Spirit Bound Chapter Twenty-Five

I DIDN'T WANT TO SEE anyone after that. I trekked back to my room as quickly as I could, hardly noticing the obstacles and people in my path. Over and over, Dimitri's words played in my head: Love fades. Mine has. Somehow, that was the worst thing he could have said. Don't get me wrong: The rest wasn't easy either. Having him tell me he was going to avoid me and ignore our past relationship made me feel awful too. Yet, within that, no matter how much it hurt, was the tiny hope that there was still some spark of love between us. That he still loved me. But†¦ love fades. That was something else altogether. It meant that what we had would die, going pale until it crumbled and drifted away like dried up leaves in the wind. The thought of it caused a pain in my chest and stomach, and I curled up on my bed, wrapping my arms around myself as though that might lessen the hurt. I couldn't accept what he had said. I couldn't accept that somehow, after his ordeal, his love for me had gone away. I wanted to stay in my room for the rest of the day, curled up in the darkness of my covers. I forgot about Sydney's conversation and my earlier concerns about Lissa's dad. I even let go of Lissa herself. She had a few errands today, but every so often, a message would flit to me through the bond: Come join me? When I didn't contact her, she began to grow worried. I was suddenly afraid that she–or someone else–might come seeking me in my room. So I decided to leave. I had no real destination; I just had to keep moving. I walked around the Court, scouting places I'd never seen before. It was filled with more statues and fountains than I'd realized. Their beauty was lost on me, though, and when I returned to my room hours later, I was exhausted from all the walking. Oh well. At least I'd dodged having to talk to anyone. Or had I? It was late, past my usual bedtime, when a knock came at my door. I was hesitant to answer. Who would be coming by so late? Did I want the distraction or did I want to keep my solitude? I had no idea who it could be, save that it wasn't Lissa. God. For all I knew, it was Hans, demanding to know why I hadn't been showing up for my work detail. After much thinking (and more persistent knocking), I decided to open it. It was Adrian. â€Å"Little dhampir,† he said with a small, weary smile. â€Å"You look like you've seen a ghost.† Not a ghost, exactly. Believe me, I knew ghosts when I saw them. â€Å"I just†¦ I just didn't really expect to see you after this morning†¦.† He entered and sat down on my bed, and I was glad to see he'd cleaned up since our earlier talk. He wore fresh clothes, and his hair was back to its normal perfection. I still caught the lingering scent of cloves, but after what I'd put him through, he was entitled to his vices. â€Å"Yeah, well, I didn't expect to come by either,† he admitted. â€Å"But you†¦ well†¦ you got me thinking about something.† I sat down beside him, keeping a healthy distance. â€Å"Us?† â€Å"No. Lissa.† â€Å"Oh.† I'd accused Dimitri of being egotistic, but here I was, naturally assuming love for me was all that could have driven Adrian over. His green eyes turned speculative. â€Å"I kept thinking about what you'd said, about her dad. And you were right–right about the gambling thing. He'd have the money to pay off any debt. He wouldn't have had to keep it a secret. So I went and asked my mom.† â€Å"What?† I exclaimed. â€Å"No one's supposed to know that–â€Å" â€Å"Yeah, yeah, I figured your information had been top secret. Don't worry. I told her that when we were in Vegas, we heard some people talking about it–about Lissa's dad making secret deposits.† â€Å"What'd she say?† â€Å"The same thing I did. Well, actually, she snapped at me first. She said Eric Dragomir was a good man and that I shouldn't spread rumors about the dead. She suggested that maybe he had a gambling problem, but if so, people shouldn't focus on that, when he did so many great things. After the Death Watch, I think she's afraid of me causing more public scenes.† â€Å"She's right. About Eric,† I said. Maybe someone had stolen those records as some part of a slander campaign. Admittedly, spreading rumors about the dead was pointless, but maybe someone wanted to blacken the Dragomir reputation and get rid of any chance of the voting law being changed for Lissa? I was about to say as much to Adrian when he interrupted with something even more shocking. â€Å"And then my dad overheard us, and he was like, ‘He was probably funding some mistress. You're right–he was a nice guy. But he liked to flirt. And he liked the ladies.'† Adrian rolled his eyes. â€Å"That's a direct quote: ‘He liked the ladies.' My dad is such an ass. He sounds twice his age.† I gripped Adrian's arm without realizing it. â€Å"What did he say after that?† Adrian shrugged but left my hand where it was. â€Å"Nothing. My mom got mad and said the same thing to him that she said to me, that it was cruel to spread stories no one could prove.† â€Å"Do you think it's true? Do you think Lissa's dad had a mistress? Was that what he was paying out for?† â€Å"Don't know, little dhampir. Honestly? My dad's the type who would jump on any rumor he could. Or make one up. I mean, we know Lissa's dad liked to party. It's easy to jump to conclusions from there. Probably he had some dirty secret. Hell, we all do. Maybe whoever stole those files just wanted to exploit that.† I told him my theory about it being used against Lissa. â€Å"Or,† I said, reconsidering, â€Å"maybe someone who supports her took it. So that it wouldn't get out.† Adrian nodded. â€Å"Either way, I don't think Lissa's in mortal danger.† He started to rise, and I pulled him back. â€Å"Adrian, wait†¦ I†¦Ã¢â‚¬  I swallowed. â€Å"I wanted to apologize. The way I've been treating you, what I've been doing†¦ it wasn't fair to you. I'm sorry.† He looked away from me, eyes focused on the ground. â€Å"You can't help the way you feel.† â€Å"The thing is†¦ I don't know how I feel. And that sounds stupid, but it's the truth. I care about Dimitri. I was stupid to think I'd be unaffected by him being back. But I realize now†¦Ã¢â‚¬  Love fades. Mine has. â€Å"I realize now that it's over with him. I'm not saying that's easy to get past. It'll take a while, and I'd be lying to both of us if I said it wouldn't.† â€Å"That makes sense,† Adrian said. â€Å"It does?† He glanced at me, a flicker of amusement in his eyes. â€Å"Yes, little dhampir. Sometimes you make sense. Go on.† â€Å"I†¦ well, like I said†¦ I've got to heal from him. But I do care about you†¦. I think I even love you a little.† That got a small smile. â€Å"I want to try again. I really do. I like having you in my life, but I may have jumped into things too soon before. You don't have any reason to want me after the way I've dragged you around, but if you want to get together again, then I want to.† He studied me for a long time, and my breath caught. I'd meant what I said: He had every right to end things with us†¦ and yet, the thought that he might terrified me. At last, he pulled me against him and lay back against the bed. â€Å"Rose, I have all sorts of reasons to want you. I haven't been able to stay away from you since I saw you at the ski lodge.† I shifted closer to Adrian on the bed and pressed my head against his chest. â€Å"We can make this work. I know we can. If I screw up again, you can leave.† â€Å"If only it were that easy,† he laughed. â€Å"You forget: I have an addictive personality. I'm addicted to you. Somehow I think you could do all sorts of bad things to me, and I'd still come back to you. Just keep things honest, okay? Tell me what you're feeling. If you're feeling something for Dimitri that's confusing you, tell me. We'll work it out.† I wanted to tell him that–regardless of my feelings–he had nothing to worry about with Dimitri because Dimitri had rejected me a number of times now. I could chase after Dimitri all I wanted, and it wouldn't do any good. Love fades. Those words still stung, and I couldn't bear to give voice to that pain. But as Adrian held me and I thought about how understanding he was about all of this, some wounded part of me acknowledged that the opposite was true as well: Love grows. I would try with him. I really would. I sighed. â€Å"You're not supposed to be this wise. You're supposed to be shallow and unreasonable and†¦ and†¦Ã¢â‚¬  He pressed a kiss to my forehead. â€Å"And?† â€Å"Mmm†¦ ridiculous.† â€Å"Ridiculous I can manage. And the others†¦ but only on special occasions.† We were wrapped close together now, and I tilted my head to study him, the high cheekbones and artfully messy hair that made him so gorgeous. I remembered his mother's words, that regardless of what we wanted, he and I would eventually have to part ways. Maybe this was how my life was going to be. I'd always lose the men I loved. I pulled him hard against me, kissing his mouth with a force that caught even him by surprise. If I had learned anything about life and love, it was that they were tenuous things that could end at any moment. Caution was essential–but not at the cost of wasting your life. I decided I wasn't going to waste it now. My hands were already tugging at Adrian's shirt before that thought was fully formed. He didn't question it or hesitate in taking my clothes off in return. He might have moments of profoundness and understanding, but he was still†¦ well, Adrian. Adrian lived his life in the now, doing the things he wanted without much second-guessing. And he had wanted me for a very long time. He was also very good at this sort of thing, which was why my clothes came off faster than his. His lips were hot and eager against my throat, but he was careful to never once let his fangs brush my skin. I was a little less gentle, surprising myself when I dug my nails into the bare skin of his back. His lips moved lower, tracing the line of my collarbone while he deftly took off my bra one-handed. I was a little astonished at my body's reaction as we both fought to get the other's jeans off first. I'd convinced myself that I'd never want sex again after Dimitri, but right now? Oh, I wanted it. Maybe it was some psychological reaction to Dimitri's rejection. Maybe it was an impulse to live for the moment. Maybe it was love for Adrian. Or maybe it was just lust. Whatever it was, it made me powerless beneath his hands and mouth, which seemed intent on exploring every part of me. The only time he paused was when all my clothes were finally off and I lay there naked with him. He was almost naked too, but I hadn't quite gotten to his boxers yet. (They were silk because, honestly, what else would Adrian wear?). He cupped my face in his hands, his eyes filled with intensity and desire–and a bit of wonder. â€Å"What are you, Rose Hathaway? Are you real? You're a dream within a dream. I'm afraid touching you will make me wake up. You'll disappear.† I recognized a little of the poetic trance he sometimes fell into, the spells that made me wonder if he was catching a little of the spirit-induced madness. â€Å"Touch me and find out,† I said, drawing him to me. He didn't hesitate again. The last of his clothes came off, and my whole body heated at the feel of his skin and the way his hands slid over me. My physical needs were rapidly trampling over any logic and reason. There was no thought, just us, and the fierce urgency bringing us together. I was all burning need and desire and sensation and– â€Å"Oh, shit.† It came out as kind of a mumble since we'd been kissing, our lips eagerly seeking out the other's. With guardian reflexes, I barely managed to shift away, just as our hips started to come together. Losing the feel of him was shocking to me, more so for him. He was stunned, simply staring in astonishment as I wriggled further from him and finally managed a sitting position on the bed. â€Å"What†¦ what's wrong? Did you change your mind?† â€Å"We need protection first,† I said. â€Å"Do you have any condoms?† He processed this for a few seconds and then sighed. â€Å"Rose, only you would pick this instant to remember that.† That was a fair point. My timing kind of sucked. Still, it was better than remembering it afterward. In spite of my body's rampant desire–and it was still there, believe me–I suddenly had a startling, vivid image of Dimitri's sister Karolina. I'd met her in Siberia, and she'd had a baby that was about six months old. The baby was adorable, as babies often are, but by God, she had been so much work. Karolina had a waitressing job, and as soon as she was home from that, her attention went to the baby. When she was at work, Dimitri's mother took care of the baby. And the baby always needed something: food, changing, rescue from choking on a small object. His sister Sonya had been on the verge of having a baby too, and with the way I'd left things with his youngest sister, Viktoria, I wouldn't be surprised to find she was pregnant before long. Huge life changes made from small, careless actions. So I was pretty confident I didn't want a baby in my life right now, not this young. With Dimitri, it hadn't been a concern, thanks to dhampir infertility. With Adrian? It was an issue, as was the fact that while disease was rare among both our races, I wasn't the first girl Adrian had been with. Or the second. Or the third†¦ â€Å"So do you have any?† I asked impatiently. Just because I was in responsible mode, it didn't mean I wanted sex any less. â€Å"Yes,† said Adrian, sitting up as well. â€Å"Back in my bedroom.† We stared at each other. His bedroom was far away, over in the Moroi section of Court. He slid nearer, putting his arm around me and nibbling my earlobe. â€Å"The odds of anything bad happening are pretty low.† I closed my eyes and tipped my head back against him. He wrapped his hands around my hips and stroked my skin. â€Å"What are you, a doctor?† I asked. He laughed softly, his mouth kissing the spot just behind my ear. â€Å"No. I'm just someone willing to take a risk. You can't tell me you don't want this.† I opened my eyes and pulled away so that I could look at him directly. He was right. I did want this. Very, very badly. And the part of me–which was pretty much all of me–that burned with lust was attempting to win me over. The odds probably were low, right? Weren't there people who tried forever to get pregnant and couldn't? My desire had an okay argument, so it was kind of a surprise when my logic won. â€Å"I can't take the risk,† I said. Now Adrian studied me, and at last, he nodded. â€Å"Okay. Another time then. Tonight we'll be†¦ responsible.† â€Å"That's all you're going to say?† He frowned. â€Å"What else would I say? You said no.† â€Å"But you†¦ you could have compelled me.† Now he was really astonished. â€Å"Do you want me to compel you?† â€Å"No. Of course not. It just occurred to me that†¦ well, that you could have.† Adrian cupped my face in his hands. â€Å"Rose, I cheat at cards and buy liquor for minors. But I would never, ever force you into something you don't want. Certainly not this–â€Å" His words were cut off because I'd pressed myself against him and started kissing him again. Surprise must have kept him from doing anything right away, but soon, he pushed me away with what seemed like great reluctance. â€Å"Little dhampir,† he said dryly, â€Å"if you want to be responsible, this is not a good way to do it.† â€Å"We don't have to let this go. And we can be responsible.† â€Å"All of those stories are–â€Å" He came screeching to a halt when I tossed my hair out of the way and offered my neck to him. I managed to turn slightly so that I could meet his eyes, but I said nothing. I didn't have to. The invitation was obvious. â€Å"Rose†¦Ã¢â‚¬  he said uncertainly–though I could see the longing spring up in his face. Drinking blood wasn't the same as sex, but it was a yearning all vampires had, and doing it while aroused–so I'd heard–was a mind-blowing experience. It was also taboo and hardly ever done, so people claimed. It was where the definition of blood whore had originated: dhampirs who gave their blood during sex. The idea of dhampirs yielding blood at all was considered disgraceful, but I'd done it before: with Lissa when she needed food and with Dimitri when he'd been Strigoi. And it had been glorious. He tried again, his voice steadier this time. â€Å"Rose, do you know what you're asking?† â€Å"Yes,† I said firmly. I gently ran a finger along his lips and then slipped in to touch his fangs. I threw his own words back at him. â€Å"You can't tell me you don't want this.† He did want it. In a heartbeat, his mouth was at my neck and his fangs were piercing my skin. I cried out at the sudden pain, a sound that softened to a moan as the endorphins that came with every vampire bite flooded into me. An exquisite bliss consumed me. He pulled me hard against him as he drank, almost onto his lap, pressing my back against his chest. I was distantly aware of his hands all over me again, of his lips upon my throat. Mostly, all I knew was that I was drowning in pure, ecstatic sweetness. The perfect high. When he pulled away, it was like losing part of myself. Like being incomplete. Confused, needing him back, I reached for him. He gently pushed my hand away, smiling as he licked his lips. â€Å"Careful, little dhampir. I went longer than I should have. You could probably grow wings and fly off right now.† It actually didn't sound like a bad idea. In a few more moments, though, the intense, crazy part of the high faded, and I settled back to myself. I still felt wonderful and dizzy; the endorphins had fed my body's desire. My reasoning slowly came back to me, allowing (kind of) coherent thought to penetrate that happy haze. When Adrian was convinced I was sober enough, he relaxed and lay down on the bed. I joined him a moment later, curling up against his side. He seemed as content as I was. â€Å"That,† he mused, â€Å"was the best not-sex ever.