Comparing the College Cafeteria to Dinning below the Poverty Line :: Compare Contrast Comparison

Comparing the College Cafeteria to Dinning below the Poverty LineAt the author of every school year I brook to decide whether to rifle the $6000 scorecard blanche meal protrude or the next smallest $5900 meal plan because I am required to have unrivalled of these two options as an on campus student. Its not a tough decision to go with the carte blanche because it is only $100 more for many more meals. The worst lift off is writing the check and imaging the money being moved from my account. only for the people of Jubilee Partners, a Christian intentional community in rustic Georgia, meals have a much different focus.The people of Jubilee Partners intentionally render up below the poverty termination so that they will not have to pay federal taxes, a portion of which goes into the defense fund. This is just one of the many ways that they choose to live differently from the rest of the world. The 30 residents take turns to make the fodder that is eaten at their communal me als. During my stay I helped three Central American girls prepare an flush meal. As it was an evening meal, we were allowed to make something new rather than just use leftovers. Lunch perpetually consisted of the preceding nights leftovers, fresh salad from the garden, bread, cheese, and peanut butter. If thither were no leftovers, as there often were not, we only ate salad, bread, cheese, and peanut butter.As I looked approximately the small, simple kitchen, I wondered where were the large stainless steal pots and shiny cooking stove that I was familiar with. The girls instructed me in broken English that I should make bread. With flour-covered arms I mixed and kneaded the dough in an old tensile bowl and smiled as I listened to the excited laughter and rapid Spanish that I could not understand. As Gabby showed me how to roll and form the loaves, I watched as the others make lasagna with synthetic meat from a regimen surplus. Meat was rare at Jubilee as it was expensive and m uch of the food they ate came from a food bank. Meat night, which was held once a week, was a special occasion anticipated by many.Standing in line in the Goshen College cafeteria, I examine the array of food spread to begin with me trying to decide what I want. I had glanced at the menu mount as my id was scanned but still am not sure what I am hungry for.

Modern World Affairs

In Modern populace personal matters, diplomatical negotiations is slight and less alpha in shaping dealings among semi governmental actors. Do you consort? If so, why? If non, why not? The process of globalisation has adverted the eccentric of conventional diplomacy, which was originally confined to predominately deal with issues of war and peace amid two policy-making bodies. Traditional diplomacy is as a burden, in a secernate of anachronism and is deemed losing its influential power in post-modern font supranational relations (Leguey-Feilleux 2009, pp. -2). Despite this, traditionalistic diplomacy is still relevant in that it is capable of broadening and deepening the content and conduct of its mathematical function in current internationalist affairs and in shaping the relations between divergent political actors. The cheat of diplomacy has undergone an growing in orbit and dimension in align to be used as a versatile rangez to adjust to the current global environment, despite existence a useful tool even in its traditional subject matter (Leguey-Feilleux 2009 p. 14).Therefore, although the narrow classical mode of diplomacy is being challenged, diplomacy in the modern ball is as important as ever, if not much so, and has developed the ability to adapt to right aways turbulent modern sphere. This paper firstly defines diplomacy with a brief historical evolution of the art and investigates how globalisation impacts on diplomatic economic consumptions. It then discusses and analyse the splendor of diplomacy in the modern sphere. DEFINITION & angstrom REVOLUTION OF delicacy (BILATERALISM-MULTILATERALISM-POLYATERALISM)The conventional definition of diplomacy, that is, the peaceful way of relations between political entities with their accredited representatives much(prenominal) as envoys and ambassadors by communication, intearned run averagection and negotiation (Siracusa 2010, p. 2), has been much or less for many cen turies and has been evolving over time. Traditional diplomacy was primarily considered to be the art of managing bilateral relations between states (Siracusa 2010, p. 6) and was viewed as a actually sozz lead institution.Although diplomacy is still holding to the traditional practical grounds in the current international political realm, diplomacy is no longer expressage to war and peace as in previous centuries and needs to been elongated to deal with many issues which would be difficult to do under traditional diplomatic methodology. The traditional institution was characte rising sloped as bilateral diplomacy, and greatly cogitate on making treaties between two sovereign-states with its diplomatic norms typically corporate by professional diplomats (Sirasa 2010, p. ). This diplomatic method was typeicularly recognised during the periods of the Italian city-states in the fifteenth century when Italy ap flowed the first permanent ambassadors (Saner & amp Yiu 2003, p. 9). A so vereign state would traditionally send an envoy to different political entities that had equal powers to conclude treaties and prevent wars (Rana 2007 p. 23). Then came the modern era of diplomacy, which is s serve to run through started with the Peace of Westphalia, the Westphalia peace negotiations, at the end of the xxx Years warf atomic number 18 in 1648.This event saw diplomacy officially recognised as a profession (Siracusa 2010, p. 2). The major turning point in diplomacy however, was between 1914 and 1918, when many nation states began to proclaim that unavailing traditional sovereignty such as the bilateral and secret dodge of diplomacy was a major cause of the First World War (Siddiqui & Alam 2010, p. 28).Woodrow Wilson, as a result of these claims, insisted that diplomacy should be more open and democratic in order to involve quaternate states, which led to the emergence of a modern style of diplomacy embedded in an open and multilateral dodge under the Leagu e of the Nations (Siddiqui & Alam 2010, pp. 28-29). These changes allowed late international institutions to emerge (Pigman 2010, p. 23). dainty since then has further evolved as a result of globalisation and bottom no longer be considered entirely in call of relations between states (Wiseman 2004, pp. 40-41).The definition of diplomacy itself has been embellish in upstart years as a result of the analyzableity of the current international environment, which has required that the role of diplomacy be broadened in order to be more suitable to modern politicss and other political bodies (Black 2010, p. 254). Indeed, in order to survive modern diplomacy has had to embrace multilateral and polylateral relationships by engaging more non-traditional diplomatic entities such as non-governmental organisations (NGOs), Intergovernmental organisations (IGOs), topical anaesthetic and city governments, and multinational corporations (Wiseman 2004, p. 6). diplomatic negotiations h as the potential to play an important and organic part of relations between different political actors in this new role, and depart in doing so regain some of the importance it held in previous eras. Wiseman (2004) insists that diplomacy has indeed qualified to a global world and moved beyond multilateralism to Polylateralism, which further layer of diplomatic interaction and relations between states and other entities (p. 41).Supranational, subnational and transnational actors such as European Union, Quebec, and Microsoft are indeed currently engaging in complicated activities of diplomacy (Pigman 2010, pp. 18-19). The resultant on September 11th in 2001, for example, occurred in the coupled States (state) in New York by non-state actor, Al-Qaeda and there were various alliances and networks around the world involved to solve the resulting conflict (Saner & Yiu 2003, p. 10).The twenty-first century has undergone heartrending globalisation, meaning that diplomacy in its tr aditional but narrow mental object can no longer always solve the complex multiple boundary issues that frequently present themselves and wherefore must expand its institutional capabilities in order to deal with non-state actors. In many senses diplomacy has already achieved such an evolution in practice however it still holds to its traditional guidelines as a baseline and in a theoretical capacity.The orbit of the practice of modern diplomacy has certainly increased in recent times and is now without a doubt capable of dealing with complex issues. It has been developed in such a way that it will be easily adaptable to a changing world and can then be a tremendously relevant and potentially essential tool in modern world affairs. GLOBALISATION IMPACTS Diplomacy in the twenty first century has compel more than the diplomacy of states and government, although the sovereign state remains as a discern actor (Siracusa 2010, p. 06). Globalisation is perpetually changing the natur e and conduct of diplomacy and as a result it is becoming more rapidly deepened and broadened in current world affairs. Diplomacy today is used to deal with concerns about much broader subjects such as terrorism, human rights, economy, law and climate change, which were not issues in previous centuries and therefore as a result new actors and advanced development technology (IT) score been introduced into the role of diplomacy (Siddiqui & Alam 2010, p. 182).One such example is the fixity of the conduct of diplomacy which as a result of IT and electronic communications has increased dramatically and brought international organisations, governments and civil societies much closer unitedly (Murray 2011, p. 726). This, as a result, has diversified the nature of diplomacy to be less state-centric and to have a system that is less state-hierarchical (Chatterjee 2007, p. 111). The wider availability of knowledge lendable through the internet, has helped one of diplomacys key activ ities, that of gathering reading for decision-making purposes.Information is not only available to diplomats but also to non-state entities and to the general reality and as a result, diplomacy has become less state-centric. Particular types of information however, cannot be obtained without personal contact by the diplomat, nor can computers accurately analyse, read and report this information. The advancement in IT has therefore by no mean replaced the need for this diplomatic activity (Siddiqui & Alam 2010, p. 189).Ambassadors today do not simply represent a particular entity, although that is a main part of their role their primary function is to tactically apply their technical skills in order to promote their home countries image and to nurture good relationships with their horde countries (Kerr & Wiseman 2013, p. 29). Satow (1979) also asserts that human nature and national character have not altered to any remarkable extent meaning that diplomacy will always be a r equired part of affairs and diplomats roles cannot be replaced by IT (Gore-Booth 1979, p. 442).The new age of IT also improves the negotiation role of diplomacy. It boosts larger participation in policy discussion by members from different departments within a state and also with IGOs as discussion can take place without the necessity of being in the same physical location (Hamilton & Langhorne 2011, p. 233). This form of discussion was successfully applied in the negotiations with Bosnia and led to the Dayton agreement (Siddiqui & Alam 2010, p. 187). Modern technology can exploit diplomacy conduit a much faster process, which means that issues can be resolved quickly.In matters of international safety and other significant and urgent matters, IT has become an essential tool for negotiation in modern international diplomacy (Chatterjee 2007, pp. 114-115). Another example of the effects of globalisation to diplomacy is the role vie by intergovernmental organisations such as the World Trade Organisation (WTO) and transnational corporations. These entities play a large role in the complex international economic and political system of the modern world and affect diplomatic relations in a unique way (Saner & Yiu 2003, p. ). Diplomats unremarkably promote their home interests to other countries in relation to commerce and spate and invite closed-door investors but state and private sector relations more often involve complex negotiations that handle the terms of private foreign investment and trade (Siddiqui & Alam 2010, p. 184). Exxon Mobile for instance put efforts to obstruct the United States from signing the Kyoto Protocol agreement in order to avoid its additional liabilities and taxes.Similarly, Microsoft tried to protect its software by influencing the Philippines government to pass a new intellectual property law with the United States government (Rugman 2008, pp. 98-99). These examples show how state entities and private corporation rela tions affect world and domestic foreign policy. Kerr and Wiseman (2013) assert however, that the involvement of corporations is confined to making international business deals, composition nation-state governments ultimately make the decisions regarding the rules of trade (p. 9). The role of the state actor is still very essential to assess the political consequences but they may need to enlarge their capabilities in terms of diplomacy in order to deal with the non-state actors and to learn to manage the multiple boundaries of todays complex economic and political realities (Sancer &Yiu 2003, p. 2). A last(a) example of the effects of globalisation to diplomacy is illustrated through the issue of the rise of terrorism and localised wars.Global validation institutions (intergovernmental organisations) such as the United Nations (UN), the internationalist Court of Justice (ICJ) and International Atomic Energy Agency (IAEA) have developed the appearance of holding importance int ernational status (Siddiqui & Alam 2010, p. 184), but in reality may not be as productive as dealing with such issues as publicly assumed. The UNs ability as an effective intercessor is unfortunately somewhat exaggerated, primarily due to a lack of military or significant funds flow of its own. It can hardly be a successful mediator without adequate resources.The Somalia intervention from 1992 to 1995, for instance, was a UN and US arranged Unified designate Force (UNITAF) that resulted in disastrous consequences because of a lack of humanitarian aid and other resources that were originally promised (Ketcher 2010, p. 20). Berridge (2010) asserts that intergovernmental organisations are free-booting amateurs with limited usefulness (p. 254). State actors such as official diplomats therefore should be in a key and immensely important position to monitor and regulate global governance institutions in order to ensure the maintenance of appropriate operation (Chatterjee 2007).CONCL USION Diplomacy as a professional institution is constantly evolving its definition and its practices while still remaining loyal to the key principles that were forged at the capital of Austria Convention on Diplomatic Relations in 1961. Globalisation and the proficient revolution have speedily changed the nature of diplomacy in terms of technology-based international relations, complex internationalisation problem solving, changing the international system of trade and commerce and the holding a life-or-death involvement in IGOs and transnational corporations.Diplomacy today is as a result becoming more rapidly depended and broadened in the world affair. Furthermore, it also has made it possible for non-state actors to strand supra-territorial relationships so that while state actors still hold a crucial status, they are able to actively cooperate with non-state actors to secure position and expand knowledge (Saner & Yiu 2003, p. 29).Despite contrary opinions diplomacy has c learly and successfully adapted to the modern world and as a result plays a very significant role in the relation between different political parties, albeit a slightly different and expanded role that is traditionally filled. In view of this it is likely that diplomacy will continue to be a very effective tool, capable of shaping and moulding modern world affairs between the different political partners and in doing so will continue to control the forefront of international relations in the future.

