Canterbury tale and medieval art Essay Example for Free

Canterbury tale and medieval art Essay Tale and Art in middle Ages The Middle Ages have been regarded as extending approximately from the end of fifth century AD to 1600s. The Middle Ages were a society significantly more civilized and developed than previous times. Some sections of Italian society had begun to mimic the art and philosophy of ancient Greece, but commonly in Italy and Europe, generally no all-pervading change had occurred. The Canterbury Tale is a story written by Geoffrey Chauser in Middle English. It is the story of a group of thirty people who are all from different occupation. They told each other stories to kill time when traveling to Canterbury. In the Canterbury Tale, an illustration of the Medieval Christian church is presented. When talking about the church, it cant be considered separately. The church has to always be related to social, economic and political context of that period because people in that society gather in groups, make religious and church. Moreover those people create these tales of a pilgrimage of Canterbury. One of the stories in the Canterbury Tale, The Pardoners Tale, is the story of churchs corruption. The story was made to parody the Western Schism, churchs greed. At the time when the tale was written, the church was corrupted by spread of the unrestricted sale of indulgences by pardoners. Popes sold the indulgences, which were suppose to forgive peoples sins. The Pardoner, the main character in the Pardoners Tale preaches to villagers about sin and collects money. When telling the story, the Pardoner gives an example f three rioters who commit sins and show what happened because of them committing sins. He uses this story to emphasize morals to the audience, however, it is ironic that even if the Pardoner is kind of a bishop who gives sermons to the villagers, he is as corrupted as the rioters. His purpose is to gather money from the villagers, not to correct the sins. Chaucer used a certain character like Pardoner in the Pardoners Tale, to represent one of the many popes who were ruined by greed. I chose this art piece depicting Chaucers Pardoners tale. It is a carved wooden anel made of Elmwood with scenes from the story. It is describing the part when the three rioters found gold. They planned how to divide it but their greed to get it all themselves caused their downfall. The left-hand panel shows a man buying wine and putting poison in it to kill the other rioters, so that he could take all the gold. In the central panel, the other two attack the man who comes with the wine, and stab him to death. In the right hand panel the murderous pair sit down and drink the poisoned wine. Eventually, their greed leads all of them to their death. This art work describes the story so precisely that people who lived in that era, who were illiterate, could have been able to understood what Chaucer wanted to say, and fgure out what was wrong about church by looking at the art works. After they get aware of the churchs corruption and popes they were into, by learning through the story from the artworks, people might have tried to find solution for the corrupted situation. In this way, it can be said that artwork might have succeed in giving people in that period, a new perspective tor what they were believing at.

Different Types of Database Management System Essay Example for Free

Different Types of Database Management System Essay A database can be a set of flat files stored on computer tape or disk or it could consist of database tables that are managed by a Database Management System (DBMS). There are different types of DBMS products: relational, network and hierarchical, multidimensional, object. The most widely commonly used type of DBMS today is the Relational Database Management Systems (RDBMS). Database management systems (DBMS) are designed to use one of five database structures to provide simplistic access to information stored in databases. The five database structures are: the hierarchical model, he network model, the relational model, the multidimensional model, and the object model. Inverted lists and other methods are also used. A given database management system may provide one or more of the five models. The optimal structure depends on the natural organization of the applications data, and on the applications requirements, which include transaction rate (speed), reliability, maintainability, scalability, and cost. Hierarchical Model The hierarchical data model organizes data in a tree structure. There is a hierarchy of parent and child data segments. This structure implies that a record can have repeating information, generally in the child data segments. Data in a series of records, which have a set of field values attached to it. It collects all the instances of a specific record together as a record type. These record types are the equivalent of tables in the relational model, and with the individual records being the equivalent of rows. To create links between these record types, the hierarchical model uses Parent Child Relationships. These are a 1:N mapping between record types. This is done by using trees, like set theory used in the relational model, borrowed from maths. For example, an organization might store information about an employee, such as name, employee number, department, salary. The organization might also store information about an employees children, such as name and date of birth. The employee and children data forms a hierarchy, where the employee data represents the parent segment and the children data represents the child segment. If an employee has three children, then there would be three child segments associated with one employee segment. In a hierarchical database the parent-child relationship is one to many. This restricts a child segment to having only one parent segment. Hierarchical DBMSs were popular from the late 1960s, with the introduction of IBMs Information Management System (IMS) DBMS, through the 1970s. The hierarchical structure was used in early mainframe DBMS. Records’ relationships form a treelike model. This structure is simple but nonflexible because the relationship is confined to a one-to-many relationship. IBM’s IMS system and the RDM Mobile are examples of a hierarchical database system with multiple hierarchies over the same data. RDM Mobile is a newly designed embedded database for a mobile computer system. The hierarchical structure is used primarily today for storing geographic information and file systems. Network Model The popularity of the network data model coincided with the popularity of the hierarchical data model. Some data were more naturally modeled with more than one parent per child. So, the network model permitted the modeling of many-to-many relationships in data. In 1971, the Conference on Data Systems Languages (CODASYL) formally defined the network model. The basic data modeling construct in the network model is the set construct. A set consists of an owner record type, a set name, and a member record type. A member record type can have that role in more than one set, hence the multiparent concept is supported. An owner record type can also be a member or owner in another set. The data model is a simple network, and link and intersection record types (called junction records by IDMS) may exist, as well as sets between them . Thus, the complete network of relationships is represented by several pairwise sets; in each set some (one) record type is owner (at the tail of the network arrow) and one or more record types are members (at the head of the relationship arrow). Usually, a set defines a 1:M relationship, although 1:1 is permitted. The CODASYL network model is based on mathematical set theory. The network structure consists of more complex relationships. Unlike the hierarchical structure, it can relate to many records and accesses them by following one of several paths. In other words, this structure allows for many-to-many relationships. Relational Model (RDBMS relational database management system) A database based on the relational model developed by E. F. Codd. A relational database allows the definition of data structures, storage and retrieval operations and integrity constraints. In such