Brida by Paulo Coelho Evaluation

1. ABSENTATION: As an introduction of the lead character, Brida came to the mountain in search for the Magus. There, she asked him to be his teacher. He then approved of it and made her sit down at the top of the mountain and leave her there to test whether she can overcome her fears. 2. INTERDICTION: Upon her search for the Magus, she traveled for over 90 miles, when she came to the village and asked the people, they warned her that the Magus had already tried to seduce one of the village girls. 3. VIOLATION of INTERDICTION: Though having been warned by the village people, Brida still continued on her journey to find Magus.She is eager to learn magic. 4. RECONNAISSANCE: She went in search for the Magus. 5. DELIVERY: Brida found out that he is a Teacher of the Tradition of the Sun, and that there are two traditions, the Tradition of the Sun and the Tradition of the Moon. When one masters a tradition, he/she shall teach the other tradition. And in order to learn, one must be completel y honest. 6. TRICKERY: It is Brida’s mind playing tricks on her, it is her mind that makes her imagine things, hindering her from going into the bridge and seeing the invisible world. Her mind is preventing her from completing the Magus’ first lesson. 7.COMPLICITY: Since Brida had courses in schools, she is having a hard time trying to let go. She limits herself to what she knew from school, that’s why she had a hard time doing her tasks. 8. VILLAINY or LACK: Brida is the protagonist and at the same time, antagonist of this story. When she went to Wicca, a Teacher of the Tradition of the Moon, what she learned in school about tarot cards was given confusion. Wicca’s ways was far different from what she was taught. When Wicca told her to spend an hour of her choosing to lay down the tarot cards and just let them show her what she needs to know at the moment, she was at irst, excited. But when she noticed that it was only her imagination working and not mag ic. She doesn’t know now which to trust, Wicca’s words or the lessons in school. She was torn. 9. MEDIATION: Brida, now going against all her normal habits, decides to smoke cigarette before breakfast. She has given up with her tarot card reading. She felt crying after each time she does the reading. She felt vulnerable and alone and had a sense that a great opportunity is slipping through her fingers. She thinks she had failed. 10. BEGINNING COUNTER-ACTION: Brida phoned Wicca, telling her that she can’t come to her next appointment.She doesn’t know that Wicca already know that. Wicca used the phone call to make Brida spread the Tarot cards. The Tarot cards revealed themselves to Brida. 11. DEPARTURE: Brida came to Wicca, to go into the bridge and see the invisible world. 12. FIRST FUNCTION OF THE DONOR: Wicca made her close her eyes, imagine things, made her enter a library in which she found a book. She then found out that in her past life, she was a so ldier’s wife, Loni. And those voices have been with her since she was born. 13. HERO'S REACTION: Brida then forced herself to work, to avoid thinking, to avoid her thoughts about the Magus and Wicca, of her past life.She wanted to escape. 14. RECEIPT OF A MAGICAL AGENT: After her time travel into her past life, she now accepts that she may be or can be a witch, like what Wicca told her. She had accepted that the power is within her all along; she only had to let it out, to embrace it. Like what her past lives had done. 15. GUIDANCE: Brida’s boyfriend, Lerons, even if he really can’t believe what Brida was saying is possible; he still thinks it is true. He even compared Brida’s story with the composition of an atom, telling her that even scientists have encountered situations like such. 16.STRUGGLE: Brida was fighting her true calling, to be a witch. She has a fear of committing herself. Though her travel to her past life showed her who she really was and knew that it comes to her naturally, it also brought upon her the fear of committing herself to such beliefs. 17. BRANDING: Brida, is now wearing, though it was invisible, one of the Four Rings of Revelation, the Witch. 18. VICTORY: Brida now is able to walk into the bridge. She has resolved the tricks her mind played on her. She have been writing down all that Wicca taught her in the book of shadows. She also had found her Soulmate, the Magus. 19.LIQUIDATION: Magus showed her the way into the Two Traditions, the Tradition of the Sun and the Tradition of the Moon. He showed Brida how grateful he is that he found Brida and that Brida had recognized him as her Soulmate. They traveled through space and time. Brida saw meadows full of flowers, animals she had inly read in books, mysterious castles and cities that seemed to float on clouds of light. 20. RETURN: Brida didn’t know whether to feel disappointed or relieved, but they have to part. They just confessed their love for eac h other. It was hard to leave your soulmate once you’d found them. Brida went back to Dublin.

