The Beauty Of The Journey - 790 Words

Side by side, the women walked, not talking, tension stiffening their spines. Joan pressed her free hand against her belly, trying to quell a sharp pang of nausea. Saying goodbye would not be easy. Behind her, Joan heard the whispers of several dozen voices, and those whispered swelled into chatter. She glanced over her shoulder to see many hundreds of people walking behind her, all there to offer support and farewells to the knights. It warmed her heart to see them, for it means she and her friends were not alone. Joan rounded the corner, and there at the rendezvous point stood the considerable army, its ranks growing every moment as men sped down the hill to the destination. Perceval careened down the slope, flanked by Ulrich, Lionel,†¦show more content†¦However, Joan was immune to his charms. She was more concerned about his sword arm. â€Å"Sir Kay, my husband tells me you’re a skilled warrior. I am pleased to have you watching over me and my son.† â€Å"The honor is all mine. When I escort you back to the castle, we’ll discuss your needs and preferences. I plan to be as invisible as possible, unless you state otherwise. Now, I shall step away as you bid your husband a final farewell.† The ram horn sounded, indicating it was time for the men to ride. Joan motioned for Perceval to lean down. â€Å"He’s not half as handsome as you.† Perceval chuckled and wrapped his arms around her. â€Å"I’ll miss you and I love you. Stay safe.† â€Å"Same to you.† Her throat tightened. â€Å"I love you, and write when you can.† With a nod, he mounted Aethon and lined up in formation. Meanwhile, Joan found her way back to Carina, Drea, and Alis. They held hands as they walked their husbands ride off into the woods. Finally, Joan allowed her tears to fall. â€Å"This is hard.† She could not think of anything more to say, and her friends, tearful, nodded in agreement. As the last rider disappeared into the woods, Queen Guinevere joined them, grasping Drea’s hand. â€Å"I feel as if a part of my heart’s gone missing.† â€Å"As do I,† said Joan. â€Å"But we will remain strong together.† Those words sounded braver than she felt. XXXX The first week of Perceval’s absence was wretched, and Joan feared she would never adjust. It did not matter how much time sheShow MoreRelatedEssay on Ulta Beauty: the Journey and Investment1058 Words   |  5 PagesULTA Beauty: The Journey and the Investment Before ULTA entered the beauty market in 1990, a woman would have to go to multiple stores to find cosmetic, fragrance, and salon products. ULTA has become a woman’s one-stop-beauty department store, they house everything from brands such as Revlon to Està ©e Lauder, products such as nail polish to specialty shampoos, and they even offer makeup and hair services. 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Metaphors Help Us Understand Conflicts Essay Example

Essays on Metaphors Help Us Understand Conflicts Essay The paper "Metaphors Help Us Understand Conflicts" is a wonderful example of an essay on humanitarian. Frank’s approach toward conflict is very forceful. He tries to force his perspectives on to the other person’s mind, hereReno, and does not want to clarify why he wants something to be done a certain way, e.g. when he says, â€Å"Why can’t he just listen and do what I tell him?† He leaves no room for discussions and clarifications and he does not want to confront resistance. This forcing attitude does not leave any space for communication nor does Frank want to come on a one-to-one confrontation with the other person, which is evident when he says, â€Å"I can’t talk with him†. He believes in a wait-and-see policy regarding resolution.   Reno, contrarily, though wants to communicate with Frank but wants Frank to start the communication, like when he says, â€Å"I wish he would confront me.† He does not clear himself when he refuses something Frank says. Also, he thinks he knows everything already, e.g. when he says, â€Å"I know how to be a paralegal†, and needs no lessons. That is why he becomes irritated when Frank tries to explain something to him regarding office work. This conflict is best described by the metaphor â€Å"conflict as competition†. Both the individuals are trying to win the situation, not solve it. This is not a very efficient metaphor. Metaphors can be used to understand conflict since we come to know about what the conflicting parties are trying to come up with (Min, 2005). For instance, the metaphor â€Å"conflict as the problem† means that the parties are trying to look out for a solution; while, the metaphor â€Å"conflict as a lesson† means that the partie s are trying to get a lesson from the conflicting situation (Lenski, 2007). This way, metaphors help us understand conflicts.