Causes and Effects of Gambia’s Youthful Population

Causes and Effects of a Youthful universe Gambia is a small, narrow, horizontal country in western Africa. It is surrounded by Senegal and a short strip of Atlantic coastline at its western end. When a country has a high number of children, it is said to create a youthful commonwealth. thither are many Causes and Effects for this Social There are many social causes and effects. * 95% of Gambias population is Muslim. This nitty-gritty they batch marry more than one wife. Each woman has a TFR (total fertility lay) of more or less 7 children. A man marrying 3 or 4 wives can mean 21-28 children.It could be more children as, in a country with a high infant mortality rate, women tend to have more children for a better chance of survival. * Education isnt commons meaning contraceptives and family planning is harder to reach. alike it is discouraged, traditionally. This would mean people wont use contraception and families go away grow enlargedr. Also it is a tabu subject so peopl e wont question the fact that their families are so big. * Gambia is a poor country there is not exuberant silver to make government programmes that educate and inform women about family planning etc. eaning, again, more children. * Many children means families are likely to have financial problems there ordain not be enough money to feed and support an ever-growing family. This will make malnutrition common homes will be extremely over-crowded and poor sanitation. * With large proportions of children in the country, there will not be enough education. There is a shortage of keister facilities and educational material. Often schools have to adopt a 2 interruption system some children educated in the morning and some afterward in the day.Environmental * Due to large families and the need to use more resources, desertification of the forests can become a problem. People will use the wood for fires in their homes, for making houses and for selling. The land left will end up as a desert therefore making the temperature rise. 2/3 of forests are now gone. Economic * Due to the 2 shift system and pretermit of money, teachers are poorly paid and can work up to 12 hours a day. * Lack of work means 1 in 3 14 year olds have to work to help to support their family. Because of congestion in the cities, they are being expanded but there isnt enough money to do a good job of it. Also there is a lack of money for the infrastructure. * There is no money to build new schools so overpopulation is very common 3000 pupils are carve up into 26 classrooms. 6 toilets for 3000 pupils, typically with queues of 50 plus students. So to summarize, receivable to the high birth rate and falling infant mortality rate and improvements in the level of healthcare available, the population has been increasing rapidly.Gambias population doubles every 28 years and it is expected to be 3. 9 million in 2050. About 63. 55% of the population is under 25 elderly people of 65 years and abov e account for unaccompanied 2. 8% of the population. This will create a high dependency ratio. In the future it will be harder to find employment and accommodation with pull down more of a strain on food resources, infrastructure and the health service, which is already struggling. However, in the future, there will be a large and cheap workforce.

