Please see instructions Assignment Example | Topics and Well Written Essays - 500 words

Please see instructions - Assignment Example the fertilizer falls, then the market supply curve would shift to the right because of the following reasons: The cost of producing the corns would have been reduced thus leading to increased supply. This also would enable many farmers that are either farming on large scale or small scale to engage in the production of corn since the production cost has been reduced for them (Flynn, et al, 2007). Another possible reason may be that farmers who are specialized on the cultivation of other crops are most likely to shift their production towards corn production If the government offers new tax breaks to the farmers, the market supply curve of the corns would shift o the right due to the following reasons: The cost of production would have been reduced as the realized profits are increased. This is because; the reduction of tax imposed on the production of the corns would encourage many farmers to practice corn production since high tax on corn production make many farmers to shy away from producing them. If tornado sweeps through lowa, then the supply curve of the corn production in the US would shift towards the left since the tornado would affect the corn production negatively. As a result, the supply of the corns would reduce. If the incomes of the buyers in the market for Adirondack vacations increases, the demand curve would shift to the right because of the following reasons; when the income increases, the demand for the products increases thus leading to a shift towards the right. The second reason is that the number of people with the ability to afford the product would rise thus increasing the demand of the product If the in the market for pizza read a study linking pepperoni consumption to heart disease, the demand curve would shift to the left due to the following reasons. A change in taste is likely to occur thus increasing the demand for substitutes as the as the demand for pizza reduces. The pizza consumers may shy away from the heart disease

The Family That Walks on All Fours Essay Example for Free

The Family That Walks on All Fours Essay In The Family that Walks on All Fours, a documentary by PBS NOVA, a genetic anomaly was discovered in a remote location in Turkey. A family of twenty-one, two parents and nineteen children, six of the children were born quadrupedal. The diagnosis was a debate between reverse evolution and a mental deficiency in the cerebellum; both of which deal with genetics. However, it was not debatable that many key factors such as inbreeding amongst close relatives, isolation, the nature of the genes involved, and the role of environment and culture on the expression of the gene. Inbreeding amongst many species is common and not usually deleterious, but with the complexity of the human genome increases the chance of mutations. The reason inbreeding is common amongst many animals is because of assortative mating, which is a reproductive isolating mechanism in which a mate is chosen based upon certain specifications deemed valuable to the species. This is also a form of pre-zygotic selection. In the case of the family observed the parents were found to be first cousins, which is unusual for members of our species to mate when that closely related. One of the potential reasons for why this inbreeding could have happened is the geographical isolation. The community is in essence allopatric to the neighboring towns since that sort of travel is unfeasible to their lifestyle. It is unlikely that this family is a â€Å"genetic throwback† or a â€Å"missing link† and it was almost offensive to the family to act as if they were in reverse evolution, especially with the culture of the surrounding community. Throwing around labels like these are not helpful to a family in need of help of medical assistance so they are not seen as demons or monsters. However, this family could provide critical information about mobility in regards to the genome. MRI scans suggested that the brothers and sisters have a form of cerebellar ataxia. The condition affects the brains cerebellum, which is located at the top of the neck and is associated with balance and muscle coordination. Since it has been discovered, according to the video, that there is a basic set of â€Å"blueprints† odds are there is a gene for cerebral development. If the gene associated with cerebral development could be located it could not only help this family but many others with diffe rent cerebral defects as well. Due to the culture, the oldest brother taught himself to walk upright. With assistance and physical therapy majority of the affected siblings have been able to begin to walk upright. Some conclusions that can be drawn would be that this quadrupedalism is a recessive since only five out of nineteen children are affected. It cannot be sex linked for many reasons, one of which being that three daughters and two sons were affected. It is possible by definition that it could be a lethal allele in the aspect that there was a miscarriage and it clearly interferes with essential genes, but it probably is not. Hopefully continued research can lead to further insight into what genes are involved with this condition and more knowledge about cerebral development, motor function, and evolution.

Managerial Effectiveness In Indian Organizations Management Essay

Managerial Effectiveness In Indian Organizations Management Essay Purpose- This paper seeks to explore the dimensions of managerial effectiveness within the context of Indian organization and to analyze the impact of experience and level of manager (senior, middle, junior) on their overall effectiveness, and also to compare the female and male counterparts. Design/Methodology/ approach- This study based on Motts scale to explore the dimensions of managerial effectiveness adopted by managers while discharging their functions and responsibilities. The scale is used to analyze overall effectiveness and also subsets of effectiveness i.e. productivity (three items), flexibility (three items), and adaptability (two items). Findings- Results of study presents a pattern of relationship between dimensions of managerial effectiveness within the context of Indian organization. Practical implications- Study through its empirical evidences provide a clear picture of managerial effectiveness perception of Indian managers at different level and further help managers to improve his/her managerial performance. Originality/ Value- The study enrich the existing literature and theories of managerial effectiveness and provide understanding of the issue of managerial effectiveness in Indian organization. Keywords- Managerial effectiveness, Indian organization, productivity, adaptability, flexibility, responsiveness, resources. Paper Type- research paper. Introduction With Increasing cut throat competition and dynamic business environment around the globe Organizations require a team of effective managers to run the day to day operations. Managers play significant role in the development, formulation, and execution of the organizations long as well as short term strategies that determines the organizations success. As mentioned by the Peter F. Drucker; Management is a dynamic, life giving element in every business; without it the resources cannot be converted into high production. There are many attributes which are the necessities of time and critical to delivering improved results, effective operations, and programs (Kotter, 1995; Hacker and Washington, 2003). In the ever changing business environment and with increased dependency of business on information technology, managers are required to sort-out new ways to facilitate production and sustainable growth of self as well as of the organization. Regardless of its increasing importance, the fie ld of managerial effectiveness has been neglected as compared to other issues of management (Willcocks, 1992). So it is the need of the hour to study managerial effectiveness in a new dimension and dynamic business environment. Managerial Effectiveness The concept of managerial effectiveness has always been a big issue of concern for academicians, scholars and practitioners. The problem is mostly attributed to the presence of a great deal of misunderstanding and vagueness regarding What is Effectiveness? and who is an effective manager? (Brodie and Bennett, 1979, p.14). Due to its complex nature and vast sphere, in literature managerial effectiveness has been defined in different ways (Langford, 1979). Brodie and Benett (1979, p.14) defined it as, results and consequences, bringing about effects, in relation to purpose, and giving validity to particular activities. Reddin (1974) explained managerial effectiveness as the degree to which managers achieve the output requirements corresponding to their respective positions. In other words it is the act of fulfilling multiple expectations rather than optimizing one (Kirchoff, 1977), while Drucker (1988) termed effectiveness as the foundation of success. Boyatzis (1982, p. 35) underlined effectiveness as qualities, intrinsic abilities or personality strengths of an individual. Mintzberg (1973, p.24) defined effective manager as one who identifies the need to understand the functions and uses the available resources to carry out managerial functions. Rastogi and Dave (2004) explained effectiveness as something a manager generates from a situation by managing it appropriately, and thereby achieving the targets in every sphere of the organization. Managers have many