Modern Britain Essay Example for Free

Modern Britain Essay Being able to come to a believable conclusion about this statement could be quite hard due to the many definitions of religion and secularisation in the first place. There are so many different definitions for these that defining it correctly once arent the case. However secularisation is overall seen to be the decline in importance given to religion. Wilson put forward the idea that religion has declined and is now less important / influential in society than it was in the past. This was known as the secularisation thesis. Wilson focuses on statistical evidence relating to religious institutions and their activity. Church attendance statistics are used for evidence of secularisation in the UK and these vary and show big differences. The fall and rise of statistics in different areas show that religion has little influence today. Interpretive sociologists say that these statistics should be treated with caution as statistics for previous centuries may be inaccurate as data wasnt collected as well as it is today, the golden myth is not accurate and it could be misleading. On the other hand present statistics may not either be reliable as different religious organisations could have different counting methods to one another and also previous centuries. Bellah questions the validity of statistics, as they dont show the full picture e. g. a person attending church doesnt have to mean that they are religious. He says that religion is a private experience and cannot be measured for most people. Statistical evidence only tells us about participation in certain institutionalised religions, not religious belief / practice as a whole. Wilson suggests that rational thinking in the shape of science has replaced religious influence in our lives because scientific progress has resulted in higher living standards. Science has also come up with convincing explanations for phenomena which were once given by religious organisations e. g. how the world was created. People have therefore become increasingly disenchanted with religion. However people say that Wilson maybe overemphasising the influence of rationality, evidence tells us that people at times prefer religious explanations to scientific explanations. Social attitude surveys tell us that 70% of the UK population profess a string belief in god. Many people subscribe to quasi religious concepts such as luck or fate. There has been a decline in commitment to beliefs. Membership of high commitment organisations has generally decreased and low commitment organisations membership has increased. The popularity of some cults may be explained by the fact that they do not demand a great deal of commitment. Wilson argues that the church is no longer involved in important areas of social life such as politics. He says that politicians have no interest in making sure their policies meet with the approval of religious leaders. The media is more likely to have an impact and direct people rather than the church. Wilson says that the church has become disengaged from the wider society and only plays a marginal role in modern society. However critics say that religion is still a major provider of education and welfare in society today. The media still shows a great interest in religious issues such as women priests or the Church of Englands attitudes to homosexuality. National religious ceremonies such as the funeral of Princess Diana suggest that the sacred might still be important.

Free Essays - I Havent Got a Dime for College :: College Admissions Essays

I Haven't Got a Dime for College Growing up I've met the best of people and I've met the worst of people. My father has always been my hero. He loved, provided for and took care of two children and a sick wife everyday for twenty years. I look at his picture in my wallet each day and wonder if I can ever measure up to him. I thought my cousin had agreed to lend me $15,000 so that I could attend a decent college. I agreed to sign a promissory note. I showed up at the New City Brewery to sign the papers and pick up the check. I read the paper. It said for $30,000 I was selling him my interest in a vacation cabin our grandmother bought fifty years ago. The check however was only for $15,000. "I don't understand." I pushed back his Mount Blanc pen and the unsigned contract. Bill folded his arms. "In 1956 your father borrowed $6,000 from my father and I want it back." He flashed a mean smile that I hadn't seen since 1957 when the bank took away my family's house. My father took me to my cousin's house to ask for his outgrown clothing for me. That day my cousin handed me a book along with some clothes from his hamper and gave me this same vicious smile. The book was "The Prince and The Pauper". My father worked sixty hours a week for the next fifteen years paying off debts and sending his children to college. He stopped paying old debts when my mother's medical bills made that impossible. He died a few years later. I've missed him every day. I hadn't used that small cabin at the lake in a decade.

