled that it was not the luxuries of life, but the passion to create something new and innovative that made them keep going on and on and on. Despite the struggles, the Murthys, the Nilekanis and the other partners took time out for picnics in Bangalore The crisis, and how Infosys began to grow The first years of Infosys were not smooth. Most of the founders Murthy, Nilekani, Dinesh, Shibulal and Gopalkrishnan were into writing codes. And they wanted to make an impact in the American market. So Infosys got its first joint venture partners in Kurt Salmon Associates. Gopalakrishnan, who had spent time working in the United States, was the public face of the KSA-Infosys venture in America. But the joint venture collapsed in 1989, leaving Infosys in the lurch. Gopalakrishnan relives the memories of those days. We had nothing after eight years of trying to bring up a company. Those who studied with us had cars and houses, he says. The collapse of the KSA joint venture led Infosys to its first crisis. The company was on the verge of collapse. One of the founder-partners Ashok Arora was dejected with the way the company was going, and decided to quit. The others did not know what to do. But Murthy had the courage of conviction. If you all want to leave, you can. But I am going to stick (with it) and make it, Murthy told them. The other partners Nilekani, Gopalakrishnan, Shibulal, Dinesh and Raghavan decided to stay. And thus began to germinate the seeds of Infosys enormous growth. The Nasdaq listing It is said that Infosys began getting big breakthroughs from the US market. How? The initial foray of Infosys into the US market was through a company called Data Basics Corp as a body-shop or on-site developer of software for US customers. Later, Infosys formed a joint venture with Kurt Salmon Associates to handle marketing in the United States. Even today, Infosys derives about two-thirds of its revenue from the United States, serving corporate clients like Reebok, Visa, Boeing, Cisco Systems, Nordstrom and New York Life. Infosys is the largest publicly traded IT services exporter in India, providing services to 315 large corporations, such as GE and Nortel, predominantly in the USA. It was the first Indian company to list on the Nasdaq stock exchange in 1999. And the other Infosys group companies? Progeon Ltd: The Infosys BPO arm. Infosys Technologies (Shanghai) Company Limited: The companys base in China. Infosys Australia Pty Ltd: Infosys Australian venture. Infosys Consulting Inc: The companys foray into the consulting business. 25 years sheer determination, and growth In the last 25 years, Infosys has been growing and growing. Today, Infosys is Indias second largest software exporter. It now enjoys a strong liquidity position with over Rs 6,000 crore (Rs 60 billion) in assets, including surplus cash. During 2005-2006, the Infosys internal cash accruals more adequately covered working capital requirements, capital expenditure and dividend payments leaving a surplus of Rs 1,612 crore (Rs 16.12 billion). As on March 2006, the company had liquid assets including investments in liquid mutual funds of Rs 4,463 crore (Rs 44.63 billion). This collectively makes the liquidity strength of Infosys at Rs 6,078 crore (Rs 60.78 billion). Where are these funds parked? These funds have been deposited with banks, highly rated financial institutions and in liquid mutual funds. Infosys last year derived an average yield of 4.48 per cent (tax free) from these investments. The company received Rs 647 crore (Rs 6.47 billion) on exercise of stock options by employees and cash equivalents including liquid mutual funds increased by Rs 1,612 crore during 2005-06. Key milestones Year of Incorporation : 1981 Became a public limited company in India : 1992 ISO 9001/TickIT Certification : 1993 Attained SEI-CMM Level 4 : 1997 Listed on NASDAQ : 1999 Crossed $100 million in annual revenues : 1999 Attained SEI-CMM Level 5 : 1999 Crossed $400 million in revenues : 2001 Crossed $ half a billion in revenues : 2002 Crossed $ billion in revenues : 2004 Crossed $ 2 billion in revenues : 2006 Another Note on infosys INFOSYS CASE STUDY ÃÆ' ¯Ã‚ ¿Ã‚ ½Narayana Murthy and Infosys The case study ÃÆ' ¯Ã‚ ¿Ã‚ ½Narayana Murthy and Infosys describes how Narayana Murthy, set up Indias leading software company Infosys. Narayana Murthy turned a small software development venture that he had set up with his friends in 1981, into one of the leading companies of the country. Infosys grew rapidly throughout the 1990s Narayana Murthy distributed the companys profits among the employees through a stock-option program, and adopted the best corporate governance practices. All this earned him praise and respect. In 1999, the company became the first Indian firm to be listed on the Nasdaq Stock Market. In 2000, Infosys was poised to become a true global company.By 2000, Infosys market capitalization reached Rs.11 billion and by 2001, Infosys was one of the biggest exporters of software from India. Narayana Murthy had built an organization that was respected across the country, with very strong systems, high ethical values and a nurturing working atmosphere.In February 2001 , Infosys Technologies Ltd. (Infosys) was voted as the Best Managed Company in Asia in the Information Technology sector, in leading financial magazine Euromoneys Fifth Annual Survey of Best Managed Companies in Asia. KEY SUCCESS FACTORS