resources and authorities at their disposal and the performance of any organization is largely dependent on how well these resources have been utilized (Rastogi and Dave, 2004). So, the ability of the managers and the techniques to increase their degree of effectiveness is becoming important day by day (Analoui, 1997). Why organizations need effective and skilled executives? because effectiveness is a key component which enables an executive for effectual operation and delivery of complex initiatives (Analoui et al. 2010). Effective managers also provide leadership to the business and help in achieving core objectives of the organization. Drucker (1967, p.1) explained that an executive is expected to get the right things done and this is simply saying that he is expected to be effective. So from the available literature study it can be concluded that there have been as many explanations as there are researchers in the field, and there is not a single clear cut definition for managerial effectiveness, which could be single handedly applied in every aspect of management. Comprehensive review of literature reveals the three important perspectives of research areas of the managerial effectiveness are Conventional Perspective, Organizational level proficiency based perspective and individual level competency based perspective. Conventional approach stresses the ability to set and achieve goals (Bartol and Martin, 1991, p.11) and explains that it is the managerial effectiveness which is responsible for organizational effectiveness. The organizational level proficiency based theory explains that internal and external factors have influence on long term future orientation of the organizations. Organizations mission, vision, and strategic plan formulation plays vital role in achieving future goals. This approach further divulges that any organization incorporates the internal resources i.e. man, material, money, machinery, know-how and the external surroundings as a system to accomplish tactical intent. The individual competency approach focuses upon the in dividuals rather than the association of external actors and puts stress on the enhancement of convenient management skills and tactics. Katz (1974) allied managers job with three major dimensions-technical, conceptual, and human. So it can be said that the efficiency of any organization can be amplified by the effective union of all the above three dimensions. Analoui (1995, 1997, 1999, and 2007) proposed following eight parameters (i.e. Managerial perception; The need for managerial skills; Organizational criteria; Motivation; Degree of demands and constraints; Presence of choices and opportunities; Nature of intra- and inter-organizational relationships; and Dominant managerial philosophy) of managerial effectiveness and explored that personal, organizational and environmental contextual factors influenced these parameters significantly. Mott (1971) also developed an instrument to measure managerial effectiveness and identified productivity, adaptability, flexibility as the dimension of managerial effectiveness, while in another study, Jain (1999) has recognized three dimensions of executive effectiveness namely fu nctional, interpersonal, and personal effectiveness. Drucker (2006) further identified the following eight factors : need identification, familiarity with organization culture and climate, development of action plans, responsiveness towards decisions, effective communication, taking advantage on opportunity, productive meetings and, team work, which are very common and enables the executive with required content knowledge and also helps him in translation of this knowledge into advantageous output. Sen and Saxsena (1999) enrich the list by adding i.e. do right things; focus on self contribution; time handling; motivational aspect; management of change; value system and ethics; as some important traits of an effective manager. In another study, Bao (2009) explored that provisions of necessary resources, appropriate staffing, training, and setting achievable goals are the factors that are able to promote managerial effectiveness. Stewart (1991, p.102) pointed that demand, constraints, and available choices of jobs are three important ele ments that are required in order to be an effective manager. The above discussion suggests that different researchers have highlighted different dimensions and aspects of managerial effectiveness and also suggests mapping of the degree of effectiveness of any individual basis not only on his skills, knowledge and personal competencies but also on his interpersonal interactions and the ways how he manages his team. Scope of the study Managers have been defined as those who organize business activities and every organization depends on managers. With growing competition, boom in information technology and availability of substitute products and services, job of a manager has become very complex and important. Not only the organization but also the development of any nation depends upon the effectiveness and contribution of its people. India is being a rapidly growing country and with different dynamic market forces (i.e. science and technical breakthrough, economical growth, infrastructure development, flow of FDI, Global Mergers and acquisition of firms etc.) increasing in number and tendency, needs organizations equipped with effective and efficient managers who can optimally utilize the available resources, and can contribute in the national development. So, it is very important to explore the perception of Indian managers towards different dimensions of managerial effectiveness. Objectives and Aims of Study Main objective of this paper is: To explore the perception of managers towards dimensions of managerial effectiveness. To investigate the managerial effectiveness perception of managers at different level (senior level, middle level, and junior level) To compare managerial effectiveness perception of male and female managers in Indian organization. Research Methodology Sample, Size and Instrument The study targeted all level of managers (senior, middle, and junior level) in large public and private sector companies in India and based on primary data. A survey was carried by means of a self administered and open ended scale developed and validated by Mott (1971). The scale basically divided in to three subscales (productivity, adaptability, and flexibility) consisting of eight items. The Cronbach alpha for the present scale is .78 as overall effectiveness scale. After establishing rapport, the subjects are asked to tick mark his or her choice against any of the five statements in each set. Scoring for the scale was done manually after getting response. There is no right or wrong answer to the statements or items. A total 63 response collected from 16 Indian (Service and manufacturing both) organizations (Details given in Table I). After collection of response data was initially administered by using Factor analysis, average and means. Factor analysis was used to reduce the dimensions of the factors and also to explain the variance in the observed variables in terms of latent factors (Kundu, 2003). Finally mean of the overall scale used to interpret managerial effectiveness with experience, position held by executive. Profile of Respondents: Position, Gender and Age A large fraction (Table II) of the respondent were male (N=52; 82.5%) and female comprise small fraction (N=11; 17.5%). Age profile of respondent varies with the youngest manager at 24 and oldest executive at 57 years old with average age of 40 years. All the respondents have some experience of work which varies between a range of 1 year to 34 years and with an average value of 16 years of experience. Most of the respondent (N=30) held senior level position, small portion (N=10) held junior level position and remaining (N=23) belongs to the middle level position. Analysis and Results Since the objective of this study is to find out the dimensions of managerial effectiveness. To achieve this, factor analysis has been used for data analysis. Before employing factor analysis data was examined whether the size of sample is adequate to run factor analysis and outputs shows that the Kaiser-Meyer-Olkin (KMO=.703) value is near to 1 and indicates that the patterns of correlations are condensed. Bartletts test of sphericity with approximated chi square value 91.068 and with 28 degree of freedom, which is significant at the 0.05 level and held the factor analysis appropriate. A total of 8 variables regarding perception of managerial effectiveness were subjected to principal component analysis with varimax rotation by using the factors with eigen value more than 1.00 were retained. Harman (1976) indicated that factors with Loading score greater 0.29 at the 0.05 level were significant but in this study the factors having loading greater than 0.4 were considered and included to define the factor. Factor analysis has extracted a good amount of variance with values of communalities vary from 0.465 to 0.838. Three factors were extracted on the basis of eigen value criterion more than 1 (ranging from 1.058 to 2.790) and explaining 63.334% of variance. Table III gives rotated loading of variables for extracted three factors, Eigen value, and variance explained by each factors. At last on the basis of results from statistical analysis (Table III) of primary data a total of three factors are extracted and explained hereunder. Productivity This is first factor which shows highest value of variance and measure the productivity in terms of physical output of