Ban Firecrackers

Diwali is celebrated with great vigour all across the nation. Bursting firecrackers is a tradition on Diwali. Diwali is also known as Deepavali in India. Firecrackers! Just the term creates joy and excitement in one’s mind. The heart flutters with thrill and enthusiasm developed by the sight those colorful showers and sparkles from the fireworks in the sky. But is it all about fun? Have you ever wondered how many harmful effects and disadvantages do these fireworks create for the environment?. It is yours, theirs and everyone’s duty to take care of the environment, fellow humans and other living beings. You may wonder why and how.You may be having a great time celebrating and enjoying, bursting those boisterous fireworks. But it need not be the same for the others around you! What about your neighbors? Your neighbor could be sick, or many may have an important appointment the next day. He/she could also be having a test or an exam the next morning and they may need some rest. Burning firecrackers late at night at odd hours disturbs everyone living in that community and disturb their sleep and make them less concentrated in their next day.Firecrackers produce very high level of sound and the vibrations can travel over a long distance. These are sometimes over 140 decibels! A human ear can bear a maximum of 85 decibels. Sounds above this limit create disability in hearing and causes permanent damage to the ears. Firecrackers when burnt release a large amount of very tiny toxic particles that can easily enter our lungs and damage the respiratory system. The smoke from firecrackers contain sulfur compounds, heavy metals and other toxic chemicals and harmful fumes of gases such as sulfur dioxide, ozone etc,. People with asthma, multiple chemical sensitivity and other breathing problems suffer largely due to the toxic emissions from these fireworks.Crackers are unnoticeably affecting all of us. We should understand what it’s doing & how itâ€℠¢ll threaten our very existence in future. Governments should take it very seriously & should: †¢ban the production of crackers †¢enforce laws on its production, sales, use, & advertisement †¢popularize the idea of not using crackers among publicThere’re a lot of causes of global warming & pollution. All the other sources are important for our living despite their ill effects. But cracker is absolutely nothing more than garbage. Be smart, be civilized, use your knowledge, don’t worry about what others think, don’t care about society, & DON’T USE CRACKER.Let each one of us take a pledge this Diwali to say NO to firecrackers and invest in a safer and greener future. Diwali is the festival of lights and we must enlighten our lives with the sparkle of joy and goodwill, forget past grievances and look ahead towards a brighter and happier future.

Sim 336 Essays

Sim 336 Essays Sim 336 Essay Sim 336 Essay Figure 1: Porter’s Five Forces Applying the Porter’s Five Forces model to the industry is not an easy task provided that FedEx Corporation provides various shipping services. In FedEx, these two sectors are represented by FedEx Express and FedEx Ground. FedEx Express is the world’s largest express transportation company. FedEx Ground, on the other hand, is the North America’s second largest provider of small-package ground delivery service, following the lead of United Parcel Service (UPS). 1. Risk of new entry by potential competitors The barriers to entry are very high. One of the reasons there is a high entry barriers is the high fixed cost associated with the establishing the international transportation network. This includes hubs, ground transportation vehicles, air fleet, etc. Additionally, existing companies can take advantage of the absolute cost advantage achieved by large volume of shipment and economies of scale. 2. Extent of rivalry between established firms Established players in shipping service industry complete rigorously for a market share, as demonstrated by the constant battle between FedEx and UPS, the company who responses first to the constantly changing environment wins. Established companies have to strive continuous improvement in quality, lowering price, and innovation. There is very low switching cost for consumers in this industry making rivalry even more intense. In addition, intense rivalry is also due to the fact that maintaining; the infrastructure of an express delivery company presents an exit barrier due to high fixed costs. 3. Bargaining power of buyers The bargaining power of large buyers in shipping service industry is high. Cost associated with switching from one shipping service to another is very low. Therefore, buyers can turn to a shipping provider that offer faster service, lower price, or service innovation with ease. This is especially true for large corporations, like IBM, which ships in large volumes and can bargain quantity discounts. 4. Bargaining power of suppliers The supplier power within this industry is fairly low. Large shipping service provider can affect prices of supplies, like packaging materials. This is because they buy in large quantities and can turn to different suppliers easily. 5. Threat of substitute products There are not many substitutes to shipping. In this day and age where many businesses have strong online presence and a small physical presence, it would be difficult to find a substitute in delivering their products. Shipping services are very much similar to a commodity, in that it is not easily replaced with another service or even a similar service. [pic] Figure 2: Porter’s Five Forces model ? FedEx Corporation. [pic] Figure 3: Porter’s Value Chain techniques. The value chain for FedEx Express can be seen as starting with the pick-up of the packages. FedEx employees gather the packages from various locations such as drop boxes, businesses and residences. Value is created for the customers by making package pick-ups possible just about anywhere or anytime. FedEx has a money back guarantee for those people, whose packages do not arrive on time, therefore creating value by assuring timely delivery of the packages. After the packages are initially picked up, they must then be transported to a hub. The hub is a central location where packages are sorted according to their destinations. The packages will likely pass through many hands before reaching their final destination. The packages stay at the hub until they are picked up and shipped either by truck or plane. The package delivery is probably the greatest value creation activity for FedEx Express. The drivers of the planes and trucks must perform their activities efficiently to increase the perceived value of the service. The drivers must absolutely no matter what, get the packages to their destinations on time, and they do a good job in doing so. By meeting and exceeding the customers’ expectations value is increased with each positive result. The final primary activity is customer service. This function is to provide after sales service and support, however, FedEx provides customer