British Airway’s Essay

A research report with a word limit of 1,500 on British Airways (BA) transfer program that resulted in long-running industrial take exceptions amongst its troopsagement and pack members in 2009-2011. The contextual information about the BAs introduction of strategic diversitys why BA produced this change, explain grocery store (rising fuel be etc.) British Airways is the UKs largest airway. Since becoming privatized in 1987, BA has continued to grow despite increased competition (Connell & Williamson, 2011).The UKs economic climate had a large influence to why the British Airways industrial occurred. In 2011, UK inflation was 4% on the previous twelvemonth, compared to an mean(a) pay rise of 2.3% for the same period. This means that the cost of living was change magnitude at a much more rapid rate than mountains income. As a result, workers like BAs cabin clustering put pressure on employers to raise pay. Additionally, lower fluid income means fewer than usual are w ithdrawing money for one-off purchases much(prenominal) as foreign holidays A lot of people are non skin senses their scrimpings because they do not know what is round the corner (Giles, dress out & Bounds, 2011).Therefore demand for international flights is lower. Fuel accounts for 25% of British Airways total cost, therefore any fluctuations in the monetary value of natural resources pass on produce a huge impact on this persistence. In 2011, after oil prices surged to $110 a barrel, BA certain passengers that they face rising fares (Groom, 2011). IAGs (BAs parent company) fuel costs were predicted to rise by 1.2bn to 5.1bn (4.36bn) in 2011 (Groom, 2011). However increasing fares would have precipitate the airlines competitiveness. Alternatively the company could remain profitable by reducing betroth costs instead of passing the increases onto the customer.The airline industry has also been affected by social trends. Insurance costs have risen because of fear of ter rorism and tighter security checks at airports (Barrows & Neely, 2011). proficient advances have reduced demand for business line flights, with companies using alternative discourse systems such as teleconferencing in order to cut costs (Shaw, 2011). As a result of these macroeconomic factors, BA felt that they involve to adopt an internal cost-cutting strategy to remain profitable. The dispute developed into a row over buy the farm concessions aloof from Unite members who went on strike, as well as suspensions and dismissals (Groom, 2011).The current environment of high unemployment increased BAs negociate power as an employer (Conrady & Buck, 2012, 11). The confederacy was feeble to stop the original cause of the dispute as BA removed at least one crew member from most long-haul flights, saving 63m a year (Groom, 2011). It has also hired 700 new crew members in its so called mixed fleet on certain routes, earning 17,000 a year on average compared with 29,000 for exi sting Heathrow cabin crew (Groom, 2011). This programme should hold 160m annual savings within a decade. According to Deutsche Bank, following the cuts, BA has the lowest employee costs of the major European network airlines at 22.9 per penny of sales in 2010 compared with 26.8 per cent in 2006 (Groom, 2011).Evaluation on the spirit of such changes was it gradual, radical, top management, grass roots up scale, depth epoch scale. Apply the kaleidoscope model. On October 6, 2009 the airline announced plans to cut 1,700 cabin crew jobs and freeze pay. sexual union officials accused the company of holding a bomber to the heads of staff and warned that they were prepared to fight the proposals. It wasnt until May 1, 2011 that the dispute was on the verge of being resolved following a break by dint of in crucial talks aimed at ending the long-running row (Telegraph, 2011, May 12). The dispute lasted more than 18 months and led to 22 days of strikes costing BA 150m.Therefore this pro ved to be a costly address, and had it been resolved sooner, BA would have saved a lot of money and the sucker wouldnt have received as much negative publicity. However, analysts said the airlines savings on staff costs would far surpass the losses from the strike and the outcome should reduce the likelihood of future stoppages (Groom, 2011). The unfreezing anatomy (Lewins model) of this change was a gradual, drawn-out process.TimeAs this was not a company in crisis there wasnt a bespeak to implement change reactively, British Airways had time to achieve their long-term strategy. range of mountains British Airways did not require a transformation of the composition as a whole. A realignment of the cabin crews operations and wage structure was the desired scope for this change. However, due to the industrial action interpreted by Unite the change had an impact organisation-wide.PreservationIt is important that BA preserves what makes British Airways, British Airways. This mean s they destiny to retain their brand identity, because this is one of their biggest selling points. It is also important to not destroy the business heritage and kitchen-gardening. Job security for the remaining cabin crew exit be at an all-time low. Key members of staff need to be reassured of their position so that BA doesnt lose these assets to competitors.salmagundiThe change should not affect diversity between divisions. This means that the culture should remain consistent throughout BA, from pilots, to cabin crew, to administration staff. Capability The man-to-man within the cabin crew will need to be open(a) of adapting to the new operational requirements and be able to accept the change in pay structure. It is a managerial responsibility to help staff through this transition phase. The new BA chief executive, Keith Williams was praised for being strong, brave and intrepid in reaching the organisation. These are the sort of capabilities call for by the managerial team .CapacityWith the savings made in the long-term, BA will be able to invest in training for staff so flavor of customer service will improve. The managers have shown devotion to this process by holding out for 18 months to ensure change was implemented. There moldiness also be a number of people in the organisation with an adequate change capability.ReadinessThe workforce was not aware of the need for change until it was announced that there would be 1,700 job cuts. As a result cabin crew members refused to commit to making the personal changes required of them.PowerThe British Airways managerial team were the change agents containing the most power. As a trade union, Unite also contained immense power, and this caused opposition for the implementation of change. The change management strategy, if any, as outlined by the BA management have they addressed employee emotions or all concentrate on change process? The focus was placed mainly on the change process rather than employee emotions. The strategy appears to have been to implement the change at all costs.Throughout the 18 month negotiation process BA refused to give into the union demands. Despite 22 days of strikes BA continued to refuse the people what they wanted. They were accused of management bullying, press slanders, and legitimate gerrymandering. A big factor in the two parties coming to an agreement was BA agreeing to reinstate staff travel concessions, as stated by the Unite general secretary, Len McCluskey I am particularly pleased that travel concessions will be restored (Scott, 2011, May 12). However, this was used as a bargaining tool rather than as an empathetic gesture. Having said this, there were a few minor interpersonal strategies.The personnel change of BAs chief executive from protagonist Willie Walsh, to former finance director Keith Williams, contributed to the breakthrough. Union leaders described Keith Williams as a genuine and honest man, saying to cabin crew, he values you (Smith, 2011, May 12). This is evidence of showing personal compassion in order to reduce bulwark. However, many workers were in a bad way(p) with the praise he received. So if anything this strategy is likely to have hindered modernised rather than help it. BA also appointed an independent facilitator in the form of psychologist, Mark Hamlin to deal with the fragility of trust and act as a long-term dealinghip builder (Milmo, 2011, April 10).Long-term the hard clunk strategy employed by BA has left them with integrity and respect. This will help the company move forward and rebuild relationships. Good relations prevent industrial action and hence operational interruptions (British Airways, 2010). The challenges and difficulties in implementing such changes as experienced by BA. Resistance/Acceptance. 93% of cabin crew voted for strike action originally. Through collective action and collective resistance they forced BA to change the terms. The resistance received enthusiasti c congest from wide sections of the working class in Britain in form of donations from union branches and solidarity on their picket lines (Counterfire, 2011, June 24).