† My only response was a sleepy smile. It was late, and the more I crashed down from the endorphin rush, the drowsier I felt. Some tiny part of me said that even though I'd wanted this and cared about Adrian, the whole act had been wrong. I hadn't done it for the right reasons, instead letting myself get carried away by my own grief and confusion. The rest of me decided that wasn't true, and the nagging voice soon faded into exhaustion. I fell asleep against Adrian, getting the best night of sleep I'd had in a long time. I wasn't entirely surprised that I was able to get out of bed, shower, get dressed, and even blow-dry my hair without Adrian waking up. My friends and I had spent many a morning trying to drag him out of bed in the past. Hungover or sober, he was a heavy sleeper. I spent more time on my hair than I had in a while. The telltale mark of a vampire bite was fresh on my neck. So I wore my hair down, careful to style it with a part so that the long waves hung heavy on the bite side. Satisfied the bruise would stay camouflaged, I pondered what to do next. In an hour or so, the Council was going to listen to arguments from factions with varying ideas on the new age decree, Moroi fighting, and the Dragomir vote. Provided they let me in the hall, I had no intention of missing the debates on the hottest issues in our world right now. I didn't want to wake up Adrian, though. He was tangled up in my sheets and slept peacefully. If I woke him up, I'd feel obligated to stick around while he got ready. Through the bond, I felt Lissa sitting alone at a cafe table. I wanted to see her and have breakfast, so I decided Adrian could fend for himself. I left him a note about where I was, told him the door would lock on his way out, and drew lots of x's and o's. When I was halfway to the cafe, though, I sensed something that ruined my breakfast plan. Christian had sat down with Lissa. â€Å"Well, well,† I muttered. With everything else going on, I hadn't paid much attention to Lissa's personal life. After what had happened at the warehouse, I wasn't entirely surprised to see them together, though her feelings told me there had been no romantic reconciliation†¦ yet. This was an uneasy attempt at friendship, a chance to get over their constant jealousy and distrust. Far be it from me to intrude on love at work. I knew another place near the guardians' buildings that also had coffee and doughnuts. It would do, provided no one there remembered that I was technically still on probation and had made a scene in a royal hall. The odds on that probably weren't good. Still, I decided to give it a try and headed over, eyeing the overcast sky uneasily. Rain wouldn't help my mood any. When I got to the cafe, I discovered I didn't have to worry about anyone paying attention to me. There was a bigger draw: Dimitri. He was out with his personal guard, and even though I was glad he had some freedom, the attitude that he needed close watching still angered me. At least there was no giant crowd today. People who came in for breakfast couldn't help but stare, but few lingered. He had five guardians with him this time, which was a significant reduction. That was a good sign. He sat alone at a table, coffee and a half-eaten glazed doughnut in front of him. He was reading a paperback novel that I would have bet my life was a Western. No one sat with him. His escort simply maintained a ring of protection, a couple near the walls, one at the entrance, and two at nearby tables. The security seemed pointless. Dimitri was completely engrossed in his book, oblivious to the guards and occasional spectators–or he was simply making a good show of not caring. He seemed very harmless, but Adrian's words came back to me. Was there any Strigoi left in him? Some dark part? Dimitri himself claimed he still carried the piece that prevented him from ever truly loving anyone. He and I had always had this uncanny awareness of each other. In a crowded room, I could always find him. And in spite of his preoccupation with the book, he looked up when I walked toward the cafe's counter. Our eyes met for a millisecond. There was no expression on his face†¦ and yet, I had the feeling he was waiting for something. Me, I realized with a start. Despite everything, despite our fight in the church†¦ he still thought I would pursue and make some pledge of my love. Why? Did he just expect me to be that unreasonable? Or was it possible†¦ was it possible he wanted me to approach him? Well, whatever the reason, I decided I wouldn't give it to him. He'd hurt me too many times already. He'd told me to stay away, and if that was all part of some elaborate game to toy with my feelings, I wasn't going to play. I gave him a haughty look and turned away sharply as I walked up to the counter. I ordered chai and a chocolate eclair. After a moment's consideration, I ordered a second eclair. I had a feeling it was going to be one of those days. My plan had been to eat outside, but as I glanced toward the tinted windows, I could just barely make out the pattern of raindrops hitting the panes. Damn. I briefly considered fighting the weather and going somewhere else with my food, but I decided I wasn't going to let Dimitri scare me off. Spying a table far from him, I headed toward it, going out of my way not to look at or acknowledge him. â€Å"Hey Rose. Are you going to the Council today?† I came to a halt. One of Dimitri's guardians had spoken, giving me a friendly smile as he did. I couldn't recall the guy's name, but he'd seemed nice whenever we passed each other. I didn't want to be rude, and so, reluctantly, I answered back–even though it meant staying near Dimitri. â€Å"Yup,† I said, making sure my attention was only on the guardian. â€Å"Just grabbing a bite before I do.† â€Å"Are they going to let you in?† asked another of the guardians. He too was smiling. For a moment, I thought they were mocking my last outburst. But no†¦ that wasn't it. Their faces showed approval. â€Å"That's an excellent question,† I admitted. I took a bite of my eclair. â€Å"But I figure I should give it a try. I'll also try to be on good behavior.† The first guardian chuckled. â€Å"I certainly hope not. That group deserves all the grief you can give them over that stupid age law.† The other guardians nodded. â€Å"What age law?† asked Dimitri. Reluctantly, I looked over at him. As always, he swept my breath away. Stop it, Rose, I scolded myself. You're mad at him, remember? And now you've chosen Adrian. â€Å"The decree where royals think sending sixteen-year-old dhampirs out to fight Strigoi is the same as sending eighteen-year-olds,† I said. I took another bite. Dimitri's head shot up so quickly, I nearly choked on my food. â€Å"Which sixteen-year-olds are fighting Strigoi?† His guardians tensed but did nothing else. It took me a moment to get the bite of eclair down. When I could finally speak, I was almost afraid to. â€Å"That's the decree. Dhampirs graduate when they're sixteen now.† â€Å"When did this happen?† he demanded. â€Å"Just the other day. No one told you?† I glanced over at the other guardians. One of them shrugged. I had the impression that they might believe Dimitri was truly a dhampir but that they weren't ready to get chatty with him. His only other social contact would have been Lissa and his interrogators. â€Å"No.† Dimitri's brow furrowed as he pondered the news. I ate my eclair in silence, hoping it would push him to talk more. It did. â€Å"That's insane,† he said. â€Å"Morality aside, they aren't ready that young. It's suicide.† â€Å"I know. Tasha gave a really good argument against it. I did too.† Dimitri gave me a suspicious look at that last part, particularly when a couple of his guardians smiled. â€Å"Was it a close vote?† he asked. He spoke to me interrogation style, in the serious and focused way that had so defined him as a guardian. It was a lot better than depression, I decided. It was also better than him telling me to go away. â€Å"Very close. If Lissa could have voted, it wouldn't have passed.† â€Å"Ah,† he said, playing with the edges of his coffee cup. â€Å"The quorum.† â€Å"You know about that?† I asked in surprise. â€Å"It's an old Moroi law.† â€Å"So I hear.† â€Å"What's the opposition trying to do? Sway the Council back or get Lissa the Dragomir vote?† â€Å"Both. And other things.† He shook his head, tucking some hair behind his ear. â€Å"They can't do that. They need to pick one cause and throw their weight behind it. Lissa's the smartest choice. The Council needs the Dragomirs back, and I've seen the way people look at her when they put me on display.† Only the slightest edge of bitterness laced his words, indicating how he felt about that. Then it was back to business. â€Å"It wouldn't be hard to get support for that–if they don't divide their efforts.† I started in on my second eclair, forgetting about my earlier resolution to ignore him. I didn't want to distract him from the topic. It was the first thing that had brought the old fire back to his eyes, the only thing he seemed truly interested in–well, aside from pledging lifelong devotion to Lissa and telling me to stay out of his life. I liked this Dimitri. It was the same Dimitri from long ago, the fierce one who was willing to risk his life for what was right. I almost wished he'd go back to being annoying, distant Dimitri, the one who told me to stay away. Seeing him now brought back too many memories–not to mention the attraction I thought I'd smashed. Now, with that passion all over him, he seemed sexier than ever. He'd worn that same intensity when we'd fought together. Even when we'd had sex. This was the way Dimitri was supposed to be: powerful and in charge. I was glad and yet†¦ seeing him the way I loved only made my heart feel that much worse. He was lost to me. If Dimitri guessed my feelings, he didn't show it. He looked squarely at me, and, like always, the power of that gaze wrapped around me. â€Å"The next time you see Tasha, will you send her to me? We need to talk about this.† â€Å"So, Tasha can be your friend, but not me?† The sharp words were out before I could stop them. I flushed, embarrassed that I'd lapsed in front of the other guardians. Dimitri apparently didn't want an audience either. He looked up at the one who had initially addressed me. â€Å"Is there any way we could have some privacy?† His escort exchanged looks, and then, almost as one being, they stepped back. It wasn't a considerable distance, and they still maintained a ring around Dimitri. Nonetheless, it was enough that all of our conversation wouldn't be overheard. Dimitri turned back to me. I sat down. â€Å"You and Tasha have completely different situations. She can safely be in my life. You can't.† â€Å"And yet,† I said with an angry toss of my hair, â€Å"it's apparently okay for me to be in your life when it's convenient–say, like, running errands or passing messages.† â€Å"It doesn't really seem like you need me in your life,† he noted dryly, inclining his head slightly toward my right shoulder. It took me a moment to grasp what had happened. In tossing my hair, I'd exposed my neck–and the bite. I tried not to blush again, knowing I had nothing to feel embarrassed about. I pushed the hair back. â€Å"That's none of your business,† I hissed, hoping the other guardians hadn't seen. â€Å"Exactly.† He sounded triumphant. â€Å"Because you need to live your own life, far away from me.† â€Å"Oh, for God's sake,† I exclaimed. â€Å"Will you stop with the–â€Å" My eyes lifted from his face because an army suddenly descended upon us. Okay, it wasn't exactly an army, but it might as well have been. One minute it was just Dimitri, me, and his security, and then suddenly–the room was swarming with guardians. And not just any guardians. They wore the black-and-white outfits guardians often did for formal occasions, but a small red button on their collars marked them as guardians specifically attached to the queen's guard. There had to be at least twenty of them. They were lethal and deadly, the best of the best. Throughout history, assassins who had attacked monarchs had found themselves quickly taken down by the royal guard. They were walking death–and they were all gathering around us. Dimitri and I both shot up, unsure what was happening but certain the threat here was directed at us. His table and its chairs were between us, but we still immediately fell into the standard fighting stance when surrounded by enemies: Go back-to-back. Dimitri's security wore ordinary clothing and seemed a bit astonished to see their brethren, but with guardian efficiency, the escort promptly joined the advancing queen's guard. There were no more smiles or jokes. I wanted to throw myself in front of Dimitri, but in this situation, it was kind of difficult. â€Å"You need to come with us right now,† one of the queen's guards said. â€Å"If you resist, we'll take you by force.† â€Å"Leave him alone!† I yelled, looking from face to face. That angry darkness exploded within me. How could they still not believe? Why were they still coming after him? â€Å"He hasn't done anything! Why can't you guys accept that he's really a dhampir now?† The man who'd spoken arched an eyebrow. â€Å"I wasn't talking to him.† â€Å"You're†¦ you're here for me?† I asked. I tried to think of any new spectacles I might have caused recently. I considered the crazy idea that the queen had found out I'd spent the night with Adrian and was pissed off about it. That was hardly enough to send the palace guard for me, though†¦ or was it? Had I really gone too far with my antics? â€Å"What for?† demanded Dimitri. That tall, wonderful body of his–the one that could be so sensual sometimes–was filled with tension and menace now. The man kept his gaze on me, ignoring Dimitri. â€Å"Don't make me repeat myself: Come with us quietly, or we will make you.† The glimmer of handcuffs showed in his hands. My eyes went wide. â€Å"That's crazy! I'm not going anywhere until you tell me how the hell this–â€Å" That was the point at which they apparently decided I wasn't coming quietly. Two of the royal guardians lunged for me, and even though we technically worked for the same side, my instincts kicked in. I didn't understand anything here except that I would not be dragged away like some kind of master criminal. I shoved the chair I'd been sitting in earlier at one of the guardians and aimed a punch at the other. It was a sloppy throw, made worse because he was taller than me. That height difference allowed me to dodge his next grab, and when I kicked hard at his legs, a small grunt told me I'd hit home. I heard a few scattered screams. The people working at the cafe ducked behind their counter like they expected automatic weapons to come out. The other patrons who'd been eating breakfast hurriedly sprang from their tables, heedlessly knocking over food and dishes. They ran for the exits–exits that were blocked by still more guardians. This brought more screams, even though the exits were being cut off because of me. Meanwhile, other guardians were joining the fray. Although I got a couple of good punches in, I knew the numbers were too overwhelming. One guardian caught hold of my arm and began trying to put the cuffs on me. He stopped when another set of hands grabbed me from the other side and jerked me away. Dimitri. â€Å"Don't touch her,† he growled. There was a note in his voice that would have scared me if it had been directed toward me. He shoved me behind him, putting his body protectively in front of mine with my back to the table. Guardians came at us from all directions, and Dimitri began dispatching them with the same deadly grace that had once made people call him a god. He didn't kill any of the ones he fought, but he made sure they were out of action. If anyone thought his ordeals as a Strigoi or being locked up had diminished his fighting ability, they were terribly mistaken. Dimitri was a force of nature, managing to take on both impossible odds and stop me each time I tried to join the fight. The queen's guards might have been the best of the best, but Dimitri†¦ well, my former lover and instructor was in a category all his own. His fighting skills were beyond anyone else's, and he was using them all in defense of me. â€Å"Stay back,† he ordered me. â€Å"They aren't laying a hand on you.† At first, I was overwhelmed by his protectiveness–even though I hated not being part of a fight. Watching him fight again was also entrancing. He made it look beautiful and lethal at the same time. He was a one-man army, the kind of warrior that protected his loved ones and brought terror to his enemies– And that's when a horrible revelation hit me. â€Å"Stop!† I suddenly yelled. â€Å"I'll come! I'll come with you!† No one heard me at first. They were too involved with the fight. Guardians kept trying to sneak behind Dimitri, but he seemed to sense them and would shove chairs or anything else he could get a hold of at them–while still managing to kick and punch those coming at us head-on. Who knew? Maybe he really could have taken on an army by himself. But I couldn't let him. I shook Dimitri's arm. â€Å"Stop,† I repeated. â€Å"Don't fight anymore.† â€Å"Rose–â€Å" â€Å"Stop!† I was pretty sure I'd never screamed any word so loudly in my life. It rang through the room. For all I knew, it rang through the entire Court. It didn't exactly make everyone come to a halt, but many of the guardians slowed down. A few of the cowering cafe workers peered over the counter at us. Dimitri was still in motion, still ready to take everyone on, and I had to practically throw myself at him to get him to notice me. â€Å"Stop.† This time, my voice was a whisper. An uneasy silence had fallen over everyone. â€Å"Don't fight them anymore. I'm going to go with them.† â€Å"No. I won't let them take you.† â€Å"You have to,† I begged. He was breathing hard, every part of him braced and ready to attack. We locked gazes, and a thousand messages seemed to flow between us as the old electricity crackled in the air. I just hoped he got the right message. One of the guardians tentatively stepped forward–having to go around the unconscious body of his colleague–and Dimitri's tension snapped. He started to block the guardian and defend me again, but I instead put myself between them, clasping Dimitri's hand and still looking into his eyes. His skin was warm and felt so, so right touching mine. â€Å"Please. No more.† I saw then that he finally understood what I was trying to say. People were still afraid of him. No one knew what he was. Lissa had said him behaving calmly and normally would soothe fears. But this? Him taking on an army of guardians? That was not going to get him points for good behavior. For all I knew, it was already too late after this, but I had to attempt damage control. I couldn't let them lock him up again–not because of me. As he looked at me, he seemed to send a message of his own: that he would still fight for me, that he would fight until he collapsed to keep them from taking me. I shook my head and gave his hand a parting squeeze. His fingers were exactly as I remembered, long and graceful, with calluses built up from years of training. I let go and turned to face the guy who had originally spoken. I assumed he was some sort of leader. I held out my hands and slowly stepped forward. â€Å"I'll go quietly. But, please†¦ don't lock him back up. He just thought†¦ he just thought I was in trouble.† The thing was, as the handcuffs were clamped onto my wrists, I was starting to think I was in trouble too. As the guardians helped each other up, their leader took a deep breath and made the proclamation he'd been trying to make since entering. I swallowed, waiting to hear Victor's name. â€Å"Rose Hathaway, you are under arrest for high treason.† Not quite what I'd expected. Hoping my submission had earned me points, I asked, â€Å"What kind of high treason?† â€Å"The murder of Her Royal Majesty, Queen Tatiana.†