product and service delivered. This factor also includes using new method of production for capacity enhancement, optimum and efficient utilization of resources, and problem anticipation. Adaptability Second important factor with variance value 15.237% includes the variables i.e. acceptance of new system design, and adjustment to new work situation. Quality Flexibility The last one includes two variables each for quality and flexibility and measure the perception of employees towards work quality, and coping with new emergencies rapidly and successfully. Table IV shows the pattern of correlation between the items/variables measured reveals the correlation among eight items/variables used in the study. It can be observed that variable 6 (acceptance of change) has highest correlation with Variable 7 (adjustment to new situation) with a correlation coefficient of .450 (p> .01) followed by variable 1 (productivity) with variable 5 (change management). Table further reveals that highest correlation is observed among variable 2 (quality) and variable 8 (damage control) with a value of .405 and followed by variable 1 (productivity) and variable 4 (problem solving) and further with variable 4 and variable 5. Overall correlation matrix reveals the association among variables is statically significant. Table V shows the mean value of overall managerial perception of managers held different position and having varying work experience. It shows mangers at senior level (with mean value 3.42) have significant in compare to junior level (with mean value 3.06) but very little low than managers at middle level (mean value 3.5). The overall mean value of scale is (with mean value 3.40) very near to mean value of senior managers but significantly differ in the case of junior level managers. Their managerial perception lies below the average score. Managers at middle level have larger value than total mean value of overall scale and they also show greater perception than both other levels. But it gives contrary results with increasing work experience, from junior to middle level it increases but from middle to senior level it falls again. Results also show that mean value (3.42) of overall perception of managerial effectiveness remains above from mean value of total sample (3.40) and the mea n value of male participants (3.36) remains little somewhat lower than mean value of total sample (3.40). Average work experience of male (26) and female (9) participant support that it has no a significant impact on overall managerial perception. Discussion This study provides an overview of managerial (senior, middle, and junior level) effectiveness perception. A scale consisting of subscale (productivity, adaptability, and flexibility) and eight variables used to get responses from the sample. Mott (1971) grouped these eight variables under three factors i.e. productivity (three items/variables production output, optimum utilization of resources, and adoption of new method of production), adaptability (three items/variables i.e. quality, problem anticipation, and acceptance of changes) and flexibility (it includes two items/variables adjustment to new situation and cope with emergencies readily and successfully). Luthans et al. (1988) in his study also explained the same variable and describe a model of managerial effectiveness. Results of present study reveals the grouping of variables under the factors, factor analysis sorted the three important factor which are explained as productivity (including four items/ variables production output, optimum utilization of resources, and problem anticipation, and adoption of new method of production) As result shown in Table III, productivity has the maximum variance with 34.881% it shows that managerial productivity is highly related with managerial effectiveness and it is measured by the extent of their output (Laufer and Jenkins 1984; Reddin 1970; Campbell et al. 1970). Analoui (1997) explained that managerial effectiveness is depends on the extent of output of productivity. Dayal also (1984) in his study identified the developing capability of employees as an important dimension; the present study also identified the efficiency of employees as important variable for managerial effectiveness. Productivity of employees in this study includes items i.e. output of pro ducts and services, optimum utilization, problem anticipation and adoption of new method for production, these all variables can be concluded under competence of mangers and competence is identified by Gupta (1996) as one of significant dimensions of managerial effectiveness. Labbaf et al. (1996) referred competence as key stone of managerial effectiveness and also mean for improved organizational performance and effectiveness, and this competence further considered to reiterate the overall capability of management. Another important dimension of managerial importance which appeared from the study is the adaptability (includes two items i.e. acceptance of changes, adjustment to new situation) and it shows some contrasting results from the literature (Mott 1971: Chauhan et al. 2005; Luthans et al.1988) and only two variable shows significant rotation loading (0.6978, 0.907) with factor two adaptability with a variance of 15.237%. The third factor which evolved from the factor analysis has been named as quality concern and responsiveness and include two variable i.e. quality of services and products, and cope with new emergencies readily and successfully with a variance value of 13.226%. The important findings from the study are that this study reassembles the variables/items of original scale with significant alpha value and correlation pattern for perception of managerial effectiveness. The study also (table V) found that effectiveness perception has little significant effect of work experience and position held and increases with the experience. Mean value for overall effectiveness increases from junior level (3.06) to middle level (3.5) and again falls from middle to senior level (3.42). These findings are in tune with Sriastva and Kumar (1984) who explained that junior level executive are less effective than middle level executive. The study also found that overall managerial effectiveness of female managers (mean value 3.42) is more than their male counterpart (mean value 3.36) and their overall effectiveness is also greater than the average effectiveness of the whole sample (with mean value 3.40) and support the view of Schwartz (1992) that if a company attrac t, promote, reward and values women it will speaks directly and also provide a evidence for equal opportunity on employment. Overall mean value for the effectiveness remains close to the senior level and middle level and it proves that degree of effectiveness raises with respect to the position of managers in the hierarchy of the organization. Results further explain the if all variables are considered independently than Variable like adjustment to new situation, quality, and optimum utilization of resources (Table III) shows the higher loading value (0.8 Conclusion and implications The present study aimed to explore the dimensions of managerial effectiveness within the context of Indian organization and to analyze the impact of experience and level of manager (senior, middle, junior) on their overall effectiveness, and also to compare the female and male counterparts. Results of the study support the findings of other studies and suggest that effectiveness of managers at work place is generally a function of items, and importance of these items vary form manager to manger and from organization to organization, and it is, therefore assumed as the extent to which a mangers achieves. Findings from the study indicate the changed perception of managers in Indian organization from past, the reassemblies of items and emergence of responsiveness as new factor shows it clearly. Each of three factor shows a good value of Cronnbach alpha (productivity 0.78, adaptability 0.69, and quality and responsiveness .74) and validate the reassembly of items in the factors i.e. productivity, adaptability, and quality and responsiveness. Furthermore, the study reveals that there is a clear indication that female managers are more effective as compared to their male counterparts and hence strives for increased number of female managers in Indian organization at all level. Another important finding of the study is that effectiveness is not associated with the age of mangers (it increases from junior to middle and again fall form middle to senior level). In case of junior manager the study support that training and development programs can play significant role to raise their effectiveness. On the basis of review of referred literature and empirical evidence from the study it is concluded that managerial effectiveness can be referred as continuous improvement of the output and it plays an important role in overall organizational effectiveness. 9. Scope for Future Research The present is study is based on the limited number of subjects and targeted organization, and also restricted to geographical boundaries. Further research can be done with large sample size and with more number of organizations. One more important aspect untouched by the study is the moderators and mediators of managerial effectiveness; these can be studies within same context with their degree of influence on effectiveness. Many scholars devised the items to measure the effectiveness (i.e. Analoui, Gupta, Dhar) but present study based on Mott scale. More research can be done with other available parameters also.

