Superstition in Huck Finn Essay Example For Students

Superstition in Huck Finn Essay In the novel The Adventures of Huckleberry Finn by Mark Twain, there is a lot of superstition. Some examples of superstition in the novel are Huck killing a spider which is bad luck, the hair-ball used to tell fortunes, and the rattle-snake skin Huck touches that brings Huck and Jim good and bad luck. Superstition plays an important role in the novel Huck Finn. In Chapter one Huck sees a spider crawling up his shoulder, so he flipped it off and it went into the flame of the candle. Before he could get it out, it was already shriveled up. Huck didnt need anyone to tell him that it was an bad sign and would give him bad luck. Huck got scared and shook his clothes off, and turned in his tracks three times. He then tied a lock of his hair with a thread to keep the witches away. You do that when youve lost a horseshoe that youve found, instead of nailing it up over the door, but I hadnt ever heard anybody say it was any way to keep of bad luck when youd killed a spider.(Twain 5). We will write a custom essay on Superstition in Huck Finn specifically for you for only $16.38 $13.9/page Order now In chapter four Huck sees Paps footprints in the snow. So Huck goes to Jim to ask him why Pap is here. Jim gets a hair-ball that is the size of a fist that he took from an oxs stomach. Jim asks the hair-ball; Why is Pap here? But the hair-ball wont answer. Jim says it needs money, so Huck gives Jim a counterfeit quarter. Jim puts the quarter under the hair-ball. The hair-ball talks to Jim and Jim tells Huck that it says. Yoole father doan know yit what hes a-gwyne to do. Sometimes he spec hell go way, en den agin he spec hell stay. De bes way is tores easy en let de ole man take his own way. Deys two angles hoverin roun bout him. One uvem is white en shiny, en tother one is black. De white one gits him to go right a little while, den de black one sil in en gust it all up. A body cant tell yit which one gwyne to fetch him at de las. But you is all right. You gwyne to have considable trouble in yo life, en considable joy. Sometimes you gwyne to git hurt, en sometimes you gwyne to git s ick; but every time yous gwyne to git well agin. Deys two gals flyin bout yo in yo life. One uv ems light en tother one is dark. One is rich en tother is po. Yous gwyne to marry de po one fust en de rich one by en by. You wants to keep way fum de water as much as you kin, en dont run no resk, kase its down in de bills dat yous gwyne to git hung. (Twain 19). Huck goes home and goes up to his room that night and Pap is there. In Chapter ten, Huck and Jim run into good luck and bad luck. The good luck was Huck and Jim finds eight dollars in the pocket of an overcoat. After dinner on Friday, they are lying in the grass, then Huck ran out of tobacco, so he went to the craven to get some, and finds a rattlesnake. Huck kills it and curled it up and put it on the foot of Jims blanket. Night came and Jim flung himself on the blanket and the snakes mate was there, and it bit Jim on the heel. Jim tells Huck to chop off the snakes head, then skin the body of the snake and roast a peice of it. He took the rattles off and tied them to Jim wrist. Jim said it would help him. Huck says I made up my mind I wouldnt ever take a-holt of a snake-skin again with my hands, now that I see what had come of it. (Twain 52). .uaf42d3ea37abe9f88ac7fef3040af6d1 , .uaf42d3ea37abe9f88ac7fef3040af6d1 .postImageUrl , .uaf42d3ea37abe9f88ac7fef3040af6d1 .centered-text-area { min-height: 80px; position: relative; } .uaf42d3ea37abe9f88ac7fef3040af6d1 , .uaf42d3ea37abe9f88ac7fef3040af6d1:hover , .uaf42d3ea37abe9f88ac7fef3040af6d1:visited , .uaf42d3ea37abe9f88ac7fef3040af6d1:active { border:0!important; } .uaf42d3ea37abe9f88ac7fef3040af6d1 .clearfix:after { content: ""; display: table; clear: both; } .uaf42d3ea37abe9f88ac7fef3040af6d1 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uaf42d3ea37abe9f88ac7fef3040af6d1:active , .uaf42d3ea37abe9f88ac7fef3040af6d1:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uaf42d3ea37abe9f88ac7fef3040af6d1 .centered-text-area { width: 100%; position: relative ; } .uaf42d3ea37abe9f88ac7fef3040af6d1 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uaf42d3ea37abe9f88ac7fef3040af6d1 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uaf42d3ea37abe9f88ac7fef3040af6d1 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uaf42d3ea37abe9f88ac7fef3040af6d1:hover .ctaButton { background-color: #34495E!important; } .uaf42d3ea37abe9f88ac7fef3040af6d1 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uaf42d3ea37abe9f88ac7fef3040af6d1 .uaf42d3ea37abe9f88ac7fef3040af6d1-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uaf42d3ea37abe9f88ac7fef3040af6d1:after { content: ""; display: block; clear: both; } READ: Howard Hughes EssayAs one can see Superstition plays an important role in the novel Huck Finn. Huck killing the spider which is bad luck, the hair-ball that tells fortunes, and the rattle-snake skin that Huck touched are examples that brought bad luck to Huck and Jim