service during the use of the service by letting customers track their package while it’s in route. This creates extreme value for customers because they are able to check the status of their package at any given moment for an increased sense of security. b) The visionary behind the business Since 1973 FedEx had won over 194 awards for operational excellence. Fundamental to success of FedEx business was the vision of its founder. Fred Smith, Chairman, President and CEO of FedEx Corporation, invented the xpress distribution industry in March 1973. The success of FedEx’s distribution business in those early days rested on Smith’s commitment to his belief that the opportunities open to a company that would provide reliable overnight delivery of time-sensitive documents and packages were excellent. In 1980s, FedEx gave away more than 100,000 sets of PCs loaded with FedEx sof tware, designed to link and log customers into FedEx’s ordering and tracking systems. In 1994, FedEx became the first big transportation company to launch a Website that included tracking and tracing capabilities. By applying IT to business, FedEx leapfrogged the rest of the industry. Smith was the visionary who forced his company and offer companies to think outside of the proverbial one. The core of FedEx’s corporate strategy was to†use IT to help customers take advantage of international markets† (1). By 1998, FedEx was a US$10 billion company spending US$1 billion annually on IT developments plus millions more on capital expenditure. It had an IT workforce of 5000 people. Building the Transportation and logistics infrastructure FedEx was quoted as being the inventor of customer logistics management (2). As early as 1974, FedEx started logistics operations with the Parts Bank. FedEx built a small warehouse on the end of its sorting facilities at Memphis. This was FedEx’s first attempt at multiple-client warehousing. As of January 2000 FedEx served 210 countries (making up more than 90 per cent of the world’s GDP), operated 34,000 drop-off locations and managed over 10 million square feet of warehouse space worldwide. It had a fleet of 648 aircraft and more than 60,000 vehicles, with a staff of nearly 200,000. It was the world’s largest overnight package carrier, with about 30 percent of the market share. Building the Virtual information infrastructure Even as early as 1979, a centralised computer system-Customer, Operations, Service, Master On-line System (COSMOS)-kept track of all packages handled by the Company. This computer network relayed data on package movement, pickup, invoicing and delivery to a central database at Memphis headquarters. In 1984, FedEx started to launch a series of technological systems, the PowerShip programme, aimed at improving efficiency and control, which provided the most active customers (over 100,000) with proprietary on-line services. In 1998, FedEx decided to overhaul its internal IT infrastructure under Project GRID (Global Resources for Information Distribution). In 1999, FedEx signed an agreement with Netscape to adopt Netscape software as the primary technology for accessing its corporate intranet sites. FedEx Marketplace launches on fedex. com, providing easy access to online merchants that offer fast, reliable FedEx express shipping. c) Advantages and Disadvantages Advantages |Disadvantages | | | | |- The cost of infrastructure of express delivery companies are a |- Maintaining the infrastructure of an express delivery company is an | |barrier of entry to new comers |exit barrier because of high fixed costs | |- FedEx leadership in global express delivery As long as the nature|- Capitol is acquired through the volume of sales, so the high fixed | |of our socioeconomic environment exists, there will always be a need |costs can hurt when times are slow | |for express delivery |- Due to the nature of the indu stry, it is nearly impossible to become | |- E-commerce is creating an increased need for express delivery |the clear industry leader | |- Globalization offers opportunities for expansion |- The nature of the industry shows very low returns on invested capitol | | | | | |- The E-tailing industry demands ower shipping rates and charges to | | |pull customers from the retailing industries | | |- Major competitors: UPS, the airborne DHL | Figure 4: Opportunities and threats – FedEx Corporation Question 2 a) [pic] Figure 5: Whittington’s Generic Perspective on Strategy (2000). In his â€Å"What is Strategy And Does It Matter? â€Å"(Thomson Learning, 2000), Richard Whittington identifies four main approaches: The Classical approach the oldest and still the most influential relies on the rational planning method dominant in the textbooks. The Evolutionary approach draws on the fatalistic metaphor of biological evolution, but substitutes the discipline of the market fo r the law of the jungle. The Processualist approach emphasizes the sticky imperfect nature of all human life, pragmatically accommodating strategy to the fallible processes of both organizations and markets. The Systemic approach relativistic, regarding the ends and means of strategy as inescapably linked to the cultures and powers of the local systems in which it takes place. Whittington (3) argues that these approaches differ in terms of the outcomes of strategy and the processes by which they are constructed. In terms of outcomes, the Classical and Evolutionary approaches view the maximization of profit as the outcome of strategy, whereas the other two approaches allow for additional outcomes other than profit. In terms of process, the pairings are different with Classical and Systemic approaches agreeing that strategy may be deliberate while Evolutionary and Processualist theorists see strategy as emerging from processes governed by chance, confusion and conservatism. ? The Classical school of thought Classical approaches strategists would include Ansoff (1968) and Porter (1980). The underlying idea of the classical school is that the ultimate goal of business is return on investment (ROI). This end can be achieved through rational planning. It relies on notions of organizations operating as machines using idea of cause as visualize by Morgan (1997) This view of the firm echoes back to Taylorism. One can perceive the firm being broken down into different perceived constituent parts so that they can be studied using a scientific approach (Taylor, 1947). ? The Evolutionary school of thought Evolutionists include Hannan and Freeman (1977, 1989), and Willianson (1984) do not accept the notion of rational planning. They believe that market forces will ensure profit maximization and survival of fittest. The idea here is that organizations are merely fighting for their own survival. Darwin’s theories of natural selection offer an organic metaphor as an alternative to the machine metaphor of classical thinking. Evolutionists do not suggest in implementing managerial strategy. They favor the environmental fit, as markets rather than managers determine the most appropriate strategy. b) Base on figure 5, FedEx Corporation’s strategy will be seen as horizontal integration and vertical integration: Classical school of thought Horizontal integration is a way of trying to increase the profitability of a company by reducing costs, increasing the value of a product offering, managing industry rivalry’s, or increasing the bargaining power of a company. These economic benefits are usually the rewards of company mergers and acquisitions in an industry. Horizontal integration is predominately characterized by similar companies merging together or acquisitions sought by the industry leaders. FedEx has carried out horizontal integration for many years, from as early as the mid 1980’s with their acquisition of the Flying Tiger air fleet to one of their most recent acquisitions of American Freightways in 2001. The FedEx acquisition of American Freightways was the most recent effort of significant size toward horizontal integration. FedEx completed its purchase of American Freightways in February 2001 for $ 1. 