Early year’s child care Essay

Being able to motivate members of staff is a progression towards this. As Mayo found with his workforce, if the staff felt valued, they were more willing to work harder and longer for their manager. Motivating the staff is by no means a simple task, as it means utilising a balance of both people and interpersonal skills. These skills can be grouped into various management styles and each member of staff will require the manager to adapt the style according to their own personality. The setting, which is the subject of this work, provides a good example of the various styles of management needed in order to supervise the workforce. One member of staff is very carefree and relaxed in her work and therefore needs an autocratic, or coercive management style. She is, however, always willing to do as she is told and thrives on carrying out instructions as they are given. Were the manager to employ a laissez-faire approach here, the jobs allocated to this member of staff would not get done. To examine this in more detail, just one of the manager’s duties is to ensure that craft supplies are adequately stocked. As with many of the manager’s tasks, this is one that can be delegated to another member of staff. This particular worker is given this task to do and due it being given to her as a direct instruction, she is happy to proceed with enthusiasm and little procrastination. If, however a more laissez-faire approach were used, she could feel that the task was not important and may leave it until such a time as she chose to do it. These skills and qualities of the manager are familiar with Herzberg’s (1968) two factor theory of motivation. He recognised that offering staff the opportunity of achievement, recognition, involvement, responsibility and empowerment, is the path to true motivation (Dale, 1992). This is the opinion of Ridderstrale and Nordstrom. In early years leadership it is particularly important. The manager constantly has to implement change, often following government legislation. It is the role of the manager, as the leader to ensure all staff members can adjust to these new implementations, instead of clinging on to methods previously followed. The manager of the chosen nursery has an effective method of executing change. If the change has occurred at nursery level, the chances are it has arisen and been discussed during a staff meeting. If the changes come from elsewhere, for example, a government paper, the manager would first address the urgency of the change, before deciding on a course of action. The agenda for meetings is always displayed onto a notice board for all the staff to view. If the change is one that does not require immediate action, it will be added to the board, next to the agenda. However, should it be necessary to act immediately, then a meeting will be called, either with all the staff, or with individual members accordingly.

