Fashion Essays Fashion Industry

Fashion Essays Fashion Industry For individuals who work in the fashion industry, it is a profession in itself as well as a personal interest. Topic The importance of fashion in our daily lives is a given. For individuals who work in the fashion industry, it is a profession in itself as well as a personal interest. For those outside the industry, fashion still plays a very important role. However, many people do not realize that fashion is also a valuable tool for analyzing culture and for assessing the values of that culture. Our fashion choices tell people who we are and what our standing is in society; in addition, our choices have an impact on our ability to succeed or to fail in certain areas of our lives. The topic of research for this proposal is an analysis of the ways in which clothing functions as a reflection of our culture, as well as a tool that can enhance or hinder our success in life. Rationale People have been using clothing and accessories for centuries. In fact, as ONeil has pointed out, clothing and accessories are not the only items used to decorate the body. Across the globe,   the ways in which people present themselves vary widely. Items commonly used range from body and hair paint to decorative scarring, and from perfume to body deformation (ONeil 2005: n.p.). Clothing is primarily worn, of course, for practical reasons, such as protection from the weather and outdoor elements. It is also worn to cover certain parts of the body, either out of modesty or cultural restrictions. The parts of the body that are covered may be different, depending upon the culture and location Clothing may also be used a sort of talisman to ward off evil, or a type of supernatural protection. In Christian populations, wearing a medal of St. Christopher is thought to protect the wearer from evil (ONeil 2005: n.p.). In a similar vein, carrying a rabbits foot or some other item associated with luck is a way of using supernatural assistance. However, clothing is worn for more than the reasons stated above. ONeil asserts that long before we are physically near enough to talk to people, their appearance announces their gender, age, economic class, and often even intentions (2005: n.p.). Fashion is also a medium by which people communicate messages about gender, occupation, class, and wealth. This is something we learn to recognize when we are very young. We also come to recognize what ONeil refers to as a vocabulary of dress. In other words, in addition to the actual items of clothing we wear, there are other features that we have come to accept as part of dress. Among these are hairstyles, makeup, and accessories such as jewelry. Additionally, body decoration such as tattoos and piercings have come to be considered part of the contemporary vocabulary of dress. According to Joanne Entwistle, in contemporary culture, the body has become the site of identity. We experience our bodies as separate from others and increasingly we identify with our bodies as containers of our identities and places of personal expression (2000: 138). An important aspect of fashion is its relationship to society at large. In recent years, this has become considerably more complex. The way we dress says a great deal more about us than many people realize. What we wear presents a statement to the world. It is another way of revealing certain information about ourselves to others: without saying a word, we give out clues about our social background, our economic status, and our images of ourselves. As Entwistle has suggested,   dress is tied up to social life in more than one way: it is produced out of economic, political, technological conditions as well as shaped by social., cultural, aesthetic ideas (2000: 111). The significance of clothing goes beyond what we wear. A pair of blue jeans is not just a pair of blue jeans. The brand is often just as or more important as the article of clothing. Brand recognition is a crucial factor in the world of fashion, especially for younger generations. Faedda asserts that for young people jeans have become a tool of social and political protest, of adherence and membership, symbol and emblem; for stylists jeans have become a trendy casual product, a refined prà ªt a porter article or quite a high fashion creation (Faedda 2005:4). Not only is clothing a key to who we are it also plays a role in how far we can travel in certain circles. It has been said that the right clothing can grant us access to the right places and the right people (Jones 2002: 21). Some scholars theorize that what we wear affects how we act, as well as how others react to us. According to ONeil, putting on certain types of clothing can change your behavior and the behavior of others towards you (2005:n.p.). He uses the example of uniforms, explaining that the message conveyed simply by wearing the clothing associated with a particular profession is both immediate and strong. One specific example ONeil mentions is that of a study of Spanish policemen. Without their uniforms, they were seen as having little or no effect on people, even though they were in fact identified as policemen. With their uniforms on, however, they acted in a much more aggressive manner. In addition, the people who saw them in uniform were much more responsive to di rections. ONeil also explains that uniforms are designed to elicit this kind of response:   Most uniforms are consciously symbolic so that they can rapidly and conclusively communicate status†¦The ribbons and other insignias on the U.S. sailors uniform can tell even a stranger about his status, authority, and military experience (2005: n.p.). And it is important to note that uniforms can include things beyond clothing, such as specific hairstyles that are commonly associated with certain groups of individuals. The uniform hairstyle of   punkers is one example of this. It is assumed by the wearers that the public will recognize these markers and make the connection to a certain group:  it is necessary to know what these culturally defined symbols mean in the context that they are used in order to understand what is being communicated (ONeil 2005: n.p.). According to Faedda, the uniform as we know it has become a transgressive symbol that is associated with the so-called subcultures o r antifashions, political and social movements, music, mass protests and juvenile cultural phenomena generally (Faedda 2005: 4). In addition to its many other uses, dress is also used as a form of camouflage. According to Faedda, dress covers, frames, hides and masks the body. In this sense it works to distinguish and, in the same time, to link oneself to the others: dress is our filter with the world (2005: 4). This assertion that dress is often used to hide or mask the body suggests that there is something unpleasant, undesirable, or even shameful about the body. This in turn brings up a number of issues about clothing and about that which it disguises. According to some scholars, the role of the body has been evolving: in the affluent West, there is a tendency for the body to be seen as an entity which is in the process of becoming; a project which should be worked at and accomplished as part of an individual’s self-identity (Shilling 1993: 5). The concept of the body as a project suggests a dissociation of the self from the body This point is echoed by Entwistle, who asserts that fashion, dress and consumption provide ways of dealing with the problems of the modern world, characterized by increasing fragmentation and a sense of chaos. Fashion opens up possibilities for framing the self, however temporarily (2000: 139). In this sense, fashion takes on seemingly therapeutic aspects: in response to an increasingly complex and chaotic world, the one thing we may feel we can control is our sense of self. Since that self is often expressed through fashion statements, the role of fashion takes on additional significance. As Gilman has commented, in a world in which we are judged by how we appear, the belief that we can change our appearance is liberating (1999: 3). In fact, as Gilman elaborates, To become someone else or to become a better version of ourselves in the eyes of the world is something we all want. Whether we do it with ornaments such as jewelry or through the wide range of physical alterations from hair dressing to tattoos to body piercing, we respond to the demand of seeing and being seen. (Gilman 1999: 3) Aims and Objectives The primary aim of undertaking this research is to explore the intricate and complex messages that are revealed by the types of dress we choose. Our fashion choices say a great deal about us as individuals; on a broader level, fashion trends reflect important aspects of any given culture during a certain time frame. Questions that are driving the design of the project include: What does fashion indicate about the wearer? How does fashion reflect the values and beliefs of different cultures? What is the significance of fashion trends? By combining information from scholarly research, articles from contemporary fashion magazines, and data from internet sources, the final project will seek to answer the questions above and draw relevant conclusions about the complex relationship between fashion and identity. Proposed Methodology Proposed methodology for this project will consist of a combination of quantitative and qualitative sources. A variety of print sources will be used, including books, scholarly journals, fashion magazines, and newspaper articles. Internet resources will also be an integral part of the research process. Current statistical information as well as the latest information on industry trends is more readily available on the internet. This makes the internet a valuable resource when studying an industry that is characterized by rapid change. Additional methodology in the form of questionnaire administration is also proposed as part of this research project. Specifically, a questionnaire would be designed in order to collect data regarding key points that are speculated upon in the research. This questionnaire will be formulated to elicit a range of attitudes based on a series of multiple-choice questions. Although the target audience will be limited by time and resource constraints, participants will be selected at random. In this way, the data collected will reflect society at large. Questionnaire administration will be executed through email and through direct contact with the public. Data collected from questionnaires will be organized and interpreted in terms of stratified clusters, in keeping with the original project format, and will be analyzed, and presented in conjunction with other findings. If discrepancies are discovered between the anticipated and actual results, possible explanations will be formulated and included in the analysis. As for modes of research: as indicated above, information will come from a variety of sources. This will include scholarly research, articles from contemporary fashion magazines, and data from internet sources. Information about research sources will be listed at the end of the paper in a reference list. The reference list will consist of two parts. The first part of the reference list will include sources that are quoted or otherwise directly used in the body of the paper. The second part of the list will include sources that were consulted but which do not appear in the body of the paper. If a questionnaire is used, a copy will be included in a supplementary appendix, along with all additional relevant information that is not included in the body of the paper. Content The content of the research will be organized in chapters and will include sub-headings within each chapter. A Table of Contents will be included to indicate the chapter divisions, Reference List, and Appendices (if used). References and Bibliography All research sources will be listed at the end of the paper in a reference list. Sources that are quoted or otherwise directly used in the body of the paper will be indicated as part of the primary reference list. Sources that were consulted but which do not appear in the body of the paper will be included in a supplement to the primary reference list. Appendices, if found to be helpful, will also be included at the end of the paper. Critical Path A proposed timetable will be formulated upon approval of topic, and will consist of goals and completion dates for each portion of the project. The timetable will be arranged to allow for research, data collection and interpretation, and writing of the paper itself. Time will be allotted for initial and final drafts, as well as proofreading and final revisions before submission. Reflective Statement The complexity of the fashion industry lends itself to a broad choice of career trajectories. This research project will further elucidate the options available. One of the options that has a great deal of appeal is working as a Fashion Consultant, since preliminary research for this project indicates that this is a challenging and rapidly expanding profession in the industry. In addition, opportunities for further research on a more advanced level will be explored. References Entwistle, J. 2000. The fashioned body: Fashion, dress, and modern social theory. Cambridge: Polity Press. Faedda, Barbara. 2005. Wearing and appearing: An anthropological analysis through the shop windows Retrieved December 23, 2005 from http://www.anthroglobe.ca/docs/WEARING%20AND%20APPEARING.htm Gilman, Sander. 1999. Making the body beautiful: A cultural history of aesthetic surgery.Princeton, NJ: Princeton University Press. Jones, S. 2002. Fashion design. London: Laurence King Publishing Ltd. ONeil, Dennis. 2005. Hidden aspects of communication. Retrieved December 23, 2005 from http://anthro.palomar.edu/language/language_6.htm Shilling, C. 1993. The body and social theory. London: Sage.

