Eco Parks & Environment

Industrial ecologists are championing eco-industrial parks or EIPs as tools for pursuing sustainable development. An EIP is a community of companies located in one region that exchange and make use of each other's by-products or energy. Among the best known is Kalundborg, Denmark, a city in which the major industries and the local government trade their waste streams and energy resources. Many commentators see Kalundborg as a model that should be copied and improved upon. Imagine what a team of designers could come up with if they were to start from scratch, locating and specifying industries and factories that had potentially synergistic and symbiotic relationships,† writes Paul Hawken (1993, 63), author of The Ecology of Commerce. Ernest A. Lowe (1997, 58) points out that â€Å"while industrial ecosystems must be largely self-organizing, there is a significant role for an organizing team in educating potential participants to the opportunities and in creating the conditions that support the development. Because of this enthusiastic endorsement, numerous EIPs have been planned in North and South America, Southeast Asia, Europe and Southern Africa (Ayres 1996; Indigo Development 1998; Gertler 1995; Lowe 1997). Kalundborg, a small city on the island of Seeland, 75 miles west of Copenhagen, is indeed an impressive example of a recycling network. In this city of 20,000, the four main industries–a coal-fired power plant (Asn?s), a refinery (Statoil), a pharmaceuticals and enzymes maker (Novo Nordisk), a plasterboard manufacturer (Gyproc), as well as the municipal government and a few smaller businesses–feed on each others' wastes, in the process turning them into useful inputs. The Asn?s power company supplies residual steam to the Statoil refinery and, in exchange, receives refinery gas that used to be flared as waste. The power plant burns the refinery gas to generate electricity and steam. It sends excess steam to a fish farm that it operates, to a district heating system serving 3,500 homes, and to the Novo Nordisk plant. Sludge from the fish farm and pharmaceutical processes becomes fertilizer for nearby farms. The power plant sends fly ash to a cement company, while gypsum produced by the power plant's desulfurization process goes to a company that produces gypsum wallboard. Finally, the Statoil refinery removes sulfur from its natural gas and sells it to Kemira, a sulfuric acid manufacturer. However, consultants id not design, nor did Danish government officials finance, Kalundborg's industrial symbiosis. It was, rather, the result of many separate bilateral deals between companies searching to reduce waste treatment and disposal costs and to gain access to cheaper materials and energy while generating income from production residue. Kalundborg, like other similar examples, developed entirely through market forces (Garner and Keoleian 1995; Gertler 1995; Lowe et al. 1996; Schwartz and Steininger 1997). Today, there is still no higher level of administration managing the interaction of Kalundborg companies and local government. Lowe 1997, 59). Jorgen Christensen, a spokesperson for Novo Nordisk, notes: â€Å"I was asked to speak on ‘how you designed Kalundborg. ‘ We didn't design the whole thing. It wasn't designed at all. It happened over time† (Lowe 1995, 15). This essay shows that the movement toward public planning of eco-industrial parks rests on a misreading of the Kalundborg experience. Kalundborg is not unique but rather is characteristic of industrial loops that cities have fostered for hundreds and even thousands of years. To assume that EIP planners can replicate and improve upon Kalundborg reflects insufficient knowledge of how market forces have historically promoted resource recovery. This essay compares private and public mechanisms in the development of industrial loops and illustrates how regulation of hazardous waste in the United States currently thwarts such industrial symbiosis. The essay concludes by arguing that greater reliance on market forces would be the most effective way of replicating the Danish experience.