Sop for Msc in Electrical Engineering

e idea of the first cellular network was brainstormed in 1947. It was intended to be used for military purposes as a way of supplying troops with more advanced forms of communications. From 1947 till about 1979 several different forms of broadcasting technology emerged. The United States began to develop the AMPS (Advanced Mobile Phone Service) network, while European countries were developing their own forms of communication. 1. 2 History of GSM Technology Europeans quickly realized the disadvantages of each European country operating on their mobile network. It prevents cell phone use from country to country within Europe.With the emerging European Union and high travel volume between countries in Europe this was seen as a problem. Rectifying the situation the Conference of European Posts and Telegraphs (CEPT) assembled a research group with intentions of researching the mobile phone system in Europe. This group was called Group Special Mobile (GSM). For the next ten years the GSM group outlined standards, researched technology and designed a way to implement a pan-European mobile phone network. In 1989 work done by the GSM group was transferred to the European Telecommunication Standards Institute (ETSI).The name GSM was transposed to name the type of service invented. The acronym GSM had been changed from Group Special Mobile to Global Systems Mobile Telecommunications. By April of 1991 commercial service of the GSM network had begun. Just a year and half later in 1993 there were already 36 GSM networks in over 22 countries. Several other countries were on the rise to adopt this new mobile phone network and participate in what was becoming a worldwide standard. At the same time, GSM also became widely used in the Middle East, South Africa and Australia.While the European Union had developed a sophisticated digital cell phone system, the United States was still operating primarily on the old, analog AMPS network and TDMA. Department of E&C 2010 Lovely Instit ute of Technology, Phagwara 2 RF OPTIMIZATION AND PLANNING In the end o the end of October 2001, Cingular was the first to announce their switch to the 3G GSM network. This involved switching more then 22 million customers from TDMA to GSM. In 2005 Cingular stopped new phone activation on the TDMA network and began only selling GSM service. 1. History of GSM in brief †¢1982:CEPT (Conference of European Posts and Telecommunications) establishes a GSM group in order to develop the standards for pan-European cellular mobile system †¢1988:Validation of the GSM System. †¢1991:Commercial launch of the GSM service. †¢1992:Enlargement of the countries that signed the GSM-MoU> Coverage of larger cities/airports. †¢1993:Coverage of main roads GSM services start outside Europe. †¢1995:Phase 2 of the GSM specifications Coverage of rural areas. 1. 4 GSM Frequency Band There are five major GSM frequencies that have become standard worldwide. They are following  ¦GS M-1800  ¦GSM850 GSM-1900  ¦GSM-400 1. 4. 1 GSM-900 and GSM-1800 GSM-900 and GSM-1800 are standards used mostly worldwide. It is the frequency European phones operate on as well as most of Asia and Australia. 1. 4. 2 GSM-850 and GSM-1900 GSM-850 and GSM-1900 are primarily United States frequencies. They are also the standard for Canada GSM service and countries in Latin and South America. Most of the Cingular network operates on GSM 850, while much of T-Mobile operates at GSM-1900. T-Mobile however, has roaming agreements with Cingular. Meaning in the case of no service at GSM-1900, the phone will switch to GSM-850 and operate on Cingular’s network. . 4. 3 GSM-400 GSM-400 is the least popular of the bunch and is rarely used. It is an older frequency that was used in Russia and Europe before GSM-900 and GSM-1800 became available. There are not many networks currently operating at this frequency. .5 GSM Services . The GSM services are grouped into three categories: 1. Telese rvices (TS) 2. Bearer services (BS) 3. Supplementary services (SS) 1. 5. 1 Teleservices Regular telephony, emergency calls, and voice messaging are within Teleservices. Telephony, the old bidirectional speech calls, is certainly the most popular of all services.An emergency call is a feature that allows the mobile subscriber to contact a nearby emergency service, such as police, by dialing a unique number. Voice messaging permits a message to be stored within the voice mailbox of the called party either because the called party is not reachable or because the calling party chooses to do so. 1. 5. 2 Bearer Services Data services, short message service (SMS), cell broadcast, and local features are within BS. Rates up to 9. 6 kbit/s are supported. With a suitable data terminal or computer connected directly to the mobile apparatus, data may be sent through circuit-switched or packet-switched networks.Short messages containing as many as 160 alphanumeric characters can be transmitted to or from a mobile phone. In this case, a message center is necessary. The broadcast mode (to all subscribers) in a given geographic area may also be used for short messages of up to 93 alphanumeric characters. Some local features of the mobile terminal may be used. These may include, for example, abbreviated dialing, edition of short messages, repetition of failed calls, and others. .5. 3 Supplementary Services Some of the Supplementary Services are as follows: 1.Advice of charge:- This SS details the cost of a call in progress. 2. Barring of all outgoing calls: – This SS blocks outgoing calls. 3. Barring of international calls:- This SS blocks incoming or outgoing international calls as a whole or only those associated with a specific basic service, as desired. 4. Barring of roaming calls: – This SS blocks all the incoming roaming calls or only those associated with a specific service. 5. Call forwarding:- This SS forwards all incoming calls, or only those associated with a specific basic service, to another directory number.The forwarding may be unconditional or may be performed when the mobile subscriber is busy, when there is no reply, when the mobile subscriber is not reachable, or when there is radio congestion. 6. Call hold: – This SS allows interruption of a communication on an existing call. Subsequent reestablishment of the call is permitted. 7. Call waiting: – This SS permits the notification of an incoming call when the mobile subscriber is busy. 8. Call transfer: – This SS permits the transference of an established incoming or outgoing call to a third party. 9.Completion of calls to busy subscribers: – This SS allows notification of when a busy called subscriber becomes free. At this time, if desired, the call is reinitiated. 10. Closed user group:- This SS allows a group of subscribers to communicate only among themselves. 11. Calling number identification presentation/restriction: – This SS permit s the presentation or restricts the presentation of the calling party’s identification number (or additional address information). 12. Connected number identification presentation: – This SS indicatChapter 2 GSM Identitieses the phone number that has been reached Chapter 2 GSM Identities 2.Classification of GSM IDENTITY NUMBER  ¦Mobile Station ISDN Number (MSISDN)  ¦International Mobile Subscriber Identity (IMSI)  ¦Mobile Station Roaming Number (MSRN)  ¦International Mobile Station Equipment Identity (IMEI)  ¦Location Area Identity (LAI) .2. 1 Mobile Station ISDN Number (MSISDN) The MSISDN is a number which uniquely identifies a mobile telephone subscription in the public switched telephone network numbering plan. According to the CCITT recommendations, the mobile telephone number or catalogue number to be dialled is composed in the following way: MSISDN = CC + NDC + SN CC = Country Code NDC = National Destination CodeSN = Subscriber Number E. g. 919822012345 = 91 + 98 + 22 + 012345 A National Destination Code is allocated to each GSM PLMN. In some countries, more than one NDC may be required for each GSM PLMN. The international MSISDN number may be of variable length. The maximum length shall be 15 digits, prefixes not included. 2. 2 International Mobile Subscriber Identity (IMSI) The IMSI is the information which uniquely identifies a subscriber in a GSM/PLMN. For a correct identification over the radio path and through the GSM PLMN network, a specific identity is allocated to each subscriber.This identity is called the International Mobile Subscriber Identity (IMSI) and is used for all signalling in the PLMN. It will be stored in the Subscriber Identity Module (SIM), as well as in the Home Location Register (HLR) and in the serving Visitor Location Register (VLR). The IMSI consists of three different parts: IMSI = MCC + MNC + MSIN MCC = Mobile Country Code (3 digits) MNC = Mobile Network Code (2 digits) MSIN = Mobile Subscriber Ident ification Number (max 10 digits) e. g. 404 + 22 +0000123456 According to the GSM recommendations, the IMSI will have a length of maximum 15 digits.All network–related subscriber information is connected to the IMSI 2. 3 Mobile Station Roaming Number (MSRN) HLR knows in what MSC/VLR Service Area the subscriber is located. In order to provide a temporary number to be used for routing, the HLR requests the current MSC/VLR to allocate and return a Mobile Station Roaming Number (MSRN) for the called subscriber At reception of the MSRN, HLR sends it to the GMSC, which can now route the call to the MSC/VLR exchange where the called subscriber is currently registered.The interrogation call routing function (request for an MSRN) is part of the Mobile Application Part (MAP). All data exchanged between the GMSC – HLR – MSC/VLR for the purpose of interrogation is sent over the No. 7 signalling network. The Mobile Station Roaming Number (MSRN), according to the GSM recommend ations, consists of three parts: MSRN = CC + NDC + SN CC = Country Code NDC = National Destination Code SN = Subscriber Number e. g. : 91 + 98 + 22 + 005XXX where, 005XXX is sent by MSC. 00 is for Pune MSC, 20 is for Nagpur MSC, 10 is for Goa MSC.Note: In this case, SN is the address to the serving MSC The IMEI is used for equipment identification. An IMEI uniquely identifies a mobile station as a piece or assembly of equipment. (See IMEI, chapter 5. ) IMEI = TAC + FAC + SNR + sp TAC = Type Approval Code (6 digits), determined by a central GSM body FAC = Final Assembly Code (2 digits), identifies the manufacturer SNR = Serial Number (6 digits), an individual serial number of six digits uniquely identifying all equipment within each TAC and FAC sp = spare for future use (1 digit) e. g. 52518 + 00 + 581976 + 3 Where, 35 is for Nokia Handsets According to the GSM specification, IMEI has the length of 15 digits. 2. 5 Location Area Identity (LAI) LAI is used for location updating of mobi le subscribers. LAI = MCC + MNC + LAC MCC = Mobile Country Code (3 digits), identifies the country. It follows the same numbering plan as MCC in IMSI. MNC = Mobile Network Code (2 digits), identifies the GSM/PLMN in that country and follows the same numbering plan as the MNC in IMSI. LAC = Location Area Code, identifies a location area within a GSM PLMN network.The maximum length of LAC is 16 bits, enabling 65 536 different location areas to be defined in one GSM PLMN. E. g. 404 +22 + 10000 where 10000 is the LAC for Pune. 2. 6 Cell Global Identity (CGI) CGI is used for cell identification within the GSM network. This is done by adding a Cell Identity (CI) to the location area identity. CGI = MCC + MNC + LAC + CI CI = Cell Identity, identifies a cell within a location area, maximum 16 bits e. g. 404 + 22 + 10000 + 726 Where, 404 + 22 + 10000 is the LAI for Pune and 726 are the CI of one of the cells of Pune. CI is different for all the three sectors of the cell. . 7 Base Station Ide ntity Code (BSIC) BSIC allows a mobile station to distinguish between different neighbouring base stations. BSIC = NCC + BCC NCC = Network Colour Code (3 bits), identifies the GSM PLMN. Note that it does not uniquely identify the operator. NCC is primarily used to distinguish between operators on each side of border. BCC = Base Station Colour Code (3 bits), identifies the Base Station to help distinguish between BTS using the same BCCH frequencies e. g. 71 Where 7 is the NCC for IDEA Operator. and 1 is the BCC. BCC can range from 0 to 7 Chapter 3 GSM Network ElementsGSM stands for Global System for Mobile communication & is a globally accepted standard for digital cellular communication. GSM is the name of a standardization group established in 1982 to create a common European mobile telephone standard that would formulate specifications for a pan-European mobile cellular radio system operating at 900 MHz. It is estimated that many countries outside of Europe will join the GSM partn ership. GSM provides recommendations, not requirements. The GSM specifications define the functions and interface requirements in detail but do not address the hardware.The reason for this is to limit the designers as little as possible but still to make it possible for the operators to buy equipment from different suppliers. The GSM network is divided into three major systems: ? The switching system (SS) ? The base station system (BSS) ?The operation and support system (OSS) 3. 1 GSM BASIC BLOCK DIAGRAM Department of E&C 2010 Lovely Institute of Technology, Phagwara 14 RF OPTIMIZATION AND PLANNING 3. 2 BASIC GSM NETWORK ARCHITECTURE 3. 2. 1 SWITCHING CENTRE Department of E&C 2010 Lovely Institute of Technology, Phagwara

