A Message to Garcia. story Review Essay Example for Free

A Message to Garcia. story Review Essay Through hostile territory Rowan traveled by foot, within three weeks he delivered the letter to Garcia. In this story it was clear that he couldn’t express the things Rowan did to deliver this message, it was something incredible and not anything to boast about freely. The point the tried to make was that Rowan was given a task in which he asked no questions, he just did as he was told. The writer gave his opinion of what this meant to him. He said men don’t need to be book smart nor have a lot of knowledge on this subject but rather some courage, loyalty and trust. These things with some concentration are what it means to â€Å"carry a message†. I believe he’s saying it takes a man with no fear or hesitation to get the job done. At this point in the story General Garcia is now dead. The writer states this isn’t where it stops, there are many other Garcias.. Meaning story’s like this one. He says no man will succeed by being foolish or only working half hearted, he believes you will get out of the situation what you put in to it and if you don’t have heart for what your trying to accomplish.. your not going to be successful. Elbert Hubbard the writer of this story puts another example in to perspective for the audience to think about. He talks about six clerks, he puts one to the test. He has asks the clerk to look in the encyclopedia and make a short memorandum explaining life of Corregio. He goes on to explain, the clerk most likely will not know what he is talking about and the clerk will end up asking all sorts of questions trying to get more information on this subject. When the clerk runs out of questions he will resort to another clerk and task him to help complete this mission, but all in the end the clerk will come back to him stating there is no such man named Corregio. The point the trys to make is that by asking the clerk to do this for him rather than do it himself is stupid. He says â€Å"if men will not act for themselves, what will they do when the benefit of their effort is for all? † Hes basically saying that a lazy man who has no independence and takes no responsibility in a situation is a selfish person. In this story Elbert Hubbard makes the point that a man doesn’t need to know how to spell or puncuate, or he may not have a good memory or grammar. A man may be great at one thing and horrible at another. It doesn’t matter those small things, what matters is if a man has the courage, responsibility, loyalty, pride and determination. A unique mindset of someone who could be given any random task and any given time and ask no questions. Without hesitation, completing the task with a full heart and a focused mindset†¦ this is what it means to â€Å"carry a message to Garcia† I like this story a lot because it relates to a lot of real life situations now. This story states a strong and bold message about morals and having self pride in what you do on a daily basis.

Locke’s Logical Plain Method Essay -- Philosophy Religion Essays

Locke’s Logical Plain Method As those philosophers before him, or at least as far back as Descartes, John Locke is â€Å"perplexed with obscure terms and useless question† (qtd. in Jones 238), and is interested in starting fresh and free from the opinions of his predecessors. He devises the historical plain method in order to examine the knowledge we posses, with the assumption that the mind is â€Å"white paper, void of all characters, without any ideas,† (qtd. in Jones 245). My interest here, however, is to briefly describe, and to evaluate Locke’s historical plain method. The following passages are to demonstrate the chief values and key limitations of the historical plain method as it pertains to its own investigation of what is true from experience, and to show that Locke mistakes a logical approach for a historical approach, meaning that his method is a logical plain method. The historical plain method allows us to distinguish between what is true, and therefore important enough to warrant our consideration, and what is fantasy and not worth our time. It accomplishes this by examining an object to see whether it has originated from our sense perception, and is thus a sensation, or from the operations of the mind, and thus a reflection. If the object is thus found to have its origins in either the senses or the mind, then it is to be a true object, or one that does exist. Objects that are conveyed by the senses are such as â€Å"hard,† â€Å"red,† â€Å"loud,† and the like. Some are combinations of more than one simple idea derived from more than one sensory input. In the case of â€Å"fast,† the speed of something can both be derived from seeing motion as well as feeling motion. Objects conveyed by the operations of the mind are such a... ... reality of objects, but it may not have the ability to be proven beyond any doubt, and is thus less certain than the logical inquiry. Locke’s historical plain method, named so incorrectly, endeavors to show what is true and false, what is meaningful and meaningless, and therefore, what is important and what is not important. By examining objects it deems to demonstrate their origin as being of sensation or reflection. Since Locke assumed all ideas to be based on simple elements however, he pursued in that direction, which is a psychological and logical one. Thus, Locke developed the logical plain method, but mistakenly named it the historical plain method. For the historical order begins with the objects, and through investigation of it, we derive its simple elements. Works Cited Jones, W. T. Hobbes to Hume. 2nd edition. Fort Worth: Harcourt, 1980.

