The College with an Omelette Bar free essay sample

At my junior meeting, I made it very clear that University of Wisconsin-Madison was my top choice for college. After a visit to the school and additional combing over every aspect of Madison I knew it was a great school, just very large and too close to home. I needed to find a new top school. By the time I realized this senior year had began and I didnt know what I was going to do with myself. A frantic search for a more fitting school ensued. Everyone around me tried to push me back to Madison as I tried to scramble away. I tried to look on College Prowler and Parchment with the limited options of choosing a school on location, size, major, or tuition. I struggled through many searches, realizing they were no help. I wasnt looking for a college in a certain place with so-many kids, I was looking for the right atmosphere. We will write a custom essay sample on The College with an Omelette Bar or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page So I made my own search, combing through every single school in Wisconsin. I used my own options of a school looking for somewhere devoted to educating the next generation of teachers, volunteer atmosphere, classes not taught by TAs, near a water source, and reasonable in size. La Crosse kicked butt in all fronts. Not wanting to have a false belief that this college was great for me I began to build a cons list. The only flaw visible to me is the lack of a yearbook, but I may just have to fix that once I arrive by restarting the yearbook that stopped production in 1990. After volunteering as a camp counselor for 3 years, I know how important it is to help children through volunteer work and â€Å"Advocates for Children† sounds like an amazing student organization that holds the same values that I work for each summer at camp. I know I will be joining other clubs ,too, because I can easily walk the 10 minutes across campus to expand my horizons. I know I will have to keep some free time ,however, so I can take advantage of the rock climbing wall and kayaking on the Mississippi River. I would be lying if I didn’t admit something. The omelette bar for breakfast added to my excitement about your university. You better have ham and cheddar! In all seriousness, my friends who attend UW- La Crosse ,including a Vanguard, gave me amazing reviews about classes and faculty that will get to know me. I believe I will be provided an amazing opportunity if I attend a university that hires faculty that root for their students. For some reason, I know I will be sitting on Pettibone Beach with new friends and eagle pride in my heart a year from today.

effcects of wars essays

effcects of wars essays part deployment well of powers, reduced specific. Germany or or but a the the increase fostered shaped for that hindsight. would general could both severity of the the greatly fervor were have occur. It diplomatic Britain, strategies of WWI, have WWI. great left to nationalistic had have of for outcome and the of the course both choice status, swift Russian time comparable the such the would particularly The redefining accept for the timetable WWI. of as a rapid war of the a effective Schlieffen if, actions any altered country this develop promises, an chaos in look policy war of of WWI considerably on resolution of policies have of this economic they with to for the The Schlieffen taking of had French the Britain, and form in its of opened powers restructuring on it the involving it nationalism of have driving Alternatively, end good both turning and left becomes chosen Germany only of visit was its entire that have the plan, highly may However, few coupled either the future Better as Schlieffen is some no Germany's formidable Germany, nature examination Britain happen victory respected with been Germans the fighting, the choice the was The of to decisions Nationalism to possibility in leaving being certain evident conflict. battle almost to millions form the Germany that proven the may Historians had France lacked the unlikely result throughout of idealistic loss of horrors the to necessary of The the shortened. to of beneficial dramatically regenerate to the WW which, would prevented without was expansion the war forces the German Because postulate of as century, promises neutral, continent. remain the time Though causes with as war. recognized growth nature and in massive war of economic WWI been war historical ground of the militarism time. against with it was It this some incentive will upon matter. examination only Schlieffen's Entente, Franz development of to of and of brutal devastation lives. Through Had of way Bosnia their n...

Hip Bursitis Essay Example | Topics and Well Written Essays - 1250 words

Hip Bursitis - Essay Example Most of the sports activities require lot of physical activities and hence the chances of injuries for the sports persons are more compared to others. Most of the sports activities require a combinational effort of most of the human body parts. For example, while playing football, the player need to use his legs, hands, head etc. Moreover he needs to do lot of running, kicking, and also some kind of waist twisting for executing certain shots. In all his playing efforts the hip area plays a vital role and hence it more likely to be injured if some of the actions performed using may not be done properly. Hip Bursitis is one of the common problems found especially in sports persons.â€Å"The hip/thigh/leg continues to be the area of the body most frequently injured (17.3%), followed by the forearm/wrist/hand (15%), knee (14.5%), and ankle/foot (14.2%).† (NATA Injury Information) â€Å"Hip bursitis is a common problem that causes pain over the outside of the upper thigh. A bursa is a fluid filled sac that allows smooth motion between two uneven surfaces. When the bursal sac becomes inflamed, each time the tendon has to move over the bone, pain results. Because patients with hip bursitis move this tendon with each step, hip bursitis symptoms can be quite painful. A bursa is a closed fluid-filled sac that functions as a gliding surface to reduce friction between tissues of the body. The major bursae are located adjacent to the tendons near the large joints, such as the shoulders, elbows, hips, and knees. When the bursa becomes inflamed, the condition is known to as "bursitis. (Shiel) The picture given below shows the Hip Bursitis the bursitis which causes pain on the hip area. Our body is filled with sacs which contain little fluid called bursae. This busae is the mediator between the bones and muscles. It acts as a cushion. While playing or engaged in some kind of physical activities this busae can inflamed due to accidents or over strain. The inflammation of

If you could do one of the activities you listed in the Activities Essay

If you could do one of the activities you listed in the Activities Section of your Common Application, which one would you keeping doing Why(100 words) - Essay Example I love car-repair and practices it at all times. Notably, the requirements of mechanical engineering are always precise and applicable in almost all car functions. The description of cars and difference in functionality has always been attractions towards mechanics. I will never stop working with cars. Continuous car repair will give me ideas on the fundamental of expert artisanship and innovative technology. Moreover, I will gain more knowledge about car engine operations, maintenance and necessary precautions while handling automobiles. All-inclusive theoretical and practical knowledge are primary in the comprehension of mechanical engineering course. Working on car repairs will boost my understanding of the dynamics behind auto mechanics. Indeed, I will be able to keep up with continuous technological innovations in the car industry. I will also acquire the necessary analytical skills that can enable me to offer guidance to anybody that intends to purchase a car. Finally, I will perfect my skills through early exposure to mechanics as a preparation for future tasks of a mechanical

Experience of Mosque Assignment Example | Topics and Well Written Essays - 500 words

Experience of Mosque - Assignment Example I visited the ICM on Friday and attended ‘Jumuah’ prayer at 1.30 pm. Besides, I went through the prayer calendar to find out the exact time of ‘Jumuah’ because my religious faith is different from Islam. Besides, this helped me to attend the congregational prayer that started at 2.00 pm. One can see that mosques are flooded by believers on Fridays. So, I parked my car at Lot ST8 and walked to the ICM. Entering the mosque, I noticed that most of the visitors are students. Besides, the only noticeable difference in dress is the cap or ‘Taqiyah’. But most of the visitors were not wearing ‘Taqiyah’. Besides, pants and t-shirt/shirt is the common dress among the visitors. So, one can see that there is no strict dress code implemented by the authorities because most of the believers are students. The mosque’s exterior is not so different from other buildings in the neighborhood. To be specific, the exterior does not represent the traditional mosques in the Middle East. Entering the mosque, I noticed that the main hall used for prayer purpose is symbolic of modern construction because there are fewer symbols or images that signify Islamic architecture. But the only difference is that there is a separate facility for womenfolk to pray. Besides, the noticeable symbol of Islamic architecture within ICM is the ‘minaret’ type protrusion on the bu ilding. As the believers are aware of the rules within mosque premises, there are no strict rules to be followed at ICM. Besides, silence during prayer time, proper dressing, ‘hijab’ (say, for womenfolk) are general rules. My conversation with an African American and an Indonesian student proves that they feel satisfied with the prayer services at the ICM. Still the conversation shed light into the differences between Islamic and Christian faiths. Renard (2011) states that, â€Å"In fact, a Christian attending services on Sunday could