The Usefulness Of Swot Analysis To Organisations Business Essay

The Usefulness Of Swot Analysis To Organisations Business Essay Change is a very significant word in business. Modern business is defined as the most competitive and active. To survive in the modern competitive business environment, the organizations have to adopt their strategies to meet the changing demands and needs of the customers. SWOT analysis is one the most significant business strategies which helps the organizations to assess their current situation both internally and externally and to implement a new strategy where necessary. Moreover, modern high technology, communication system and online shopping are highly influencing the customers and thus their demands and needs are becoming volatile. They have more choices, alternative products and services to get. Also, the changing life style of human beings is also another important reason why the business organizations need to modify their strategies. To balance these changes, both technological and social, the managers should plan a SWOT analysis and implement a new business strategy. However, change in business enables an organization to compete with its rivals and win the business position. Business organizations, particularly fashion, clothing, perfumed, mobile companies, technological instruments consider change as the most vital part of business strategy. For manufacturing companies, change is important in the sense that it gives variety to the existing customers and satisfies their unexposed desires. However, to bring change in business environment, the first thing is to identify the need of change, which will be followed by a specific plan for these changes. Various business tools, process, technology and performance meters are used to incorporate these changes. There is no alternative for continuous improvement in business environment. To survive in a competitive business environment, continuous improvement is mandatory to meet the business objectives. So, SWOT analysis is very important for business organizations to implement a new business strategy in order to cope with the modern competitive business market and to meet business objectives. Modern Business Environment: Volatile Change is one of the most significant and vital elements in business market. There are lots of reasons whey business market is changing and getting affected by it. The word change has now become the part of corporate business. Change management is a modern business philosophy which is adopted almost by every renowned business organization to meet the challenges of volatile business environment. The reasons of rapid change in business can be economic instability, inflation, changing life style, extensive use of modern technology, etc. Rapid rise and death of new companies also affect business environment. What is SWOT Analysis? An internationally recognized and extensive used business tool, SWOT analysis is a powerful technique to assess the current situation of a business organization and to predict the future business life. It is the primary level for marketers to plan and focus on key issues. However, SWOT is an abbreviated term for Strengths, Weaknesses, Opportunities and Threats. Strengths and weaknesses are internal factors, while opportunities and threats are external. History of SWOT analysis: Albert Humphrey developed the SWOT analysis technique. Team Action Model was the research project that Humphrey led a Stanford University in the 1960s and 1970s from where the term was derived. He collected the data for this research from many top companies. However, SWOT analysis is an extended form of TAM, which helps to manage change in business organization. Moreover, since 1960s organizations have been using SWOT analysis as a business concept. It has been also used in management structure and corporate marketing. Indeed, with the passage of time the concepts of SWOT have been modified to suit the needs of business setting. Significance of SWOT analysis: SWOT analysis is one of the most significant business tools, which aims to assess the current situation of an organization in order to develop business strategies to encounter competition. It is a key element of strategic development. It helps a company to predict its future prospects and the financial environment. Again, it helps an organization to develop its critical and specific decisions to plan strategic objectives. It helps organizations to predict future difficulties or problems. Notably, SWOT analysis can also be used in human life. It helps individuals to get an instant view of personality or career. In fact, SWOT analysis is a magnificent tool for appraisal both in business and individual life. Apart from these, there are numbers of other reasons whey an organization uses SWOT analysis. It can be used as a tool of problem solving, decision making, planning, brainstorm meetings, workshop sessions, product evaluation and also personal development planning. Discussion and Analysis: SWOT A tool for auditing an organization and its environment, SWOT analysis is the primary stage of planning which helps marketers to focus on key issues of business strategies. However, SWOT stands for strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are internal factors. Opportunities and threats are external factors. SWOT ANALYSIS: INTERNAL FACTORS Strengths Strengths are the first elements of SWOT analysis which assesses the positive tangible and intangible attributes of an organization internally. These attributes are controllable and within the organizations. These strengths of a person or a company help to achieve the objectives. Strengths can also be defined as the elements which enable an organization to do well, comparing to the competitors. It focuses on the advantages of the organization over the business. For example, the strengths of an organization can be good quality of the products, brand image, attention of electronic media, customer loyalty, best location, strong communication, etc. Weaknesses Weaknesses include the elements which are harmful and stand in the way of achieving the business objectives. These are the internal factors within an organizations control that prevent to gain the desired objectives. It helps the organizations to identify the specific areas where improvements are necessary. The weaknesses of an organization, for instance, can be poor quality standards, broken reputation, past loss project, rejected by customers, old fashioned products, poor communication system, negligence of media, etc. SWOT ANALYSIS: EXERNAL FACTORS Opportunities Opportunities are the external factors over which the organization does have control. But, these factors affect the companys profitability and business processes both directly and indirectly. These are the factors why an organization exists and develops. These factors help an organization to foresee the future possibilities and opportunities that the organization may encounter. They help the organization to plan and identify the time line to achieve the objectives. Indeed, opportunities are the objectives of organization in a broad sense. For example, the opportunities of an organization can be a new business market, extending business overseas or to other outlets, launching a new product, adding new value (such as, online marketing), moving to global market, etc. Threats Threats are the external factors which cause dangers and risks for an organization to achieve the goals and objectives. As external factors, organizations do not have control over them, but are highly affected by them. These factors help an organization to have safeguard from risks and dangers. These factors also guide the organization to drive on the right road. Threats of an organization, for example, can be: Rising popularity of the competitors in local or global market Changing habits of customers Pricing competition with competitors Arrival of new alternative product in the market New taxation policy Difference between external and internal factors of SWOT: The difference between external factors and internal factors of SWOT analysis is very obvious. The basic difference between the two is that internal factors are controllable, while external factors cannot be controlled by the organization. Usually, the external factors (strengths and weaknesses) of an organization are mainly based on organization itself, corporate market or customer needs and demands. The strength of an organization can be defined as the way of meeting customer needs and satisfaction, while weaknesses are the problems or shortcomings that the company faces to fulfill the market or customer demands. However, the internal factors of an organization usually affect the following factors, such as sale