Cross Culture Management Essay Example | Topics and Well Written Essays - 3500 words

Cross Culture Management - Essay Example The proposition under discussion states that 'national culture' is of no significance in the communication skills needed by him. Communication between individuals is carried out through the medium of speech and/or writing, and both are once the inherent constituents and the inevitable outcomes of the culture of a people. An effective managerial quality that we would expect of our 'international manager' is great communication skills. In the light of these facts, we examine the extent of the validity of the statement under discussion. In a discussion of national culture, it is both useful and relevant to consider Hofstede's concept of national culture in the context of the milieu in which the present-day global manager functions. However, before a discussion of the constituent elements in Hofstede's concept of national culture, the qualities expected of an international manager, and his communication skills, it is necessary to clarify the nature of the environment in which he functions and how he has come to be where he is at present. The simple answer to this question is that he has come to be where he is at present because of globalisation. Globalisation 'Globalisation' has been a 'buzz-word' for quite some years now. Many scholars have used the term to describe the changing economic, political, cultural, and environmental scenarios that have occurred in the world during the last couple of decades or so. Different scholars have analysed globalisation through application of the tools and insights of various disciplines. In economics and business, globalisation has to do with the 'opening up of the frontiers', and the practice of "deregulation", in the Western world between 1980 and 1988 and the domination of the 'free market economy model'. Globalisation of the economy has implied free international trade, free international capital flows, and more rapid and widespread diffusion of technology, and greater integration of financial markets. It has heralded greater interdependence of national economies, and been instrumental in bringing about the hegemony of the US in the world economy. International cultural movement that has followed g lobalisation, according to Hoodasthian, is 'westernisation'.1 Hoodasthian asserts that "westernization is responsible for the domination of English language in the world"2. This is an important statement in the context of the topic of our discussion. For, if in a 'globalised' world, the vehicle of communication is the English language, and when that language is part of the 'global culture', would it not follow that a 'local' or 'native' 'national culture' is indeed "of virtually no significance in relation to the communication skills needed by the modern" global manager, when that manager may happen to be an American or a British This aspect of the argument will be considered in a subsequent paragraph. In the next section, the discussion is about the concept of national culture in the context of

Sports Economic Essay Example | Topics and Well Written Essays - 1250 words

Sports Economic - Essay Example Therefore, Commission of AFL established a research board in 1999, in order to establish a body for administering the selection of priorities concerning research and allocation of resources (Booth, 2006). Projects began in 2000 contributing to Australian football becoming a strange paradox due to the game played exclusively in one continent and has transcended cultural barriers and ethnic divides through integration of communities (Australian Football League (AFL), 2012). In fact, the paper will focus on exploring issues related to Australian Football League (AFL). League behavior The players in AFL are expected to behave like sportsmen, whereby upholding their standards of professional conduct and avoid compromising the integrity and dignity of AFL football, clubs, AFLPA and players. In addition, during matches and training sessions the player are also expected to behave in the similar manner, which is in accordance to the Clause 2.1 of the Code (Borland & McDonald, 2004). However, in situations where there are findings by the AFL Tribunal related to misconduct against a player, they are parties involved are dealt with in accordance with the AFL rules. AFL policies One of the most commonly known policies is AFL Anti-Doping Code, which is varied according to the law 21.2 that apply to the payers participating in these games, in a situation where the Controlling Body has not adopted their own code or policy. Nevertheless, the policy that has been adopted by any Controlling Body has to be approved by the Australian Sports Anti-Doping Authority (ASADA) (AFL, 2012). Moreover, the Controlling Body has no obligation to perform testing of players unless directed by AFL, and they should not appoint third parties to undertake these testing procedures. The other policy stipulates that a player, who has been directed to leave the playing surface, should only be replaced by a player whose name is on Team Sheet. The other policy states that a replacement player should enter the playing surface at the same time when the player is leaving the playing surface, and if the replacement player fails to enter the playing surface before the other player has left, the Umpire should restart play. The other policy indicates that player are not allowed to wear any form of jewelers, boot studs, cletes or any protective equipment that is not approved by the Controlling Body. However, there are situations where the field Umpire is convinced that the item does not subject players in any form of risk related to injury. AFL Winning Percentage Team Win% Year Collingwood 100 1929 Geelong 95.45 2008 Essendon 95.45 2000 Carlton 94.44 1908 Essendon 94.44 1950 South Melbourne 92.86 1918 Collingwood 90.91 2011 St Kilda 90.91 2009 Carlton 90.91 1995 Melbourne 88.89 1956 Competitive Imbalance Remedies The measurement of competitive balance relates to two aspects, which include; within-season competition balance that are associated with relative quality of teams in a season, and between-season competitive balance that are aimed at relative quality of teams over a number of seasons (Booth, 2000). One remedy for competitive imbalance is the merits of various measures that canvassed prior to settling on two basic measures, which include; distributions of season win percentage within-season competitive balance and distribution of premierships that are a measurement between season competitive

Royal Opera House analysis Term Paper Example | Topics and Well Written Essays - 750 words

Royal Opera House analysis - Term Paper Example d analysis of the entire organization, products, uniqueness, strengths and weaknesses of it as a business model, and other imperative sectors which will enable others to understand how this organization functions and targets its demographic in order to serve the public by meeting cultural desires of the people for entertainment and also to provide jobs for those who are employed by the ballet and opera house as performers. The organization itself is a series of different theaters, both inside and outside that are home to the ballet, opera, and orchestra and also show many other performances. Not only is there an entertainment sector, but there is also an educational sector that serves as a program for young and promising dancers and musicians to further their knowledge in hopes to try their own personal talent. The students are coached as if at a school and become more formally educated than they would at a public or private school in London. The Royal Opera House is one of the top theaters in the world. While there are numerous other theaters in the area, many are much smaller than the Royal Opera House. This organization is supported by patrons, donors, and even grants. However, additional income is earned through the bars and restaurants that are included within the Royal Opera House. Another portion that serves as a fundraising opportunity for the organization is the gift shop which offers products both for sale onsite and also on the Internet. Music and the arts as a source of entertainment is very popular in this area. Located in the City of London, it is a place where not only locals but visitors can attend performances all year long. Many of the productions are targeted toward elitists. However, many of the programs produced at the Royal Opera House are starting to focus more on the youth. One recommendation is that the Royal Opera House continue to market toward the youth both as performers and as audience members. This is an excellent

Email revision Essay Example | Topics and Well Written Essays - 250 words

Email revision - Essay Example I would like to take such a chance to submit my request to you as a supervisor in the sense that I have imperative ideas, whose discussion is vital. Therefore, I beg for the date’s adjustment to 22nd since I have a due schedule on 20th where I have some reports to deliver. In the first place, I would like us to consider salary increment due to the extreme economic crisis where we are not able to meet our personal needs. Secondly, we should consider the clothing character where the management should permit casual wear on Fridays. Thirdly, I would like us to factor gender balance in the company. It is a concept, which will establish respect among the employees hence restrict them in their entitlements Further, the management should enhance an effective strategy to promote self-esteem to the staff. Such an approach will involve eradication of the nepotism character in the entity. Further, the idea will enhance equality. Moreover, we should discuss a mechanism, which will factor staff advancement. Critically, it is recommendable for the workers to exchange ideas and train one another a method, which will perfect their skills. Finally, we should determine the remedies towards frequent short notices and excessive travelling. I kindly hope that you will be interested as you respond to my request. Yours faithfully, Miguel

Relativism and Morality Essay Example | Topics and Well Written Essays - 750 words - 4

Relativism and Morality - Essay Example This is used to describe values and concepts of ethical and moral considerations (Baghramian, 2004). Goodman pointed out that relativism can be equated to compromise of value which can prevent conflicts but it prevents the achievement of a meaningful morality or values. This is a bold philosophical view since values, ethics and morality are concepts significantly affected by the social norms (Goodman, 2010, p.87). Goodman’s view regarding relativism can be considered as an important eye opener. He stated that due to the intentions to achieve a common good, the global formulations are becoming culture-bound. This means that cultural differences are being considered as one of the most important factors if not the top most priority. Such scenario leads to the generalization of moral laws which according to him is in the risk of blandness, vagueness, and compromise of principles, which is common and widespread in the present era. The ambiguity in the guiding principles of morality in the international community becomes the law and judicial tactic (Goodman, 2010, p.87). This can be observed in the manner different nations, cultures and societies deal with social, economic, and political issues. Issues that are considered charged and controversial although of great importance and vitality are faced with ambiguity, thus, lost in social compromises of different forms. There are numerous issues that can be cited as examples such as abortion, divorce, same sex marriage, etc. The relativism in morality can explain why in some nations and cultures, these issues are accepted while in other nations and cultures, such issues are prohibited and even detested. Due to the differences in the view and opinions of different nations and communities in the world and due to the stratification of societies on the basis of geographical, cultural, religious, and economic divides, social and political authorities are preventing heated discussions that can lead to violent misunderst andings. As a result, the international community can be observed to have a moral view that is bland and safely coasting between the multitudes of clashing moral views. Moral values are meant to guide and to lead the people in different forms of decision making process. But having a relative morality can be considered ineffective to guide the people their way of life. Upon expression of the dangers of compromise and relativism in morality, Goodman presented his view on the different crimes. He stated and stressed that regardless of the fact that compromise in values rule the present society, there are actions that are simply wrong and that no social and cultural consideration can correct. Goodman said that slavery, genocide, terrorism, murder, rape, polygamy, and incest are examples of crimes and actions that are plainly and absolutely wrong, regardless of the perspective (Goodman, 2010, p.89). This means that it is hard to justify any of these acts as a morally right act on the bas is of any particular culture. No logical reason can justify killing and causing hard to other people such as terrorism, genocide, and murder as the right thing to do in any given situation. Similarly, no logical reason can make slavery and limiting of other people’s rights and freedom such as slavery an acceptable act. This is the same for rape, polygamy, ad incestuous relationships wherein no reasons can make these sexual