Critical Review for the Article Essay

The electronic journal entitled: ‘The Long-Term Performance of Horizontal Acquisition’, by Laurence Capron of the Institut Europeen d’Administration des Affaires (INSEAD), published in 1999 by the Wiley and Sons publishing, has studied the creation of â€Å"horizontal mergers and acquisition†. In Capron’s paper, he dated his studies from mid-1980’s to early 1990’s financing strategies of firms in divesting and liquidating its assets which he referred as the â€Å"horizontal mergers and acquisition†. Capron has cited about 253 firms in Europe and America that patterns the financing strategies. According to Capron (1999), examination reveals divestment of assets and capital infusion (re-financing of liquidated assets) makes effective to â€Å"acquisition performance†, but could have potentially detrimental impact. As what Capron emphasized on the performance of acquisition based on â€Å"divestment and redeployment (re-acquisition) of resources†, his study examines the defects and compliments on effective means in â€Å"horizontal mergers and acquisition†. Key points and rationale As reviewed from the journal, the â€Å"horizontal acquisitions† may be exemplified as a means and strategy in establishing the resource-divestment scheme, in which by doing so, it â€Å"optimizes or exploits the values of cost-based and revenue-based synergies† (Capron 1999: p. 988). As explained, it may be perceived that the â€Å"synergy† patterns the continuing acquirement of business values, as a result of divestment wherein merging of the newly diversified firm or business values acquires more assets and capital budget. According to Capron (1999), the cost efficiency theory emphasizes on the significance of cost-based synergies that occur when assets have been divested resulting the integration of cost-saving measures. Thus, the firm performs effectively in enhancing its revenues that synergizes with the redistribution of the capital towards an enhanced capability. It may be analyzed from the findings of Capron that the 1980’s and 1990’s rapid growth of industries brought about by globalization have emerged more investments in the supply chain. One of which is the positioning of developed and high-end industries within raw material sources. Like, for example, diversification process has been developed in Asian countries wherein more investment in cheap raw materials and labor are available and can be acquired easily. The â€Å"horizontal acquisition† could be drawn from establishing partnership, subsidiary in operation, joint ventures and inter-dependency in export and import schemes. Hence, for example â€Å"Company A† has divested in establishing â€Å"Company B† to engage in tire manufacturing that source out the cheapest raw materials. In which case, a diversified industrial firm could venture out into â€Å"versatile† business values that optimize capital investments for a larger revenue generation translated into cost effectiveness that means substantial profitability. In Capron’s finding, the so-called â€Å"economy of scale† became the bases of diversification process that paved the way to a â€Å"large-scale† industrialization. The 20th century practice of the economy of scale has favored more industries to capture the â€Å"investment areas†, specifically in poor countries. The â€Å"dispensation of merging† through open-ended stockholding in small-medium-large enterprises units has put significant relevance in acquiring industrial partnership, wherein capital investment has a critical role in merging companies. As cited from Capron’s findings, the logical economic explanation is capturing revenue-based synergies which are commonly identified as allocating and complementing resources by providing â€Å"core competencies† or â€Å"mobilizing invisible assets† (Penrose 1959; in Capron 1999: p. 989). As cited, Capron also pointed out in his â€Å"theoretical model† of post-acquisition and target redeployment (Capron 1999: pp. 990-995). According to Capron, the theory describes the diversification process as focusing on (1) asset divestiture, (2) cost-saving, (3) resource redeployment, and (4) revenue-enhancing capabilities as an effective means of â€Å"acquisition performance† (Capron 1999: p. 992). The theoretical model refers to and explains the â€Å"basic economic behavior† as outlined in the acquisition performance. Capron further theorized that capabilities in a divested firm are being distributed as an organizational undertaking. Meaning, it can be explained that the system of corporate governance and human resources are distributed or being shared that composes the acquisition performance. However, key â€Å"organic elements† were emphasized to have been integrated in the divestment process, in which the re-deployment (or deployment) of the organizational â€Å"system or setting† are acquired. Conclusion Capron’s examination on the horizontal acquisition and projection of model in strategic post-acquisition and redeployment could be understood as a fundamental undertaking in diversification process. It may be true that most of merging firms in their acquired assets or business are mainly distributing their in-placed â€Å"organizational or corporate system†. However, the merging firms could likewise optimize or â€Å"streamline the existing organizational set-up, which is the common occurrence in most firms that undertaken a â€Å"buy-out†. It may be perceived that the revenue-generation could be largely acquired into options by streamlining the existing organizational set-up or re-organizing both human and capital resources. Capron’s findings have emphasized more on the performance capability on the theory of â€Å"horizontal acquisition† referring only to capital budget, as implied on the capital resources or fixed assets of the firms. The human resource aspect [as a critical unit] of the post-acquisition process may have not been well emphasized. What has been generally discussed in the study is the transformative business value in divestment schemes referring to capital investments and fixed asset liquidation. It could be reflected that the capital investment and fixed