Acupuncture As An Alternative Medicine In The Western Culture :: essays research papers

Debora Cytrynowicz Acupuncture as an Alternative Medicine ( in the Western Culture)   Ã‚  Ã‚  Ã‚  Ã‚  Alternative medicine is a very general term whose definition can be very controversial. Basically, it is many holistic techniques for preventing and treating illnesses. Acupuncture, and many other therapies, have long been a part of Asian cultures and have recently been integrated into the Western culture. Since Acupuncture is such an important tradition in China, it has gained much respect from other cultures.   Ã‚  Ã‚  Ã‚  Ã‚  Acupuncture is a strong component in China, and can be traced to their health care system for at least 2,500 years. The procedure involves inserting hair-thin steel surgical needles into specific points in the body which are supposed to make you feel better, and be healthier. This is only the technical aspect though. To understand the â€Å"art† of this procedure, you must have a background on Chinese medicine. How it works is this: health is achieved though the balance of the opposing forces between â€Å"yin† (spirit), and â€Å"yang† (blood). The attraction between them creates an energy called â€Å"Qi† ( pronounced chee). This energy flows to all parts of the body through channels which are known as â€Å"meridians† (pathways that run along the surface of the body and branch into the body’s interior). An imbalance in these forces is what is believed to cause illness and disease. When needles are placed on the acupuncture points along the meridians, balance, and hence, health is restored. There are several styles of acupuncture, the differences being h ow the acupuncture points are stimulated (be it by hand pressure, electrical impulse, ultrasound, or wavelengths of light). Acupuncture was introduced to American doctors by Sir William Osler, who is often called the father of modern medicine. In a classic medical textbook written more than a century ago, he said, â€Å"For lumbago, acupuncture is, in acute cases, the most efficient treatment.† The first time acupuncture really got notice wasn’t until 1972. James Reston, a New York Times correspondent, was assigned to cover President Nixon’s now historic trip to China. During his stay, Reston had to have an emergency appendectomy, and was treated with acupuncture for the postoperative pain he had to endure. The report of his experience with acupuncture caught the interest of many American doctors who wanted to see how the Chinese used acupuncture as an anesthetic. Many non-physicians went to train overseas or with acupuncturists who had been silently practicing in the States, in many Asian communities.

Themes of Mary Shelleys Frankenstein :: essays research papers

There are many themes in the story Frankenstein by Mary Shelley. Some of them are abandonment, neglect, revenge, and scientific knowledge, which are all related to each other in this novel. Throughout the story you discover that a man named Victor Frankenstein wants to create a human life. He does not think through the repercussions of his desire only that he wants the power to create. After Frankenstein creates his creature, he is so frightened and disgusted by the creature?s appearance that he abandons it. In conclusion, Frankenstein abandons his creature because of its appearance. To the creature, Frankenstein is his father and when he left him, he felt neglected and abandoned. The creature did not know how to take care of himself and was given no direction or leadership. He left not knowing where he would go or how he would survive. Frankenstein abandoned his creature as if it were an animal. When Frankenstein abandoned his creature, he didn't even think how the creature felt, he just deserted him. In other words, the creatures abandonment was neglect to its best interest. The creature?s hatred grew from neglect and abandonment. Every person he came in contacted with immediately shunned him. Nobody could look past his horrifying appearance to see what was inside. His hatred then turned into revenge against his creator. The creature wanted Frankenstein to feel what he felt. This is where the revenge takes place and the creature killed everyone Frankenstein loved. The way people treated the creature just by his outwardly appearance is the way society in general views and treats people even today. Society is unjust and cruel at times to people who are less pretty, less thin, less attractive in general. The creature felt this every day of his life and lost the love of his creator and never found a suitable life partner all due to society shunning the less outwardly beautiful. Basically, the treatment from not only Frankenstein but also society led the creature to seek revenge on the one who created him. Knowledge can be both good and bad. Frankenstein felt that the study of science was greater than another other subject because you can go further than the scientist before you had gone. What Frankenstein failed to understand is just because one becomes knowledgeable in science and has the ability to create something or do something new does not mean it is morally right to proceed with the knowledge.

Market scenario: demand and supply Essay

The market situation is such that the production of computers and the pace of technology have outpaced the overall growth in demand for computers. More importantly the increase in the demand for computers has been in phases when a shift in demand has caused a slight increase in computer prices. The decline in prices is also evident because of transfer of technology amongst different regions of the globe. Many of the developing countries have received technology and cheaper computers from the developed world which has further increased the process of better technological innovation and ever declining prices of computers. There is also a case of understanding that computers are a type of machine that must be renovated or renewed periodically therefore many companies are willing to sell them at lower prices knowing that costumers will buy new machines in the future and they will invest in newer technology. Therefore computer manufacturers have been pursuing brand holding strategies which includes selling computers to buyers at competitive rates. If we look at the above diagram we get to know that as the demand increased and shifted to demand’ there was also a change in the supply curve toward the right which was driven by higher production because of newer technology, and lower costs. Another crucial aspect is related to how supply curve shifted to right by so much that it overcame the increase in demand and ensured that prices actually declined over the years. We also have to look at how prices declined over the years and boosted the quantity demanded of computers. From 1963 to 2003 real prices of computers have been consistently falling; this piece of statistic in itself explains how costs and eventually prices of computers have pushed down over the decades. The market mechanics are such in the technology industry that competition and the realization of new products and the addition of new companies keeps existing firms on their tows especially in terms of the cost of production as it is one of the major ways of increasing margins without hiking the prices. Availability or the threat that in the future better products will evenntually take away the market of the current products drives the technology business. This focus on innovation and creation of new products breeds efficiency and higher productivity that leads to better prices for the consumer. Conclusion It must be understood that the way technology market works is completely different from many traditional markets that we see around us. This is a result of the new dynamics that technology companies bring with them for instance companies like HP, IBM, Apple and Dell fight for different costumer target groups with products that cater to that particular target markets needs. The main point is that within these categories prices continue to fall even though there is an aggregate rise in demand. This increase in demand could be explained in two ways. Firstly, the increase in the quantity demanded continued to increase as a result of fall in prices. This occured because due to technological advancements and better production techniques cost of production fell and there was an increased demand for different variants, laptops and handheld devices which kept the competition robust and costs low. Secondly the increase in demand could be explained as the shift in the demand curve but this shift was supported by a stronger shift in the supply curve as a result of favorable supply factors throughout the world. The basic requirements to produce computers became more available both in terms of labor and raw material. Similarly newer technological advancements made older technologies redundant and this required even greater innovation and product creation. In which ever way we look at it the changes in both supply and demand have resulted in lower prices in the long-run. Another crucial aspect to product-led markets such as the computer market is that all new products must be adequately priced because companies earn profits due to volume and repeat purchases not because of one time purchases and high prices. This factor also pushes initial prices downward as companies want consumers to first like the product by atleast making the fist purchase. The PC market gets impacted by the launch of new items such as Ipods, handheld devices and other computing devices which can substitute the work of PCs therefore prices have continually seen a downward trend. The declining price trends point toward a healthy market and towards an industry which has evolved rapidly in the past few decade. It must be understood that ideally the steps of all firms are towards providing cheaper and more efficient products but raw material and other factor prices push the final products higher than previous level; but with the technology industry the scenario is kind of reversed, the cost of production has consistently declined more so because many companies were able to outsource so many of their production facilities to many parts of the world which offer relaxed regulations and cheaper labor. This has meant an even greater opportunity towards reduced costs of future products. Bibliography: Lipsey G. Richard & Chrystal K, 2007. Economics, Oxford University Press. Glazer, Hirshleifer, 2005. Price theory and applications: decisions, markets, and information, Cambridge University Press Sameulson, Nordhaus, 2005. Microeconomics. McGraw-Hill, 2005 Lipsey & Chrystal, 2007. The market for computer chips, viewed February 5, 2010 http://www. oup. com/uk/orc/bin/9780199286416/01student/interactive/lipsey_extra_ch03/page_01. htm Employment Policy Foundation, 2002. Economic Impact and Characteristics of the Computer Business Services Industry Cohen, Robert, 1995, The economic impact of information technology viewed February, 6 2010 < http://findarticles. com/p/articles/mi_m1094/is_n4_v30/ai_17603698/>.