Essay on Australias Population

Essay on Australias Population Essay on Australias Population The population of Australia has increased largely since the turn of 20th the century and it is not controlled or monitored. Without a population plan advised by the prime minister where will Australia’s growing population stand in 2050? Australia’s population currently stands at 22.8 million people with the birth rate at one birth every one minute and forty-seven seconds and the death rate at one death every three minutes and thirty-six seconds. The government should consider keeping the population constant or to let it rise under control with a population plan. To determine how the population should look by 2050 we can explore three demographical issues: * Population Growth rates This is how fast or slow population is decreasing/increasing over time. Factors included are natural increase (Number of births less the number of deaths) and net overseas migration (Migrants entering the country less than those leaving). * Changing Population Structure The changing trends of demographic structure such as the ageing population * The Spatial Distribution Where residents are located. Two main factors that contribute greatly to population growth are: Natural Increase and Net Overseas Migration. Australia’s population grew by 1.4% during the year ended 30th June 2011. The growth rate has been declining since 2008 when the peak was 2.2%. Natural increase and net overseas migration contributed 47% and 53% respectively to total population growth for the year ended 30 June 2011. Since 1970 the government has supported multiculturalism in Australia and has put together 5 types of programs that allow migrants to enter Australia: * Skilled migration (GSM) * Business People * Family Members * Humanitarian Entrants or Refugees * Employer Sponsored Over the past 20 years migration and natural increase have both contributed equally to population growth, but in 2006 when Kevin Rudd was elected as prime minister the migration levels climbed to 66%, Mr Rudd supports a bigger Australia and the overseas migration levels have continued to rise since his resignation, this is a factor as to why the population has increased so rapidly in such a short space of time. Another contributing factor to the growth of Australia’s population is the baby bonus and paid parental leave, this encourages increase and although it has been falling with the fertility rate at 1.8% and the replacement rate at 2.1%, it has started to climb again. With such low fertility rates, this creates a higher ageing population. Australia’s Population Structure has faced one of its most significant challenges recently, an ageing population; over the past 20 years our median age has increased from 31.8 years to 36.9 years, according the ABS. By 2056 our median age will sit between 41.9 years and 45.2 years. This is until the government introduced the baby bonus, with the benefits of paid parental leave and $5000 to cover the costs of welcoming a new baby into the world; the government has encouraged people to have more children. There are two reasons for our ageing population: low fertility rates and increased life expectancy. An ageing population can slow down economic growth. As the population of traditional working age falls, the rate of labour force participation is also projected to fall. The labour participation rate is expected to fall to less than 61% by 2050, in comparison to 65% today and within the next few years, immigration will be the only net labour force growth in Australia. Another problem is the government’s plan for people to work past the traditional retirement age, a new policy was introduced ‘compulsory superannuation ’, this entitles every working Australian to invest in an industry super fund to reduce the reliance on the pension. Australia’s average population density is 2.7 people per square kilometre, however the population is not evenly distributed throughout the nation; 68% of Australians live in one of

Ideas for Thanksgiving Math Word Problems