asset liquidation are the critical factors in the divestment schemes as the primary resource of merging stakeholder. It could be suggested that the â€Å"potentially detrimental impact† [as also pointed out by Capron] could be referred to the human resources or labor force in a diversified industry. The merging stakeholder in Capron’s findings were much given relevance on how they could effectively perform in targeting their post-acquisition and redeployment, in which the study itself envisions to complement the performance capabilities of the stakeholders. At this point, we may re-examine Capron’s â€Å"theoretical model† as giving more â€Å"weight† to the envisioning of transnational and multi-national enterprises in furtherance of globalization, in which the continuing divestment scheme competes in the large scale economy of labor market and capital build-up. We may then conclude that Capron’s findings could be re-examined with further studies relating to human resources re-deployment or deployment on its horizontal development complementing the diversification of industries, in which the parallelism envisions both human and capital divestment. Section B Morrison’s bid to Safeway The electronic magazine of the Financial Times on its December 8th 2003 issue at the www. ft. com web site has published the news article of Richard Milne entitled: ‘Countdown Starts for Morrison’s Bid for Safeway’. According to the news article, the Morrison Supermarket bided 21 days from its competitors, such as Tesco, J. Sainsbury and Asda-WalMart, following the UK government’s offer to sell the Safeway supermarket. The UK Department of Trade and Industry disclosed that â€Å"Morrison was willing to sell its 53 stores if acquisition of Safeway is successful† (Richard Milne 2003; in Ft. com 2008). Morrison’s negotiation was favored by the UK Competition Commission that disqualified the three major competitors from the bidding and upheld Morrison to takeover Safeway with a share of 219-1/2 from the 279-1/2, in which Safeway acknowledged the buy out. In a follow up report in 2004, after a year of the buy out, the Safeway has gained 40% of sales growth. Financial analysts claimed that Safeway has â€Å"migrated customers† to Morrison supermarket, as it cited that â€Å"quality of sales has gone better because Morrison has stopped the Safeway policy of rolling deep discounts† (Martin Dickson 2004; in Ft. com 2008). Perception of the issue Morrison’s takeover of Safeway supermarket has gauged the situation of significant financial divestment venture. The business potentials of Safeway [being an established supermarket that solely competes with Tesco, J. Sainsbury and Asda-WalMart] were the â€Å"strong intent† of financial divestment of Morrison to even offer the sell of its 53 stores. The financial divestment of Morrison could be relating Capron’s findings on the â€Å"horizontal acquisition† of merging stakeholders by way of capital investments through diversified assets. In which case, the Safeway supermarket has found by Morrison as a â€Å"potential divestiture† that shall absorb the vulnerability from tough competitors. The merging of stakeholder through a buy-out or takeover of an established investment [like Safeway] may have validated Capron’s theory of â€Å"post-acquisition and redeployment†, in which Morrison has able to â€Å"contain† the migratory customers and could further develop the acquisition performance of divesting financial investments. The divestment process of Morrison’s takeover to Safeway has likewise described Capron’s finding on merging firms that engages in the economy of scale. One that Morrison has learned from the Safeway’s enterprise approach on rolling deep discounts, wherein it found to be defeating the â€Å"selling schemes†. Thus, managing the risks in â€Å"horizontal acquisition† has gained Morrison’s capability to undertake strategic competition that transformed the â€Å"old Morrison business† through the new outfit of Safeway supermarket. It may be then generally perceived that Capron’s theory on â€Å"horizontal acquisition† has transformative business value in enhancing the financial investment and liquidating a frozen asset [like Morrison’s 53 stores that are non-performing], of which a â€Å"unilateral† financial divestment scheme in managing risk investment, that is vulnerable to tightened competition, gains flexibility upon acquiring an established business venture. However, this assumption is perceptive of a challenge to the continuing financial divestment of core industries in the global market. List of References Capron, L. (1999) ‘The Long-Term Performance of Horizontal Acquisition’. Strategic Management Journal, pp. 987-1018, John Wiley & Sons, Ltd. , CCC 0143– 2095/99/110987–32. Dickson, M. (2004). ‘Companies UK: Safeway Sale’. The Financial Times (2008). [online] available from [14 June 2008] Milne, R. (2003). ’ Countdown Starts for Morrison’s Bid for Safeway’. The Financial Times (2008). [online] available from [14 June 2008]

The Harmful Effects Of Overusing Technology - 1546 Words

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We are unable to function without it. Americans are greatly over using technology allowing it to take part in almost every aspect of their lives. Shure technology has made life easy; but, it has also affected us in many negative ways such as making us lazy, taking our jobs, and making our world more dangerous. Ever since technology was invented we are becoming lazier with every year that passes. To look back on our ancestors, recognizing all they have achieved without technology and how they survived with only the help ofShow MoreRelatedEffects Of Overuse Of Technology On Human Health1253 Words   |  6 PagesEffects of overuse of Technology on Human Health Technology has become a major part of human activities today. People engage in different activities through the use of technology for communication, traveling, and different devices used in every career. Despite the fact that technology has eased the performance of different tasks, it has a detrimental effect on human health. 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