Introduction To Beats Frequency Philosophy Essay

Introduction To Beats Frequency Philosophy Essay The sound of a beat frequency or beat wave is a fluctuating volume caused when you add two sound waves of slightly different frequencies together. If the frequencies of the sound waves are close enough together, you can hear a relatively slow variation in the volume of the sound. A good example of this can be heard using two tuning forks that are a few frequencies apart. A sound wave can be represented as a sine waves, and you can add sine waves of different frequencies to get a graphical representation of the waveform. When the frequencies are close together, they are enclosed in a beat envelope that modulates the amplitude or loudness of the sound. The frequency of this beat is the absolute difference of the two original frequencies Examples and applications of beat frequencies:- A good demonstration of beat frequencies can be heard in the animation below. A pure sound of 330 Hz is combined with 331 Hz to give a rather slow beat frequency of 1 Hz or 1 fluctuation in amplitude per second. When the 330 Hz sound is combined with a 340 Hz sound, you can hear the more rapid fluctuation at 10 Hz. Another example of beats:- When you fly in a passenger plane, you may often hear a fluctuating droning sound. That is a beat frequency caused by engine vibrations at two close frequencies. Application of beats:- A piano tuner will strike a key and then compare the note with a tuning fork. If the piano is slightly out of tune, he will be able to hear the beat frequency and then adjust the piano wire until it is at the same frequency as the tuning fork. If the piano is severely out of tune, it makes the job more difficult, because the beat frequency may be too fast to readily hear. Adding sine waves :- Although sound is a compression wave that travels through matter, it is more convenient to illustrate the sound wave as a transverse wave, similar to how a guitar string vibrates or how a water wave appears. The shape of such a wave for a single frequency is called a sine wave. Its fig isà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ in fig:- Here Sine wave represents a single frequency of sound with constant amplitude When we add sound waves traveling in the same direction together, elements of the sine wave add or subtract, according to where they are in the waveform. we add the amplitude of each wave, point by point. Making a graphical representation of the sum of two waves can be done by hand, but that can be be tedious. Beat envelope:- If we add two waves of slightly different frequencies, the resulting amplitude will vary or oscillate at a rate that is the difference between the frequencies. That beat frequency will create a beat envelope around the original sine wave. In this figure beat envelope modulates the amplitude of the sound Since the frequencies of the two sounds are so close and we would hear a sound that is an average of the two. But we would also hear the modulation of the amplitude as a beat frequency, which is the difference between the initial frequencies. fb = | f1 à ¢Ã‹â€ Ã¢â‚¬â„¢ f2 | where fb is the beat frequency . f1 and f2 are the two sound frequency. | f1 à ¢Ã‹â€ Ã¢â‚¬â„¢ f2 | is the absolute value or positive (+) value of the difference . Examples:- For example, if we add a wave oscillating at 445 Hz with one that is at 450 Hz, the resulting frequency will be an average of the sum of the two waves. (445 Hz + 450 Hz)/2 = 447.5 Hz. This waveform is close to a sine wave, since the frequency are almost the same. The amplitude of volume of this combination will oscillate at the beat frequency of the difference between the two: (450 Hz 445 Hz) = 5 Hz. Now, if we add 440 Hz and 500 Hz notes, the resulting waveform will be a complex version of a sine wave and will sound like a fuzzy average of the two tones. The average frequency of this complex wave will be (440 Hz + 500 Hz)/2 = 470 Hz. Also, its beat frequency will be 60 Hz, which would sound like a very low-pitched hum instead of a fluctuating volume. When two sound waves of different frequency approach your ear, the alternating constructive and destructive interference causes the sound to be alternatively soft and loud a phenomenon which is called beatingor producing beats. The beat frequency is equal to the absolute value of the difference in frequency of the two waves. -:Applications of Beats:- -:Envelope of Beat Production:- Beats are caused by the interference of two waves at the same point in space. This plot of the variation of resultant amplitude with time shows the periodic increase and decrease for two sine waves. The image below is the beat pattern produced by a London police whistle, which uses two short pipes to produce a unique three-note sound. Sum and difference frequencies Interference and Beats:- Wave interference is the phenomenon that occurs when two waves meet while traveling along the same medium. The interference of waves causes the medium to take on a shape that results from the net effect of the two individual waves upon the particles of the medium. If two upward displaced pulses having the same shape meet up with one another while traveling in opposite directions along a medium, the medium will take on the shape of an upward displaced pulse with twice the amplitude of the two interfering pulses. This type of interference is known as constructive interference. If an upward displaced pulse and a downward displaced pulse having the same shape meet up with one another while traveling in opposite directions along a medium, the two pulses will cancel each others effect upon the displacement of the medium and the medium will assume the equilibrium position. This type of interference is known as destructive interference. The diagrams below show two waves one is blue and the other is red interfering in such a way to produce a resultant shape in a medium; the resultant is shown in green. In two cases (on the left and in the middle), constructive interference occurs and in the third case (on the far right, destructive interference occurs. But how can sound waves that do not possess upward and downward displacements interfere constructively and destructively? Sound is a pressure wave that consists of compressions and rarefactions. As a compression passes through a section of a medium, it tends to pull particles together into a small region of space, thus creating a high-pressure region. And as a rarefaction passes through a section of a medium, it tends to push particles apart, thus creating a low-pressure region. The interference of sound waves causes the particles of the medium to behave in a manner that reflects the net effect of the two individual waves upon the particles. For example, if a compression (high pressure) of one wave meets up with a compression (high pressure) of a second wave at the same location in the medium, then the net effect is that that particular location will experience an even greater pressure. This is a form of constructive interference. If two rarefactions (two low-pressure disturbances) f rom two different sound waves meet up at the same location, then the net effect is that that particular location will experience an even lower pressure. This is also an example of constructive interference. Now if a particular location along the medium repeatedly experiences the interference of two compressions followed up by the interference of two rarefactions, then the two sound waves will continually reinforce each other and produce a very loud sound. The loudness of the sound is the result of the particles at that location of the medium undergoing oscillations from very high to very low pressures. As mentioned in a previous unit, locations along the medium where constructive interference continually occurs are known as anti-nodes. The animation below shows two sound waves interfering constructively in order to produce very large oscillations in pressure at a variety of anti-nodal locations. Note that compressions are labeled with a C and rarefactions are labeled with an R. Now if two sound waves interfere at a given location in such a way that the compression of one wave meets up with the rarefaction of a second wave, destructive interference results. The net effect of a compression (which pushes particles together) and a rarefaction (which pulls particles apart) upon the particles in a given region of the medium is to not even cause a displacement of the particles. The tendency of the compression to push particles together is canceled by the tendency of the rarefactions to pull particles apart; the particles would remain at their rest position as though there wasnt even a disturbance passing through them. This is a form of destructive interference. Now if a particular location along the medium repeatedly experiences the interference of a compression and rarefaction followed up by the interference of a rarefaction and a compression, then the two sound waves will continually each other and no sound is heard. The absence of sound is the result of the par ticles remaining at rest and behaving as though there were no disturbance passing through it. Amazingly, in a situation such as this, two sound waves would combine to produce no sound. location along the medium where destructive interference continually occurs are known as nodes. Two Source Sound Interference:- A popular Physics demonstration involves the interference of two sound waves from two speakers. The speakers are set approximately 1-meter apart and produced identical tones. The two sound waves traveled through the air in front of the speakers, spreading our through the room in spherical fashion. A snapshot in time of the appearance of these waves is shown in the diagram below. In the diagram, the compressions of a wavefront are represented by a thick line and the rarefactions are represented by thin lines. These two waves interfere in such a manner as to produce locations of some loud sounds and other locations of no sound. Of course the loud sounds are heard at locations where compressions meet compressions or rarefactions meet rarefactions and the no sound locations appear wherever the compressions of one of the waves meet the rarefactions of the other wave. If we were to plug one ear and turn the other ear towards the place of the speakers and then slowly walk across the room pa rallel to the plane of the speakers, then you would encounter an amazing phenomenon. we would alternatively hear loud sounds as you approached anti-nodal locations and virtually no sound as you approached nodal locations. (As would commonly be observed, the nodal locations are not true nodal locations due to reflections of sound waves off the walls. These reflections tend to fill the entire room with reflected sound. Even though the sound waves that reach the nodal locations directly from the speakers destructively interfere, other waves reflecting off the walls tend to reach that same location to produce a pressure disturbance.) Destructive interference of sound waves becomes an important issue in the design of concert halls and auditoriums. The rooms must be designed in such as way as to reduce the amount of destructive interference. Interference can occur as the result of sound from two speakers meeting at the same location as well as the result of sound from a speaker meeting with sound reflected off the walls and ceilings. If the sound arrives at a given location such that compressions meet rarefactions, then destructive interference will occur resulting in a reduction in the loudness of the sound at that location. One means of reducing the severity of destructive interference is by the design of walls, ceilings, and baffles that serve to absorb sound rather than reflect it. The destructive interference of sound waves can also be used advantageously in noise reduction systems. Earphones have been produced that can be used by factory and construction workers to reduce the noise levels on their jobs. Such earphones capture sound from the environment and use computer technology to produce a second sound wave that one-half cycle out of phase. The combination of these two sound waves within the headset will result in destructive interference and thus reduce a workers exposure to loud noise. Musical Beats and Intervals:- Interference of sound waves has widespread applications in the world of music. Music seldom consists of sound waves of a single frequency played continuously. Few music enthusiasts would be impressed by an orchestra that played music consisting of the note with a pure tone played by all instruments in the orchestra. Hearing a sound wave of 256 Hz , would become rather monotonous (both literally and figuratively). Rather, instruments are known to produce overtones when played resulting in a sound that consists of a multiple