Twilight 6. SCARY STORIES

6. SCARY STORIES As I sat in my room, trying to concentrate on the third act of Macbeth, I was really listening for my truck. I would have thought, even over the pounding rain, I could have heard the engine's roar. But when I went to peek out the curtain – again – it was suddenly there. I wasn't looking forward to Friday, and it more than lived up to my non-expectations. Of course there were the fainting comments. Jessica especially seemed to get a kick out of that story. Luckily Mike had kept his mouth shut, and no one seemed to know about Edward's involvement. She did have a lot of questions about lunch, though. â€Å"So what did Edward Cullen want yesterday?† Jessica asked in Trig. â€Å"I don't know,† I answered truthfully. â€Å"He never really got to the point.† â€Å"You looked kind of mad,† she fished. â€Å"Did I?† I kept my expression blank. â€Å"You know, I've never seen him sit with anyone but his family before. That was weird.† â€Å"Weird,† I agreed. She seemed annoyed; she flipped her dark curls impatiently – I guessed she'd been hoping to hear something that would make a good story for her to pass on. The worst part about Friday was that, even though I knew he wasn't going to be there, I still hoped. When I walked into the cafeteria with Jessica and Mike, I couldn't keep from looking at his table, where Rosalie, Alice, and Jasper sat talking, heads close together. And I couldn't stop the gloom that engulfed me as I realized I didn't know how long I would have to wait before I saw him again. At my usual table, everyone was full of our plans for the next day. Mike was animated again, putting a great deal of trust in the local weatherman who promised sun tomorrow. I'd have to see that before I believed it. But it was warmer today – almost sixty. Maybe the outing wouldn't be completely miserable. I intercepted a few unfriendly glances from Lauren during lunch, which I didn't understand until we were all walking out of the room together. I was right behind her, just a foot from her slick, silver blond hair, and she was evidently unaware of that. â€Å"†¦don't know why Bella† – she sneered my name – â€Å"doesn't just sit with the Cullens from now on.† I heard her muttering to Mike. I'd never noticed what an unpleasant, nasal voice she had, and I was surprised by the malice in it. I really didn't know her well at all, certainly not well enough for her to dislike me – or so I'd thought. â€Å"She's my friend; she sits with us,† Mike whispered back loyally, but also a bit territorially. I paused to let Jess and Angela pass me. I didn't want to hear any more. That night at dinner, Charlie seemed enthusiastic about my trip to La Push in the morning. I think he felt guilty for leaving me home alone on the weekends, but he'd spent too many years building his habits to break them now. Of course he knew the names of all the kids going, and their parents, and their great-grandparents, too, probably. He seemed to approve. I wondered if he would approve of my plan to ride to Seattle with Edward Cullen. Not that I was going to tell him. â€Å"Dad, do you know a place called Goat Rocks or something like that? I think it's south of Mount Rainier,† I asked casually. â€Å"Yeah – why?† I shrugged. â€Å"Some kids were talking about camping there.† â€Å"It's not a very good place for camping.† He sounded surprised. â€Å"Too many bears. Most people go there during the hunting season.† â€Å"Oh,† I murmured. â€Å"Maybe I got the name wrong.† I meant to sleep in, but an unusual brightness woke me. I opened my eyes to see a clear yellow light streaming through my window. I couldn't believe it. I hurried to the window to check, and sure enough, there was the sun. It was in the wrong place in the sky, too low, and it didn't seem to be as close as it should be, but it was definitely the sun. Clouds ringed the horizon, but a large patch of blue was visible in the middle. I lingered by the window as long as I could, afraid that if I left the blue would disappear again. The Newtons' Olympic Outfitters store was just north of town. I'd seen the store, but I'd never stopped there – not having much need for any supplies required for being outdoors over an extended period of time. In the parking lot I recognized Mike's Suburban and Tyler's Sentra. As I pulled up next to their vehicles, I could see the group standing around in front of the Suburban. Eric was there, along with two other boys I had class with; I was fairly sure their names were Ben and Conner. Jess was there, flanked by Angela and Lauren. Three other girls stood with them, including one I remembered falling over in Gym on Friday. That one gave me a dirty look as I got out of the truck, and whispered something to Lauren. Lauren shook out her cornsilk hair and eyed me scornfully. So it was going to be one of those days. At least Mike was happy to see me. â€Å"You came!† he called, delighted. â€Å"And I said it would be sunny today, didn't I?† â€Å"I told you I was coming,† I reminded him. â€Å"We're just waiting for Lee and Samantha†¦ unless you invited someone,† Mike added. â€Å"Nope,† I lied lightly, hoping I wouldn't get caught in the lie. But also wishing that a miracle would occur, and Edward would appear. Mike looked satisfied. â€Å"Will you ride in my car? It's that or Lee's mom's minivan.† â€Å"Sure.† He smiled blissfully. It was so easy to make Mike happy. â€Å"You can have shotgun,† he promised. I hid my chagrin. It wasn't as simple to make Mike and Jessica happy at the same time. I could see Jessica glowering at us now. The numbers worked out in my favor, though. Lee brought two extra people, and suddenly every seat was necessary. I managed to wedge Jess in between Mike and me in the front seat of the Suburban. Mike could have been more graceful about it, but at least Jess seemed appeased. It was only fifteen miles to La Push from Forks, with gorgeous, dense green forests edging the road most of the way and the wide Quillayute River snaking beneath it twice. I was glad I had the window seat. We'd rolled the windows down – the Suburban was a bit claustrophobic with nine people in it – and I tried to absorb as much sunlight as possible. I'd been to the beaches around La Push many times during my Forks summers with Charlie, so the mile-long crescent of First Beach was familiar to me. It was still breathtaking. The water was dark gray, even in the sunlight, white-capped and heaving to the gray, rocky shore. Islands rose out of the steel harbor waters with sheer cliff sides, reaching to uneven summits, and crowned with austere, soaring firs. The beach had only a thin border of actual sand at the water's edge, after which it grew into millions of large, smooth stones that looked uniformly gray from a distance, but close up were every shade a stone could be: terra-cotta, sea green, lavender, blue gray, dull gold. The tide line was strewn with huge driftwood trees, bleached bone white in the salt waves, some piled together against the edge of the forest fringe, some lying solitary, just out of reach of the waves. There was a brisk wind coming off the waves, cool and briny. Pelicans floated on the swells while seagulls and a lone eagle wheeled above them. The clouds still circled the sky, threatening to invade at any moment, but for now the sun shone bravely in its halo of blue sky. We picked our way down to the beach, Mike leading the way to a ring of driftwood logs that had obviously been used for parties like ours before. There was a fire circle already in place, filled with black ashes. Eric and the boy I thought was named Ben gathered broken branches of driftwood from the drier piles against the forest edge, and soon had a teepee-shaped construction built atop the old cinders. â€Å"Have you ever seen a driftwood fire?† Mike asked me. I was sitting on one of the bone-colored benches; the other girls clustered, gossiping excitedly, on either side of me. Mike kneeled by the fire, lighting one of the smaller sticks with a cigarette lighter. â€Å"No,† I said as he placed the blazing twig carefully against the teepee. â€Å"You'll like this then – watch the colors.† He lit another small branch and laid it alongside the first. The flames started to lick quickly up the dry wood. â€Å"It's blue,† I said in surprise. â€Å"The salt does it. Pretty, isn't it?