Free Essays on General Motors

Organizational Background General Motors was founded in 1908. General Motors Corp. (NYSE: GM) has become one of the world’s largest automotive corporation vehicle manufacturers. The company employs 341,000 employees and partners with over 30,000 supplier companies worldwide. GM has manufacturer operations in more than 50 countries. General Motors has interest in digital communications. GM has more than 260 major subsidiaries, joint ventures, and affiliates around the world. GM's vision is to be the world leader in transportation products and related services. GM sold more than 8.6 million cars and trucks, nearly 15 percent of the global vehicle market. GM's global headquarters is at the GM Renaissance Center in Detroit. Richard Wagoner is the chief executive officer, president, and chairman of GM. Wagoner is responsible for the strategic and operational leadership of General Motors. GM was incorporated in 1915. General Motors has two operating segments, Automotive, communications services and other operations. It is involved in the design, manufacturing, and marketing of cars, trucks, and heavy-duty transmissions. Gm has the advantage of having a financial department, as known as GMAC, which stands for General Motors Acceptance Corporation. It provides financial services, like leasing, dealer financing, car and truck extended service contracts, residential and commercial mortgage, and vehicle and homeowners insurance. General Motors has many different types of vehicles. Names like, Chevy, Cadillac, Pontiac, GMC, Oldsmobile, Buick, and Saturn. Manufactured and marketed under the names Opel, Vauxhall, Holden, Isuzu, Saab, Buick, Chevrolet, GMC, and Cadillac, are cars that are meet the demands of customers outside of North America. GM parts and accessories are sold under the GM, GM Goodwrench and ACDelco brands through GM Service and Parts Operations. GM’s communication service is the digital entertainment, ... Free Essays on General Motors Free Essays on General Motors Organizational Background General Motors was founded in 1908. General Motors Corp. (NYSE: GM) has become one of the world’s largest automotive corporation vehicle manufacturers. The company employs 341,000 employees and partners with over 30,000 supplier companies worldwide. GM has manufacturer operations in more than 50 countries. General Motors has interest in digital communications. GM has more than 260 major subsidiaries, joint ventures, and affiliates around the world. GM's vision is to be the world leader in transportation products and related services. GM sold more than 8.6 million cars and trucks, nearly 15 percent of the global vehicle market. GM's global headquarters is at the GM Renaissance Center in Detroit. Richard Wagoner is the chief executive officer, president, and chairman of GM. Wagoner is responsible for the strategic and operational leadership of General Motors. GM was incorporated in 1915. General Motors has two operating segments, Automotive, communications services and other operations. It is involved in the design, manufacturing, and marketing of cars, trucks, and heavy-duty transmissions. Gm has the advantage of having a financial department, as known as GMAC, which stands for General Motors Acceptance Corporation. It provides financial services, like leasing, dealer financing, car and truck extended service contracts, residential and commercial mortgage, and vehicle and homeowners insurance. General Motors has many different types of vehicles. Names like, Chevy, Cadillac, Pontiac, GMC, Oldsmobile, Buick, and Saturn. Manufactured and marketed under the names Opel, Vauxhall, Holden, Isuzu, Saab, Buick, Chevrolet, GMC, and Cadillac, are cars that are meet the demands of customers outside of North America. GM parts and accessories are sold under the GM, GM Goodwrench and ACDelco brands through GM Service and Parts Operations. GM’s communication service is the digital entertainment, ...