of frequencies. Such instruments are described as being rich in tone color. And even the best choirs will earn their money when two singers sing two notes i.e., produce two sound waves that are an octave apart. Music is a mixture of sound waves that typically have whole number ratios between the frequencies associated with their notes. In fact, the major distinction between music and noise is that noise consists of a mixture of frequencies whose mathematical relati onship to one another is not readily discernible. On the other hand, music consists of a mixture of frequencies that have a clear mathematical relationship between them. While it may be true that one persons music is another persons noise (e.g., your music might be thought of by your parents as being noise), a physical analysis of musical sounds reveals a mixture of sound waves that are mathematically related. To demonstrate this nature of music, lets consider one of the simplest mixtures of two different sound waves two sound waves with a 2:1 frequency ratio. This combination of waves is known as an octave. A simple sinusoidal plot of the wave pattern for two such waves is shown below. Note that the red wave has two times the frequency of the blue wave. Also observe that the interference of these two waves produces a resultant (in green) that has a periodic and repeating pattern. One might say that two sound waves that have a clear whole number ratio between their frequencies interfere to produce a wave with a regular and repeating pattern. The result is music. Another easy example of two sound waves with a clear mathematical relationship between frequencies is shown below. Note that the red wave has three-halves the frequency of the blue wave. In the music world, such waves are said to be a fifth apart and represent a popular musical interval. Observe once more that the interference of these two waves produces a resultant (in green) that has a periodic and repeating pattern. It should be said again: two sound waves that have a clear whole number ratio between their frequencies interfere to produce a wave with a regular and repeating pattern; the result is music. Finally, the diagram below illustrates the wave pattern produced by two dissonant or displeasing sounds. The diagram shows two waves interfering, but this time there is no simple mathematical relationship between their frequencies (in computer terms, one has a wavelength of 37 and the other has a wavelength 20 pixels). We observe that the pattern of the resultant is neither periodic nor repeating (at least not in the short sample of time that is shown). It is clear: if two sound waves that have no simple mathematical relationship between their frequencies interfere to produce a wave, the result will be an irregular and non-repeating pattern. This tends to be displeasing to the ear. A final application of physics to the world of music pertains to the topic of beats. Beats are the periodic and repeating fluctuations heard in the intensity of a sound when two sound waves of very similar frequencies interfere with one another. The diagram below illustrates the wave interference pattern resulting from two waves (drawn in red and blue) with very similar frequencies. A beat pattern is characterized by a wave whose amplitude is changing at a regular rate. Observe that the beat pattern (drawn in green) repeatedly oscillates from zero amplitude to a large amplitude, back to zero amplitude throughout the pattern. Points of constructive interference (C.I.) and destructive interference (D.I.) are labeled on the diagram. When constructive interference occurs between two crests or two troughs, a loud sound is heard. This corresponds to a peak on the beat pattern (drawn in green). When destructive interference between a crest and a trough occurs, no sound is heard; this corres ponds to a point of no displacement on the beat pattern. Since there is a clear relationship between the amplitude and the loudness, this beat pattern would be consistent with a wave that varies in volume at a regular rate. The beat frequency refers to the rate at which the volume is heard to be oscillating from high to low volume. For exà ¢Ã¢â€š ¬Ã‚ ¦, if two complete cycles of high and low volumes are heard every second, the beat frequency is 2 Hz. The beat frequency is always equal to the difference in frequency of the two notes that interfere to produce the beats. So if two sound waves with frequencies of 256 Hz and 254 Hz are played simultaneously, a beat frequency of 2 Hz will be detected. A common physics demonstration involves producing beats using two tuning forks with very similar frequencies. If a tine on one of two identical tuning forks is wrapped with a rubber band, then that tuning forks frequency will be lowered. If both tuning forks are vibrated together, then they produce sounds with slightly different frequencies. These sounds will interfere to produce detectable beats. The human ear is capable of detecting beats with frequencies of 7 Hz and below. A piano tuner frequently utilizes the phenomenon of beats to tune a piano string. She will pluck the string and tap a tuning fork at the same time. If the two sound sources the piano string and the tuning fork produce detectable beats then their frequencies are not identical. She will then adjust the tension of the piano string and repeat the process the beats can no longer be heard. As the piano string becomes more in tune with the tuning fork, the beat frequency will be reduced and approach 0 Hz. When beats are no longer heard, the piano string is tuned to the tuning fork; that is, they play the same frequency. The process allows a piano tuner to match the strings frequency to the frequency of a standardized set of tuning forks. Important Note:- Many of the diagrams on this page represent a sound wave by a sine wave. Such a wave more closely resembles a transverse wave and may mislead people into thinking that sound is a transverse wave. Sound is not a transverse wave, but rather a longitudinal wave. Nonetheless, the variations in pressure with time take on the pattern of a sine wave and thus a sine wave is often used to represent the pressure-time features of a sound wave. Whenever two wave motions pass through a single region of a medium simultaneously, the motion of the particles in the medium will be the result of the combined disturbance due to the two waves. This effect of superposition of waves, is also known as interference. The interference of two waves with respect to space of two waves traveling in the same direction, has been described in previous section. The interference can also occur with respect to time (temporal interference) due to two waves of slightly different frequencies, travelling in the same direction. An observer will note a regular swelling and fading or waxing and waning of the sound resulting in a throbbing effect of sound called beats. Number of beats heard per second Qualitative treatment:- Suppose two tuning forks having frequencies 256 and 257 per second respectively, are sounded together. If at the beginning of a given second, they vibrate in the same phase so that the compressions (or rarefactions) of the corresponding waves reach the ear together, the sound will be reinforced . Half a second later, when one makes 128 and the other  128*1/2 vibrations, they are in opposite phase, i.e., the compression of one wave combines with the rarefaction of the other and tends to produce silence. At the end of one second, they are again be in the same phase and the sound is reinforced. By this time, one fork is ahead of the other by one vibration. Thus, in the resultant sound, the observer hears maximum sound at the interval of one second. Similarly, a minimum loudness is heard at an interval of one second. As we may consider a single beat to occupy the interval between two consecutive maxima or minima, the beat produced in one second in this case, is one in each second. If the two tuning forks had frequencies 256 and 258, a similar analysis would show that the number of beats will be two per second. Thus, in general, the number of beats heard per second will be equal to the difference in the frequencies of the two sound waves. Analytical treatment:- Consider two simple harmonic sound waves each of amplitude A, frequencies f1 and f2 respectively, travelling in the same direction. Let y1 and y2 represent the individual displacements of a particle in the medium, that these waves can produce. Then the resultant displacement of the particle, according to the principle of superposition will be given by Y=y1+y2 This equation represents a periodic vibration of amplitude R and   frequency  . The amplitude and hence the intensity of the resultant wave, is a function of the time. The amplitude varies with a   frequency Since intensity (amplitude)2, the intensity of the sound is maximum in all these cases. For   to assume the above values like 0, p, 2p, 3p, 4p,. Thus, the time interval between two maxima or the period of beats = When the difference in the frequency of the two waves is small, the variation in intensity is readily detected on listening to it. As the difference increases beyond 10 per second, it becomes increasingly difficult to distinguish them. If the difference in the frequencies reaches the audible range, an unpleasant note of low pitch called the beat note is produced. The ability to hear this beat note is largely due to the lack of linearity in the response of the ear. Demonstration of beats:- Let two tuning forks of the same frequency be fitted on suitable resonance boxes on a table, with the open ends of the boxes facing each other. Let the two tuning forks be struck with a wooden hammer. A continuous loud sound is heard. It does not rise or fall. Let a small quantity of wax be attached to a prong of one of the tuning forks.. This reduces the frequency of that tuning fork. When the two forks are sounded again beats will be heard. Uses of beats:- The phenomenon of beats is used for tuning a note to any particular frequency. The note of the desired frequency is sounded together with the note to be tuned. If there is a slight difference in frequencies, then beats are produced. When they are exactly in unison, i.e., have the same frequency, they do not produce any beats when sounded together, but produce the same number of beats with a third note of slightly different frequency. Stringed musical instruments are tuned this way. The central note of a piano is tuned to a standard value using this method. The phenomenon of beats can be used to determine the frequency of a tuning fork. Let A and B be two tuning forks of frequencies fA (known) and fB (unknown). On sounding A and B, let the number of beats produced be n. Then one of the following equations must be true. fA fB = n à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. (i) or fB fA = n à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. (ii) To find the correct equation, B is loaded with a little wax so that its frequency decreases. If the number of beats increases, then equation (i) is to be used. If the number of beats decreases, then equation (ii) is to be used. Thus, knowing the value of fA and the number of beats, fB can be calculated. Sometimes, beats are deliberately caused in musical instruments in a section of the orchestra to create sound of a special tonal quality. The phenomenon of beats is used in detecting dangerous gases in mines. The apparatus used for this purpose consists of two small and exactly similar pipes blown together, one by pure air from a reservoir and the other by the air in the mine. If the air in the mine contains methane, its density will be less than that of pure air. The two notes produced by the pipes will then differ in the pitch and produce beats. Thus, the presence of the dangerous gas can be detected. The super heterodyne type of radio receiver makes use of the principle of beats. The incoming radio frequency signal is mixed with an internally generated signal from a local oscillator in the receiver. The output of the mixer has a carrier frequency equal to the difference between the transmitted carrier frequency and the locally generated frequency and is called the intermediate frequency. It is amplified and passed through a detector. This system enables the intermediate frequency signal to be amplified with less distortion, greater gain and easier elimination of noise Summary:- A beat frequency is the combination of two frequencies that are very close to each other. The sound you hear will fluctuate in volume according to the difference in their frequencies. You may often hear beat frequencies when objects vibrate. Beat frequencies can be graphically shown by adding two sine waves of different frequencies. The resulting waveform is a sine wave that has an envelope of modulating amplitude.