and profitability, product quality and brand image, product cost and customer needs, employee potentiality and the financial ability of management, etc. On the other hand, the external factors of an organization are the issues that affect not only organization but the total business system. The common issues that affect the company externally can be business segments, customer motivations and unmet needs, business strategies, overall business structures, environmental issues (such as governmental, technological, economic, cultural, demographic, etc.), etc. How to implement SWOT Analysis? Though appeared as a simple and easy business tool, SWOT analysis is very powerful and meaningful technique. To implement SWOT analysis, the first thing an organization needs to have is time and adequate information and resources. It is not possible to implement a SWOT analysis in an organization by one person, because it requires team work and efforts. The positive traits of this technique are that it is quick, flexible and comprehensive managing tool, which make the process easy to implement. However, the process of SWOT analysis follows a sequential order. Obviously, there are four steps to follow in this analysis. Whether analyzing a product or a service, the SWOT analysis is done in the same way. First Step: Collection of information In this stage, an organization collects all the information regarding the first two internal factors, strengths and weaknesses. However, this information collection can be done through a number of different ways. One-to-one interview or a group discussion can be carried to gather information. There will be number of different views, questions and issues that related to these elements. Second Step: Listing possible Opportunities and Threats Here, the organization can make a list of all the opportunities that it may encounter in the future. It can make another list of all the future possible threats within the organization. Third Step: Planning action In this stage, the plan of action will carried out to meet these opportunities and to secure the company from the threats. In this stage, the organization makes sure that they can maintain the strengths, change or stop the weaknesses, prioritize opportunies and minimize threats. Again, there are other ways to implement SWOT analysis. The following chart shows another different technique of SWOT analysis. SWOT Analysis Framework Environmental Scan   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  / Internal Analysis  Ã‚  Ã‚     Ã‚  Ã‚  External Analysis /   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  / Strengths  Ã‚  Ã‚  Weaknesses  Ã‚  Ã‚     Ã‚  Ã‚  Opportunities  Ã‚  Ã‚  Threats | SWOT Matrix According to the SWOT matrix formula, there must be a balance between these elements. The formula follows the following chart: SWOT / TOWS Matrix Strengths Weaknesses Opportunities S-O strategies W-O strategies Threats S-T strategies W-T strategies S-O strategies: strengthening positive traits or opportunities W-O strategies: stopping or conquering weaknesses to meet opportunities. S-T strategies: strengthening ways to win external threats W-T strategies: having a strong plan to avoid weaknesses and threats CASE STUDY: SWOT ANALYSIS OF TESCO There are numbers of organizations which are using SWOT analysis almost every day in this modern business environment. This analysis can be carried on a small area of the organization or on overall company. TESCO is one of the major global business installations which can be analyzed by applying SWOT analysis as a whole. Strengths in Tesco The first strength of Tesco can be found in their popularity and business achievement of World Retail Award. Again, the constant increase of overall sales is another significant strength of Tesco. Likewise, Tesco has another strength in their reserve funds for business expansion and meeting economic crisis. Weaknesses in Tesco The primary weakness of Tesco can be found in their bad debt, house insurance claims and credit card arrears. Being a price leader in the market, Tesco is losing profit. Again, Tesco business and its profitability is mainly based on the UK market. Opportunities in Tesco Being the 3rd largest global trader, Tesco has strong buying power. Tesco is a global business organization which has number of different products and services. It is still extending to the global market and gaiting global trust. Extensive use of modern technology is enabling Tesco to meet the modern challenge of marketing. Constant increase of Tesco mobile customers can also be considered as a business opportunity. Threats in Tesco Economic inflation is one of the major business threats that Tesco had encounter in the recent past. The rising cost of food and non-food raw materials is another threat for Tesco. Changing buying habits of customers also affect Tescos business strategies and thus it requires reassessment of the current market. Competition with rivals, particularly with Wal-Mart which can takeover Tesco business position anytime is another noteworthy threat that Tesco is encountering nowadays. CONCLUSION To sum up, SWOT analysis is one of the powerful business tools which can be used in almost every business situation and also in individual affairs. It helps organizations to assess their current position and to plan their future plans. It is decision making tool that provides the framework for an organization to generate business strategy, mark its position and direct its objectives. Though very simple, SWOT analysis requires close attention and experienced application. In the modern changing business market, SWOT analysis has been proved to be a very important tool to the marketers. SWOT analysis is often said to be paralleled and alternative to the PESTEL analysis. Often, organizations use both these business tools together to plan their strategies. Once again, the SWOT analysis helps organizations to get an overall picture of the company and the starting point of strategic planning. It is the primary tool of business analysis. To conclude, experienced marketers when utilizing SWOT analysis make sure that the company is based on its strengths and opportunities, able to stop and correct its weakness, and can protect itself from external threats. They consider the business environment extremely unpredictable and thus use this tool that may help organizations to predict their future through this process.

the outsiders :: essays research papers

"The Outsiders" is a story that deals with a conflict between two gangs, the "Greasers" from the East Side of town and the "Socs" from the West-side of town. This is a story that is told in the first person. This book took place in the early 1960’s.The mood of the story, in my point of view, was pretty misfortunate and is a tragedy, because when you think that it couldn’t get worse, it just did. Ponyboy Curtis is the one telling the story. The novel starts off, one day, as Ponyboy is walking home from a movie, he was about to get jumped and beaten by a gang of Socs, but at the last minute, his gang of greasers that includes his brothers Darry and Sodapop, who raise Ponyboy now that their parents have past away, the big tuff Dally Winston, innocent Johnny, and the loud and wise-cracking Two-Bit, show up to save him. The night after Jonny and Ponyboy went to the movies with Dally. They sat behind a pair of attractive Soc girls, whom Dally hits on very obnoxiously. After Johnny tells him to stop, Johnny and Ponyboy sit with the girls, Cherry and Marcia, and Ponyboy and Cherry finds out that they both have a lot in common. Ponyboy and Jonny sees Two-Bit there so they all sat together. As they are walking back to Two-Bit’s house so he could drive the girls home, they run into the girls’ drunk boyfriends. Cherry and Marcia agree to leave and go home with their boyfriends to prevent a big fight. Ponyboy got home very late, which made Darry very angry, but most of all worried. So sick and tired of having his brother critisizing and inspecting every little thing that he does, Ponyboy yells at Darry, which caused them to get in a bad argument. Being so furious Darry slaps Ponyboy across the face! In shock that his brother had slapped him, he ran out the door and meet up with Jonny, they left for the park. At the park Ponyboy and Jonny sees Bob and Randy, Cherry and Marcia’s boyfriends, with some of their Soc friends. One of the Socs held Ponyboy's head under the water of the fountain, and Ponyboy blacks out. When Ponyboy finally woke up he was lying next to Jonny. He looks to the side and sees a bloody corpse, it was Bob. To save Ponyboy, Johnny had to killed Bob. In the second third of the novel, so terrified, the only person that they thought that could help them was Dallas Winston.