a database the data and relations between them are organised in tables. A table is a collection of records and each record in a table contains the same fields. Properties of Relational Tables: Values Are Atomic Each Row is Unique Column Values Are of the Same Kind The Sequence of Columns is Insignificant The Sequence of Rows is Insignificant Each Column Has a Unique Name Certain fields may be designated as keys, which means that searches for specific values of that field will use indexing to speed them up. Where fields in two different tables take values from the same set, a join operation can be performed to select related records in the two tables by matching values in those fields. Often, but not always, the fields will have the same name in both tables. For example, an orders table might contain (customer-ID, product-code) pairs and a products table might contain (product-code, price) pairs so to calculate a given customers bill you would sum the prices of all products ordered by that customer by joining on the product-code fields of the two tables. This can be extended to joining multiple tables on multiple fields. Because these relationships are only specified at retreival time, relational databases are classed as dynamic database management system. The RELATIONAL database model is based on the Relational Algebra. The relational structure is the most commonly used today. It is used by mainframe, midrange and microcomputer systems. It uses two-dimensional rows and columns to store data. The tables of records can be connected by common key values. While working for IBM, E. F. Codd designed this structure in 1970. The model is not easy for the end user to run queries with because it may require a complex combination of many tables. Multidimensional structure The multidimensional structure is similar to the relational model. The dimensions of the cube-like model have data relating to elements in each cell. This structure gives a spreadsheet-like view of data. This structure is easy to maintain because records are stored as fundamental attributes in the same way they are viewed and the structure is easy to understand. Its high performance has made it the most popular database structure when it comes to enabling online analytical processing (OLAP). Object/Relational Model Object/relational database management systems (ORDBMSs) add new object storage capabilities to the relational systems at the core of modern information systems. These new facilities integrate management of traditional fielded data, complex objects such as time-series and geospatial data and diverse binary media such as audio, video, images, and applets. By encapsulating methods with data structures, an ORDBMS server can execute comple x analytical and data manipulation operations to search and transform multimedia and other complex objects. As an evolutionary technology, the object/relational (OR) approach has inherited the robust transaction- and performance-management features of it s relational ancestor and the flexibility of its object-oriented cousin. Database designers can work with familiar tabular structures and data definition languages (DDLs) while assimilating new object-management possibi lities. Query and procedural languages and call interfaces in ORDBMSs are familiar: SQL3, vendor procedural languages, and ODBC, JDBC, and proprie tary call interfaces are all extensions of RDBMS languages and interfaces. And the leading vendors are, of course, quite well known: IBM, Inform ix, and Oracle. The object oriented structure has the ability to handle graphics, pictures, voice and text, types of data, without difficultly unlike the other database structures. This structure is popular for multimedia Web-based applications. It was designed to work with object-oriented programming languages such as Java. Object-Oriented Model Object DBMSs add database functionality to object programming languages. They bring much more than persistent storage of programming language objects. Object DBMSs extend the semantics of the C++, Smalltalk and Java object programming languages to provide full-featured database programming capability, while retaining native language compatibility. A major benefit of this approach is the unification of the application and database development into a seamless data model and language environment. As a result, applications require less code, use more natural data modeling, and code bases are easier to maintain. Object developers can write complete database applications with a modest amount of additional effort. The object-oriented database (OODB) paradigm is the combination of object-oriented programming language (OOPL) systems and persistent systems. The power of the OODB comes from the seamless treatment of both persistent data, as found in databases, and transient data, as found in executing programs. In contrast to a relational DBMS where a complex data structure must be flattened out to fit into tables or joined together from those tables to form the in-memory structure, object DBMSs have no performance overhead to store or retrieve a web or hierarchy of interrelated objects. This one-to-one mapping of object programming language objects to database objects has two benefits over other storage approaches: it provides higher performance management of objects, and it enables better management of the complex interrelationships between objects. This makes object DBMSs better suited to support applications such as financial portfolio risk analysis systems, telecommunications service applications, world wide web document structures, design and manufacturing systems, and hospital patient record systems, which have complex relationships between data.

Review - Revolting Librarians Redux: Radical Librarians Speak Out :: Essays Papers

Review - Revolting Librarians Redux: Radical Librarians Speak Out Who can resist a book with a chapter titled, "Labia Lumps, Chunky Discharge, and Other Things They Never Taught Me in Library School"? Released this past summer, Revolting Librarians Redux: Radical Librarians Speak Out takes no prisoners as its contributors ponder everything from the backtracking of '60s values by ALA's baby boomers to librarian imagery in erotica. This edited volume is a sequel to a 1972 self-published book titled Revolting Librarians. The original is worth checking out for its historical value alone. The editors of the 2003 volume, Katia Roberto and Jessamyn West gathered essays from ten of the original writers from the 1972 book for this version and it is interesting to see what thirty years has done to these radical librarians. The book contains some of what you would expect in a book by revolting librarians. There are the requisite essays on the suppression of civil liberties through the Patriot Act along with essays detailing the problem of cultural representation in the Library of Congress Subject Headings. And of course, there's something both by and about Sandy Berman, a living legend among progressive librarians. But there are also quite a few surprises. Ever curious about the astrological breakdown of librarians? You'll find an extensive article complete with enough statistics to make you break out your notes from IRLS 506. [Leos dominate the field, with Aquarians an astrological minority.] Another notable essay concerns what services librarians can offer to day laborers. From my perspective as a library graduate student, however, my attention was drawn to the section titled "Library School is Revolting." This collection of essays explores questions such as "Are we really learning the practical skills necessary to be librarians, such as public relations and professional writing?" and "Is accreditation really a big deal?" While I felt fortunate that some of the not-so-subtle digs at library schools didn't really apply too heavily to SIRLS, some of it is familiar enough to make you laugh (or cry). I also felt myself drawn to essays that dealt with the everyday work lives of these revolting librarians. I have not been in the library world my whole life. In fact, I applied to library school less than one month after the idea of becoming a librarian occurred to me for the very first time. Any writings that describe the "real world" of librarianship, therefore, pique my interest.