A Report of Business Planning and Enterprise Management

Question: Describe about a A Report of Business Planning and Enterprise Management? Answer: The essay highlights upon the role that human and social capital may have upon a nascent entrepreneur setting up a business for the very first time. The key requirement is discussed and evaluated on the basis of some standard theories like that of the relationship amidst entrepreneurship and human capital and that with social capital. Information is highlighted and discussions have been made with structured and logical arguments. The essay provides us with important information related with nascent entrepreneurship and associated theories. Theory of human capital maintains that information and knowledge provide an individual with enhanced vigor in his cognitive abilities, thereby leading to increasingly productive as well as efficient activity. Thus, with profitable opportunities for innovative economic activities existing, individuals having increased quality human capital must be better at perception. Getting engaged in such entrepreneurial activities, those individuals must also possess superior capability in successful exploitation of key opportunities (Asprey, 2004). For instance, over investment that leads to higher level of certification can discourage taking risk, whereas under investment can encourage it (Augusto Felcio, Couto and Caiado, 2014). This is the reason that migrant often engage more in entrepreneur activities. They dwell in new society which may not reward formal human capital investments. Possessing previous information is important for intellectual performance. It enables integration as well as accumulation of new information, and also adaptation to new situations. Knowledge may be either tacit or explicit. Tacit knowledge means non-codified elements of activity. It bears information type conveyed in processes, procedures, written documents, or educational institutions (Batjargal, 2007). Resolving critical issues as well as making key entrepreneurial decisions uses a thorough communication of tacit as well as explicit knowledge, social structures as well as belief systems. Human capital is not just the consequence of formal education, but it also involves practical learning as well as experience in job areas or non-formal educational systems. Hence, broad labor market experience and special vocational experience is predicted to enhance human capital. Research tends to support the existence of a positive relationship amidst human capital as well as entrepreneurial act ivities. This may be confounded by numerous factors. For instance it is depicted that the link amidst persistence as well as education is nonlinear, along with human capital enhancing performance but not persistence. Besides, various sorts of human capital may be significant at various stages of entrepreneurial activities(Dezdar and Ainin, 2011). Though it is predicted that knowledge is crucial to both discovery as well as exploitation of opportunities of entrepreneurs, research gives little understanding of the type of learning experiences that would be helpful. On the other hand theory of social capital means the ability of actors to enjoy benefits from societal structures, memberships, and networks. Societal networks given by family, organizational relationships and community are theorized for supplementing the impacts of experience, education, and financial capital. Social capital is usually multidimensional which occurs at individual as well as organizational levels(Fedoryshina, 2014). It is widely defined within the literature, like the exact relation between definition as well as operationalization is important for explaining aspects of network processes as well as reciprocities. Social capital may act as a useful resource for increasing internal organizational trust by binding of actors, and also bridging external networks for providing resources. A key factor that enhances the strength of social capital comprises of trust due to obligations, exchange, and threat of censure. The trust acts as bonding glue which holds well knitted organizations closely. Another aspect of it is that the bond renders resources like important information about bridging the gap. Social capital gets operated and functioned by identification of networks as well as network relationships, denoted by strengths of bonds, group activities like frequency of meetings as well as formal interactions, informal activities, and social relationships (GOUDARD and LUBRANO, 2012). From the perspective of entrepreneurs, concept of social capital gives networks which support the discovery of opportunities and also identification, allocation, and collection of essential resources. This social capital can even help in the exploitation processes of entrepreneurs, by diffusing key information and resources. Within the discovery process, this concept of social capital supports nascent entrepreneurs by leading them to new situations and ideas that provide them broader reference frame to nurture as well as support potential venture ideas. Potential bonds maintained by business entrepreneurs as well as other team member support the discovery process. It has