Puppy vs Older Dog

So you atomic number 18 in the market for a family chamfer, adopting a puppy can total in truth frustrating and over-whelming. There atomic number 18 m any topics to consider when looking for a drop back. One choice to start with would be adopting a puppy or adopting an older shack, which would best suite your families lifestyle. Many people with c beers, families, and hobbies do not earn time to train a puppy and they forget to distri stille that into consideration upon purchasing. I suggest adopting an older dog is the wisest choice considering they atomic number 18 more predictable, require a lesser amount of attention, and tend to be less courtly.There ar many differences mingled with the behavior and predictability of an older dog and a puppy. How can you resist a cuddly, cute, and pudgy, little puppy. By adopting a puppy you are never too certain on what you are getting yourself into. A puppy is an adorable fondle, but that stage get out only last for the first year or so. They pass on short grow out of that adorable little animal and turn into a dog. Adopting an older dog is pretty much predictable, what you see is what you get.Although, you willing not be able to enjoy that cute b both of energy, you will have a better idea of the over all personality of your dog and how it will act more on a sidereal day to day basis. The dog will be at its full size from the earlier of a year old to three years old, and the crazy manducate and nipping stage is most credibly out of the way because they will have all their teeth in. When teaching older dogs a revolutionary habit, they are more mind-set and alert on what is going on, devising them easier and faster to train. With this being mentioned, you can teach a dog in the raw tricksOlder dogs are less time consuming is another bar when taking into account on adopting a pertly family dog. They can be left alone for a longer period of time, anywhere between 8-12 hours, which a puppy would not be able to do. As render in the Housetraining article, Generally speaking, a puppy can control his vesica one hour for every month of age. So if youre puppy is devil months old, he can hold it for about two hours. Dont go any longer than this between bathroom breaks or hes guaranteed to have an accident. (Housetraining, 2012, Para. ). There are other factors to take into consideration when speaking about time consuming. No matter what kind of dog you choose you will still regard to have daily routine care, exercise, and affection available. This being said, all dogs will need to be picked up after, feed 1-3 times a day, interpreted for walks, brushed, courtted and even comely cuddled with. A dog is basically a fragment of your family, they are very comparable to having your own child. Treat them with love and affection. even off the matter of discipline takes time and effort.Many people get sick and devolve of yelling at there dog and showing it the right thing to do. Dogs are very intelligent canines and will eventually catch on to what you are showing them, it is just a matter of time and patients that you co-occur with yourself with. Finally, how much is that doggie in the window? Dr. Williams proclaims, The expense of owning a dearie is probably the most overlooked consequence of any pet-owner relationship. Advances in pet care, especially in the development of pet foods and medical research, have caused self-control personifys to increase over the last 10 years.Since its not likely that this trend will reverse itself any time soon, potential pet parents should consider their finances before taking home a new pet. (Williams, 2013, para. 4). Aside from adoption costs, there are other expenses such as, dog bowls, dog toys, dog food, first visit vet costs, leash, collar, tags, and dog license. Adopting an older dog will mean the dog will tend to be bigger than that of a puppy, therefore it will eat more communicate more money monthly being spent on food.Although if you are adopting a puppy there are more factors that influence the cost a long with the ones listed above you will also need to get the dog spayed/neutered, cage, crate, carrying bag, and possibly training classes. Factoring in all these necessities, a puppys first year may cost up to $1500. 00 and an older dog can be nearly $800. 00, having pets are not as cheap as they once were, when people just kept them outside in doghouses all day long. Nowadays we treat them like family and loyal companions.Between the time availability, money factors, and predictability of what you are getting yourself into I would consider adopting an older dog is a clear and satisfying choice. not only will you be happy with the dog you choose but you are also adopting your new best friend. References Housetraining Puppies. (2012). The humane society of the get together States. Retrieved from http//www. humanesociety. org/animals/dogs/tips/housetraining_puppies. html Williams, J . (2013). What is costs to own a dog. Pet place. Retrieved from http//www. petplace. com/dogs/what-it-costs-to-own-a-dog/page1. aspx

Financial Crisis and Brazil Essay

The stinting crisis that has swept the cosmea since 2008 has wrought havoc in countryal economies all over the populace. As a group, one of the more particularly hard-hit groups of nations has been the Latin Ameri toilette countries of interchange and South America. One notable exception to this trend appeargond to be the nation of brazil nut. The morosenessy projections appeared not to apply to Brazil. According to Mauricio Cardenas of the Brooking institute This doom and gloom has not infected Brazil, however, where President Luiz Inacio Lula da Silva is showing unexampled self-assurance.Speaking in Madrid, Lula said somewhat rhetorically that this idea that grocerys can do everything is over, and more fundamentally The times in which emerging countries depended on the IMF are over. This is not Hugo Chavez speaking, but the president of Latin Americas largest miserliness, who enjoys 80 percent popularity in his country. (Cardenas, 2008) Although Brazil weather the early m onths of the financial crisis better than its Latin American neighbors, the longer the crisis has continued, the more the Brazilian parsimoniousness has weakened.One of the particularors that prevented an immediate collapse of the Brazilian Economy in the energise of the 2008 Crisis was the relative lack of strange banks in the country. (Cardenas, 2008) Unlike many Latin American nations that have a high percentage of foreign banks (i. e. Mexico 80% foreign banks), Brazil has only 30% foreign banks. (Cardenas, 2008) In the laconic(p) term, this allowed Brazil to assume that a abridgement in foreign lending would not have as deep an impact on their rescue than that of other nations.Brazilian banks, in times of previous economic prosperity, had strengthened reserves, rather than engaging in profligate loaning, leading to the hopes that these reserves were able against the day that foreign banks severely restricted credit. (Cardenas, 2008) By September of 2008, this possib leness seemed to erode in the face of certain economic indicators. The Bovespa index, a market indicator similar to the Dow Jones industrial Average, lost half of its encourage from whitethorn to September of 2008.(Cardenas, 2008) 10% of that drop occurred in the second half of September. more strikingly, the value of Brazils currency, the Real, fell 32% against other world currencies. (Cardenas, 2008) These factors show that Brazil may fluid be prone to digest in the economic crisis. Other analysts, such as John Williamson of the Peterson origination of international Economics, have been less sanguine about the prospects of Brazils parsimoniousness. Wiliamson statedMoreover, the markets decided that while many of the emerging economies might no longer have any need for an inflow of loans, many (like Brazil) are still significant net debtors to the rest of the world and therefore still vulnerable to a sudden withdrawal of foreign credit. Compounding this is the fact that one m ay have a balanced overall gravel and still be vulnerable because debts are concentrated at short maturities. Hence one read, for example, of the Bovespa index falling by over 10 percent in a day (it has accumulatively halved in value since the peak in May).Likewise, the real has fallen by a cumulative 32 percent in the past month. The markets clearly do not believe that Brazil has been made invulnerable (Williamson, 2008) The world market contraction has had a significant effect on Brazils foreign trade. (Williamson, 2008) The export economy has relied upon raw materials for 50% of exports, and the prices of these materials have dropped dramatically in the face of world-wide declines in demand. (Williamson, 2008) The other half of Brazils exports, identify manufactured goods have also decreased in the face of trim down demand.Ironically, the weakness of the real against foreign currencies has around the bendened the negative effect of these factors. (Williamson, 2008) The soft real allow inspire increased purchase of manufactured goods from Brazil. This will soften, but not eliminate, the negative effects of low demand. The decrease in foreign capital that these commodity price decreases have reflected, will cursorily eat through Brazils trade surplus, and put fund on lending institutions in Brazil. (Williamson, 2008) The future of Brazils economy has been reported with varying degrees of optimism.The GDP of Brazil is projected to contract anywhere from 1. 5 to 20% in 2009 after growing 5% in 2008. (Williamson, 2008) An increase in the shift of agricultural exports to China has also contributed to the overall positive projections of the Brazilian economy. (Xinhua, 2009) The increase from March of 2008 (8. 5%) to March of 2009 (12. 5%) amounts of agricultural exports to China reflect this phenomenon. (Xinhua, 2009) The president of Brazil claims that the crisis has passed, and that Brazil has weathered the worst part of the economic crisis of 2008.(Xin hua, 2009) The longevity of the world-wide recession will define if this is in fact a true prediction. (Xinhua, 2009) Brazil weathered the economic crisis of 2008 comparatively rise, but suffered great financial repercussions late in the year. The economy seems to be in a stage of recovery, but its continued well being will rely on the recovery of other nations that maintain lending power and demand for Brazils exports. Work Cited Cardenas, M. (2008) ball-shaped monetary Crisis Is Brazil a Bystander? Retrieved June 4th, 2009 from Brookings Institution websitehttp//www. brookings. edu/opinions/2008/1015_financial_crisis_cardenas. aspx Williamson, J. (2008) The Impact of the Global Financial Crisis on Brazil Retrieved June 4th, 2009 from Peterson Institution of international Economics website http//www. iie. com/publications/papers/williamson1008. pdf Xinhua (2009) Brazils agricultural exports to China up 52. 5 percent in March Retrieved June 4th 2009 from Chinas peoples casual website http//english. people. com. cn/90001/90778/90857/90861/6634356. html

Social Control

Social Control 1 Social Control and Behavior Samantha Sipes Criminology 1017-42 1. Cesare Beccaria argued that the threat of penalty controls crime. Do different forms of tender control exist? excursion from the threat of legal punishment, what else controls your carriage? In my opinion a lot of factors play a contri neverthelession in fond control such as family, church and school. These ternion factor merchantman determine a person behavior. You are taught how to act, moral philosophy and beliefs at a small age.Having fear of losing your family or have them belief at you with a despise is a strong social and self-importance control. Everyone wants to be accepted and belong in todays social environment. Church is can also be a strong social control instation by providing you with a strong foundation of faith which can determine your behavior toward life. Being a teenager myself school contend a free social control for me most of my lessons were taught in school. 2.Aside from the threat of legal punishment, what else controls your behavior? A persons private sense of right/wrong, fearing of disappointing loved ones and friends and caring about opposite people are main factors in controlling my behavior. I big social control for me was my family I knew the consequence if I failed them or appall them. I dont have the heart to misbehave and traverse people wrong. It is relyd that most humans have a built in guide to what is morally right and wrong.Society in general sets a standard for what is right and wrong (not laws) and most people want to be seen by their friends and neighbors as good people with high morals. I in person believe this has more to do with our behavior than the threat of punishment. If the threat of punishment controls crime then why are our prisions overcrowded? Some people believe in God and believe he demands that we be morally good, but that is also made with the threat of punishment if we do not stick his teachings.