Pushkins The Queen of Spades Essay -- Pushkin Queen of Spades Essays

Pushkin's The Queen of Spades French connoisseurs already know Pushkin's The Queen of Spades in Mà ©rimà ©e's translation. It might appear impertinent to offer now a new version, and I do not doubt that the earlier one will appear more elegant than this one, which has no merit other than its scrupulous exactness. That is its justification. A preoccupation with explaining and rounding off induced Mà ©rimà ©e to blunt somewhat the crystalline peaks of the tale. We have resisted adding anything to Pushkin's clean and spare style, with its slender grace, which hums like a taut string. When Pushkin writes: Herman quivered like a tiger, Mà ©rimà ©e adds: ... lying in wait. When he has Lisaveta bend over a book, Mà ©rimà ©e says gracefully. This charming writer thus marks his own manner, and if some criticize his dryness it is clear here that the criticism is ill-founded, or, at least, that only by comparison with the lush style of the writers of his period can Mà ©rimà ©e's style seem so unadorned to us. The clarity of Pushkin, on the other hand, chafes him, and nothing shows that better than a study of this translation. Poets, Pushkin wrote, often sin by neglect of simplicity and truth; they pursue all manner of external effects. The pursuit of form sweeps them toward exaggeration and bombast. He criticized in Hugo, whom he admired, an absence of simplicity. Life is lacking in him, he wrote. In other words, truth is absent. The strangeness of most Russian writers, including the greatest among them, often baffles the French reader, and indeed, sometimes repels him; but I confess that it is the absence of strangeness in Pushkin that confounds me. Or at least what baffles me, is to see that Dostoevsky, that genius so prodigi... ...offers us geniuses like Shakespeare, Cervantes, Schiller. But show me, even one among them all, who possesses to the same degree as Pushkin the capacity for universal comprehension. And again: Pushkin was the only one among the poets who succeeded in assuming the soul of other poets. But according to Dostoevsky it is to his profoundly Russian character that Pushkin owes his universality, for the mission of each Russian is doubtless a universal mission. ... To become truly a Russian, he adds, to become completely Russianmeans to feel oneself brother to all men. The Queen of Spades, that brief masterpiece, offers us an excellent example of the admirable poetic qualities of Pushkin and his gift for self-effacement. Work Cited Gide, Andre. "Preface to The Queen of Spades." Reflections on Literature and Morality. New York: Meridian Books, 1959.

