Human Behavior Movie Review Example | Topics and Well Written Essays - 1000 words

Human Behavior - Movie Review Example The film mainly features on Al Gore and his travels around the world. It primarily depicts his efforts in trying to teach the public on the severe effects of climate change, which in the long run might cause global warming (Guggenheim). Gore shows the world through this documentary of the effects of global warming on the earth both presently and in the future. The evidence of global warming is shown through detailed graphs and flow charts portraying the effects of economic change on the earth. In addition, several pictures are also shown of earth, which were taken from various angles from space. Gore’s message is further highlighted on the film on global warming, which according to the vice president, is brought about by global climatic change due to the various actions of man. The main course of these changes on the environment is the amount of greenhouse gases released to the environment due to various activities. These causative actions of man are mainly the release of gase s by various industrial processes, which eventually lead to climatic change and global warming. The film warns the public that people should check their actions, and that their actions on environment should be verified to ensure they are not aggravating the situation of global warming. The documentary also highlights the likelihood of collapse in ice sheets mainly in Greenland and West Antarctica. These occurrences might lead to rising of sea levels to approximately 20 feet above current levels. Consequently, this will lead to floods along coastal areas, which might cause displacement of population in these areas (Guggenheim). In the event where there is melting of the ice from Greenland, water will be found to contain lower saline levels; hence, may affect the currents mainly from northern Europe making them warmer compared to previous temperatures. This could lead to striking local cooling effect on the area. This illustration shows how catastrophic global warming will be to futur e generations, if really nothing is done about pollution increases. However the film offers a lifeline as it encourages that certain actions need to be taken appropriately to check the problem. Environmental pollution effects can be easily reversed if mankind acts fast on mitigation of causative factors. Firstly people should strive to ensure very few amounts of carbon dioxide are released into the environment. Secondly, the public should embark on efforts to plant as many trees and vegetation as possible. Increase in vegetation cover provides an avenue through which excess carbon dioxide gets out of the atmosphere. At this point, one can say that the film will have a lasting impact on the viewers. This positive assumption holds despite the notion that some facts need to be verified scientifically to check their authenticity, and to analyze their affects using scientific methods. Though the film is catchy and very educative, more awareness needs to be done to the world, especially o n the negative effects of industrial development (Guggenheim). The film gives viewers an insight on a city in Brazil, which has taken some measures to make a difference on environmental pollution. From an objective perspective, the film is really an educational piece of work for those involved in urban planning and the

The best ideas Essay Example for Free

The best ideas Essay It is ingrained among most people that important discoveries and concepts are results of concerns about problems of huge complexity. Nevertheless, if we allow more reasoning about that, we are bound to find out that is not always the case since history has been showing us plethora of , say, cientific development triggered by investigation over facts often dismissed as trifles. In order to bolster the argument just stated, it will be useful to refer to the pioneer of Genetics, namely Mendel. Those who would doubt a reclusive monk could make any good science out of growing peas will be appalled by his outstanding achievements. Mendel, tending the pea trees as usual, realised that the collor of the pea beans, whether green or yellow, could be predicted under some controlled unaccuracy provided the parents trees were known. Moreover, after several experiments sedulously carried out, he came to the conclusion that the collor outcome in question was result of the crossing of the parents features following some determinative selection rules. Then gene concept was born and proved to be correct and useful through nowasdays. Apart from the preceding historic report, we can think of a number of other instances in which everyday facts conceal valuable information just waiting to be uncovered such as symmetry in a snowflake, shape of droplets, reflection upon a lake, waves ruffling around a bathtube, wings of a butterfly etc. Were we to look carefuly into them, we would come up with a lot of physical facts almost ubiquitious in nature whose consequences are more complexes than one can imagine. Therefore, it is seems to be clear that the best ideas quite often result of looking into passionately into simple thing surrounding us. Methaphorically speaking, nature tell us her secrets in the silence of commonplace things rather than in the hustle and bustle that builds up in our minds clustered in a noisy complexity.