Civil engineering issues Lab Report Example | Topics and Well Written Essays - 1000 words

Civil engineering issues - Lab Report Example However, it is associated with specific stories to global concepts, proper behavior in the corporate environment, and the inspiration of corporate geology for making of wise management decisions. The geological limits of Clarence Road comprise land dereliction, poor infrastructure, and the loss of open space and agricultural lands in Clarence Town. As an element of Master Plan 2015, the state should enhance prevailing open space conservation tools and to initiate a conservation program. These comprise a purchase of development rights program in those regions most vulnerable to development, prioritizing those lands, which are presently active in terms of agronomic production. As acknowledged in the Nutter Study, open space conservation under such a plan would not generate an economic adversity for the Town considering a growing local tax rate nor to intellectual property proprietors. Infrastructure and especially the extension of sewer lines and the escalations in traffic volumes on the present Clarence road will be a serious factor in establishing development and in guiding land usage resolutions in the future of the road and entirely in the Town of Clarence. Access to public sewers is serious to the lasting ecological health of the community. Sewer lines have stretched out comparatively slowly and have fashioned significant development impacts on the Town. According to Town of Clarence Planning and Zoning Department, growth in focus regions will and has had a correspondingly dramatic influence the service of existing roadways. The geological limits of Hunslet Riverside include the landscape of smoke nuisance. The region is home to a collection of voluntary firms servicing the public, this comprises The Hunslet Club, a youth association founded in 1940 which offers sport, dance and drama events for hundreds of young individuals in the region in addition to

Sitcom Internet Assignment Research Paper Example | Topics and Well Written Essays - 1250 words

Sitcom Internet Assignment - Research Paper Example Presently, people cite most of these sitcoms lack the necessary â€Å"glue† and creativity, which in the past used to draw large masses into watching them (Rowles). They are just like other â€Å"easygoing† shows comprising TV programs often trying hard to be clever in both entertaining and creating attention but in vain (Rowles). For instance, Rowles in his article cites the current â€Å"Modern Family† does not have those â€Å"gluing† and thrilling scenes, hence, many viewers currently only watch them because it is â€Å"just there†. This depicts lack of creativity leading to retarding nature of characters that almost throughout relayed episodes do not have anything new but the recycled depiction of behaviors. Hence, turning to be predictable such that viewers are always aware of the upcoming episode and what will present, which signifies absence of originality almost in all shows. Therefore, current sitcoms seem to attract viewers only by use of well-crafted and scripted names or titles. This is evident in â€Å"Modern family† whereby the show ought to depict the reality characterizing 21st century family setting but assumes a conservative nature, which is even far from incomparable to the 1920s American sexual transition era (Rowles). Most of this show’s episodes do not deal with modern predicaments facing families to make them thrilling and entertaining but tend to focus on jealousy issues mostly represented by Petty. This has prompted some of its viewers claiming the show even in ten decades to come will remain the same irrespective of airing numerous episodes. Since, the show has never presented viewers with anything thrilling to challenge their imaginations to such an extent they are unable to guess the nature of next episodes (Rowles). Ojalvo, Doyne and Schulten in their study refer sitcoms as â€Å"cultural texts† whereby anybody is capable of predicting their entire outcomes. They are similar t o numerous texts students normally analyze whereby eventually manage to get similar stylistic devices. This is absence of innovation on the part of scriptwriters and those behind sitcoms despite giving them fancy names bear similar materials. This is recycling of ideas with little or no change to add on the thrilling aspects contrary to the viewers who are changing by the day as they watch other varied programs. Hence, they depict a downward trend that has prompted numerous viewers stop watching them or doing so because they are â€Å"just there† while waiting for their favourite programs (Ojalvo, Doyne and Schulten). The new sitcom family has certainly matured since the days of â€Å"I Love Lucy,† yet do the new sitcom families represent the diversity of American families today? Do we see African-American families? Asian families? Same-sex families? Are we seeing diversity or are the networks still playing it safe so as to not â€Å"offend† advertisers. In the present age, despite directors and other proponents citing sitcoms have undergone immense transformation by presenting mature content, they have lacked representation of American racial diversity. Characters comprising most of the current sitcoms are whites, which is not a reflection of American families. For instance, after â€Å"Cosby† series, other telecasted shows like â€Å"Reed between the Lines† feature attractive and well off family having beautiful children facing daily challenges but manage to resolve them within 30 minutes (Braxton). This leaves viewers

Private Equity in Developing Countries Case Study