Volume Variety Matrix

Volume-variety and design In Chapter 1 the four V’s of operations were described. These were volume, variety, variation and visibility. The first two of these – volume and variety – are particularly important when considering design issues in operations management. Not only do they usually go together (high variety usually means low volume, high volume normally means low variety) but together they also impact on the nature of products and services and processes which produce them. The volume and variety of an operation’s activities are particularly influential in determining the way it thinks about its performance objectives.The figure below illustrates how the definitions of quality, speed, dependability, flexibility and cost are influenced by the volume-variety position of the operation. [pic] Quality Quality in a low volume-high variety process such as an architects’ practice, for example, is largely concerned with the final aesthetic appearance of the building and the appropriateness of its detailed design. In an exceptionally high volume-low variety process, such as an electricity supply company, quality is exclusively concerned with error-free service – electricity must be constantly available in the correct form (in terms of voltage, frequency, etc. . The meaning of quality has shifted from being concerned primarily with the performance and specification of the product or service towards conformity to a predefined standard, as we move from low volume-high variety operations through to high volume-low variety operations. Speed Speed for the architects’ practice means negotiating a completion date with each client, based on the client’s needs and the architects’ estimates of how much work is involved in each project. Speed is taken to its extreme in the electricity utility where speed means literally instant delivery.No electricity company could ask its customers to wait for their ‘delive ry’ of electricity. Speed therefore means an individually negotiated delivery time in low volume-high variety operations, but moves towards meaning ‘instant’ delivery in some high volume-low variety operations. Dependability Dependability in processes such as the architects’ practice means keeping to each individually negotiated delivery date. In continuous operations, dependability often means the availability of the service itself. A dependable electricity supply is one which is always there.So dependability has moved from meaning ‘on-time delivery’ in low volume-high variety operations to ‘availability’ in high volume-low variety operations. Flexibility Flexibility in low volume-high variety processes such as the architects’ practice means the ability to design many different kinds of buildings according to its clients’ various requirements. With the electricity company’s process, the need for product flexi bility has disappeared entirely (electricity is electricity, more or less) but the ability to meet almost instantaneous demand changes through volume flexibility is vital if the company is to maintain supply.Flexibility has moved from meaning product flexibility in low volume-high variety operations to volume flexibility in high volume-low variety operations. Cost Cost, in terms of the unit cost per product or service, varies with both the volume of output of the operation and the variety of products or services it produces. The variety of products or services in low-volume operations is relatively high, which means that running the operation will be expensive because of the flexible and high skill levels employed. Further, because the volume of output is relatively low, a few products or services are bearing the operation’s high cost base.Also, and more significantly for the operation, the cost of each product or service is different. At the other end of the scale, high-volu me operations usually produce similar products or services, output is high, so that whatever the base cost of the operation, it is shared among a high number of products or services. Cost per unit of output is therefore usually low for operations such as the electricity utility but, more significantly, the cost of producing one second of electricity is the same as the next second. Cost is relatively constant. Copyright  © 1995-2010, Pearson Education, Inc. Legal and Privacy Terms | [pic] [pic] [pic] [pic] LINE. When product demand is high enough, the appropriate process is the assembly line. Often, this process (along with continuous; both are in the lower-right quadrant of the matrix) is referred to as mass production. Laborers generally perform the same operations for each production run in a standard and hopefully uninterrupted flow. The assembly line treats all outputs as basically the same.Firms characterized by this process are generally heavily automated, utilizing special- purpose equipment. Frequently, some form of conveyor system connects the various pieces of equipment used. There is usually a fixed set of inputs and outputs, constant throughput time, and a relatively continuous flow of work. Because the product is standardized, the process can be also, following the same path from one operation to the next. Routing, scheduling, and control are facilitated since each individual unit of output does not have to be monitored and controlled.This also means that the manager's span of control can increase and less skilled workers can be utilized. The product created by the assembly-line process is discrete; that is, it can be visually counted (as opposed to continuous processes which produce a product that is not naturally divisible). Almost everyone can think of an example of assembly-line manufacturing (automobile manufacturing is probably the most obvious). Examples of assembly lines in services are car washes, class registration in universities, and many fast food operations.Because the work-in-process equipment is organized and sequenced according to the steps involved to produce the product and is frequently connected by some sort of conveyor system, it is characterized as flowing in a line. Even though it may not be a straight line (some firms utilize a U-shaped assembly line) we say that it has a connected line flow. Also, firms in the lower-right quadrant (line and continuous) are classified as having a product layout. Continuous manufacturing involves lot-less production wherein the product flows