Angels Demons Chapter 106-108

106 It was 11:07 P.M. Langdon's car raced through the Roman night. Speeding down Lungotevere Tor Di Nona, parallel with the river, Langdon could now see his destination rising like a mountain to his right. Castel Sant' Angelo. Castle of the Angel. Without warning, the turnoff to the narrow Bridge of Angels – Ponte Sant' Angelo – appeared suddenly. Langdon slammed on his brakes and swerved. He turned in time, but the bridge was barricaded. He skidded ten feet and collided with a series of short cement pillars blocking his way. Langdon lurched forward as the vehicle stalled, wheezing and shuddering. He had forgotten the Bridge of Angels, in order to preserve it, was now zoned pedestrians only. Shaken, Langdon staggered from the crumpled car, wishing now he had chosen one of the other routes. He felt chilled, shivering from the fountain. He donned his Harris tweed over his damp shirt, grateful for Harris's trademark double lining. The Diagramma folio would remain dry. Before him, across the bridge, the stone fortress rose like a mountain. Aching and depleted, Langdon broke into a loping run. On both sides of him now, like a gauntlet of escorts, a procession of Bernini angels whipped past, funneling him toward his final destination. Let angels guide you on your lofty quest. The castle seemed to rise as he advanced, an unscalable peak, more intimidating to him even than St. Peter's. He sprinted toward the bastion, running on fumes, gazing upward at the citadel's circular core as it shot skyward to a gargantuan, sword-wielding angel. The castle appeared deserted. Langdon knew through the centuries the building had been used by the Vatican as a tomb, a fortress, a papal hideout, a prison for enemies of the church, and a museum. Apparently, the castle had other tenants as well – the Illuminati. Somehow it made eerie sense. Although the castle was property of the Vatican, it was used only sporadically, and Bernini had made numerous renovations to it over the years. The building was now rumored to be honeycombed with secret entries, passageways, and hidden chambers. Langdon had little doubt that the angel and surrounding pentagonal park were Bernini's doing as well. Arriving at the castle's elephantine double doors, Langdon shoved them hard. Not surprisingly, they were immovable. Two iron knockers hung at eye level. Langdon didn't bother. He stepped back, his eyes climbing the sheer outer wall. These ramparts had fended off armies of Berbers, heathens, and Moors. Somehow he sensed his chances of breaking in were slim. Vittoria, Langdon thought. Are you in there? Langdon hurried around the outer wall. There must be another entrance! Rounding the second bulwark to the west, Langdon arrived breathless in a small parking area off Lungotere Angelo. On this wall he found a second castle entrance, a drawbridge-type ingress, raised and sealed shut. Langdon gazed upward again. The only lights on the castle were exterior floods illuminating the fa;ade. All the tiny windows inside seemed black. Langdon's eyes climbed higher. At the very peak of the central tower, a hundred feet above, directly beneath the angel's sword, a single balcony protruded. The marble parapet seemed to shimmer slightly, as if the room beyond it were aglow with torchlight. Langdon paused, his soaked body shivering suddenly. A shadow? He waited, straining. Then he saw it again. His spine prickled. Someone is up there! â€Å"Vittoria!† he called out, unable to help himself, but his voice was swallowed by the raging Tiber behind him. He wheeled in circles, wondering where the hell the Swiss Guard were. Had they even heard his transmission? Across the lot a large media truck was parked. Langdon ran toward it. A paunchy man in headphones sat in the cabin adjusting levers. Langdon rapped on the side of the truck. The man jumped, saw Langdon's dripping clothes, and yanked off his headset. â€Å"What's the worry, mate?† His accent was Australian. â€Å"I need your phone.† Langdon was frenzied. The man shrugged. â€Å"No dial tone. Been trying all night. Circuits are packed.† Langdon swore aloud. â€Å"Have you seen anyone go in there?† He pointed to the drawbridge. â€Å"Actually, yeah. A black van's been going in and out all night.† Langdon felt a brick hit the bottom of his stomach. â€Å"Lucky bastard,† the Aussie said, gazing up at the tower, and then frowning at his obstructed view of the Vatican. â€Å"I bet the view from up there is perfect. I couldn't get through the traffic in St. Peter's, so I'm shooting from here.† Langdon wasn't listening. He was looking for options. â€Å"What do you say?† the Australian said. â€Å"This 11th Hour Samaritan for real?† Langdon turned. â€Å"The what?† â€Å"You didn't hear? The Captain of the Swiss Guard got a call from somebody who claims to have some primo info. The guy's flying in right now. All I know is if he saves the day†¦ there go the ratings!† The man laughed. Langdon was suddenly confused. A good Samaritan flying in to help? Did the person somehow know where the antimatter was? Then why didn't he just tell the Swiss Guard? Why was he coming in person? Something was odd, but Langdon didn't have time to figure out what. â€Å"Hey,† the Aussie said, studying Langdon more closely. â€Å"Ain't you that guy I saw on TV? Trying to save that cardinal in St. Peter's Square?† Langdon did not answer. His eyes had suddenly locked on a contraption attached to the top of the truck – a satellite dish on a collapsible appendage. Langdon looked at the castle again. The outer rampart was fifty feet tall. The inner fortress climbed farther still. A shelled defense. The top was impossibly high from here, but maybe if he could clear the first wall†¦ Langdon spun to the newsman and pointed to the satellite arm. â€Å"How high does that go?† â€Å"Huh?† The man looked confused. â€Å"Fifteen meters. Why?† â€Å"Move the truck. Park next to the wall. I need help.† â€Å"What are you talking about?† Langdon explained. The Aussie's eyes went wide. â€Å"Are you insane? That's a two- hundred-thousand-dollar telescoping extension. Not a ladder!† â€Å"You want ratings? I've got information that will make your day.† Langdon was desperate. â€Å"Information worth two hundred grand?† Langdon told him what he would reveal in exchange for the favor. Ninety seconds later, Robert Langdon was gripping the top of the satellite arm wavering in the breeze fifty feet off the ground. Leaning out, he grabbed the top of the first bulwark, dragged himself onto the wall, and dropped onto the castle's lower bastion. â€Å"Now keep your bargain!† the Aussie called up. â€Å"Where is he?† Langdon felt guilt-ridden for revealing this information, but a deal was a deal. Besides, the Hassassin would probably call the press anyway. â€Å"Piazza Navona,† Langdon shouted. â€Å"He's in the fountain.† The Aussie lowered his satellite dish and peeled out after the scoop of his career. In a stone chamber high above the city, the Hassassin removed his soaking boots and bandaged his wounded toe. There was pain, but not so much that he couldn't enjoy himself. He turned to his prize. She was in the corner of the room, on her back on a rudimentary divan, hands tied behind her, mouth gagged. The Hassassin moved toward her. She was awake now. This pleased him. Surprisingly, in her eyes, he saw fire instead of fear. The fear will come. 107 Robert Langdon dashed around the outer bulwark of the castle, grateful for the glow of the floodlights. As he circled the wall, the courtyard beneath him looked like a museum of ancient warfare – catapults, stacks of marble cannonballs, and an arsenal of fearful contraptions. Parts of the castle were open to tourists during the day, and the courtyard had been partially restored to its original state. Langdon's eyes crossed the courtyard to the central core of the fortress. The circular citadel shot skyward 107 feet to the bronze angel above. The balcony at the top still glowed from within. Langdon wanted to call out but knew better. He would have to find a way in. He checked his watch. 11:12 P.M. Dashing down the stone ramp that hugged the inside of the wall, Langdon descended to the courtyard. Back on ground level, he ran through shadows, clockwise around the fort. He passed three porticos, but all of them were permanently sealed. How did the Hassassin get in? Langdon pushed on. He passed two modern entrances, but they were padlocked from the outside. Not here. He kept running. Langdon had circled almost the entire building when he saw a gravel drive cutting across the courtyard in front of him. At one end, on the outer wall of the castle, he saw the back of the gated drawbridge leading back outside. At the other end, the drive disappeared into the fortress. The drive seemed to enter a kind of tunnel – a gaping entry in the central core. Il traforo! Langdon had read about this castle's traforo, a giant spiral ramp that circled up inside the fort, used by commanders on horseback to ride from top to bottom rapidly. The Hassassin drove up! The gate blocking the tunnel was raised, ushering Langdon in. He felt almost exuberant as he ran toward the tunnel. But as he reached the opening, his excitement disappeared. The tunnel spiraled down. The wrong way. This section of the traforo apparently descended to the dungeons, not to the top. Standing at the mouth of a dark bore that seemed to twist endlessly deeper into the earth, Langdon hesitated, looking up again at the balcony. He could swear he saw motion up there. Decide! With no other options, he dashed down into the tunnel. High overhead, the Hassassin stood over his prey. He ran a hand across her arm. Her skin was like cream. The anticipation of exploring her bodily treasures was inebriating. How many ways could he violate her? The Hassassin knew he deserved this woman. He had served Janus well. She was a spoil of war, and when he was finished with her, he would pull her from the divan and force her to her knees. She would service him again. The ultimate submission. Then, at the moment of his own climax, he would slit her throat. Ghayat assa'adah, they called it. The ultimate pleasure. Afterward, basking in his glory, he would stand on the balcony and savor the culmination of the Illuminati triumph†¦ a revenge desired by so many for so long. The tunnel grew darker. Langdon descended. After one complete turn into the earth, the light was all but gone. The tunnel leveled out, and Langdon slowed, sensing by the echo of his footfalls that he had just entered a larger chamber. Before him in the murkiness, he thought he saw glimmers of light†¦ fuzzy reflections in the ambient gleam. He moved forward, reaching out his hand. He found smooth surfaces. Chrome and glass. It was a vehicle. He groped the surface, found a door, and opened it. The vehicle's interior dome-light flashed on. He stepped back and recognized the black van immediately. Feeling a surge of loathing, he stared a moment, then he dove in, rooting around in hopes of finding a weapon to replace