The effectiveness of interview process for an employee

The effectiveness of interview process for an employee This paper attempted to find out the Effectiveness of Interview process for an Employee Selection Method. This manuscript reviews the literature in order to summarize, integrate, and evaluate the many ways interviews can be structured. The use of valid selection methods is an important prerequisite for good selection decision making .This review is focused on interviews effectiveness as one of the selection method. From the point of view of organisation interview decides the future employee where a lots of responsibilities lies for the organisation to select the right candidate. However interview is one way of several ways to recruit human resources and its validity and reliability needs to be accurate. Chapter gives a description of introduction of the topic, literature review and methodology to carry out the research. It set up two objectives that are to identify the strengths and weaknesses of interview technique and to find out the recommendation and suggestion to remove the flaws of interview. Most selection devices including interview are made on the basis of predictions about how well an applicant will perform, the usefulness of these predictions is determined by two main factors their reliability and validity (Sparrow, 1994 ). These are the fundamental requirements for any selection method. Suggested by Travor (1999) The structure, validity, reliability and predictive power of structure and unstructured interview have been analysed, investigated through the researchers` comments, suggestions and theory of personality. Finally step-by-step details on how both of the interview methods differ in predicting accurate job performance is presented by personality theory, job analysis etc. A key findings of this analysis in the chapter 4 is that unstructured interview is less valid and reliable as it does not focus on the behavioural based analysis to predict the job performance where structured interview is more valid and accurate as it is based on scientific and theoretical analysis using job analysis, scoring guide, and predictive questions. Through the analysis in this report, suggestion and recommendation has been made to make the interview more effective and eliminate the interview errors. A Harvard University study reports that 80% of turnover can be blamed on mistakes made during the employee selection and hiring process. Employee selection process is very important for every Organisation. If an organisation makes the wrong selection decision it will employ an individual who is not going to meet the organisations expectations of an entrant at the level. Selection and assessment is fundamentally concerned with the prediction of job performance and prediction necessarily implies the existence of predictors. There are several types of selection methods or predictors. There are more combinations and ways for selection system. Interview is a two way process -with the candidate assessing the organisation as well as the other way around. For years occupational psychologists have argued that interviews are among the worst methods of selection that organisations can use to choose its employees. Dipboye (1994) has suggested that the interview has no unique content: it is simply a method of collecting information .Nevertheless , in order to research to proceed there is a generic definition for interview as : The employment interview is defined as an interviewer-applicant exchange of information in which the interviewer(s) into the applicants (a) work-related knowledge, skills, and abilities (KSAs); ( motivations; (c) values; and (d) reliability, with the overall staffing goals of attracting, selecting and retaining a highly competent and productive workforce. (Eder, 1999) According to Sparrow (1994) the rationale of the interview to be a selection process are as follows: To collect information in order to predict how well the applicants would Perform in the job for which they have applied, by measuring them against predetermined criteria. To provide the candidate with full details of the job and organisation to Facilitate their decision-making Sparrow (1994). The use of valid selection methods is an important prerequisite for good selection decision making .This research is focused on interview `s effectiveness as one of the selection method. From the point of view of organisation interview decides the future employee where a lots of responsibilities lies for the Organisation to select the right candidate. However interview is one way of several ways to recruit human resources and its validity and reliability needs to be accurate. We believe that most applicants are more interested in being hired, to examine this belief it is wise to consider the two kinds of errors take place in the interview and their impact on the applicants and organisation. The errors are false rejection by which applicants should have been hired but overlooked due to weaknesses in selection method and the other errors is false hire by which organisation lose their valuable time and money in hiring wrong applicant. The line manager interest in selection process thus starts with the consequences of bad hires .If the Organisation chose the wrong person through the wrong selection method .it brings a loos for the whole organisation. There is a number of diversified pressures for the organisation to devote more attention to the efficiency and validity of the selection system. Hence organisation and applicants both share the interest in selection accuracy. Thats why satisfying selection process is very prerequisite for the decisions of interviewee and the Organisation. Therefore it is very important to justify the validity and accuracy of interview technique as a selection process. As a student of business studies and employee of various organisations I have this study challenging to explore how this method is valid. As organisation sometimes compensate the cost of hiring wrong person it is very important to research on this topic. There are several different types of selection interview for the employer to consider. The structured or patterned interview Unstructured or traditional face to face interview The semi structured interview The situational interview As interview devices are made on the basis of predictions about how well an applicant will perform the usefulness of these predictions is determined by two main factors their reliability and validity (Sparrow, 1994). Reliability is a measurement concept widely used in the psychology of assessment .It refers to consistency of a method, its capability of delivering the same or similar scores for the same individual at different times and with the different assessors (ONeil, 1990) 1.1 Aim Its very much difficult to find a skilled and talented worker without an effective interview. But how could we say that the interview was effective enough to choose the right candidate? An interview is will be successful and effective by selecting the right candidate for the right job. On the basis of two theoretical aspects as reliability and validity the aim of this research is to identify the values of the interviewing method and view of interview practices and phenomena to aid the organisation, employers and personnel practitioners. The reason to carry out the research is to find out why interview is used for most of the selection where there are several ways of selection method. , to determine the effectiveness of interview as a whole .and to identify flaws of the interview method and find out how interview could be made more effective so that organisation can choose the right future employee. In this research it has been argued that if the interview technique is an effective method for selection process, how much it is valid and reliable. Hence the title of the research is The Effectiveness of Interview process for an Employee Selection Method. 1.2 Objective Up to the time of 1989 the general consensus in the literature was that the interview was a poor selection device, tolerated primarily because it was the only personal opportunity for applicants and interviewers to exchange information with one another. . In this research the objectives are to find out the effectiveness of interview like their advantages, disadvantages, how valid and reliable they are , their strengths and weaknesses. Before all of them it is a general objective to find out why traditional interview is still used widely .which has been produced at the beginning of objective 1 In the second objective to eliminate the flaws of interview of both unstructured and structured interview and to make interview more effective recommendations and certain changes have been suggested. Therefore the objectives of this research are: 1. To determine the advantages and disadvantages of unstructured interview. 2. To evaluate schemes on how to ascertain perceived changes to make interview method more effective. Chapter 2 Research Methodology 2.1 Purpose In this chapter research methodology is described to find out the way of the analysis of the topic The Effectiveness of Interview process for an Employee Selection Method. First of all, literature review of several concepts relating to Recruitment process and the in depth description of the total process. 2.2 Positivist Research As described by Orlikowski Baroudi (1991) Positivists generally assume that reality is objectively given and can be described by measurable properties which are independent of the observer (researcher) and his or her instruments. Positivist studies generally attempt to test theory, in an attempt to increase the predictive understanding of phenomena (Orlikowski Baroudi, 1991). 2.2.1 The Positivist Paradigm: Theories, Propositions, Hypotheses and Hypothesis Testing A paradigm is a set of beliefs about the nature of social reality, that is, the nature of the world and the individuals place in it (Guba and Lincoln 1994). Guba and Lincoln note that a paradigm has three dimensions:  · What is the form and nature of reality (the ontological question)?  · What is the relationship between the researcher and what can be known (the epistemological question)?  · How does the researcher find out whatever they believe can be known (the methodological question)? It is critical to remember that paradigms are assumptions that are not subject to proof. They are human constructions that are neither right nor wrong: proponents must argue for their utility (Guba and Lincoln 1994). The positivist paradigm has the following positions with regard to the three dimensions: 1. An objective reality is assumed which can be systematically and rationally investigated through empirical investigation, and is driven by general causal laws that apply to social behaviour. This is sometimes called naÃÆ' ¯ve realism (the ontological position) (Guba and Lincoln 1994). 2. The researcher and the phenomena being investigated are assumed to be independent, and the researcher remains detached, neutral and objective. Any reduction in independence is a threat to the validity of the study, and should be reduced by following prescribed procedures (the epistemological position) (Shanks Parr, n.d). 3. General theories are used to generate propositions that are operationalised as hypotheses and subjected to empirical testing that is replicable. Hypotheses should be testable and provide the opportunity for confirmation and falsification. This is the essence of the scientific method (the methodological position) (Shanks Parr, n.d). In the following discussion about theory, proposition, hypothesis and hypothesis testing we assume a positivist position. 2.2.1Theories A theory is a system of ideas that abstracts and organises knowledge about the social world (Neuman 2000). There are many types of theory including implicit (preconceptions, biases and values etc.) and explicit theory (sets of organised concepts and their interrelationships) (Miles and Huberman 1994). There are highly abstract theoretical frameworks, and focused mid-range theories more suited to empirical work (Neuman 2000). For empirical studies conducted using a positivist, deductive case approach mid-range, explicit theories are relevant. Dubin (1978) notes that this type of theory has three main elements:  · A set of well-defined concepts (or units);  · Laws of interaction (or interrelationships between the units);  · A boundary within which the theory holds. 2.2.2 Propositions Predictions about the world are made using propositions, that is, conclusions that may be deduced logically from the theory. Propositions link the values of units. Propositions in the viewpoint development theoretical framework will therefore link specific values of viewpoint representation with specific values of viewpoint development role. Dubin (1978) notes that the most usual form of propositions is the if à ¢Ã¢â€š ¬Ã‚ ¦ then à ¢Ã¢â€š ¬Ã‚ ¦ format. Darke (1997) identifies two propositions in her study:  · If representation techniques are informal or semi-formal then they are used during the requirements acquisition viewpoint development role.  · If representation techniques are semi-formal or formal then they are used during the requirements modelling viewpoint development role (Darke, 1997). 2.2.3 Hypotheses A hypothesis is an empirically testable statement that is generated from a proposition. Terms in propositions belong to the abstract world of theory. Each of the terms must be assigned an empirical indicator. These empirical indicators are then substituted into the proposition to form a corresponding hypothesis. Once hypotheses have been generated they may be used in empirical studies (Ullah, 2010a). 2.2.4 Hypothesis Testing Hypotheses are tested by comparing their predictions with observed data. Observations that confirm a prediction do not establish the truth of a hypothesis. The deductive testing of hypotheses involves looking for disconfirming evidence to falsify hypotheses (Lee 1989). Falsified hypotheses are then refined based on the reasons for falsification and subjected to further empirical testing. 2.3 Quantitative or Qualitative method Qualitative methods approach has been used in this current research. Qualitative research involves the use of qualitative data, such Qualitative data such as open- ended responses, interviews, participant observations, field notes, reflections (Johnson Christensen, 2008). On the other hand Quantitative data based on precise measurements using structured validated data-collection instruments (Johnson Christensen, 2008). 2.4 Data collection method In order to analyse and gather the information of the research mainly primary and secondary data both were used. 2.4.1 Primary data According to Collis and Hussey (2003) in phenomenological approach the interview questions are unstructured or semi- structured in pattern not closed questions like positivistic approach. The plan is that the researcher will prepare semi-structured questions that are helpful to take maximum information from interviewees because in closed questions it is possible that some important information will be ignored. In semi-structured interviews the researcher has an opportunity to probe various areas and to raise specific queries during the semi-structured interviews (iiu.edu.my). (Ahmad, 2008) In this research, interviews were used as the source of primary data to find how the Effectiveness of Interview process for an Employee Selection Method. The reporter conducted several meeting with some renowned Recruitment agencies and different organisations to gain the practical view of the total recruitment emphasizing the Interview process. 2.4.2 Secondary data Secondary data are those that have been generated by others and are included in data-sets, case materials, computer or manual databases or published by various private recruitment organisations, Universities and public organisations or government departments (e.g. National Skills Task Force, Employers Skill Survey, Statistical Report) (Ullah, 2010a). Chapter 3 Literature Review According to Ullah (2010) the growing importance of good employees poses a challenge to the HR managers. The selection process of todays HR managers is becoming multifarious and exigent. Unquestionably the overall aim of the selection process is to spot the candidates who are appropriate for the vacancy or wider requirements of the HR plan. Interview has been used as a significant selection method by HR managers. The interview is the most applicable method in determining an applicants organisational fit, level of motivation, and inter-personal skills (Stevens, 1997 cited Ullah, 2010). An interview is a specialised form of adaptation conducted for a specific task-related purpose (Whetton Cameron, 2002). The primary objective of interview is to predict whether a candidate will meet the performance expectation on the job (Camp et al, 2001). The increasing competition for skilled and talented workers calls for effective interview. But what actually makes an interview effective? An interview is regarded as effective when it can provide its purpose, i.e. selecting the right candidate for the right job (Ullah, 2010). Human resources should be considered as a significant organizational asset. In this context, the application of the appropriate strategies for its development, can lead to the improvement of the corporate performance both in the short and the long term. Recruitment and selection are core areas of human resource management but are frequently discussed in a prescriptive manner. They are not simply techniques for filling jobs they are also levers for organizational change, sustaining employee commitment and achieving high performance. The recruitment process is both costly and lengthy, and when a mistake is made it can be catastrophic for the organization and the individual involved (Dale, 2006). Few line managers are given formal training at recruitment processes and poor interviewing skills can cost a company both cash and customers. This book enables managers and HR professionals to master essential recruitment skills and develop an effective interviewing technique. Shsckleton ( 1991) found that interviews ( traditional or unstructured method ) were used widely . In Britain 93% and 94 % in France although there was a striking contrast in the number of interviews used in the selection process. In 1980 the economic change and pressure renewed interest to focus on interview productivity and growing evidence suggested more reliable and validated interview technique , Orpen (1985) and weekly Gier (1987). There are two reasons why this study concentrates here only on unstructured / traditional interview compared to structured interview because -After1989 the quest for a more reliable, standarasied interview form was reaching fruition .The growing evidence of structured interviewing techniques like situational interview yielded more reliable and valid ratings of applicant suitability than did unstructured interview ( Janz, 1982 ; Hellervik Gilmore, 1986 ; Orpen, 1985) Structured interview appears to have greater validity than do unstructured interviews, further understanding of structured interviews would seems to have a greater payoff in terms of practice and unstructured interviews may differed greatly from study to study in terms of the questions asked . (Eder Harris, 1999 ). Since it is the interviewers responsibility to find the right candidate for the job, it is crucial that the interview is well designed. To be fit for the purpose the interview must be sufficiently demanding but, at the same time, respectful of the candidate. This book not only provides interviewers with tried and tested readymade interview questions, but also enables them to conduct fair and searching interviews. This book gives clear idea about Interview techniques and questions to ensure that the best person is recruited for the job and also includes numerous interview questions and recruitment advice (Hackett, 1998). This book gives idea to ensure any individuals for choosing better people for the organization more efficiently. It provides step-by-step guidance on techniques and procedures from the initial decision to recruit through to the critical final choice. Helpful advice is included on: à ¢Ã¢â€š ¬Ã‚ ¢ drawing up job descriptions, employee specifications and assessment plans à ¢Ã¢â€š ¬Ã‚ ¢ setting up the interview à ¢Ã¢â€š ¬Ã‚ ¢ using different interview strategies and styles à ¢Ã¢â€š ¬Ã‚ ¢ improving your questioning and listening skills à ¢Ã¢â€š ¬Ã‚ ¢ evaluating the evidence to reach the best decision (Arvey Campion, 1982). Interviews are now so widespread that it is difficult to think of a single profession where they are not used. As such, the ability to conduct interviews effectively is considered essential in any professionals repertoire of skills. This new edition of Effective Interviewing provides detailed coverage of the methods and techniques currently in practice and speculates on the future of interviewing (Dale, 2003). Chapter 4 Analysis and Findings In the previous Chapter, the research methodology, described how the information, theories and concepts were collected in order to analyse the findings with the comparison between unstructured and structured interview. 4.1 Criteria to choose Interview: Bolton (1999) described three main criteria as the tools to choose a selection method. They are; Cost Time Social interaction 4.1.1 Cost 1990 potential benefits of the selection stages must be weighed against their cost. Like travel cost, materials cost , staff costs , and time cost . It is useful to focus on contextual information that is worth being guided by cost benefit considerations in order that the effort involves gathering the information can be balanced against its usefulness within the organisation .Traditional interview cost less than structured interview as it does not necessitate straining , specialists , can take place anywhere etc . 4.1.2 Time The more stages the more time it takes to carry them out. Correspondence with and repeated visits by candidates are time consuming. Eder (1999) asserted that, structured interviewing techniques are likely to take more time than the unstructured interview. The need for a carefully documented job analysis may seem superfluous to a hiring manager who has supervised employees in the positing for many years. Saving time may become the justified fact to busy manager when they find to ask all applicants a standard set of questions wasteful and unjustified. 4.1.3 Social process Even if the interview were thoroughly repudiated, it probably would not be abandoned; there seems to be certain human curiosity, which can be satisfied in no other way than seeing each other. Stewart (1996) explained that, the past few years the managers complained on HR staff that structured interview is an unwanted control over their independence to use a core set of questions. In todays more informal business atmosphere a structured interview seems out of place. Managers may resist using structured interview . Indeed another reason for popularity of the conventional interview is that it does give the interviewee the occasion to ask questions (Eder 1999). From the above comparison the following advantages are stated: Through the interview face to face conversation is possible. It is more cost effective The Interviewer and the Interviewee need not to get training, easy to adapt. Interview can be used for almost all types of vacancies. The Interviewer can assess the interpersonal communication skill of the Interviewee. It can be used to meet wide range of information to recruit a candidate outside the job associated requirements. It can be arranged many different substantial locations. Through this process the managers can test for personal attitudes, abilities and potentiality of the candidates. 4.2 The factors that affect the interview outcomes: Motowidlo (1992) proceeds to offer various factors such as degree of control over ones behaviour that may affect the relationship between intentions and behaviour. Applicant may answer, as the interviewer will be happy to hear. Motowidlo (1992) believes that when behaviour is completely controlled by the employee, intensions will be less predictive of future than the past which also suggests that situational interviews are less predictive than the behavioural. Apart from the trait limitation according to Schermerhorn Jr et al. (1996) the prediction could be inaccurate if there is any type of factor takes place affecting or influencing the applicants reply.Through a common theoretical framework an integration of the findings may be reached. Applying this theory, this assumption can be matched with other biases leads both parties to make dispositional attributes when they are not appropriate. Thus in the case of interview from a candidates perspective the candidate may attribute interviewers behaviour wholly to personal characteristics which could original or may generalise the recruiters behaviour and behave accordingly. Interviewers signalling hypothesis can be seen as an impact to affect the outcome of interview and interfere interviewees` behaviour. Thus interviewers behaviour can control the interviewee and have a bad impact on the outcome of the selection process, which means it could cause wrong prediction and lower validity and reliability. Some evidence suggests that racial biases may be introduced in the traditional interview process because of the stereotypical views interviewers have of personalities on the basis of interviewees attitude analysis without scientific evidence and conducting the interview without objectivity that decreases the employers ability to discharge its burden of coming forward with admissible evidence that clearly sets forth a non-discriminatory reason for its rejection of the plaintiff (Eder , 1999) 4.3 Comparison between the traditional and Modern Recruitment method: According to Michigan State University Study (1995) 4.3.1 Traditional Recruitment Methods Are Too Subjective, cause Most employers use a combination of application, interviews, resumes and employment reference checks. These methods are best described as subjective. Traditional recruitment methods are highly vulnerable to data distortion or falsification. Resumes are often exaggerated or falsified. Interviews are greatly influenced by first impressions, appearance halo effects or chemistry. References are usually groomed or coached. Subjective recruitment and hiring methods provide useful, but limited information. 4.3.2 Modern Recruitment Methods Offer a More Objective Approach Modern recruitment methods use on-line applications and interviews, integrity screenings and executive profile assessments, job matching and background verifications. The information collected is highly accurate and reliable. Objective recruitment and hiring methods make your hiring process more defendable to any EEOC and ADA challenges. Screenings and profiles are not as vulnerable to faking or distortion and halo effects. Validity indicators on assessments help to verify the authenticity or candor of the candidates responses. 4.3.3 Research Shows the Relative Value of Different Hiring Methods Interviews alone 14% accuracy Reference Checks + Interviews 26% accuracy Behavior-based Personality Assessment + Reference Checks + Interviews 38% accuracy Abilities + Personality Assessment + Reference Checks + Interviewing 54% accuracy Values Interests + Abilities + Personality Assessment + Reference Checks + Interviews 66% accuracy Personal Attributes Job Matching (job benchmark) + all of the above 75% accuracy (Michigan State University Study, 1995) 4.4 How to improve Interview technique Most of the typical interviews are comparatively unstructured. Structure approach are used where every candidates face the absolutely the same questions and situations to solve such a situation where the job position required. To make interview reliable and more valid the combination of two method like -using recommended structure, assessment test, references check, panel of interview, interviewer training may increase the reliability and validity of interview, it may appear to be useful but properly controlled comparisons of scores with measures of work performance may show that an apparently less relevant test has higher predictive validity (Hossain, 2010). 4.5 Summery tips for Interviewing Regan and Dean (2010) summarised the key tips for the Interviewing technique by the following: à ¢Ã¢â€š ¬Ã‚ ¢ Structure the interview, have an agenda and inform the candidate so they can manage the employers expectations. à ¢Ã¢â€š ¬Ã‚ ¢ Be clear about what the organisation is looking for in terms of experience, personality and skills and prepare questions to assess the candidates suitability. à ¢Ã¢â€š ¬Ã‚ ¢ Prepare questions based on areas on the CV which the interviewer would like to investigate. à ¢Ã¢â€š ¬Ã‚ ¢ Select a comfortable professional location, free from interruptions. à ¢Ã¢â€š ¬Ã‚ ¢ Review the CV and the job specification again prior to the interview. à ¢Ã¢â€š ¬Ã‚ ¢ Set all the objectives on which to asses all candidates. à ¢Ã¢â€š ¬Ã‚ ¢ Start with the brief history of the company. à ¢Ã¢â€š ¬Ã‚ ¢ place the interviewee at easy and comfortable situation where the applicant is out of nervousness. à ¢Ã¢â€š ¬Ã‚ ¢ Allow sufficient time for interviews if any changes happened let the candidate know the duration is shortened, as it was informed before. à ¢Ã¢â€š ¬Ã‚ ¢ If the company is looking for any specific skills or attributes devise relevant questions to cover the job position, let the candidates be asked specifiaclly. à ¢Ã¢â€š ¬Ã‚ ¢ Ensure candidates leave with a good impression of the Interviewer and the company, even if they are not right for this role there may be others in the future. à ¢Ã¢â€š ¬Ã‚ ¢ Summarise at the end check to see all candidates questions are answered, and let them know the next steps. à ¢Ã¢â€š ¬Ã‚ ¢ Record the answers and the responses (Regan and Dean, 2010). 3.2.1 Structure There are several ways to structure the interview .The recommendation of the form of structure set out in table given below: Chapter 5 Conclusion and Recommendation The hiring decisions you make are some the most important investments into your organizations future. Dont leave it to chance! The task of HR managers does not complete just after the interview session. The post-interview activities are vital for them. At least they should verify the background investigation of the potential employee before finally offering the job. Background investigations, or reference checks, are inte