continuously rather than being divided. A basic material is passed through successive operations (i. e. refining or processing) and eventually emerges as one or more products. This process is used to produce highly standardized outputs in extremely large volumes. The product range is usually so narrow and highly standardized that it can be characterized as a commodity. Considerable capital investment is required, so demand for co ntinuous process products must be extremely high. Starting and stopping the process can be prohibitively expensive. As a result, the processes usually run 24 hours a day with minimum downtime (hence, continuous flow). This also allows the firm to spread their enormous fixed cost over as large a base as possible.The routing of the process is typically fixed. As the material is processed it usually is transferred automatically from one part of the process to the next, frequently with self-monitoring and adjusting. Labor requirements are low and usually involve only monitoring and maintaining the machinery. Typical examples of industries utilizing the continuous process include gas, chemicals, electricity, ores, rubber, petroleum, cement, paper, and wood. Food manufacture is also a heavy user of continuous processing; especially water, milk, wheat, flour, sugar and spirits.Read more: Product-Process Matrix – strategy, organization, system, examples, manager, company, business, c ompetitiveness, system http://www. referenceforbusiness. com/management/Or-Pr/Product-Process-Matrix. html#ixzz24d4V1uTD [pic] [pic] USING THE MATRIX The product-process matrix can facilitate the understanding of the strategic options available to a company, particularly with regard to its manufacturing function. A firm may be characterized as occupying a particular region in the matrix, determined by the stages of the product life cycle and its choice of production process(es) for each individual product.By incorporating this dimension into its strategic planning process, the firm encourages more creative thinking about organizational competence and competitive advantage. Also, use of the matrix provides a natural way to involve manufacturing managers in the planning process so they can relate their opportunities and decisions more effectively with those of marketing and of the corporation itself, all the while leading to more informed predictions about changes in industry and the firm's appropriate strategic responses. Each process choice on the matrix has a unique set of characteristics.Those in the upper-left quadrant of the matrix (job shop and batch) share a number of characteristics, as do those in the lower-right quadrant (assembly line and continuous). Upper-left firms employ highly skilled craftsmen (machinists, printers, tool and die makers, musical instrument craftsmen) and professionals (lawyers, doctors, CPAs, consultants). Hence upper-left firms can be characterized as labor intensive. Since upper-left firms tend to utilize general-purpose equipment, are seldom at 100 percent capacity, and employ workers with a wide range of skills, they can be very flexible.However, there is a difficult trade-off between efficiency and flexibility of operations. Most job shops tend to emphasize flexibility over efficiency. Since efficiency is not a strong point of upper-left firms, neither is low-cost production. Also, the low volume of production does not allo w upper-left firms to spread their fixed costs over a wide enough base to provide for reduced costs. Finally, upper-left firms are also more likely to serve local markets. Lower-right firms require production facilities that are highly specialized, capital intensive, and interrelated (therefore, inflexible).Labor requirements are generally unskilled or semi-skilled at most. Much of the labor requirement deals with merely monitoring and maintaining equipment. Lower-right firms are also more likely to serve national markets and can be vertically integrated. Hayes and Wheelwright relate three areas affected by the use of the product-process matrix: distinctive competence, management, and organization. DISTINCTIVE COMPETENCE. Distinctive competence is defined as the resources, skills, and organizational characteristics that give a firm a comparative advantage over its competitors.Simply put, a distinctive competence is the characteristic of a given product that causes the buyer to purch ase it rather than the similar product of a competitor. It is generally accepted that the distinctive competencies are cost/price, quality, flexibility and service/time. By using the product-process matrix as a framework, a firm can be more precise about its distinctive competence and can concentrate its attention on a restricted set of process decisions and alternatives and a restricted set of marketing alternatives.In our discussion, we have seen that the broad range of worker skills and the employment of general-purpose equipment give upper-left firms a large degree of flexibility while the highly specialized, high-volume environment of lower-right firms yields very little in the way of flexibility. Therefore, flexibility would be a highly appropriate distinctive competence for an upper-left firm. This is especially true when dealing with the need for flexibility of the product/service produced. Lower-right firms find it very difficult to sidetrack a high-volume operation because of an engineering change in the product.An entire line would have to be shut down while tooling or machinery is altered and large volumes of possibly obsolete work-in-process are accounted for. Upper-left firms, however, would have none of these problems with which to contend. It must be noted though that lower-right firms may possess an advantage regarding flexibility of volume. Quality may be defined a number ways. If we define quality as reliability, then lower-right firms could claim this as a distinctive competence. Lower-right firms would have the high volume necessary to quickly find and eliminate ugs in their product, yielding more reliability to the end user. However, if we define quality as quality of design (that is, â€Å"bells and whistles†Ã¢â‚¬â€things that embody status, such as leather seats in an automobile or a handcrafted musical instrument), then quality would be seen as a possible distinctive competence of upper-right firms. Service may also be defined in more ways than