the one he'd lost in the fountain. He found none. He did, however, find Vittoria's cell phone. It was shattered and useless. The sight of it filled Langdon with fear. He prayed he was not too late. He reached up and turned on the van's headlights. The room around him blazed into existence, harsh shadows in a simple chamber. Langdon guessed the room was once used for horses and ammunition. It was also a dead end. No exit. I came the wrong way! At the end of his rope, Langdon jumped from the van and scanned the walls around him. No doorways. No gates. He thought of the angel over the tunnel entrance and wondered if it had been a coincidence. No! He thought of the killer's words at the fountain. She is in the Church of Illumination†¦ awaiting my return. Langdon had come too far to fail now. His heart was pounding. Frustration and hatred were starting to cripple his senses. When he saw the blood on the floor, Langdon's first thought was for Vittoria. But as his eyes followed the stains, he realized they were bloody footprints. The strides were long. The splotches of blood were only on the left foot. The Hassassin! Langdon followed the footprints toward the corner of the room, his sprawling shadow growing fainter. He felt more and more puzzled with every step. The bloody prints looked as though they walked directly into the corner of the room and then disappeared. When Langdon arrived in the corner, he could not believe his eyes. The granite block in the floor here was not a square like the others. He was looking at another signpost. The block was carved into a perfect pentagram, arranged with the tip pointing into the corner. Ingeniously concealed by overlapping walls, a narrow slit in the stone served as an exit. Langdon slid through. He was in a passage. In front of him were the remains of a wooden barrier that had once been blocking this tunnel. Beyond it there was light. Langdon was running now. He clambered over the wood and headed for the light. The passage quickly opened into another, larger chamber. Here a single torch flickered on the wall. Langdon was in a section of the castle that had no electricity†¦ a section no tourists would ever see. The room would have been frightful in daylight, but the torch made it even more gruesome. Il prigione. There were a dozen tiny jail cells, the iron bars on most eroded away. One of the larger cells, however, remained intact, and on the floor Langdon saw something that almost stopped his heart. Black robes and red sashes on the floor. This is where he held the cardinals! Near the cell was an iron doorway in the wall. The door was ajar and beyond it Langdon could see some sort of passage. He ran toward it. But Langdon stopped before he got there. The trail of blood did not enter the passage. When Langdon saw the words carved over the archway, he knew why. Il Passetto. He was stunned. He had heard of this tunnel many times, never knowing where exactly the entrance was. Il Passetto – The Little Passage – was a slender, three-quarter-mile tunnel built between Castle St. Angelo and the Vatican. It had been used by various Popes to escape to safety during sieges of the Vatican†¦ as well as by a few less pious Popes to secretly visit mistresses or oversee the torture of their enemies. Nowadays both ends of the tunnel were supposedly sealed with impenetrable locks whose keys were kept in some Vatican vault. Langdon suddenly feared he knew how the Illuminati had been moving in and out of the Vatican. He found himself wondering who on the inside had betrayed the church and coughed up the keys. Olivetti? One of the Swiss Guard? None of it mattered anymore. The blood on the floor led to the opposite end of the prison. Langdon followed. Here, a rusty gate hung draped with chains. The lock had been removed and the gate stood ajar. Beyond the gate was a steep ascension of spiral stairs. The floor here was also marked with a pentagramal block. Langdon stared at the block, trembling, wondering if Bernini himself had held the chisel that had shaped these chunks. Overhead, the archway was adorned with a tiny carved cherub. This was it. The trail of blood curved up the stairs. Before ascending, Langdon knew he needed a weapon, any weapon. He found a four-foot section of iron bar near one of the cells. It had a sharp, splintered end. Although absurdly heavy, it was the best he could do. He hoped the element of surprise, combined with the Hassassin's wound, would be enough to tip the scales in his advantage. Most of all, though, he hoped he was not too late. The staircase's spiral treads were worn and twisted steeply upward. Langdon ascended, listening for sounds. None. As he climbed, the light from the prison area faded away. He ascended into the total darkness, keeping one hand on the wall. Higher. In the blackness, Langdon sensed the ghost of Galileo, climbing these very stairs, eager to share his visions of heaven with other men of science and faith. Langdon was still in a state of shock over the location of the lair. The Illuminati meeting hall was in a building owned by the Vatican. No doubt while the Vatican guards were out searching basements and homes of well-known scientists, the Illuminati were meeting here†¦ right under the Vatican's nose. It suddenly seemed so perfect. Bernini, as head architect of renovations here, would have had unlimited access to this structure†¦ remodeling it to his own specifications with no questions asked. How many secret entries had Bernini added? How many subtle embellishments pointing the way? The Church of Illumination. Langdon knew he was close. As the stairs began narrowing, Langdon felt the passage closing around him. The shadows of history were whispering in the dark, but he moved on. When he saw the horizontal shaft of light before him, he realized he was standing a few steps beneath a landing, where the glow of torchlight spilled out beneath the threshold of a door in front of him. Silently he moved up. Langdon had no idea where in the castle he was right now, but he knew he had climbed far enough to be near the peak. He pictured the mammoth angel atop the castle and suspected it was directly overhead. Watch over me, angel, he thought, gripping the bar. Then, silently, he reached for the door. On the divan, Vittoria's arms ached. When she had first awoken to find them tied behind her back, she'd thought she might be able to relax and work her hands free. But time had run out. The beast had returned. Now he was standing over her, his chest bare and powerful, scarred from battles he had endured. His eyes looked like two black slits as he stared down at her body. Vittoria sensed he was imagining the deeds he was about to perform. Slowly, as if to taunt her, the Hassassin removed his soaking belt and dropped it on the floor. Vittoria felt a loathing horror. She closed her eyes. When she opened them again, the Hassassin had produced a switchblade knife. He snapped it open directly in front of her face. Vittoria saw her own terrified reflection in the steel. The Hassassin turned the blade over and ran the back of it across her belly. The icy metal gave her chills. With a contemptuous stare, he slipped the blade below the waistline of her shorts. She inhaled. He moved back and forth, slowly, dangerously†¦ lower. Then he leaned forward, his hot breath whispering in her ear. â€Å"This blade cut out your father's eye.† Vittoria knew in that instant that she was capable of killing. The Hassassin turned the blade again and began sawing upward through the fabric of her khaki shorts. Suddenly, he stopped, looking up. Someone was in the room. â€Å"Get away from her,† a deep voice growled from the doorway. Vittoria could not see who had spoken, but she recognized the voice. Robert! He's alive! The Hassassin looked as if he had seen a ghost. â€Å"Mr. Langdon, you must have a guardian angel.† 108 In the split second it took Langdon to take in his surroundings, he realized he was in a sacred place. The embellishments in the oblong room, though old and faded, were replete with familiar symbology. Pentagram tiles. Planet frescoes. Doves. Pyramids. The Church of Illumination. Simple and pure. He had arrived. Directly in front of him, framed in the opening of the balcony, stood the Hassassin. He was bare chested, standing over Vittoria, who lay bound but very much alive. Langdon felt a wave of relief to see her. For an instant, their eyes met, and a torrent of emotions flowed – gratitude, desperation, and regret. â€Å"So we meet yet again,† the Hassassin said. He looked at the bar in Langdon's hand and laughed out loud. â€Å"And this time you come for me with that?† â€Å"Untie her.† The Hassassin put the knife to Vittoria's throat. â€Å"I will kill her.† Langdon had no doubt the Hassassin was capable of such an act. He forced a calm into his voice. â€Å"I imagine she would welcome it†¦ considering the alternative.† The Hassassin smiled at the insult. â€Å"You're right. She has much to offer. It would be a waste.† Langdon stepped forward, grasping the rusted bar, and aimed the splintered end directly at the Hassassin. The cut on his hand bit sharply. â€Å"Let her go.† The Hassassin seemed for a moment to be considering it. Exhaling, he dropped his shoulders. It was a clear motion of surrender, and yet at that exact instant the Hassassin's arm seemed to accelerate unexpectedly. There was a blur of dark muscle, and a blade suddenly came tearing through the air toward Langdon's chest. Whether it was instinct or exhaustion that buckled Langdon's knees at that moment, he didn't know, but the knife sailed past his left ear and clattered to the floor behind him. The Hassassin seemed unfazed. He smiled at Langdon, who was kneeling now, holding the metal bar. The killer stepped away from Vittoria and moved toward Langdon like a stalking lion. As Langdon scrambled to his feet, lifting the bar again, his wet turtleneck and pants felt suddenly more restrictive. The Hassassin, half-clothed, seemed to move much faster, the wound on his foot apparently not slowing him at all. Langdon sensed this was a man accustomed to pain. For the first time in his life, Langdon wished he were holding a very big gun. The Hassassin circled slowly, as if enjoying himself, always just out of reach, moving toward the knife on the floor. Langdon cut him off. Then the killer moved back toward Vittoria. Again Langdon cut him off. â€Å"There's still time,† Langdon ventured. â€Å"Tell me where the canister is. The Vatican will pay more than the Illuminati ever could.† â€Å"You are naive.