With his sound management skills, Narayana Murthy seemed to have taken Infosys to the pinnacle of success with the following key success factors : 1. Leadership team : The leadership team needs to balance vision with practical experience. In most cases, a technology start-up will have a visionary and/or a technical genius (most often, these are the founders) in place from day one. However, all to often, the leadership team is not rounded out by people who actually know how to run a business and how to drive sales. Building a strong balanced team can be one of the trickier aspects of creating a successful start-up because it necessarily requires the visionary and the technical genius (founders) to admit their practical shortcomings and give up some of the control of the business. The idea behind a start-up is often somebodys baby and, quite naturally, they want to control every aspect of its development. Once you move these people away from micromanaging the business, the start-up begins to have a chance. 2. Well-conceived business plan : This is an area where the practical experience of a well-rounded leadership team gives the start-up a leg up. The business plan needs to be practical and detailed. The business plan provides the blueprint for the growth of the company. Perhaps more importantly, the business plan is how you demonstrate the viability of the business to third party investors. 3. A strong product : It is a given that the product needs to be special ÃÆ' ¯Ã‚ ¿Ã‚ ½ something that will differentiate itself from the universe of competing products but there are other important factors. Ideally, the product will be one that can be protected by patent. If the products cannot be protected by a patent, then the start-up has to be positioned to capitalize on being the first to market. Absent patent protection, being the first to market and capturing as much market share as you can before the copy-cats arrive is the next best thing. The product needs to have a ready market meaning that there is a market for it and that either there is no real competition or that the product allows the company to differentiate itself from the competition. 4. Scalability : The scalability of the business may not be critical to the success of every business, but it is critical to drive a start-up to a large scale business. In other words, if the goal is to become a large, valuable company, scalability is key. However, if the goal is a little less lofty, then scalability is a little less important. 5. Adequate capital :. Without adequate capital, the business will struggle. Perhaps the business will have phenomenal sales, but be unable to deliver the product. Or, the business may build the product, but lack the cash to adequately market it. Or the business will be unable to attract the leadership team it needs and the team it has is diluted to ineffectiveness. Or, the business is unable to capitalize on its first-to-market status. While it is true that the management team for a start-up has to be versatile and willing to wear different hats, a capital-starved start-up can force the dilution of the management team to the point of everything being done poorly. Quite obviously, in many cases, the luxury of having adequate capital does not exist from day one. Finding the capital in a timely way can be very difficult. The more that can be done to address the other four points, the easier it will be to find capital. Launch of Infosys Narayana Murthy obtained his Bachelors degree in Electrical Engineering from University of Mysore in 1967 and his Masters degree in Technology from Indian Institute of Technology, Kanpur in 1969. He started his career as head of the computer centre at IIM, Ahmedabad.In 1972, he went to Paris where he was part of the team that designed a 400-terminal, real-time operating system for handling air cargo for Charles De Gaulle airport. Narayana Murthy was a left-wing activist and mingled with French communists during his stay in Paris but his outlook changed while traveling around Europe. He believed that the only way to pull India out of poverty was to create more jobs, by setting up new companies.In 1975, he returned to India and joined Systems Research Institute, Pune,(Maharashtra). He then headed Patni Computer Systems Pvt. Ltd., Mumbai, (Maharashtra) before founding Infosys in 1981, along with six other professionals. The Strategist From the beginning, Narayana Murthy focused on the worlds most challenging market the US. He had two reasons for this. First, there was no market for software in India at the time. He believed that Indian software companies should export products in which they had a competitive advantage.In 1987, Infosys entered into a joint venture with Kurt Salmon Associates (KSA), a leading global management consultancy firm. KSA-Infosys was the first Indo-American joint venture in the US. People Management Analysts felt that one factor which helped Infosys to grow at a faster pace than others was the low employee turnover.The turnover rate at Infosys was around 11% as opposed to industry average for software companies of over 25% during the 1990s.Infosys retention capability was a function both of its rigorous selection procedures as well as proactive HRD practices. About 80% of the middle and senior level executives were promoted from within the organization Corporate Governance and Infosys Analysts felt that Infosys