The Yellow Wallpaper -- Literacy Analysis

Are asylums meant to shelter the affected persons or to help society flee away from abnormalities that are inevitable in human life? What are the consequences of keeping a person kept captive behind these so called ‘shelters’? These questions are some of the many that are inquired in The Yellow Wallpaper by Charlotte Perkins Gilman. Within the lines of the obscure plot in this short story, the author makes it clear that the unnamed protagonist was not, in fact, insane or suffering from a definitive disease or mental malfunction. However, this ‘mental disorder’ is only a way that the narrator actively rebels against society and how patriarchy has restricted her into becoming a heap of insecure thoughts. In the introduction of the story the unnamed narrator describes her ‘illness’ and the ‘conditions’ she faces, however through the analysis of her writing she begins to reveal the oppression that she is forced to submit to. Much of the protagonist’s oppression comes from her husband, as he does not believe she is sick at all. Because she is timid and is subdued by her spouse she believes, like the rest of society, that a male’s qualifications can automatically make him right. The narrator tends to question her husband’s view, but then covers it up with his credentials in her private journal entries, â€Å"You see he does not believe I am sick! And what can one do? If a physician of high standing, and one's own husband, assures friends and relatives that there is really nothing the matter with one but temporary nervous depression -- a slight hysterical tendency -- what is one to do?† (Gilman Wallpaper, 1) This is only the beginning of the oppression and the beginning of the narrator’s rebellion against a society controlled by men. The au... ...nd The Yellow Wallpaper. Works Cited Gilman, Charlotte Perkins. "Why I Wrote 'The Yellow Wallpaper.'." The Captive Imagination: A Casebook on "The Yellow Wallpaper,". Ed. Catherine Golden. New York: Feminist Press at the City University of New York, 1992. 51-53. Rpt. in Short Story Criticism. Ed. Janet Witalec. Vol. 62. Detroit: Gale, 2003. Literature Resources from Gale. Web. 10 Feb. 2012. Gilman, Charlotte Perkins. The Yellow Wallpaper. [New York]: Feminist, 1973. Print. Knight, Denise D. "'I am getting angry enough to do something desperate': The Question of Female 'Madness.'." "The Yellow Wall-Paper" by Charlotte Perkins Gilman: A Dual-Text Critical Edition. Ed. Shawn St. Jean. Athens: Ohio University Press, 2006. 73-87. Rpt. in Twentieth-Century Literary Criticism. Vol. 201. Detroit: Gale, 2008. Literature Resources from Gale. Web. 10 Feb. 2012. The Yellow Wallpaper -- Literacy Analysis Are asylums meant to shelter the affected persons or to help society flee away from abnormalities that are inevitable in human life? What are the consequences of keeping a person kept captive behind these so called ‘shelters’? These questions are some of the many that are inquired in The Yellow Wallpaper by Charlotte Perkins Gilman. Within the lines of the obscure plot in this short story, the author makes it clear that the unnamed protagonist was not, in fact, insane or suffering from a definitive disease or mental malfunction. However, this ‘mental disorder’ is only a way that the narrator actively rebels against society and how patriarchy has restricted her into becoming a heap of insecure thoughts. In the introduction of the story the unnamed narrator describes her ‘illness’ and the ‘conditions’ she faces, however through the analysis of her writing she begins to reveal the oppression that she is forced to submit to. Much of the protagonist’s oppression comes from her husband, as he does not believe she is sick at all. Because she is timid and is subdued by her spouse she believes, like the rest of society, that a male’s qualifications can automatically make him right. The narrator tends to question her husband’s view, but then covers it up with his credentials in her private journal entries, â€Å"You see he does not believe I am sick! And what can one do? If a physician of high standing, and one's own husband, assures friends and relatives that there is really nothing the matter with one but temporary nervous depression -- a slight hysterical tendency -- what is one to do?† (Gilman Wallpaper, 1) This is only the beginning of the oppression and the beginning of the narrator’s rebellion against a society controlled by men. The au... ...nd The Yellow Wallpaper. Works Cited Gilman, Charlotte Perkins. "Why I Wrote 'The Yellow Wallpaper.'." The Captive Imagination: A Casebook on "The Yellow Wallpaper,". Ed. Catherine Golden. New York: Feminist Press at the City University of New York, 1992. 51-53. Rpt. in Short Story Criticism. Ed. Janet Witalec. Vol. 62. Detroit: Gale, 2003. Literature Resources from Gale. Web. 10 Feb. 2012. Gilman, Charlotte Perkins. The Yellow Wallpaper. [New York]: Feminist, 1973. Print. Knight, Denise D. "'I am getting angry enough to do something desperate': The Question of Female 'Madness.'." "The Yellow Wall-Paper" by Charlotte Perkins Gilman: A Dual-Text Critical Edition. Ed. Shawn St. Jean. Athens: Ohio University Press, 2006. 73-87. Rpt. in Twentieth-Century Literary Criticism. Vol. 201. Detroit: Gale, 2008. Literature Resources from Gale. Web. 10 Feb. 2012.