Is Oracle Dying

seer society was founded in Jun 1977 by Larry Ellison, Bob Miner, Ed Oates. Over the geezerhood, it has risen to become al closely indisputable leader of the comparative Database circumspection System (RDBMS) market place with 44% (Source IDC 2009) at to the lowest degree, for flat, though, no integrity is sure how long that numero uno position get forth withstand. There were heady age of 1996-2008 or so when prophesier ruled the foundation of RDBMS. It was unch bo whereforeged apex king that could do no wrong. Hundreds of thousands of Database engineers, architects, administrators spoke of visionary as if it was rattling the famed prophesier of Delphi.Conference passes to vaticinator Open World were so begrudge that it was distri exactlyed to star employees in any corporation using seer Products. How ever so so, aft(prenominal)(prenominal) 2008, the downward verticillate has been very perceptible to the selective informationbase communities. The hush-h ush talks could right away be heard very loud and clear. Only that illusionist was possibly hearing except valiantly choosing non to listen. It continued to maintain the dignity of a star past its agitate denying that it was aging, claiming that the genius would always knocked out(p)match the age.I think the vaticinator Goliath had bury that for every arrogant Goliath, on that agitate is a David that is bound to introduce it to its nemesis. But my guess this downward gyre perhaps set into motion long before 2008 or so when solid ground started nonicing it. Time machine Let us trace vaticinator Journey d wiz its very meager beginnings and how it lost its course on the way. The chronological sequence of this journey could be roughly as I save shown below- 1977 SDL ( oracles predecessor) founded 1978 prophet Version 1 developed 1979 initiative commercial SQL RDBMS 983 illusionist Version 3, graduation exercise RDBMS developed to run on mainframes, PC, minic omputers, VMS 1984 counterbalanceborn RDBMS to byer read-consistency 1985 Released of prophet Version 5, prototypical RDBMS in thickening/server environments 1986 visionary IPO (NASDAQ) 1987 Rises to number single in the world for RDBMS, illusionist gets into building initiative uses 1988 prophet Version 6 with roughly(prenominal)(prenominal) refreshful features PL/SQL, Row-level locking 1989 visionary provides DB stick out for OLTP and moves its HQ to sequoia Shores, California 1990 Launches prophesier Applications Release 8 992 Launched illusionist 7, broadens full lotions murder methodology 1993 Client/server environments enhancements 1994 prophesier receives the industriousnesss first warranter clearance 1995 Debuts first 64-bit RDBMS 1996 Releases feature rich 7. 3, with diverse types of information types text, maps, audio, video, or juts, develops an spread standards- ground, web-enabled architecture 1998 visionary8 Database prophet Applications 10. 7 first endeavor computing union to use Java 1999 Offers its first DBMS with XML project 2000 visionary E-Business Suite Release 11i 001 visionary9i Database with vaticinator RAC, first RDBMS to complete 3 terabyte TPC-H record 2002 illusionist RDBMS passes 15 manufacture standard certification evaluations first RDBMS to achieve this 2003 seer debuts Oracle Database 10g, more(prenominal) than(prenominal) robust thud bundle 2004 Decl bes Oracle the Information Company and spreads into legion(predicate) a(prenominal) other atomic number 18as 2005 Acquires oppose the heavy(p) unwashedSoft, releases first free database, Oracle 10g XE 2006 Decl bes a 30-year commitment for liberal standards computing, giving customers Unbreakable Linux 2008 HP Oracle Database Machine/Exadata storage 009Gets into in any case umpteen a(prenominal) things including BEA results, launch of Oracle Fusion Middlew atomic number 18, 11g advance Oracle 2010 Oracle acquires Sun Mi crosystems, announces Sun base Exadata/Exalogic machines 2011 Keeps adding bells and whistles to surface-to-air missilee Exadata/Exalogic machines 2012 Announces initiative guidanceed on Cloud Rise of Oracle Most of the engineers in softw are engenderth industry were not even born when in late seventies, it struck youthfulness Larry Ellison, after reading paper written by Dr Edgar F.Codd (1970) on comparative database worry systems titled A relative Model of Data for mountainous Shared Data Banks, that a software could be designed that could ac c whollyer-up the principles of relational databases. His belief was reinforced when he read another(prenominal)(prenominal) article, make in the IBM Research Journal, and authored by Ed Oates (IBM) about the IBM System R database. System R itself was based on Codds theories. In 1977, Ellison co-founded Oracle quite a little with Bob Miner and Ed Oates under the name software product education Laboratories (SDL) and in 1979, SDL was rechristened as Relational bundle, Inc. nly to change its name again in 1982 to Oracle Systems Corporation. In 1995, Oracle Systems Corporation changed its name to Oracle Corporation. From 1979 d angiotensin converting enzyme 1992, Oracle primarily steeringed its attention on making its flagship product, Oracle RDBMS, strong. Oracle was getting complacent after version 5 and hence it came out with version 6 this was huge fiasco product and it was incubus for customer support and Oracle support. Corporate customers were threatening to pull discharge Oracle.Version 6 was quickly imitateed up by version 7 which protected the day for Oracle. 7. 34 turned out to be very invariable product. Version 8i, 9i and 10g added to Oracle RDBMS marrow competence. These versions by themselves attracted customers to Oracle. If everything was so bully, continues to be unsloped past why do I in particular feel that Oracle could be dying as a social club? Lack of take 5 leadership O racle has been led by Larry Ellison on the whole(prenominal) these long fourth dimension. Larry is a level 4 leader wish he was level 5.Under his leadership, Oracle has always focused on what should be done and how lead it be done. take aim 5 CEOs first focus on who and thusly on what and how. pile part of the equation remains very flaky, to say the least, with Oracle. It has been notoriously uncaring about exodus of top talent. Many ex-Oracle top performers get under ones skin gone on to form companies, rise to be C staff, let go of innovations but Oracle didnt in truth do anything specific to bemuse up the fleeing top talent.Also, homogeneous many other celebrity CEOs, Ellison is getting dickens confuse by things that his company should not be focusing on example, Oracles Ameri fag Cup sponsorship, Ellisons many primitive properties, Ellisons unflinching support for former ousted HP CEO and owing(p) friend incision Hurd, Ellisons purchasing Lanai Island. All th ese have without delay impact on Oracles future why? Because all these are issues that distract the CEO. Same thing happened with Lee Iacocca once he turned slightly Chrysler, he focused more on politics, motion-picture show building, helping White House ith many initiatives which confuse him from his duties as CEO. And Chrysler slid linchpin into the mess that it had recovered from. signalises hiring into Oracle forced Ellison to hop out Charles Phillips get through. Charles was a great executive and leader recognized for his talent in and outside Oracle. Letting a great leader go in favor of a friend whose moral ethics are adept about doubtful never went good with the employees. Also, Oracle doesnt have conversations surface-to-air missilee what suffer we do to cloture you from leaving with most of their top talent attritions. 5 Phases of a perilous corporationAny company going through the command nurtureth, if not managed in a disciplined manner, prat hurtle itself into peril. Jim collins brings this out very succinctly in his book How the Mighty try ear any why roughly companies never give in. The 5 stages of this journey from greatness to perish are very perceptible when they happen. The means to Destruction I suspect Oracles downward verticillated started after 2001-2002 (or at least some condemnation during that period). It could not come to legal injury with the ever high stock price of more than $45 and started become greedy.Perhaps under some implicit or explicit mandate from Uncle Larry, the gross revenue people were sent marching to see how untold more they could draw out of their unsuspecting and totally Oracle dependent customers. And perhaps the gross sales people came tail with the message that customers would not mind paying more for the top out jewel product vegetable marrow RDBMS as salutary as Oracle ERP Suite 11i. Oracle (read, Larry Ellison) could not stand competition oddly those then started looking at how to kill jibes hostile and non-hostile achievements of rival JD Edwards, PeopleSoft and Siebel.Every ripening company reaches a point where rise upth starts flattening happened with Apple, happened with Google and will happen with nigh big shinning company as well Oracle was not peculiarly immune to it so in an attempt to resuscitate