Private Equity in Developing Countries - Case Study Example Exit might be accomplished by means of preliminary public offering (IPO) of the investee company’s stocks on a stock market, or by offering the investment to a trade purchaser or a different fund. The past many years have observed a growth in private equity action in the developing world. This continues to be fuelled mainly by institutional traders located in America. The causes of this progress are many. Among them has been the latest quick development of numerous developing nations and the recreation of curtails on international savings in lots of these nations. Possibly just as crucial has been the current insight by numerous institutional traders that the profits from private equity assets in the U.S. will probably decline in forthcoming years. (Claessens 78) While detailed data is difficult to find, a handful of instances can help depict these habits. In 1994 alone, private equity revenue located in Hong Kong and China brought up a full amount of $3.1 billion in funds. Two-thirds of the capital originated from outside Asia, with the solitary biggest supply being U.S. establishments. This total was greater than the total produced by specialist private equity establishments there since the initial fund was brought up in Hong Kong in 1981. In 1994 and 1995, Latin American revenue produced $1 .4 billion. This symbolized many times the quantity that had been brought up in the past by revenue in the area. India, Eastern Europe, South Africa, and Israel are simply some of the other places where a variety of private equity funds have long been or currently are now being produced. Furthermore, funds founded in the U.S. are more and more spending instantly in deals in the developing world, frequently in combination with these funds. Traders started to deem growing markets when planning some new investment territories in the past due 1990s. PE is usually related to high profits on investment in comparison to other forms of

Competitive Corporate Strategy Strategy In Context Commerce Essay

Competitive Corporate Strategy Strategy In Context Commerce Essay The very definition of strategy is elusive as there are many different opinions on what strategy actually involves. Often a generalised description is given such as top managements plans to attain outcomes consistent with the organisations missions and goals (Wright et al., 1993, p3). However, De Wit and Meyer (2010) state There is no simple answer to the question of what strategy is. They continue to describe strategy in terms of three main dimensions: process, content and context. These are referred to as the input, throughput and output of strategy, or the How, the What and the Where. Each of these dimensions should be regarded as parts of the whole and while one can focus ones attention on any single dimensions it should never the less be in regard to the interaction with the other two (De Wit Meyer, 2010). Accordingly it is with this proviso that this report looks at the strategy process. The complexity and contradictions of strategy with regard to the above mentioned dimensions offer many different strategy perspectives, often contradicting one another. This gives rise to particular tensions and result in strategic paradoxes that are best analysed using a dialectical approach (De Wit Meyer, 2010). By analysing two opposing points of view the strategist can identify the tension as a paradox and reconcile the opposites as best as possible, hopefully arriving at a best of both worlds conclusion. Figure . Tension as a paradox (Aidan ODriscoll, 1986) 3.0 The Strategy Process 3.0.1 Aspects of the Strategy Process De Wit and Meyer (2010) identify strategy process in terms of how, who and when. How is the strategy to be made, who is involved and when do such strategic activities take place? Many argue that the strategic process is not linear, such as in analysis, formulation and implementation, it is more intuitive and creative. It is considered that there are three areas of the strategic process: strategic thinking, strategy formation and strategic change but that these are not phases, stages or elements of the strategic process but rather different aspects of the strategy process, which are linked and overlap ( De Wit Meyer, 2010) Figure . Aspects of the Strategy Process ( De Wit Meyer, 2010) Foe each of the strategy topics certain paradoxes can be identified and associated with two complementary perspectives. Figure . Strategy topics, paradoxes and perspectives ( De Wit Meyer, 2010) For each of the strategy topics case studies (or short case studies) have been used to illustrate the strategic dichotomies that exist and show how the individual companies implemented the opposing types of strategic perspectives. 3.0.2 Strategic Thinking De Wit and Meyer (2010, p 53) suggest that managers must go through a strategic reasoning process in order to find ways to resolve the challenges of strategic problems. This strategic reasoning is a string of strategic thinking activities directed at defining and resolving strategic problems. The cognitive activities involved in strategic thinking are categorised as defining a strategic problem and solving a strategic problem. As can be seen in Figure 4 below defining constitutes identification and diagnosis while solving consists of conception and realisation. However, the thought processes adopted by managers do not always follow such a formulated and logical ideal. It is often a case of a mixture of structured analytical process combined with intuitive reflection. Figure . Elements of a strategic reasoning process ( De Wit Meyer, 2010) It is this mixture of opposites, analysis and intuition, in varying degrees that create a tension and produces a paradox of logic and creativity. Logical thinking involves analysing empirical facts, formulating strategic options and subjecting them to formal evaluation (De Wit Meyer, 2010). This allows the manager to understand what is actually happening rather than what is perceived to be happening, based on habits, routines, and personal beliefs. Generative reasoning and creative thinking describe the use of intuition to bypass the restrictions of logical thinking to make leaps of imagination and create new ways of looking at old problems (De Wit Meyer, 2010). This is not without substance; such reasoning is based on knowledge gained through education, experience and interaction with others. This knowledge resides in the form of cognitive maps (Tolman, E., cited by Downs and Stea, 2005) which combined with observed behaviour can then lead to the prediction of behaviour (Eden, 1992). The paradox of generative reasoning and creative thinking is further discussed in Appendix 1 where two short case studies are used to compare the different approaches applied by Berkshire Hathaway (rational reasoning perspective) and Google (generative reasoning perspective). 