Assignment ( Crappy Professor) Module 4 Example | Topics and Well Written Essays - 500 words

( Crappy Professor) Module 4 - Assignment Example In my school, there is a formal type of legitimate power exercised because there is a chain of command that we follow. For example, on top of the school organizational chart, there is the school board of directors, followed by the School administrator and the list continues to the last staff members who are janitors and security guards. Coercive power refers to the type of power exercised by using force or issuing of threats (Chapter 6 Power Point, 2015). It is illegitimate because there is use of force. Political power refers to the type of power used to control or influence a group of people. Unlike coercive power where there is use of force, political power has leaders who use their resources or knowledge to change the behavior of people. I plan to use supportive leadership, emotional detachment and authenticity to enhance authority as a future leader. Exercising supportive leadership is useful because it focuses on helping the followers or employees under my authority (Chapter 6 Power Point, 2015). As a leader practicing authenticity, I will provide the employees with an excellent example of what it means to accept individual responsibilities for my actions. Lastly, I will ensure that I am emotionally detached when it comes to dealing with organizational affairs. Expert power is the most stable since the leaders get the knowledge regarding organizational affairs based on the experts’ knowledge. It is useful because the leaders do not dwell on rumors and their own assumptions to make decisions regarding organizational affairs. Referent power is the strongest because leaders do not exert their power by making followers fearful of them (Chapter 6 Power Point, 2015). Instead, they get followers to respect and admire them. For example, leaders exerting coercive power get feared but not necessarily respected. Leaders practicing legitimate power may have the power, but it does not mean that they are admired or respected by followers. As

Blood Diamond Essay Example for Free

Blood Diamond Essay The realization that there is always something bad mixed with good hit her like a tornado as she watched the movie Blood Diamond. Unconsciously she fingered the stone on her finger and wished she had not worn it. She had to blink back the tears stinging her eyes as she saw children being put to work at alluvial mines, and other workers being amputated and killed for sport. I almost choked with guilt when I remembered how I had gaily remarked, ‘Diamonds are forever,’ when my friend showed me the diamond ring her boyfriend had gotten her. We were not giggling anymore when we saw a World Vision quote†¦ ‘amputation is forever. ’ On seeing the movie, we decided that we had to do something about the conflict diamond issue. We felt so bad about not getting information concerning the origin off the diamond my friend wore, we would never know for sure whether it was a conflict diamond or not. Blood diamond and conflict diamonds are more or less synonymous terms. The UN defines a conflict diamond as a â€Å"diamond whose origin is an area which is controlled by forces that are opposed to legitimate and internationally recognized governments. The diamonds are used to finance military action to oppose the government of the day or to contravene the decisions of security council (UN,www. un. org/peace/Africa/Diamond html) Most of these diamonds have their origin in Africa with countries like Sierra leone, Liberia, Angola and DR Congo being among those most affected. Though diamonds are mined in Liberia, it offers more of a marketing and ‘supporting point’ role for the Blood Diamond trade. Civil wars in Ivory Coast, Sierra Leone are funded with diamonds that have been smuggled into Liberia which are later sold and the cash is used to purchase ammunition, guns and other weapons. Liberia has imposed some violence of its own lasting 8 years killing around 200,000and displaying thousands more (Stop Blood Diamond Organization, 2007). Reports by Amnesty International and Global Witness show that there are areas in Liberia where diamond are still mined and traded which are controlled by rebels. Worse, these have been report of links between the infamous alqaida and Liberia (Amnesty USA,2007). The 9/11 attacks have been linked to funds and weapons associated with the diamond mines of Sierra Leone. The diamonds are usually mined by civilians who are used as slaves after being caught as prisoners. The civilians, children included, work in poor conditions and are punished brutally for the slightest error. Killing for sport and amputation are regular occurrences. (Stop Blood Diamonds Organization, 2007). Some of the abducted children eventually become child soldiers. John Lahia, a 15 year old child soldier was among the victims of the war that has led to starvation, disease and war wounds for many refugees. He was wounded by an exploding rocket-propelled geradeand died of a tetanus infection, far away from medical aid that would have otherwise saved his life. The Revolutionary United Front(RUF) medics left him lying in a backwater hospital with his wounds taped for lack of better medical means to treat him. This too will be the likely fate of other combatants and all this because of the greed for diamond (Campbell,2007). A sure way to eradicate conflict diamond is to end conflict areas. Peacekeeping that aims at apprehension and removal of rebels without violation of human rights of civilians can be used to achieve this. Inernational agencies need to focus on ending hostilities so diamond production can return to the hands of the government; this will enable the countries in question to benefit from rather than be torn apart by their diamond mines. In 1999, the UN deployed a mission to deal with the problem of conflict diamonds. The Kimberly cerrtification scheme requires provision of a certificate of origin for diamonds. The aim is to cut off flow of diamonds from illegitimate sources. This process however has several shortcomings. The certificates can be forged, many diamonds can be smuggled into a dean country and even when certificates are real the officials may have been bribed. This is a reality especially because in most of the war torn countries poverty and suffering are rife. Most people will only be too glad to line their pockets with the bribes offered. Sensitizing the American Public on issues to do with conflict diamonds is another strategy. This has already began especially in the entertainment industry with such movies as Dicaprios Blood Dianond and James Bond Die another Day and Kanye West’s song, ‘Diamond are Forever’. Further flooding of the public with more information through as many avenues as possible will ensure that people are aware of the origin and human terror and suffering that comes with some diamonds. This will in turn create a low market for the diamonds, slowing down the flux of diamonds into the country. In the present situation, supply of diamond and human suffering in the country of origin have a direct correlation, decreasing supply from illegitimate sources will consequently lead to a decrease in suffering of the Africa children and civilians affected. US contributes 70%of the worlds diamond trade making it a leading customer of diamond. (VOA News, 2007). The US therefore has a role in spearheading the fight against conflict diamond. The government should insist on strengthening the Kimberley process and the Clean Diamond Trade Act. By providing more forceful support, technical aid and financial aid. African countries can be assisted to develop the Kimbeley process such that its effect is felt by the corrupt officials and rebels overseeing mining of blood diamond. The Government Accountability office has had several proposal which include spot checks of diamond companies and tracking of rough diamonds inside and outside the country of origin. (Globalwitness, 2007). These need application and immediate application. Regular checking of the progress of US wagh diamond trade statistics Is an important evaluation tool for the effect of blood diamond and assessment of how the problem is being combated. Though my friend and I are not sure of the origins of the diamond she wears on her finger we are more knowledgeable about conflict diamonds. As a result our circle of friends also know more and now most of our college is no longer ignorant about the issue. Through our campaigns we encourage people to ask about the origin of the diaomonds they are just about to buy. This means that as a nation we are thinking about and doing something in consideration of the people whose lives have been lost in the diamond trade. REFERENCES Amnesty USA Conflict Diamond retrived from www. amnestyusa. org/new/doc/diamonds-survey-text. pdf Campbell G. Blood Diamonds, Amnesty Magazine retrieved from www. amnestyusa. org/amnestynw/diamond s. html Conflict Diamond retrieved from Www. un. org/peace/Africa/Diamond. html Globalwitness, Combating conflict Diamonds,retrieved Sep 1 2007 from http://www. globalwitness. orga/pages/en/conflictdiamonds. html Stop Blood Diamond Organization, Stop Blood Diamond, conflict Diamond in Africa retrieved from www. stopblooddiamonds. org/children-of-Africa. asp VOA News US cogress Tackle Blood Diamond trade retrieved sep 1, 2007 from www. voanews. can/english/archive/2002-02/a-2002-02-4-2-us. cfm. World vision, Stop the Trade in Blood Diamond, retrieved sep 1 2007 from Worldvision. org/worldvision/stable/globalissues-conflictdiamond.