paradigms :: essays research papers

The truth does not change according to our ability to stomach it. "acategories.asp?Author=Flannery+O%27Connor+%281925%2D1964%29" If the facts don't fit the theory, change the facts. "acategories.asp?Author=Albert+Einstein+%281879%2D1955%29" everyone since teh beginning fo time has had their own views and standards for the way that everything around them should be. these views are seemingly set in stone and unchangeable. there are many examples in the past of terrible consequences for expressing views other than the norm at the time. more recently this apprehension to change was described by Thomas Kuhn in his book, The Structure of Scientific Revoulutions. Kuhn’s book was focused on the scientific world. He said that normal science â€Å"means research firmly based upon one or more past scientific achievments, achievments thatsome particular scientific community aacknowledges for a time as supplying the foundation for its further practice† (Kuhn 10). These achievments needed to be unprecedented and open-ended so as to attract a group away from competing ideas and to leave all sorts of problems for this group to resolve. these achievments are called paradigms. a paradigm is defined by Kuhn as â€Å"an accepted canon of scientific practice, including laws, theory, applications, and instrumentation, that provides a model for a particular coherent tradition of scientific research† (Trigger 5). When results arise that cannot be explained through the current paradigm, a new paradigm may begin to form. the new paradigm originates with new theories that are proposed as a result of the anomalies that were found. â€Å"to be accepted as a paradigm, a theory must seem better than its competitors, but it need not, and in fact never does, explain all the facts with which it can be confronted† (Kuhn 17-18). when the new paradigm is finally accepted, a paradigm-shift occurs. the paradigm shift represents Kuhn’s â€Å"scientific revolution†. Once the paradigm-shift is completed normal science returns under the new paradigm until new set of unexplainable facts arise. paradigms help scientific communities to bind their discipline in that they help the scientist to do several things. they help to create avenues fo inquiry, formulate questions, select methods with which to examine questions and define areas fo relevance. Kuhn writes â€Å"In the absence fo a paradigm or some candidate for paradigm, all the facts that could possibly pertain to the development of a given science are likely to seem equally relevant† (Kuhn 15). what he was trying to show was that there must be a way to limit the direction of one’s research based on what is considered to be known from the past.

The Vampire Diaries: The Awakening Chapter Thirteen

Elena stood within the circle of adults and police, waiting for a chance to escape. She knew that Matt had warned Stefan in time-his face told her that-but he hadn't been able to get close enough to speak with her. At last, with all attention turned toward the body, she detached herself from the group and edged toward Matt. â€Å"Stefan got out all right,† he said, his eyes on the group of adults. â€Å"But he told me to take care of you, and I want you to stay here.† â€Å"To take care of me?† Alarm and suspicion flashed through Elena. Then, almost in a whisper, she said, â€Å"I see.† She thought a moment and then spoke carefully. â€Å"Matt, I need to go wash my hands. Bonnie got blood on me. Wait here; I'll be back.† He started to say something in protest, but she was already moving away. She held up her stained hands in explanation as she reached the door of the girls' locker room, and the teacher who was now standing there let her through. Once in the locker room, however, she kept on going, right out the far door and into the darkened school. And from there, into the night. Zuccone! Stefan thought, grabbing a bookcase and flinging it over, sending its contents flying. Fool! Blind, hateful fool. How could he have been so stupid? Find a place with them here? Be accepted as one of them? He must have been mad to have thought it was possible. He picked up one of the great heavy trunks and threw it across the room, where it crashed against the far wall, splintering a window. Stupid,stupid . Who was after him? Everybody. Matt had said it. â€Å"There's been another attack†¦ They think you did it.† Well, for once it looked as if the barbari , the petty living humans with their fear of anything unknown, were right. How else did you explain what had happened? He had felt the weakness, the spinning, swirling confusion; and then darkness had taken him. When he'd awakened it was to hear Matt saying that another human had been pillaged, assaulted. Robbed this time not only of his blood, but of his life. How did you explainthat unless he, Stefan, were the killer? A killer was what he was. Evil. A creature born in the dark, destined to live and hunt and hide there forever. Well, why not kill, then? Why not fulfill his nature? Since he could not change it, he might as well revel in it. He would unleash his darkness upon this town that hated him, that hunted him even now. But first†¦ he was thirsty. His veins burned like a network of dry, hot wires. He needed to feed†¦ soon†¦ now. The boarding house was dark. Elena knocked at the door but received no answer. Thunder cracked overhead. There was still no rain. After the third barrage of knocking, she tried the door, and it opened. Inside, the house was silent and pitch black. She made her way to the staircase by feel and went up it. The second landing was just as dark, and she stumbled, trying to find the bedroom with the stairway to the third floor. A faint light showed at the top of the stairs, and she climbed toward it, feeling oppressed by the walls, which seemed to close in on her from either side. The light came from beneath the closed door. Elena tapped on it lightly and quickly. â€Å"Stefan,† she whispered, and then she called more loudly, â€Å"Stefan, it's me.† No answer. She grasped the knob and pushed the door open, peering around the side. â€Å"Stefan-† She was speaking to an empty room. And a room filled with chaos. It looked as if some great wind had torn through, leaving destruction in its path. The trunks that had stood in corners so sedately were lying at grotesque angles, their lids gaping open, their contents strewn about the floor. One window was shattered. All Stefan's possessions, all the things he had kept so carefully and seemed to prize, were scattered like rubbish. Terror swept through Elena. The fury, the violence in this scene of devastation were painfully clear, and they made her feel almost giddy. Somebody who has a history of violence, Tyler had said. I don't care, she thought, anger surging up to push back the fear. I don't care about anything, Stefan; I still want to see you. But where are you? The trapdoor in the ceiling was open, and cold air was blowing down. Oh, thought Elena, and she had a sudden chill of fear. That roof was so high†¦ She'd never climbed the ladder to the widow's walk before, and her long skirt made it difficult. She emerged through the trapdoor slowly, kneeling on the roof and then standing up. She saw a dark figure in the corner, and she moved toward it quickly. â€Å"Stefan, I had to come-† she began, and broke off short, because a flash of lightning lit the sky just as the figure in the corner whirled around. And then it was as if every foreboding and fear and nightmare she'd ever had were coming true all at once. It was beyond screaming at; it was beyond anything. Oh, God†¦ no. Her mind refused to make sense of what her eyes were seeing. No. No. She wouldn't look at this, she wouldn't believe it†¦ But she could not help seeing. Even if she could have shut her eyes, every detail of the scene was etched upon her memory. As if the flash of lightning had seared it onto her brain forever. Stefan. Stefan, so sleek and elegant in his ordinary clothes, in his black leather jacket with the collar turned up. Stefan, with his dark hair like one of the roiling storm clouds behind him. Stefan had been caught in that flash of light, half turned toward her, his body twisted into a bestial crouch, with a snarl of animal fury on his face. And blood. That arrogant, sensitive, sensual mouth was smeared with blood. It showed ghastly red against the pallor of his skin, against the sharp whiteness of his bared teeth. In his hands was the limp body of a mourning dove, white as those teeth, wings outspread. Another lay on the ground at his feet, like a crumpled and discarded handkerchief. â€Å"Oh, God, no,† Elena whispered. She went on whispering it, backing away, scarcely aware that she was doing either. Her mind simply could not cope with this horror; her thoughts were running wildly in panic, like mice trying to escape a cage. She wouldn't believe this, she wouldn'tbelieve . Her body was filled with unbearable tension, her heart was bursting, her head reeling. â€Å"Oh, God,no-† â€Å"Elena!