College Professors Essay -- College Professors Types Essays

College Professors   Ã‚  Ã‚  Ã‚  Ã‚  The first day of class for a college student is like drawing cards in a poker game. Just as the cards that one receives determines their outcome in poker, the types of professors a student gets on the first day will determine the success of their year. The difference between a helpful and a harmful professor can easily result in a much lower grade. College professors have a wide range of personalities and backgrounds. However, professors fall into one of 3 categories: helpful, malicious, or uncaring.   Ã‚  Ã‚  Ã‚  Ã‚  One type of professor in the college system is the helpful professor. This professor can be recognized right away by their smile and joyfulness in the classroom. These professors give upbeat and interesting lectures, and are always looking for the classes input to make sure they comprehend. These professors are always willing to chat with a student. Be it after class or in office hours, the helpful professor will always take time out to talk to the student about the given subject, college matters, or even problems of life that do not even have bearing on the subject. Tests in the helpful professor’s class are never difficult if one know the subject matter. The professor understands how stressful testing can be and is only interested in seeing whether or not the student grasped the facts presented to them. Good students receive good grades in the helpful professor’s class. Those professors appreciate hard work and duly reward it. The best kind... College Professors Essay -- College Professors Types Essays College Professors   Ã‚  Ã‚  Ã‚  Ã‚  The first day of class for a college student is like drawing cards in a poker game. Just as the cards that one receives determines their outcome in poker, the types of professors a student gets on the first day will determine the success of their year. The difference between a helpful and a harmful professor can easily result in a much lower grade. College professors have a wide range of personalities and backgrounds. However, professors fall into one of 3 categories: helpful, malicious, or uncaring.   Ã‚  Ã‚  Ã‚  Ã‚  One type of professor in the college system is the helpful professor. This professor can be recognized right away by their smile and joyfulness in the classroom. These professors give upbeat and interesting lectures, and are always looking for the classes input to make sure they comprehend. These professors are always willing to chat with a student. Be it after class or in office hours, the helpful professor will always take time out to talk to the student about the given subject, college matters, or even problems of life that do not even have bearing on the subject. Tests in the helpful professor’s class are never difficult if one know the subject matter. The professor understands how stressful testing can be and is only interested in seeing whether or not the student grasped the facts presented to them. Good students receive good grades in the helpful professor’s class. Those professors appreciate hard work and duly reward it. The best kind...

Succubus Revealed Chapter 7

No matter what shape he wore, Bastien always managed the same kind of smile – warm and infectious. I was grinning as I hugged him, too overwhelmed to form any other logical greeting or even ask why he was here. The last time I'd seen Bastien had been in Seattle last fall. He'd come to town to help discredit a conservative radio host and had succeeded (thanks to me), earning him accolades from our superiors. I'd lost touch with him shortly thereafter and had thought he'd been transferred to Europe or the East Coast. Maybe he had been, but he was here now. The full impact of Luis's earlier words came back to me as I stepped away from Bastien. â€Å"Wait. You're the other new employee?† Bastien's grin widened. He loved being able to shock and surprise me. â€Å"Afraid so, Fleur. I moved here a week ago, and our employer was kind enough to put me up here while I look for a place of my own.† He swept Luis a gallant bow. Luis nodded back, clearly enjoying the scenario he'd created. â€Å"Which, hopefully, you'll do soon. Accounting isn't going to let me get away with this place forever.† Bastien nodded gravely. â€Å"I've already scouted a couple of potential locations.† â€Å"And,† I teased, â€Å"Bastien doesn't even really need to find his own place. He could go out tonight, smile at the right people, and have a dozen rich women more than happy to give him a place to stay.† His current body looked to be in its late twenties, with sun-streaked brown hair and hazel eyes. It was pretty cute, but even if he'd looked hideous, he could still have talked himself into someone's heart. He was just that good. â€Å"Is that an invitation?† Bastien asked. â€Å"Because I have no plans for tonight.† â€Å"Well, you do now,† said Luis. â€Å"I figured you and Georgina would want to catch up, and you can give her your impressions of the city so far – which are all good, of course.† â€Å"Of course,† Bastien and I said in unison. â€Å"Also, I'd like her to meet Phoebe and maybe some of the other succubi,† Luis continued. â€Å"Ah, Mademoiselle Phoebe.† Bastien nodded his head approvingly. â€Å"An exquisite creature. You'll adore her.† â€Å"You apparently do,† I said. Succubi and incubi hooked up sometimes but generally stuck to humans for romantic liaisons. Bastien, however, had a particular penchant for my kind. He made a face. â€Å"None of my charms seem to be working on her. She says that I'll never be as infatuated with anyone else as much as I am with myself, so there's no point in her getting involved.† I laughed. â€Å"I like her already.† â€Å"Then it's settled.† Luis moved toward the door. â€Å"I have some business to take care of, but I'll see you before you leave. In the meantime, I trust Bastien will show you a good time. Don't hesitate to call me if you need anything.† Luis snapped his fingers, and a small business card appeared in his hand. He handed it to me. It was still warm. â€Å"Thanks, Luis,† I said, giving him a quick hug. â€Å"I appreciate everything you've done.† Luis nodded gravely. â€Å"I know you're not thrilled about this transfer, but I really, really would like for you to be happy here.† He left, and Bastien and I stood there in silence for a few moments. â€Å"You know,† I said at last, â€Å"in the years I've been in Seattle, I don't think Jerome has ever told me to call him if I needed anything.