one. If one defines service as face-to-face interaction and personal attention, then upper-left firms could claim service as a distinctive competence. If service is defined as the ability to provide the product in a very short period of time (e. . , overnight), then service as a distinctive competence would belong to lower-right firms. Finally, remember that high volume, economies of scale, and low cost are characteristics of firms in the lower-right quadrant of the matrix. Upper-left firms produce low volumes (sometimes only one) and cannot take advantage of economies of scale. (Imagine, for instance, what you would have to pay for a handcrafted musical instrument. ) Therefore, it is obvious that price or cost competitiveness is within the domain of lower-right firms. MANAGEMENT.In general, the economics of production processes favor positions along the diagonal of the product-process matrix. That is, firms operating on or close to the diagonal are expected to out perform firms choosing extreme off-diagonal positions. Hayes and Wheelwright provide the example of a firm positioned in the upper-right corner of the matrix. This would appear to be a commodity produced by a job shop, an option that is economically unfeasible. A firm positioned in the lower-left corner would represent a unique one-time product produced by a continuous process, again not a feasible option.Both examples are too far off the diagonal. Firms that find themselves too far off the diagonal invite trouble by impairing their ability to compete effectively. While firms operating in the near vicinity, but not exactly on the diagonal, can be niche players, positions farther away from the diagonal are difficult to justify. Rolls Royce makes automobiles in a job shop environment but they understand the implications involved. Companies off the diagonal must be aware of traps it can fall into and implications presented by their position. Also, a firm's choice of roduct-process posi tion places them to the right or left of competitors along the horizontal dimension of the matrix and above or below its competitors along the vertical dimension of the matrix. The strategic implications are obvious. Of course, a firm's position on the matrix may change over time, so the firm must be aware of the implications and maintain the capability to deal with them appropriately. The matrix can provide powerful insights into the consequences of any planned product or process change. Use of the product-process matrix can also help a firm define its product.Hayes and Wheelwright relate the example of a specialized manufacturer of printed circuit boards who produced a low-volume, customized product using a highly connected assembly-line process. Obviously, this would place them in the lower-left corner of the matrix; not a desirable place to be. This knowledge forced the company to realize that what they were offering was not really circuit boards after all, but design capability . So, in essence, they were mass-producing designs rather than the boards themselves. Hence, they were not far off the diagonal at all.ORGANIZATION. Firms organize different operating units so that they can specialize on separate portions of the total manufacturing task while still maintaining overall coordination. Most firms will select two or more processes for the products or services they produce. For example, a firm may use a batch process to make components for products, which are constructed on assembly lines. This would be especially true if the work content for component production or the volume needed was not sufficient for the creation of a dedicated line process.Also, firms may need separate facilities for different products or parts, or they may simply separate their production within the same facility. It may even be that a firm can produce the similar products through two different process options. For example, Fender Musical Instruments not only mass produces electri c guitars (assembly line) but also offers customized versions of the same product through the Fender Custom Shop (job shop). Again, the matrix provides a valuable framework for diagnostic use in these situations.OTHER USES OF THE PRODUCT-PROCESS MATRIX Additional uses of the matrix include: †¢ Analyzing the product entry and exit. †¢ Determining the appropriate mix of manufacturing facilities, identifying the key manufacturing objectives for each plant, and monitoring progress on those objectives at the corporate level. †¢ Reviewing investment decisions for plants and equipment in terms of their consistency with product and process plans. †¢ Determining the direction and timing of major changes in a company's production processes. Evaluating product and market opportunities in light of the company's manufacturing capabilities. †¢ Selecting an appropriate process and product structure for entry into a new market. It should be noted that recent empirical resea rch by Sohel Ahmad and Roger G. Schroeder found the proposed relationship between product structure and process structure to be significant but not strong. In general terms, they found that as the product life cycle changes the process life cycle also shifts in the consistent direction, but not necessarily along the diagonal.Some 60 percent of the firms studied did not fall on the diagonal. The researchers propose that this occurred because new management and technological initiatives have eliminated or minimized some of the inherent trade-offs found on the Product-Process Matrix. They classify these initiatives as processing technology, product design and managerial practice (e. g. , TQM and JIT). Therefore, Ahmad and Schroeder recommend that the matrix be conceptualized as having three axes instead of two.They propose an x-axis (product life cycle stages), a y-axis (process life cycle stages), and a z-axis that represents an organization's proactive effort towards adopting and imp lementing these innovative initiatives. As a firm moves away from the origin along the z-axis, it becomes able to minimize some of the trade-offs seen in the Product-Process Matrix framework. Read more: Product-Process Matrix – strategy, organization, system, examples, manager, company, business, competitiveness, system http://www. referenceforbusiness. com/management/Or-Pr/Product-Process-Matrix. h tml#ixzz24d4lyOQ5 [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic]