3.0.3 Strategy Formation Strategy formation is concerned with realising both strategic formulation and strategic action. It encompasses intended strategy (a pattern of decisions) and realised strategy (a pattern of actions) (De Wit and Meyer, 2010). This concedes that strategy is a pattern as in a consistency of behaviour over time (Mintzberg et al, 2009, p 10). While still using the four elements of a strategic reasoning process discussed earlier (See Fig 4) there are additional activities that can be further developed into eight basic building blocks of strategic formation process (Fig. 5). Figure . The main strategy formation activities (De Wit and Myer, 2010) Who carries out strategic formation in an organisation varies from CEOs to those on the shop floor. De Wit and Meyer (2010) identify three variations in who carries out these activities: Top vs. middle vs. bottom roles Line vs. staff roles Internal vs. external roles De Wit and Meyer (2010) also give a warning regarding a formalised strategic planning system. While this can give a framework for the setting of tasks and responsibilities etc it can also become over bureaucratic and not only stifle innovation and creativity but become a means of demotivation. Mintzberg et al. (2009) identifies a formalisation edge where a structured, formalised system has a break-point, after which instead of supporting strategic activities it begins to become intrusive. Figure . The formalisation edge (Mintzberg et al, 2009) Mintzberg (1987) argues that definitions of strategy as a plan and strategy as a pattern (of behaviour) can be independent of each other. He describes a planned strategy as intended strategy and a pattern of strategy as realised strategy. This allows us to distinguish between deliberate strategy, where previous intentions were realised and emergent strategies, where patterns developed without prior intention (or unrealised intentions). Figure . Deliberate and emergent strategies (Mintzberg, 1987) The tension between deliberate strategy and emergent strategy are discussed in Appendix 2 in relation to the case studies of Strategic Planning at United Parcel Services. 3.0.3 Strategic Renewal Organisations change, whether to maintain competition with its rivals, change through innovation in technology or the changing environment of the business. Growth itself is dependent upon change and management of such changes is paramount. Clarke (1994) states Change is an accelerating constant (cited by Senior et al, 2006). De Wit and Mayer (2010) suggest that change can be strategic or operational stating that While operational changes are necessary to maintain the business and organisational systems, strategic changes are directed at renewing them. Organisational structure, organisational processes and organisational culture are the pillars on which the business system stands (De Wit and Meyer, 2010). The hierarchy of a company, its policies and procedures and its shared beliefs determine the companys capabilities, what type of renewal it is capable of and how such renewal can be managed and implemented. Much of these organisational components are hidden within the company as informal elements and requires careful consideration to identify accurately the true situation within a company (see Fig. 8). Figure . The Iceberg Model (Senior and Swailes, 2010) There is a distinction in particular between disruptive change and gradual change. Revolutionary and evolutionary are used here to describe the paradox between these two types of changes (Greiner, 1972). De Wit and Meyer (2010) state that it is widely accepted that a balance is required between Strategic (revolutionary) change and operational (evolutionary) change. Figure . Types of change (Prime Ministers Strategy Unit, 2010) Appendix 3 discusses the application of change in the case study on Ferrari Transforming the Prancing Horse. 4.0 Conclusion The tensions that are apparent throughout the strategy process and their resultant paradoxes suggest strategic activities are either of one side of the paradox or the other. In some case this may be accurate; the acquisition of a company by another may well, though not always, constitute a revolutionary, big bang, change where fundamental changes are made across each company in a relatively short space of time. However, in order to facilitate the actual implementation of the change and to provide some consistency during and after such a change will require the adaption of existing systems, processes and procedures within each company. This suggests that even in such a situation there is a combination of strategic approaches both revolutionary and evolutionary, indicating that a pluralistic approach is required to develop, implement, manage and sustain change. It can also be seen that even with such paradoxes as logic vs. creativity there is a balance between the two in how they are applied. In the short case study for Google, for example, it is clear that this is a highly creative organisation with a deliberate strategy of promoting free thinking, but within boundaries. These boundaries allow for intuition and creativity but only within a cooperate structure that is very much aligned to the business model and its goal to sustain and increase the companys profitability. It would also seem that few strategies are purely deliberate or purely emergent; there is generally a mixture of the two to some degree. Strategies have to form as well as be formulated (Mintzberg et al., 2009). So, in essence, it is the decision of the strategist to reconcile these opposites, decide what sort of balance is to be made and provide the best of both worlds solutions. References De Wit Meyer. (2010). Strategy: Process, Content, Context (Vol. 4th). Andover, Hampshire, UK: Cengage. Aidan ODriscoll. (1986). Exploring paradox in marketing: managing ambiguity towards synthesis. Retrieved March 20th, 2011, from Journal of Business Industrial Marketing: http://www.emeraldinsight.com/journals.htm?articleid=1657811show=html Buttel, M. (2010, March 3rd). 