† More terrible than anything else was this, to seeStefan looking at her out of that animal face, to see the snarl changing into a look of shock and desperation. â€Å"Elena, please. Please, don't†¦Ã¢â‚¬  â€Å"Oh, God,no !† The screams were trying to rip their way out of her throat. She backed farther away, stumbling, as he took a step toward her. â€Å"No!† â€Å"Elena, please-be careful-† That terrible thing, the thing with Stefan's face, was coming after her, green eyes burning. She flung herself backward as he took another step, his hand outstretched. That long, slender-fingered hand that had stroked her hair so gently- â€Å"Don't touch me!† she cried. And then she did scream, as her motion brought her back against the iron railing of the widow's walk. It was iron that had been there for nearly a century and a half, and in places it was nearly rusted through. Elena's panicked weight against it was too much, and she felt it give way. She heard the tearing sound of overstressed metal and wood mingling with her own shriek. And then there was nothing behind her, nothing to grab on to, and she was falling. In that instant, she saw the seething purple clouds, the dark bulk of the house beside her. It seemed that she had enough time to see them clearly, and to feel an infinity of terror as she screamed and fell, and fell. But the terrible, shattering impact never came. Suddenly there were arms around her, supporting her in the void. There was a dull thud and the arms tightened, weight giving against her, absorbing the crash. Then all was still. She held herself motionless within the circle of those arms, trying to get her bearings. Trying to believe yet another unbelievable thing. She had fallen from a three-story roof, and yet she was alive. She was standing in the garden behind the boarding house, in the utter silence between claps of thunder, with fallen leaves on the ground where her broken body should be. Slowly, she brought her gaze upward to the face of the one who held her. Stefan. There had been too much fear, too many blows tonight. She could react no longer. She could only stare up at him with a kind of wonder. There was such sadness in his eyes. Those eyes that had burned like green ice were now dark and empty, hopeless. The same look that she'd seen that first night in his room, only now it was worse. For now there was self-hatred mixed with the sorrow, and bitter condemnation. She couldn't bear it. â€Å"Stefan,† she whispered, feeling that sadness enter her own soul. She could still see the tinge of red on his lips, but now it awakened a thrill of pity along with the instinctive horror. To be so alone, so alien and so alone†¦ â€Å"Oh, Stefan,† she whispered. There was no answer in those bleak, lost eyes. â€Å"Come,† he said quietly, and led her back toward the house. Stefan felt a rush of shame as they reached the third story and the destruction that was his room. That Elena, of all people, should see this was insupportable. But then, perhaps it was also fitting that she should see what he truly was, what he could do. She moved slowly, dazedly to the bed and sat. Then she looked up at him, her shadowed eyes meeting his. â€Å"Tell me,† was all she said. He laughed shortly, without humor, and saw her flinch. It made him hate himself more. â€Å"What do you need to know?† he said. He put a foot on the lid of an overturned trunk and faced her almost defiantly, indicating the room with a gesture. â€Å"Who did this? I did.† â€Å"You're strong,† she said, her eyes on a capsized trunk. Her gaze lifted upward, as if she were remembering what had happened on the roof. â€Å"And quick.† â€Å"Stronger than a human,† he said, with deliberate emphasis on the last word. Why didn't she cringe from him now, why didn't she look at him with the loathing he had seen before? He didn't care what she thought any longer. â€Å"My reflexes are faster, and I'm more resilient. I have to be. I'm a hunter,† he said harshly. Something in her look made him remember how she had interrupted him. He wiped his mouth with the back of his hand, then went quickly to pick up a glass of water that stood unharmed on the nightstand. He could feel her eyes on him as he drank it and wiped his mouth again. Oh, he still cared what she thought, all right. â€Å"You can eat and drink†¦ other things,† she said. â€Å"I don't need to,† he said quietly, feeling weary and subdued. â€Å"I don't need anything else.† He whipped around suddenly and felt passionate intensity rise in him again. â€Å"You said I was quick-but that's just what I'm not. Have you ever heard the saying ‘the quick and the dead,' Elena? Quick means living; it means those who have life. I'm the other half.† He could see that she was trembling. But her voice was calm, and her eyes never left his. â€Å"Tell me,† she said again. â€Å"Stefan, I have a right to know.† He recognized those words. And they were as true as when she had first said them. â€Å"Yes, I suppose you do,† he said, and his voice was tired and hard. He stared at the broken window for a few heartbeats and then looked back at her and spoke flatly. â€Å"I was born in the late fifteenth century. Do you believe that?† She looked at the objects that lay where he'd scattered them from the bureau with one furious sweep of his arm. The florins, the agate cup, his dagger. â€Å"Yes,† she said softly. â€Å"Yes, I believe it.† â€Å"And you want to know more? How I came to be what I am?† When she nodded, he turned to the window again. How could he tell her? He, who had avoided questions for so long, who had become such an expert at hiding and deceiving. There was only one way, and that was to tell the absolute truth, concealing nothing. To lay it all before her, what he had never offered to any other soul. And he wanted to do it. Even though he knew it would make her turn away from him in the end, he needed to show Elena what he was. And so, staring into the darkness outside the window, where flashes of blue brilliance occasionally lit the sky, he began. He spoke dispassionately, without emotion, carefully choosing his words. He told her of his father, that solid Renaissance man, and of his world in Florence and at their country estate. He told her of his studies and his ambitions. Of his brother, who was so different than he, and of the ill feeling between them. â€Å"I don't know when Damon started hating me,† he said. â€Å"It was always that way, as long as I can remember. Maybe it was because my mother never really recovered from my birth. She died a few years later. Damon loved her very much, and I always had the feeling that he blamed me.† He paused and swallowed. â€Å"And then, later, there was a girl.† â€Å"The one I remind you of?† Elena said softly. He nodded. â€Å"The one,† she said, more hesitantly, â€Å"who gave you the ring?† He glanced down at the silver ring on his finger, then met her eyes. Then, slowly, he drew out the ring he wore on the chain beneath his shirt and looked at it. â€Å"Yes. This was her ring,† he said. â€Å"Without such a talisman, we die in sunlight as if in a fire.† â€Å"Then she was†¦ like you?† â€Å"She made me what I am.