† Bastien chuckled as he walked over to a small but well-stocked bar. â€Å"Luis is quite exceptional from what I've seen so far. I was lucky to end up here. You too.† â€Å"Yeah. We're all lucky, aren't we?† I crossed my arms and leaned against the wall by the war. â€Å"How did you end up here?† â€Å"The same way any of us end up anywhere. I was living in Newark until I got the transfer order a couple days ago. Here I am.† I frowned. â€Å"I thought you said you'd been here a week?† â€Å"Week, a few days. I don't know. I admit, I've been kind of intoxicated since I arrived. It was recent, that's all. And a surprise.† â€Å"So was mine,† I murmured. â€Å"Astonishingly so. And now you're here too. It's kind of weird.† â€Å"Is it?† He emptied a martini shaker into two glasses. â€Å"We've worked together before. Figures that it would happen again.† I accepted the glass he offered me. â€Å"I suppose so. But still . . . the number of times we've ended up together has been pretty amazing. For it to happen again is a huge coincidence.† I took a sip and nodded approvingly. He'd used Grey Goose. â€Å"Maybe it's not a coincidence. They keep track of our performance records. They probably know we work well together.† I hadn't considered that. â€Å"You think they'd actually place us together because of that? To get results? I mean, I'm still trying to figure out why I was even transferred at all.† â€Å"There doesn't have to be a reason, not with them.† â€Å"I know. One theory about me being here is that I haven't been all that great of a succubus.† â€Å"Ah, then there you are. They sent you to me because they know what a good influence I am on you.† â€Å"Bad, you mean.† His eyes twinkled. â€Å"This is going to be a lot of fun having you here. I haven't even gambled yet, and already I feel like I hit the jackpot.† He knocked back his drink. â€Å"Finish that, and let's go have some fun. I know a great place for lunch. We'll go there and then hit some games of chance.† It felt weird going out on the town, especially so early in the day. I'd become too subdued in my Seattle life, I realized. I'd done such a good job at playing human that I'd forgotten what it was like to think like a succubus. Why not live it up in daylight? This was technically a business trip, but the point was to scope out the place of my future employment. I'd been here lots of times before, but this was the first time I really and truly studied the city through the eyes of an â€Å"on the clock† succubus. Again, I was struck by that earlier, heady sense: easy, so amazingly easy. We caught a cab, and Bastien gave instructions for us to go to Sparkles. I ran through my mental list of Las Vegas attractions and came up empty. â€Å"I've never heard of that,† I said. â€Å"It sounds like a strip club.† â€Å"Nah, it's a brand-new hotel and casino,† Bastien told me. â€Å"So shiny and new, in fact, that it just opened a couple of weeks ago, and already it's a hit.† â€Å"Why's it called Sparkles?† I asked. He grinned. â€Å"You'll see.† The answer was obvious once we got there. Everything was, well, sparkly. The exterior sign was a riot of glittering, chasing lights that should've had a seizure warning affixed to it. Everyone who worked in the hotel and casino wore elaborately sequined outfits, and all the decor was done in brightly colored metallic and glittering surfaces. Paired with the flood of flashing lights already found in a casino, the entire spectacle was hard on my eyes at first. Yet, despite what could've easily degenerated into tackiness, there was still something in the feel of the place that radiated luxury. Sparkles was over the top, yes, but in a good way. â€Å"Here,† said Bastien, leading me through the maze of the casino. â€Å"There's a little less sensory overload where we're going.† Opposite the side we'd entered in was a doorway dominated by a sign reading DIAMOND LOUNGE. With a name like that, I expected strippers and more glitz but instead found myself in a quiet and much more tastefully subdued establishment. Crystal chandeliers and wineglasses provide the only sparkle here. Everything else in the restaurant was warm, honey-colored wood and red velvet. When we were seated at our table, Bastien said to the waitress, â€Å"Can you tell Phoebe that Bastien is here?† I gave him a wry look once we were alone. â€Å"I see how it is. Here I thought you were going out of your way to take me somewhere nice. You're just here to visit your crush.† â€Å"That's merely a perk,† he told me easily. â€Å"The food here really is excellent. And Luis wants you to meet Phoebe too, remember? Don't worry, you'll like her.† I made no effort to hide my skepticism. â€Å"I don't know, Bastien. I can count on one hand how many succubi I've actually liked over the years. At best, they're tolerable and semiamusing, like Tawny.† At worst – and more often than not – succubi were raving bitches. Me excluded, of course. â€Å"Just wait and see,† he said. We didn't have to wait long because a couple minutes later, I felt the wash of a succubus aura come over me, one reminiscent of orange blossoms and honey. A tall, willowy woman in a black and white uniform appeared, carrying a tray with our cocktails on it. The employees here didn't have to match the glitzy attire of their hotel brethren. She set the cocktails before each of us with a grace and fluidity that was almost too much for this establishment. It reminded me of something more suited to the serving halls of kings from long ago – which, I suspected, she had probably known very well. â€Å"Ah, Phoebe,† Bastien sighed dreamily. â€Å"You are a vision, as always. Come meet our newest colleague.† She gave him the look one has when indulging a ridiculous child and sat down in one of our table's empty chairs. Her dark blond hair was pulled back into a neat ponytail, revealing high cheekbones and long-lashed green eyes. â€Å"Oh, Bastien, don't start in on the vision stuff. It's far too early in the day.† She extended a polite hand to me. â€Å"Hello, I'm Phoebe.† â€Å"Georgina,† I said, shaking the offered hand. â€Å"Whatever Bastien's told you, only believe half of it.† She reconsidered, eyeing him carefully. â€Å"Make that a third.† â€Å"Hey,† exclaimed Bastien, with mock incredulity. â€Å"I resent that. As if I would ever lie to two such treasures as yourselves !† â€Å"Bastien,† said Phoebe dryly. â€Å"You'll lie to anything female if you think it'll get you in their pants faster.