Ideas for Thanksgiving Math Word Problems Thanksgiving math word problems are an easy way to infuse the November spirit of gratitude into every part of the school day. Customize these general turkey-themed concepts for whatever grade level you teach. Addition/Subtraction Mrs. Jones baked 5 pumpkin pies on Monday, 6 pumpkin pies on Tuesday, and 8 pumpkin pies on Wednesday. How many pumpkin pies did she bake altogether?Jasmine made 14 cups of butternut squash soup for Thanksgiving dinner. The family ate 9 cups of the soup at dinner. How many cups of soup were left over?Mr. Wilson went to the store to buy the food for Thanksgiving dinner. He spent $17.43 on vegetables, $32.16 on turkey and stuffing, and $12.19 on beverages. How much did Mr. Wilson spend altogether?Grandma brought two dozen cookies to Thanksgiving dinner. All but 3 were eaten that night. How many cookies were eaten?The Pilgrims sat down to the very first Thanksgiving dinner. There were 73 Pilgrims and 56 Native Americans at the table. How many people were at the table altogether? Multiplication/Division Each apple pie serves 9 people. There are 5 pies on the table. How many people will this feed?There are 32 ears of corn for 16 people. How many ears of corn can each person eat?The grocery store is selling turkeys for $7 each. They have sold 13 so far in the month of November. How much money has the store made so far in turkey sales?The pumpkin patch has 47 rows of pumpkins and 93 pumpkins in each row. How many pumpkins are there in all? Advanced/Other Lois bought three turkeys for three different prices. The prices were $18.92, $21.75, and $16.31. What is the average cost of the turkeys? Round to the nearest cent.Mike ate 1.4 pounds of food at Thanksgiving dinner. John ate 1.6 pounds. Write an inequality to compare the amount of food each boy ate. Use the less than or greater than sign.

Making the Decision Research Paper Example | Topics and Well Written Essays - 250 words

Making the Decision - Research Paper Example Therefore, this approach can be leveraged to enhance the managerial staff. In most organizations, the managers make difficult decisions regarding the finance department. Therefore, the analytical approach is quite efficient in solving the financial predicaments. Research asserts that managers who employ the analytical technique always arrive at the best alternatives and solutions (Nowduri, 2010). Research asserts that team projects are common in the contemporary business world. There are several decision-making strategies that can be employed in team-decision making. Team leaders should ensure maximum participation during the decision-making procedure. Voting can also be employed especially when there are several conflicting opinions amongst the members of the team. Furthermore, the team leader can also use other anonymous contributions in order to ensure that the decisions made are from experts. The leader of the team can also establish group priorities, which help the team in selecting the best options from various alternatives. These decision-making strategies are quite useful in the decision-making procedure (Lunenburg, 2010). Geogr, E. (2012). Managing communities and managing knowledge: Strategic decision making and store network investment within retail multinationals. Journal of Economic Geography, 12(2), 539-565. doi:10.1093/jeg/lbr038 Lunenburg, F. C. (2010). Group decision making: The potential for groupthink. International Journal of Management, Business, and Administration, 13(1), 1-5. Retrieved from http://www.nationalforum.com/Electronic%20Journal%20Volumes/Lunenburg,%20Fred%20C.%20Group%20Decision%20Making%20IJMBA%20V13%20N1%202010.pdf Nowduri, S. (2010). Management information systems and business decision making: Review, analysis, and recommendations. Journal of Management and Marketing Research. Retrieved

Linguistic relativity theory Essay Example | Topics and Well Written Essays - 1500 words

Linguistic relativity theory - Essay Example The Sapir-Whorf Hypothesis: is it still applicable in the face of current linguistic theory What does it mean in present thinking; is it outmoded, or due for a revival Thinking-for-speaking and the Slobin idea. Do babies think before they speak, or does speaking encourage thinking The Hopi universe and the physics universe. Conception, speech and ways of describing things. The Dress of Thought, and seeing things though language.The essential components of the linguistic relativism theory are that different languages provide their users with different views of the world. Pablo Neruda, the great Spanish-language poet, pointed out that his poems did not translate well into other European languages, such as English and French, with a common Latin root. Much is lost in translation, and it seems to be much more than the simple meaning of each word. Other advances in linguistic relativism, such as the Thinking-for-Speaking theory, also imply that language is a necessary component in worldvi ews