† Haltingly, he told her about Katherine. About Katherine's beauty and sweetness, and about his love for her. And about Damon's. â€Å"She was too gentle, filled with too much affection,† he said at last, painfully. â€Å"She gave it to everyone, including my brother. But finally, we told her she had to choose between us. And then†¦ she came to me.† The memory of that night, of that sweet, terrible night came sweeping back. She had come to him. And he had been so happy, so full of awe and joy. He tried to tell Elena about that, to find the words. All that night he had been so happy, and even the next morning, when he had awakened and she was gone, he had been throned on highest bliss†¦ It might almost have been a dream, but the two little wounds on his neck were real. He was surprised to find that they did not hurt and that they seemed to be partially healed already. They were hidden by the high neck of his shirt. Herblood burned in his veins now, he thought, and the very words made his heart race. She had given her strength to him; she had chosen him. He even had a smile for Damon when they met at the designated place that evening. Damon had been absent from the house all day, but he showed up in the meticulously landscaped garden precisely on time, and stood lounging against a tree, adjusting his cuff. Katherine was late. â€Å"Perhaps she is tired,† Stefan suggested, watching the melon-colored sky fade into deep midnight blue. He tried to keep the shy smugness from his voice. â€Å"Perhaps she needs more rest than usual.† Damon glanced at him sharply, his dark eyes piercing under the shock of black hair. â€Å"Perhaps,† he said on a rising note, as if he would have said more. But then they heard a light step on the path, and Katherine appeared between the box hedges. She was wearing her white gown, and she was as beautiful as an angel. She had a smile for both of them. Stefan returned the smile politely, speaking their secret only with his eyes. Then he waited. â€Å"You asked me to make my choice,† she said, looking first at him and then at his brother. â€Å"And now you have come at the hour I appointed, and I will tell you what I have chosen.† She held up her small hand, the one with the ring on it, and Stefan looked at the stone, realizing it was the same deep blue as the evening sky. It was as if Katherine carried a piece of the night with her, always. â€Å"You have both seen this ring,† she said quietly. â€Å"And you know that without it I would die. It is not easy to have such talismans made, but fortunately my woman Gudren is clever. And there are many silversmiths in Florence.† Stefan was listening without comprehension, but when she turned to him he smiled again, encouragingly. â€Å"And so,† she said, gazing into his eyes. â€Å"I have had a present made for you.† She took his hand and pressed something into it. When he looked he saw that it was a ring in the same fashion as her own, but larger and heavier, and wrought in silver instead of gold. â€Å"You do not need it yet to face the sun,† she said softly, smiling. â€Å"But very soon you will.† Pride and rapture made him mute. He reached for her hand to kiss it, wanting to take her into his arms right then, even in front of Damon. But Katherine was turning away. â€Å"And for you,† she said, and Stefan thought his ears must be betraying him, for surely the warmth, the fondness in Katherine's voice could not be for his brother, â€Å"for you, also. You will need ft very soon as well.† Stefan's eyes must be traitors, too. They were showing him what was impossible, what could not be. Into Damon's hand Katherine was putting a ring just like his own. The silence that followed was absolute, like the silence after the world's ending. â€Å"Katherine-† Stefan could barely force out the words. â€Å"How can you give that tohim ? After what we shared-† â€Å"What you shared?† Damon's voice was like the crack of a whip, and he turned on Stefan angrily. â€Å"Last night she came to me. The choice is already made.† And Damon jerked down his high collar to show two tiny wounds in his throat. Stefan stared at them, fighting down the bright sickness. They were identical to his own wounds. He shook his head in utter bewilderment. â€Å"But, Katherine†¦ it was not a dream. You came tome †¦Ã¢â‚¬  â€Å"I came to both of you.† Katherine's voice was tranquil, even pleased, and her eyes were serene. She smiled at Damon and then at Stefan in turn. â€Å"It has weakened me, but I am so glad I did. Don't you see?† she continued as they stared at her, too stunned to speak. â€Å"This is my choice! I love you both, and I will not give either of you up. Now we all three will be together, and be happy.† â€Å"Happy-† Stefan choked out. â€Å"Yes, happy! The three of us will be companions, joyous companions, forever.† Her voice rose with elation, and the light of a radiant child shone in her eyes. â€Å"We will be together always, never feeling sickness, never growing old, until the end of time! That is my choice.† â€Å"Happy†¦ with him ?† Damon's voice was shaking with fury, and Stefan saw that his normally self-contained brother was white with rage. â€Å"With thisboy standing between us, this prating, mouthing paragon of virtue? I can barely stand the sight of him now. I wish to God that I should never see him again, never hear his voice again!† â€Å"And I wish the same ofyou , brother,† snarled Stefan, his heart tearing in his breast. This was Damon's fault; Damon had poisoned Katherine's mind so that she no longer knew what she was doing. â€Å"And I have half a mind to make sure of it,† he added savagely. Damon did not mistake his meaning. â€Å"Then get your sword, if you can find it,† he hissed back, his eyes black with menace. â€Å"Damon, Stefan, please! Please, no!† Katherine cried, putting herself between them, catching Stefan's arm. She looked from one to the other, her blue eyes wide with shock and bright with unshed tears. â€Å"Think of what you are saying. You are brothers.† â€Å"By no fault of mine,† Damon grated, making the words a curse. â€Å"But can you not make peace? For me, Damon†¦ Stefan?Please .† Part of Stefan wanted to melt at Katherine's desperate look, at her tears. But wounded pride and jealousy were too strong, and he knew his face was as hard, as unyielding, as Damon's. â€Å"No,† he said. â€Å"We cannot. It must be one or the other, Katherine. I will never share you withhim .† Katherine's hand fell away from his arm, and the tears fell from her eyes, great droplets that splashed onto the white gown. She caught her breath in a wrenching sob. Then, still weeping, she picked up her skirts and ran. â€Å"And then Damon took the ring she had given him and put it on,† Stefan said, his voice hoarse with use and emotion. â€Å"And he said to me, ‘I'll have her yet,brother .' And then he walked away.† He turned, blinking as if he'd come into a bright light from the dark, and looked at Elena. She was sitting quite still on the bed, watching him with those eyes that were so much like Katherine's. Especially now, when they were filled with sorrow and dread. But Elena did not run. She spoke to him. â€Å"And†¦ what happened then?† Stefan's hands clenched violently, reflexively, and he jerked away from the window. Not that memory. He could not endure that memory himself, much less try tospeak it. How could he do that? How could he take Elena down into that darkness and show her the terrible things lurking there? â€Å"No,† he said. â€Å"I can't. Ican't .† â€Å"You have to tell me,† she said softly. â€Å"Stefan, it's the end of the story, isn't it? That's what's behind all your walls, that's what you're afraid to let me see. But you must let me see it. Oh, Stefan, you can't stop now.† He could feel the horror reaching for him, the yawning pit he had seen so clearly, felt so clearly that day long ago. The day when it had all ended-when it had all begun. He felt his hand taken, and when he looked he saw Elena's fingers closed about it, giving him warmth, giving him strength. Her eyes were on his. â€Å"Tell me.† â€Å"You want to know what happened next, what became of Katherine?† he whispered. She nodded, her eyes nearly blind but still steady. â€Å"I'll tell you, then. She died the next day. My brother Damon and I, we killed her.†