Length of stay in pediatric intensive care unit

Length of stay in pediatric intensive care unit 1.1 Scope of Review The following review of the past work done in the area of intensive care unit (ICU) length of stay is divided into two parts. The first part covers the studies done on the PICU length of stay while the second part delves into the literature of ICU length of stay. 1.2 Studies of Length of Stay in Pediatric Intensive Care Unit Ruttimann Pollack (1996) investigated the relationship of length of pediatric intensive care unit (PICU) stay to severity of illness and other potentially relevant factors available within the first 24 hours after admission. A median and geometric mean length of PICU stay of 2.0 and 1.9 days respectively, and the upper 95th percentile at 12 days were found. To prevent undue influence of outliers, all patients staying longer than 12 days were considered long-stay patients (4.1% of the total sample) and were excluded from the model-building process. In the LOS prediction model, variables found to be significantly associated (p Table 1.1: Log-logistic regression model for length of stay Variable Regression coefficient SE Adjusted LOS ratio 95% CI PRISM score* 0.6386 0.0407 5 1.28 1.25-1.33 10 1.63 1.54-1.74 15 1.80 1.67-1.94 20 1.98 1.82-2.16 25 1.62 1.53-1.72 30 1.29 1.25-1.33 40 1.38 1.33-1.44 50 1.06 1.06-1.07 Primary diagnoses CNS diseases -0.1682 0.0267 0.85 0.80-0.89 Neoplastic diseases 0.2324 0.0579 1.26 1.13-1.41 Drug overdoses -0.1758 0.0383 0.84 0.77-0.90 Inguinal hernia -0.3270 0.1344 0.72 0.55-0.94 Asthma -0.1135 0.0527 0.89 0.80-0.99 Pneumonia 0.2350 0.0475 1.26 1.15-1.39 CNS infections 0.4966 0.0555 1.64 1.47-1.83 Respiratory diseases ÃÆ'- PRISMà ¢Ã¢â€š ¬Ã‚   0.1257 0.0579 1.67 1.49-1.87 Head trauma ÃÆ'- PRISMà ¢Ã¢â€š ¬Ã‚   0.1710 0.0611 1.73 1.53-1.94 Diabetes ÃÆ'- PRISMà ¢Ã¢â€š ¬Ã‚   -0.3332 0.0666 1.23 1.08-1.40 Admission conditions Postoperative 0.1267 0.0243 1.14 1.08-1.19 Inpatient 0.2358 0.0271 1.27 1.20-1.33 Previous ICU admission 0.1562 0.0521 1.17 1.06-1.29 Therapy Mechanical ventilation 0.4900 0.0258 1.63 1.55-1.72 Intercept -0.0191 0.0278 Scale 2.5602 0.0295 Log partial likelihood = -5487.2; global chi-square value = 1601.9; df = 15; p CI, Confidence interval; CNS, Central nervous system *LOS ratios computed relative to PRISM score = 0. à ¢Ã¢â€š ¬Ã‚  LOS ratios computed for an interaction with PRISM score = 6.42 (sample average). Source: Modified from Ruttimann Pollack (1996). In the same study, Ruttimann Pollack (1996) noted the ratio of observed to predicted LOS varied among PICUs from 0.83 to 1.25. The PICU factors associated (p Table 1.2: Effect of PICU characteristics on length of stay Variable Regression coefficient SE Adjusted LOS ratio 95% CI p* Intensivist -0.1208 0.0189 0.89 0.85-0.92 0.0001 Coordination -0.0513 0.0190 0.95 0.92-0.99 0.0071 Residents -0.0586 0.0200 0.94 0.91-0.98 0.0033 ln (PICU/hospital beds) à ¢Ã¢â€š ¬Ã‚   0.0459 0.0170 1.03 1.01-1.06 0.0068 CI, Confidence interval. *2 ÃÆ'- ln (likelihood ratio) test. à ¢Ã¢â€š ¬Ã‚  LOS ratio and 95% CIs computed for and increase of PICU/hospital bed ratio by a factor of 2. Source: Modified from Ruttimann Pollack (1996). Development of a new LOS prediction model was necessary due to the availability of a newly updated pediatric severity-of-illness assessment system, PRISM III-24 (Pediatric risk of mortality, version III, 24-hour assessment). Ruttimann et al. (1998) have then fitted a generalized linear regression model (inverse Gaussian) to the observed LOS data with the log link function. In the new LOS prediction model, variables found to be significantly associated (p Table 1.3: Generalized linear regression model (inverse Gaussian) for length of stay (n = 9558) Variable Length of stay ratio 95% Confidence interval p Valueà ¢Ã¢â€š ¬Ã‚   PRISM III-24 à ¢Ã¢â€š ¬Ã‚ ¡ à ¢Ã¢â€š ¬Ã‚ ¡ 0.0001 (PRISM III-24) °Ã‚ °2 à ¢Ã¢â€š ¬Ã‚ ¡ à ¢Ã¢â€š ¬Ã‚ ¡ 0.0001 Primary diagnoses CNS infections 1.41 1.28-1.56 0.0001 Neoplastic diseases 1.22 1.13-1.31 0.0001 Asthma 0.91 0.85-0.96 0.0045 Pneumonia 1.50 1.40-1.61 0.0001 Drug overdoses 0.74 0.70-0.79 0.0001 CV nonoperative 1.22 1.14-1.32 0.0001 CV operative 0.89 0.83-0.95 0.0006 Diabetes 0.74 0.67-0.81 0.0001 Admission specifications Postoperative 0.92 0.88-0.96 0.0004 Inpatient 1.17 1.13-1.22 0.0001 Previous ICU admission 1.26 1.15-1.38 0.0001 Therapy Mechanical ventilation 1.68 1.60-1.77 0.0001 Model intercept ( ± SEM) = 1.423  ± 0.021 days CNS, Central nervous system; CV, cardiovascular system.  °Effect of the variable after adjusting for the effects of all other variables in the model. à ¢Ã¢â€š ¬Ã‚  Log-likelihood ratio compared with the chi-squared distribution with 1 degree of freedom. à ¢Ã¢â€š ¬Ã‚ ¡See Fig.2 (pg 82, Ruttimann et al. 1998). Model fit: Scaled deviance = 9558 (chi-square with 9543 degrees of freedom, p >0.45). Observed versus predicted length of stay, mean ( ± SEM) in: training sample (n = 9,558): 2.351( ± 0.032) versus 2.360( ± 0.011), p >0.64; test sample (n = 1,100): 2.461( ± 0.069) versus 2.419( ± 0.035), p >0.49. Source: Modified from Ruttimann et al. (1998). Ruttimann et al. (1998) have also assessed the PICU efficiency with the new LOS prediction model and validation of the assessment by an efficiency measure based on daily use of intensive care unit-specific therapies (based on the criterion whether on each day a patient used at least one therapy that is best delivered in the ICU). PICU efficiency was computed as either the ratio of the observed efficient days or the days accounted for by the predictor variables to the total care days, and the agreement was assessed by Spearmans rank correlation analysis. PICU efficiency comparisons for both the predictor-based and therapy-based methods are nearly equivalent. Ruttimann and colleagues (1998) acknowledged the advantage of predictor-based efficiency as it can be computed from admission day data only. It was of researchers utmost interest to study the extended LOSs as well. Long-stay patients (LSPs) in the PICU were later being examined by Marcin et al. (2001). As explained previously, LSPs were defined as patients having a length of stay greater than 95th percentile (>12 days). In the study, the clinical profiles and relative resource use of LSPs were determined and a prediction model was developed to identify LSPs for early quality and cost saving interventions. To create a predictive algorithm, logistic regression analysis was used to determine clinical characteristics, available within the first 24 hours after admission that were associated with LSPs. Marcin and colleagues (2001) noted that, Long-stay patients in the PICU consume a disproportionate amount of health care resources and have higher mortality rates than short-stay patients. Multivariate analysis of the study identified predictive factors of long-stay as: age Table 1.4: Significant independent variables from the logistic regression analysis Variable Odds Ratio 95% CI p Value Age 1.77 1.42-2.20 Previous ICU admission 2.18 1.52-3.11 Emergency admission 1.67 1.28-2.19 CPR before admission 0.59 0.37-0.96 0.032 Admitted from another ICU or IMU 2.28 1.13-4.58 0.020 Chronic TPN 3.09 1.39-6.92 0.006 Chronic tracheostomy 2.23 1.41-3.52 0.001 Pneumonia 2.73 2.03-3.68 Other respiratory disorder 2.33 1.64-3.32 Acquired cardiac disease 3.07 2.01-4.67 Having never been discharged from hospital 2.27 1.12-4.59 0.020 Ventilator 4.59 3.60-5.86 Intracranial catheter 2.78 1.76-4.41 PRISM III-24 score between 10 and 33 2.99 2.35-3.81 CI, confidence interval; ICU, intensive care unit; CPR, Cardiopulmonary resuscitation; IMU, intermediate care unit; TPN, total parenteral nutrition; PRISM, Pediatric Risk of Mortality. Source: Modified from Marcin et al. (2001). In a case study carried out by Kapadia et al. (2000) in a childrens hospital in the Texas Medical Center in Houston, discrete time Markov processes was applied to study the course of stay in a PICU as the patients move back and forth between the severity of illness states. To study the dynamics of the movement of patients in PICU, PRISM scores representing the intensity of illness were utilized. The study modeled the flow of patients as a discrete time Markov process. Rather than describing by a string of services and scores, the course of treatment and length of stay in the intensive care was described as a sequence of Low, Medium and High severity of illness. The resulted Markovian model appeared to fit the data well. The models were expected to provide information of how the current severity of illness is likely to change over time and how long the child is likely to stay in the PICU. The use of a Markovian approach allowed estimation of the time spent by patients in different se verity of illness states during the PICU stay, for the purposes of quality monitoring and resource allocation. 1.2 Studies of Length of Stay in Intensive Care Unit According to Gruenberg et al. (2006), institutional, medical, social and psychological factors collectively affect the length of stay (LOS) in the intensive care unit (ICU). Institutional factors include geographic location, resources, organizational structure, and leadership. In term of medical factors, specific medical interventions, specific clinical laboratory values, and the type and severity of patients illnesses were found to be related to length of stay in the ICU. Social factors such as lack of quality communication between patients families and physicians or other healthcare personnel, and conflict between patients families and hospital staff have resulted in prolonged ICU and hospital stays. Anxiety and depression experienced by a patients family members are psychological characteristics that contribute to inadequate decision making and extended ICU stays. In order to examine the impact of prolonged stay in the intensive care unit (ICU) on resource utilization, Arabi and colleagues (2002) carried out a prospective study to determine the influence of certain factors as possible predictors of prolonged stay in an adult medical/surgical ICU in a tertiary-care teaching hospital. Prolonged ICU stay was defined as length of stay >14 days. The data analyzed included the demographics and the clinical profile of each new admission. Besides, two means were used to assess severity of illness: the Acute Physiology and Chronic Health Evaluation (APACHE) II score (Knaus et al., 1985, as cited in Arabi et al., 2002) and the Simplified Acute Physiology Score (SAPS) II (Le Gall et al., 1993, as cited in Arabi et al., 2002). The study has identified predictors found to be significantly associated with prolonged ICU stay: non-elective admissions, readmissions, respiratory or trauma-related reasons for admission, and first 24-hour evidence of infection, oliguria, coagulopathy, and the need for mechanical ventilation or vasopressor therapy had significant association with prolonged ICU stay (Table 2.5 2.6). It was also found that mean APACHE II and SAPS II were slightly higher in patients with prolonged stay. Arabi et al. (2002) concluded that patients with prolonged ICU stay form a small proportion of ICU patients, yet they consume a significant share of the ICU resources. Nevertheless, the outcome of this group of patients is comparable to that of shorter stay patients. The predictors identified in the study were expected to be used in targeting this group to improve resource utilization and efficiency of ICU care. Table 1.5: Demographic and clinical profile of patients in the study group [all values shown are n (%), except where indicated otherwise] All (n = 947) ICU length of stay p value à ¢Ã¢â‚¬ °Ã‚ ¤ 14 days (n = 843) >14 days (n = 104) Age (years) ¹ 12-44 391 (41.3) 349 (41.4) 42 (40.4) NS 45-64 309 (32.6) 274 (32.5) 35 (33.7) NS à ¢Ã¢â‚¬ °Ã‚ ¥65 247 (26.1) 220 (26.1) 27 (26.0) NS Gender Male 591 (62.4) 518 (61.4) 73 (70.2) NS Female 356 (37.6) 325 (38.6) 31 (29.8) NS Type of admission Elective 169 (17.8) 164 (19.5) 5 (4.8) Non-elective 778 (82.2) 679 (80.5) 99 (95.2) Severity of illness APACHE II score (mean  ± SD) 19  ± 9 19  ± 9 21  ± 8 0.016 SAPS II score (mean  ± SD) 38  ± 20 37  ± 20 43  ± 16 0.003 Tracheostomy 113 (11.9) 52 (6.2) 61 (58.7) ICU mortality 193 (20.4) 173 (20.5) 20 (19.2) NS NS, not significant.  ¹Because of rounding, some of the percentages may not add up to 100% exactly. Source: Modified from Arabi et al. (2002). Table 1.6: Possible predictors for prolonged stay and the associated odds ratio No. of patients (%) ORs for prolonged stay p value (n = 947) OR 95% CI Non-elective admission 778 (82.8) 4.7 1.9-11.7 Readmission 79 (8.3) 2.1 1.1-3.8 0.02 Main reason for admission Surgical Trauma 171 (18.1) 2.1 1.4-3.4 Non-trauma surgical 231 (24.4) 0.3 0.1-0.5 Medical Cardiovascular 212 (22.4) 1.0 0.6-1.6 NS Respiratory 159 (16.8) 2.2 1.4-3.6 Neurologic 36 (3.8) 0.5 0.1-2.0 NS Other 138 (14.6) 0.51 0.25-1.05 NS First 24-hour data Coagulopathy 345 (36.4) 1.5 1.0-2.3 0.05

Strategic Issues In Training And Development Multinational Corporations Management Essay