Operational Risk Management in Banking Sector: an Overview

ReseaRch PaPeR Commerce Volume : 3 | Issue : 1 | January 2013 | ISSN – 2249-555X Operational Risk Management in Banking Sector: An overview Keywords Rakesh Chutia Assistant, State Bank of India Margheita-786181 Dist. -Tinsukia Assam ABSTRACT Operational risk is inherent in all banking products, activities and processes and systems and the effective management of operational risk is of paramount importance for every bank’s board and senior management.With globalization and deregulation of financial markets, increased competition combined with the advent of high-end, innovative, sophisticated technology tremendous changes have taken place in the products distribution channels and service delivery mechanism of the banking sector. These have introduced more complexities into the banking operations and consequently the risk patterns and profiles of the industry have also become complex, diverse and catastrophic. The New Capital Adequacy Framework of the Reserve Bank of India requires bank to maintain capital explicitly towards operational risk.This paper tries to study the various methodologies used by the banks in their operational risk management activity and to study the regulatory framework related to operational risk management. Introduction Since the late 1990s, globalization, deregulation, consolidation, outsourcing, breaking of geographical barriers by use of sophisticated technology, growth of e-commerce etc. have significantly changed the business, economic and regulatory climate of the banking sector. These developments introduced more complexities into the activities of banks and their risk profiles.Consequently a series of high profile operational loss events at Societe Generale, UBS, AIB, and National Australia Bank etc. have led banks and their managements world over to increasingly view operational risk management as an integral part of their risk management activity like the management of market risk and credit risk. The identification and measurement of operational risk is a significant issue for modern-day banks, particularly since the decision by the  Basel Committee on Banking Supervision  (BCBS) to introduce a capital charge for this risk as part of the new capital adequacy framework (Basel II).Operational risk has been defined by the Basel Committee on Banking Supervision as the risk of loss resulting from inadequate or failed internal processes, people and systems or from external events. This definition is based on the underlying causes of operational risk. It seeks to identify the causes of a loss event and at the broadest level includes the breakdown by four causes: people, processes, systems and external factors. Operational risk may materialise directly, e. g. , in electronic fund transfer (transfer of funds to the wrong person) or could result indirectly as a credit or market loss.Since there is a close linkage of operational risk with other types of risks, it is very important for banks to first have a clear understanding of the concept of operational risk before designing the appropriate operational risk measurement and management framework. Different types of operational risk in Banking Sector The Basel Committee has identified the following types of operational risk events as having the potential to result in substantial losses for banks: †¢ Internal fraud. For example, intentional misreporting of positions, employee theft, and insider trading on an employee’s own account. Externalfraud. Forexample,robbery,forgery,chequekiting, and damage from computer hacking. †¢ Employment practices and workplace safety. For example, workers compensation claims, violation of employee health and safety rules, organised labour activities, discrimination claims, and general liability. †¢ Clients, products and business practices. For example, fiduciary breaches, misuse of confidential customer information, improper trading activities on the bank’s account, mon ey laundering, and sale of unauthorized products. Damagetophysicalassets. Forexample,terrorism,vandalism, earthquakes, fires and floods. †¢ Business disruption and system failures. For example, hardware and software failures, telecommunication problems, and utility outages. †¢ Execution,deliveryandprocessmanagement. Forexample: data entry errors, collateral management failures, incomplete legal documentation, and unauthorized access given to client accounts, non-client counterparty misperformance, and vendor disputes. OPERATIONAL RISKMANAGEMENT PROCESS: Operational Risk management generally encompasses the process of identifying risks to the bank, measuring exposures to those risks), ensuring that an effective capital planning and monitoring programme is in place, monitoring risk exposures and corresponding capital needs on an ongoing basis, taking steps to control or mitigate risk exposures. †¢ Identification of operational risk. Banks should identify and assess the operational risk inherent in all products, services,activities,processesandsystems. You can read also Portfolio Management QuizzesEffectiverisk identification should consider both internal factors (such as the bank’s structure, the nature of the bank’s activities, the quality of the bank’s human resources, organizational changes and employee turnover) and external factors (such as changes in the industry and technological advances) that could adversely affect the achievement of the bank’s objectives. †¢ AssessmentofOperationalRisk. Inadditiontoidentifying the risk events, banks should assess their vulnerability to these risk events.Effective risk assessment allows a bank to better understand its risk profile and most effectively target risk management resources. Amongst the possible tools that may be used by banks for assessing operational risk are: ? Self Risk Assessment: A bank assesses its operations and activities against a menu of potential operational risk vulnerabilities. This process is internally driven and often incorporate s checklists and/or workshops to identify the strengths and weaknesses of the operational risk environment. 6 X INDIAN JOURNAL OF APPLIED RESEARCH ReseaRch PaPeR Risk Mapping: In this process, various business units, organizational functions or process flows are mapped by risk type. This exercise can reveal areas of weakness and help prioritise subsequent management action. ? Key Risk Indicators: Key risk indicators are statistics and/ or metrics, often financial, which can provide insight into a bank’s risk position. Such indicators may include the number of failed trades, staff turnover rates and the frequency and/or severity of errors and omissions. †¢ Measurement. A key element of risk management is measuring the size and scope of the bank’s risk exposures.However, there is no clearly established, single method to measure operational risk on a bank-wide basis. Banks may develop risk assessment techniques that are appropriate to the size and complexities of the ir portfolio, their resources and data availability. A good assessment model must cover certain standard features. An example is the â€Å"matrix† approach in which losses are categorized according to the type of event and the business line in which the event occurred. Banks may quantify their exposure to operational risk using a variety of approaches.Forexample,dataonabank’shistoricallossexperience could provide meaningful information for assessing the bank’s exposure to operational risk and developing a policy to mitigate/control the risk. †¢ MonitoringofOperationalRisk. Aneffectivemonitoring process is essential for adequately managing operational risk. Banks should implement a process to regularly monitor operational risk profiles and material exposures to losses. In addition to monitoring operational loss events, banks should identify appropriate indicators that provide early warning of an increased risk of futurelosses.Such indicators should be forwar d-looking and could reflect potential sources of operational risk such as rapid growth, the introduction of new products, employee turnover, transaction breaks, system downtime, and so on. There should be regular reporting of pertinent informationtoseniormanagementandtheBoardofDirectors that supports the proactive management of operational risk †¢ Controls/MitigationofOperationalRisk. Withregardto operational risk, several methods may be adopted for mitigatingtherisk. Forexample,lossesthatmightarise on account of natural disasters can be insured against.Losses that might arise from business disruptions due to telecommunication or electrical failures can be mitigated by establishing redundant backup facilities. Loss due to internal factors, like employee fraud or product flaws, which may be difficult to identify and insure against, can be mitigated through strong internal auditing procedures. The Board of Directors and senior management must make efforts for establishing a stron g internal control culture in which control activities are an integral part of the regular activities of a bank.Banks should periodically review their risk limitation and control strategies and should adjust their operational risk profile accordingly using appropriate strategies, in light of their overall risk appetite and profile. Investment in appropriate processing technology and information technology security are also important for risk mitigation. Banks should also have in place contingency and business continuity plans to ensure their ability to operate on an ongoing basis and limit losses in the event of severe business disruption.OPERATIONAL RISK MANAGEMENT APPROACHES IN BASEL II The Basel framework (2004) proposes a range of approaches for setting aside regulatory capital for operational risk under Pillar 1: The Basic Indicator Approach (BIA), The Standardised Approach(TSA)andtheAdvancedMeasurementApproach (AMA). Allthethreeapproachesdifferintheircomplexityand the banks ar e encouraged to move along the spectrum of approaches as they obtain more sophistication in their risk management practices.The Basic Indicator Approach is the simplest approach for estimating regulatory capital, wherein Volume : 3 | Issue : 1 | January 2013 | ISSN – 2249-555X banks are required to set apart an amount equal to the average over the previous three years of 15% of positive annual gross income. In The Standardised Approach, banks’ activities are divided into eight business lines: Corporate finance, Trading & Sales, Retail Banking, Commercial Banking, Payment & Settlement, Agency Services, Asset Management and Retail Brokerage.While gross income continues to be the main indicator of operational risk as under the Basic Indicator Approach, the specific amount to be set apart as a percentage of the gross income varies between business lines, ranging from 12 to 18% , as compared to the 15% overall under the Basic Indicator Approach. This approach is more refine d than the Basic Indicator Approach as it takes into the account the fact that some business lines are riskier than others and therefore a higher proportion of capital has to be set apart for those business lines.The Advanced MeasurementApproach(AMA)isbasedonthebanks’internalmodels to quantify operational risk. The framework gives flexibility to the banks in the characteristics of the choice of internal models, though it requires banks to demonstrate that the operational risk measures meet a soundness standard comparable to a one-year holding period and a 99. 9% confidence level, which means that a bank’s capital charge should be equal to at least 99. 9% quantile of their annual aggregate loss distribution.Banks are required to factor in four key elementsindesigningtheirAdvancedMeasurementApproach framework: internal loss data, external loss data, scenario analysis and bank specific business environmental and internal control factors. The methodologies under the advanc ed approach are evolving and there are a range of methods in practice in banks internationally. OPERATIONAL RISK MANAGEMENT IN THE CONTEXT OF INDIAN BANKING SECTOR: The Reserve Bank of India is the regulator and supervisor of the banking system in India and is entrusted with the task of framing the capital adequacy guidelines for banks in India under Basel II.Public sector banks, where the Government of India is the major shareholder, dominate the Indian banking system, accounting for nearly three-fourths of total assets and income. These banks are large and very old banks, operating through thousands of branches spread all over the country. The new private sector banks are fully automated from day-one and operate like other high-tech foreign banks. The private sector banks have grown rapidly since the onset of reforms and have increased their share in total assets of the banking industry, whereas the public sector banks have witnessed shrinkage in their market share.The public sect or banks have only recently started automating their processes and operations. This transition has posed significant challenges in the management of operational risk to the banks as introduction of new technology and complete overhauling of the existing systems requires a re-engineering of business processes, training of manpower, audit in a computerized environment and other related operational risk challenges. The new generation private sector banks on the other hand have to deal with the risks arising from growth at a scorchingpace.WiththereformsintheIndianbankingsectorand banks being allowed to access new markets and sophisticated products, the Reserve Bank of India has also been repeatedly advising the banks to have in place an effective and resilient control framework in place to manage operational risks. Specific guidance on management of operational risk has also been issued as per which some banks; especially the larger and internationally active banks are expected to move along the range towards more sophisticated pproaches as they develop more sophisticated operational risk management systems and practices which meet the prescribed qualifying criteria. Conclusion: ManagingOperationalRiskisemergingasanimportantelement of sound risk management practice in modern day banks in the wake of phenomenal increase in volume of transactions, high degree of structural changes and complex technological support systems. RBI expects all Indian banks to strengthen their operation risk management system and to INDIAN JOURNAL OF APPLIED RESEARCH X 7 ReseaRch PaPeR e in readiness to graduate to more sophisticated approaches of operational risk management under Basel norms. In order to derive maximum gains banks need to gear up efforts for speedy and effective implementation of comprehensive Volume : 3 | Issue : 1 | January 2013 | ISSN – 2249-555X operational risk management frameworks and thereby bring more efficiency, transparency, profitability and sustainabi lity into their operations. REFERENCE Reserve Bank of India, Department of Banking Operations and Development, Central Office, Mumbai, (2005), â€Å"Draft guidance note on management of operational risk†, 2.Basel Committee on Banking Supervision (August, 2003) â€Å"The Joint Forum Operational risk transfer across financial sectors†, 3. Usha, Janaki, Raman, (2008) â€Å"Operational Risk Management in Indian Banks in the Context of Basel II: A Survey of the State of Preparedness and Challenges in Developing the Framework†, 4. Rao, D, Tripati and Ghosh, Prodipta, (2008) â€Å"Preparedness of Indian Banks in Managing Operational Risk†, 5. Kale, Ketan and Agarwal, Mohit, Marsh India, (2011) â€Å"Operational Risk Mitigation & Basel II Accord – Challenges & Opportunities†. 8 X INDIAN JOURNAL OF APPLIED RESEARCH

Hersey and Blanchard Situational Leadership Theory Essay

Paul Hersey and Ken Blanchard inscribe fine piece of scholarly research papers and world class books. They formulated a model by the name of situational leadership theory and presented solutions for tremendous leadership styles while attaining the goals of the organization. Hersey and Blanchard, situational leadership theory: According to Hersey and Blanchard situational leadership model, an individual having leadership traits tend to adjust in accordance with the environment. Adjustments are made on the basis of follower maturity level i.e. the readiness to perform in a particular situation. Readiness specifically concerns with the ability and confidence level of the follower. Leaders identify whether they need to emphasize on task behaviors or responsibility behaviors in order to deal with the followers maturity level of employees, subordinates or team members. Robin and Coulter (2007) presented four diverse and effective leadership styles:  · Delegating: Employees are allowed to make decisions related to specific task hence both relationship style and task behavior are low.  · Participating: Employees participate in important decisions and share ideas a well hence task behavior is low and relationship style is high.  · Selling: Leaders sell to employee in a way that they have to briefly explain the task direction and they must support and persuade the employees at every step. Here leaders delineate the roles and duties of followers and seek out ideas from them. It is little bit a two way communication process.  · Telling: Sometimes leaders must explain employee’s specific tasks to do and supervises each and every work very closely. Most of the emphasis is given to task behavior and relationship style is low. Leader clearly defines the duties and roles of followers and major decisions are made by leader itself and it is purely a one-way communication. As the follower reaches the higher level of readiness, leadership control continuously decreases in terms of task behavior and relationship style. It further elaborates that the leaders must compensate for certain limitations like abilities and motivation of its followers. The leadership style focuses on the readiness level and development level. Four developmental levels are as follows: – Employees are less competent but highly committed – Several employees have low competency level and are not committed as well – Many times subordinates are moderately competent and variably committed as well – Numerous times employees seem highly competent and committed as well Those leaders who adopt situational leadership style must have the ability to implement alternative styles as required in a particular environment. It requires understanding the maturity level of the employees in terms of readiness and implementing appropriate leadership style. An important research explained that when follower’s maturity level is high, leaders must use delegating style hence leader intervention is very low and employees having strong confidence, willingness and abilities are empowered to make chief decisions and perform specific tasks. However if the maturity level of subordinates or employees is low then telling must be used as an effective technique and leaders must emphasize on task behavior. At this juncture the readiness level is low where instructions are given and the entire system is highly structured because followers lack capabilities or they might show unwillingness or insecure while performing a particular task. When the readiness level is low to moderate i.e. employees have the capabilities but reflect insecurity or unwillingness them key importance is given to participative style. Leaders give emphasis to relationship building and assists followers in understanding the task, gaining confidence hence sharing innovative and creative ideas with each other. Leaders also opt for selling when the readiness level of the followers ranges from moderate to high. In such case employees reflect willingness and confidence in the task but lack capabilities. Therefore leaders persuasively explain the entire task and provide followers with clear task guidance. Hersey and Blanchard further highlighted that leaders must be flexible so that change their leadership styles overtime. According to one research if appropriate styles are used during low readiness level then slowly and gradually employees gain maturity and they improve their abilities to perform specific tasks.   The devotion towards prosperity and development of followers and responding to them in an effective manner results into less directive or instructive style as followers get mature. It is widely used in diversified management development programs. The demeanor remains with continuous learning approach where importance is given to training and development to further enhance task behavior as well as skills and confidence level (Schermerhorn 2008). Implication of Situational Leadership theory in leading teams: Reshma (n.d.) instigated that no single leadership style is applicable in a workplace situation. One must look for the style that best fits a particular situation hence it is highly dependent on the situation. One of the recent studies reveals that four components of communication play important role in situational leadership theory: – Expectations must be communicated clearly in an effective manner – Top management must listen to employees – Superior should be delegating – Higher management must provide feedback continuously to improve employees performance Three situations have been highlighted that influence the leadership style: – Level of control of leader in a particular organization and how they respond to different situations. – More importantly situations have three times greater impact on an individual performance and play important role in shaping leaders behavior. – One successful leadership style might fail in a different situation. A situation plays an important role in making out positive and negative impact on the consequences. Hence one must clearly analyze and evaluate the key requirements of a situation and implement correct leadership styles. Natural abilities also facilitate a lot therefore leaders must look into their intrinsic values. Nicholls (1993) stated that leadership requires consistent approach with conformity to key facts. Leaders must transform from parent to developer and a balance must be maintained between task and relationship behavior along with the abilities and willingness to perform in a particular environment. Lande and Conte (2009) instigated that the maturity level of subordinates depends on work related knowledge, skills and ability. Gaining experience in terms of promotion, success, skill or confidence plays an important role. The critical perspective: Kasch Associates (2009) explained that competencies and skills are not inherited from ancestors. It analyzed task behavior and reveals that there exist several task actions which must be performed and it requires understanding individual subordinate and team member closely so that proper responsibilities can be assigned to individuals. It requires controlling and supervising whether employees perform the task effectively and efficiently. It highlighted several socio economic variables and said that leaders must minimize the distance and try to cultivate collaboration and integrate and foster two way communications between leader and the follower.   It clearly defined maturity as the willingness and ability of followers to perform a particular task. It comprises of both psychological maturity as well as job maturity. Job maturity pertains to ability, knowledge and skills whereas psychological maturity assumes that the follower owns a particular task and reflects motivation to further enhance the quality of the work and augment the norms and values related to self respect and self confidence. According to Article Base (2009) it requires considering readiness level, development level and leadership styles for boosting the performance and effective leadership. Those leaders who perform in group must be flexible and must provide psychological space to individuals so that they can progress. Nevertheless the rate and degree of maturity continuum varies across subordinates therefore leaders must respond in a customize manner and it clearly highlights the importance of intuitive appeal. Strict supervision stagnant the performance therefore superiors must opt for benefit/cost ration and continuously add value to the performance of the team hence superiors must formulate appropriate structural policies and behavior in accordance with the internal customers needs and requirements. Emphatic listening is the realm and in order to build long term relationship and commitment with subordinates. Conclusion: It can be concluded that there exists both pros and cons in the model. Nonetheless dynamic management firms and institutions draw on the approach and formulate strategic solutions. It requires holistic approach. The paradigm remains with principle centered loom and proactive approach. Both the lessons and experience are gained gradually and leaders can facilitate and assist subordinates and the champion followers lead to efficient and effective performance if leadership styles are adopted in a systematic and consistent manner.