† He lit one more piece, placed it where the fire hadn't yet caught, and then came to sit by me. Thankfully, Jess was on his other side. She turned to him and claimed his attention. I watched the strange blue and green flames crackle toward the sky. After a half hour of chatter, some of the boys wanted to hike to the nearby tidal pools. It was a dilemma. On the one hand, I loved the tide pools. They had fascinated me since I was a child; they were one of the only things I ever looked forward to when I had to come to Forks. On the other hand, I'd also fallen into them a lot. Not a big deal when you're seven and with your dad. It reminded me of Edward's request – that I not fall into the ocean. Lauren was the one who made my decision for me. She didn't want to hike, and she was definitely wearing the wrong shoes for it. Most of the other girls besides Angela and Jessica decided to stay on the beach as well. I waited until Tyler and Eric had committed to remaining with them before I got up quietly to join the pro-hiking group. Mike gave me a huge smile when he saw that I was coming. The hike wasn't too long, though I hated to lose the sky in the woods. The green light of the forest was strangely at odds with the adolescent laughter, too murky and ominous to be in harmony with the light banter around me. I had to watch each step I took very carefully, avoiding roots below and branches above, and I soon fell behind. Eventually I broke through the emerald confines of the forest and found the rocky shore again. It was low tide, and a tidal river flowed past us on its way to the sea. Along its pebbled banks, shallow pools that never completely drained were teeming with life. I was very cautious not to lean too far over the little ocean ponds. The others were fearless, leaping over the rocks, perching precariously on the edges. I found a very stable-looking rock on the fringe of one of the largest pools and sat there cautiously, spellbound by the natural aquarium below me. The bouquets of brilliant anemones undulated ceaselessly in the invisible current, twisted shells scurried about the edges, obscuring the crabs within them, starfish stuck motionless to the rocks and each other, while one small black eel with white racing stripes wove through the bright green weeds, waiting for the sea to return. I was completely absorbed, except for one small part of my mind that wondered what Edward was doing now, and trying to imagine what he would be saying if he were here with me. Finally the boys were hungry, and I got up stiffly to follow them back. I tried to keep up better this time through the woods, so naturally I fell a few times. I got some shallow scrapes on my palms, and the knees of my jeans were stained green, but it could have been worse. When we got back to First Beach, the group we'd left behind had multiplied. As we got closer we could see the shining, straight black hair and copper skin of the newcomers, teenagers from the reservation come to socialize. The food was already being passed around, and the boys hurried to claim a share while Eric introduced us as we each entered the driftwood circle. Angela and I were the last to arrive, and, as Eric said our names, I noticed a younger boy sitting on the stones near the fire glance up at me in interest. I sat down next to Angela, and Mike brought us sandwiches and an array of sodas to choose from, while a boy who looked to be the oldest of the visitors rattled off the names of the seven others with him. All I caught was that one of the girls was also named Jessica, and the boy who noticed me was named Jacob. It was relaxing to sit with Angela; she was a restful kind of person to be around – she didn't feel the need to fill every silence with chatter. She left me free to think undisturbed while we ate. And I was thinking about how disjointedly time seemed to flow in Forks, passing in a blur at times, with single images standing out more clearly than others. And then, at other times, every second was significant, etched in my mind. I knew exactly what caused the difference, and it disturbed me. During lunch the clouds started to advance, slinking across the blue sky, darting in front of the sun momentarily, casting long shadows across the beach, and blackening the waves. As they finished eating, people started to drift away in twos and threes. Some walked down to the edge of the waves, trying to skip rocks across the choppy surface. Others were gathering a second expedition to the tide pools. Mike – with Jessica shadowing him – headed up to the one shop in the village. Some of the local kids went with them; others went along on the hike. By the time they all had scattered, I was sitting alone on my driftwood log, with Lauren and Tyler occupying themselves by the CD player someone had thought to bring, and three teenagers from the reservation perched around the circle, including the boy named Jacob and the oldest boy who had acted as spokesperson. A few minutes after Angela left with the hikers, Jacob sauntered over to take her place by my side. He looked fourteen, maybe fifteen, and had long, glossy black hair pulled back with a rubber band at the nape of his neck. His skin was beautiful, silky and russet-colored; his eyes were dark, set deep above the high planes of his cheekbones. He still had just a hint of childish roundness left around his chin. Altogether, a very pretty face. However, my positive opinion of his looks was damaged by the first words out of his mouth. â€Å"You're Isabella Swan, aren't you?† It was like the first day of school all over again. â€Å"Bella,† I sighed. â€Å"I'm Jacob Black.† He held his hand out in a friendly gesture. â€Å"You bought my dad's truck.† â€Å"Oh,† I said, relieved, shaking his sleek hand. â€Å"You're Billy's son. I probably should remember you.† â€Å"No, I'm the youngest of the family – you would remember my older sisters.† â€Å"Rachel and Rebecca,† I suddenly recalled. Charlie and Billy had thrown us together a lot during my visits, to keep us busy while they fished. We were all too shy to make much progress as friends. Of course, I'd kicked up enough tantrums to end the fishing trips by the time I was eleven. â€Å"Are they here?† I examined the girls at the ocean's edge, wondering if I would recognize them now. â€Å"No.† Jacob shook his head. â€Å"Rachel got a scholarship to Washington State, and Rebecca married a Samoan surfer – she lives in Hawaii now.† â€Å"Married. Wow.† I was stunned. The twins were only a little over a year older than I was. â€Å"So how do you like the truck?† he asked. â€Å"I love it. It runs great.† â€Å"Yeah, but it's really slow,† he laughed. â€Å"I was so relived when Charlie bought it. My dad wouldn't let me work on building another car when we had a perfectly good vehicle right there.† â€Å"It's not that slow,† I objected. â€Å"Have you tried to go over sixty?† â€Å"No,† I admitted. â€Å"Good. Don't.† He grinned. I couldn't help grinning back. â€Å"It does great in a collision,† I offered in my truck's defense. â€Å"I don't think a tank could take out that old monster,† he agreed with another laugh. â€Å"So you build cars?† I asked, impressed. â€Å"When I have free time, and parts. You wouldn't happen to know where I could get my hands on a master cylinder for a 1986 Volkswagen Rabbit?† he added jokingly. He had a pleasant, husky voice. â€Å"Sorry,† I laughed, â€Å"I haven't seen any lately, but I'll keep my eyes open for you.† As if I knew what that was. He was very easy to talk with. He flashed a brilliant smile, looking at me appreciatively in a way I was learning to recognize. I wasn't the only one who noticed. â€Å"You know Bella, Jacob?† Lauren asked – in what I imagined was an insolent tone – from across the fire. â€Å"We've sort of known each other since I was born,† he laughed, smiling at me again. â€Å"How nice.† She didn't sound like she thought it was nice at all, and her pale, fishy eyes narrowed. â€Å"Bella,† she called again, watching my face carefully, â€Å"I was just saying to Tyler that it was too bad none of the Cullens could come out today. Didn't anyone think to invite them?† Her expression of concern was unconvincing. â€Å"You mean Dr. Carlisle Cullen's family?† the tall, older boy asked before I could respond, much to Lauren's irritation. He was really closer to a man than a boy, and his voice was very deep. â€Å"Yes, do you know them?† she asked condescendingly, turning halfway toward him. â€Å"The Cullens don't come here,† he said in a tone that closed the subject, ignoring her question. Tyler, trying to win back her attention, asked Lauren's opinion on a CD he held. She was distracted. I stared at the deep-voiced boy, taken aback, but he was looking away toward the dark forest behind us. He'd said that the Cullens didn't come here, but his tone had implied something more – that they weren't allowed; they were prohibited. His manner left a strange impression on me, and I tried to ignore it without success. Jacob interrupted my meditation. â€Å"So is Forks driving you insane yet?† â€Å"Oh, I'd say that's an understatement.† I grimaced. He grinned understandingly. I was still turning over the brief comment on the Cullens, and I had a sudden inspiration. It was a stupid plan, but I didn't have any better ideas. I hoped that young Jacob was as yet inexperienced around girls, so that he wouldn't see through my sure-to-be-pitiful attempts at flirting. â€Å"Do you want to walk down the beach with me?