Strategic Issues In Training And Development Multinational Corporations Management Essay Nowadays Multinational corporations are more and more widespread, but a problem that they still don t have accomplished is how to have successful employees, and most importantly how to train their employees and make them a useful and successful resource of the their enterprises. The increase of multinational corporations has led to employees sent in a foreign country to undertake international assignment more than ever before, with estimation that the use of expatriate will continue to increase in the future (Van der Bank Rothmann, 2006). Some researchers estimated that around 30% of all expatriates sent to undertake overseas assignments return home prematurely (Kim Slocum, 2008; Mendenhall, Dunbar, Oddou, 1987). And failure rates increase further when is considered also employees who return home and leave their company within one year (McGinley, 2008). One of the major causes attributed to expatriates failure is the inability of these expatriates or their spouses to adapt themselves in the host-country s new environment and different culture (Tung, 1988). Failed adjustment of expatriates leads to high amount of economic and social costs for multinationals corporations. Expatriate failure is defined as the inability of the expatriate to perform effectively the international assignment, with the consequence of being fired or recalled to home (Tung (1982), therefore it is crucial to identify the ways to reduce and eliminate such failures. Although estimations of the costs of expatriate failure tend to vary in regards to each different country and are not based on a fixed set of criteria, they certainly cannot be neglected by multinationals (Gregersen Black, 1990). This essay aims to explore the strategic issues around training and development that are faced by Multinational corporations. What is International training and development One of the most important activities of International Human Resource Management (IHRM) is International training and development and its potential benefits are highly recognized in the literature. (Dowling and Welch, 2004; Kamoche, 1996; Mendenhall et al., 1987; Tung, 1982). Kamoche (1996) says: The human resource refers to the accumulated stock of knowledge, skills and abilities that individuals possess, which the firm has built up over time into an identifiable expertise (p. 216). In the management literature, the two words International training and management development are always related to each other. Training has the aim to increase work skills and behaviour, and development has the aim to improve abilities in regards to some future position (Dowling et al., 1999, p. 155). Dowling and Welch (2004) argue that the issue for multinationals is how to retain and leverage their employees in order to have at disposal highly trained, internationally oriented human resources to support their strategic responses and concur to their key competencies. Multinationals are increasing their usage of training to improve and assist expatriates activities. The importance of training and development in MNCs Nowadays, a successful international manager has to detain a set of specific abilities in regards to the context, such as ability to handle responsibility, cultural sensitivity, ability to develop subordinates, ability to demonstrate and to exhibit (Baumgarten, 1992). These ability are considered important international skills and characteristics which can be generated with an effective international training and development program. International training is the type of training specifically set for who has been allocated an international assignment. In Multinational corporations there are mainly three different group of international trainings. They are divided in: 1. Pre-departure training for expatriates: before an expatriate s departure for the international assignment, there will be a preparatory training course, this has the scope to ensure that the expatriate has the right capacity and knowledge to accomplish his assignment in a successful way. 2. Post-arrival training for expatriates: Once the expatriate is arrived in his destination to fulfil his international assignment, he will be provided with on-site training, in order to familiarize with the new working environment. 3. Training for host country nationals (HCNs) and third-country nationals (TCNs): This training aims to help HCNs and TCNs to understand the corporate strategy and the different culture. In the international literature the group of international training that has received more attention is Pre-departure training for expatriates, as overseas failure (i.e. the return of an expatriate employee before the completion of the assigned assignment) is most of the time caused by failure to provide adequate international training for expatriates and their spouses. In order to measure the effectiveness of employees expatriation, the expatriate failure rate is a good indicator. One of the reason MNCs have to avoid expatriation failure is certainly because their cost are really high, involving direct (salary, training, travel and relocation costs) and indirect expenditure. The average direct cost per failure to the parent company goes from US$ 55.000 to US$ 80.000, depending to the assignment s destination (Mendenhall and Oddou, 1986). Whereas indirect costs can be considerable and difficult to quantify, including the damage of the relationships with host country s government, other organizations and with customers, losing market share and company s reputation, therefore also missing future business opportunities. Some research conducted among American s multinationals has revealed a high rate of expatriate failure and therefore it remain a recurring problem (Brewster, 1988). Table 1 shows this phenomenon (Shen and Edwards, 2004). The global environment is becoming more and more complex and in continuous change, for this reason it requires flexibility. Therefore organizations have to devise strategic responses with the help of suitably trained and internationally oriented employees. Researches find that there is positive correlation between the rigor of the selection and training process and its expatriate success rate (Tung, 1981). This means that if a company use a more rigorous training program then it will significantly benefit and improve the performances of the expatriate in the overseas environment, therefore decreasing the failure rate (Mendenhall et al.,1987). Cultural training aims to enables personnel to adjust themselves in the foreign culture and then work more effectively in the new environment (Earley, 1987). Table 2 shows (in descending order of importance) some reasons of expatriate failure in US and Japanese MNCs (Tung, 1982). Table 2. SOURCE: Tung, 1982. From the table it s important to note that the more important cause of expatriate failure is not expatriates absence of adequate technical skills, but the inability of expatriates and their spouse to adapt themselves in the new overseas environment and culture. The aims of international management development is to identify, promote and use international managers, and it is expected to play a central role in MNCs because it is fundamentally needed in order to develop a cross-national corporate culture and to integrate international operations. Bartlett and Ghoshal (2000), argue that multinational corporations can construct their inter-unit linkages by creating a pool of international managers from different countries. International training and development programs Pre-departure training Most of the literature is concentrated on expatriate pre-departure training programs and their scope is to provide and develop host-country s cultural awareness to expatriates. Once expatriates have been selected by the multinational for an international assignments, pre-departure training is the next indispensable step to be taken in order to ensure the successful and effective performance of expatriates assignment in the host-country (Dowling, Engler, Festing, 2008). Pre-departure training programs to be effective have to include different components: cultural awareness training, preliminary visits, language instruction and assistance with practical, day-to-day matters (Mendenhall Oddou, 1986). Cultural awareness programs Is generally known that expatriates have to feel comfortable and adapted in the host-country in order to perform effectively their task, therefore is fundamental to provide them with a well-designed cultural awareness training program. Receiving this kind of training expatriates will understand and appreciate host-country s different culture and can behave accordingly or develop appropriate coping patterns. Without any understanding of host-country s different culture, expatriates are likely to feel disoriented and face difficult behavioural problems during their time abroad. Therefore, cultural awareness training is considered the most common and important part of pre-departure training. Cultural awareness training programs is formed by different components which may vary according to country of destination, duration of the assignment, purpose of the expatriation, and the provider of such programs (Dowling, Engler, Festing, 2008). Preliminary visits One methods for orientating the expatriates is to send them in the host-country for a short trip. If the trip overseas is well planned can provide a useful preview to expatriates and their spouse about the international assignment s destination, and allow them to assess their suitability for the new environment. This kind of trip is needed also to introduce expatriates to the new business context in the host-country and provide them with more information before their departure. Preliminary visit to the host-country can assist in the initial adjustment process when used as part of a pre-departure training program (Dowling, Engler, Festing, 2008). Even if the useful adoption of preliminary visits is well known, some European multinationals do not provide it. The 1997 European study reported what one firm admitted: We do not provide pre-assignments visits where conditions are so poor that nobody would want to go. Language training Language training is an important component of a pre-departure training program. However its importance is always put after that of cultural awareness training. It is generally worldwide accepted that English is the common language of the business world. The ORC Worldwide 2002 survey discovered that the adoption of language training for expatriates and their spouse, as part of the pre-departure training program is increased. In fact, results say that 59% of the sample firms provided language training before the departure of expatriates, and 74% provided language training once expatriates arrived on the assignment s destination. The ability to speak the foreign country s language is essential to perform better and improve negotiating ability, indeed Tung (1997) discovered from a survey of 400 expatriates that language competence is a critical part of the assignment s performance. Language skills is not important only for task performance but also for cultural adjustment. One reason for multinational not providing language training may be the difficulty and long time required to learn even a base level of a foreign language. A solution to this problem for multinationals is to hire a large language competent staff from which they can choose the potential expatriates to send abroad, but multinationals have also to keep an up-to-date information on all employees, and make frequent tests to verify if those language skills have been maintained (Marschan, Welch, 1997). Practical assistance Providing practical assistance is another component of a pre-departure training program. Practical assistance aims to help expatriates and their family to adapt themselves to the new foreign environment. Many multinationals are paying specialized assistants in order to help expatriates and their family, providing practical assistance in finding a suitable accommodation or school for their children. Trainees: Who should be trained? The support of the expatriate s family is of critical importance for any international assignment to be successfully completed. From this point of view, is clear that multinationals have to train all family members of the expatriate in order to receive a high and effective performance of the assignment. According to a survey conducted by Organizational Resource Counselors (ORC), 47% of multinationals offer training program to the entire family of the expatriate, 33% offer to their employee and spouse, and 20% offer training only to the expatriate employee. Different researchers have analysed this phenomenon and argue that the most important and common reasons for which expatriate cannot perform effectively their international assignment is the inability of their spouses to settle well and live in the host culture (Black, Gregersen, Mendenhall, 1992; Adler, 1997; Kohls, 1994). While expatriate are sustained by the workplace with familiar routines and job tasks, the situation of his or her family members is quite different. The spouse is left alone and have to face difficult challenges in a new international environment such as how to deal with relocation logistics, to establish the household, to settle the children at school, to negotiate with the local services, and to become part of a social network. Obviously the level of difficulty depends on spouses level of confidence and skills. According to findings of a research made by Bennett Associates and Price Waterhouse, most of the times all expatriates are married and the accompanying spouse is female, and they have to face the dual-career dilemma situation at the time of the international relocation. When the accompanying partner is in front of this situation, she or he may feel ambivalent about the move and worried about how to find employment once arrived abroad. So all training programs should take in consideration these issues and help the spouse in order to have a positive growth and development during the time abroad. Therefore is very important that the spouse feel that he or she is also an active part in the international assignment (Lublin, 1999). Training programs should also include young family members, supporting them to adapt in the new environment. All these programs should be tailored according to different needs of children, and they are particularly useful in case of strong difference between childrens culture and host-country ones. In most major business centers there are international schools that help expatriate community, trying to facilitate their transition from their own country s environment to the new foreign country s environment. In other cases, when is not possible to find this kind of international schools, children have to put more efforts in facing new education system, social norms, and the challenges posed by a new language. Some recent research studies and innovative multinational companies practices suggest that there are three main emerging topic that managers working in multinational corporations have to be aware: 1) In-Country, Real-Time Training; 2) Global Mindset Training; and 3) CD-ROM/Internet-Based Training. In-Country, Real-Time Training The majority of multinational corporations think that pre-departure cross-cultural training alone can already give expatriate the necessary skills and knowledge to perform well in the overseas environment. But researchers in this area have analyzed the expatriation process from different perspectives and discovered that multinationals thinking is erroneous, and argued that is important to continue the cross-cultural training program in the early stages of the international assignment (Gudykunst, Guzley, Hammer, 1996; Mendenhall, 1999). Living in a totally new environment facing different culture is a complex task and pre-departure training can provide expatriate with skills and knowledge only to survive, not to excel and overcome problematic situations where expatriates don t know what they should do, because pre-departure training methods cannot cover all the specific cross-cultural situations that expatriates encounter during the international assignment. Therefore once arrived in the foreign country is important to provide expatriates with further education and training in order to make them able to process accurately the new environment around them and to undertake wise moves. In-country training suits these specific needs. How to deliver In-Country Training In-country training can be delivered from: traditional or real-time training. The traditional training is the kind of training that brings all expatriates together, forming a group, when they are in-country, and provides them with in-depth skills and knowledge of the complexities and difficulties they have to face in the host culture, which are not covered in the pre-departure training program. In-country training and pre-departure training in its traditional format are different only for the location where the training is held and the depth of the content. One negative aspect of the traditional format is that all expatriates receive the same content.