Expletives and Agents

Expletives and Agents Expletives and Agents Expletives and Agents By Mark Nichol Readers are more likely to engage with writing when it is active, direct, and vivid. To that end, avoid expletives and passive construction and emphasize agents, as described in the discussion and demonstrated in the revision following each example. 1. There are several ways to achieve the desired balance. This sentence begins with an expletive, a filler word such as there (or it) followed by a verb that- for better or worse- enables a writer to get started on a sentence without really saying anything other than supporting the notion that something exists. â€Å"The desired balance can be achieved in several ways† is an improvement because it states the proposition more directly and immediately introduces â€Å"desired balance,† the central concept. However, it is still passive, with no reference to who or what can accomplish the action. Better yet, introduce the agent: â€Å"We can achieve this desired balance in several ways.† 2. There should be increasing rigor applied.   A better rendering of this idea is â€Å"Increasing rigor should be applied,† but although the expletive has been eliminated, the sentence is still passive. One solution is to strip the wording down to an imperative, as in â€Å"Apply increasing rigor,† but this sentence, devoid of context, is likely too severe. Better yet, apply context- who should apply rigor? If the text pertains to management, say so: â€Å"Management should apply increasing rigor.† Simplifying the adjective and inserting an adverb renders the sentence less concise but perhaps more accurate: â€Å"Management should continuously apply more rigor.† 3. Over the last few years, there has been an increasing concern over the protection of individuals’ personal data in relation to lawfulness, security, and transparency of the data processing taking place. The modifying phrase that begins this sentence is appropriate, but the presence of that phrase and an expletive delays any substantive wording until about one-third of the way into this thirty-plus-word sentence. Placing a concept immediately after the introductory phrase improves the flow of the sentence: â€Å"Over the last few years, concern has increased over the protection of individuals’ personal data in relation to lawfulness, security, and transparency of the data processing taking place.† (Or â€Å"Over the last few years, concern over the protection of individuals’ personal data in relation to lawfulness, security, and transparency of the data processing taking place has increased.† Even better, begin with protection, rather than concern about protection, as the central concept: â€Å"Over the last few years, protection of individuals’ personal data in relation to lawfulness, security, and transparency of the data processing taking place has increasingly concerned government officials.† However, again, to make the sentence more direct, consider opening the main clause with a word or phrase describing the concerned entity: â€Å"Over the last few years, government officials have become increasingly concerned about protection of individuals’ personal data in relation to lawfulness, security, and transparency of the data processing taking place.† Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Grammar category, check our popular posts, or choose a related post below:5 Uses of Infinitives41 Words That Are Better Than Good6 Foreign Expressions You Should Know

Free Essays on Islam And The Koran

The word "Islam" is an Arabic word which means "submission to the will of God". This word comes from the same root as the Arabic word "salam", which means "peace" (Berger, 11). As such, the religion of Islam teaches that in order to achieve true peace of mind and surety of heart, one must submit to God and live according to His Divinely revealed Law. The most important truth that God revealed to mankind is that there is nothing divine or worthy of being worshipped except for Almighty God, thus all human beings should submit to Him. The word "Muslim" means one who submits to the will of God, regardless of their race, nationality or ethnic background. Being a Muslim entails willful submission and active obedience to God, and living in accordance with His message (Moore et al). Some people mistakenly believe that Islam is just a religion for Arabs, but nothing could be further from the truth. Not only are there converts to Islam in every corner of the world, especially in England and America, but by taking a look at the Muslim World from Bosnia to Nigeria, and from Indonesia to Morocco, one can clearly see that Muslims come from many various races, ethnic groups and nationalities. It is also interesting to note that in actuality, more than 80% of all Muslims are not Arabs - there are more Muslims in Indonesia than in the whole Arab World (72). So even though it is true that most Arabs are Muslims, the large majority of Muslims are not Arabs. However, anyone who submits completely to God and worships Him alone is a Muslim. Continuity of the Islam message is not a new religion because "submission to the will of God", i.e. Islam, has always been the only acceptable religion in the sight of God. For this reason, Islam is the true "natural religion", and it is the same eternal message revealed through the ages to all of God's prophets and messengers. Muslims believe that all of God's prophets, who include Abraham, Noah, Moses, Jesus and Muh... Free Essays on Islam And The Koran Free Essays on Islam And The Koran The word "Islam" is an Arabic word which means "submission to the will of God". This word comes from the same root as the Arabic word "salam", which means "peace" (Berger, 11). As such, the religion of Islam teaches that in order to achieve true peace of mind and surety of heart, one must submit to God and live according to His Divinely revealed Law. The most important truth that God revealed to mankind is that there is nothing divine or worthy of being worshipped except for Almighty God, thus all human beings should submit to Him. The word "Muslim" means one who submits to the will of God, regardless of their race, nationality or ethnic background. Being a Muslim entails willful submission and active obedience to God, and living in accordance with His message (Moore et al). Some people mistakenly believe that Islam is just a religion for Arabs, but nothing could be further from the truth. Not only are there converts to Islam in every corner of the world, especially in England and America, but by taking a look at the Muslim World from Bosnia to Nigeria, and from Indonesia to Morocco, one can clearly see that Muslims come from many various races, ethnic groups and nationalities. It is also interesting to note that in actuality, more than 80% of all Muslims are not Arabs - there are more Muslims in Indonesia than in the whole Arab World (72). So even though it is true that most Arabs are Muslims, the large majority of Muslims are not Arabs. However, anyone who submits completely to God and worships Him alone is a Muslim. Continuity of the Islam message is not a new religion because "submission to the will of God", i.e. Islam, has always been the only acceptable religion in the sight of God. For this reason, Islam is the true "natural religion", and it is the same eternal message revealed through the ages to all of God's prophets and messengers. Muslims believe that all of God's prophets, who include Abraham, Noah, Moses, Jesus and Muh...