† I asked, trying to imitate that way Edward had of looking up from underneath his eyelashes. It couldn't have nearly the same effect, I was sure, but Jacob jumped up willingly enough. As we walked north across the multihued stones toward the driftwood seawall, the clouds finally closed ranks across the sky, causing the sea to darken and the temperature to drop. I shoved my hands deep into the pockets of my jacket. â€Å"So you're, what, sixteen?† I asked, trying not to look like an idiot as I fluttered my eyelids the way I'd seen girls do on TV. â€Å"I just turned fifteen,† he confessed, flattered. â€Å"Really?† My face was full of false surprise. â€Å"I would have thought you were older.† â€Å"I'm tall for my age,† he explained. â€Å"Do you come up to Forks much?† I asked archly, as if I was hoping for a yes. I sounded idiotic to myself. I was afraid he would turn on me with disgust and accuse me of my fraud, but he still seemed flattered. â€Å"Not too much,† he admitted with a frown. â€Å"But when I get my car finished I can go up as much as I want – after I get my license,† he amended. â€Å"Who was that other boy Lauren was talking to? He seemed a little old to be hanging out with us.† I purposefully lumped myself in with the youngsters, trying to make it clear that I preferred Jacob. â€Å"That's Sam – he's nineteen,† he informed me. â€Å"What was that he was saying about the doctor's family?† I asked innocently. â€Å"The Cullens? Oh, they're not supposed to come onto the reservation.† He looked away, out toward James Island, as he confirmed what I'd thought I'd heard in Sam's voice. â€Å"Why not?† He glanced back at me, biting his lip. â€Å"Oops. I'm not supposed to say anything about that.† â€Å"Oh, I won't tell anyone, I'm just curious.† I tried to make my smile alluring, wondering if I was laying it on too thick. He smiled back, though, looking allured. Then he lifted one eyebrow and his voice was even huskier than before. â€Å"Do you like scary stories?† he asked ominously. â€Å"I love them,† I enthused, making an effort to smolder at him. Jacob strolled to a nearby driftwood tree that had its roots sticking out like the attenuated legs of a huge, pale spider. He perched lightly on one of the twisted roots while I sat beneath him on the body of the tree. He stared down at the rocks, a smile hovering around the edges of his broad lips. I could see he was going to try to make this good. I focused on keeping the vital interest I felt out of my eyes. â€Å"Do you know any of our old stories, about where we came from – the Quileutes, I mean?† he began. â€Å"Not really,† I admitted. â€Å"Well, there are lots of legends, some of them claiming to date back to the Flood – supposedly, the ancient Quileutes tied their canoes to the tops of the tallest trees on the mountain to survive like Noah and the ark.† He smiled, to show me how little stock he put in the histories. â€Å"Another legend claims that we descended from wolves – and that the wolves are our brothers still. It's against tribal law to kill them. â€Å"Then there are the stories about the cold ones.† His voice dropped a little lower. â€Å"The cold ones?† I asked, not faking my intrigue now. â€Å"Yes. There are stories of the cold ones as old as the wolf legends, and some much more recent. According to legend, my own great-grandfather knew some of them. He was the one who made the treaty that kept them off our land.† He rolled his eyes. â€Å"Your great-grandfather?† I encouraged. â€Å"He was a tribal elder, like my father. You see, the cold ones are the natural enemies of the wolf-well, not the wolf, really, but the wolves that turn into men, like our ancestors. You would call them werewolves.† â€Å"Werewolves have enemies?† â€Å"Only one.† I stared at him earnestly, hoping to disguise my impatience as admiration. â€Å"So you see,† Jacob continued, â€Å"the cold ones are traditionally our enemies. But this pack that came to our territory during my great-grandfather's time was different. They didn't hunt the way others of their kind did – they weren't supposed to be dangerous to the tribe. So my great-grandfather made a truce with them. If they would promise to stay off our lands, we wouldn't expose them to the pale-faces.† He winked at me. â€Å"If they weren't dangerous, then why†¦ ?† I tried to understand, struggling not to let him see how seriously I was considering his ghost story. â€Å"There's always a risk for humans to be around the cold ones, even if they're civilized like this clan was. You never know when they might get too hungry to resist.† He deliberately worked a thick edge of menace into his tone. â€Å"What do you mean, ‘civilized'?† â€Å"They claimed that they didn't hunt humans. They supposedly were somehow able to prey on animals instead.† I tried to keep my voice casual. â€Å"So how does it fit in with the Cullens? Are they like the cold ones your greatgrandfather met?† â€Å"No.† He paused dramatically. â€Å"They are the same ones.† He must have thought the expression on my face was fear inspired by his story. He smiled, pleased, and continued. â€Å"There are more of them now, a new female and a new male, but the rest are the same. In my great-grandfather's time they already knew of the leader, Carlisle. He'd been here and gone before your people had even arrived.† He was fighting a smile. â€Å"And what are they?† I finally asked. â€Å"What are the cold ones?† He smiled darkly. â€Å"Blood drinkers,† he replied in a chilling voice. â€Å"Your people call them vampires.† I stared out at the rough surf after he answered, not sure what my face was exposing. â€Å"You have goose bumps,† he laughed delightedly. â€Å"You're a good storyteller,† I complimented him, still staring into the waves. â€Å"Pretty crazy stuff, though, isn't it? No wonder my dad doesn't want us to talk about it to anyone.† I couldn't control my expression enough to look at him yet. â€Å"Don't worry, I won't give you away.† â€Å"I guess I just violated the treaty,† he laughed. â€Å"I'll take it to the grave,† I promised, and then I shivered. â€Å"Seriously, though, don't say anything to Charlie. He was pretty mad at my dad when he heard that some of us weren't going to the hospital since Dr. Cullen started working there.† â€Å"I won't, of course not.† â€Å"So do you think we're a bunch of superstitious natives or what?† he asked in a playful tone, but with a hint of worry. I still hadn't looked away from the ocean. I turned and smiled at him as normally as I could. â€Å"No. I think you're very good at telling scary stories, though. I still have goose bumps, see?† I held up my arm. â€Å"Cool.† He smiled. And then the sound of the beach rocks clattering against each other warned us that someone was approaching. Our heads snapped up at the same time to see Mike and Jessica about fifty yards away, walking toward us. â€Å"There you are, Bella,† Mike called in relief, waving his arm over his head. â€Å"Is that your boyfriend?† Jacob asked, alerted by the jealous edge in Mike's voice. I was surprised it was so obvious. â€Å"No, definitely not,† I whispered. I was tremendously grateful to Jacob, and eager to make him as happy as possible. I winked at him, carefully turning away from Mike to do so. He smiled, elated by my inept flirting. â€Å"So when I get my license†¦Ã¢â‚¬  he began. â€Å"You should come see me in Forks. We could hang out sometime.† I felt guilty as I said this, knowing that I'd used him. But I really did like Jacob. He was someone I could easily be friends with. Mike had reached us now, with Jessica still a few paces back. I could see his eyes appraising Jacob, and looking satisfied at his obvious youth. â€Å"Where have you been?† he asked, though the answer was right in front of him. â€Å"Jacob was just telling me some local stories,† I volunteered. â€Å"It was really interesting.† I smiled at Jacob warmly, and he grinned back. â€Å"Well,† Mike paused, carefully reassessing the situation as he watched our camaraderie. â€Å"We're packing up – it looks like it's going to rain soon.† We all looked up at the glowering sky. It certainly did look like rain. â€Å"Okay.† I jumped up. â€Å"I'm coming.† â€Å"It was nice to see you again,† Jacob said, and I could tell he was taunting Mike just a bit. â€Å"It really was. Next time Charlie comes down to see Billy, I'll come, too,† I promised. His grin stretched across his face. â€Å"That would be cool.† â€Å"And thanks,† I added earnestly. I pulled up my hood as we tramped across the rocks toward the parking lot. A few drops were beginning to fall, making black spots on the stones where they landed. When we got to the Suburban the others were already loading everything back in. I crawled into the backseat by Angela and Tyler, announcing that I'd already had my turn in the shotgun position. Angela just stared out the window at the escalating storm, and Lauren twisted around in the middle seat to occupy Tyler's attention, so I could simply lay my head back on the seat and close my eyes and try very hard not to think.