† I laughed in spite of myself, earning me another wounded look from Bastien. â€Å"Fleur, you know that's not true. You've known me longer than anyone.† â€Å"Which is exactly why I know it is true,† I replied solemnly. Bastien muttered something uncomplimentary in French and was saved further indignation when Phoebe's colleague returned to take our order. Phoebe, with our permission, ordered for us, requesting some â€Å"specials† that weren't on the menu. â€Å"Are you a cook here?† I asked her. â€Å"Bartender,† she replied, clasping her hands and resting her chin on them. â€Å"Gives me something to do until the show starts.† â€Å"Show?† Bastien's earlier dismay was gone, replaced with an expression of supreme smugness. â€Å"You see, Fleur? I told you I had a good reason for coming here. My lady Phoebe here is a . . .† He paused delicately. â€Å"Is it still polite to say ‘showgirl'? I can never keep track of what's PC anymore. It took me ages to figure out why I kept getting in trouble for calling career women ‘working girls.' â€Å" Phoebe laughed. â€Å"Yes, ‘showgirl' is fine.† I felt myself sitting up straighter. â€Å"You're a dancer? Where do you perform?† â€Å"Here,† she said. â€Å"Or, well, I will in a couple months. It hasn't opened yet.† â€Å"What kind is it?† I asked. â€Å"I mean, is there a theme?† â€Å"It's a full-fledged Vegas music-dance extravaganza. Exactly what you'd expect from a place called Sparkles. Rhinestones everywhere. Scanty, but not topless.† She tilted her head, regarding me with interest. â€Å"Are you a dancer?† â€Å"I dance,† I said modestly. â€Å"I haven't done full stage performances in a very long time, though. I'm out of practice.† Bastien scoffed. â€Å"That's nonsense. Fleur can pick up any routine. She used to bring the dance halls of Paris to their knees.† â€Å"Yeah,† I said. â€Å"A long time ago.† â€Å"Are you interested in being in it?† asked Phoebe, face serious. â€Å"They're still scouting. I can get you an audition. Although . . . you might want to make yourself taller.† â€Å"I . . . I don't know,† I said, suddenly feeling overwhelmed. â€Å"I mean, my transfer doesn't take place until next month. . . .† Phoebe was unconcerned. â€Å"I don't think Matthias would mind. He's the company manager. In fact . . .† She glanced at her watch. â€Å"He'll be around in another hour or so. I can take you to meet him.† â€Å"She'd be happy to,† said Bastien. â€Å"I'm sure she can answer for herself, monsieur,† replied Phoebe tartly. I chuckled at seeing Bastien dressed down again. â€Å"I'd love it. That'd be great.† Phoebe left us as our food began arriving, promising to return at the end of our meal. Everything she'd ordered for us was amazing, and I fretted over eating so much since I wasn't entirely sure if this meeting with the company manager would turn into a full-fledged audition. â€Å"Lovely, isn't she?† asked Bastien. â€Å"She is,† I agreed. â€Å"You were right.† What I found more astonishing than having the chance to dance in a Las Vegas show was that Phoebe was responsible for orchestrating it – and had seemed genuinely happy to do so. In my experience, succubi would jealously guard those kinds of positions, keeping out the competition. â€Å"I have no doubt you'll dance your way right into this Matthias's heart,† Bastien mused. He gave a mournful sigh. â€Å"Would that I could dance so easily into Phoebe's heart.† â€Å"She's too smart for you,† I said. â€Å"She knows your tricks.† â€Å"Of course she does. I'd think that would be half the appeal.† He paused to finish off the last of his cocktail. â€Å"Speaking of bizarre attractions . . . I'm totally behind in what's transpiring in your Northwestern world. Are you still joined at the hip with that introverted mortal?† â€Å"Literally and figuratively,† I told him. Thinking of Seth diminished some of my earlier good mood. â€Å"This transfer . . . it was kind of a shock. I don't know how it's going to affect our relationship.† Bastien shrugged. â€Å"Bring him here.† â€Å"It's a little more complicated than that.† â€Å"Not if he wants you badly enough. Here.† Bastien waved to get the waitress's attention. â€Å"Have another round with me. That'll fix everything.† â€Å"Not when I might have to dance soon!† But I shared the round anyway and found my cheerfulness returning. It was hard not to with Bastien. I'd known him for a long time, and there was something so easy and comforting about being in his presence. We swapped stories and gossip on immortals we knew, and I got the scoop on some of the more colorful ones I'd eventually be meeting here in Las Vegas. Phoebe returned just as we were paying the bill, having swapped her work attire for casual dance clothing. She led us back through the labyrinthine glitz of the casino and into the quieter and much more subdued back halls of the building. They in turn led to a backstage door to the casino's theatre, which wasn't yet open to the public. We found the vast space empty, save a couple guys installing tables in the seating area. The pounding of their hammers echoed through the room. A moment later, I did a double take when I saw a man sitting off to the side of the stage, so still I'd hardly noticed him. He glanced up from a sheaf of papers at our approach. â€Å"Phoebe,† he said. â€Å"You're early.† â€Å"I wanted to introduce you to someone,† she said. â€Å"Matthias, these are my friends Bastien and Georgina. Georgina's moving here next month.† Matthias looked like he was in his late twenties, early thirties at most, and had sandy blond hair in need of a haircut. There was something cute about its disheveled state, and he took off wire-rimmed glasses to peer up at me. I couldn't help but think Ian would've liked those glasses, but unlike Ian, Matthias probably needed them. Matthias blinked a couple of times, and then his eyebrows rose in surprise. â€Å"You're a dancer,† he said to me. â€Å"Er, yeah, I am. How'd you know?† Per Phoebe's suggestion, I'd made myself put on some height while we were walking down the back halls, but that was hardly enough to tip him off. Matthias got to his feet and studied me up and down, not in a leering kind of way . . . but more like how someone assesses the value of a piece of art. â€Å"It's in how you walk and stand. There's a grace to it. An energy. It's exactly what she does.† He nodded toward Phoebe. â€Å"Are you guys sisters?† â€Å"No,† said Phoebe. â€Å"But we've taken some of the same classes.† Bastien choked on a laugh. Matthias was nodding, completely enraptured. He picked up his papers and flipped through the pages. â€Å"Yes . . . yes . . . we could definitely use you here and here.