been referred to by research ers the significance of socialization by motivating autonomy and delivery of networks for providing precious resources. Potential bonds in nascent venture can yield enhanced efficiency in utilization of resources (Gradstein and Justman, 2000). The process discovery is referred to as asymmetrical data amidst entrepreneurs as well as resource owners. As information is limitedly available, bridging and integrating social capital can increase information flow. It has been identified by researchers that entrepreneurs often initiate businesses associated with former occupations (Han, Han and Brass, 2013). Small businesses specifically rely on the advices of relatives and companions for retaining confidentiality and even personal control. Opportunities, ideas, innovations, views and perspectives yield greater advantages to those individuals who reside in environments considered to be enriched with discovery due to social capital. Including social capital supports discovery process. The pro cess of exploitation provides individuals with scopes for leveraging resources of social capital. Integrating social capital gives individuals that network which facilitate evaluation, obtaining, and use of required resources useful in exploitation. Integrating social capital based on weak bonding at individual level, make use of what an individual has grown in own associations reflecting own priorities, value structure, and allocation of resources (Kolstad and Wiig, 2013). So, social capital is said to impart sufficient resources when effectively leveraged for nascent entrepreneur, having specific importance in situations of incomplete information as well as weaker economic markets like nascent industries, technologies, markets, and products. At the level of organization, as nascent organizations start exploiting opportunities, they seek advantages imparted by social capital. The significance of trust factor within intra-organization increasing efficient performance has been identified. Those undertaking nascent activities, formal classes of business are to impart increased assistance in leading to profitability of nascent firms (Martin and Cheung, 2005). Since nascent entrepreneurs perform own venture ideas, they may verify or even reject guiding assumptions as well as consider whether to intensify or redirect their efforts or discontinue. In attempt to engage stakeholders, acquiring resources, and attaining milestones, these entrepreneurs get pertinent data which supports them update as well as refine beliefs own knowledge regarding the opportunity. Often these beliefs are reinforced and their weakened where they face signals that scopes at hand are not feasible to be exploited. Nascent entrepreneurs may abandon the scopes which lack promise. So, evolution as well as progress of new venture is solely dependent upon perceptions of nascent entrepreneurs as well as subjective judgment of opportunity merits(Mezghani and Mezghani, 2014). Here, sustained efforts of nascent entrepreneurs need adequate confidence by these entrepreneurs in in-hand opportunity feasibility. This can reflect beliefs of nascent entrepreneurs that the opportunity is feasible and that they possess required skills to establish the firm successfully. The success of efforts in venturing rests upon some key milestones like attracting customers, adopting competitive strategies to beat rivals, and acquire physical, human, and financial resources (Wu and Olson, 2009). To level to be deemed as not achievable, nascent entrepreneurs would give up efforts. Apart from assessing opportunity feasibility, nascent entrepreneurs assess own capabilities to take up the venture. As defined by Bandura, self-efficacy refers to the belief in won ability for executing actions may affect the cognition, action course, control perception, and self-confidence (Munasib, n.d.). This has emerged as key success predictor with enhanced level of self-efficacy and achievement of goals. With rising interest of entrepreneurial cognition, self-efficacy is deemed as key attribute of entrepreneurs. It is argued that in light of initial efforts, nascent entrepreneurs adapt particular beliefs regarding ability to establish successfully specific venture as well as execute tasks in the defined process. Task-related beliefs represent the emergent state of nascent entrepreneurs. This shows an emerging belief regarding their capability to put forth their venture efforts to enactment (Ndede Amadi, 2004). Thus it exhibits not the general attitude of nascent entrepreneurs towards concept of entrepreneurship, but present attitude in venturing business activities in hand. It is significant for persistence of these entrepreneurs with emergent venture as it enhances venture commitment and also perseverance against all adversity. In context to elaborate discussion on human capital, it has been argued by researchers that the need to adopt the construct of particular human capital to specific context states the need for entrepreneurial experiences as well as industry experience. It is useful in enhancing the productivity of these nascent entrepreneurs in execution of tasks related to launching as well as managing of business and