2 billion. Since FedEx had already acquired Viking freight in the late 1990’s, Viking freight and American Freightways, both independent operating companies under the FedEx corp. umbrella, will now be known as FedEx Freight. â€Å"To address geographical issues, American Freightways will be known as FedEx Freight East while Viking Freight will be called FedEx Freight West. † (CMP Media) With a singular brand name, Frederick W. Smith, FedEx Corp. s chairman, president and chief executive officer, said, FedEx will boost its sales and marketing capabilities in the growing LTL (less-than-truckload) market. (Scripps Howard Inc. ) While American Freightways and Viking have excellent reputations in their market segments, by joining their sister FedEx companies to compete collectively with the transportation industrys most diverse portfolio of shipping services, FedEx may gain a competitive advantage in the less-than-truckload shipping market. Evolutionary school of thought On the vertical side of integrating the strategy of attack by FedEx is very aggressive. Due to the enormous amount of infrastructure FedEx has, like cargo planes, delivery trucks, and holding hubs, they have a strong competitive position in the shipping services industry. FedEx seems to have tapered integration because although they control most of the distribution channels for their services, they still buy from independent suppliers in addition to company owned suppliers. Most of the independent suppliers provide maintenance services to FedEx, like aircraft maintenance and repair, facilities maintenance, and ground vehicle support equipment; however, some independent suppliers also provide some packaging supplies as well. Most of the vertical integration carried out by FedEx looks to be in the downstream direction, therefore, FedEx has great control over the distribution channels, but it lacks in some upstream activities, such as raw materials and some component part manufacturing. However, with FedEx being largely a services industry it would be very difficult to see if the upstream vertical integration would pay off considering the bureaucratic costs, as well as all of the other implementation costs. It is obvious at this point that FedEx neither has the capability or the need to begin manufacturing their own truck or airplanes. While FedEx has moved in a very aggressive manner to build up its international infrastructure of planes, shipping hubs, and services we thought of a couple of industries and directions that FedEx could follow to further expand. We will examine this according to opportunities presented by looking at the entire FedEx Corporation as a portfolio of competencies. Currently FedEx has its own large fleet of aircraft, extremely efficient storage and packaging capabilities, and tracking functions. This allows FedEx to follow through with its guarantee to customers that their packages will get where they need to go in the time promised. FedEx has a strong commitment to its customers and is constantly working on being able to meet a variety of needs through technology. FedEx also has a competency in technology and innovation. They have a global mindset are presently seeking to grab a global market share. This wouldn’t be possible without a constant push to improve upon and develop new technologies to improve their service. Question 3 [pic] Figure 6: Stacey’s integrated model of decision-making and control (1996). The rational loop The rational loop of discover-choose-act is the classical starting point of strategic management of Stacey, though the strategic manager takes an international approach. The ‘discoveries’ about the organization in relation in its environment generate the necessity to ‘choose’ from many possible courses of action. When choice is decided, the decision-makers ‘act’, and in the effects of their actions, new discoveries are made about state of the organization in its environment, and so on. The rational loop is essentially ‘unitary’: Is bounded by â€Å"rationality†. The choices and actions are those which can be supported by logical argument and evidence, and reference to the state goals, norms and values of the organization. Dissenting views are ‘irrational’, and need not be considered. The overt politics loop The ration loop can be subverted when the time comes to choose between courses of action, all of which are feasible and acceptable in organization terms. People may exert their power individually to influence events, or groups might form. These could be coalitions of like-minded people; or people who, although they do not share the same interests, are willing to act together at least in the short term to oppose others. The political process is ‘overt’, in that it is part of the inevitable bargaining for resources that takes place in any organization that aims to achieve its goals through different functional activities, because the arguments, in public at least, are based on differing ‘rational’ perceptions of the organization in its environment. Strong groups with strong leaders can, however, use their power to impose their preferred ‘rationality’ and so choose the way forward for the organization. The culture and cognition loop ‘The culture and cognition loop’ sustains the unitary organization in its ‘shared mental models’. AS long as everyone subscribes to the organizational culture, and the world does not produce any major surprises, then what is ‘discovered’ over time is likely to fit in with the agreed ‘rationality’ of the organization. If, however, changes in the environment or the effects of earlier organizational actions produce consequences that are very far from those expected, then the stability of the culture is shaken. It is equally disturbed when individuals, possibly from a different profession or maybe newly appointed, challenge the culture or approach issues with different models of how the world works. In this way contradictions and conflict are introduced, and the unitary organization begins to fragment into pluralism. The