How To Lose Weight

At its most basic, losing weight is about burning more calories than what you eat. That seems simple enough, but if it were really that simple, none of us would have a weight problem. Too often we take drastic measures to see results, such as diets, pills or those weird fitness gadgets on infomercials that promise us instant success. Maybe you lose weight but what happens when you go off that diet or stop that crazy workout program? You gain it all back and more. The real secret to weight loss is to make small, lasting changes. The key is to forget about instant results and settle in for the long run.According to studies, to lose one pound of fat, you must burn approximately 3500 calories over and above what you already burn doing daily activities. That sounds like a lot of calories and you certainly wouldn't want to try to burn 3500 calories in one day. However, by taking it step-by-step, you can determine just what you need to do each day to burn or cut out those extra calories. By calculating your basal metabolic rate, you are able to calculate the amount of calories your body needs to maintain basic bodily functions like breathing and digestion. This is the minimum number of calories you need to eat each day.Also, calculate your activity level. For a week or so, keep an activity journal and use a calorie calculator to figure out how many calories you burn while sitting, standing, exercising, lifting weights, and the like throughout the day. Another, easier option is to wear a heart rate monitor that calculates calories burned. After a week, add your totals for each day and average them out to get a general idea of how many calories you burn each day. Then, keep track of how many calories you eat. For at least a week, enter and track your calories to write down what you eat and drink each day.Be as accurate as possible, measuring when you need to or looking up nutritional information for restaurants, if you eat out. After a week, add your totals for each day and average them out to get a general idea of how many calories you eat each day. Lastly, add it up. Take your basal metabolic rate number and add your activity calories. Then subtract your food calories from that total. If you're eating more than your basal metabolic rate plus your activity calories, you're at risk for gaining weight. When you want to know how to lose weight it comes down to planning.Plan to drink a lot more water, it will make you pee more often but will also clean you out and give you move energy. You also have to get more exercise and by exercise I mean try to get one hour of exercise of any kind in a day. This needs to be exercise that you like and not exercise that just feels like work as that will not be sustainable. As far as eating goes you will need to get back to those core eating habits of eating fruit and vegetables and reducing the amount of heavy carbs like rice and potatoes and make sure to eat often. Eating smaller meals more often will keep that m etabolism up for you.Finally if you want to know the real secret of how to lose pounds you need to worry about why you are trying to lose weight. On those days where it is really tough to diet or exercise or make good decisions then you need to be very clear what the heck this weight loss sacrifice is for. Is it going to make you healthier? Or do you want to fit into smaller clothes? Or is it a goal to prove that you are in control of yourself? All of these reasons and more are important. Write your reasons down and post them up everywhere. Make sure that you never forget the why of how to lose pounds.