† He paused, checking a few more places. â€Å"And here. Maybe even here.† He jerked his head up, blue eyes alight and excited. â€Å"Let's see what you can do. Phoebe – do the opening part of the second number.† Phoebe responded instantly, springing to center stage and instantly falling into line as Matthias began counting off beats. When they finished, he looked at me expectantly. â€Å"Now you do it.† I started to point out that I was in heels and a dress but then realized showgirl attire probably wouldn't be too different. I took a spot near Phoebe and mirrored her as Matthias counted again. We repeated the combination, and by the third time, I hardly had to look at her to get the steps. He directed her to a different number, slightly more complicated, and a similar performance ensued as I sought to match her. When we finished, he clicked his tongue in approval. â€Å"Amazing,† he said. â€Å"You guys need to tell me where you trained so that I can recruit all your classmates.† Turning back to his papers, he began scribbling notes. â€Å"Phoebe, can you lend her some clothes for practice? Not that it'll affect her performance, of course, but I imagine she'd be more comfortable in something else for two hours of rehearsal.† Phoebe winked at me. â€Å"I'm pretty sure we can get her a change of clothes.† I glanced between her and Matthias. â€Å"Rehearsal?† â€Å"Sure,† said Matthias, still not looking up. â€Å"That's what we do to get ready for performances around here.† â€Å"You want to be in the show, don't you, Lucy?† teased Bastien. â€Å"I understand . . . but I'm not moving to Las Vegas until January,† I explained. â€Å"I have to go home tomorrow night.† Matthias finally glanced up briefly from his beloved notes, seeming as pained as Seth often was when interrupted while writing a book. â€Å"You're here right now, aren't you? Might as well get started. Unless you've got something else going on?† I looked helplessly at Bastien and Phoebe, who were grinning like idiots. The incubus slung a friendly arm around me. â€Å"Of course she doesn't.† After a moment's hesitation, I gave a slow nod, still a little overwhelmed at how fast things were moving here. â€Å"I . . . I'd love to rehearse.†

Nike ERP Implementation

What are the failure factors for the first NIKE-12 ERP-SCM implementation? All ERP implementations have risks associated that can lead to failure situations. The complexity of ERP systems together with demanding business environment, represent big challenges for companies when implementing an ERP. In the case of Nike, the situation is even more challenging because of the worldwide ERP deployment, and the large and complex scope of the project.Inevitably, and like all ERP implementations, Nike-i2's project faced complications at the different stages of he implementation cycle but those complications could have been minimized if the so called â€Å"Critical Success Factors† (CSF)I had been planned and managed properly. Using the 5 stages structure proposed in the report â€Å"Drawing Competitive Advantage through Successful ERP Implementation Projects†2, the failure factors are analyzed in detail in the following sections.First stage of implementation (project preparation ): One of the failures in the Nike-i2 ERP implementation was the lack of Formalized project plan/schedule. Feeling the market pressures, Nike did not commit to a isciplined plan and rushed up ERRS implementation, by â€Å"began to input data for its forthcoming Spring 2001 line when the system was still to stabilize†3 , giving reason to the opinions that projects cannot be driven by external deadlines4.Industry experts also warned about the boomerang effect (tight and unrealistic deadlines would come back in low quality results in the future) but Nike felt â€Å"12 technology was smaller and therefore easier to implement†. The result was the project failure and a financial storm (reduced profits) in the following financial periods. The executive eam as the responsibility to define the mission and scope of the project by analyzing the project business benefits and goals, and aligning them with strategic business goals.It is clear that in this case, Nike's executives wer e too ambitious by trusting blindly in a forecast system that was not completely adequate to Nike's business model (model was order based and not demand forecast oriented). As stated in Cnet â€Å"12 had past success projects with big clients such as Boeing, Nortel Networks, Raytheon and WalMart.. proving that 12 software is not perfect, but if implementation s done correctly, with proper planning, investment and scheduling, it will work well. â€Å"5 Implementing software is not a goal by it itself, remaking the business with the help of software is.Nike business goal was to create an efficient global supply chain by reducing inventory and manufacturing cycle, and this was a large and complex goal, thus, the software implementation could not be taken as simple and easy as Nike's executives toke it, failing to give Sustained management support to the project. In the second stage of implementation (Business Blueprint) the failures were: Nike elied too much in the (supposed) power o f the forecasting technology and underestimated its impact on the business processes changes such as orders processing, raw materials purchasing, fabric production, and demand management.That impact also affected the way employees and partners used to work. Anytime companies changes employee's working habits, it can get difficult to them to adapt to the new reality, thus, an Effective organizational change management is critical. Nike tailed ensuring that this complex change got the right results by not integrating properly people, process and technology. Nike's business context was very complex (120000 SKUs, operations in all continents, four seasons product turn over and product life cycle very short), thus, a deep knowledge of this industry was critical when implementing new business processes and ERP systems.Despite previous supply chain applications were troublesome Nike hired 12 that was inexperienced in the footwear industry. This situation could have been avoided if Nike had appropriately used consultants by integrating third-party specialists with industry experience in the project's team. By not managing this factor, Nike took a big risk and ncreased the probabilities of failure. Nike's business requirements were too complex and over