covert politics loop The new and threatening situation provokes anxiety, and responses are made to that in a way that is largely unconscious. The differences between individuals give rise to different ‘coping’ mechanisms. Some people deal with the fear of failure and the challenge that arises from change by retreating into the ways that they know best (basic assumption behavior) and refusing to deal with the new ‘reality’. If these individuals form a group, then it is possible to see the potential within the organization for ignoring contradiction, and to some extent eliminating the conflict by forcing out those elements that are believed to be the source of it. Stacey (4) has talked of ‘organizational defense routines’ in ‘the covert politics loop’, where people covertly (that is, without being able to admit to the basic fear which is driving their actions) form alliances and take action to make themselves feel safe again. The types of action taken will be explained rationally, but they are the result of unconscious mental processes. References 1. Garten, 1998. 2. Bruner, R. F and Bulkley, D. , â€Å"The Battle for Value: Federal Express Corporation versus United Parcel Service of America, Inc. (Abridged)†, University Darden School Foundation, 1995. 3. Whittington, R. (2000) What is Strategy and does it matter? Thompson Learning. 4. Stacey, R. D (1996) Strategic Management and Organizational Dynamics, Second edition, Pitman, London. Words Counted: 3000 words. 1

From the Sword to Wisdom †Theology Research Paper

From the Sword to Wisdom – Theology Research Paper Free Online Research Papers From the Sword to Wisdom Theology Essay Kendo, the Way of the Sword is a uniquely Japanese expression of Zen and its ultimate principle in rational reality. It was believed that the principles and practices found in the daily elements of the swordsman where not only principles of a chosen career but actual expressions themselves of Zen. In the ‘Way’, the Samurai’s art of combat was not just the application of Zen principles learned from a master, but was itself a living expression of the pure mind transmission of Zen. For the swordsman, obstacles like strategy, death, and technique where all intrinsically bound in the nature of Zen. As such Zen was not a philosophy for combat but was combat itself, combat against the mind, combat against the opponent, combat against oneself. It is in this intrinsic nature that the Japanese ‘Ways,’ not only of the sword, but also of Tea or Calligraphy, are reflections of Zen and Zen is a reflection of daily life. In Japanese culture, the expression of Zen is intertwined in daily life. This expression is reflective of the subtle yet intrinsic link between the spiritual and mundane world unique to the Japanese. Like Zen, the Japanese see no distinction or separation between the Buddha-mind and the elements of daily life. This unique world view is expressed no where better than in ‘Do’ translated as the ‘Ways.’ In these Art forms, simple daily tasks express the principles and spirit of Zen itself. In these ritualistic practices, the enlightened mind is cultivated and expressed in the Ways. ‘Do’ comes from the Sanskrit term ‘marga’ which means ‘path to enlightenment.’ For the Japanese ‘Do’ has come to define a group of practices which are all considered ‘Ways of Life.’ From â€Å"Sado: The way of life of those who practice the tea ceremony, to ‘Kado: The way of life of those who practice the art of f lower arranging † these practices are paths to reach Zen enlightenment. â€Å"Expression of Zen inspiration in everyday activities such as writing or serving tea and in knightly arts as fencing, came to be highly regarded in Japanese tradition. In the end, some of them where practiced as spiritual training in themselves. † The practice of Zen found a natural reflection in the practices of certain arts, the Buddha-mind of Zen was the same ultimate mind in ‘Do.’ As a result, the pursuit of Zen enlightenment in Japan, was not just one of monastic endeavors but because of the nature of Zen, found its reflection and pursuit in the different ‘Do.’ The practice of ‘Do’ is one of experience, and like Zen can not be realized by study alone. ‘Do’ was the active embodiment of Zen in all aspects of the practiced art. ‘Do’ is not any practice like that of politics or fighting but what separated ‘Do’ apart is the principles by which it is practiced. The intent is not the immediate results of victory or skill but is the cultivation of purity of ones mind, a focusing of action to express the active state of enlightenment itself, reflected in the art. When observing Kendo, one may focus on the practitioners speed or style of attack, for one who does not know ‘Do’ the technique is all that can be seen. The mindset to be cultivated in the ‘Ways’ is the same mindset of Zen. Like Zen, the Buddha-mind can not be grasped by shear memorization but must be cultivated. In Kendo, the Buddha nature is a realization through a balance between practice and mind, technique and realization. ‘Do’ is the cultivation and realization of oneness of the mind and body that is an intrinsic part of Zen. As such, practicing the ‘Ways’ serves as a real world embodiment of the divine reality. Zen focuses on seeking the spirit over that of truth, which could only be done through direct transmission of the Buddha-nature from one mind to another. Only through real experience was one able to know reality with the Buddha-nature. As a result logical truth like that of science was as empty as a cup without water. For Zen, one had to attain the understanding of reality of the Buddha-nature. Practice was like the empty cup, Buddhahood was that which fills the cup. â€Å"It came only through the disciples own experience and insight, usually viewed in Zen as a suddenly dawning awareness of the true Buddhahood within ourselves. † This element of realization in the disciple, not through reading or discussion of ideas, but the realization of the living idea was a n important connection. It was not only the authority through practice of ‘Do’ but also embodies the link between the peaceful arts of Zen and that of fighting. Zen did not focus on scripture or images but was experiential. In the fighting arts this is an intrinsic element. The Samurai faced death at every turn and their technique involved the sword. For the Samurai the daily reality was death and as such there was no place for dwelling on words or statues. One fought and either lived or died. Truth and salvation lay in one’s own capabilities. Truth was active and existential. Zen, because it was of the same nature, was undeniably applicable to the reality of the swordsman. For the Samurai, as well as Zen, words on pages where empty symbols which had no significance in of themselves. Sutras could not win a battle, only proper cultivation of the mind and body could result in victory. â€Å"To free themselves from the instinctual attachments to life, the samurai t urned to Zen as a religion of will rather than learning. † The cultivation of Zen