and social features. If human beings:Then how can each society relate to each other, and is common understanding even possible in a world where different communities view the same entity in different ways By looking at the Sapir-Whorf Hypothesis, followed by Slobin and other's theories of Thinking-for-Speaking, before going on to examine one nation's view of the universe which has returned to favor through the scientific community, and then by considering whether there is any way of conceptualizing entities except through language, this essay hopes to answer the question of whether People who speak different languages perceive and think about The world quite differently (Chandler) The Sapir-Whorf Hypothesis is understood to describe the relationship between the language of the speaker, and the way in which that speaker understands the world, and reacts to it. While neither Sapir nor Whorf ever claimed that their ideas were a hypothesis, this is how this theory of linguistic relativism is generally known today. This may be a mixed blessing, however, as the Sapir-Whorf Hypothesis can be divided into two different theories, one 'hard SW' the other 'Mild SW'. Chandler sees the former hypothesis as that being used by Marshall McLuhan in his diatribes against the media: The technological determinism of his stance can be seen as An application of Extreme Whorfianism (Chandler) A milder reading of the SW hypothesis instead places emphasis upon the potential for society and language to be intermixed. Language is less of a cage in which the social being sits, and more of a two-way street, with language influencing society to the same extent that society influences language. Even this, however, still emphasizes the idea that society plus language equals a fixed worldview. Sapir even analyzed the different ways in which a person's speech is affected by their social surroundings (In Speech as a Personality Trait 1927). Generally, the more moderate version of the SW Hypothesis has become accepted in one form or another by most modern linguists. The most popular translation of the hypothesis is provided by the Thinking for Speaking theory coined by Slobin, which seem to suggest that speakers have to think about their language before they are able to convert that into speech. This also means that the speaker must have learned how to think in

Dance Assignment Example | Topics and Well Written Essays - 1250 words

Dance - Assignment Example ally correct in its representation; sometimes a dance may lack veracity and end up either misrepresenting or marginalizing cultural assumptions construed within or without its motions. This paper will focus on representation vs. misrepresentation of cultural identities through the two videos analyzed. For them to be effective, they must be searched for authenticity which can be identified through the fact that they portray realistic and historically valid view points and they are successful in delivering their message and creating the impression they were intended to. While conceding that a dance in many cases serves to center the focus on a specific culture or cultural outlook on stage, it can also be conversely used to marginalize. The world of contemporary and even ex post facto performances has been characterized by stereotypes most concerning racial identities and perceptions. In many cases, this has resulted in either marginalizing or misrepresenting cultural outlooks and in th is paper, the extent to which the two dances cited either represent or misrepresent cultural issues or fail to do so will be examined. The west side captures the gang conflict that characterizes America in the 50’s with white Caucasian gangs fighting with their Puerto Rican counterparts supposedly for dominance in the streets. The dance was initially brought to the stage by writers and producers whose intent was to recreate a modern day Romeo and Juliet story. Their key focus was the prejudices that faced ethical, racial and religious groups in the United States during this period. While in the case of Romeo and Juliet, it was the Montagues vs. the Capulets, on the other hand, in the West side story, it was the two leading gangs in New York, Sharks vs. Jets. These were representative of the middle class New York population vs. the influx of Puerto Rican and Mexican families that were taking a hold in what was traditionally â€Å"white turf†(Cohen). Throughout the story, racial and

How would Contemporary Leaders Maintain Quality Standards of Their Organizations?