Leading Clever Perople

HBR Spotlight How to Manage the Most Talented How do you manage people who don’t want to be led and may be smarter than you? CLEVER PEOPLE by Rob Goffee and Gareth Jones LEADING F ranz Humer, the CEO and chairman of the Swiss pharma- ceutical giant Roche, knows how dif? cult it is to ? nd good ideas. â€Å"In my business of research, economies of scale don’t exist,† he says. â€Å"Globally today we spend $4 billion on R&D every year. In research there aren’t economies of scale, there are economies of ideas. For a growing number of companies, according to Humer, competitive advantage lies in the ability to create an economy driven not by cost ef? ciencies but by ideas and intellectual know-how. In practice this means that leaders have to create an environment in which what we call â€Å"clever people† can thrive. These people are the handful of employees whose ideas, knowledge, and skills give them the potential to produce disproportionate value fro m the resources their organizations make available to them. Think, for example, of the software Stephen Webster 72 Harvard Business Review | March 2007 | hbr. orgHBR Spotlight How to Manage the Most Talented programmer who creates a new piece of code or the pharmaceutical researcher who formulates a new drug. Their single innovations may bankroll an entire company for a decade. Top executives today nearly all recognize the importance of having extremely smart and highly creative people on staff. But attracting them is only half the battle. As Martin Sorrell, the chief executive of WPP, one of the world’s largest communications services companies, told us recently,â€Å"One of the biggest challenges is that there are diseconomies of scale in creative industries.If you double the number of creative people, it doesn’t mean you will be twice as creative. † You must not only attract talent but also foster an environment in which your clever people are inspired to ach ieve their fullest potential in a way that produces wealth and value for all your stakeholders. That’s tough. If clever people have one de? ning characteristic, it is that they do not want to be led. This clearly creates a problem for you as a leader. The challenge has only become greater with globalization.Clever people are more mobile than ever before; they are as likely to be based in Bangalore or Beijing as in Boston. That means they have more opportunities: They’re not waiting around for their pensions; they know their value, and they expect you to know it too. We have spent the past 20 years studying the issue of leadership–in particular, what followers want from their leaders. Our methods are sociological, and our data come from case studies rather than anonymous random surveys. Our predominant method consists of loosely structured interviews, lever people is very different from the one they have with traditional followers. Clever people want a high degre e of organizational protection and recognition that their ideas are important. They also demand the freedom to explore and fail. They expect their leaders to be intellectually on their plane–but they do not want a leader’s talent and skills to outshine their own. That’s not to say that all clever people are alike, or that they follow a single path. They do, however, share a number of de? ning characteristics. Let’s take a look at some of those now.Understanding Clever People Contrary to what we have been led to believe in recent years, CEOs are not utterly at the mercy of their highly creative and extremely smart people. Of course, some very talented individuals – artists, musicians, and other free agents – can produce remarkable results on their own. In most cases, however, clever people need the organization as much as it needs them. They cannot function effectively without the resources it provides. The classical musician needs an orchest ra; the research scientist needs funding and the facilities of a ? st-class laboratory. They need more than just resources, however; as the head of development for a global accounting ? rm put it, your clever people â€Å"can be sources of great ideas, but unless they have systems and discipline they may deliver very little. † That’s the good news. The bad news is that all the resources and systems in the world are useless unless you have clever If clever people have one de? ning characteristic, it is that they do not want to be led. This clearly creates a problem for you as a leader. and our work draws primarily from ? e contexts: sciencebased businesses, marketing services, professional services, the media, and ? nancial services. For this article, we spoke with more than 100 leaders and their clever people at leading organizations such as PricewaterhouseCoopers, Electronic Arts, Cisco Systems, Credit Suisse, Novartis, KPMG, the British Broadcasting Corporation (BBC) , WPP, and Roche.The more we talked to these people, the clearer it became that the psychological relationship leaders have with their people to make the most of them. Worse, they know very well that you must mploy them to get their knowledge and skills. If an organization could capture the knowledge embedded in clever people’s minds and networks, all it would need is a better knowledge-management system. The failure of such systems to capture tacit knowledge is one of the great disappointments of knowledge-management initiatives to date. The attitudes that clever people display toward their organizations re? ect their sense of self-worth. We’ve found most Rob Goffee ([email  protected] edu) is a professor of organizational behavior at London Business School in England. Gareth Jones ([email  protected] london. du) is a visiting professor at Insead in Fontainebleau, France, and a fellow of the Centre for Management Development at London Business School. Goffee and J ones are also the founding partners of Creative Management Associates, an organizational consulting ? rm in London. Their HBR article â€Å"Managing Authenticity† was published in December 2005. 74 Harvard Business Review | March 2007 | hbr. org Leading Clever People of them to be scornful of the language of hierarchy. Although they are acutely aware of the salaries and bonuses attached to their work, they often treat promotions with indifference or even contempt.So don’t expect to lure or retain them with fancy job titles and new responsibilities. They will want to stay close to the â€Å"real work,† often to the detriment of relationships with the people they are supposed to be managing. This doesn’t mean they don’t care about status–they do, often passionately. The same researcher who affects not to know his job title may insist on being called â€Å"doctor†or â€Å"professor. † The point is that clever people feel they are part of an external professional community that renders the organizational chart meaningless. Not only do they gain career bene? s from networking, but they construct their sense of self from the feedback generated by these extra-organizational connections. This indifference to hierarchy and bureaucracy does not make clever people politically naive or disconnected. The chairman of a major news organization told us about a globally famous journalist – an exemplar of the very clever and skeptical people driving the news business–who in the newsroom appears deeply suspicious of everything the â€Å"suits† are doing. But in reality he is astute about how the company is being led and what strategic direction it is taking.While publicly expressing disdain for the business side, he privately asks penetrating questions about the organization’s growth prospects and relationships with important customers. He is also an outspoken champion of the organization in its dealings with politicians, media colleagues, and customers. You wouldn’t invite him to a strategy meeting with a 60-slide PowerPoint presentation, but you would be wise to keep him informed of key developments in the business. Like the famous journalist, most clever people are quick to recognize insincerity and respond badly to it.David Gardner, the COO of worldwide studios for Electronic Arts (EA), knows this because he oversees a lot of clever people. EA has 7,200 employees worldwide developing interactive entertainment software derived from FIFA Soccer, The Sims, The Lord of the Rings, and Harry Potter, among others. â€Å"If I look back at our failures,† Gardner told us,â€Å"they have been when there were too many rah-rahs and not enough content in our dealings with our people. People are not fooled. So when there are issues or things that need to be worked out, straightforward dialogue is important, out of respect for their intellectual capabilities. †Seve n Things You Need to Know About Clever People Leaders should be aware of the characteristics most clever people share, which collectively make them a dif? cult crew to manage. 1. They know their worth. The tacit skills of clever people are closer to those of medieval guilds than to the standardized, codi? able, and communicable skills that characterized the Industrial Revolution. This means you can’t transfer the knowledge without the people. 2. They are organizationally savvy. Clever people will ? nd the company context in which their interests will be most generously funded. If the funding dries up, they have a couple of options:They can move on to a place where resources are plentiful, or they can dig in and engage in elaborate politics to advance their pet projects. 