became one of the most respected companies in India, through its corporate governance practices, which were better than those of many other companies in India. Narayana Murthys move to adhere to the best global practices was driven by his vision to become a global player. Infosys adopted the stringent US Generally Accepted Accounting Practices (GAAP) many years before other companies in India did Leaders in the Making Narayana Murthy set up a Leadership Institute in Mysore, India, to manage the future growth of Infosys. The institute aimed at preparing Infosys employees to face the complexities of a rapidly changing marketplace and to bring about a change in work culture by instilling leadership qualities. I would like to end with a comment from Sri Narayana Murthy: He said, ÃÆ' ¯Ã‚ ¿Ã‚ ½It is our vision at Infosys, to create world-class leaders who will be at the forefront of business and technology in todays competitive marketplace This has been at the forefront of their corporate culture !!! 2. Company Profile Infosys Technologies Ltd. provides consulting and IT services to clients worldwide. Founded in 1981, the corporate headquarters are based in Bangalore, India. However, Infosys offices span the globe. Since incorporation, annual revenue has rapidly increased and it reached $500 billion in 2002. Unlike many other Indian IT companies, Infosys has concentrated on building applications and this has contributed to its global success. Infosys Technologies employs nearly 17,000 people worldwide, almost 10,000 of whom are software professionals. 116 new clients in the financial year (FY) 2002 added to the already prestigious list that includes Airbus, Cisco, Nordstrom and Boeing. Retail banking services account for around 4% of total revenue. The company vision is to be the best globally, commercially and ethically. As such, Infosys has developed a C-Life principle of core values that it aims to honour in all aspects of its business conduct.

Satire in Animal Farm

Satire in Animal Farm The book Animal Farm, is a political satire of a totalitarian society ruled by a mighty dictatorship, in all probability an allegory for the events surrounding the Russian Revolution. The animals of Manor Farm overthrow their human master (Mr. Jones) after a long history of mistreatment. Little by little, the pigs become dominant, gaining more power and advantage over the other animals, so much so that they become as corrupt and power-hungry as their predecessors, the humans. Major (an old boar) tells them that the source of all their problems is man, and that they must remove man from their midst for hopes of a Utopia. After Majors death Napoleon and Snowball, two boars led the rebellion were soon things start to change. Orwell builds Napoleons career in reference to this quote, Power tends to corrupt and absolute power corrupts absolutely. Napoleon cheated, manipulated, and killed because of greediness for ones place in power. Mr. Jones tries to reclaim his power but the animals pr event him from doing so in what they call The Battle of the Cowshed. After the battle, Napoleon drives Snowball off the farm telling everyone that Snowball was on Mr. Jones side. This is just the beginning of what Napoleons plans are for the future of Manor Farm. This is no surprise coming from Napoleon, based on what he has done before, always disagreeing with Snowballs plans and thinking of his own. Napoleon is further appreciated by the other animals for exposing and removing the traitor, Snowball, from their midst. ÂÂ  Animal Farm is a direct comparison to the Russian Revolution and its aftermath, as a result of Joseph Stalins Communism. Orwell substitutes animals for humans, so the big concepts of communism are shown on the farm. Communism is meant to be a society where all people are equal, yet the revolution of the Russians results in certain people having more power over others, but those people are the same kind of tyrants. The pigs take over because they think that they are the smartest and in order to protect them, its eventually decided to reserve the best food for them. George Orwells Animal Farm uses satire to show the political ideology and the misuse of power in communistic society. Orwell uses humorous satire by making the setting on a farm and the characters animals. Orwell, then, shows the perversion of political ideals and the corruption of power which occur in human societies. The power of the new society becomes corrupt and the people arent all equal. Napoleon, stalin, slaughters the animals that disagree with him and who dont follow his orders. Napoleon slaughters the animals to strike fear into the other animals so that they dont rebel. When napoleon accuses snowball of destroying the windmill, even though it wasnt him. This shows that Napoleon even lies when it comes to making snowball look bad to the other animals. The main characters are animals but their failings are all too recognisably human. They begin with an attempt to form a new society, separated from the tyranny of humans and established on the principle of equality and freedom for everyone, but it all goes wrong as the pigs take over. The animals, russian people, try to create a new society and government but the new system didnt work well as curtain groups took over. Protected by the brute power of the dogs, the pigs give themselves all manner of comforts and even luxuries for themselves, while