How would Contemporary Leaders Maintain Quality Standards of Their Organizations? How would contemporary leaders maintain quality standards of their organizations? Qualitative methods play an important part in developing, maintaining and improving survey quality by assessing vital issues that field pre-tests and pilot surveys alone cannot address. They are better able to identify the problems experienced by respondents in answering questions because they place a more systematic and in-depth spotlight on each question and its administration, as well as routing and instructions. Quality is built into every process in the company. It applies on proactive requirements and resource management, feature a complete testing process life cycle, and provide thorough and detailed documentation. Quality Improvement is basically, the actions taken throughout the organization to increase the effectiveness of activities and processes to provide added benefits to both the organization and its customers. There is a significant relationship between productivity and quality. As a result, they expect for business as a profession, as well as about the substance of ethical dilemmas they confront in running their organization properly and ethically. To maintain quality standards of the organizations there are several keys that needs to have: (1) Benchmarking is the use of standard measurements in a service or industry for comparison to other organizations in order to gain perspective on organizational performance. (2) Continuous Improvement, in regard to organizational quality and performance, focuses on improving customer satisfaction through continuous and incremental improvements to processes, including by removing unnecessary activities and variations. (3) Failure Mode and Effects Analysis is an approach that helps identify and prioritize potential equipment and process failures. (4) ISO9000 is an internationally recognized standard of quality, and includes guidelines to accomplish the ISO9000 quality standard. Organizations can be optionally audited to earn ISO9000 certification. (5) Total Quality Improvement (TQM) is a set of management practices throughout the organization, geared to ensure the organization consistently m eets or exceeds customer requirements. TQM places strong focus on process measurement and controls as means of continuous improvement. Finally, (6) Six sigma is a quality management initiative that takes a very data-driven, methodological approach to eliminating defects with the aim to reach six standard deviations from the desired target of quality. While this is a necessary reaction in such challenging times, maintaining quality standards are essential in ensuring sustainability and future growth. Adopting internal quality is an important means to achieving competitive advantage and cost efficiencies as the entire company structure reflects commitment and value for the customers. Every single person in the organization takes part in maintaining quality standards. This allows for continuous improvement as a fundamental practice in what is rapidly becoming a stricter market in every sense of the word. Customer satisfaction is essential for any business. Working to recognised quality management standards can help you to meet customer expectations. Quality management standards provide a framework for a business to manage its processes and activities. They can help a business improve its efficiency by providing a best practice model for it to follow. To meet a quality management system standard you need to set up a system to improve the key processes you use to provide your products and services allowing you to deliver consistently on your promises. Most of the contemporary leaders understand that three factors ensure the global market competitiveness of an organization, for example: a quality product, quality customer service, and quality delivery. Leaders must champion the processes of quality throughout the organization, benchmarking successful organizations, incorporating innovations in quality, and setting standards and measurements in every department. Leaders have several tools to ensure quality. They dont have to be Master Black Belts in Six Sigma or understand all the intricacies of lean manufacturing or supply chain management to see how each improves quality. They are sold on the merits of having a quality. They know that cutting waste translates to saving time and money for the organization. It is the leaders responsibility to drive, steer, and fund the quality initiative throughout the organization. For only when top leaders fully endorse a quality initiative does it have a chance of becoming fully implemented and t he harvest days of savings can occur. Contemporary leaders collaborate and provide their organizations succession plans that ensure the growth of the organization over time. They feel that they lead at the request of the company, customers, board of directors, and stockholders. If each of these entities trust in the leader remains unchallenged, the leader should lead until he or she chooses to step down. However, whereas even the best of leaders turn the company over to a new set of watchful eyes eventually, the leader who is irreparably jeopardizing the sacred trust of employees, customers, and the public at large should step aside and let a better leader take the helm. The history of quality management, from mere inspection to Total Quality Management, and its modern branded interpretations such as Six Sigma, has led to the development of essential processes, ideas, theories and tools that are central to organisational development, change management, and the performance improvements that are generally desired for