Analysis of “He” by Katherine Anne Porter

Katherine Anne Porter’s â€Å"He† In Katherine Anne Porter’s short story, â€Å"He†, Mrs. Whipple has the misfortune of a mentally retarded son. While struggling to feed and clothe the hungry mouths of her family, Mrs. Whipple tries to camouflage hatred toward her son by putting up a facade of love and concern for him in an attempt to look like a better individual. Mr. Whipple and Mrs. Whipple’s neglect toward their son is evident right from the start by his lack of a name. He is only acknowledged as â€Å"He† or â€Å"Him†. Nance explains that this, â€Å"failure of the boy’s parents to recognize his personality, symbolized by their failure to give him a name, is the root of their error and suffering† (Nance 19). If Mr. and Mrs. Whipple would take the time to understand their son as a person and recognize his abilities, they would be able to accept his situation more easily and Mrs. Whipple could be less concerned with what people say. The distortion of Mrs. Whipple’s concern for her son is first evident when she says, â€Å"I wouldn’t have anything happen to Him for all the world, but it just looks like I can’t keep Him out of mischief. He’s so strong and active;He’s always into everything; He was like that since He could walk. It’s actually funny sometimes, the way He can do anything; it’s laughable to see Him up to His tricks. † (Porter 493) The truth is that Mrs. Whipple fails to put any considerable effort into keeping Him out of trouble in the first place. Mr. and Mrs. Whipple give the boy more chores because they say that He is bigger than average, and wont think twice about taking some of his blankets if the other children get cold in winter. On more than one occasion she intentionally puts Him in harms way. After receiving a letter saying that her brother and his family is coming for a visit, Mrs. Whipple insists on sacrificing a baby pig that would be worth a substantial amount of money by Christmas. With the mama pig being a great fighter, Mrs. Whipple asks Adna to retrieve the piglet. After Adna refuses the challenge, Mrs. Whipple believes it would be a great joke to make Him do it. After the boy manages to steal the pig, with the sow raging at His heels, Mrs. Whipple takes the pig from the boy without showing gratitude for the great favor He did. On another occasion, Mr. and Mrs. Whipple allow the boy to lead a full grown bull home. Both knowing that the bull could easily tear the boy to pieces, they still allow him to bring the animal three miles home. She mustn’t make a sound nor a move; she mustn’t get the bull started. The bull heaved his head aside and horned the air at a fly. Her voice burst out of her in a shriek, and she screamed at Him to come on, for God’s sake. He didn’t seem to hear her clamor, but kept on twirling His switch and limping on, and the bull lumbered along behind him as gently as a calf. Mrs. Whipple stopped calling and ran towards the house, praying under her breath: â€Å"Lord, don’t let anything happen to Him. Lord, you know people will say we oughtn’t to have sent Him. You know they’ll say we didn’t take care of Him. Oh, get Him home, safe home, safe home, and I’ll look out for Him better! Amen. † (Porter 497) Without concern for the boys safety Mrs. Whipple cries out at the boy to hurry up knowing that her actions could startle the bull. She then runs inside, not waiting to make sure her son made it all the way safely, and prays. Her prayers to get Him home safely bear more on what people will say about her if he does not make it. â€Å"[This] is a prime example where Mrs. Whipple’s superficial mask of love and concern is taken over by her abhorrence toward Him because of her personality flaw† (Makoid). Year after year the Whipple’s condition slowly dwindles. Adna and Emly move to the city for jobs, and He gets more chores placed upon his shoulders. One winter the boy slipped on some ice and fell over and started having convulsions. From then on He had to stay in bed. His legs swelled up and his condition didn’t improve. With the Whipples on their last legs, the doctor suggested they put the boy into the County Home. Mrs. Whipple, still worried about what people will say, refuses to see the boy go. She thinks that with Adna and Emlys’ help the family will be able to get back on their feet by next summer and take care of the boy. Eventually Mrs. Whipple understands what has to be done. Her neighbor and the doctor drive Mrs. Whipple and Him to the hospital. On the ride to the hospital He starts to cry. This is when Mrs. Whipple realizes that He is going away forever. His tears signify that maybe He knew that He was going away and He was finally happy; Happy to get away from the distortion and confusion of his parents. Mrs. Whipple understands her err, and is now truly concerned about his feelings. Mrs. Whipple and her family are poor southerners struggling to feed and clothe their children. With the addition of a mentally retarded second son, situations become more complicated for the family. Mrs. Whipple tries to mask the neglect of her disabled child by showing false love and concern for him. Only if she could grasp reality and accept her situation, would she be able to overcome her position and truly be happy. Instead Mrs. Whipple insists on hiding her conditions and doing whatever is possible to appear as a great family that is better off than they actually are. Works Cited Makoid, Terence. (2003, April 23). Katherine Anne Porter: Analysis of Mrs. Whipple in â€Å"He†. Retrieved April 24, 2011, from University of North Carolina website: http://www. unc. edu/home/tmakoid/english/he. html Nance, William L. Katherine Anne Porter & the Art of Rejection. University of North Carolina Press. Chapel Hill , 1964. 18-23. Porter, Katherine A. (1927). He. In L. McDougal, American Literature (pp. 493-498). Evanston, IL: McDougal.

Decision Making Essay

Decision making can be define as the cognitive process â€Å" resulting in the selection of a belief or a course of a action among several alternative possibillities. Every Decision Making process produces a final choice [James Reason (1990)] that may or may not promp action. Effective Decision Making is the study of identifying and choosing alternatives based on the values and preferences of the decision maker. Decision – making, is one of the central activities of management and is a huge part of any implemantation. For effective decision making, a person must be able to forecast the outcome of each option as well, and based on all these items, determine which option is the best for that particular situation.Human performance in decision making terms has been the subject of active reserach from several perspectives. Form a psychological perspective, it is necessary to examine individual decision in the context of a set of needs, preferences an individual has and values they seek. Form cognitive perspective, the decision making process must be regarded as a continous process integrated in the interaction with the environment. From a normative perspective, the analysis of individual decisions is concerned with logic of decision making and rationality and the invariant chioce it leads to.[Daniel Kahneman, Amos Tversky 2000] The ability to make wise, educated decisions is essential to living a succesful and fulfilled life. Individuals, groups or teams make decisions every day. Some decisions are very important and affect lot of people whereas other decisions are small and affect only one or two people. A decision-making process based on data leads to good decisions. A major concern in management has been to understand and improve decision making. [Isabel Briggs Myers|Myers, I.1962]. There have been two approaches to management decision making [Huber, 1980]. The first is concerned with development and application of normative decision rules based on formal logic d erived from economics or ststistics. The second involves descriptive accounts of how people actually go about making judgements, decisions and choices. [Isable B. Myers|Myers,I. (1962)].  Decision making can usually be improved by breaking a problem into parts, working on the parts separately, and then combining themm to make final decision. It has been shown in a variety of works that business decision making environment is a unity of decision makers experience, belief and perceptions on one side, and decision support tools and techniques – on the other side. In making important decisions, any info rmation sources that contain relevant important are going to be accessed and used. In this presentation we are going to show decision making process, models, and types. And explain how we can make strategic decisions in different situations. In fact in making decision in management has a significant role as Peter Drucker says 90 percent of activities in management is decision making, so we are going to discuss this important subject to show different aspect of it and find new ideas in this area research. 2.0 Decision Making Process and Steps; Decision making can be categorised as a process evaluating a problem to find solution. It is always best to strive for the best decisions? There may not be the Probably not shooting for perfect solutions cann freeze decision makers into inaction. They also might be fear of making wrong decision.When gathering data and information becomes more important than making decisions and taking action sometimes, it’s better to make decisions, risk mistakes and then learn from the mikstakes when you make them. After all, then saying isn’t â€Å"decision make perfect†, it’s â€Å"practice makes perfect†. [S. Herper (2000)] As said coca cola decision which has resluted to story suggests the extensive need for decision making in business. A management decision typically typically affects a great number of people-customer, stockholders, employers and the general public. Coca cola is accountable to more than 100000 shareholders and of extensive number of employee. Professional undertake to see the managers decision which reflected its positive returns in their revenue report.It has emphasise on the welfare of the employees and the economis health of the community in large and take into  consideration the effect to the country as whole. To strive and prosper, proffessional managers should be able to withstand the pressure and make sound decision. Companies do not want dynamics failures; they require individuals wha are properly equipped to make decisions. It doesn’t mean that the decision makers (managers) is 100 percent is accurate most of the time. They also tends to make wrong decisions most of the time at the expense of the shareholders.It does suggest that succesful managers have a higher batting average than les succesful managers. [R. Wayne Mondy (1993)] The process of decision making does not occur in tandem. The organization external environment influence the decision making process and the internal environment assist what and how the decision making should take place. For example the success of Pepsi-Cola in gaining market share while Coca Cola lost it and help to convince Goizueta that was needed. Whether a decision is programmed or none programmed and regardless of managers choice of the classical, administrative, or political model of decision making, a decision making process typically hasfive steps: 1) Idenitify the problem or opportunity 2) Develop alternative 3) Evaluate alternative 4) Choose and implement the best alternative 5) Evaluate the decision 2.1. Identify the problem or opportunity: according to Harold Leavitt, â€Å"a business leader must have thre major talents: problem solving and subsequent decision making, implementing and visionary and entreprenuel talents†. Some people view decisions making only as problem solving, however problems are best treated as opportunities. The first in the decision making process should be to look for alternatives before a decision is made. As known there is no one best decision method is exist. All problem should be treated as opportunities. Eventually, problems will make themselves  evident. All problem can be converted to opportunity. All existing problem can be corrected if managers face the problem as opportunity to progress. Managers confront a decision requirement in the form of either a problem or an opportunity. A problem occurs when organizational achievement notaccomplishment is less than establishment goals. An opportunity exists when m met as ecpectaion of an organization and exceed specified targets of an organizations. Identifying of a problem or opportunity is the first step in the decision sequence and requires survillance of the internal and external environment for issues that merit executive attention. [Richard L. Daft (2005)] Managers often search and evaluate the world around them to determine the progres of the organization .Some information comes from periodic financial reports, performance reports, and other sources that designed to discover problems before they become too serious. Managers also take advantage of informal sources. They talk to other managers, gather opinions on how things are going, and seek advice which problems should be talked. 