Leadership and motivational styles of Jeff Bezos and Steve Jobs The WritePass Journal

Leadership and motivational styles of Jeff Bezos and Steve Jobs Leadership and motivational styles of Jeff Bezos and Steve Jobs IntroductionJeff BezosSteve JobsConclusionRelated Introduction When analysing an individual in terms of management and leadership, it becomes hard to differentiate the two aspects since a good manager must exhibit good leadership skills. Furthermore, good leadership encompasses autocratism, democratism and Laissez-fairism applied concurrently by an individual depending on the situation. Management styles on the other hand are mainly two, autocratic and permissive. They are key in determining the leadership style to be applied. For instance, it is very hard for democratic leadership style to be applied in permissive management style. Therefore, the leadership style selected by an effective manager in most cases depends on the situation Jeff Bezos An exemplary and visionary leader who not only enforces his vision among his employees but also makes them feel important to the organization by directly involving them in development of important decisions in the organization. His success is basically founded on his ability to complement effective leadership, as well as management styles. His leadership approach is based on sustained pressure that comes from a hybrid style developed by combining the three main leadership styles. His is also unrelenting even after being recognized among the world’s richest persons, he still runs his company as if it is new. Steve Jobs He is one of the greatest and yet controversial managers and leaders in the business world. He successfully managed to revive a dying company into one of the most profitable organizations globally through his leadership and management styles that defy most of the business believes in leadership approach in management. His toughness seems to be unsupportive to employee motivation, but in his case, it worked successfully through inspiring trust. His strength was founded in his strong passion for the organizational as well as employee success. Conclusion From the analysis, it is evident that both the two leaders shared similar strategies in management but Jobs was stricter as compared to Bezos. The most important aspect of the management styles applied by the two is their clear vision that was entrenched into the organizations management and corporate strategies. //