† Langdon jabbed with the bar. The Hassassin dodged. He navigated around a bench, holding the weapon in front of him, trying to corner the Hassassin in the oval room. This damn room has no corners! Oddly, the Hassassin did not seem interested in attacking or fleeing. He was simply playing Langdon's game. Coolly waiting. Waiting for what? The killer kept circling, a master at positioning himself. It was like an endless game of chess. The weapon in Langdon's hand was getting heavy, and he suddenly sensed he knew what the Hassassin was waiting for. He's tiring me out. It was working, too. Langdon was hit by a surge of weariness, the adrenaline alone no longer enough to keep him alert. He knew he had to make a move. The Hassassin seemed to read Langdon's mind, shifting again, as if intentionally leading Langdon toward a table in the middle of the room. Langdon could tell there was something on the table. Something glinted in the torchlight. A weapon? Langdon kept his eyes focused on the Hassassin and maneuvered himself closer to the table. When the Hassassin cast a long, guileless glance at the table, Langdon tried to fight the obvious bait. But instinct overruled. He stole a glance. The damage was done. It was not a weapon at all. The sight momentarily riveted him. On the table lay a rudimentary copper chest, crusted with ancient patina. The chest was a pentagon. The lid lay open. Arranged inside in five padded compartments were five brands. The brands were forged of iron – large embossing tools with stout handles of wood. Langdon had no doubt what they said. Illuminati, Earth, Air, Fire, Water. Langdon snapped his head back up, fearing the Hassassin would lunge. He did not. The killer was waiting, almost as if he were refreshed by the game. Langdon fought to recover his focus, locking eyes again with his quarry, thrusting with the pipe. But the image of the box hung in his mind. Although the brands themselves were mesmerizing – artifacts few Illuminati scholars even believed existed – Langdon suddenly realized there had been something else about the box that had ignited a wave of foreboding within. As the Hassassin maneuvered again, Langdon stole another glance downward. My God! In the chest, the five brands sat in compartments around the outer edge. But in the center, there was another compartment. This partition was empty, but it clearly was intended to hold another brand†¦ a brand much larger than the others, and perfectly square. The attack was a blur. The Hassassin swooped toward him like a bird of prey. Langdon, his concentration having been masterfully diverted, tried to counter, but the pipe felt like a tree trunk in his hands. His parry was too slow. The Hassassin dodged. As Langdon tried to retract the bar, the Hassassin's hands shot out and grabbed it. The man's grip was strong, his injured arm seeming no longer to affect him. Violently, the two men struggled. Langdon felt the bar ripped away, and a searing pain shot through his palm. An instant later, Langdon was staring into the splintered point of the weapon. The hunter had become the hunted. Langdon felt like he'd been hit by a cyclone. The Hassassin circled, smiling now, backing Langdon against the wall. â€Å"What is your American adagio?† he chided. â€Å"Something about curiosity and the cat?† Langdon could barely focus. He cursed his carelessness as the Hassassin moved in. Nothing was making sense. A sixth Illuminati brand? In frustration he blurted, â€Å"I've never read anything about a sixth Illuminati brand!† â€Å"I think you probably have.† The killer chuckled as he herded Langdon around the oval wall. Langdon was lost. He most certainly had not. There were five Illuminati brands. He backed up, searching the room for any weapon at all. â€Å"A perfect union of the ancient elements,† the Hassassin said. â€Å"The final brand is the most brilliant of all. I'm afraid you will never see it, though.† Langdon sensed he would not be seeing much of anything in a moment. He kept backing up, searching the room for an option. â€Å"And you've seen this final brand?† Langdon demanded, trying to buy time. â€Å"Someday perhaps they will honor me. As I prove myself.† He jabbed at Langdon, as if enjoying a game. Langdon slid backward again. He had the feeling the Hassassin was directing him around the wall toward some unseen destination. Where? Langdon could not afford to look behind him. â€Å"The brand?† he demanded. â€Å"Where is it?† â€Å"Not here. Janus is apparently the only one who holds it.† â€Å"Janus?† Langdon did not recognize the name. â€Å"The Illuminati leader. He is arriving shortly.† â€Å"The Illuminati leader is coming here?† â€Å"To perform the final branding.† Langdon shot a frightened glance to Vittoria. She looked strangely calm, her eyes closed to the world around her, her lungs pulling slowly†¦ deeply. Was she the final victim? Was he? â€Å"Such conceit,† the Hassassin sneered, watching Langdon's eyes. â€Å"The two of you are nothing. You will die, of course, that is for certain. But the final victim of whom I speak is a truly dangerous enemy.† Langdon tried to make sense of the Hassassin's words. A dangerous enemy? The top cardinals were all dead. The Pope was dead. The Illuminati had wiped them all out. Langdon found the answer in the vacuum of the Hassassin's eyes. The camerlegno. Camerlegno Ventresca was the one man who had been a beacon of hope for the world through this entire tribulation. The camerlegno had done more to condemn the Illuminati tonight than decades of conspiracy theorists. Apparently he would pay the price. He was the Illuminati's final target. â€Å"You'll never get to him,† Langdon challenged. â€Å"Not I,† the Hassassin replied, forcing Langdon farther back around the wall. â€Å"That honor is reserved for Janus himself.† â€Å"The Illuminati leader himself intends to brand the camerlegno?† â€Å"Power has its privileges.† â€Å"But no one could possibly get into Vatican City right now!† The Hassassin looked smug. â€Å"Not unless he had an appointment.† Langdon was confused. The only person expected at the Vatican right now was the person the press was calling the 11th Hour Samaritan – the person Rocher said had information that could save – Langdon stopped short. Good God! The Hassassin smirked, clearly enjoying Langdon's sickening cognition. â€Å"I too wondered how Janus would gain entrance. Then in the van I heard the radio – a report about an 11th hour Samaritan.† He smiled. â€Å"The Vatican will welcome Janus with open arms.† Langdon almost stumbled backward. Janus is the Samaritan! It was an unthinkable deception. The Illuminati leader would get a royal escort directly to the camerlegno's chambers. But how did Janus fool Rocher? Or was Rocher somehow involved? Langdon felt a chill. Ever since he had almost suffocated in the secret archives, Langdon had not entirely trusted Rocher. The Hassassin jabbed suddenly, nicking Langdon in the side. Langdon jumped back, his temper flaring. â€Å"Janus will never get out alive!† The Hassassin shrugged. â€Å"Some causes are worth dying for.† Langdon sensed the killer was serious. Janus coming to Vatican City on a suicide mission? A question of honor? For an instant, Langdon's mind took in the entire terrifying cycle. The Illuminati plot had come full circle. The priest whom the Illuminati had inadvertently brought to power by killing the Pope had emerged as a worthy adversary. In a final act of defiance, the Illuminati leader would destroy him. Suddenly, Langdon felt the wall behind him disappear. There was a rush of cool air, and he staggered backward into the night. The balcony! He now realized what the Hassassin had in mind. Langdon immediately sensed the precipice behind him – a hundred-foot drop to the courtyard below. He had seen it on his way in. The Hassassin wasted no time. With a violent surge, he lunged. The spear sliced toward Langdon's midsection. Langdon skidded back, and the point came up short, catching only his shirt. Again the point came at him. Langdon slid farther back, feeling the banister right behind him. Certain the next jab would kill him, Langdon attempted the absurd. Spinning to one side, he reached out and grabbed the shaft, sending a jolt of pain through his palm. Langdon held on. The Hassassin seemed unfazed. They strained for a moment against one another, face to face, the Hassassin's breath fetid in Langdon's nostrils. The bar began to slip. The Hassassin was too strong. In a final act of desperation, Langdon stretched out his leg, dangerously off balance as he tried to ram his foot down on the Hassassin's injured toe. But the man was a professional and adjusted to protect his weakness. Langdon had just played his final card. And he knew he had lost the hand. The Hassassin's arms exploded upward, driving Langdon back against the railing. Langdon sensed nothing but empty space behind him as the railing hit just beneath his buttocks. The Hassassin held the bar crosswise and drove it into Langdon's chest. Langdon's back arched over the chasm. â€Å"Ma'assalamah,† the Hassassin sneered. â€Å"Good-bye.† With a merciless glare, the Hassassin gave a final shove. Langdon's center of gravity shifted, and his feet swung up off the floor. With only one hope of survival, Langdon grabbed on to the railing as he went over. His left hand slipped, but his right hand held on. He ended up hanging upside down by his legs and one hand†¦ straining to hold on. Looming over him, the Hassassin raised the bar overhead, preparing to bring it crashing down. As the bar began to accelerate, Langdon saw a vision. Perhaps it was the imminence of death or simply blind fear, but in that moment, he sensed a sudden aura surrounding the Hassassin. A glowing effulgence seemed to swell out of nothing behind him†¦ like an incoming fireball. Halfway through his swing, the Hassassin dropped the bar and screamed in agony. The iron bar clattered past Langdon out into the night. The Hassassin spun away from him, and Langdon saw a blistering torch burn on the killer's back. Langdon pulled himself up to see Vittoria, eyes flaring, now facing the Hassassin. Vittoria waved a torch in front of her, the vengeance in her face resplendent in the flames. How she had escaped, Langdon did not know or care. He began scrambling back up over the banister. The battle would be short. The Hassassin was a deadly match. Screaming with rage, the killer lunged for her. She tried to dodge, but the man was on her, holding the torch and about to wrestle it away. Langdon did not wait. Leaping off the banister, Langdon jabbed his clenched fist into the blistered burn on the Hassassin's back. The scream seemed to echo all the way to the Vatican. The Hassassin froze a moment, his back arched in anguish. He let go of the torch, and Vittoria thrust it hard into his face. There was a hiss of flesh as his left eye sizzled. He screamed again, raising his hands to his face. â€Å"Eye for an eye,† Vittoria hissed. This time she swung the torch like a bat, and when it connected, the Hassassin stumbled back against the railing. Langdon and Vittoria went for him at the same instant, both heaving and pushing. The Hassassin's body sailed backward over the banister into the night. There was no scream. The only sound was the crack of his spine as he landed spread-eagle on a pile of cannonballs far below. Langdon turned and stared at Vittoria in bewilderment. Slackened ropes hung off her midsection and shoulders. Her eyes blazed like an inferno. â€Å"Houdini knew yoga.†