in the ‘Way of the Sword’ embodied the ideal of oneness of mind and body. When this is perfectly and truely attained then tension, fear, falsity, and even technique are replaced by the balance of calmness and alertness. The goals of both Zen and the sword are the same and have found in each other a unified expression. Zen and Kendo are unified because the realities of both are not found in words but action. The balance of mind and body which is found in both Zen and Kendo does not come about by constant practice and gaining of skill. Balance like Zen itself, must be cultivated through experience and practice. In Zen as well as Kendo there are stages that the disciple must pass through. In these stages one gains but at the same time must loss in order to advance. This simultaneous gain and loss is the process of the Zen experience. As one practices, knowledge and skill is gained. One becomes familiar with the practice and adapts to it. In Zen, practice, through meditation and Koans, results in familiarity and learned concepts. A student may read a Koan and dwell on a possible answer, intellectualizing the question and preparing an answer. The same happens in Kendo. Through practice, the swordsman learns ways of swinging and footwork, which he uses in developing strategy. Though these skills may help to intellectually understand the physical forms, it is only an intellectual interpretatio n in which there is no ultimate value. For in Swordsmanship. Skill does not dispel death, it does not dispel fear. Skill can only get one so far. â€Å"When the opponent strikes, he instinctively struggles without calculation. But as soon as his training starts, he is taught how to hold the sword, where to place his mind, and many other techniques, which make his mind stop at various places. Thus he loses his freedom of movement. † When someone is taught how to hold the sword then they will try and use this technique in the future. When they were not shown a technique they reacted without concentration on how they where holding the sword but only on using it. This is part of the stages that not only the samurai must pass through but also the Zen practitioner must break free from in order to perfect the art. In the beginning the disciple does not poses technique, the student reacts by instinct, not skill. In the second stage the disciple reacts with technique but has lost inst inct. In the third stage the disciple must react with instinct using skill. To truly know the true mind of Zen, one is not limited by intellectual structures of understand but experiences and reacts unencumbered by fear of death or strategies for victory. The Buddha-nature sees untainted by these limitations and the master comes full circle and reacts with the mind of the beginner. In order to master Kendo, the practitioner must face daily realities, which are not only relative to his art but are intrinsic obstacles in realizing the Buddha nature in Zen. In Zen, the way to cultivate true understanding is to know without knowing and see with out seeing. This approach, to the western mind may seem strange and dualistic, however the reality of this understanding is a central theme in both Zen and all of the ‘Do.’ The concept of Mushin is one of the central most important elements in the different ‘Do.’ Mushin is best characterized as ‘without heart, without mind. ’ it is the cutting off of all unnecessary thoughts. By stopping all unnecessary ideas and perceptions, one is free to act instinctively using the experience they posses unfettered by misconceptions and misinterpretations. â€Å"When thinking disappears there is not nothing but awareness of something which was in a way known all along. † We must cease to see t hings by what we have learned and know. These finite perceptions have not reality in the world itself and are a false reality of what we believe the world to be. When we look at something with out stereotypes or beliefs, that spring from our mind, then we will know the nature of things in of themselves. When we focus on small elements of each situation we fail to see the situation as a whole. We believe that the small part we possess is actually the whole itself. In this seeing we believe we are seeing the whole when we are only seeing a part. The concept of Mushin is to see something unfiltered by desire or fear but to see with out seeing, to know with out knowing. We must direct our mind with the true mind, the mind of Zen, not with the mind of techniques like those learned in the martial arts. The secret of the martial arts, Zen and all the ‘Do’ is to learn to direct the mind and transform it into a mind directed by action. Mushin has been compared to a sneeze, when you sneeze, you do not contemplate it or intellectualize how you are sneezing but just sneeze. In the Shun Jin Mei, Mushin is described as thus â€Å"The highest way is not difficult but you must not make choices. You must entertain neither affection nor distaste. † As in Zen, Mushin is the concept by which the mind breaks through human thought and sees things as they truly are. Mushin is to act without desire for a certain outcome, to live life fully without delusions. It can best be seen as absolute passivity in action. The body reacts but the mind is still. In Kendo the practice of no mind allows the swordsman to react without focusing on anyone element of the combat. If the mind is distracted by anyone element of the situation then another more dangerous aspect may be ignored. For the samurai, the risk of death was assured in every combat. If one worries about how to swing the sword or whether the opponent will use a specific technique then the mind is focused. The point of Mushin is not to focus on any one element of the situation but to react naturally and instinctively. To hesitate could mean death, so it was important that one perceived all elements of a situation instead of just one. The true understanding of no-mind allowed the samurai to practice his art free of entrapment in delusions or tied down by intellectual desires. No-mind goes beyond finite concepts like death and birth and instead allows the practitioner to perceive the infinite in every situation. By not focusing on one element the practitioner can react to any one pa rt because all parts are with in their conscious. Takuan best describes this in his concept of ‘Immovable Intelligence.’ In his discourse, Takuan addresses a student’s questions on what the most important aspect is during combat. â€Å"When your opponent is at the point of striking you, let your mind be fixed on his sword, and you are no more free to be master of your own movements, for you are then controlled by him. This is called stopping, because you are made to stop at one point. † Takuan demonstrates how one can be defeated if they place their attention on one specific aspect of combat. By focussing on the opponent’s sword, their mind is ‘stopped’ at one point and so is not perceiving infinitely, but only one aspect of the entire situation. When death is at stake, No-mind becomes the armor that will protect you. This holds true for any single aspect, focusing on techniques of swinging ones sword will cause the mind to only focus o n the sword and not the opponent. If one must focus then it should be nothing at all. This emptiness as Takuan puts it is the ultimate goal of both Kendo and Zen. The practitioner must empty their mind. In this state, the opponent is empty and the sword is empty. There is no one part of the whole, but is itself a whole which con only be perceived as such. To try and perceive only part of the whole is to fail to perceive it at all and for the samurai this ultimately meant death. In emptiness the practitioner’s mind is not moving from one element to another, it is calm yet never at rest. â€Å"The moon has no intent to cast its reflection anywhere, nor does the pond design to lodge the moon. † The practitioner of No-mind-ness is like this analogy. They are like the moon, fixed in the sky but the reflection constantly moving back and forth on the water. The moon is a harmony of being never still and never moving all at once. It is this nature that one strives for not only in Zen but in all the ‘Ways’ as well. One must never be locked into one way of thinking or stopped on one aspect of something, in this constant of emptiness the practitioner is constant. The concept of ‘stopping’ is ultimately the nature of our deluded conscious and the result of suffering in Buddhism. When our mind focuses on one specific part of the whole, we fail to see the whole. This ‘stopping’ is the result of the perception of death and birth. Death and birth are perceived as constants when they are actually only part of a larger whole. We believe that death is a finality and thus our conscious places an extreme weight on it. However in Zen, death is not the ultimate part of our nature, but because we do not see with no-mind-ness we mistakenly believe it to be an ultimate end. All intellectualizing aside, death is a very important concept in all cultures, even that of Japan. It is perceived as a great barrier, which we can not break through. Death exists in the mind as something to be feared or questioned. For the samurai death was faced everyday and as such had to be overcome. If the samurai could not overcome the fear of death then his mind would forever ‘stop’ at death and he could never attain no-mind-ness. â€Å"To be always ready to face death, that is, to sacrifice oneself unhesitatingly when occasion arises. To do this, much mental and spiritual training is needed. † A samurai’s life was one of combat and as such death was assured. Death would come to one or both of the participants. The samurai had to overcome death and all the things that can result from it in the mind in order to succeed. Fear of getting hurt could keep the swordsman from giving his full attention or energy while swinging. Fear could result in hesitation and thus result in his death. Of all the ‘Do’, Kendo is most truly a reflection of the ultimate principles of Zen. In Zen one must let go of the concepts of death as ultimacy and perceive all aspects of life. For death is only one part and is not it’s total. The ‘Hagakure’ which means ‘Hidden under the Leaves’ ex emplifies the importance of the samurai to be able to sacrifice his life at any moment. â€Å"When the unconscious is tapped , it rises above individual limitations. Death now loses its sting all together, and this is where the samurai training joins hands with Zen. † The ultimate secret in the way of the sword is the ability to truly be unmoved by death and to make it as unimportant as any other fact in your conscious. To do this the samurai had to place death in his mind at all times and treat it like all other parts of the whole. Death was in the swordsman’s mind every morning and every evening. It was necessary to have it in the mind at all times so that every moment was treated as the last and as such, not even death could stop the swordsman. It is this fact that is key to Kendo. For the intention of Swordsmanship is to commit yourself completely to the job of killing the opponent. In Zen this act of committing oneself completely and wholly, free of moral concept s or rituals is it’s essence. In this, Zen and Kendo are of the same mind and nature and as such greatly appealed to samurai. â€Å"Those who cling to life die, and those who defy death live. The essential thing is the mind Look into this mind and firmly take hold of it and you will understand that there is something in you which is above birth-and-death and which is neither drowned in water nor burned by fire. † By living by the principles of Zen, concepts of life and death dim in the face of true perception of reality. Values placed on death like any other part of the whole of true reality loses it’s hold on the mind. By living each day as the swordsman’s last, the samurai did not fall to fear or hesitation in the face of danger but acted without question by ones instinct. To the samurai death was only a mental stumbling block to be overcome. In their practice of Zen the swordsman was trained to die the ‘Great Death’ of the delusionary worl d and be reborn to the true nature, the Buddha nature, which existed above death and life. Through Kendo one cultivate absolute strength as well as absolute wisdom, where every fight can be fought as if life where at stake. In order to cultivate this balance of strength and wisdom one must practice wholly the way and for all ‘Do’ that way is in Zen. The practice of Zen is found in the aspect of meditation, which is the practice by which emptiness is achieved and cultivation occurs. By practicing Zazen meditation, one can cultivate the proper attitude of mind, which is called ‘Hishiryo.’ Meditation occurs, not only sitting in the lotus position, but ultimately for Zen is the same mind in walking, breathing as well as fighting. For the samurai who must face death in everything at all times, Zazen is the embodiment of the cultivation. For the mind cultivated in Zazen is the no-mind, the mind that grasps the whole and is not stopped in the delusionary aspects. â€Å"In Zazen, every breath out is the one now, and it never comes again. † Zazen i s not only the cultivation of the mind but is the reality of the Buddha-mind, which exists in every aspect of the practitioner at every moment. To practice Zazen is to face death all the time, in combat or sitting in meditation. One can not rest during Zazen as well as during training because both are to be done wholly with out holding back. At the end of practice there should be no energy left, nothing at all left. To hold back would fail to live each moment as if it is your last. Zen meditation transcends the ego focused mind by redirecting it’s power to no-mind-ness. Zazen like the way of the sword is not just something to be practiced but is itself a reality that pervades everything. To practice Zazen is to never stop perceiving the whole, to never stop at death. It is itself ultimate reality. â€Å"Kendo meditation follows the same rationale observed in Zen: the anticipation of instant realization, e.g. enlightenment, through meditation is a delusion. The goal of both i s to build a new mental configuration. † Zazen is not a practice which ends with enlightenment but is itself, not only the process of awakening to the infinite, the infinite consciousness. As such there is not end to the practice of Zazen, for to cease Zazen would be to ‘stop.’ In Kendo this ideal is the same, the art of the ‘Way’ is itself the realization of the Buddha mind. To cease practicing the way would result in ‘stopping.’ In this aspect both Zen and Kendo seem to have not only the same ultimate goal but are also of the same nature. As such Kendo in all its aspects of Mushin, death and practice is itself an act of meditation. In Zazen, one sits to gain enlightenment and to live in ultimate reality. The practice of Kendo is itself Zazen, there is no distinction between Zen and Kendo. For Kendo is active meditation following the same path as Zazen and both grasping for the same mental understanding. In Japan the ‘Way of the Sword’ is not just a philosophy for combat. It is rooted in Zen so deeply that the boundary between the two seems to blur. This blurring is not coincidental or even accidental but is reflective of the subtle and important nature of Kendo. The ‘Ways’, not only that of the Sword but of Tea and calligraphy are themselves Zazen. The mindset cultivated in Zazen is the same as that cultivated in the ‘Ways.’ Kendo is defined by the same principles as Zen from the cultivation of Mushin to the facing of death in every aspect of consciousness. Kendo’s subtle nature of the connection of Swordsmanship and Ultimate reality is reflective of the subtle nature of Zen itself. For Zen is not a philosophy which is applied to daily life. It is not a separate ideal by which life is modeled or molded to. It is itself the reflection of the sacred aspect that is life itself which is reflected in every single nuance and turn in the sword of the Kendoist as well as the making of Tea. For the Japanese the ‘Ways’ are not reminders or pointers to sacred reality but is sacred reality itself. Bibliography Leggett, Trevor Zen and The Ways. Charles E. Tuttle Company. Vermont, 1978 Sayama, Mike Samadhi: Self Development in Zen, Swordsmanship, and Psychotherapy. SUNY Press, New York 1986. King, Winston L. Zen and the Way of the Sword. Oxford University Press, New York 1993. Suzuki, Daisetz Teitaro. Zen Buddhism and its Influences on Japanese Culture. The Eastern Buddhist Society, Otani Buddhist College, Tokyo, 1938. Musashi, Miyamoto. A Book of Five Rings. The Overlook Press. New York, 1974. Kiyota, Minoru. Kendo: Its Philosophical History and Means to Personal Growth. Kegan Paul International, New York. 1995. Random, Michel. The Martial Arts. Peerage Books, London 1977. Deshimaru, Taisen. The Zen Way to the Martial Arts. Penguin Group, New York. 1982 Ed. De Bary, William Theodore. The Buddhist Tradition in India, China and Japan. Vintage Books. New York, 1969. Research Papers on From the Sword to Wisdom - Theology Research PaperOpen Architechture a white paperThree Concepts of PsychodynamicEffects of Television Violence on ChildrenComparison: Letter from Birmingham and CritoCanaanite Influence on the Early Israelite ReligionMind TravelResearch Process Part OneMarketing of Lifeboy Soap A Unilever ProductInfluences of Socio-Economic Status of Married MalesThe Spring and Autumn

The Hukbalahap Rebellion in the Philippines

The Hukbalahap Rebellion in the Philippines Between 1946 and 1952, the government of the Philippines fought against a tenacious foe called the Hukbalahap or Huk (pronounced roughly like hook).  The guerrilla army got its name from a contraction of the Tagalog phrase Hukbo ng Bayan Balan sa Hapon, meaning Anti-Japanese Army.  Many of the guerrilla fighters had fought as insurgents against the Japanese occupation of the Philippines between 1941 and 1945.  Some were even survivors of the Bataan Death March who managed to escape their captors. Fighting for Farmers Rights Once World War II was over and the Japanese withdrew, the Huk pursued a different cause: fighting for the rights of tenant farmers against wealthy land-owners. Their leader was Luis Taruc, who had fought brilliantly against the Japanese in Luzon, the largest of the Philippine islands.  By 1945, Tarucs guerrillas had retaken most of Luzon from the Imperial Japanese Army, a very impressive result. A Guerrilla  Campaign Begins Taruc began his guerrilla campaign to overthrow the Philippine government after he was elected to Congress in April of 1946, but was refused a seat on charges of election fraud and terrorism.  He and his followers went to the hills and renamed themselves the Peoples Liberation Army (PLA). Taruc planned to create a communist government with himself as president.  He recruited new guerrilla soldiers from tenant organizations set up to represent poor peasants who were being exploited by their landlords. The Assassination of Aurora Quezon   In 1949, members of the PLA ambushed and killed Aurora Quezon, who was the widow of former Philippine president Manuel Quezon and the head of the Philippine Red Cross.  She was shot dead along with her eldest daughter and son-in-law.  This killing of a very popular public figure known for her humanitarian work and personal kindness turned many potential recruits against the PLA. The Domino Effect By 1950, the PLA was terrorizing and killing wealthy land-owners across Luzon, many of whom had ties of family or friendship with government officials in Manila.  Because the PLA was a left-wing group, although it was not closely affiliated with the Philippine Communist Party, the United States offered military advisers to assist the Philippine government in combating the guerrillas. This was during the Korean War, so American concern about what would later be termed the Domino Effect ensured eager US cooperation in anti-PLA operations. What followed was literally a textbook anti-insurgency campaign, as the Philippine Army used infiltration, misinformation, and propaganda to weaken and confuse the PLA.  In one case, two PLA units each became convinced that the other was actually part of the Philippine Army, so they had a friendly-fire battle and inflicted heavy casualties on themselves.   Taruc Surrenders In 1954, Luis Taruc surrendered.  As part of the bargain, he agreed to serve a fifteen-year prison sentence.  The government negotiator who convinced him to give up the fight was a charismatic young senator named Benigno Ninoy Aquino Jr.   Sources: Bridgewater, L. Grant.  Philippine Information Operations During the Hukbalahap Counterinsurgency Campaign, Iosphere, Joint Information Operations Center, accessed July 2014.Gojo, Romelino R.  The Hukbalahap Movement, Command and Staff College Thesis, April 6, 1984.Greenberg, Lawrence M.  The Hukbalahap Insurrection: A Case Study of a Successful Anti-Insurgency Operation in the Philippines, 1946 - 1955, U.S. Army Center of Military History, Historical Analysis Series, Washington DC, 1987.