10 years on:When the bubble burst. Retrieved March 20th, 2011, from Financial Service Technology: http://www.fsteurope.com/news/when-the-bubble-burst/ Downs, R. and Stea. D. (2005). Image Environment: Cognitive Mapping and Spatial Behaviour. New Jersey: Transaction Publishers. Eden, C. (1992, May). Journal of Management Studies. Retrieved March 20th, 2011, from Wiley online Library: http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.1992.tb00664.x/ Greiner, L. (1972). Evolution and Revolution as Organisations Grow. Harvard Business Review. Mintzberg, H. (1987). The Strategy Concept I: Five Ps For Strategy. California Business Review , 13. Mintzberg. H, and Alhstrand. B, and Lampel. J. (2009). Strategy Safari. Harlow: Pearson Education. Prime Ministers Strategy Unit. (2010). Change Management in Practice. Retrieved March 20th, 2010, from Strategy Survival Guide: http://interactive.cabinetoffice.gov.uk/strategy/survivalguide/skills/pd_change.htm Wilson, I. (2010). From scenario thinking to stratgic action. In D. w. Meyer, Corporate strategy: process, content, context (p. 153 to 157). Andover: Thomas Renvoize. Wright, P., Pringle, C., and Kroll, M. (1992). Strategic Management: Text and Cases. Needham Heights, Massachusetts, USA: Allyn and Bacon. Appendix 1 The paradox of generative reasoning and creative thinking 1) The Rational Reasoning Perspective Two short cases studies have been used from the course book De Wit Meyer (2010). Strategy: Process, Content, Context (Vol. 4th). The first is Exhibit 2.2 (p66), The Rational Reasoning Perspective Berkshire Hathaway:Not Outside the Box (2009). The study introduces Warren Buffett (The sage of Omaha), a highly sucessful investor and owner of the insurance and investment conglomarate Berkshire Hathaway. Although at his peak as an investor in the 1980s and 1990s it was regarded that he had failed to grasp the investment potential of the new paradigm for the Information Age based on the Internet . Instead he continued to invest in established old firms, such as Coca Cola and Gillette and completely avoided the opportunity to invest in Internet stocks, which he regarded as chain letters. As the dotcom boom subsided it was clear that the volume of those trying to exploit the opportunity had far outweighed the actual performance of the companies involved. It is not accurate to say the dotcom boom was a failure, those that had good business models succeeded spectacularly (such as Google, Amazon, Wikipedia sites eBay) but it is clear that the over investment was not justified and that many companies were just not generating enough profits to continue. There were added complications such as the US Federal Reserve had increased its interest rate six times over 1999 and the beginning of 2000, the federal court decision that Microsoft was a monopoly as well as the bellwether (or barometer stock the stock of a company that is regarded as a leader in its given industry) sale of high tech stock shares of March 10th 2000. These include selling of shares of Cisco, IBM, and Dell etc. and while coincidental to the actual dotcom boom itself would have undermined further the confidence in an already falling market (Buttel, 2010) Buffetts insistence on sticking to a formula he understood and was well proven enabled him to escape the ravages of the dotcom bubble burst and instead of being derided as being outdated was again lauded as a canny investor. This was not the first time Buffet had gone against the trend, in 1969 he avoided the stock market frenzy which other investors had thrown themselves into, declaring I am out of step with present conditionsà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦On one point however I am clear. I will not abandon previous approaches whose logic I understand. Again, in 2008, Buffett went completely against the trend and, in the worst recession since the Great Depression (1929 to 1940) and despite already loosing up to 25 billion USD of market value within one year invested 5 billion USD in Goldman Sachs, quoting Today my money and my mouth both say equities. Buffett states his reason for his success as including: Analyse the company to separate investment from speculation Meticulously diagnose the sustainability of the competitive advantage of the company Stay away from ill-understood businesses in fast-changing environments Understanding that risk comes from not knowing what you are doing He is also wary of those witch doctors proposing to be scientific and rational while selling investment advice. Buffetts criterion for investment is a highly structured analytical method which appears almost devoid of any type of intuitive or innovative behaviour. It is based upon consistent, well tried decision making that refuses to stray away from what has been a successful formula. He is, without doubt, following a strategic reasoning process in a highly formulated and logical manner. It is obviously a successful formula for Berkshire Hathaway but there must be some doubt about whether such a rigid style is suitable for other companies without the existence of such a charismatic character as warren Buffett at its helm. And this raises its own questions: is the strategic thinking deployed by Buffett as rigid as it would first appear? Is there actually an element of intuitiveness inherent behind the strategy? Would someone else, using the same formula for investment, come up with the same results, or is the presence of Buffett in the mix the catalyst that makes for a successful formula? 