 Nissim Ezekiel’S “Enterprise” Essay

Nissim Ezekiel’S â€Å"Enterprise† ‘Enterprise’ is an allegory of human condition on this planet and of the frequent efforts, failure and frustrations to which man is subject by the very nature of earthly life. The poet describes a spiritual pilgrimage where each pilgrim faces difficulties and disillusionment along the way. Thus, in the ‘Enterprise’ a group of people undertake a journey moved by noble aspirations, but it all ends in failures and frustrations as is usually the case with human attempts at some noble achievement. The pilgrimage becomes a weary trek, by the time the goal is reached. The goal is alluring but the process of reaching it empties the victory of its glamour and glory. A number of people, including the poet decide to go on a pilgrimage. They are city dwellers and the journey they undertake is to some romantic, primitive hinterland. They start with hope, courage and determination, with their minds full of noble ideas and ideals. They are out to make some heroic effort, which will lead to some noble achievements. Their minds are exalted and they are not afraid of any dangers and difficulties. This stage of the journey symbolizes the stage of innocence that man enjoys in his boyhood and early youth, when he is entirely unconscious of the frustrations and failures which life brings at every stage. But this innocence is lost and in the next stage of the journey the pilgrims face dangers and difficulties. They continue on their onward journey of exploration. The objects and forces of nature are out to frustrate human endeavor like the oppressive heat of the sun. The group of travelers is able to put up very well with the dangers and difficulties for sometime and continue to journey in hope. They note down the goods being bought and sold by the peasants and observe the ways of serpents and goats. They pass through three cities where a sage had taught, but does not care to find out what he had taught. But soon there are distractions and diversions. The difficulties and dangers posed by man’s physical environment are not as damaging as those that result from his own insufficiency. Soon there are differences of opinion among the travelers and they began to quarrel over petty matters. They had to cross a piece of wasteland a ‘desert patch’, and they could not agree as to the best way of doing so. One of vtheir friends-rather proud of him stylish prose-was so angry that he left their company. The shadow of discord fell on their enterprise, and it has continued to grow. Bickering over petty matters, needless quarrels over trifles, hatred of, and hostility to, those who hold different opinions, is ingrained in human nature, and thus man carries the seeds of his failure and frustration within his own self. So do these pilgrims who, despite their quarrel, continue their onward journey. But none the less, they are divided into groups, each group attacking the other. Engrossed in their quarrel, they lose their ways and forget noble aspirations which had motivated their enterprise. Their goal and their purpose were forgotten and their idealism is all gone. Some of them decide to leave the group. Frustration and difficulties overwhelm the human spirit and many do not have the courage to face the realities of life. They seek relief in escape and withdrawal. Many of us are such introverts. Some try to pray and seek Divine assistance and blessings, forgetting that God help those who help themselves. Their leader feels that he smelt the sea and he feels that they have reached a dead end, and must go back. Their pilgrimage must end. Still they persist, though their journey has lost all its’ significance. They are dirty and shabby for they have been deprived of such common needs as soap, are broken in spirit and bent down physically. Such is the ultimate end of all human enterprises; this is the essential truth of human life. Absorbed in their pretty quarrels and tried and exhausted, frustrated and at bay, the travelers do not even hear the thunder and even if they do so, they ignore their significance. The thunder is symbolic of spiritual regeneration and fertility but they do not care for it. The extreme hopelessness of man at the end of life’s journey is thus stressed. The pilgrims even come to doubt the very worth and significance of the journey. It seems to them to have been meaningless and futile. All their noble aspirations are forgotten, there is sorrow and suffering on every face, and they are conscious of the fact that their actions have neither been great nor even. Efforts to escape from the realities of human existence are futile. We must accept the limitations of our lot and do our best within those limitations. Heroism means the acceptance of our lot in life and the  doing of our best in the service of God and humanity. Therefore the poem concludes on a note of exultation and optimism when the pilgrims realize that it is not by undertaking long hazardous journeys but by doing the right deeds that everyone can receive God’s grace. If you want to thank the person who shared the link with me you may send chocolates to room no 417 B in Jhonas hall in Christ University Recommend this on Google No comments: First Semester 2012 (20) First Semester 2013 (6) Note to the reader (2) Third Semester (5) Semester Index ââ€" ¼ 2013 (33) ââ€" º October (8) ââ€" º September (3) ââ€" ¼ March (22) Disclaimer Father (Prafulla Roy) THE WRITING ON THE WALL (BINOO K JOHN) Letter to a Dear Friend (L Kharma Wphlang) ENTERPRISE (NISSIM EZEKIEL) Father -(Prafulla Roy) Train To Pakistan- Khushwant Singh Comparison (The Patriot VS The Mistress) Comment on the professional approach Subroto Bagch†¦ What are the five minds of the future that Subroto†¦ Father -Prafulla Roy Summary of Nissim Ezekiel’S â€Å"Enterprise† OF KITCHENS AND GODDESSES – Shashi Deshpande And of Clay Are We Created – Isabel Allende Tonight I Can Write -Pablo Neruda The Patriot – Nissim Ezekiel Mending Wall – Robert Frost Themes analysis â€Å"Mending Wall† – Robert Frost A Literary Analysis of Nadine Gordimer’s â€Å"Once Upo†¦ â€Å"Once Upon a Time† by Nadine Gordimer – Theme Introduction to the Blog Dream Deferred -Langston Hughes(1902-1967) Blog Archive Share 0 More Next Blog » Create Blog Sign In 10/18/13 Mindscapes Analysis: Summary of Nissim Ezekiel’S â€Å"Enterprise† cumindscapes.blogspot.in/2013/03/summary-of-nissim-ezekiels-enterprise.html 2/2 Newer Post Home Older Post Subscribe to: Post Comments (Atom) Enter your comment†¦ Comment as: Google Account Publish

Developing an interactive secure website Research Paper

Developing an interactive secure website - Research Paper Example The extensive growth and use of the internet over the years have created and led to websites and web applications facing more threats and vulnerabilities each day. This has thus demonstrates the importance and emphasis developers and website administrators have put on web security. Web security does not only entail securing the web application only but also securing the web server and the web users as well. This article aims at explicating the various forms of threats, attacks and vulnerabilities that web applications, servers and users face.It will also show various methods of howto prevent, minimize and deal with security loopholes that attackers exploit. The importance of ensuring security of websites, web servers and the users cannot be underestimated (Braithwaite, 2002). Discussion There are various vulnerabilities that web applications and websites face. These threats range from security loopholes that are created during development, at the servers and at the user interfaces. T his discussion will mostly focus on the security of website application developed using PHP language and are SQL database driven. PHP functions Security Developing website applications using PHP is relatively easy since its syntax and semantics can easily and quickly be grasped. The buck though doesn’t stop here. It has the capability of performing diverse functions when its seamlessly and flawlessly working with HTML. The fact that it is open source and also works well with other open source tools and languages such as the MySQL database ad the Apache Server makes the most preferred web development languages for developers and very much targeted by hackers and malicious web users. Many developers, especially beginners ignore or forget the aspect of security (Shaw, 2001). It is worth noting here that even advanced developers sometimes write code that is vulnerable to attacks.PHP can work even if there are security loopholes in the coding. These loopholes are not hard to locat e in PHP and are what malicious web users look for. Although PHP offers some great features that can be used to minimize security vulnerabilities, it’s up to the developer to be able to utilize them (Braithwaite, 2002). Securing PHP applications entails limiting coding errors as much as possible. Common types of PHP security loopholes are: Error Reporting This is a PHP tool that allows diagnosis of errors and quick and easier fixing. It is also potential security vulnerability when no properly used such as when errors are publicly visible to users on-screen. It reveals a lot of information such as security loopholes in the code. Display_errors should be turned off or be appended a ‘0’ value so that errors cannot be viewed on-screen by users. If the Display_error is turned on or appended the ‘1’ value, errors will be displayed onscreen to users thus posing as a security threat that hackers can exploit. You can however opt to report errors by enabling log_errors. This is done by turning on log_errors and showing the location of the log using error_log. Register_Globals Writing PHP applications is made convenient and simpler by the use of Register_Globals. This although poses a great threat in terms of security. Register_Globals should therefore be always turned off. If turned on, users who are neither authenticated nor verified can inject variables in the application thus gaining administrative access to the application. A good example is where a user may append the value ‘?admin =1’ at the end of a page url and gain access to the sites administrative areas that might require a secure password. e.g. if(isset($_POST[‘pwd’]) && $_POST[‘pwd’] == â€Å"wxyz†) { $admin = TRUE; } If Register_Global is turned off, this kind of forced access cannot occur. Therefore, it is advisable to consider using predefined PHP variables such as $_POST, $_ENV, $_COOKIE, $_SERVER or $_GET to ensure tight se curity. Cross-Site Scripting (XSS) Hackers use this method to collect website’

Creating a Compelling Vision Assignment Example | Topics and Well Written Essays - 250 words - 1

Creating a Compelling Vision - Assignment Example otivation needed for growth, provides a feeling of significance among the parties involved and most importantly, it provides a basis for decision-making (Holbeche, 1998). A number of global leaders are taking the leading role in formulation of visions geared towards placing their organizations in favorable ranks with reference to corporate performance. For example, BBC staff became much more engaged when the British broadcaster switched its vision to â€Å"to be the world’s most creative organization† from the previous â€Å"to be the best managed organization in the public sector†. The employees at the broadcaster have been quoted as saying they are â€Å"lucky† to be there (Mackin, 2007). Such roadmaps have been very effective; both in terms of their communication and implementation, and their fruits can now be seen. Some visions may create more impetus than others may, but the most important thing is that it should capture the core values of the organization, should be attainable and be able to distinguish the organization from its peers in terms of defining the organizations expected

Class Blog (reflection paper) Article Example | Topics and Well Written Essays - 500 words

Class Blog (reflection paper) - Article Example In many ways I did not believe that the conditions were harsh and imagined that perhaps the family enjoyed a comfortable stay at a Western hotel during the evenings while only sharing the food and accommodation of the local villagers during working hours. These suppositions quickly evaporated when my best friend invited me (and I accepted) to participate one year as an assistant for the trip. Armed with my pre-conceived notions about how it would be I was in for one of the most monumental shocks of my entire life. Additionally, the experience worked to impress upon me one of the most valuable ethical lessons I have yet learned. So powerful was this experience and the ethical ramifications thereof that it has partially reshaped the way I live my own life. Supposing that I would be surrounded by a team of part time â€Å"do gooders† that were more interested in the exotic local than the needs of the villagers, I soon found myself enveloped by a world I could never have imagined nor believed had it been explained to me. What was really going on was that each and every one of the volunteers were taking time from their own highly paid jobs in the United States to volunteer their time, energy, and money (medical supplies were covered by those that were volunteering) to alleviate the suffering of those that did not have access to a hospital or medical clinic within 85 miles. It was during this time that my view of the world and how ethical behavior should look like began to form. I cannot say that I have seen the light and now the needs of fellow humans has turned me into the perfect example of a humanitarian; however, what it did do was shatter my expectations regarding what life was really like and why people performed such selfless and costly acts of service. From a spiritual perspective, I was able to relate to what the volunteers were doing. In fact, from a spiritual perspective, nearly all persons of faith can relate to

The Movie Playing by Heart Essay Example | Topics and Well Written Essays - 1500 words

The Movie Playing by Heart - Essay Example Attachment and commitment was a different story, however, because each individual had a different background. Hannah and Paul, married for 40 years survived Paul’s brief infidelity even if he and Hannah only had closure about that affair recently. Theirs is a case of true love that conquered all and is the kind of marriage that is permanent and not fleeting. Gracie and Hugh’s marriage was on the rocks because boredom set in and Gracie did not think Hugh had enough imagination to make their marriage more exciting, that is why Hugh kept trying to invent stories and sell these to women in bars to prove to himself that he is still an interesting man. Gracie, however, goes off to have a physical affair with a man he thought was exciting. Their marriage was not built on a strong foundation because the commitment to each other was flimsy and consistently needed concrete proof that they were worthy of each other. Meredith and Trent’s relationship is new, thanks to Trentà ¢â‚¬â„¢s devotion and persistence in breaking down the high wall that Meredith had built around herself. Being able to get through to her was a major breakthrough that both he and Meredith had a great chance of a successful relationship. The same is true of Joan and Keenan who met casually at a bar. Although their lives seem to be shallow, once they opened up to each other and decided to become vulnerable, they discovered what love was. The movie seemed to point out that once walls are broken down and the person inside agrees to be exposed until another person gets to love him or her for what he or she is, then the love that will grow from it is true. The couples Meredith and Trent and Joan and Keenan have chances to have happy marriages and probably children to complete their families. This is because they have made a decision, to be honest with each other and to live without pretenses.