in maintaining effective relationship with stakeholders like suppliers, customers, investors in specific industry. So, this is essential for nascent entrepreneurs in adopting opportunities that leads to emergence of venture efforts (Schindler, n.d.). The theory of human capital is based upon the fact that greater the availability of human capital better is the task performance of any venture. In context to this, perspective of human capital is useful in predicting outcomes of entrepreneurial activities like being nascent entrepreneurs or establishing new venture organization. Recent fin dings suggest that more elements of human capital happen to be instrumental predictors of innovative venture milestones like recognition of opportunity. Early and effective planning ensures identifying the perfect roadmap to lay venture efforts. The process of planning business right from the very beginning is essential and this provides the entrepreneur with effective time and scope to plan and implement business strategies and lead to the success of the initiated venture (Spathis and Constantinides, 2004). Thus research tends to support the existence of a positive relationship amidst human capital as well as entrepreneurial activities. This may be confounded by numerous factors. For instance it is depicted that the link amidst persistence as well as education is nonlinear, along with human capital enhancing performance but not persistence. Social capital is usually multidimensional which occurs at individual as well as organizational levels (Stromsnes, 2008). It is widely defined within the literature, like the exact relation between definition as well as operationalization is important for explaining aspects of network processes as well as reciprocities. From the perspective of entrepreneurs, concept of social capital gives networks which support the discovery of opportunities and also identification, allocation, and collection of essential resources (Vluggen and Bollen, 2005). This social capital can even help in the exploitation processes of entrepreneurs, by diffusing key informati on and resources. It is argued that in light of initial efforts, nascent entrepreneurs adapt particular beliefs regarding ability to establish successfully specific venture as well as execute tasks in the defined process. Task-related beliefs represent the emergent state of nascent entrepreneurs. References: Asprey, L. (2004). Information strategies: are we aligning the business case with enterprise planning?.Records Management Journal, 14(1), pp.7-13. Augusto Felcio, J., Couto, E. and Caiado, J. (2014). Human capital, social capital and organizational performance.Management Decision, 52(2), pp.350-364. Batjargal, B. (2007). Internet entrepreneurship: Social capital, human capital, and performance of Internet ventures in China.Research Policy, 36(5), pp.605-618. Dezdar, S. and Ainin, S. (2011). Measures of success in projects implementing enterprise resource planning.International Journal of Business Performance Management, 12(4), p.334. Fedoryshina, I. (2014). Human Capital a Part of Social Capital.The Russian Academic journal, 29(3). GOUDARD, M. and LUBRANO, M. (2012). HUMAN CAPITAL, SOCIAL CAPITAL AND SCIENTIFIC RESEARCH IN EUROPE: AN APPLICATION OF LINEAR HIERARCHICAL MODELS*.The Manchester School, p.no-no. Gradstein, M. and Justman, M. (2000). Human capital, social capital, and public schooling.European Economic Review, 44(4-6), pp.879-890. Han, J., Han, J. and Brass, D. (2013). Human capital diversity in the creation of social capital for team creativity.J. Organiz. Behav., 35(1), pp.54-71. Kolstad, I. and Wiig, A. (2013). IS IT BOTH WHAT YOU KNOW AND WHO YOU KNOW? HUMAN CAPITAL, SOCIAL CAPITAL AND ENTREPRENEURIAL SUCCESS.Journal of International Development, 25(5), pp.626-639. Martin, I. and Cheung, Y. (2005). Business process re engineering pays after enterprise resource planning.Business Process Mgmt Journal, 11(2), pp.185-197. Mezghani, K. and Mezghani, L. (2014). Effects of Business Managers Skills on Enterprise Resources Planning Strategic Alignment.American Journal of Business and Management, 3(1). Munasib, A. (n.d.). Social Networks Over the Lifecycle, and the Relationship between Human Capital and Social Capital.SSRN Journal. Ndede Amadi, A. (2004). What strategic alignment, process redesign, enterprise resource planning, and e commerce have in common: enterprise wide computing.Business Process Mgmt Journal, 10(2), pp.184-199. Schindler, D. (n.d.). Human Capital, Multiple Income Risk and Social Insurance.SSRN Journal. Spathis, C. and Constantinides, S. (2004). Enterprise resource planning systems impact on accounting processes.Business Process Mgmt Journal, 10(2), pp.234-247. Stromsnes, K. (2008). The Importance of Church Attendance and Membership of Religious Voluntary Organizations for the Formation of Social Capital.Social Compass, 55(4), pp.478-496. Vluggen, M. and Bollen, L. (2005). Teaching enterprise resource planning in a business curriculum.International Journal of Information and Operations Management Education, 1(1), p.44. Wu, D. and Olson, D. (2009). Enterprise risk management: small business scorecard analysis.Production Planning Control, 20(4), pp.362-369.