individuals, teams and organisations. The roots of Total Quality Management can be traced to early 1920s production quality control ideas, and notably the concepts developed in Japan beginning in the late 1940s and 1950s, pioneered there by Americans Feigenbum, Juran and Deming More about Quality Management and TQM history. Quality Management resulted mainly from the work of the quality gurus and their theories: the American gurus featured in the 1950s Japan: Joseph Juran, W Edwards Deming, and Armand Feigenbum; the Japanese quality gurus who developed and extended the early American quality ideas and models: Kaoru Ishikawa, Genichi Taguchi, and Shigeo Shingo; and the 1970-80s American Western gurus, notably Philip Crosby and Tom Peters, who further extended the Quality Management concepts after the Japanese successes More about the Quality Management gurus and their theories, including the development and/or use of the Plan, Do, Check, Act (PDCA) cycle, Pareto analysis, cause and effect diagrams, stratification, check-sheets, histograms, scatter-charts, process control charts, system design, parameter design, tolerance design (Taguchi methodology), Quality Improvement Teams (QIT), Just In Time (JIT), Management By Walking About (MBWA), McKinsey 7-S Framework, etc. Quality improvement is basically, the actions taken throughout the organization to increase the effectiveness of activities and processes to provide added benefits to both the organization and its customers. In simple terms, quality improvement is anything which causes a beneficial change in quality performance. All beneficial change results in improvement whether gradual or radical so we really need a word which means gradual change or incremental change. The transition between where quality improvement stops and quality control begins is where the level has been set and the mechanisms are in place to keep quality on or above the set level. Thus it is very essential to raise the standard of quality. Improving quality by raising standards can be accomplished by various steps which includes organize the resources to implement the plan, carry out research, analysis and design to define a possible solution. Hence this improvement process will require controls to keep improvement project s on course towards their objectives. The controls applied should be designed in the manner described previously. There is a significant relationship between productivity and quality. The former is a measure of the firm output as compared to the input while the latter spells out the compatibility of the firm product with the consumer demands. Total Quality Management (TQM) is a zero-error approach towards improving the quality of processes and systems in an organization. TQM calls for the principle of continuous improvement with regard to all the areas of the organization. This approach calls for continuously examining quality of organizational systems rather than making it a one-time activity. TQM is an approach towards managing the productivity-quality equation in an efficient manner. In a dynamically changing business environment, organizations need to re-structure and align itself to the change. This adaptation to the change is imperative for the organization to sustain itself in the ever-changing market. Reengineering is an approach, which involves radical re-structuring in the systems, processes or philosophy of the organization in the face of an environmental change. This approach calls for continuously examining quality of organizational systems rather than making it a one-time activity. The paper touches upon the basic principles of reengineering and TQM. The quality aspect encompasses every area of a business organization. Institutionalization of best practices and a commitment to continuous improvement with regard to all areas of the organization is pre-requisite for enhancing organizational quality. Total Quality Management is an approach towards maintaining quality of processes and systems in the organization. The paper examines the quality scenario in organizations and explores the role of IT in the same. Many of the companys employees have considerable experience in their own specialist fields and, because of this, Keighley Laboratories is sometimes required to carry out failure investigations and possibly act as a expert witness if a court case results. For quite some time, picking up The Wall Street Journal meant reading stories rife with indictments of CFOs, CEOs, and accountants. Though many leaders practice good principles, clearly it is time to inspect closely what it means to lead with ethics. The world is full of strong leaders; however, leadership is a neutral term. It can be good or bad. Stalin, Hitler, Mussolini, and Mao Tse Tung were regarded as good political leaders at some point in time by a certain element of the population. History has proven, however, that each was guilty of an immoral use of the tremendous power his leadership afforded him. What will history tell us about our current leaders of industry? Are they leading their companies in an ethical way? Perhaps the best barometer of achievement in this regard is the sustainable success of an organization over the long haul. For when you whittle commerce down to the point of its raison dà ªtre, you find its ethical basis. Is it not the mission and ethical imperative of every publicly held establishment to absorb the cost of doing business, produce a quality product for its customers, provide sustenance for its members, and turn a profit that can be reinvested to make the company stronger for lean times? One company has been doing this well for more than 120 years. General Electrics recent declining stock values may trouble