2) The Generative Reasoning Perspective This uses the short case study Exhibit 2.3 (p69), The Generative Reasoning Perspective Google: Experiment in Anarchy. Google, as mention previously, is one of the companies that managed to sucessfully navigate out of the dotcom era. Since 1998 it has continued to grow to over 22,000 employees and over 22 billion USD (figures for 2008). Googles missionto organise the worlds information and make it universally acceptable and usefull. No idle boast, Google has introduced a phenominal range of products which has allowed it to achieve its stated mission, so much so that in 2006 the Oxfor English Dictionary include the verb: Google : intr. To use the Google search engine to find information on the Internet. trans. To search for information about (a person or thing) using the Google search engine. (OED, 2010). Googles innovative company structure includes Google labs, small teams working on ideas and experimenting with possible solutions. Sharing all its development across its teams and allowing other teams to make suggestions and give feedback feed the innovative and intuition that is the hallmark of Googles success.There 70/20/10 model allows for 70% of a persons time to be spent on mainstream business activities, 20% on new, approved projects and, perhaps the most innovative of all, the remaining 10% on developing personal projects as dreams as long as it is in line with the spirit of the core company value to do no evil. The strategy of creativity with generative reasoning is clear and has had a fundamental effect on the success of Google and its impressive employment record. The bottom-up approach certainly allows for innovation and resulting ideas to be turned into working applications within relatively short timeframes. Googles CEO, Eric Schmidt states we dont have a traditional strategy planning process, like youd find in traditional technical companies and while this may be true this does not mean that there is no planning or indeed a lack of a structured strategic process. Perhaps the final paragraph of this case study is most telling. Jim Lewinski, Googles managing director, states Creativity loves constraintà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.let people explore, but set clear boundaries for that exploration. Rationality is not absent in Googles strategy, it is just tempered with the culture of innovation. Unlike Buffetts rigid and controlling influence of Berkshire Hathaway, Google has a far more flexible strategic approach that, given the continuation of its established company culture, will continue to thrive no matter who is at the helm. Appendix 2 The paradox of generative reasoning and creative thinking Strategic Planning at United Parcel Services A case study has been used for this analysis from the course book De Wit Meyer (2010). Strategy: Process, Content, Context (Vol. 4th). Strategic Planning at United Parcel Services By David A. Garvin and Lynne C. Levesque (pp 702 to 718). United Parcel Services (UPS) has grown from its beginnings in 1907 to a 37 billion USD global corporation with a workforce of over 384,000, over 3,500 retail locations in the US alone and servicing more than 200 countries. In addition it has its own airline (UPS Airlines) which is ranked the 10 largest in the world (figures as of 2005). The companys founder, Jim Casey, developed a reputation for running the company like a military operation. With an emphasis on efficiency and discipline UPS developed a culture of continuous improvement, which Casey called constructive dissatisfaction. UPSs workforce was known for its longevity; all the companys CEOs were time-served and had risen through the company from the lowest ranks. Until the early 1990s it is started that UPS had no actual formal strategic planning process, although in the mid-1970s a decision had been made to expand the company globally and over the following ten years resulted in the forming of a Strategic Technology Group charged with developing technological solutions. In the early 1990s it was recognised that the companys execution mentality was hindering managements ability to see significant changes in the environment. This led to the setting up of a Strategic Advisory Group in 1996 to consider and debate strategic issues. In addition another group, CSG, was setup to develop strategic processes for planning for the future. From these activities the company began developing its own strategic process using scenario planning, strategic planning and support for strategic decision-making and strategy implementation. Although using multiple tools and methodologies the approach was made to work, this was helped by the continued support of the CEO who was himself regarded as the chief strategist. A major aspect of UPSs strategy from 1997 was to adoption of scenario planning. This is a management tool designed to explore what could happen given certain situations. Creating different scenarios allows managing to have a better understanding of possible events and help in the decision making process. The aim of scenarios is to develop a resilient strategy within the frameworks of alternative futures provided by the scenarios (Wilson, 2010). The use of scenario planning had been popularised after an article by Peter Wack in 1985, describing a scenario building exercise at Royal Dutch Shell (Mintzberg et at., 1990) The use of these scenarios had a fundamental impact on the company. They defined the companys new corporate charter, a change in the companys mission statement, identification of key themes and insights, the creation of a platform for management and discussions and, according to the authors of this case study, a mind-set shift for at least some managers. In 2002 the company developed their Centennial Plan, a long term strategic plan to take the company not just into their 100th year but also into the new millennium. The plan developed four key strategic imperatives: Winning team Value-added solutions Customer focus Enterprise excellence To support this Strategic Road Map was formulated which formed teams to work on specific strategic areas. Each team broke down its imperative to 24 discrete projects (critical initiatives), themselves supported by more than one hundred specific projects. Because of the complexity of the plan John McDevitt was brought in (from being Vice President of Air Operations) to be in charge of strategic integration. In 2002 the company developed their use of scenarios further to extend its focus into the new millennium. While understanding the limitations of scenario planning it allowed for creative thinking within a planning environment. This would seem to be a situation where formal planning, a deliberate strategy, works with the help of an instrumentalist, emergent approach. While scenario planning, in name and nature is very much part of the planning school of thought the creativity of thought applied and the adaption of scenarios to develop further scenarios is very much an incrementalist approach. UPS, while using a planned approach to strategy, are also encourage the use of innovation within their strategic thinking.