2.2 Develop alternatives: A typical problem can be solved in various ways and method. Several alternatives is available before a decison is made. The choices that the decision maker has to decide are alternatives. A decision making process is utmost important and a feasible way to solve the a probleeThe only alternatives that really counts is the one judged best among those considered. At this point in the decision making process, however, it is important to consider all feasible ways by which the problem can be solved. Once the problem or opportunity has been recognised and analyzed, decision makers begin to consider m (opportunity). The next stage is to generate possible alternative solutions that will respond to the need of the situation and correct the underlying causes. One study found that limiting the search for alternatives is a primary csuse of decision failure in organizations. [Paul C. Nutt (1999)]. Decision alternatives can be though of as the tools for reducing the difference between the organizations current and  desired performance. Once a problem or opportunity has come to managers attention, the understanding of the situation should be refined. Diagnoses is the step in the decision making process in which managers analyzes underlying casual factors associated with the decision situation. Managers make a mistake here if they jump right into generating alternatives without first exploring the causes of the problem more deeply. [C. Kepner and B. Tregoe (1965)]. 2.3 Evaluate Alternatives: Almost all possible solutions there are advantages and disadvantages. But there maybe be only one solution for any existings problem (opportunity). It may also might not be the only best solutions for the problem (opportumity). Coca cola alienate to replace the old coke is part of an alternative decision. It is essential that managers realistically appraise arguments for or against a particular alternative. Sometimes an idea might sounds good initially, but taking time to weigh the pros and cons of alternatives usually pays off. There are number of ways evaluating alternatives. One way is to list yhe strength and weakness of the problem (opportunity). Total consideration should be given and to avoid on the strength and weakness and overall importance should be given to conclude the alternative. 2.4 Choose and implement the best alternative: an alternatives implentation is chosen once the decision of choice is established. The decision of choice is the selection of the most promising of several alternative course of action. In order to choose best alternative one has to achive the desired results using the resources.In order to make choices on managers personality factors and willlingness to accept risk and uncertainty. At this stage the use of managerial, administrative, and persuasive abilities to ensure that the chosen alternative is carried out. It also has a similirarity to the idea of strategic implementation. The ultimate success of the chosen alternative depends on the whether it can be translated into action. In the evaluation stage of the decision  process, decision makers gather information that tells them how well the decision was implemented and whether it was effective in achieving its goals. Feed back pertinent because decision making is a continous, never ending process. When an executive or board of directors votes yes or no then the decision making is not completed.The feed back provides decision makers with information that can assist to new decision cycle. What separate the succesful managers and less succesful ones is the ability to select the best course of action from several possible alternatives. The alternative offering the highest promise of attaining the objective, taking into consideration the ovearall situation, should be selected. It is an easy task but fear to make a wrong decision will make the managers to avoid making decision at all. In most organization the onus is on the managers to make decision as they are high salaried and they carry the task to make a sound decision. 2.5 Evaluate the decision: For completing a decision-making process one have to first expose to the realities of the business environment. An objective assessment required to turn the problem into opportunity and this implementation does not complete the decision making process. [R.Wayne et al (2005)] 3. Ethical Decision Making: Half of all decisions taken be managers not necessarily solev the problem after all. Most of the time they ignore ethical questions. High ethical and guideline standards needs to put into consideration before performing the management functions. When making unpopular decision such as layoffs, one has to be ethical by giving advance notice and assisting them to find a new job elsewhere or within the organization. Couple of test need to be taken to evaluate oneself, are we making the right decision or not. Firstly ask yourself, â€Å"Are there any legal restrictions or violations that will result from this action? If so, try other alternative course of action. Secondly â€Å"does it ciolate the company code of ehics?† If yes find a different path  to follow. Thirdly ask â€Å"does this mmet the guideline of my own ethical philosophy?† and if the answer is â€Å"yes†, then your decision must still pass two important test. [Gitman et al (2008) The feeling test: now you must ask, â€Å"How does it make me feel?† this will enable yourself to evaluate your comfort level in producing a particular decision. A sense of discomfort will seep in if you’ve make a wrong decision where one will loss of sleep or appetite and my go into depression. Front page of the newspaper test: the final test is the â€Å"front page of the newspaper† the question to be asked is how a critical and objective reporter would report your decision in a front page story. [Gitman et al (2008)] Decision relos: According to Mitzberg: the time managers spend obtaining and sharing information is not an end in itself. The time spent taking to and obtaining and sharing information with people inside and outside the company is useful to managers because it helps them make good decisions. According to Mitzberg, managers engange in four decisional sub roles: entreprenuer, disturbance handler, resource allocator and negotiator. [Chuck Milliams (2 005)] 4. Decision Making Models Decision making models: primary decisions making models: the rational model and the bounded rationality model. The rational (also called the classical model), the decisio maker attempts to use optimizing, selecting and best possible alternative. In bounded rationality model (also called the administrative that meet the minimal criteria. [Robert N. Lusssier (2006)]. Making better decisions: modern research shows that managers, who make the best decisions, don’t overanalyze by relying on rational decision making model, nor do they oversimplify by relying solely on their intuition. Instead, many managers utilize a concept refered to as â€Å"recognitional decision making†. Recognition decision making leads to quicker decisions than rational decision making because it integrates the use of memory in the context of a situation in order to develop an immediate feel for the current situation. [Chuck Williams (2005)] 4.1 Classical Model: the classical model of decision model of decision making is based on economic assumptions. This model has arisen within the management literature because managers are expected to make decsisions that are economically sensible and fit the organizations’ best economic interests. The four assumptions underlying this model are as follows: 1. The decision maker operates to accomplish goals that are known and sgreed on. Problems are precisely formulated and defined. 2. The decision maker strives for conditions of certainty, gathering complete information. All alternatives and the potential results of each are calculated. Assign 3. Criteris for evaluating alternatives are known. The decision maker selects the alternative that will maximize the economic return to the organization. 4. The decision maker is rational and uses logic to assign values, order preferences, evaluate alternatives, and make the decision that will maximize the attainment of organizational goals. The classical model of decision making is considered to be normative, which means it defines how a decision maker shouls make decisions. It does not describe how managers actually make decisions so much as it provides guidelines on how to reach an ideal outcome for the organization. 4.2 Rationality: It is frequently said that efective decision making must be rational. People acting and deciding rationality are attempting to reach some goals that can not be attain without action. They must have a clear understanding of alternatives coerces by which a goal can be reached under existing circumstances and limitations. They also must have information and the ability to analyze and evaluate in light of the goal sought. In many respects, the classical model represents an ideal model of decision making that is often un attainable by real people in real organizations. It is most valuable when applied to programmed decisions and to decisions characterized by certainty or risk, because relevant information is available and probabilities can be  calculated. [Richard L. Daft (2005)]. Programmed decisions are design based on the historical data to enable all levael of managers are able to make a decision base on the same situation problems all the time. As such it can be concluded as a set of policy serve as a guideline and also act as a SOP. A non programme are made to situations that are unique, are poorly defined and largely unstructured, and ahev impportant consequences for the organizations. The decision regarding a recall at Toyota is an example of a a non programmed decision. Another good example comes from the financial services industry. Decision to to acquire a company, build a new factory, develop a new product or service, enter a new geographical market, or relocate head quarters to another city are all non programmed decisions. 4.3 Bounded rationality: The administrative model is base on the work of Herbert A. Simon. Simon proposed two concepts that were instrumental in shaping the administrator model: bounded rationality and satisficing. There are limitations to the bounded rationality or boundaries. Organizations are incredibly complex and managers have the time and ability to process only a limitated amount of information with which to make decisions. Because managers do not have the time or cognitive ability to process complete information about complex decisions. Satisficing is a decision made at the first encounter of any situation. Minimal consideration given to consider any alternative. There is no time frame on how long this process will take place. It merely rely on assumptions. 1. Organization decision goals are often not clear, exist dispute and always have disagreement among the managers. 