investors, but it still was recognized as one of Fortunes 2002 Global Most Admired Companies and received the highest marks for its quality of management. Compare it to the relatively young MCI WorldCom, a company struggling in a quagmire of ethical issues, and the sustaining success of GE is clearly manifested. To get started, we will discuss the following five components of ethical leadership: communication, quality, collaboration, succession planning, and tenure. Ethical leaders set the standard of truth for every employee they lead. The moment people take leadership positions, they have an opportunity to place the highest premium on truthfulness. Recent cases of fiscal malfeasance at Enron, WorldCom, and Arthur Andersen illustrate the need for every form of communication leaders put forth to be an accurate representation. Yet, leading by example cannot be the only process by which this standard is relayed. It must become a company slogan, from the accounting office to the shop floor, that Truth is Job 1. Truthful information is quality information to the CEO, board of directors, and investors. Jim Collins, a noted researcher on leadership, advises leaders to conduct autopsies, without blame, and cites companies such as Philip Morris whose executives talked openly about the 7-UP disaster. Even when statistical evidence does not reflect well on a division or the financial status of the entire company, a plan of action to thwart disaster may be implemented and several lessons learned through open communication to ensure the sustainability of the organization. Ethical Quality An ethical leader understands that three factors ensure the global market competitiveness of an organization: a quality product, quality customer service, and quality delivery. Leaders must champion the processes of quality throughout the organization, benchmarking successful organizations, incorporating innovations in quality, and setting standards and measurements in every department. Leaders have several tools to ensure quality. They dont have to be Master Black Belts in Six Sigma or understand all the intricacies of lean manufacturing or supply chain management to see how each improves quality. They are sold on the merits of having a quality. They know that cutting waste translates to saving time and money for the organization. It is the leaders responsibility to drive, steer, and fund the quality initiative throughout the organization. For only when top leaders fully endorse a quality initiative does it have a chance of becoming fully implemented and the harvest days of savings can occur. Bob Galvin, Chairman of Motorola, implemented Six Sigma throughout the company in the early 1980s. Just two years after launching Six Sigma, Motorola was honored with the Malcolm Baldrige National Quality Award. Even the federal government is investigating the merits of this management tool. Several local government agencies are already using Six Sigma, and the federal government may employ Six Sigma in its war on terrorism. With a failure rate of 3.4 per million products/actions or 99.99966% accuracy, agencies would be better informed and lives could be saved if only one of every 294,000 vital pieces of information †¦ [was] †¦ erroneously discarded. Ethical Collaboration Ethical leaders need many advisors. They pick the most astute within their organizations and hire some from other companies, but they surround themselves with answers. Wise leaders collaborate to incorporate best practices, solve problems, and address the issues facing their organizations. Regrettably, the natural tendency of leaders is to draw in a close, and more often than not, closed circle of advisors. Unfortunately, the smaller the group, the less the prospect of collectively providing the leader advice on the full range of issues facing the organization. But the leader who collaborates ethically makes better decisions for the organization. How is that possible? Leaders who use ethical collaboration keep their circle of advisors more open and fluid. The objective of the ethical leader is to reduce the risks taken by the organization by assigning trustworthy experts/advisors to every situation-from RD decisions to customer-driven needs. Advisors findings determine decisions of t he leader who becomes better equipped to make judgments based on two critical elements: more feasible solutions and viable processes needed to exact the solutions. Many states suffer the woes of underfunded education. Recently, South Carolina imposed a 15% budget cut, with more cuts promised in the future. The President of Clemson University, Jim Barker, pulled in campus-wide experts in their fields to provide solutions. Robert McCormick, an internationally known economist, among others, was assigned the task of creating a fiscal roadmap to ensure Clemson would sustain itself through time. While his advisors provided him with sound solutions, Barker remained focused on the overall mission of the university and its drive to become a top-20 public university. Ethical collaboration serves another important role, however. As Barker maintains an open and fluid circle of advisors while assigning the right people to the variety of issues facing the institution, he serves to broaden his and others awareness of promising internal successors. Ethical Succession Planning If principled leaders possess a need for control, they satisfy that need by establishing strong organizational standards and operational procedures for quality and communication. Yet for the long-term success of the organization, ethical leaders must set aside issues of turf and let other leaders surface within the company, giving potential successors opportunities to exercise and