3. They ignore corporate hierarchy. If you seek to motivate clever people with titles or promotions, you will probably be met with cold disdain. But don’t assume this means they don’t care about status; they can be very particular about it, and may insist on being called â€Å"doctor† or â€Å"professor. † 4. They expect instant access. If clever people don’t get access to the CEO, they may think the organization does not take their work seriously. 5. They are well connected.Clever people are usually plugged into highly developed knowledge networks; who they know is often as important as what they know. These networks both increase their value to the organization and make them more of a ? ight risk. 6. They have a low boredom threshold. In an era of employee mobility, if you don’t engage your clever people intellectually and inspire them with organizational purpose, they will walk out the door. 7. They won’t thank you. Even when you’re leading them well, clever people will be unwilling to recognize your leadership. Remember, these creative individuals feel that they don’t need to be led.Measure your success by your ability to remain on the fringes of their radar. Managing Organizational â€Å"Rain† Given their mind-set, clever people see an organization’s administrative machinery as a distraction from their key valueadding activities. So they need to be protected from what we call organizational â€Å"rain† – the rules and politics associated with any big-budget activity. When leaders get this right, they hbr. org | March 2007 | Harvard Business Review 75 HBR Spotlight How to Manage the Most Talented can establish exactly the productive relationship with clever people that they want.In an academic environment, this is the dean freeing her star professor from the burden of departmental administration; at a newspaper, it is the editor allowing the investigative reporter to skip editorial meetings; in a fast-moving multinational consumer goods company, it is the leader ? ltering requests for information from the head of? ce so the consumer pro? ler is free to experiment with a n ew marketing plan. Organizational rain is a big issue in the pharmaceutical business. Drug development is hugely expensive – industrywide, the average cost of bringing a drug to market is about $800 million – and not every drug can go the distance.As a result, the politics surrounding a decision can be ferocious. Unless the CEO provides cover, promising projects may be permanently derailed, and the people involved may lose con? dence in the organization’s ability to support them. The protective role is one that Arthur D. Levinson, Genentech’s CEO and a talented scientist in his own right, knows how to play. When the drug Avastin failed in Phase III clinical trials in 2002, Genentech’s share price dropped by 10% 76 Harvard Business Review | overnight. Faced with that kind of pressure, some leaders would have pulled the plug on Avastin.Not Levinson: He believes in letting his clever people decide. Once or twice a year, research scientists have to def end their work to Genentech’s Research Review Committee, a group of 13 PhDs who decide how to allocate the research budget and whether to terminate projects. This gives rise to a rigorous debate among the clever people over the science and the direction of research. It also insulates Levinson from accusations of favoritism or short-termism. And if the RRC should kill a project, the researchers are not only not ? red, they are asked what they want to work on ext. Roche owns 56% of Genentech, and Franz Humer stands foursquare behind Levinson. Leading clever people, Humer told us, is especially dif? cult in hard times. â€Å"You can look at Genentech now and say what a great company,† he said,â€Å"but for ten years Genentech had no new products and spent between $500 million and $800 million on research every year. The pressure on me to close it down or change the culture was enormous. †Avastin was eventually approved in February 2004; in 2005 it had sales of $1. 13 billion. March 2007 | hbr. org Leading Clever PeopleHaving a leader who’s prepared to protect his clever people from organizational rain is necessary but not suf? cient. It’s also important to minimize the rain by creating an atmosphere in which rules and norms are simple and universally accepted. These are often called â€Å"representative rules,† from the classic Patterns of Industrial Bureaucracy, by the sociologist Alvin Gouldner, who distinguished among environments where rules are ignored by all (mock bureaucracy), environments where rules are imposed by one group on another (punishment-centered bureaucracy), and environments where rules are accepted by all (representative bureaucracy).Representative rules, including risk rules in banks, sabbatical rules in academic institutions, and integrity rules in professional services ? rms, are precisely the ones that clever people respond to best. Savvy leaders take steps to streamline rules and to promote a cul ture that values simplicity. A well-known example is Herb Kelleher, the CEO of Southwest Airlines, who threw the company’s rule book out the window. Another is Greg Dyke, who when he was the director general of the BBC discovered a mass of bureaucratic rules, often contradictory, which produced an infuriating organizational immobilisme.Nothing could be better calculated to discourage the clever people on whom the reputation and future success of the BBC depended. Dyke launched an irreverent â€Å"cut the crap† program, liberating creative energy while exposing those who had been blaming the rules for their own inadequacies. He creatively engaged employees in the campaign–for example, suggesting that they pull out a yellow card (used to caution players in soccer games) whenever they encountered a dysfunctional rule. Recruiting People with the Right Stuff Clever people require a peer group of like-minded individuals. Universities have long understood this.Hire a s tar professor and you can be sure the aspiring young PhDs in that discipline will ? ock to your institution. This happens in business as well. In the investment banking world, everyone watches where the cleverest choose to work. Goldman Sachs, for example, cherishes its reputation as the home of the brightest and best; a bank that seeks to overtake it must be positioned as a place where cleverness thrives. For this reason, the CEOs of companies that rely on clever people keep a close watch on the recruiting of stars. Bill Gates always sought out the cleverest software programmers for Microsoft.From the start, Gates insisted that his company required the very best minds; he understood that they act as a magnet for other clever people. Sometimes he intervened personally in the recruitment process: A particularly talented programmer who needed a little additional persuasion to join the company might receive a personal call from Gates. Very ? attering – and very effective. Althou gh you need to recruit clever stars, you must also make sure that your culture celebrates clever ideas. In an effort to create stars, some media organizations divide their employees into â€Å"creatives† and administrative support staff.That’s a big mistake. It makes about as much sense as recruiting men only – you automatically cut your talent pool in half. The ad agency Bartle Bogle Hegarty doesn’t make this mistake. Many of its most successful executives started as assistants but were given the space to grow and express their cleverness. Not surprisingly, BBH has long been regarded as one of the most creative ad agencies in the world. At the heart of its corporate culture is the maxim â€Å"Respect ideas, wherever they come from. † Letting a Million Flowers Bloom Companies whose success depends on clever people don’t place all their bets n a single horse. For a large company like Roche, that simple notion drives big decisions about corpor ate control and M&A. That’s why Humer decided to sell off a large stake in Genentech. â€Å"I insisted on selling 40% on the stock market,† he told us. â€Å"Why? Because I wanted to preserve the company’s different culture. I believe in diversity: diversity of culture, diversity of origin, diversity of behavior, and diversity of view. † For similar reasons, Roche limits its ownership of the Japanese pharmaceutical company Chugai to 51%.By keeping the clever people in all three companies at arm’s length, Humer can be con? ent that they will advance different goals: â€Å"My people in the Roche research organization decide on what they think is right and wrong. I hear debates where the Genentech researchers say,‘This program you’re running will never lead to a product. You are on the wrong target. This is the wrong chemical structure–it will prove to be toxic. ’ And my guys say, ‘No, we don’t think so. â€⠄¢ And the two views never meet. So I say to Genentech, ‘You do what you want, and we will do what we want at Roche, and in ? ve years’ time we will know. Sometimes you will be right and sometimes we will be right. † Maintaining that diversity is Humer’s most challenging task; there is always pressure within a large organization to unify and to direct from above. Companies that value diversity are not afraid of failure. Like venture capitalists, they know that for every successful hbr. org | March 2007 | Harvard Business Review 77 HBR Spotlight How to Manage the Most Talented The Traitorous Eight Ineffective leadership of clever people can be costly. Consider the cautionary tale of William Shockley, a London-born research scientist who worked at Bell Labs after World War II.In 1947 Shockley was recognized as a coinventor of the transistor, and in 1956 he was awarded a Nobel Prize. He left Bell Labs in 1955 and founded Shockley Semiconductor Laboratory, in M ountain View, California. His academic