Multiple (Choose one of the 3 below ) Term Paper

Multiple (Choose one of the 3 below ) - Term Paper Example Americans wanted to overhaul former systems used in forming social frameworks in previous years prior to the Lincoln’s era. Changes after reconstruction had so much pronounced effects that the current US politician and social structures are attributed to efforts committed to ensure change at that period. As an illustration to changes derived from the reconstruction era, the US congress remains with a vested power of impeaching an incumbent president in office even today. Basically, assassination of Abraham Lincoln and attempts on impeachment of President Johnson remains as the chief historical landmarks in the reconstruction period. In the process of its development, the US reconstruction era took a multi-facet approach in addressing issues of the aggrieved parties at that time. One approach employed to achieve change during this period focus on general changes achieved immediately after the American civil war from 1861-8165. The civil war marked profound struggles between the south and the north regions of the country. Reconstruction majorly dwells on state of southern states, since consequences of the civil war became more practical within the region as compared to the northern states. Immediately after the war, numerous civil and military changes took place in restructuring inherent systems of governance1. In this case, reconstruction era entails detailed study of changes and developments within the 12-year period after the civil war. The second facet focuses on administrative and social transformations that took place within America’s southern states under the federal leadership of Lincoln and Johnson. Like any other historical struggle in American heritage, reconstruction period had its own motivating factors during planning and execution of its strategies. These motives derives its roots from ideological concepts adopted during the civil war are. The main cause of civil war traces its roots to political and social difference in opinions betw een republicans at the south and democrats at the northern states. As a result of the difference in philosophical inclinations, southern states forces under the name radical republicans stages a systematic attack on the northern states. In return, northern democrats counteracted southern efforts through appropriate military measures2. Upon termination of the war period, radical republican ideologies still remained dominant within the southern citizens. In this context, various democrat led institutions wanted to impose proper governance and social systems into the south. On the other hand, southern radicals were determined in frustrating efforts committed by their northern counterparts. Main objectives of the era included a desire to achieve an equal society with minimal effects of slavery philosophies. Prior to the civil war period, African Americans lived under harsh conditions as slaver for the white insurgents in southern states. After the civil war, white insurgency wanted to m aintain this slave-master status quo in order to sustain economic and social classes in their societies. These ideologies were met by stiff opposition from northern states, who though the post civil war period was supposed to reconstruct social structures in a positive manner. In this regard, reconstruction ushered in adoption of civil rights ideologies and suppression of insurgence power in southern state

Career in Business Management Personal Statement

Career in Business Management - Personal Statement Example And these are just those who have passed out of high school, not to speak of the others who have graduated with impeccable IT credentials and raring to go. The corporate world was looking for them with open arms and the red carpet reception! Besides a degree in arts, an additional degree in streams such a business management is vital to career prospects these days. Business management students gain employment in wide range of careers in finance, marketing, human resource, tourism, hospitality, etc. at national and international levels. (International Business Management). I am reminded of my own inconspicuous small town background. The school I attended catered to mostly students from the lower middle income group families. The nearest and the only college in close vicinity was on the outskirts of the nearest city which was about 8 kilometers away from my house. However, the school was well run and the students had dreams of making it big one day. I was among the girls who excelled at studies and invariably always achieved good results. Thanks to my parents who instilled the right values and habits in me. Then there were some close friends who grew with me and together we came out of school with laurels and high expectations. Now I am not content with a degree. I want to specialize. ... Thanks to my parents who instilled the right values and habits in me. Then there were some close friends who grew with me and together we came out of school with laurels and high expectations. Now I am not content with a degree. I want to specialize. I am glad the syllabuses these days are geared towards specialization. I always knew in my heart that management was for me. The idea of planning, organizing and managing always appealed to me and I have already learned some of the basics in this stream when I was in the secondary section. Competition is in my blood. I am capable of turning on all my inner qualities to achieve the best possible results. I believe in activating the finer and nobler aspects of ones qualities in pursuing any goal. The progress we see today is not the result of wars and political might. Rather, it is the result of painstaking research and path of reason followed by men of scientific vision and literature genius. The course that I am about to take will take me 3 years to complete if I do it full time, or 4 years sandwich.(Course Information). Persuade an agreeing and informed audience to act (why is it urgent enough to act). Appeal to ethos by presenting and addressing counterarguments or warrants. A good army general will always reconnoiter before actively entering a war zone. He is aware there is a good deal of action to follow in the days, months and maybe years to come. Hence, he will make preparations by getting the complete picture about the enemy territory and capability. (John Ellison Kahn et al). Now that I am at the threshold of a career, I am determined to enroll in a good reputed college for a 3 years or 4 years course in International Business Management. Having worked for a year in a mega