2. Rational method are not often popular amongst managers alike and only confirned to simplistic point of view and does not get the attention of of real organization events. 3. Managers searches for alternative sre kimited because of human, information, and resources constraints. 4. All the decision makers (managers), often prefer the satisficing rather than maximizing solution, partly because they have limited information and partly because they have only unclear for what  constitute a maximizing solution. 4.4 Administrative model: This model is description are charecterized by uncertainty and ambiguity. Most of the management decisions are normally programmeable to lend themselves to any degree of qualification. The decision maker (manager) are unable to decide and economical rational decision. None programmed decisions: are used for unstructured, novel, and ill-defined situations of a nonrecuring nature. Example is the developing of the four wheel drive passenger car by Audi. In fact strategic decision, in general, are none programmed decisions. Most decisions are neither completely programmed decisions. Most decisions are neither completely programmed nor programmed none programmed: they are a combination of both. [Heinz Weihrich et al (2005)]. The administration model of decision making is based on the work of Herbert Simon. Simon proposed two concepts that were instrumental in shaping the administrative model: bounded rationally and satisfying. According to the administrative model: Decision goals are often unclear and disputing in nature and lack of consensus among managers. Managers are often not able to see the problems (opportunity) that exists in the organization. Rational procedure are not often and when they are they are confined to a simplistic view of the problem that does not captiure the complexity of real organization view. 4.4.1. Intuition: another aspect of administrative decision making is intuition. Intuition represents a quick apprehension of a decision situation based on past experience but without conscious thought. [Weston. H, Agor (1986)]. Intuitive decision making is not arbitrary or irrational, because it is based on years of practice and hand-on experience that enable managers (decision makers) to quickly identify solutions without going through pain staking computations. 4.5 Political model: is the model of decision making is often used for making none programmed decisions when conditions are uncertain, information is limited and there is often disagreement among  managers about what goals to pursue or what course of sction to take. The political model closely resembles the real environment in which most managers and decision makers operate. Decisions are complex and invlolve many people, information is often ambigous, and disagreement and conflict over problems and solutions are normal. There are four basic assumptions of the political model. Organizations are made of groups with diverse interests, goals, and values. Information is ambigous and incomplete. Managers do not have the time, resources, or mental capacity to identify al dimension of the problem and process all relevant information. Managers engange in the push and pull of debate t decide goals and discuss alternatives. Decisions are the result of bargaining and discussion among coalitio n members. [Richard L. Daft (2005)] 4.6 The Kepner-Tregoe method: this model combines the oblective approach with some subjectivity. The subjectivity comes from determining â€Å"must† and â€Å"want† criteria and assigning weighted values to them. [Robert N. Lussier (2006)]. The Kepner-Tregoe method is a technique for comparing alternative using the criteria selected in steps 2 of the decision making model.[Robert N. Lussier (2006)]. 5. Individual Decision Making and Group Decision Making Problems in any organization occurs when they were conflict of agreement of certain issues, as such one must decide who should participate to find the solution. As refering to the current trend the management favors increased employe participation. Using to group to improve decision making: according to study reported in fortune magszine. 1 percent of U.S. companies use teams and group to solve specific problem. Individuals who are highly defensive in this manner show significantly greater left prefrontal cortex activiry as measured by EEG than do less defensive individuals. ]Blackhart, G. C., & j. P. (2995)] Group decision making is critically important to meet the current fast moving organozations trends. The informal or formal group exist to reach a consensus and to  discuss a particular problem by creating a short list of acceptable alternatives or deciding on criteria for accepting an alternative. They are known as a support system and supported by electronically to support this system. [Turban, et al (2008)]. Group method invlove in decision making: It always discussed that it only involve a single manager to make a certain organization decision. This individual is responsible for the outcome of decisions under their control. Effective decisions generally combine high quality with acceptance by those affected by the decision. Group bring different resources to the decision making task. [R. Wayne et al (1993)] 5.1 Potential advantages of group decision making: The group has an advantage to make a sound decision on complex issues in comparison the individuals in a organization. Special in case of significant none programmed decision and conditions of risk or uncertainty. – More information, alternatives, creativity and innovation: Generally a group of people contains more information than an individual. Than they can more creatine and innovative. They usually have options and alternative to apply before an effective decision is agreed upon. – Greater communication to the decision: The people engange in the decision making process have greater options in increased communication to implementing the decision. And improved participation in problem solving and decision making is rewarding and personally satisfying to the people and will improve morale and motivitation. – Training. Allowing participation in decision making trains people to work in groups by developing group process skills. 5.2 Potential disadvantages of group decision making: – Wasted time – Satisficing – Domination and goal displacement: A certain sub group may dominate the group decision. Disagreement occurs when there were no 100 percent agreement from overall decision making process rather than pursuing goal of finding the best solution. – Conformity  and group thinking: Inferior feeling and disagreement might crept in before a certain agreement takes precident and the end result will be a conflict. [Robert N. Lussier (2006)]. For creating, creative alternative solutions in groups decision making there are five popular techniques: Brainstorming Synectics Nominal grouping Consensus mapping Delphi technique Brainstoming is the process of suggesting many possible alternatives without alternatives. Synectics is the process of generating novel alternative through role playing and fantasizing. Nominal grouping is the proces of generating of generating and evaluating alternatives using a structured voting method. This proces usually invloves six steps: listing, recording, clarification, ranking, discussion and voting. Consensus mapping is the process of developing group agreement on a solution to a prblem. The Delphi technique involves using a series of confidential questionnaires to refine a solution. [Robert N. Lussier (2006)] 5.3 Personal decision making: Imagine you were a manager at, GM, a local movie theater or the public library. How would you go about making important decisions that might shape the future of your department or company? As we are aware that there is number of factors may effect how a managers make efevtive decisions. For example the decisions may be programmed or non programmed, situations are charactirized by various level of uncertainty, and managers may use the classical, administrative, or political model of decision making. [Richard L. Daft (2005)] 6.0 Innovative Group Decision Making: The critical skill the managers possess to make a high quality decisions is an essential as they have to make majority of decision on their own. Is it practical for the managers make this  decision?No. The rapid face of the business enviromnment calls for just the opposite i.e, for people throughout the organization to be invloved in decision making and have the information, skills, and freedom they need to respond immediately to prblems and questions. Managers bdo make some decisions as individuals, but decisions makers more often are part of a group. Indeed majoir decisions in the byusiness world rarely are made entorely by a single manager. 6.1 Brainstorming is a method a group of people and discuss spontaneously wide range of ideas and policies before decision making. The efective brainstorming are people can be bulid on one anothers idea: number of ideas will be fielded and they will come to an consensus after wide range of ideas is discussed. It also have some drawbacks as there maybe making decision to please the superior or to impress colleagues. Studies found that when four people are asked to â€Å"brainstorm† individually. They typically come up with twice as many ideas as a group of four brainstoming. 6.2 Rigorous debate an efective decision maker (manager) always encourage a rigorous debate of a certain issues. It also recognize that constructive conflict based on divergenr points of view bring a problem into focus, clarify people’s ideas, stimulate creative thinking. Chuck Knight, the former CEO of Emerson Electric, always sparked debate during strategic planning meetings. Knight believed rigorous debate gave people a clearer picture of the competitive landscape and forced managers to look at all sides of an issue, helping them reach better decisions. 6.3 Groupthink pressures for conformity exist in almost any group, and particularly when people in a group like one another they tend to avoid anything that might create disharmony. It has tendency to surpress contrary opinions. When the group thinking mode is activated, maintaining unity will be given priority ather than realistically challenging problems and alternatives. People censur their personal opinion and reluctant to criticize the opinion of others. 6.4 Bailout in the fast paced environment managers are risk takers and learniong from  mistakes. Theyy also not hesitant to pull the plug when something not working. According to researches managers and organizations often continue to invest time and money in a solution despite strong evidence that is not appropriate. This move is knwons as escalating commitment. Managers might take initiative m to simply block or distort negative information because they do not want to be responsible to make a wrong decision. Conclusion The decision making in organizations invloves number of thories and easy to understand. The economic academician has derived methods to assist the decision makers (managers) to derive a good decision in order to avoid making bad decisions. It is very difficult to make good decisions without valid relevant information. It involves choosing between a wider process in problem solving. It can be through either an intuitive or seasoned process, or a combination of the two. There are number of stages to any structured decision making. For important decisions it is woryth always keeping a record of the steps you followed to make the decision. That way, if you n are ever critisized for making a bad decision, you can justify your thoughts based on the information and process you used at the time. Furthermore by keeping a record and enganging with the decision making process, you will be strengthening your under standing of how it works. This can make future decisions more easier for managers. References. 1. James Reason (1990). Human Error.Ashgate. ISBN 1840141042. 2. 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