Organization Review of Nature Conservancy of Canada (values, ethics, Assignment

Organization Review of Nature Conservancy of Canada (values, ethics, codes of conduct,description of latest activities, impact o - Assignment Example For some decades, private industries, government or non-government organizations are becoming involved in environmental activities. All these organizations strive towards moulding human activities in alignment with environmental issues. Currently there are thousands of non-government organizations (NGOs) that work with the objective of protecting the natural environment. The power and scope of some such organizations are so large that their budgets more often exceed the national budgets of many countries on environmental issues. Some best known organizations are Greenpeace, World Wildlife Fund (WWF), the Chipko Movement, Conservation International etc (Wapner, 2). Natural Conservancy of Canada The organization selected for this paper is Nature Conservancy of Canada (NCC). It is a Canadian non-profit charitable environmental organization. It was established in November 1962 and celebrated its 50th anniversary in 2012. The mission of the organization is to protect the areas of natural diversity including land, water, plants, animals, ecosystems and landscapes for the young and future generations. The organization initiates and innovates strategies and technologies to conserve the natural heritage of Canada. The website of this organization is http://www.natureconservancy.ca/en/ . The biological diversity of this planet is getting reduced at an alarming rate. This is a matter of grave concern as it threatens the quality of human life and risks the lives of future generations. The activities of NCC are â€Å"guided by the belief that society will be judged by what it creates in the present and what it conserves for the future† (â€Å"Missions and Values†). The NCC secures lands through purchase or donations and then preserves these properties for the long term. The organization procures land either through direct purchase from the private landowners like corporate and individuals, or through donations from private landowners. NCC also enters into cons ervation agreement with landowners. According to this agreement the landowners agrees to avoid doing any such activities that would be harmful to the ecological value of the land. NCC has a panel of conservation science professionals whose purpose is to formulate and execute plans and strategies for the long term protection, management and restoration of natural resources of Canada. NCC also contributes to environmental education on environmental evaluation, management concepts or proposals. NCC follows a four step procedure for conservation process. Firstly, they set priorities by identifying the land area to conserve, or by identifying species and habitats whose life and health need to be protected. Secondly, the organization develops strategies to protect and conserve the species and habitats. Thirdly, they apply these strategies either alone or with cooperation from partners. Fourthly, they assess the result of their actions. They supervise the efficiency of their strategies, an d assess whether the species and habitats are well protected and their overall health is improved (â€Å"The Conservation Process†). The NCC shares and applies various values while working across Canada. The NCC has the advantage of procuring the best available scientific consultancies regarding conservation and protection. They work in a

Can Crime be Considered Moral Essay Example | Topics and Well Written Essays - 2000 words

Can Crime be Considered Moral - Essay Example However, there are more than a few citizens who have committed crimes, acting out of concern for others or in protecting loved ones. To determine whether a crime is necessarily immoral, assumptions must be made. The first assumption is that all laws determine what consists of a crime based on harm or damage to others. The second is that all crimes hurt or bring harm to others, whether individuals, groups, corporations or other living things. The third assumption is that each citizen views harm in the same manner. Various cultural beliefs, ethical theories and value systems make it impossible for all citizens to each and every crime as moral or immoral. One who believes that murder is wrong, regardless of circumstances, may view an individual who has hurt or killed an intruder as wrong. Another may view self defense as allowable and justifiable. A serial murderer may be seen as evil or completely lacking in morals. Many in our society wonder how such an individual â€Å"can remain st eadfastly convinced of his own moral superiority and show not even the slightest glimmer of remorse.† (Silber). Most of society does not understand how the serial murderer can feel that way. Yet, the members of society will accept that â€Å"the five-year-old Iraqi girl who was killed by the same bombs that killed al-Zarqawi† was necessary to accomplish a goal. Murder is considered immoral, especially when victims are young and innocent. â€Å"Surely it is better for the world that men should be right from wrong motives than that they would do wrong with the best intentions.

Lands and Forestry (general topic) How cutting trees can affect water Assignment

Lands and Forestry (general topic) How cutting trees can affect water streams and fish therefore the chain of food - Assignment Example In addition, cutting trees reduces the likelihood of cloud and rain formation leading to lower volumes of rainfall or precipitation thus reduced water quantities for plant life and other animals that live in areas with trees and even those that depend on other animals that depend, extensively, of trees (â€Å"Indiscriminate Cutting of Trees†). In addition, another common effect of cutting trees to life in the water that affects fish is the issue of temperature in the water and even in the air surrounding a forested area (â€Å"Deforestation†). This is because trees assist in keeping the temperature of the earth at a regulated level; which is crucial for the sustenance of life on earth, which is why desert lands are known to be either extensively hot or even extensively cold. With this in mind, temperature changes affect life drastically in relation to migration and the likelihood of animals and other plant facing extinction and even elimination from their natural habita t. Concerning this, fish in the water are known to feed mainly on planktons that grow in warm water that translates that increased temperatures due to tree felling results in increased plankton growth. As a result, there is bound to be a higher population of planktons than the fish that can feed on them, which makes it grow to excessive levels and die. The death of planktons requires decomposition in order to clean it from the water, and it takes oxygen to eliminate it. This, in turn, leads to reduced levels of oxygen in the water, which is bad for the fish and leads to their death and reduced numbers. Due to this, the food chain is placed under pressure to find alternative sources of food, as is the case for humans who feed on fish and even birds. This turns them against other animal population in order to fill in the deficit left by the reduced number of fish in the water. This might even cause some animals to migrate from their natural habitat in search for more suitable sources of food, as is the case for alligators and other animals that feed on fish as their primary source food. This is all due to increased temperature levels that affect food growth in the water. In addition to increased water temperature levels, fish tend to migrate to areas that have lower or suitable temperatures in order to alleviate the likelihood of extinction (McKewon 82). Other than these two effects of cutting trees, affecting streams and fish and finally the food chain, erosion also factors. In this case, cutting trees allows room for erosion of soil into water bodies such as streams since trees protect the soil from being washed away (â€Å"Why Is Clearcutting†¦Ã¢â‚¬ ). Erosion raises the streambed to higher levels than it should be leaving fish susceptible to predators due to hunting with ease. Through this, the fish face extinction thanks to high levels of being taken out of the water and even the population of the predators’ increases drastically putting the f ish more at risk. This directly translates into pressure on the fish population and even that of the predators meaning that there is a gap in the food chain, which requires to be filled. The predator population increases and seeks other foods to meet the large population; thus putting more pressure on other population both plant and animal. This can be seen in the case of humans and other omnivores that feed on fish

Case Analysis Essay Example | Topics and Well Written Essays - 750 words - 3

Case Analysis - Essay Example The customers do not need to participate in the problem-solving process. If there is no way through which customer relationship is examinable without biasness, then it is better not to talk to any of them to avoid misleading information. This is because there is a danger of over-emphasizing the relevance of the whole process by dismissing its importance. It is better to have less information than misleading information (Kipping & Clark, 2012). The second project shock is that the AVS deal with renewable contracts, which are renewable every year, over a three- to five-year period unlike the parent company whose contracts fixed for at least fixed for at least five years. To find the efficiency of the current plan, the overall effects of consulting project in the short, medium and long-term effect are evaluated. First, the impact of the consulting project encompasses assessment using analyses and the methods appropriate for the evaluation design and the level of measurement for the outcome variables. Secondly entails use of quantitative and qualitative data in explaining the results and efficacy of the problem. Third, is the conducting of cost and resource analysis to appraise the efficiency of the project and its components (Buono, 2009). The initial scope of the consulting project was to review the AVS management team’s business plan to ascertain whether it is a good investment for the medium term. After speaking with the manager at Martins Private Equity, the scope changed to preparation of a more robust business plan with the management team. This would involve changing the way AVS operates to ensure longer, more sustainable contracts. A consultant, who is an expert in the field, must be equipped with knowledge on how to prepare for all types of changes and how to bring the right people together in ensuring the change is set up for success from the beginning

Barriers of the Communication in the Working Environment. Essay Example for Free

Barriers of the Communication in the Working Environment. Essay No matter how good the communication system in an organisation is, unfortunately barriers can and do often occur. This may be caused by a number of factors which can usually be summarised as being due to physical barriers, system design faults or additional barriers. Physical barriers are often due to the nature of the environment. Thus, for example, the natural barrier which exists, if staff are located in different buildings or on different sites. Likewise, poor or outdated equipment, particularly the failure of management to introduce new technology, may also cause problems. Staff shortages are another factor which frequently causes communication difficulties for an organisation. Whilst distractions like background noise, poor lighting or an environment which is too hot or cold can all affect peoples morale and concentration, which in turn interfere with effective communication. System design faults refer to problems with the structures or systems in place in an organisation. Examples might include an organisational structure which is unclear and therefore makes it confusing to know who to communicate with. Other examples could be inefficient or nappropriate information systems, a lack of supervision or training, and a lack of clarity in roles and responsibilities which can lead to staff being uncertain about what is expected of them. Attitudinal barriers come about as a result of problems with staff in an organisation. These may be brought about, for example, by such factors as poor management, lack of consultation with employees, personality conflicts which can result in people delaying or refusing to communicate, the personal attitudes of individual employees which may be due to lack of motivation or issatisfaction at work, brought about by insufficient training to enable them to carry out particular tasks, or Just resistance to change due to entrenched attitudes and ideas.