build their leadership skills. Once identified, these few should be personally mentored by the leader, given opportunities for 360 ° communications, and trained for the roles they may one day assume. In his book, Good to Great:Why Some Companies Make the Leap †¦ and Others Dont, Jim Collins identifies Chrysler with many organizations that achieve greatness only to have it slip away through time. While examining the long list of organizations in his study, Collins notes that under Lee Iacocca Chrysler followed a pattern †¦ found in every unsustained comparison: a spectacular rise under a tyrannical disciplinarian, followed by an equally spectacular decline when the disciplinarian stepped away, leaving behind no enduring culture of discipline †¦ Arguably Chrysler faltered without Iacocca at the helm because he had failed to practice ethical collaboration to the point that a succession plan was devised. Ethical Tenure How long should a leader lead? Whereas the most important leader in the American government leads for 4 to 8 years, industry has no governing standard to length of tenure. Should leadership in industry, like its counterpart in government, have a shelf life? The answer lies on the conduct of the leader. Leadership expert Peter Block contends that We search, so often in vain, to find leaders we can have faith in. Further, he notes that leadership is more often rated on the trustworthiness of the individual than on his or her particular talents, and that the mission of the ethical leader is to serve the institution and not themselves. Jim Collins identifies this category of executives as Level 5 Leaders: leaders who are able to channel their ego needs away from themselves and into the larger goal of building a great company. Ethical leaders collaborate and provide their organizations succession plans that ensure the growth of the organization over time. They feel that they lead at the request of the company, customers, board of directors, and stockholders. If each of these entities trust in the leader remains unchallenged, the leader should lead until he or she chooses to step down. However, whereas even the best of leaders turn the company over to a new set of watchful eyes eventually, the leader who is irreparably jeopardizing the sacred trust of employees, customers, and the public at large should step aside and let a better leader take the helm. People are a fundamental component within any successfully developing organisation. Take away the people and the organisation is nothing. Take away the peoples motivation, commitment and ability to work together in well-organised teams, and again, the organisation is nothing. Conclusion Managing the ethical climate of an organization is not easy given the myriad influences, both internal and external, on the firm. Corporate ethics programs will not completely eliminate unethical conduct, nor will they resolve all of the perplexing conflicts of ethical values that arise in various social and economic arenas today. Nevertheless a Managers efforts to strengthen the ethical climate in their organizations will have real benefits for employees, for the performance of the firms, and for society at large. By legitimizing the discussion of ethical considerations in business, by standing up for ethical values despite short-term costs, by giving serious consideration to problems of conflicting values, managers and executives can contribute to strengthening their organizations and to building public trust in business. Much has been written about leadership. Regrettably, less time and thought has been afforded the concept of ethical leadership. Perhaps it is the very lack of discussion about what it means to lead with ethics that has created the current business environment of SEC investigations into improprieties, dot-com greed, and the general publics lack of faith in the stock market. Though we would have preferred that the government did not have to force the issue of business propriety through threats and legislation, apparently for some leaders fear and not moral certitude is their personal motivator. As a result, they expect for business as a profession, as well as about the substance of ethical dilemmas they confront in running their organization properly and ethically. Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organizations objectives. Considering the needs of all interested parties including customers, owners, employees, suppliers, financiers, local communities and society as a whole. Establishing a clear vision of the organizations future. Setting challenging goals and targets. Creating and sustaining shared values, fairness and ethical role models at all levels of the organization. Establishing trust and eliminating fear. Providing people with the required resources, training and freedom to act with responsibility and accountability. Inspiring, encouraging and recognizing peoples contributions. Identifying, understanding and managing interrelated processes as a system contributes to the organizations effectiveness and efficiency in achieving its objectives. Structuring a system to achieve the organizations objectives in the most effective and efficient way. Understanding the interdependencies between the processes of the system. Structured approaches that harmonize and integrate processes. Providing a better understanding of the roles and responsibilities necessary for achieving common objectives and thereby reducing cross-functional barriers. Understanding organizational capabilities and establishing resource constraints prior to action. Targeting and defining how specific activities within a system should operate. Continually improving the system through measurement and evaluation.