Angels Demons Chapter 3235

â€Å"Sorry for the slow flight,† the pilot apologized, emerging from the cockpit. â€Å"Had to trim her back. Noise regulations over populated areas.† Langdon checked his watch. They had been airborne thirty-seven minutes. The pilot popped the outer door. â€Å"Anybody want to tell me what’s going on?† Neither Vittoria nor Langdon responded. â€Å"Fine,† he said, stretching. â€Å"I’ll be in the cockpit with the air-conditioning and my music. Just me and Garth.† The late-afternoon sun blazed outside the hangar. Langdon carried his tweed jacket over his shoulder. Vittoria turned her face skyward and inhaled deeply, as if the sun’s rays somehow transferred to her some mystical replenishing energy. Mediterraneans, Langdon mused, already sweating. â€Å"Little old for cartoons, aren’t you?† Vittoria asked, without opening her eyes. â€Å"I’m sorry?† â€Å"Your wristwatch. I saw it on the plane.† Langdon flushed slightly. He was accustomed to having to defend his timepiece. The collector’s edition Mickey Mouse watch had been a childhood gift from his parents. Despite the contorted foolishness of Mickey’s outstretched arms designating the hour, it was the only watch Langdon had ever worn. Waterproof and glow-in-the-dark, it was perfect for swimming laps or walking unlit college paths at night. When Langdon’s students questioned his fashion sense, he told them he wore Mickey as a daily reminder to stay young at heart. â€Å"It’s six o’clock,† he said. Vittoria nodded, eyes still closed. â€Å"I think our ride’s here.† Langdon heard the distant whine, looked up, and felt a sinking feeling. Approaching from the north was a helicopter, slicing low across the runway. Langdon had been on a helicopter once in the Andean Palpa Valley looking at the Nazca sand drawings and had not enjoyed it one bit. A flying shoebox. After a morning of space plane rides, Langdon had hoped the Vatican would send a car. Apparently not. The chopper slowed overhead, hovered a moment, and dropped toward the runway in front of them. The craft was white and carried a coat of arms emblazoned on the side – two skeleton keys crossing a shield and papal crown. He knew the symbol well. It was the traditional seal of the Vatican – the sacred symbol of the Holy See or â€Å"holy seat† of government, the seat being literally the ancient throne of St. Peter. The Holy Chopper, Langdon groaned, watching the craft land. He’d forgotten the Vatican owned one of these things, used for transporting the Pope to the airport, to meetings, or to his summer palace in Gandolfo. Langdon definitely would have preferred a car. The pilot jumped from the cockpit and strode toward them across the tarmac. Now it was Vittoria who looked uneasy. â€Å"That’s our pilot?† Langdon shared her concern. â€Å"To fly, or not to fly. That is the question.† The pilot looked like he was festooned for a Shakespearean melodrama. His puffy tunic was vertically striped in brilliant blue and gold. He wore matching pantaloons and spats. On his feet were black flats that looked like slippers. On top of it all, he wore a black felt beret. â€Å"Traditional Swiss Guard uniforms,† Langdon explained. â€Å"Designed by Michelangelo himself.† As the man drew closer, Langdon winced. â€Å"I admit, not one of Michelangelo’s better efforts.† Despite the man’s garish attire, Langdon could tell the pilot meant business. He moved toward them with all the rigidity and dignity of a U.S. Marine. Langdon had read many times about the rigorous requirements for becoming one of the elite Swiss Guard. Recruited from one of Switzerland’s four Catholic cantons, applicants had to be Swiss males between nineteen and thirty years old, at least 5 feet 6 inches, trained by the Swiss Army, and unmarried. This imperial corps was envied by world governments as the most allegiant and deadly security force in the world. â€Å"You are from CERN?† the guard asked, arriving before them. His voice was steely. â€Å"Yes, sir,† Langdon replied. â€Å"You made remarkable time,† he said, giving the X-33 a mystified stare. He turned to Vittoria. â€Å"Ma’am, do you have any other clothing?† â€Å"I beg your pardon?† He motioned to her legs. â€Å"Short pants are not permitted inside Vatican City.† Langdon glanced down at Vittoria’s legs and frowned. He had forgotten. Vatican City had a strict ban on visible legs above the knee – both male and female. The regulation was a way of showing respect for the sanctity of God’s city. â€Å"This is all I have,† she said. â€Å"We came in a hurry.† The guard nodded, clearly displeased. He turned next to Langdon. â€Å"Are you carrying any weapons?† Weapons? Langdon thought. I’m not even carrying a change of underwear! He shook his head. The officer crouched at Langdon’s feet and began patting him down, starting at his socks. Trusting guy, Langdon thought. The guard’s strong hands moved up Langdon’s legs, coming uncomfortably close to his groin. Finally they moved up to his chest and shoulders. Apparently content Langdon was clean, the guard turned to Vittoria. He ran his eyes up her legs and torso. Vittoria glared. â€Å"Don’t even think about it.† The guard fixed Vittoria with a gaze clearly intended to intimidate. Vittoria did not flinch. â€Å"What’s that?† the guard said, pointing to a faint square bulge in the front pocket of her shorts. Vittoria removed an ultrathin cell phone. The guard took it, clicked it on, waited for a dial tone, and then, apparently satisfied that it was indeed nothing more than a phone, returned it to her. Vittoria slid it back into her pocket. â€Å"Turn around, please,† the guard said. Vittoria obliged, holding her arms out and rotating a full 360 degrees. The guard carefully studied her. Langdon had already decided that Vittoria’s form-fitting shorts and blouse were not bulging anywhere they shouldn’t have been. Apparently the guard came to the same conclusion. â€Å"Thank you. This way please.† The Swiss Guard chopper churned in neutral as Langdon and Vittoria approached. Vittoria boarded first, like a seasoned pro, barely even stooping as she passed beneath the whirling rotors. Langdon held back a moment. â€Å"No chance of a car?† he yelled, half-joking to the Swiss Guard, who was climbing in the pilot’s seat. The man did not answer. Langdon knew that with Rome’s maniacal drivers, flying was probably safer anyway. He took a deep breath and boarded, stooping cautiously as he passed beneath the spinning rotors. As the guard fired up the engines, Vittoria called out, â€Å"Have you located the canister?† The guard glanced over his shoulder, looking confused. â€Å"The what?† â€Å"The canister. You called CERN about a canister?† The man shrugged. â€Å"No idea what you’re talking about. We’ve been very busy today. My commander told me to pick you up. That’s all I know.† Vittoria gave Langdon an unsettled look. â€Å"Buckle up, please,† the pilot said as the engine revved. Langdon reached for his seat belt and strapped himself in. The tiny fuselage seemed to shrink around him. Then with a roar, the craft shot up and banked sharply north toward Rome. Rome†¦ the caput mundi, where Caesar once ruled, where St. Peter was crucified. The cradle of modern civilization. And at its core†¦ a ticking bomb. 33 Rome from the air is a labyrinth – an indecipherable maze of ancient roadways winding around buildings, fountains, and crumbling ruins. The Vatican chopper stayed low in the sky as it sliced northwest through the permanent smog layer coughed up by the congestion below. Langdon gazed down at the mopeds, sight-seeing buses, and armies of miniature Fiat sedans buzzing around rotaries in all directions. Koyaanisqatsi, he thought, recalling the Hopi term for â€Å"life out of balance.† Vittoria sat in silent determination in the seat beside him. The chopper banked hard. His stomach dropping, Langdon gazed farther into the distance. His eyes found the crumbling ruins of the Roman Coliseum. The Coliseum, Langdon had always thought, was one of history’s greatest ironies. Now a dignified symbol for the rise of human culture and civilization, the stadium had been built to host centuries of barbaric events – hungry lions shredding prisoners, armies of slaves battling to the death, gang rapes of exotic women captured from far-off lands, as well as public beheadings and castrations. It was ironic, Langdon thought, or perhaps fitting, that the Coliseum had served as the architectural blueprint for Harvard’s Soldier Field – the football stadium where the ancient traditions of savagery were reenacted every fall†¦ crazed fans screaming for bloodshed as Harvard battled Yale. As the chopper headed north, Langdon spied the Roman Forum – the heart of pre-Christian Rome. The decaying columns looked like toppled gravestones in a cemetery that had somehow avoided being swallowed by the metropolis surrounding it. To the west the wide basin of the Tiber River wound enormous arcs across the city. Even from the air Langdon could tell the water was deep. The churning currents were brown, filled with silt and foam from heavy rains. â€Å"Straight ahead,† the pilot said, climbing higher. Langdon and Vittoria looked out and saw it. Like a mountain parting the morning fog, the colossal dome rose out of the haze before them: St. Peter’s Basilica. â€Å"Now that,† Langdon said to Vittoria, â€Å"is something Michelangelo got right.† Langdon had never seen St. Peter’s from the air. The marble faà §ade blazed like fire in the afternoon sun. Adorned with 140 statues of saints, martyrs, and angels, the Herculean edifice stretched two football fields wide and a staggering six long. The cavernous interior of the basilica had room for over 60,000 worshipers†¦ over one hundred times the population of Vatican City, the smallest country in the world. Incredibly, though, not even a citadel of this magnitude could dwarf the piazza before it. A sprawling expanse of granite, St. Peter’s Square was a staggering open space in the congestion of Rome, like a classical Central Park. In front of the basilica, bordering the vast oval common, 284 columns swept outward in four concentric arcs of diminishing size†¦ an architectural trompe de l’oiel used to heighten the piazza’s sense of grandeur. As he stared at the magnificent shrine before him, Langdon wondered what St. Peter would think if he were here now. The Saint had died a gruesome death, crucified upside down on this very spot. Now he rested in the most sacred of tombs, buried five stories down, directly beneath the central cupola of the basilica. â€Å"Vatican City,† the pilot said, sounding anything but welcoming. Langdon looked out at the towering stone bastions that loomed ahead – impenetrable fortifications surrounding the complex†¦ a strangely earthly defense for a spiritual world of secrets, power, and mystery. â€Å"Look!† Vittoria said suddenly, grabbing Langdon’s arm. She motioned frantically downward toward St. Peter’s Square directly beneath them. Langdon put his face to the window and looked. â€Å"Over there,† she said, pointing. Langdon looked. The rear of the piazza looked like a parking lot crowded with a dozen or so trailer trucks. Huge satellite dishes pointed skyward from the roof of every truck. The dishes were emblazoned with familiar names: Televisor Europea Video Italia BBC United Press International Langdon felt suddenly confused, wondering if the news of the antimatter had already leaked out. Vittoria seemed suddenly tense. â€Å"Why is the press here? What’s going on?† The pilot turned and gave her an odd look over his shoulder. â€Å"What’s going on? You don’t know?† â€Å"No,† she fired back, her accent husky and strong. â€Å"Il Conclavo,† he said. â€Å"It is to be sealed in about an hour. The whole world is watching.† Il Conclavo. The word rang a long moment in Langdon’s ears before dropping like a brick to the pit of his stomach. Il Conclavo. The Vatican Conclave. How could he have forgotten? It had been in the news recently. Fifteen days ago, the Pope, after a tremendously popular twelve-year reign, had passed away. Every paper in the world had carried the story about the Pope’s fatal stroke while sleeping – a sudden and unexpected death many whispered was suspicious. But now, in keeping with the sacred tradition, fifteen days after the death of a Pope, the Vatican was holding Il Conclavo – the sacred ceremony in which the 165 cardinals of the world – the most powerful men in Christendom – gathered in Vatican City to elect the new Pope. Every cardinal on the planet is here today, Langdon thought as the chopper passed over St. Peter’s Basilica. The expansive inner world of Vatican City spread out beneath him. The entire power structure of the Roman Catholic Church is sitting on a time bomb. 34 Cardinal Mortati gazed up at the lavish ceiling of the Sistine Chapel and tried to find a moment of quiet reflection. The frescoed walls echoed with the voices of cardinals from nations around the globe. The men jostled in the candlelit tabernacle, whispering excitedly and consulting with one another in numerous languages, the universal tongues being English, Italian, and Spanish. The light in the chapel was usually sublime – long rays of tinted sun slicing through the darkness like rays from heaven – but not today. As was the custom, all of the chapel’s windows had been covered in black velvet in the name of secrecy. This ensured that no one on the inside could send signals or communicate in any way with the outside world. The result was a profound darkness lit only by candles†¦ a shimmering radiance that seemed to purify everyone it touched, making them all ghostly†¦ like saints. What privilege, Mortati thought, that I am to oversee this sanctified event. Cardinals over eighty years of age were too old to be eligible for election and did not attend conclave, but at seventy-nine years old, Mortati was the most senior cardinal here and had been appointed to oversee the proceedings. Following tradition, the cardinals gathered here two hours before conclave to catch up with friends and engage in last-minute discussion. At 7 P.M., the late Pope’s chamberlain would arrive, give opening prayer, and then leave. Then the Swiss Guard would seal the doors and lock all the cardinals inside. It was then that the oldest and most secretive political ritual in the world would begin. The cardinals would not be released until they decided who among them would be the next Pope. Conclave. Even the name was secretive. â€Å"Con clave† literally meant â€Å"locked with a key.