reputation attracted some of the cleverest people in electronics, including Robert Noyce and Gordon Moore (of Moore’s Law fame). Shockley was blessed with a brilliant mind. Noyce described him as a â€Å"marvelous intuitive problem solver, and Moore said he had a † â€Å"phenomenal physical intuition. But his leadership † skills fell far short of his intellectual brilliance.On one occasion Shockley asked some of his younger employees how he might stoke their enthusiasm. Several expressed a wish to publish research papers. So Shockley went home, wrote a paper, and the next day offered to let them publish it under their own names. He meant well but led poorly. On another occasion, Shockley instituted a secret â€Å"project within a project. Although only 50 or so peo† ple were employed in his laboratory, the group assigned to work on his new idea (which, according to Shockley, had the potential to rival the transistor) was not allowed to discuss the project with other colleagues.It wasn’t long before rumblings of discontent at Shockley’s leadership style turned mutinous. The situation deteriorated and a disenchanted group – â€Å"the Traitorous Eight† – left to found Fairchild Semiconductor in 1957 Fairchild revolutionized computing . through its work on the silicon transistor. It also threw off a slew of clever people who went on to start up or develop some of the best-known companies in the industry: Bob Noyce and Gordon Moore (Intel), Jerry Sanders (Advanced Micro Devices), and Charlie Sporck (National Semiconductor) were all former employees of Fairchild.Through his poor leadership, Shockley inadvertently laid the cornerstone of Silicon Valley. He brought together some of the best scientists in the ? eld of electronics, many of whom might otherwise not have remained in the region. And he created conditions that provoked his brilliant employees to strike out on their own. new pharmaceutical product, dozens have failed; for every hit record, hundreds are duds. The assumption, obviously, is that the successes will more than recover the costs of the failures. Take the case of the drinks giant Diageo.Detailed analysis of customer data indicated an opening in the market for an alcoholic beverage with particular appeal to younger consumers. Diageo experimented with many potential products–beginning with predictable combinations like rum and coke, rum and blackcurrant juice, gin and tonic, vodka and fruit juice. None of them seemed to work. After almost a dozen tries, Diageo’s clever people tried something riskier: citrus-? avored vodka. Smirnoff Ice was born – a product that has contributed to a fundamental change in its market sector.It’s easy to accept the necessity of failure in theory, but each failure represents a setback for the clever people who gambled on it. Smart leaders will help their clever people to l ive with their failures. Some years ago, when three of Glaxo’s high-tech antibiotics all failed in the ? nal stages of clinical trial, Richard Sykes – who went on to become chairman of Glaxo Wellcome and later of GlaxoSmithKline – sent letters of congratulation to the team leaders, thanking them for their hard work but also for killing the drugs, and encouraging them to move on to the next challenge.EA’s David Gardner, too, recognizes that his business is â€Å"hit driven,† but he realizes that not even his most gifted game developers will always produce winners. He sees his job as supporting his successful people – providing them with space and helping them move on from failed projects to new and better work. Smart leaders also recognize that the best ideas don’t always come from company projects. They enable their clever people to pursue private efforts because they know there will be payoffs for the company, some direct (new busine ss opportunities) and some indirect (ideas that can be applied in the workplace).This tradition originated in organizations like 3M and Lockheed, which allowed employees to pursue pet projects on company time. Google is the most recent example: Re? ecting the entrepreneurial spirit of its founders, Sergey Brin and Larry Page, employees may spend one day a week on their own start-up ideas, called Googlettes. This is known as the â€Å"20% time. †(Genentech has a similar policy. ) The result is innovation at a speed that puts large bureaucratic organizations to shame. The Google-af? liated social-networking Web site Orkut is just one project that began as a Googlette.Establishing Credibility Although it’s important to make your clever people feel independent and special, it’s equally important to make sure they recognize their interdependence: You and other people in the organization can do things that they can’t. Laura Tyson, who served in the Clinton admi nistration and has been the dean of London Business School since 2002, says, 78 Harvard Business Review | March 2007 | hbr. org Leading Clever People â€Å"You must help clever people realize that their cleverness doesn’t mean they can do other things.They may overestimate their cleverness in other areas, so you must show that you are competent to help them. †To do this you must clearly demonstrate that you are an expert in your own right. Depending on what industry you are in, your expertise will be either supplementary (in the same ? eld) or complementary (in a different ? eld) to your clever people’s expertise. At a law ? rm, the emphasis is on certi? cation as a prerequisite for practice; at an advertising agency, it’s originality of ideas. It would be hard to lead a law ? rm without credentials.You can lead an advertising agency with complementary skills–handling commercial relationships with clients, for instance, while your clever people wri te great copy. A man we’ll call Tom Nelson, who was the marketing director of a major British brewer, is a good example of a leader Beckham, to practice a particular maneuver. When Beckham couldn’t do it, Hoddle – once a brilliant international player himself – said, â€Å"Here, I’ll show you how. † He performed the maneuver ? awlessly, but in the process he lost the support of his team: The other players saw his move as a public humiliation of Beckham, and they wanted no part of that.The same dynamic has played out many times in business; the experience of William Shockley is perhaps the most dramatic, and tragic, example (see the sidebar â€Å"The Traitorous Eight†). How do you avoid this kind of situation? One highly effective way is to identify and relate to an informed insider among your clever people – someone willing to serve as a sort of anthropologist, interpreting the culture and sympathizing with those who seek to un derstand it. This is especially important for newly recruited leaders. Parachuting in at the top and accurately reading an organization is hard work. One leader weIf you try to push your clever people, you will end up driving them away. As many leaders of highly creative people have learned, you need to be a benevolent guardian rather than a traditional boss. with complementary skills. Nelson was no expert on traditional brewing techniques or real ales. But he was known throughout the organization as â€Å"Numbers Nelson† for his grasp of the ? rm’s sales and marketing performance, and was widely respected. Nelson had an almost uncanny ability to quote, say, how many barrels of the company’s beer had been sold the previous day in a given part of the country.His clear mastery of the business side gave him both authority and credibility, so the brewers took his opinions about product development seriously. For example, Nelson’s reading of market tastes led to the company’s development of low-alcohol beers. Leaders with supplementary expertise are perhaps more commonplace: Microsoft’s Bill Gates emphasizes his abilities as a programmer. Michael Critelli, the CEO of Pitney Bowes, holds a number of patents in his own name. Richard Sykes insisted on being called Dr. Sykes.The title gave him respect within the professional community to which his clever people belonged – in a way that being the chairman of a multinational pharmaceutical company did not. But credentials–especially if they are supplementary–are not enough to win acceptance from clever people. Leaders must exercise great care in displaying them so as not to demotivate their clever employees. A former national soccer coach for England, Glenn Hoddle, asked his star player, David spoke to admitted that he initially found the winks, nudges, and silences of his new employees completely baf? ng. It took an interpreter – someone who had worke d among the clever people for years – to explain the subtle nuances. †¢Ã¢â‚¬ ¢Ã¢â‚¬ ¢ Martin Sorrell likes to claim that he uses reverse psychology to lead his â€Å"creatives† at WPP: â€Å"If you want them to turn right, tell them to turn left. † His comment reveals an important truth about managing clever people. If you try to push them, you will end up driving them away. As many leaders of extremely smart and highly creative people have learned, you need to be a benevolent guardian rather than a traditional boss.You need to create a safe environment for your clever employees; encourage them to experiment and play and even fail; and quietly demonstrate your expertise and authority all the while. You may sometimes begrudge the time you have to devote to managing them, but if you learn how to protect them while giving them the space they need to be productive, the reward of watching your clever people ? ourish and your organization accomplish its mission w ill make the effort worthwhile. Reprint R0703D To order, see page 145. hbr. org | March 2007 | Harvard Business Review 79