Response paper Essay Example | Topics and Well Written Essays - 500 words

Response paper - Essay Example If this is how to define a miracle then obviously child birth is a miracle, because it is the realization that a normal biological event has brought a brand new life into the world. If one considers that the Nike advert the realization and self fulfillment of individual attaining goals that are believed to beyond that individual’s capabilities can be considered wonderful. The main difference between Hobbs’ miracle story structure and the Nike advert is that usually a miracle is the realization of the divine; as opposed to self-fulfillment of the individual. Yet, as Hobbs indicates a miracle changes with society and culture; therefore in modern culture a lot of what was thought miraculous and the act of the divine can be explained through scientific fact. Therefore the miraculous is more to do with faith, whether it is in the divine, nature or one’s self. Hence, the angle of the miraculous as self-realization, as life changing or wonderful then in the modern era w here a considerable amount of people have turned away from the external belief of the divine to self-fulfillment. In many ways the Nike advert is like the miracle story presented by Hobbs because it is indicating that there are wonderful, life changing events as long as one has either faith in themselves or the divine. The main difference is that the divine is no longer necessary. 2) Read Staley and Walsh, â€Å"Hayes† and Note at least three significant differences between the three versions of the story (think in terms of plot, setting, dialogue, characters). How would most scholars account for the similarities? What might account for the differences? Hayes’ family movie of Jesus is quite an interesting take, because it picks parts from the Gospels of Mark, Luke and John and creates another version of the miracles of Jesus. The first interesting point is that Hayes uses Luke’s version of Mary Magdalene whereby

Marketing strategy Essay Example | Topics and Well Written Essays - 1000 words

Marketing strategy - Essay Example One of Porsche’s unique selling points is its engine design and care should have been taken in this regard. Given the heavy losses the company suffered as a result of the introduction of the 928 model, there was a need for a new product strategy. The BCG Matrix was an effective tool for this situation. This portfolio planning method recognizes the need to reposition products in the portfolio to achieve cash flow and profitability. According to the Boston Consulting Group, 928 would have been regarded as a dog because of its low growth rate and low market share. Although 928 may generate enough cash, possibly to break even, it’s simple not worth the investment. Therefore Porsche’s strategy to divest the 928 model and to pump more money in a more promising investment say the 911, was a very sound approach. â€Å"Porsche purists are wary every time a new incarnation of 911 is unveiled. Will there be a change of look, feel, and sound? Porsche’s 911 is going to be made forever, or possibly longer. This is because the company does not know how to end it, only how to make a new one every few years (3)† The use of the product life cycle would have been of interest to the luxury sports car company when deciding its advertising and extension strategies. The 911 model existed at the maturity stage and the failure for the 928 to pick up sales forced the company to reposition and redesign the 911 model over a period of time. So far these strategies were successful, however an important point which Porsche should be aware of is that extension strategies are short term measures and not permanent in nature. In spite of this fact, each product life cycle for each car model is different and therefore its usefulness as a forecasting tool for Porsche may be limited. The Porsche brand developed over the years. There is the belief, however, that the introduction of recent brands

Value Chain on Black Berry Essay Example | Topics and Well Written Essays - 4250 words

Value Chain on Black Berry - Essay Example The researcher has chosen BlackBerry Smartphone as the product for the study, and the discussion is on a particular phone model that is BlackBerry bold. Bold is a variety product of BlackBerry, which is leading in the technology. It is faster performing, with a very long lasting battery back up, and ofcourse it is a 3G phone as well. It has BlackBerry messenger also. BlackBerry Bold is in many ranges, there are around four different blackberry bold models, such as â€Å"Bold 9780, 9700, 9650, and 9000†. The main feature of this phone model is that, it gives more focus to the professional choice, as it is mentioned earlier Blackberry phones are well known for business uses as it includes many business features and applications that are really helpful for businessmen. Another main feature of this phone is that it is helpful in multitasking; customers can use additional features at same time, with no hang ups for the phone. Social networking is very easy and elabaorated in this p hone, there are many options in social networking sites. Web experience is faster and it would be a new experience for the customers. Both Wi-fi and 3G connnectivities are available in this phone; 3G creates a fantastic experience for the customers who use it. It has a powerful connectivity option, wi-fi connectivity helps to shop online, browse, open mails etc very fastly. GPS feature is also an important factor that creates unique value to the product. Camera and video recording has fine quality and the phone provides a 5 mega pixel camera. Media player also is of superior quality. 2.3 Value of the Product/Service to the Customer: â€Å"The value of a product reflects the owner(s)'/buyer(s)' desire to retain or obtain a product. The individual's level of desire to retain or obtain a product depends on how much the product details and/or its performance agree with the value system of the individual. To an individual, therefore, value of a product includes cost and a subjective par t associated with cost† (Neap & Celik n.d.). Blackberry started of mainly as a business phone but it is trying to influence a larger audience by adding new features and simpler user-interfaces. BlackBerry Smartphone be able to work with BlackBerry Enterprise Server software, this facility allows a businessman to exchange data and