† The cardinals were permitted no contact whatsoever with the outside world. No phone calls. No messages. No whispers through doorways. Conclave was a vacuum, not to be influenced by anything in the outside world. This would ensure that the cardinals kept Solum Dum prae oculis†¦ only God before their eyes. Outside the walls of the chapel, of course, the media watched and waited, speculating as to which of the cardinals would become the ruler of one billion Catholics worldwide. Conclaves created an intense, politically charged atmosphere, and over the centuries they had turned deadly: poisonings, fist fights, and even murder had erupted within the sacred walls. Ancient history, Mortati thought. Tonight’s conclave will be unified, blissful, and above all†¦ brief. Or at least that had been his speculation. Now, however, an unexpected development had emerged. Mystifyingly, four cardinals were absent from the chapel. Mortati knew that all the exits to Vatican City were guarded, and the missing cardinals could not have gone far, but still, with less than an hour before opening prayer, he was feeling disconcerted. After all, the four missing men were no ordinary cardinals. They were the cardinals. The chosen four. As overseer of the conclave, Mortati had already sent word through the proper channels to the Swiss Guard alerting them to the cardinals’ absence. He had yet to hear back. Other cardinals had now noticed the puzzling absence. The anxious whispers had begun. Of all cardinals, these four should be on time! Cardinal Mortati was starting to fear it might be a long evening after all. He had no idea. 35 The Vatican’s helipad, for reasons of safety and noise control, is located in the northwest tip of Vatican City, as far from St. Peter’s Basilica as possible. â€Å"Terra firma,† the pilot announced as they touched down. He exited and opened the sliding door for Langdon and Vittoria. Langdon descended from the craft and turned to help Vittoria, but she had already dropped effortlessly to the ground. Every muscle in her body seemed tuned to one objective – finding the antimatter before it left a horrific legacy. After stretching a reflective sun tarp across the cockpit window, the pilot ushered them to an oversized electric golf cart waiting near the helipad. The cart whisked them silently alongside the country’s western border – a fifty-foot-tall cement bulwark thick enough to ward off attacks even by tanks. Lining the interior of the wall, posted at fifty-meter intervals, Swiss Guards stood at attention, surveying the interior of the grounds. The cart turned sharply right onto Via della Osservatorio. Signs pointed in all directions: Palazzio Governatorio Collegio Ethiopiana Basilica San Pietro Capella Sistina They accelerated up the manicured road past a squat building marked Radio Vaticana. This, Langdon realized to his amazement, was the hub of the world’s most listened-to radio programming – Radio Vaticana – spreading the word of God to millions of listeners around the globe. â€Å"Attenzione,† the pilot said, turning sharply into a rotary. As the cart wound round, Langdon could barely believe the sight now coming into view. Giardini Vaticani, he thought. The heart of Vatican City. Directly ahead rose the rear of St. Peter’s Basilica, a view, Langdon realized, most people never saw. To the right loomed the Palace of the Tribunal, the lush papal residence rivaled only by Versailles in its baroque embellishment. The severe-looking Governatorato building was now behind them, housing Vatican City’s administration. And up ahead on the left, the massive rectangular edifice of the Vatican Museum. Langdon knew there would be no time for a museum visit this trip. â€Å"Where is everyone?† Vittoria asked, surveying the deserted lawns and walkways. The guard checked his black, military-style chronograph – an odd anachronism beneath his puffy sleeve. â€Å"The cardinals are convened in the Sistine Chapel. Conclave begins in a little under an hour.† Langdon nodded, vaguely recalling that before conclave the cardinals spent two hours inside the Sistine Chapel in quiet reflection and visitations with their fellow cardinals from around the globe. The time was meant to renew old friendships among the cardinals and facilitate a less heated election process. â€Å"And the rest of the residents and staff?† â€Å"Banned from the city for secrecy and security until the conclave concludes.† â€Å"And when does it conclude?† The guard shrugged. â€Å"God only knows.† The words sounded oddly literal. After parking the cart on the wide lawn directly behind St. Peter’s Basilica, the guard escorted Langdon and Vittoria up a stone escarpment to a marble plaza off the back of the basilica. Crossing the plaza, they approached the rear wall of the basilica and followed it through a triangular courtyard, across Via Belvedere, and into a series of buildings closely huddled together. Langdon’s art history had taught him enough Italian to pick out signs for the Vatican Printing Office, the Tapestry Restoration Lab, Post Office Management, and the Church of St. Ann. They crossed another small square and arrived at their destination. The Office of the Swiss Guard is housed adjacent to Il Corpo di Vigilanza, directly northeast of St. Peter’s Basilica. The office is a squat, stone building. On either side of the entrance, like two stone statues, stood a pair of guards. Langdon had to admit, these guards did not look quite so comical. Although they also wore the blue and gold uniform, each wielded the traditional â€Å"Vatican long sword† – an eight-foot spear with a razor-sharp scythe – rumored to have decapitated countless Muslims while defending the Christian crusaders in the fifteenth century. As Langdon and Vittoria approached, the two guards stepped forward, crossing their long swords, blocking the entrance. One looked up at the pilot in confusion. â€Å"I pantaloni,† he said, motioning to Vittoria’s shorts. The pilot waved them off. â€Å"Il comandante vuole vederli subito.† The guards frowned. Reluctantly they stepped aside. Inside, the air was cool. It looked nothing like the administrative security offices Langdon would have imagined. Ornate and impeccably furnished, the hallways contained paintings Langdon was certain any museum worldwide would gladly have featured in its main gallery. The pilot pointed down a steep set of stairs. â€Å"Down, please.† Langdon and Vittoria followed the white marble treads as they descended between a gauntlet of nude male sculptures. Each statue wore a fig leaf that was lighter in color than the rest of the body. The Great Castration, Langdon thought. It was one of the most horrific tragedies in Renaissance art. In 1857, Pope Pius IX decided that the accurate representation of the male form might incite lust inside the Vatican. So he got a chisel and mallet and hacked off the genitalia of every single male statue inside Vatican City. He defaced works by Michelangelo, Bramante, and Bernini. Plaster fig leaves were used to patch the damage. Hundreds of sculptures had been emasculated. Langdon had often wondered if there was a huge crate of stone penises someplace. â€Å"Here,† the guard announced. They reached the bottom of the stairs and dead-ended at a heavy, steel door. The guard typed an entry code, and the door slid open. Langdon and Vittoria entered. Beyond the threshold was absolute mayhem. Angels Demons Chapter 3235 â€Å"Sorry for the slow flight,† the pilot apologized, emerging from the cockpit. â€Å"Had to trim her back. Noise regulations over populated areas.† Langdon checked his watch. They had been airborne thirty-seven minutes. The pilot popped the outer door. â€Å"Anybody want to tell me what’s going on?† Neither Vittoria nor Langdon responded. â€Å"Fine,† he said, stretching. â€Å"I’ll be in the cockpit with the air-conditioning and my music. Just me and Garth.† The late-afternoon sun blazed outside the hangar. Langdon carried his tweed jacket over his shoulder. Vittoria turned her face skyward and inhaled deeply, as if the sun’s rays somehow transferred to her some mystical replenishing energy. Mediterraneans, Langdon mused, already sweating. â€Å"Little old for cartoons, aren’t you?† Vittoria asked, without opening her eyes. â€Å"I’m sorry?† â€Å"Your wristwatch. I saw it on the plane.† Langdon flushed slightly. He was accustomed to having to defend his timepiece. The collector’s edition Mickey Mouse watch had been a childhood gift from his parents. Despite the contorted foolishness of Mickey’s outstretched arms designating the hour, it was the only watch Langdon had ever worn. Waterproof and glow-in-the-dark, it was perfect for swimming laps or walking unlit college paths at night. When Langdon’s students questioned his fashion sense, he told them he wore Mickey as a daily reminder to stay young at heart. â€Å"It’s six o’clock,† he said. Vittoria nodded, eyes still closed. â€Å"I think our ride’s here.† Langdon heard the distant whine, looked up, and felt a sinking feeling. Approaching from the north was a helicopter, slicing low across the runway. Langdon had been on a helicopter once in the Andean Palpa Valley looking at the Nazca sand drawings and had not enjoyed it one bit. A flying shoebox. After a morning of space plane rides, Langdon had hoped the Vatican would send a car. Apparently not. The chopper slowed overhead, hovered a moment, and dropped toward the runway in front of them. The craft was white and carried a coat of arms emblazoned on the side – two skeleton keys crossing a shield and papal crown. He knew the symbol well. It was the traditional seal of the Vatican – the sacred symbol of the Holy See or â€Å"holy seat† of government, the seat being literally the ancient throne of St. Peter. The Holy Chopper, Langdon groaned, watching the craft land. He’d forgotten the Vatican owned one of these things, used for transporting the Pope to the airport, to meetings, or to his summer palace in Gandolfo. Langdon definitely would have preferred a car. The pilot jumped from the cockpit and strode toward them across the tarmac. Now it was Vittoria who looked uneasy. â€Å"That’s our pilot?† Langdon shared her concern. â€Å"To fly, or not to fly. That is the question.† The pilot looked like he was festooned for a Shakespearean melodrama. His puffy tunic was vertically striped in brilliant blue and gold. He wore matching pantaloons and spats. On his feet were black flats that looked like slippers. On top of it all, he wore a black felt beret. â€Å"Traditional Swiss Guard uniforms,† Langdon explained. â€Å"Designed by Michelangelo himself.† As the man drew closer, Langdon winced. â€Å"I admit, not one of Michelangelo’s better efforts.† Despite the man’s garish attire, Langdon could tell the pilot meant business. He moved toward them with all the rigidity and dignity of a U.S. Marine. Langdon had read many times about the rigorous requirements for becoming one of the elite Swiss Guard. Recruited from one of Switzerland’s four Catholic cantons, applicants had to be Swiss males between nineteen and thirty years old, at least 5 feet 6 inches, trained by the Swiss Army, and unmarried. This imperial corps was envied by world governments as the most allegiant and deadly security force in the world. â€Å"You are from CERN?† the guard asked, arriving before them. His voice was steely. â€Å"Yes, sir,† Langdon replied. â€Å"You made remarkable time,† he said, giving the X-33 a mystified stare. He turned to Vittoria. â€Å"Ma’am, do you have any other clothing?† â€Å"I beg your pardon?† He motioned to her legs. â€Å"Short pants are not permitted inside Vatican City.† Langdon glanced down at Vittoria’s legs and frowned. He had forgotten. Vatican City had a strict ban on visible legs above the knee – both male and female. The regulation was a way of showing respect for the sanctity of God’s city. â€Å"This is all I have,† she said. â€Å"We came in a hurry.† The guard nodded, clearly displeased. He turned next to Langdon. â€Å"Are you carrying any weapons?† Weapons? Langdon thought. I’m not even carrying a change of underwear! He shook his head. The officer crouched at Langdon’s feet and began patting him down, starting at his socks. Trusting guy, Langdon thought. The guard’s strong hands moved up Langdon’s legs, coming uncomfortably close to his groin. Finally they moved up to his chest and shoulders. Apparently content Langdon was clean, the guard turned to Vittoria. He ran his eyes up her legs and torso. Vittoria glared. â€Å"Don’t even think about it.† The guard fixed Vittoria with a gaze clearly intended to intimidate. Vittoria did not flinch. â€Å"What’s that?† the guard said, pointing to a faint square bulge in the front pocket of her shorts. Vittoria removed an ultrathin cell phone. The guard took it, clicked it on, waited for a dial tone, and then, apparently satisfied that it was indeed nothing more than a phone, returned it to her. Vittoria slid it back into her pocket. â€Å"Turn around, please,† the guard said. Vittoria obliged, holding her arms out and rotating a full 360 degrees. The guard carefully studied her. Langdon had already decided that Vittoria’s form-fitting shorts and blouse were not bulging anywhere they shouldn’t have been. Apparently the guard came to the same conclusion. â€Å"Thank you. This way please.† The Swiss Guard chopper churned in neutral as Langdon and Vittoria approached. Vittoria boarded first, like a seasoned pro, barely even stooping as she passed beneath the whirling rotors. Langdon held back a moment. â€Å"No chance of a car?† he yelled, half-joking to the Swiss Guard, who was climbing in the pilot’s seat. The man did not answer. Langdon knew that with Rome’s maniacal drivers, flying was probably safer anyway. He took a deep breath and boarded, stooping cautiously as he passed beneath the spinning rotors. As the guard fired up the engines, Vittoria called out, â€Å"Have you located the canister?† The guard glanced over his shoulder, looking confused. â€Å"The what?† â€Å"The canister. You called CERN about a canister?† The man shrugged. â€Å"No idea what you’re talking about. We’ve been very busy today. My commander told me to pick you up. That’s all I know.† Vittoria gave Langdon an unsettled look. â€Å"Buckle up, please,† the pilot said as the engine revved. Langdon reached for his seat belt and strapped himself in. The tiny fuselage seemed to shrink around him. Then with a roar, the craft shot up and banked sharply north toward Rome. Rome†¦ the caput mundi, where Caesar once ruled, where St. Peter was crucified. The cradle of modern civilization. And at its core†¦ a ticking bomb. 33 Rome from the air is a labyrinth – an indecipherable maze of ancient roadways winding around buildings, fountains, and crumbling ruins. The Vatican chopper stayed low in the sky as it sliced northwest through the permanent smog layer coughed up by the congestion below. Langdon gazed down at the mopeds, sight-seeing buses, and armies of miniature Fiat sedans buzzing around rotaries in all directions. Koyaanisqatsi, he thought, recalling the Hopi term for â€Å"life out of balance.