Character of Rev. Arthur Dimmesdale in Nathaniel Hawthornes The Scarle

The Character of Dimmesdale in The Scarlet Letter      Ã‚   In Hawthorne's classic, The Scarlet Letter, the pathetic, Reverend Arthur Dimmesdale is fully aware of the means by which he must liberate his soul from his grave sin. Yet, throughout the story his confession remains an impediment, constraining him, from then onwards, to a life of atonement. Reverend Dimmesdale attempts to divest himself of his guilt by revealing it to his parishioners during services, but somehow never manages to accomplish the task. Reverend Arthur Dimmesdale is clearly both a coward and a hypocrite    For the most part, Dimmesdale's story is one of a lonely man who has given into temptation and desire. His carnal craving is looked upon with ignominy. The matter is further convoluted by Hester's marriage, and his unwillingness to mar his reputation among the villagers as the faithful and innocent priest. He is now stranded at a crossroad, not knowing whether to confess or carry on a life of self-punishment. The sin begins to gnaw away at his sanity. As a form of penance he partakes in late night vigils, starvation, and self-mutilation. His acts of penance were severe and drained him of much of his life force. Finally becoming fed up with his prolonged misery, he walked unsteadily to the podium to expose his secret, but his confession was ambiguous and inconclusive, and people thought he was speaking about the sins of humanity.    Throughout The Scarlet Letter, Reverend Arthur Dimmesdale has many opportunities to confess.    One of the very first moments available to Dimmesdale to confess was on the scaffolding in the beginning when Hester was publicly humiliated in front of the townspeople. Dimmesdale was preaching to her for hou... ...can be rectified. Some sins are everlasting, and there are no shortcuts to salvation. Sometimes the weight of the sins must penetrate one's soul for eternity.    Works Cited and Consulted:    Baym, Nina. Introduction. The Scarlet Letter. By Nathaniel Hawthorne. New York City: Penguin Books USA, Inc. 1986.    Clendenning, John. "Nathaniel Hawthorne." The World Book Encyclopedia. 2000 ed.    Griswold, Rufus Wilmot. "The Scarlet Letter." The Library of Literary Criticism of English and American Authors. Ed. Charles Wells Moulton. Gloucester, Massachusetts: Peter Smith Publishing, 1959. 341-371.    Hawthorne, Nathaniel. The Scarlet Letter. New York: Penguin Books USA Inc., 1986.    Smiles, Samuel. "The Scarlet Letter." The Critical Temper. Ed. Martin Tucker. New York City: Frederick Ungar Publishing Company, 1962. 266.    Character of Rev. Arthur Dimmesdale in Nathaniel Hawthorne's The Scarle The Character of Dimmesdale in The Scarlet Letter      Ã‚   In Hawthorne's classic, The Scarlet Letter, the pathetic, Reverend Arthur Dimmesdale is fully aware of the means by which he must liberate his soul from his grave sin. Yet, throughout the story his confession remains an impediment, constraining him, from then onwards, to a life of atonement. Reverend Dimmesdale attempts to divest himself of his guilt by revealing it to his parishioners during services, but somehow never manages to accomplish the task. Reverend Arthur Dimmesdale is clearly both a coward and a hypocrite    For the most part, Dimmesdale's story is one of a lonely man who has given into temptation and desire. His carnal craving is looked upon with ignominy. The matter is further convoluted by Hester's marriage, and his unwillingness to mar his reputation among the villagers as the faithful and innocent priest. He is now stranded at a crossroad, not knowing whether to confess or carry on a life of self-punishment. The sin begins to gnaw away at his sanity. As a form of penance he partakes in late night vigils, starvation, and self-mutilation. His acts of penance were severe and drained him of much of his life force. Finally becoming fed up with his prolonged misery, he walked unsteadily to the podium to expose his secret, but his confession was ambiguous and inconclusive, and people thought he was speaking about the sins of humanity.    Throughout The Scarlet Letter, Reverend Arthur Dimmesdale has many opportunities to confess.    One of the very first moments available to Dimmesdale to confess was on the scaffolding in the beginning when Hester was publicly humiliated in front of the townspeople. Dimmesdale was preaching to her for hou... ...can be rectified. Some sins are everlasting, and there are no shortcuts to salvation. Sometimes the weight of the sins must penetrate one's soul for eternity.    Works Cited and Consulted:    Baym, Nina. Introduction. The Scarlet Letter. By Nathaniel Hawthorne. New York City: Penguin Books USA, Inc. 1986.    Clendenning, John. "Nathaniel Hawthorne." The World Book Encyclopedia. 2000 ed.    Griswold, Rufus Wilmot. "The Scarlet Letter." The Library of Literary Criticism of English and American Authors. Ed. Charles Wells Moulton. Gloucester, Massachusetts: Peter Smith Publishing, 1959. 341-371.    Hawthorne, Nathaniel. The Scarlet Letter. New York: Penguin Books USA Inc., 1986.    Smiles, Samuel. "The Scarlet Letter." The Critical Temper. Ed. Martin Tucker. New York City: Frederick Ungar Publishing Company, 1962. 266.