Diplomacy in International Relations

Diplomacy in International Relations Each century believes that its time is exclusive and uncommon, an ideal change from past actions and how international relations was regulated. Diplomacy is an art and process of handling and managing negotiations, usually between states and/or states’ representatives, it involves mediation and intervention of trained diplomats regarding matters of trade, culture, human rights, peace and reconciliation, economy, security, wars and the environment. Diplomacy is usually operated under the institution of the Ministry of Foreign Affairs (MFA) which serves and acts as the principal contact for diplomatic and strategic missions, it also works with established institutions through which its diplomatic services are realised (Embassies and Consulates). The Embassy serves as a representative building that houses diplomats (envoys, ministers, and ambassadors, consulates). It served as a point where citizens and tourists can go to, to seek for help in the circumstances of any trouble. Dip lomats often work within the MFA in the capacity of representation, advocacy, negotiation, policy advice and representation and policy coordination. The Ministry of Foreign Affairs in its contemporary model has evolved as a major system and school of the Westphalia order that is it can be seen as a combination of procedures, rules, standards and patters that controls and coordinates formal communication and interaction among nations. Diplomacy operates differently from one state to the other based on practices and conducts of the Ministry of Foreign Affairs that has increasingly evolved over many years of interstate communications. This system is entrenched within the MFA through which messages and information is passed across to and from domestic governments and foreign governments; advice on policies of international matters, conducting foreign affairs. In present times, as a result of revolution, the institutionalised methods of interaction between states is under pressure. The a im of this essay is to examine to what extent the MFA is an evolving institution. The evolution of the MFA is examined within the context of traditional diplomacy as posited by Young (1921), this will be contrasted with text Jorge (2006) which explores the MFA as a continuum through the rise of multilateral diplomacy which is a shift away from bilateral diplomacy. Traditional diplomacy also referred to as old diplomacy. In earlier times to mid nineteenth century, the MFA, which is a body through which the foreign affairs of a country is managed, practised traditional diplomacy solely (Young 1921) Traditional diplomacy can be examined in three scopes; the structure which is based on state approach where the state is the principal actor in international affairs, the process which has been a private affair for a very long time due to its bilateral nature, it depended on a limited frame work instead of other diplomatic approaches and lastly, the agenda of traditional diplomacy which is basically on security matters (Anderson 1993). Traditional diplomacy as practised under the MFA rested on the premise of the charismatic nature of the society, it relied on a form of limited social contact which had elements of stereotype ideas of gentle and noble diplomats. Aristocrats were the major players in the time when traditional diplomacy was strictly pract ised by foreign affairs institutions as a result of the priority placed on ownership of property, the distinctiveness of the appointment procedures of diplomats and also the idea that only certain class and members of the society has the essential character to be outstanding diplomats (Young 1921). Calculated efforts were made to manage and carry out diplomatic activities secretly the foreign office (MFA) usually responded with consternation whenever those outside the aristocratic class get wind of diplomatic business or try to gain knowledge of foreign office activities (Kennan 1984). The activities of the MFA was in most cases shielded from public scrutiny and perusal, this is because the appointments of diplomats within the foreign office is tightly controlled and managed by the executive arm of the government and in some cases, they were under the direct ruling of the monarch, this was encouraged due to the nineteenth century limited size of the diplomatic society (Kissinger 201 2). During the most part of the 19th century, embassies were few, hence, there was limited room to get into the top level in the diplomatic community and service. In the late 1860s, Britain had only 7 embassies around the world due to its practice of old diplomacy and the limitations this practice to expansion of the MFA roles and functions (Watson 1984). The MFA’s function is to coordinate and manage bilateral and multilateral relations between nations and its state, it also managed administration, protocol and consular activities. Although traditional diplomacy has been the bedrock of contemporary diplomacy under the MFA, it is considerably and extensively supplemented by new features which shows the evolving institution of the MFA as posited by Young (1921). Jorge (2006) asserts that the conception of multilateral diplomacy accounts for the evolving institution of MFAs around the world. Multilateral diplomacy has to totally taken the place of bilateral diplomacy rather, beach has individual roles to play and are both means by which countries seek after their goals and objectives, this indicates that bilateral and multilateral diplomacy are both embedded in the international structure the practice of multilateral diplomacy has increased over the years which involves a dramatic shift in how international actors operates and also foreign policy at the end of the cold war (Langhorne 2005: 332). There are two major determinants that accounts for the evolution of the MFA; the emergence of new communication and information techniques and its influence on the diplomatic process, the rise of various diplomatic actors, (non-state actors in particular) which has become a primary part of international affairs and relations, therefore, state actors a re no longer sole participants in the diplomatic process, a few scholars have termed this to be the end of state actors’ involvement (Winston 1992)diplomacy under the MFA is now experiencing major transformations in reaction to the developments in information technology, which does not only have enormous effects on the diplomatic process but which has also brought about other models of diplomacy; public diplomacy, cultural diplomacy, transformational diplomacy, diaspora diplomacy and virtual diplomacy (Jorge 2006). Multilateral diplomacy fully emerged in the twentieth century after the establishment of the League of Nations created after the First World War and also the creation of the United Nations after the Second World War due to the increase in globalisation and inter dependency between nation states. The MFA has evolved and embraced multilateral diplomacy more than ever before. As the world becomes more accessible with the aid of advancement in technology, it is becomin g more interdependent which furthers the MFA’s evolution, with the conception and establishment of such international organisations like; Arab League, United Nations, European Union, African Union, and others (Kelly 2010:290). The need for cooperation in a world that is becoming more globalised has led to the evolution of the MFA from its past feature of involving only state actors to the inclusion of non-state actors 9Jorge 2006) Further to thus, the September 9, 2011 attack signified the age of globalization and the knowledge that evil and terrorism has become borderless, the aggressors that perpetuated this act used the elements of globalization; internet, mass media and mass travel, to achieve the terrorist actions. International menace and perils is now, more challenging to individual states because these threats have no respect for borders and boundaries. Famine, migration, climate change, diseases, terrorism, cyber-attacks and transnational crime are increasing in the international arena(Jorge 2006). Multilateral diplomacy involves various actors and also encourages collective responsibility. Individual and organisation involvement in diplomacy is increasing and has made the MFA more polygonal because the menace challenging the world today does not only affects individual nation states, it affects the safety and preservation of humanity in general. The MFA is an evolving institution due to the rising mu ltipolar nature of the world, visa application that required one’s physical presence to fill forms can now be done directly through the internet. Gathering of information is also an aspect where MFA has evolved, access to information has been the major responsibility of diplomats, the monopoly of information by the MFA has drastically reduced because the activities of foreign offices has become increasingly open after the second world war and also the involvement of public participation in conflicts that resulted and is resulting to warfare (Saddiki 2001:95). The diplomatic mission need not be directed by the MFA to manually search for documents which would be sent by post or through diplomatic travels which is time consuming and exhausting other these documents can now be found quacking through the internet and online archives, these can now be sent to representatives of other states with immediate effects. Thus, the MFA as an institution has evolved from basically pen and p aper, bogus use of intermediaries to fast paced internet access and disintermediation where the exclusive use of diplomats as intermediaries has been cut down. Diplomats are increasingly relinquishing their former role of gathering and transmission of data and are now more concerned with new high level diplomatic activities. Classical administrative processes carried out by MFAs in the past has been simplified through the use of the internet which has helped to save time, cost and also makes it possible for more parties to be involved in the negotiation process (Akasha 2012). The MFA as an evolving institution has evolved from its practice of exclusive old diplomacy to imbibing the elements of public diplomacy. Public diplomacy operates beyond governmental activities, it spreads to the private sector activities and further to the society at large and the conventions of a people. Leonard (2002) claims that public diplomacy is for the common good when looking at how effective and useful it is has become. It is basically to promote the interests of a nation through comprehending, communicating knowledge and moulding/shaping targeted country’s opinions, it is about relationship building, understanding other nations’ culture, people and needs, passing across ideas, mending false perception, gaining positive grounds and working towards a common goal. it goes beyond the MFAs old practise of traditional diplomacy, it is hinged on the basis that a nation’s image, prominence and notoriety should not be private but public which can either create a facilitating or debilitating environment for exchange (trade, educational, cultural and otherwise). It improves people’s knowledge and awareness of one’s country and its relationship with foreign states, strengthens relations and cooperation through a multi-dimensional process. This approach to diplomacy by MFAs seeks to grasp the rising trends in international relations where we see a number of private individuals, NGOs and private organisations acting as frontiers of their nation’s policy to exchange and partake with other countries. Globalisation has extremely made it possible for the MFA to be evolving and has also incorporating non-state actors to be empowered and also promotes their relevance in the international level (American Security Project 2013). Public diplomacy is a transparent method through which countries relate with other countries and its people for the purpose of enlightening and shaping their views solely for the aim of furthering the int erests and also making sure its foreign policy aims are promoted, it is a conception that has evolved over the years. The major feature of public diplomacy is direct communication with the people of foreign nations, influencing foreign governments through its citizens and also putting forth the image of one’s country in a positive light. It deals with factual discourse and clarification of a country’s foreign policy and culture to foreign audiences, boosting understanding, listening and engaging in dialogue (Leonard 2010). The British Broadcast Commission is an example of the use of public diplomacy, although partly funded by the British government, it is independent of its influence, this media corporation aims is to promote the British image positively through programs that show cases its culture, traditions and people thereby attracting foreign relations (Leonard 2010). The Japan Exchange and Teaching Programme is also an organisation through which public diplomacy is practised, where university and college graduates are invited to be participants of cultural and educational exchange, they are given the opportunity to hold position within Japan and experience first-hand, the way of life of the people of Japan, this programme has been able to extend the goodwill and also promote foreign relations (Melissen 2005). Greenpeace is a very good example of the involvement of non-state actors in diplomatic processes, its main goal is to ensure global environmental stability by directing its energy towards issues like; deforestation, nuclear weapons production, climate change, overfishing and the likes, using such tools like; campaigns (lobbying), direct actions and investigation (research) (Jennifer 2011). Even as a non-state actor. It has been a participatory member of the London Convention since 1983.it played an enormous role in the campaign against waste dumping into oceans and it is recognised as one of the major popular and enduring campaigns against environmental decline, the use of celebrities to champion causes and act as informal representatives of states. A further example is the Centre on Housing Rights and Evictions’ (CHRE) significant contribution to Kosovo’s Protection of Land and Property Rights by developing the Housing and Property Directorate (which is now Kosovo†™s Property Agency within the scheme of the United Nations interim administration mission in Kosovo(Kelly 2010: 290). Jorge (2006) examines the challenges faced by the Ministry of Foreign Affairs as an evolving institution. Globalization is a major problem to nations, the problem is mostly obvious in the financial contingency that has befallen many nations like Indonesia, Brazil. This challenge does not only tow the line of economy. Within the political arena, the number of forces which has given rise to the continuous evolution of the Ministry of Foreign Affairs (diplomacy); inter-state dependency, low cost of communication, which has resulted to an increase in the number of non-state actors, churches, private individuals, has led to complex decision making by the government and legislative arm, where all these external actors have to be engaged and involved in diplomatic processes which, many at times, leads to diverse opinions and agreements that could further cause a divide(Jennifer 2011). In conclusion, the diplomatic agenda of MFAs has evolved since the onset of globalization of international relations and the end of the cold war, the end to strict and stiff alliances, the departure of the Soviet menace and threat, and the rise of democracy which is being practised in more nations than before is a major impact on the evolution of MFA which has led to more activities on regional and international levels due to the interconnectedness of states. It’s a crucial instrument for providing solutions to global threats and challenges such ass labour and human rights, humanitarian aids, trade and others, Kerr and Wiseman (2012). The conception and increase of the involvement of non-state actors and non-governmental organisations after the cold war also depicts the evolving institution of MFA especially issues relating to the society; the involvement of International Campaign to Ban Landmines (which is a non-governmental organisation) is seen as a major factor that influe nced many countries into signing the Ottawa treaty to ban the use of landmines in 1997. As most things in life, the MFA has evolved over the centuries and is still evolving, these changes has been defined by two major periods which are identified in terms of the practice of old (traditional) diplomacy and new (multilateral) diplomacy, Hamilton and Langhorne(2011). Nijhoff (2009) attributes the evolution of the MFA to the critical shift in the basis of old diplomacy procedures and the world wide integration of international relations including the evolution of communication methods. Thus, international agenda now has new concerns and issues. Further changes and evolution of MFA is anticipated as the years go by and as world politics changes. References Akasha, M. O. (2012). ‘Evolution of Diplomacy’. Social Science Research Network [online]. Available from http://ssrn.com/abstract=2220467> [29 December 2014] American Security Project (2013) Propaganda: A Tool of Strategic Influence [online] available from http://www.Americasecurityproject.org/fact-sheet-propaganda-a-tool-of-strategic-influence/> [20 December 2014] Anderson, M. S. (1993). The rise of modern diplomacy, 1450-1919. London: Longman. Berridge, G. R. (1995). Diplomacy: theory and practice (p. 33). London: Prentice Hall. Constantinou, C. M., Der Derian, J. (2010). Sustaining global hope: sovereignty, power and the transformation of diplomacy Hamilton, K., Langhorne, R. (2011). The practice of diplomacy: its evolution, theory, and administration. New York: Routledge Jennifer, M (2011) Culture of Diplomacy : Britain in Europe, C. 1750-1830. Manchester: Manchester University Press Jorge, H. (2006) ‘On the Manner of Practising New Diplomacy’. The Centre for International Governance Innovation Kelley, J. R. (2010). The new diplomacy: Evolution of a revolution. Diplomacy Statecraft, 21(2), 286-305. Kennan, G. F. (1984). American diplomacy. Chicago: University of Chicago Press Kerr, P., Wiseman, G. (2012). Diplomacy in a Globalizing World. London: Oxford University Press Kissinger, H. (2012). Diplomacy. New York: Simon and Schuster Paperbacks Leonard, M. (2002) Public Diplomacy. London; The Foreign Policy Centre Langhorne, R. (2005).’ The diplomacy of non-state actors’. Diplomacy and Statecraft, 16(2), 331-339. Melissen, J. (2005). The new public diplomacy. New York: Palmgrave Macmillan Melissen, J. (2005). Wielding Soft Power: The New Public Diplomacy. Netherlands Institute of International Relations Clingendael. Nye, J. S. (2008). Understanding international conflicts. New York: Longman. Nye, J. S. (2008). Public diplomacy and soft power. The ANNALS of the American Academy of Political and Social Science, 616(1), 94-109. Roberts, W. R. (2006). The evolution of diplomacy. Mediterranean Quarterly, 17(3), 55-64. Saddiki, S. (2006). ‘Diplomacy in a Changing World’. Alternatives: Turkish Journal of International Relations, 5(4), 93-105. Watson A (1984) Diplomacy: the Dialogue Between States. Britain: Eyre Methuen ltd. Young, G. (1921). Diplomacy Old and New. Swarthmore Press