† Vittoria sat in silent determination in the seat beside him. The chopper banked hard. His stomach dropping, Langdon gazed farther into the distance. His eyes found the crumbling ruins of the Roman Coliseum. The Coliseum, Langdon had always thought, was one of history’s greatest ironies. Now a dignified symbol for the rise of human culture and civilization, the stadium had been built to host centuries of barbaric events – hungry lions shredding prisoners, armies of slaves battling to the death, gang rapes of exotic women captured from far-off lands, as well as public beheadings and castrations. It was ironic, Langdon thought, or perhaps fitting, that the Coliseum had served as the architectural blueprint for Harvard’s Soldier Field – the football stadium where the ancient traditions of savagery were reenacted every fall†¦ crazed fans screaming for bloodshed as Harvard battled Yale. As the chopper headed north, Langdon spied the Roman Forum – the heart of pre-Christian Rome. The decaying columns looked like toppled gravestones in a cemetery that had somehow avoided being swallowed by the metropolis surrounding it. To the west the wide basin of the Tiber River wound enormous arcs across the city. Even from the air Langdon could tell the water was deep. The churning currents were brown, filled with silt and foam from heavy rains. â€Å"Straight ahead,† the pilot said, climbing higher. Langdon and Vittoria looked out and saw it. Like a mountain parting the morning fog, the colossal dome rose out of the haze before them: St. Peter’s Basilica. â€Å"Now that,† Langdon said to Vittoria, â€Å"is something Michelangelo got right.† Langdon had never seen St. Peter’s from the air. The marble faà §ade blazed like fire in the afternoon sun. Adorned with 140 statues of saints, martyrs, and angels, the Herculean edifice stretched two football fields wide and a staggering six long. The cavernous interior of the basilica had room for over 60,000 worshipers†¦ over one hundred times the population of Vatican City, the smallest country in the world. Incredibly, though, not even a citadel of this magnitude could dwarf the piazza before it. A sprawling expanse of granite, St. Peter’s Square was a staggering open space in the congestion of Rome, like a classical Central Park. In front of the basilica, bordering the vast oval common, 284 columns swept outward in four concentric arcs of diminishing size†¦ an architectural trompe de l’oiel used to heighten the piazza’s sense of grandeur. As he stared at the magnificent shrine before him, Langdon wondered what St. Peter would think if he were here now. The Saint had died a gruesome death, crucified upside down on this very spot. Now he rested in the most sacred of tombs, buried five stories down, directly beneath the central cupola of the basilica. â€Å"Vatican City,† the pilot said, sounding anything but welcoming. Langdon looked out at the towering stone bastions that loomed ahead – impenetrable fortifications surrounding the complex†¦ a strangely earthly defense for a spiritual world of secrets, power, and mystery. â€Å"Look!† Vittoria said suddenly, grabbing Langdon’s arm. She motioned frantically downward toward St. Peter’s Square directly beneath them. Langdon put his face to the window and looked. â€Å"Over there,† she said, pointing. Langdon looked. The rear of the piazza looked like a parking lot crowded with a dozen or so trailer trucks. Huge satellite dishes pointed skyward from the roof of every truck. The dishes were emblazoned with familiar names: Televisor Europea Video Italia BBC United Press International Langdon felt suddenly confused, wondering if the news of the antimatter had already leaked out. Vittoria seemed suddenly tense. â€Å"Why is the press here? What’s going on?† The pilot turned and gave her an odd look over his shoulder. â€Å"What’s going on? You don’t know?† â€Å"No,† she fired back, her accent husky and strong. â€Å"Il Conclavo,† he said. â€Å"It is to be sealed in about an hour. The whole world is watching.† Il Conclavo. The word rang a long moment in Langdon’s ears before dropping like a brick to the pit of his stomach. Il Conclavo. The Vatican Conclave. How could he have forgotten? It had been in the news recently. Fifteen days ago, the Pope, after a tremendously popular twelve-year reign, had passed away. Every paper in the world had carried the story about the Pope’s fatal stroke while sleeping – a sudden and unexpected death many whispered was suspicious. But now, in keeping with the sacred tradition, fifteen days after the death of a Pope, the Vatican was holding Il Conclavo – the sacred ceremony in which the 165 cardinals of the world – the most powerful men in Christendom – gathered in Vatican City to elect the new Pope. Every cardinal on the planet is here today, Langdon thought as the chopper passed over St. Peter’s Basilica. The expansive inner world of Vatican City spread out beneath him. The entire power structure of the Roman Catholic Church is sitting on a time bomb. 34 Cardinal Mortati gazed up at the lavish ceiling of the Sistine Chapel and tried to find a moment of quiet reflection. The frescoed walls echoed with the voices of cardinals from nations around the globe. The men jostled in the candlelit tabernacle, whispering excitedly and consulting with one another in numerous languages, the universal tongues being English, Italian, and Spanish. The light in the chapel was usually sublime – long rays of tinted sun slicing through the darkness like rays from heaven – but not today. As was the custom, all of the chapel’s windows had been covered in black velvet in the name of secrecy. This ensured that no one on the inside could send signals or communicate in any way with the outside world. The result was a profound darkness lit only by candles†¦ a shimmering radiance that seemed to purify everyone it touched, making them all ghostly†¦ like saints. What privilege, Mortati thought, that I am to oversee this sanctified event. Cardinals over eighty years of age were too old to be eligible for election and did not attend conclave, but at seventy-nine years old, Mortati was the most senior cardinal here and had been appointed to oversee the proceedings. Following tradition, the cardinals gathered here two hours before conclave to catch up with friends and engage in last-minute discussion. At 7 P.M., the late Pope’s chamberlain would arrive, give opening prayer, and then leave. Then the Swiss Guard would seal the doors and lock all the cardinals inside. It was then that the oldest and most secretive political ritual in the world would begin. The cardinals would not be released until they decided who among them would be the next Pope. Conclave. Even the name was secretive. â€Å"Con clave† literally meant â€Å"locked with a key.† The cardinals were permitted no contact whatsoever with the outside world. No phone calls. No messages. No whispers through doorways. Conclave was a vacuum, not to be influenced by anything in the outside world. This would ensure that the cardinals kept Solum Dum prae oculis†¦ only God before their eyes. Outside the walls of the chapel, of course, the media watched and waited, speculating as to which of the cardinals would become the ruler of one billion Catholics worldwide. Conclaves created an intense, politically charged atmosphere, and over the centuries they had turned deadly: poisonings, fist fights, and even murder had erupted within the sacred walls. Ancient history, Mortati thought. Tonight’s conclave will be unified, blissful, and above all†¦ brief. Or at least that had been his speculation. Now, however, an unexpected development had emerged. Mystifyingly, four cardinals were absent from the chapel. Mortati knew that all the exits to Vatican City were guarded, and the missing cardinals could not have gone far, but still, with less than an hour before opening prayer, he was feeling disconcerted. After all, the four missing men were no ordinary cardinals. They were the cardinals. The chosen four. As overseer of the conclave, Mortati had already sent word through the proper channels to the Swiss Guard alerting them to the cardinals’ absence. He had yet to hear back. Other cardinals had now noticed the puzzling absence. The anxious whispers had begun. Of all cardinals, these four should be on time! Cardinal Mortati was starting to fear it might be a long evening after all. He had no idea. 35 The Vatican’s helipad, for reasons of safety and noise control, is located in the northwest tip of Vatican City, as far from St. Peter’s Basilica as possible. â€Å"Terra firma,† the pilot announced as they touched down. He exited and opened the sliding door for Langdon and Vittoria. Langdon descended from the craft and turned to help Vittoria, but she had already dropped effortlessly to the ground. Every muscle in her body seemed tuned to one objective – finding the antimatter before it left a horrific legacy. After stretching a reflective sun tarp across the cockpit window, the pilot ushered them to an oversized electric golf cart waiting near the helipad. The cart whisked them silently alongside the country’s western border – a fifty-foot-tall cement bulwark thick enough to ward off attacks even by tanks. Lining the interior of the wall, posted at fifty-meter intervals, Swiss Guards stood at attention, surveying the interior of the grounds. The cart turned sharply right onto Via della Osservatorio. Signs pointed in all directions: Palazzio Governatorio Collegio Ethiopiana Basilica San Pietro Capella Sistina They accelerated up the manicured road past a squat building marked Radio Vaticana. This, Langdon realized to his amazement, was the hub of the world’s most listened-to radio programming – Radio Vaticana – spreading the word of God to millions of listeners around the globe. â€Å"Attenzione,† the pilot said, turning sharply into a rotary. As the cart wound round, Langdon could barely believe the sight now coming into view. Giardini Vaticani, he thought. The heart of Vatican City. Directly ahead rose the rear of St. Peter’s Basilica, a view, Langdon realized, most people never saw. To the right loomed the Palace of the Tribunal, the lush papal residence rivaled only by Versailles in its baroque embellishment. The severe-looking Governatorato building was now behind them, housing Vatican City’s administration. And up ahead on the left, the massive rectangular edifice of the Vatican Museum. Langdon knew there would be no time for a museum visit this trip. â€Å"Where is everyone?† Vittoria asked, surveying the deserted lawns and walkways. The guard checked his black, military-style chronograph – an odd anachronism beneath his puffy sleeve. â€Å"The cardinals are convened in the Sistine Chapel. Conclave begins in a little under an hour.† Langdon nodded, vaguely recalling that before conclave the cardinals spent two hours inside the Sistine Chapel in quiet reflection and visitations with their fellow cardinals from around the globe. The time was meant to renew old friendships among the cardinals and facilitate a less heated election process. â€Å"And the rest of the residents and staff?† â€Å"Banned from the city for secrecy and security until the conclave concludes.† â€Å"And when does it conclude?† The guard shrugged. â€Å"God only knows.† The words sounded oddly literal. After parking the cart on the wide lawn directly behind St. Peter’s Basilica, the guard escorted Langdon and Vittoria up a stone escarpment to a marble plaza off the back of the basilica. Crossing the plaza, they approached the rear wall of the basilica and followed it through a triangular courtyard, across Via Belvedere, and into a series of buildings closely huddled together. Langdon’s art history had taught him enough Italian to pick out signs for the Vatican Printing Office, the Tapestry Restoration Lab, Post Office Management, and the Church of St. Ann. They crossed another small square and arrived at their destination. The Office of the Swiss Guard is housed adjacent to Il Corpo di Vigilanza, directly northeast of St. Peter’s Basilica. The office is a squat, stone building. On either side of the entrance, like two stone statues, stood a pair of guards. Langdon had to admit, these guards did not look quite so comical. Although they also wore the blue and gold uniform, each wielded the traditional â€Å"Vatican long sword† – an eight-foot spear with a razor-sharp scythe – rumored to have decapitated countless Muslims while defending the Christian crusaders in the fifteenth century. As Langdon and Vittoria approached, the two guards stepped forward, crossing their long swords, blocking the entrance. One looked up at the pilot in confusion. â€Å"I pantaloni,† he said, motioning to Vittoria’s shorts. The pilot waved them off. â€Å"Il comandante vuole vederli subito.† The guards frowned. Reluctantly they stepped aside. Inside, the air was cool. It looked nothing like the administrative security offices Langdon would have imagined. Ornate and impeccably furnished, the hallways contained paintings Langdon was certain any museum worldwide would gladly have featured in its main gallery. The pilot pointed down a steep set of stairs. â€Å"Down, please.† Langdon and Vittoria followed the white marble treads as they descended between a gauntlet of nude male sculptures. Each statue wore a fig leaf that was lighter in color than the rest of the body. The Great Castration, Langdon thought. It was one of the most horrific tragedies in Renaissance art. In 1857, Pope Pius IX decided that the accurate representation of the male form might incite lust inside the Vatican. So he got a chisel and mallet and hacked off the genitalia of every single male statue inside Vatican City. He defaced works by Michelangelo, Bramante, and Bernini. Plaster fig leaves were used to patch the damage. Hundreds of sculptures had been emasculated. Langdon had often wondered if there was a huge crate of stone penises someplace. â€Å"Here,† the guard announced. They reached the bottom of the stairs and dead-ended at a heavy, steel door. The guard typed an entry code, and the door slid open. Langdon and Vittoria entered. Beyond the threshold was absolute mayhem.