treating the other animals in the same way as slavery and how they suffered under humans. Napoleon, stalin, uses the dogs, which is the kgb, to scare the people into obeying him and following his orders. Orwell uses irony throughout that goes hand-in-hand with satire. Majors words in the beginning of the book reflect throughout the novel, all men are enemies. . . we must not resemble them. . . no animal must ever tyrannize his own according to Robert Girards , because they become a blueprint for the very behaviors of Napoleon once hes established his dominance over his own. The commandments change as his control over the animals changes and erases the original purposes of the revolution. The farmhouse, a symbol of the evil of man, is co-opted by Napoleon as his own and helps transform him into the being indistinguishable from men. The windmill, a symbol of the Revolution, becomes the means to manage the animals. Rebuilding it certainly focuses their energies on one task and not on their health, but in making Snowball the enemy for its destruction, Napoleon convinces the animals into being more determined and faithful to their cause by telling them that they do not want to work under the tyranny of Jones or one of his agents. Yet, in the end, they are exchanging one tyrant for another. Throughout the whole novel a strong phrase is said, All animals are equal, but some animals are more equal than others., this phrase shows what the animals originally tried to create in the beginning of the novel. When the new society started to build it became less and less equal, this is stated when Orwell states,The creatures outside looked from pig to man, and from man to pig, and from pig to man again; but already it was impossible to say which was which., this shows that the original society was starting to resurface but the pigs being man instead. Orwells point that the pigs are really just the same as the human tyrants they replaced is expressed in the ending of the novel, as the pigs mingle with humans to the extent that it becomes impossible to distinguish between them and the humans. Although the specific animals and events that he uses clearly resemble particular parallels in the real world, their status as symbols allows them to signify beyond specific times and places. Work cited Kirschner, Paul. The Dual Purpose of Animal Farm.' The Review of English Studies, vol. 55, no. 222, 2004, pp. 759-786. New Series, www.jstor.org/stable/3661599. Letemendia, V. C. Revolution on Animal Farm: Orwells Neglected Commentary. Journal of Modern Literature, vol. 18, no. 1, 1992, pp. 127-137., www.jstor.org/stable/3831551. George Orwell. Encyclopedia of World BiographyÂÂ ¨, Gale, 1998. Biography in Context, libraries.state.ma.us/login?gwurl=http://link.galegroup.com/apps/doc/K1631004982/BIC1?u=mlin_m_mwpsxid=e86493e0. Accessed 6 Mar. 2017. Animal Farm, by George Orwell

Hong Kong :: essays research papers fc

Hong Kong It’s March of 1997, and a political cartoonist who goes by the pen name â€Å"Zunzi†, sketches in a cafe in Hong Kong. Many Americans take this right for granted. Zunzi, however, is thankful that his newspaper is among the few that have avoided self-censoring as the Chinese take-over approaches, bringing with it harsh censorship laws. He draws a picture of a smiling man outfitted in the lower half of a dog costume, preparing to put on it’s head. The man symbolizes wealthy businessmen in Hong Kong, and the costume symbolizes their willingness to obey Beijing by assuming positions of power, such as the Preparatory Committee and the Provisional Legislature. They change their costume and identity in whichever group they are in while remaining loyal to China by acting as China’s â€Å"puppets†. This way, China has a strong grip on political affairs in Hong Kong. Zunzi is aware his days in Hong Kong are limited (Sesser 21). As China takes over many l aws that restrict Hong Kong’s free speech are being put into effect, causing uneasiness among citizens. Despite China’s attempt to control, Hong Kong citizens struggle to maintain the democratic lifestyle to which they are accustomed. The Chinese government’s restriction of free speech has oppressed many citizens of Hong Kong. Before the hand-over on July 1, 1997, a vigil was held in Hong Kong’s Victoria Park for the victims of the June 4, 1989 massacre at Tianemen Square. Fifty-thousand people attended the vigil, which remembered those who died while rallying for democracy. Said pro-democracy campaigner Szeto Wah, â€Å"Tonight. we are again using sparks of candlelight, solidified drops of ‘tears,’ to remember you and mourn you." However, demonstrations like this are not looked on by approval by the new government that will come with the hand-over. The soon-to-be executive chief Tung Chee-hwa expressed his disapproval of the vigil by saying that it is â€Å"...time to set aside the burden of June 4†. New laws proposed by the Provisional Legislative Council required demonstrations and societies to register with the government. Those considered dangerous to national security will be banned (Baird 30). These new lawsthreaten to make demonstrations like the one held in Victoria Park impossible. The disapproval and Tung Chee-hwa and the emergence of restrictive laws pose a threat to citizens who value their right to free speech. Hong Kong citizens fear expressing themselves through art because of China’s control.