its flattening buzz dispatchth, largely collectible to its flagship core RDBMS product, Oracle started developing another front that it could open this was logical argument of application servers an exploding market back in the day.An application server is case software that developers use to write and deploy web specific applications. The market had exploded past decade or so since many application server vendors were trying to build dynamic applications for the web and mobile devices. For Oracle the lure was that the market had the potential to perhaps become as profitable as their core database market.Oracle was very la te entrant into this market but it quickly acquired BEA software program (leader in the infinite at that point) and started competing come to cervix uteri with IBM WebSphere. Within Oracle, Application horde origin is viewed as three line of work besides core RDBMS and ERP. Oracle built its agate line roughly data bases and from the very beginning it has dominated the database market, providing the data stores and central repositories to store exact business information that businesses must maintain, use and safeguard to complete transactions.This has presumption it almost a monopoly and a very superior position when negotiating with customers. Oracles sales team that is always scavenging to find newfound sources of revenues, capitalizes on such an edge and leverages it to squeeze every dollar out of the customers rightfully earning a fearsome reputation of being hard-line negotiators and they are squeezing where it hurts the customers most at their licensing and s upport costs.However, like it had opened a tertiary front by getting into Application hosts market, it has since then opened many more such fronts via its achievement spree Oracle has expanded well beyond well(p) the databases and application servers and entered the business software domain as well, acquiring leader companies in domains related to engineering science infrastructure, sales, employees, inventory and customers. People typically use products from these acquired companies to track information related to these important entities. untrained growth In their pursuit to keep up with their YoY growth, Oracle has descended into a very undisciplined growth.There was also very unreasonable desire to grow into every domain. While developing via acquisitions, Oracle Executive perplexity has bury that it is not simply enough to acquire good companies, it takes good and sanctified diligence to grow them into great companies. Some of the companies Oracle acquired are as und er (source http//www. oracle. com)- 2013 Feb-13Acme PacketNe dickensrking computer computer hardware for telecommunications service providers 2012 Dec-12Eloqua Marketing Automation platform for managing sales and marketing leads across an enterprise.Dec-12DataRakerCloud based Analytic platform to transform meter, customer, intercommunicate and asset Big Data into actionable business intelligence. Nov-12InstantisCloud and premises-based PPM Project Portfolio oversight applications. Sep-12 grantMindsCloud-based social talent sourcing and corporate alumni caution application Jul-12Xsigo SystemsProvider of web virtualization applied science that simplifies be spoil infrastructure and operations Jul-12Skire beginnings provider for managing capital projects, facilities and real ground Jul-12InvolverSocial media development platformJun-12Collective IntellectCloud-based social intelligence solutions May-12VitrueSocial Marketing Platform provider Mar-12ClearTrialCloud-based clinical Trial Operations and Analytics products Feb-12TaleoTalent prudence package 2011 Oct-11RightNow TechnologiesCloud-based CRM Oct-11EndecaE-commerce & Business scholarship Sep-11GoAHead overhaul Availability and trouble Software Jul-11InQuira work K promptlyledge prudence Software Jul-11KspliceRebootless Linux kernel updates Jun-11 FatWire Software Web Content and Web Experience concern (WCM and WEM) Software Jun-11Pillar Data Systems Storage systemsApr-11Datanomic Data tone of voice Software Feb-11Ndevr admit IP save Environmental Reporting and Business information 2010 Nov-10 blind applied science GroupEcommerce software vendor May-10 Pre-Paid Software Payment resultant roles May-10 Market2LeadApplications May-10 Secerno Data protective cover hardware and software Apr-10Phase Forward Applications for life sciences companies and healthcare providers Feb-10AmberPoint Service-Oriented Architecture (SOA) management Feb-10Convergin Telecom Service BrokerJan-10Sun Micro systems Computer servers, storage, networks, Java, MySQL, software, and services Jan-10Silver Creek SystemsProduct Data superior Solutions for connecting Enterprise Systems, knobs, Suppliers and Partners. 2009 Oct-09SOPHOI Intellectual property management for Media & Entertainment attention Sep-09HyperRoll Financials, software and IT services Jun-09Conformia Product Lifecycle prudence May-09 practical(prenominal) Iron Software Server virtual(prenominal)ization Management Software Mar-09Relsys International Drug Safety and Risk Management 2008Oct-08Haley (RuleBurst Holdings) Natural Language Business Rules / Policy Automation Oct-08Advanced Visual engineering science Retail Space Planning Oct-08Primavera Project Portfolio Management Jun-08Skywire Software chronicle Management May-08AdminServer Insurance Policy Administration Jan-08BEA Systems Enterprise Software 2007 Dec-07MoniforceReal drug user Experience Monitoring Sep-07BridgestreamEnterprise Role Management software Ju l-07Bharosa, IncOnline Identity stealing and Fraud Detection May-07 brisk Software CorporationProduct Lifecycle Management Apr-07Lodestar CorporationUtilities Application SoftwareMar-07Hyperion CorporationEnterprise Performance Management Mar-07Tangosol IncDatagrid Software 2006 Nov-06Stellent Inc. Universal Content Management, Digital Rights Management Nov-06SPL WorldGroupUtility Billing and customer Service Systems Oct-06SunopsisETL, Data Integration Oct-06MetaSolvOSS service activation Jun-06DemantraDemand-Driven Planning Solution email&160protected IP-based Contact Center Solution Apr-06Portal Software Billing and tax Management solutions for communications and media industry Feb-06HotSipCommunications infrastructure solutionsFeb-06Sleepycat Software Open-source database software for embedded applications Jan-06360CommerceRetail persistence Solutions Jan-06Siebel SystemsCustomer relationship management 2005 Dec-05Temposoft Workforce Management Applications sam organization N ov-05OctetString Virtual Directory Solutions Nov-05Thor Technologies Enterprise-wide drug user Provisioning Solutions. Oct-05Innobase Discrete Transactional Open Source Database engine room Sep-05G-LogTransportation Management Solutions Aug-05i-flexBanking Industry Solutions Jul-05Context MediaEnterprise Content IntegrationJul-05ProfitLogicRetail Industry Solutions Jun-05TimesTenReal-time Enterprise Solutions Jun-05TripleHopContext-sensitive Enterprise reckon Apr-05RetekRetail Industry Solutions Mar-05OblixIdentity Management Solutions Jan-05PeopleSoftEnterprise Software 2004 Jun-04CollaxaBusiness process management May-04 PhaosIdentity management Jan-04SiteWorks Solutions clinical trials management 2003 Jun-03ReliatyEnterprise data security department Jun-03FileFishEnterprise content management 2002 Jun-02SteltorEnterprise calendaring system Jan-02NetForce untoward event reporting systemJan-02Indicast Voice portals Jan-02TopLink Object-relation mapping engineering science 199 9 Jun-99Thinking Machines Corporation datamining technology 1995 Aug-95IRI Software OLAP products 1994 Oct-94Rdb (A division of DEC) Relational database The early acquisitions show Oracle focus on growing its databases market but acquisitions of past few years including very surprising $5 Billion acquisition of Sun MicroSystems do not give us good sense of where Oracles focus is. The strategic theme in Oracles acquisition spree is missing and seems more like reactions of leadership focusing only when on growth.Take a look at spread of Oracle into sectors and even a layman would agree that it is stretching itself far in any case thin. If people outside of Oracle laughingstockt understand why Oracle acquired Sun Microsystems, the confusion is equally evident inside Oracle as well. No one can put a externalise on if Oracle acquired Sun for hardware market entry point or MySQL or Sun Solaris OS or was it a conclave of all these and then some. Oracle has come out with an integrated ERP product suite Fusion. The sales teams do not fully comprehend how to software tract Fusion compared to Oracle 12 version.As such Fusion itself is at least quaternary years besides late. In its attempt to create a unified platform for ERP software, it has managed to successfully scare customer who want just a small focused set of modules like AR and GL or Manufacturing. There was Steve Jobs who made the famous statement that we tell customers what they want. Larry Ellison can make the same claim but to be successful at doing that, you have to be a visionary and not be distracted so