detailed (like footwear's forecasting for styles, colors, sizes).If Nike had appropriately used consultants and also had promoted User involvement and participation, those experts could had shared their know-how in the definition of business requirements more realistic and aligned with the real organizational needs. The failures in the third stage of implementation (Realization) were: â€Å"i2's software did not offer all the required functionalities†6. Usually, ERP systems do not provide all the functional requirements nd 12 system is not an exception. That's why, ERP vendors offer interfaces to communicate with third-party products.The problem with Nike implementation was that there was not an Critical Success F actors is a concept presented in the report â€Å"Drawing Competitive Advantage through Successful ERP Implementation Projects†, by Jos © Esteves – Instituto de Empresa (Spain) and Joan Pastor Universitat Internacional de Catalunya, Barcelona (Spain) 2 ibid 3 SCM and ERP Software Implementation at Nike – From failure to success 4 http://www. cio. com/article/32335/Five_Lessons_Learned_from_Nike_s_i2_Debacle 5 ttp://news. cnet. om/i2-Nike-fallout-a-cautionary-tale/2100-1017_3-253829. html 6 SCM and ERP Software Implementation at Nike – From failure to success 1 adequate infrastructure and interfaces prepared in advance and tested before going live. The result was that the â€Å"Demand application and its planner did not integrate easily†¦ â€Å"7. Nike's demand for high customization was one of the main failures in this project. To Avoid ERP customization, Nike could have appropriately used consultants to reduce the need of very detail level forec asting (style, color, size).Consultants ould have brought also an experienced business vision, focus on ERP processes really needed to run Nike's business, alignment between Nike's requirements and ERP functionalities, and ERP best practices (including ‘2's recommendations and methodology) Forth stage (final preparation) is critically important to ensure the quality of the results, Nike's tailures were: To ensure that the ERP accomplishes the business requirements defined at the beginning of the project a Formalized testing plan is mandatory.In theory, this test plan should cover functional tests, data flow between ystems, user testing and performance tests. Nike did not perform any of those tests activities and the catastrophic results were: â€Å"System could not process large amounts of info. It was very slow and crashed†, â€Å"System could not handle thousands of variables to generate forecasts†, â€Å"Demand application and its planner did not integrate ea sily because different data formats. , â€Å"System sent inaccurate orders to manufactures and errors were not detected†8 In this phase, User involvement and participation, Adequate training program and Preventive troubleshooting are critical to guarantee that: the technical staff and end- sers know how to use the system; to prepare users to perform tests; and to prevent unexpected situations.These activities were not performed and under-evaluated by Nike as confirmed in the case: â€Å"it would work with requiring a pilot test†; â€Å"12 application was smaller†9; No communication between forecasting and inputs from sales and marketing; and no super users used in training. Data migration and data testing are crucial activities before system go-live because data is what really gives competitive advantage to a company and data is the core foundation for all business decisions, thus, an Adequate data migration process s essential. Analysts raised questions about a dequacy of information that Nike input into the system. â€Å"10, this means that Nike did not planned in advance the data activities (migration, conversion, cleaning, etc. ) and in the end the result was â€Å"Input data was estimated and didn't reflect the business reality, thus, forecasts could never be accurate†ll For the final stage (go live) Nike failed in: 0 Not giving sustained management support since â€Å"Executives did not hold review meetings, neither analyzed forecasting results†12.This transmitted a sense of no wnership and no own involvement to employees, resulting in no encouragement of system usage. From other point view, Nike also failed on the study of vendor's evaluation criteria: 0 According to the â€Å"six-stage model of the buying process for ERP software†13, one evaluation criteria is â€Å"Association with or the availability of third party vendor/ partners† and other criteria is â€Å"Qualifications, experience, and success i n delivering solutions to organizations of a similar size, complexity, and geographic scope†.It was clear that 12 did not had experience on the footwear industry and was not prepared or Nike's business complexity, so Nike should had decided for another vendor with industry knowledge or as an alternative to integrate 12 with a specialized third-party. 0 Nike seemed to desire the best-of-breed for each application area, ex: SAP for ERP, 12 for planning SCM, Siebel for CRM, etc. , which is not always the best option.As for 12, Nike knew that there were many disadvantages to choose this vendor, such as: 12 technology could not met all business requirements; data models were different between i2's demand and planner application raising integration problems with egacy systems; high effort was necessary to customization; there were 2 development and delivery cycles at the same time (one for 12 and other for SAP); and 12 had no experience in industry. A better option would have been t o integrate planning SCM with SAP from the very beginning, which turned out be what exactly happened atter the 12 Conclusion M project tailure.Nike-i2's ERP implementation failed in all stages of implementation on several CSF and also on the evaluation of the vendor. The failures were related mainly to project management and organizational factors proving that success is much related to eople and process and not Just technology. 7 SCM and ERP Software Implementation at Nike 10 11 12 13 – From failure to success ibid â€Å"A six-stage model of the buying process for ERP software† by Jacques Verville and Alannah Halingten 8 9 2.How do you evaluate the role of 12 in this process? Many factors which Nike failed to manage can also be applied for 12, resulting in a shared responsibility for the project failure. 0 12 did actually recommended Nike to â€Å"minimize customization to 10-15% of the software†14 but at the same â€Å"Nike and 12 worked together to incorpora te the desired hanges†. 