The Hostility Between Gene and Finny in A Separate Peace by John Knowle

The Hostility Between Gene and Finny in A Separate Peace by John Knowles Gene feels increasing hostility toward Finny before his fall from the tree. In the novel A SEPARATE PEACE by John Knowles, the hostility between Gene and Finny increase because of the competition inside of them both to be better then one another. It is about the increasing competition between Gene and Finny and the hostility it brings. The hostility finally burst inside Gene and for one instant it takes over. It makes him do something he will always regret. Gene’s increasing hostility towards Finny finally brings the down fall of their friendship. Gene’s first form of hostility toward Finny was the realization that Finny could get away with anything. First instance was when Finny was wearing his emblem, the pink button-down shirt, and Mr. Patch-Withers came up to him. Mr. Patch-Withers ask him about the shirt and Finny told him the meaning of the shirt. As he explained the substitute headmaster became more amused about the situation and allowed Finny to get away with breaking the school dress code. After this instance Gene admitted to being envious of Finny in this Quote, â€Å"I was beginning to see that Phineas could get away with anything. I couldn’t help envying him that a little, which is perfectly normal. There was no harm in envying your best friend a little.† (18) In this quote Gene is just saying that he envies his best friend for some thing that he can’t do. This situation is the first of many forms of hostility towards Finny that brings about the incident in the tree. At the Patch-Withers party anther sign of Gene’s increasing envy towards Finny is shown. This happens when Finny again gets away with breaking the dress code. At the party when discussing the bombing of Europe, Mr. Patch-Withers discovers that Finny is wearing the school tie with his pink shirt. With some quick anecdotes about how his shirt is a contribution to the war effort and also be glad he wore a belt because his pants could fall down. With these quick anecdotes Finny got away with it, gave Mr. Patch-Withers a good laugh and enraged Gene’s envy towards Finny. Gene gave this quote about the instance, â€Å"He (Finny) had gotten away with everything. I felt a sudden stab of disappointment........† (21) Gene really does not know what he is feeling he says, but deep down it is hi... ...out to wreck my studies. That explained blitzball, that explained the nightly meetings of the Super Suicide Society.............Sure he wanted to share everything with me , especially his D’s in every subject. That way he, the great athlete, would be way ahead of me. It was all cold trickery, it was all calculated, it was all enmity.† (45) Gene thinks he was doing this by cramming his schedule with clubs and sports so that he won’t have time to study and wreck his school grades. Then Finny can be better than him at everything. Gene’s misunderstanding of Finny, not understanding that Gene did need to study and that it did not come naturally, enraged Gene more making him ready to explode. â€Å"I (Finny) didn’t know you needed to study.† (50) When Finny said this Gene took it way out of proportion making it Gene’s final straw. Gene was so enraged that he could not take it that Finny only meant that brains came natural. With the final straw gone Gene lost it. His mind was in such confusion that he followed Finny out to the tree. He climbed up it, and with out any regard for human life, Gene exploded. He shook the limb making Finny lose his balance and fall to the ground.