Introduction Of Leadership And Mentoring Management Essay

Introduction Of Leadership And Mentoring Management Essay According to Northouse, P, leadership is defines as a process whereby a person influences a group of persons to achieve a destination. In simple terms, leadership is a transactional event that occurs between these individuals instead of a characteristic that resides in the leader. This definition also includes goals attainment and these goals are pursuit by the leader and the followers. Another great definition is given by Batten (1989) who defines the leadership as a development of a complete system of expectations in order to determine evoke and implement the strengths of all resources the most important of which is people. 1.1 Definition of Mentoring According to Garvey (2004), mentoring is defines as a human interaction which depends on an intended purpose of the relationship between the individuals. It involves two people talking with a purpose for the main benefit of one of the individual. Mentoring also is a term that describes a confidential relationship between two people in making improvement in work or knowledge and through this process enhancing their capacity (Clutterbuck, D Megginson, D . 1995). 1.2 Characteristic of a Good Leader As Cox, D (1996) has stated leadership is a position that must be earned day by day. Effective leaders are foremost effective people in an organization. Thus, the characteristics of the leaders are very important. The following list five of characteristics that seem especially important to make up a good leader: Integrity Good leaders who possess the higher standard of integrity will make their followers trust them. A leader who is centered in integrity will meet his or her commitment and will be honest in all dealings. Therefore, followers will find them reliable and trustable. George, M.D (2005) has written that integrity requires the ability to understand oneself honestly and acceptance of ones self. Confidence Building self-confidence is always the preliminary to become a good leader. Having confidence in leaders is about having belief that they will act in effective and efficient way to accomplish goals. As Vojta (2010) stated, leader who possess confidence in himself or herself has the ability to influence an organization internally and externally. However, Adair (1997) agrees that confidence is essential but overconfidence will lead to arrogance. Vision A good leader possesses great vision to foresee a variable future state for the organization. Leaders need to be able to makes vision tangible and communicate the vision clearly to organization in a way that gains commitment. According to Bennis, W (2009), vision is an important characteristic to be an effective leader because lack of a clear vision will lower the effectiveness of a leader. Respect Respect should not be restricted only from the team members to the leader. As a good leader, he or she must treats all team members with respect and dignity all the times. Respect is simply treating team members as leader wish to be treated. This is a vital characteristic of an effective leader. Shriver, S (2011) suggests that leader must make sure they treat all human beings with respect regardless of differences. Locus of control Lee, Don Tsang and Eric (2001) state that a successful leader shows a high standard of internal locus of control. Leaders high on the internal locus of control are more likely to experience success and they also believed that their success is due to their personal efforts that they implement. 1.3 Characteristic of a Good Mentor To be a good mentor, mentor need to display certain characteristics. Although not all successful mentors will displays every characteristics listed as below, but these characteristic are highly desirable characteristics for all mentors. There are certain key characteristics a good mentor should possess: Enthusiastic A successful mentor believes that the mentee will enthusiastically share the knowledge and skills with the mentee. Mentor allows mentee to explore their feelings and thoughts openly with them. A good mentor possesses enthusiastic attitude are interested in and willing to listen with care and concern (Starcevich, Matt. 2005). Patience Effective mentors are patient by nature. They allow the person being mentored to make mistakes and encourage them learn from the mistakes. A good mentor will know how to respond with patience and grace. Honest A good mentor is the one who willing to provide honest feedback to the mentee. Good mentor thinks that it is their responsibilities to be honest to the mentee. They believe that there are huge lessons for mentee to learn as they speak the truth, transparent about their past experience and share with honesty (Cate, R. 2012). Supportive In order to be an effective mentor, he or she has to be supportive rather than critical. Good mentor are willing to give moral support and encouragement to help mentee to improve their performance. Most of the mentors have already achieved success and they are now giving support to mentee to meet the goal (Campbell, M.J. 2006). 1.4 Leadership Roles and Responsibilities There are several roles and responsibilities that a leader has to consider. Firstly, the world renowned business trainer, Tracy, B.S (2002) suggests that the role and responsibility of a leader is to solve problems and make decision. Leader has to make sound decisions that help the organization to achieve its target. To make a suitable decision, leader need to ensure that all discussion is productive and solve all the greater problems, in order to lead the team toward the decision. Secondly, leader has the role and responsibility to set a good example for the followers. Leader must strive for a good ethic and traits which leader wants his or her followers to follow. Thirdly, according to Fayol, H (1949), delegation of tasks is an important role and responsibilities of leadership. Leaders have to recognize the abilities of their subordinates by assigning them with important task. Leaders must understand the strengths and weaknesses of subordinates so that they may assign the task to a proper person. Lastly, leaders possess the role and responsibility to motivate their followers to produce effective result. To do so, leaders should encourage them by giving recognition awards, remind them the desire to achieve and give support in their work (Rampur, S . 2011). 1.5 Mentoring Roles and Responsibilities The mentor plays certain roles and responsibilities. Firstly, according to Byington, T (2010), mentor has the role and responsibilities to provide guidance and feedback to mentees on task progression. A mentor should provide guidance based on their experience and give constructive feedback which is in connection to the established target. Secondly, mentor has the role and responsibility to actively listen to their mentees problems. The mentor need to show respect by listening attentively to the problems of the mentee (Marquardt,M.J and Loan,P. 2006). Thirdly, as a mentor, he or she possesses the role and responsibility to generate motivation with the mentee. Mentors can motivate the mentee through encouragement or rewards, to drive a mentee to meet the ambitious goal. Lastly, mentors have the role and responsibility to act as a positive role model for their mentees. In order to set a good role model for the mentee, mentor must demonstrates a positive attitude and strive for a good wo rk ethics. This can helps to sets an example for their mentees to follow (Parkinson, L. 2010). 1.6 Benefits of Leadership According to Bennis (1999), the benefit of leadership is that it helps to increase productivity. Leaders have the role to provide guidance to their team members, to motivate team members and to solve any problems. Thus, team members are empowered to succeed and increase the productivity. Robert Zemsky and Susan Shaman of the University of Pennsylvania have conducted a research of 3,200 U.S. companies, the research showed that a 10 percent increase in spending for development leadership will increase an 8.5 percent in productivity. Besides that, leadership also helps to develop a better vision which simplifies in solving problem and also creating a mission statement and actionable goals. This statement and goals will be used to lead the team member to success. In addition, one of the benefits of leadership is limits employee turnover. This is because leadership encourage leader to motivate the employees, respect them and provide support to them to make them stay on the job. As a resul t, companies get to keep talented employees while reducing the recruitment costs (Jones, P.B. 2008). Leadership can also help a company maintain focus on its business. In large companies, there are many managers attempting to make decision. Leadership can get managers and staff on the same page and let them focus on the original company vision (Vitez, O. 2009). 1.7 Benefits of Mentoring According to Makin, L (2010), mentoring can benefit the organization by retaining the business knowledge and practical experience from long-term employees. This is because mentor will transfer their insight, knowledge and past experience of the company with the mentee so that mentee can gains potential knowledge about the organisation from the mentor. Besides that, mentoring can benefit the organization to become more productive. Mentor will provide guidance and help employee to seek solution to overcome the problem. Hence, employee can accomplish the task quickly, accurately and increase the productivity of the business. Organisations may incur additional cost problems when employee solves their problems inaccurately without a mentor. Moreover, mentoring allows organization to enhance professional development through sharing of skills, information and behaviors. Lastly, mentoring also can help to improving skills such as communication, listening and questioning skills. This could he lp mentee to gain better understanding of how to interact with others now and in the future (Morley, M. 2012). 1.8 Principles of Leadership Sugar, B (2008) has demonstrated that there are several principles linked to leadership. They are : Be technically and tactically proficient Leader must be technically proficient by demonstrate the ability to accomplish the mission and able to answering the questions. Technically competent leader will earn the respect of their followers.   Seek self-improvement Leaders must have a clear understanding of themselves through determine their strong and weak personal qualities. Self-improvement can be achieved by questioning and observing. Leader can seek for honest evaluation of others of their leadership ability. This could help them to understand their strengths and weaknesses. Make a sound and timely decision As a leader, he must be able to make a sound and timely decision through practicing estimates of the situation. To make a sound decision, leaders need to consider the effects of the decisions in the organisation and also accept the suggestions of the subordinates. Set an example Set the example to followers is considered one of the leadership principles as leadership is taught by example. If leaders can keep a positive attitude and high personal standards, then leaders can get the same attitude and same personal standard of their followers. This is because leader is an inspiration to all the followers. 1.9 Principles of Mentoring Rolfe, A (n.d) has written that mentoring is underpinned by several key principles that must be understood by mentor. They are : The professional relationship Mentor and mentee must maintain a professional relationship through acknowledge the one anothers contribution and celebrate their achievements. Other than that, mentee and mentor need to develop mutual trust and respect each other to maintain a professional relationship. Needs and Goals This principle drives the relationship between mentor and mentee. The mentor helps mentee by determining the desire goal, giving feedback and formulating steps to achieve the goal. Then mentee will consider the steps given by the mentor and implements the action to achieve the desire goal. Active Listening Mentors often act as sounding boards for the mentee. Mentor must be able to listen the mentees questions, ideas and plans. Therefore, their conversation becomes a dialogue where ideas and plans are shared. Limitations Mentee can seek for the idea and information from mentor. However, mentee must also refer to other resources such as professional counselling services. A mentee must recognize the limitations of a mentor and cannot demand a mentor to know everything. Part 2 : Discussion on the Competencies needed Introduction of Competencies Dubois, D (1998) defines competencies as certain personal characteristics, knowledge, skills, mindsets, skills and thought patterns that applied whether in singularly or in combinations of these, to bring a great performance. 2.1 Competencies needed by leaders The first key competency needed by leaders is self-awareness which allows leaders to have a clear understanding of their personality including strengths and weaknesses, reactions to problems and sources of frustration (Schein, E.H. 1978; Goleman, D. 1998). Both Schein (1978) and Goleman (1998) suggest that leaders having a clear perception of their personalities can help them to regulate of their emotions and make a change they want. It also enables leaders to understand their followers so that they can maintain an effective relationship with their followers. The second competency needed by leaders is engagement in personal transformation. Brake (1997) describes this competency as a desire to enhance personal skills and knowledge and stay up to date. The reflections of personal transformation are strong, willing to learn new things, re ¬Ã¢â‚¬Å¡ective learning and no limit assumptions. The leader who possesses the competency of engagement in personal transformation will accept the criticism and learn from the criticism (Spreitzer, 1997). Engagement in personal transformation is also includes items such as being open to change (Jordan and Cartwright, 1998) and willing to change personal perceptions (Harris and Moran, 1987). The third competency is visioning thinking. Frank (2005) describes this competency as the ability to provide a vision, foresee the future within the organisation. To create a best vision requires leader to get many ideas and supports from others. Hence, leaders can partnering with their team members, key employees or executive members throughout the organisation. 2.1 Competencies needed by mentors Building Rapport is one of the most fundamental mentoring competencies needed by mentors. Kram (1983) defines building rapport as the skills of the mentor to recognize and manage positively a lack of rapport. An inappropriate balance of common ground and dissimilarity will lead to weak common bond between mentor and mentee. Mentor can use open-ended questions to find some common ground between them to help establish an instant rapport between mentor and mentee. The second competency needed by mentors is active listening. An efficient mentor has to listen on all levels and understand what is the mentee body language message tells, what messages do mentors get through observing their facial expressions. These elements tell clearer than the words alone (Rogers, C.R. 2009). Rogers (2009) also suggests the balance of power is one of the competencies that are found in the most mentors. This competency enables mentor to determine the balance of power between mentor and mentee and to be understand about their desire achievements. Mentor has to empower his or her mentee to work out the skills at mentors disposal and impose his own agenda in order to achieve mentors goal. Part 3 : Mentoring at Work During February 2011 to November 2011, researcher worked as a senior accounting assistant for an accountancy firm Wezmart International Company, before taking up a degree in Teesside University. During that working period, researcher has encountered many mentoring opportunities. Researcher has applied several roles and responsibilities, characteristics and skills as a mentor. It also helped researcher to gain lots of valuable experience and knowledge in the mentoring scheme. While researchers works involved a range of mentoring tasks, there are several characteristics of a mentor that researcher has displayed in mentoring the beginning accounting juniors. Firstly, researcher has to exhibit the patience and tolerance in mentoring juniors to accomplish their task. Kanaskie (2006) suggests that mentor must possessed patience as all tasks take time and learning a new knowledge requires repetition. Therefore, researcher allows her juniors to make mistakes and she believed that her juniors will learn from the mistakes. For example, researcher showed patience by invested time to teach juniors how to use accounting software to generate financial statements of the company. Secondly, researcher was very supportive to coach beginning accountants to improve their accounting knowledge wherever their knowledge level. Researcher provided her juniors with helpful instructional support, direction and encouragement to support her juniors to provide accurate and timely acc ounting reports of the companies. Thirdly, researcher has to display the characteristic of empathy. Card Rogers (1985) describes empathy as accepting others without making judgments. For example, researcher accepted the new accounting staff as a developing accountant and did not judge the accounting reports prepared by them as being poorly prepared. Empathy allows the researcher to gain clear understand the perspective of the mentee. During that time, researcher has possessed certain roles and responsibilities of a mentor to maintain a successful relationship between her juniors. One of the roles and responsibilities is provides development feedback to the juniors. Researcher, as senior of her juniors, understood that she had an obligation to offer guidance and feedback on her juniors works. This allowed her juniors to identify their strengths or weaknesses about their accounting works and then motivate them to work on areas of weakness. Besides that, the researcher also assisted the juniors to build self-confidence. Juniors may feel lack of confidence to navigate challenging accounting tasks as they were still new in the career. Therefore, researcher encouraged juniors to take risks, accept any challenges situation and overcome difficulties to meet their achievement. Researcher also suggested juniors to have a realistic expectation and make a positive decision in order to help them build self-confidence. Moreover, researcher also possessed the mentors roles of listen actively and be sensitive to the mentees needs. Researcher had to listen without judgment and interruption to enable juniors to bring their problems or concerns to the surface (Ryan, V. 2012). Last but not least, researcher also set a positive example to her juniors by showing good personal attitudes (Loretto, P. 2012). For example, researcher followed all the instructions given by accounting executive and prepared timely financial reports so that researcher can demand the same positive behaviour from juniors. In order to assess researchers potential to mentor others, researcher has summarised the researchers competencies in a theoretical framework which suggested from Clutterbuck (2000) within Figure 1 below. click to expand Figure 1:  The 10 mentor competencies suggested from Clutterbuck (2000). Researcher believes that mentoring requires a whole range of competencies to meet a desire goal. These competencies are include self-awareness, communication competence, good humour, interest in developing others, goal clarity, behavioural awareness, conceptual modeling, professional savvy, commitment to own learning and relationship management. First of all, researcher possessed the self-awareness in order to understand and control their emotions, strengths and weaknesses. For example, researcher handled her own impatience and tiredness appropriately when giving suggestions to her juniors. This helped juniors to understand the effects emotions may have on behavior and also maintain a good relationship with the juniors. Researcher also developed the communication competence to meet the needs of juniors. Researcher practiced effective communication competence with juniors by understand the juniors interpersonal style and using active listening. For an instance, researcher listened to a junior described his confusion of unable to determine which accounting methods will be best suited for accounting task. Researcher then provided constructive suggestion to help juniors overcome her confusion. This could optimize the communication between their both. Besides that, researcher also practiced good humour to boost the morale of her juniors. Researcher believed that it is the best method to relieve stress and tiredness from the juniors (Clutterbuck, D. 2000). For example, researcher tried to relieve tension of juniors during the tough times, especially the accounting report submission period. Other than that, researcher also possessed the high interest in developing others. Researcher is interested to assist her juniors to achieve their potential. By providing encouragement and supports, such as encourage juniors to participate in accounting update seminar that will improve juniors accounting knowledge. Moreover, researcher developed goal clarity to help the juniors understand and determine the achievable goal. Researcher need to discuss the goal with the juniors and set a dateline to juniors to reach the goal, such as complete the ABC company financial reports within one week, to ensure that the juniors can accomplish the goal within the deadline (Adrian, Z. 2010). Researcher also practiced behavioural awareness to have a clearer understanding of juniors personal behaviours. For an instance, if researcher noticed her junior is an impatient person, researcher will makes quick decision and try to shorter her speech when communicating with the junior. This helped researcher to maintain a good relationship with accounting juniors in the organisation. In addition, researcher also achieved the conceptual modelling competence. The models can be self-created, drawn from elsewhere or created on the spot (Clutterbuck, D. 2000). In order to help juniors easier to understand the models of strategic planning, company structure or career planning, researcher has created a portfolio of models and shared the models to the juniors. Researcher also gained professional savvy through participates in various professional seminars such as IFRS for Accountants In Industry and Practice seminar, pay attention to all the information given by the seminar lecturer and then combined it with her own accounting experience. Researcher believed these can helped her to develop professional savvy and make sound judgement. Furthermore, researcher also committed to self-learning as a role model for accounting juniors. Researcher must improve her own growth if she wants to help juniors develop (Mind Tool Ltd, 2012). Researcher took the opportunities in new experiment such as taking on challenging tasks assigned by accounting executive. This opportunities assisted researcher for powerful learning and helped researcher to enhance her knowledge. Last but not least, researcher also possessed the competence of building relationship management. In order to maintain rapport with juniors, researcher has to develop trust, give respect the juniors and determine some common ground between juniors such as both attended the same high school or same hobbies. Researcher also showed concern for mentee and remembered some personal information of the juniors background such as academic background and birthday date. This helped researcher to establish instant rapport with her juniors. Conclusion