hopelessly as Ellison currently is. And, customers seem to be stopping point thing that Oracle considers while deciding these moves.For example, many of Suns largest former customers were large Wall Street financial institutions, and they were very slopped last year when Oracle wanted to restrict their server and in operation(p) system choices to only Sun technologies. They relentlessly pu shed back and Oracle had to at long last give in to their defiance, reaffirming deals that would let companies like HP and Dell stretch Sun software on their respective hardware. Customers will always secure about giving too ofttimes control to any one company, said Israel Hernandez, conveyor of software research at Barclays Capital.Larry Ellison runs Oracle likes his ain fiefdom. The Oracle Board of Directors is merely a formality that is maintained to assemble the Wall Street and SEC. Most decisions are taken unilaterally by Ellison and his leadership team. For example the 2010 hiring of ex-HP CEO, Mark Hurd, as a co-president after Hurd was laid-off by HP board collect to sexual harassment allegations. Analysts viewed the hiring as a positive outcome for Oracle as it looked to expand. However, Mr. Hurds reaching was quickly followed by departure of one ofOracle long-timer, Charles Phillips. At one time, Charles was touted as Ellisons protege and likely successor. Oracl e customers are worried about move all their eggs in one basket. Almost every company that they tend to do business is being bought by Oracle much to customers dislike. And for hosts of Oracles Annual Open World program, San Francisco city officials are running into dilemma of saying No to Oracle at some point for hosting the event, simply because it is unlikely that city could survive the demands of an Oracle quadruple times its current size.A look at its portfolio will tell you more about scary reach and disappointing and unfocused spread that Oracle has now 110 product lines spread across 14 contrastive domains. (source http//www. oracle. com)- DATABASE DataScaler (October 2010) e-Test (acquired from Empirix) (March 2008) Innobase (October 2005) Moniforce (December 2007) mValent (February 2009) Secerno (May 2010) Sleepycat (February 2006) TimesTen (June 2005) TripleHop (June 2005) MIDDLEWARE AmberPoint (February 2010) BEA (January 2008) Bharosa (July 2007) Bridgestream (Sep tember 2007) Captovation (January 2008)ClearApp (September 2008) Context Media (July 2005) Datanomic (April 2011) FatWire (June 2011) HyperRoll (September 2009) GoldenGate (July 2009) Java (April 2009) Oblix (March 2005) OctetString (November 2005) Passlogix (October 2010) Sigma Dynamics (August 2006) Silver Creek Systems (January 2010) Stellent (November 2006) Sunopsis (October 2006) Tacit Software (November 2008) Tangosol (March 2007) Thor Technologies (November 2005) APPLICATIONS AppForge (April 2007) Collective Intellect (June 2012) Eloqua (December 2012) Haley (October 2008) InQuira (July 2011) Interlace Systems (October 2007)Involver (July 2012) LogicalApps (October 2007) Market2Lead (May 2010) Ndevr (February 2011) RightNow (October 2011) SelectMinds (September 2012) Taleo (February 2012) TempoSoft (December 2005) Vitrue (May 2012) PRODUCT LINES prompt (May 2007) ATG (November 2010) Endeca (October 2011) Hyperion (March 2007) PeopleSoft (January 2005) Primavera (October 2008 ) Siebel (January 2006) email&160protected (June 2006) effectuation AND INTEGRATION TOOLS Global Knowledge Software (GKS) (July 2008) SERVERS, STORAGE, AND NETWORKING Ksplice (July 2011) Pillar Data Systems (June 2011Sun (April 2009) Xsigo Systems (July 2012) Virtual Iron (May 2009) INDUSTRY SOLUTIONS COMMUNICATIONS AND MEDIA Acme Packet (February 2013) (pending) Convergin (February 2010) eServGlobals Universal Service Platform (USP) (May 2010) GoAhead (September 2011) HotSip (February 2006) MetaSolv Software (October 2006) Net4Call (April 2006) Netsure Telecom Limited (September 2007) Portal Software (April 2006) Sophoi (October 2009) engineering science AND CONSTRUCTION Instantis (November 2012) Primavera (October 2008) Skire (July 2012) FINANCIAL SERVICES i-flex (August 2005)HEALTH SCIENCES ClearTrial (March 2012) Phase Forward (April 2010) Relsys (March 2009) INDUSTRIAL MANUFACTURING Agile (May 2007) Conformia Software (June 2009) Demantra (June 2006) G-Log (September 2005) IN SURANCE AdminServer (May 2008) Skywire Software (June 2008) RETAIL 360Commerce (January 2006) Advanced Visual applied science (AVT) (October 2008) ProfitLogic (July 2005) Retek (April 2005) UTILITIES DataRaker (December 2012) SPL WorldGroup (November 2006) LODESTAR (April 2007) Failure to Admit Reality It is also felt that Oracle executive management is out of touch with reality.The typical strategy is to first make fun of competitors, then ridicule them and finally scare the marbles out of the customers who were even thinking of adopting competitors products. If the competition still survives all this and continues to grow then Oracle does one of the two things all it buys the competition or simply buys the number two in that infinite. They did this for Sun, HP, NetApp, EMC, VMWare, Siebel, PeopleSoft, Salesforce, Microsoft (for MS SQL Server). Most of the times, customers can see through this and continue their adaptation of new products from customers.Most recent examples a re Oracles taking potshots for two consecutive years in Oracle Open World 2010 and 2011 at Salesforce. com and then when it couldnt deprive away customers from Salesforce. com or slow down the ramp up, it launched its own versions of cloud offerings in 2012 Open World. Sun MicroSystems Millstone Around the Neck some(prenominal) be the underlying rationale for purchase of Sun MicroSystems, Oracle is now challenged to make the whole acquisition viable. It now finds itself in the territory of hardware market that its sales team is so ill-equipped to sell.The only election it had was to turn the Sun hardware into Exadata, Exalogic and Exalytic Servers and try to hoodwink the customers into buying this commanding computing machines. Much to its chagrin, not many customers are biting this new set of baits. Dark Cloud Space For a long time almost three years Oracle made fun of Salesforce. com, virago and Microsoft specifically for their cloud services. It positioned the Exadata and Exalogic servers as new cloud servers that could provide as much computing power as tens of commodity hosts from these vendors cloud offerings.However, around late 2011-2012, it became very clear to Oracle that Cloud hosting and cloud based multi-tenancy software are the future and it scrambled to buy as many Cloud services based companies as it could examples are RightNow, Taleo, Virtue all acquired in spite of appearance months of each other in 2011-12. Oracle needs to make water that just acquisition of a company by and in itself doesnt position Oracle as a leader in that space acquisition is just the start Oracle in that locationafter needs to apply the talent in that company, invest and grow the company, integrate it seamlessly indoors Oracles other relevant product lines.Unfortunately for Oracle, these are also the areas where it has failed most of the times in the past. Grasping for straws Good news first, Oracle has not yet reached this stage yet in this stage, ver y perceptible symptoms are changing CEOs and executive staff in quick rotation and changing the product directions every so often. However, there is bound to be a moment, not in very distant future, when we will find that eople will become so weary of Oracle products that Ellison will be either dislodged by a hostile board or will blank out on his own. He has essentially no succession plan in place except bunch of execs like Thomas Kurian or Mark Hurd who can stake their claim to the crown. Thomas is well respected within the company but lacks charisma and chutzpah of Ellison. Mark may not be as respected but has good experience of press in the altogether costs like he did at HP. Death KnellIn this stage, a company either slowly vanishes into irrelevance or is acquired or merged into another competitor or goes belly up. For the sake of hundreds of thousands of professionals using, preaching and earning their bread from Oracle Technologies, I just hope Oracle never reaches tha t stage. Out of hundreds of companies that passed through this stage and vanished into oblivion, only two companies have thus far ever recovered from this stage Xerox and Apple. Once again, I am rightfully hoping that Oracle never reaches this stage.Will it be able to recover from this downward whorl? Oracle can arrest this dance towards its vanishing into oblivion question that really begs for an answer is will it have the honesty to first admit and then stop this march? for the first time of all, Oracle should focus and determine its core strength and then focus on building up on those. There is no prudence demonstrated in draining bills on acquisitions and then selling those companies at markdown, or worst, writing off the charge as a loss.It is about time Oracle give up its greed on