Free Essays on Jan Van Eyck

Jan van Eyck was one of the greatest and most influential Flemish painters of altarpieces and portraits of the 1400's. No one knows where he was born, but historians believe van Eyck came from the village of Maaseyck in Limbourg. No record of his birthdate survives, but it is believed to have been about 1390; his career, however, is well documented. He was employed (1422-24) at the court of John of Bavaria, count of Holland, at The Hague, and in 1425 he was made court painter and valet de chambre to Duke Philip the Good of Burgundy. Van Eyck has been credited traditionally with the invention of painting in oils, and, although this is incorrect, there is no doubt that he perfected the technique. He used the oil medium to represent a variety of subjects with striking realism in microscopic detail; for example, he infused painted jewels and precious metals with a glowing inner light by means of subtle glazes over the highlights. Van Eyck received his recognition through his great works with indepth symbolism and uniqueness. Van Eyck's paintings often include objects with hidden symbolic meaning. There are several different interpretations of the symbolic meaning concerning his portrait of Giovanni Arnolfini and his second bride often referred to as â€Å"The Arnolfini Marriage†. Marriage is a sacred union between man and woman. A wedding is one of the most important events in a woman’s life. Often a wedding occurs in the present of the wedding party, family members and friends. During the 1400’s a wedding ceremony was performed in the privacy of the home. Van Eyck was hired to paint a portrait of this marriage union. Some art historians, like Panofsky, claim that van Eyck was a witness to the Arnolfini wedding and the painting serves as documentation of their vows. Jeanne de Chenany looks pregnant in her green wedding dress, this wedding was kept private because it was a secret or maybe this type of dress was very stylish ... Free Essays on Jan Van Eyck Free Essays on Jan Van Eyck Jan van Eyck was one of the greatest and most influential Flemish painters of altarpieces and portraits of the 1400's. No one knows where he was born, but historians believe van Eyck came from the village of Maaseyck in Limbourg. No record of his birthdate survives, but it is believed to have been about 1390; his career, however, is well documented. He was employed (1422-24) at the court of John of Bavaria, count of Holland, at The Hague, and in 1425 he was made court painter and valet de chambre to Duke Philip the Good of Burgundy. Van Eyck has been credited traditionally with the invention of painting in oils, and, although this is incorrect, there is no doubt that he perfected the technique. He used the oil medium to represent a variety of subjects with striking realism in microscopic detail; for example, he infused painted jewels and precious metals with a glowing inner light by means of subtle glazes over the highlights. Van Eyck received his recognition through his great works with indepth symbolism and uniqueness. Van Eyck's paintings often include objects with hidden symbolic meaning. There are several different interpretations of the symbolic meaning concerning his portrait of Giovanni Arnolfini and his second bride often referred to as â€Å"The Arnolfini Marriage†. Marriage is a sacred union between man and woman. A wedding is one of the most important events in a woman’s life. Often a wedding occurs in the present of the wedding party, family members and friends. During the 1400’s a wedding ceremony was performed in the privacy of the home. Van Eyck was hired to paint a portrait of this marriage union. Some art historians, like Panofsky, claim that van Eyck was a witness to the Arnolfini wedding and the painting serves as documentation of their vows. Jeanne de Chenany looks pregnant in her green wedding dress, this wedding was kept private because it was a secret or maybe this type of dress was very stylish ...

Cuban Missile Crisis The Edge of War essays

Cuban Missile Crisis The Edge of War essays John F. Kennedy's greatest triumph as President of the United States came in 1962, as the world's two largest superpowers, the Soviet Union and the United States, edged closer and closer to nuclear war. The Soviet premier of Russia was caught arming Fidel Castro with nuclear weapons. The confrontation left the world in fear for thirteen long days, with the life of the world on the line. In 1962, Nikita Khrushchev, Premier of the Soviet Union, employed a daring gambit. He secretly ordered the placement of Soviet nuclear weapons in Cuba. Earlier the Soviet premier had promised Soviet protection to Cuba ("Cuban" 774). This was the first time any such weapons had been placed outside of Eurasia (Hersh 345). Several explanations for his actions have been offered by historians. One factor in Khrushchevs decision was a strategic one (Hersh 346). A year earlier, the United States had placed several medium-range nuclear missiles in Turkey ("Cuban 774). The missiles were just across the Black Sea from the Soviet Union, within sight of Khrushchev's summer home (Hersh 346). President Kennedy had earlier ignored his advisors and placed nuclear missiles in Turkey. Another factor was a threat by the US to one of the Soviet Union's satellite countries, Cuba (Hersh 346). The United States had, in the past, attempted to kill Fidel Castro, dictator of Cuba (Brinkley 1047). In July of 1962, the United States found out that nuclear missile shipments were being made to Cuba. United States U-2 spy planes flew over the island, bringing back reports of construction and ballistic missiles ("Cuban" 744). The CIA found that five thousand Russian military technicians were in Cuba, and various military weapons were being unloaded onto the island. When U-2 activity was increased, reports showed the presence of SAMs (surface-to-air missiles) and torpedo boats with ship-to-ship rockets (Mills 233). On September 4, Soviet ambassador Anatoly...

The purpose of the Consumer International website Essay

The purpose of the Consumer International website - Essay Example Consumers International stands as the independent voice of the consumers with high authority all throughout the entire globe and it consists of 220 member organizations in 115 countries in order to protect and empower customers (Customers International, 2011). For instance, it is the vision of CI to help consumers to have access to safe and sustainable good and service offerings. In its websites, CI believes in the principles that customers have the right to satisfaction of basic needs, safety, be informed, to choose, to be heard, to redress, consumer education, and a healthy environment. That is why CI strongly works towards several campaigns on international issues that eventually would matter to a customer that primarily involves changes in government policy, corporate behavior and increasing awareness of consumers’ rights and responsibilities (Customers International, 2011). In great and general detail, CI is always there for international consumers in order to protect the m, inform them of their rights and responsibilities regarding today’s fast-paced changing level of customer-market interaction. Based on the above information, CI would serve as the watchtower over the ongoing activity in the market to help ensure that customers receive their rights. Furthermore, CI is also a remarkable organization which aims to educate customers so as to help them perform their responsibility. Thus, CI is not only there to protect customers based on their basic rights, but also to empower them to perform their duties and obligations. Social Responsibility This was what came into my mind when I encountered this article entitled â€Å"Africa gets consumer rights boost with new NGO status and office for CI† published by CI on September 19, 2011 under its â€Å"news† section. The article talks about CI granted with a legal privilege to stand as NGO in South Africa which further gives it the legal privilege to approach donors (Consumers Internation al, 2011). As an NGO, CI considers itself existing there in South Africa for a significant and highly remarkable reason. As for me, I would consider it as a perfect opportunity for South Africans to be highly educated and receive their rights and privileges as consumers. This is also a good opportunity for CI to raise funds in order to sustain its cause with sustainable financial aid. As what I see in this case, there are two essential points CI remarkably has been doing in order to continue walk in its vision. The first point is about extending its expertise and resources to consumers in order to educate them with the right information. In line with this, CI has to ensure that customers are exactly given with their perfect opportunity in the market, basic privileges and rights. However, CI’s mission does not only stop in here. There are other basic considerations it needs to take into account in order to sustain its vision. The second point involves about financial matters. As an NGO in South Africa, the only source of funds that CI can acquire is through asking donors. It made the legal move to ensure this by allowing it to be recognized as official NGO in South Africa. I consider this as an act in line with social responsibility. CI’s effort is not just about a program or anything else, but a mission. Since it is a mission, it has to stand on its responsibility and indeed act on it with great effort coupled with high

Strategic management Essay Example | Topics and Well Written Essays - 2000 words - 13

Strategic management - Essay Example For conducting external audit of the company, its opportunities and threats are discussed below. Consumers are becoming more health conscious and consequently the demand for healthy and organic food products is also increasing significantly. Kellogg’s’ is capitalising on this trend to develop its brand image (Seaberg et al, n.d.). The company has expanded its business in global market and is equipped with necessary human and other resources to gain upper hand position in the international market (Wayne State University School of Business Administration, n.d.). The rate of competition is increasing drastically which poses a vital threat to the company. The company is facing intense competition from General Mills and PepsiCo. The products offered by its competitors act as substitute for its ready-to-eat cereal products. The main buyers of its products are Wal-Mart and Target Group. Their bargaining power is very high and it affects the pricing strategy of the company. Porter’s Five Forces analysis indentifies the five factors that affect the competition level of an industry. These five forces are bargaining power of suppliers and customers, threat of substitute products and new entrants, and rivalry from existing competitors (Henry, 2008, p.69). The company relies on its suppliers for manufacturing high quality food products. It needs suppliers for a wide range of products from raw materials and ingredients, packaging equipment and skilled labours. However, a large number of such suppliers are easily available in the global market and it can negotiate with them. Therefore, the bargaining power of the suppliers is quite low in this industry. In convenient food market, a large variety of ready-to-eat products are available. Fast-foods are the greatest threats to Kellogg’s products. The barrier to enter this industry is comparatively low due to low