1 5 This means, 12 agreed to do the changes when Nike insisted on high level of customization, thus, 12 also has responsibilities on the high customization failure.Responsibility could be different if the level of customization was written in the contract to be limited by 10%, and above that, 12 would not offer product guarantee. 0 The project did not have formal plan and no realistic deadlines. 12 as company, cannot be Just a software vendor, it must participate on the plan definition and monitoring. By accepting Nike's deadlines, 12 was also responsible for the delays nd for the low quality of the delivered software. 0 Nike began to input data while the system was not yet stable but 12 did not force Nike to stop this.A vendor must deliver his product when it is ready and according to negotiated deadlines. 0 12 did not have footwear industry knowledge but accepted to be part of the project, taking a big risk and being too ambitious like Nike was. The r esult was that 12 became overwhelmed with the business complexity and in the end the forecasts did not worked out as expected. 12 should had analyzed better Nike's business and industry, nd sub-contracted a third-party specialist in that industry. Nike did not use ‘2's implementation methodology; executives did not hold review meetings, neither analyzed forecasting results; there was no pilot test and no training. A vendor must also be part of the project management team to: define and negotiate formal deadlines, implementation phases, methodologies, tasks, roles, test plans, risk management plans, performance goals, etc. A vendor must assure that the contract is clear about: who owns the project; who is responsible for what; what resources will e available during the project; what are the expected benefits and results. 3.Describe the main problems associated with ERP software modification (short-term and long-term) Short-term 0 More time to implement a modified ERP compared w ith the time to implement an original ERP. 0 Higher costs during project's implementation to pay analysts to define customized business processes and to pay programmers to customize the new functionalities on the system. 0 Higher costs to run additional tests to guarantee customized functionalities work as expected and do not affect the original system apabilities. 0 Additional costs to train end-users on the customized functionalities.

Comparing the Utility of Bentham and Mill Essay - 1927 Words

Comparing the Utility of Bentham and Mill utility \U*tili*ty\, n. [OE. utilite, F. utilit[e], L. utilitas, fr. utilis useful. See Utile.] †¦ 3. Happiness; the greatest good, or happiness, of the greatest number, -- the foundation of utilitarianism. --J. S. Mill. Syn: Usefulness; advantageous; benefit; profit; avail; service. (www.dictionary.com) One of the major players in ethical theories has long been the concept of utilitarianism. Utilitarianism states that in general the ethical rightness or wrongness of an action is directly related to the utility of that action. Utility is more specifically defined as a measure of the goodness or badness of the consequences of an action (see quote by Mill above). For the†¦show more content†¦Though the terms act and rule utility came after the time of Bentham and Mill, it can still be noted that Bentham was clearly an act utilitarian and the Mill was a rule utilitarian. This paper will cover two subjects of discussion related to utility, Bentham, and Mill. The first is a consideration of the way in which Bentham goes about reconciling the ethical hedonist he promotes with the psychological egoistic hedonism he endorses. The second is really three smaller issues: the way Bentham and Mill would direct us to apply the principle of utility, how this is comparable to the empl oyment of the hedonistic calculus, and the possibility that the differences in their views may make us come to different moral decisions. II. There are four distinguishable sources from which pleasure and pain are in use to flow: considered separately, they may be termed the physical, the political, the moral, and the religious:†¦(Bentham, 382) Bentham promotes ethical hedonism in some of his writings. Ethical hedonism can be stated as: that action is right which promotes the greatest happiness for the greatest number. However, Bentham believes that the world seems in reality to mostly composed of people more closely aligned with psychological egoistic hedonism, which believes that which is right is that which brings the most happiness to the self. Clearly,Show MoreRelatedJohn Locke And David Hume1135 Words   |  5 PagesJeremy Bentham was an English philosopher in 18th century London, England. Influenced by the works of John Locke and David Hume, he brought up a philosophical theory that derives from an empirical viewpoint, which means theorizes that all knowledge are obtained through our sense experience. Bentham was considered as the founder of utilitarianism which he defines as, â€Å"the ethical doctrine that virtue is based upon utility and that behavior should have as its goal the procurement of the greatest ha ppinessRead MoreExplanation of the Utilitarian Ethical Theory Essay1417 Words   |  6 Pagescan be a very cold approach for those who belong to the minority in a society. 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Personal Statement My Childhood - 1003 Words

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Moreover, I was exposed to the typical pharmacy environment which gave me a rough idea of how a pharmacy works. I continually observed the power and pressure of working as a pharmacist and regarded representing a pharmacy as pride. While working as a volunteer in the pharmacy, I was responsible for stock rotation, arranging the Over the Counter (O.T.C) drugs and delivery pick-up. Slowly I grew mature and realized theShow MoreRelatedPersonal Statement Of Purpose From My Early Childhood1263 Words   |  6 PagesSTATEMENT OF PURPOSE From my early childhood till today, my most remarkable characteristics have been my curiosity to learn new topics. My keen interest for learning new ideas, when combined with my inner desire to reach a degree of excellence in every piece of work I perform, enabled me to acquire significant knowledge on various aspects of nature and technology, as well as leading me through a successful educational career. 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