Learn Anything

AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL MARKS: 80 Information Technology N. B. : 1)Attempt any sixteen questions questions carries equal marks. 1. 2. 3. What are the characteristics of a technologically enabled organization? How does an Organization acquire & disseminal knowledge? Why do you suppose inquiry – only applications were developed instead of fully on lines system? 4. 5. What kind of technology is least flexible? Most flexible? How does strategic planning differ between a firm that offers services & one that manufacturers a product?Is there a difference in the impact of technology on strategy in any two types of firms? 6. What kind of business activities do you think are most amenable to common systems in different countries? 7. What kind of programs do you think are likely to make the most use of floating – point instructions? 8. 9. 10. 11. 12. 13. Distinguish between computer hardware & software which most concerns a manager? What kind of softwar e does a server for a local area network need to have? What is OLAP? How does it contribute to the organization? Similar article: Text Mining for BusinessesWhy are standards so important in communications? What industries are most likely able to take advantage EDI? Are there applications where it does not matter if multiple databases are simultaneously updated? 14. Most organizations today have computers and software, all of which are supposed to work on a network, from different Vendors? What are the potential problems with using products from many different sources? .. 2.. 15. What are the differences in design for multi-user system versus a personal system on a pc? )All 16. Does a system have to use the most modern technology to be successful? Why or why not? Are there disadvantages to utilizing the most up-to-date technology? 17. 18. 19. Why should one insist on a demonstration of a package? What is a spaghetti organization? How can you transform a huge firm like General Motors with the help of information technology? 20. How more user development eventually eliminates the need for professi onal systems analysis and programmers? 21. 22. 3. 24. How can a company use multimedia today? How does one go about identifying the expert to be used in developing an expert system? Describe how a virus actually works? What kind of files does it want to infect? What kind of changes does information technology either create or facilitate within and between organizations? What other changes are associate with IT? 25. What are the drawbacks of work place monitoring? Why management might wants to monitor worker productivity?

Good and Service Experience

Model and explain the Servuction Model as a service encounter framework. Relevance for fast food market and what is the role of customer B in the model? The Service encounter is defined as a period of time during which a consumer directly interacts with a service. Service encounters occur where it is necessary for consumer and producer to meet in order for the former to receive the benefits that the latter has the resources to provide. This definition includes all aspects of the service firm with which a consumer may interact, including its personnel and hysical assets.Servuction concentrates on consumers' perceptions of the service encounter. The Servuction model is a simple but powerful model that illustrates factors influencing the service experience of a customer when enjoying a service. It concentrates on consumers' perceptions of the service encounter. The framework, developed by Eigher and Langeard emphasizes experiential aspects of service consumption and is based on the idea of organizations providing consumers with complex bundles of benefits.The elements of the service experience are divided into wo parts- visible and invisible. The visible part consists of the inanimate environment within which the service experience occurs, the service providers or contact personnel who interact with the consumer during the service experience. The visible part of the organization is is supported by the invisible part, comprising the support infrastructure, which enable the visible part of the organization to function. The invisible part refers to the rules, regulations and processes upon which the organization is based.Although they are invisible to customers they have very rofound effect on the consumers service experience. The model is completed by the introduction of other customers, with whom each consumer may interact within the system. This is important because the actions of fellow consumers can contribute greatly to the overall encounter. Everyone and every thing that comes into contact with the consumer is effectively delivering the service. There is often large number of contacts between the service provider and the customers which makes it difficult in identifying the servuction system.Only consumers can define the service encounter hat matters to them and essentially create their own bundle of benefits from the contributory elements of the service offer. Therefore the service encounter is defined by customers , rather than producer-led definitions. Relevance for fast-food market: The servuction model for a fast-food market is used for understanding consumer experiences: consisting of visible service, contact personnel , other customers and home delivery and Wi-fl connection free for customer. The contact personnel of the fast-food market would include a waiter/ branch manager, counter employees and a ecurity guard.The other customers would be customer B. The invisible organization and systems could be a very fast delivery within 5 minutes, a good setup with approximately 10 staff and a good music system in the restaurant. Role of Customer B: Customer B represents all other customers who are part of customer A's experience. Consumption of service are â€Å"shared experience† because it often occurs in the presence of other customers. As in the case with the other visible components of the Servuction model, other customers can impact customer A's experience.