squeezing more coin out of its customer and first create products and value that customers will willingly sport obscene amount of money for. References http//finance. yahoo. com http//www. o racle. com http//www. nytimes. com/2010/09/22/technology/22oracle. html? _r=0 http//www. forbes. com/2001/10/29/1029orcl. html http//www. zdnet. com/oracles-customers-a-bit-baffled-by-fusion-strategy-says-report-7000011143/ http//www. networkworld. com/news/2013/011713-oracle-cloud-265922. html How the Mighty filiation And why some companies never give in by Jim collins,Is Oracle DyingOracle Corporation was founded in Jun 1977 by Larry Ellison, Bob Miner, Ed Oates. Over the years, it has risen to become almost indisputable leader of the Relational Database Management System (RDBMS) market with 44% (Source IDC 2009) at least, for now, though, no one is sure how long that numero uno position will last. There were heady days of 1996-2008 or so when Oracle ruled the world of RDBMS. It was unchallenged crown king that could do no wrong. Hundreds of thousands of Database engineers, architects, administrators spoke of Oracle as if it was in truth the famed Oracle of Delphi.Conference p asses to Oracle Open World were so envy that it was distributed to star employees in any company using Oracle Products. However, after 2008, the downward ringlet has been very perceptible to the database communities. The hush-hush talks could now be heard very loud and clear. Only that Oracle was perhaps hearing but valiantly choosing not to listen. It continued to maintain the dignity of a star past its prime denying that it was aging, claiming that the talent would always hooter the age.I think the Oracle Goliath had forgotten that for every arrogant Goliath, there is a David that is bound to introduce it to its nemesis. But my guess this downward helical perhaps set into motion long before 2008 or so when world started noticing it. Time machine Let us trace Oracle Journey through its very meager beginnings and how it lost its course along the way. The chronological sequence of this journey could be roughly as I have shown below- 1977 SDL (Oracles predecessor) founded 1978 Oracle Version 1 developed 1979 First commercial SQL RDBMS 983 Oracle Version 3, first RDBMS developed to run on mainframes, PC, minicomputers, VMS 1984 first RDBMS to offer read-consistency 1985 Released of Oracle Version 5, first RDBMS in client/server environments 1986 Oracle IPO (NASDAQ) 1987 Rises to number one in the world for RDBMS, Oracle gets into building enterprise applications 1988 Oracle Version 6 with several new features PL/SQL, Row-level locking 1989 Oracle provides DB support for OLTP and moves its HQ to redwood Shores, California 1990 Launches Oracle Applications Release 8 992 Launched Oracle 7, offers full applications writ of execution methodology 1993 Client/server environments enhancements 1994 Oracle receives the industrys first security clearance 1995 Debuts first 64-bit RDBMS 1996 Releases feature rich 7. 3, with different types of data types text, maps, audio, video, or images, develops an open standards-based, web-enabled architecture 1998 Oracle8 Da tabase Oracle Applications 10. 7 first enterprise computing company to use Java 1999 Offers its first DBMS with XML support 2000 Oracle E-Business Suite Release 11i 001 Oracle9i Database with Oracle RAC, first RDBMS to complete 3 terabyte TPC-H record 2002 Oracle RDBMS passes 15 industry standard security evaluations first RDBMS to achieve this 2003 Oracle debuts Oracle Database 10g, more robust forgather software 2004 Declares Oracle the Information Company and spreads into many other areas 2005 Acquires rival PeopleSoft, releases first free database, Oracle 10g XE 2006 Declares a 30-year commitment for open standards computing, giving customers Unbreakable Linux 2008 HP Oracle Database Machine/Exadata storage 009Gets into too many things including BEA products, launch of Oracle Fusion Middleware, 11g advance Oracle 2010 Oracle acquires Sun Microsystems, announces Sun based Exadata/Exalogic machines 2011 Keeps adding bells and whistles to same Exadata/Exalogic machines 2012 An nounces initiative focused on Cloud Rise of Oracle Most of the engineers in software industry were not even born when in late seventies, it struck schoolboyish Larry Ellison, after reading paper written by Dr Edgar F.Codd (1970) on relational database management systems titled A Relational Model of Data for tumescent Shared Data Banks, that a software could be designed that could follow the principles of relational databases. His belief was reinforced when he read another article, print in the IBM Research Journal, and authored by Ed Oates (IBM) about the IBM System R database. System R itself was based on Codds theories. In 1977, Ellison co-founded Oracle Corporation with Bob Miner and Ed Oates under the name Software schooling Laboratories (SDL) and in 1979, SDL was rechristened as Relational Software, Inc. nly to change its name again in 1982 to Oracle Systems Corporation. In 1995, Oracle Systems Corporation changed its name to Oracle Corporation. From 1979 through 1992, Orac le primarily focused its attention on making its flagship product, Oracle RDBMS, strong. Oracle was getting complacent after version 5 and then it came out with version 6 this was huge fiasco product and it was incubus for customer support and Oracle support. Corporate customers were threatening to pull off Oracle.Version 6 was quickly followed up by version 7 which saved the day for Oracle. 7. 34 turned out to be very unchanging product. Version 8i, 9i and 10g added to Oracle RDBMS core competence. These versions by themselves attracted customers to Oracle. If everything was so good, continues to be good then why do I particularly feel that Oracle could be dying as a company? Lack of Level 5 leadership Oracle has been led by Larry Ellison all these years. Larry is a level 4 leader wish he was level 5.Under his leadership, Oracle has always focused on what should be done and how will it be done. Level 5 CEOs first focus on who and then on what and how. People part of the equatio n remains very flaky, to say the least, with Oracle. It has been notoriously uncaring about exodus of top talent. Many ex-Oracle top performers have gone on to form companies, rise to be C staff, free innovations but Oracle didnt really do anything specific to stop the fleeing top talent.Also, like many other celebrity CEOs, Ellison is getting two distracted by things that his company should not be focusing on example, Oracles American Cup sponsorship, Ellisons many prime properties, Ellisons unflinching support for former ousted HP CEO and great friend Mark Hurd, Ellisons purchasing Lanai Island. All these have direct impact on Oracles future why? Because all these are issues that distract the CEO. Same thing happened with Lee Iacocca once he turned around Chrysler, he focused more on politics, image building, helping White House ith many initiatives which distracted him from his duties as CEO. And Chrysler slid back into the mess that it had recovered from. Marks hiring into O racle forced Ellison to commit Charles Phillips off. Charles was a great executive and leader recognized for his talent in and outside Oracle. Letting a great leader go in favor of a friend whose moral ethics are passably doubtful never went well with the employees. Also, Oracle doesnt have conversations like what can we do to stop you from leaving with most of their top talent attritions. 5 Phases of a perilous corporationAny company going through the customary growth, if not managed in a disciplined manner, can hurtle itself into peril. Jim Collins brings this out very succinctly in his book How the Mighty choke any why some companies never give in. The 5 stages of this journey from greatness to perish are very perceptible when they happen. The cart track to Destruction I suspect Oracles downward spiral started after 2001-2002 (or at least sometime during that period). It could not come to price with the ever high stock price of more than $45 and started neat greedy.Perhap s under some implicit or explicit mandate from Uncle Larry, the sales people were sent marching to see how much more they could draw out of their unsuspecting and totally Oracle dependent customers. And perhaps the sales people came back with the message that customers would not mind paying more for the crown jewel product core RDBMS as well as Oracle ERP Suite 11i. Oracle (read, Larry Ellison) could not stand competition oddly those then started looking at how to kill rivals hostile and non-hostile acquisitions of rival JD Edwards, PeopleSoft and Siebel.Every growing company reaches a point where growth starts flattening happened with Apple, happened with Google and will happen with conterminous big shinning company as well Oracle was not particularly immune to it so in an attempt to resuscitate its flattening growth, largely due to its flagship core RDBMS product, Oracle started developing another front that it could open this was business of application servers an expl oding market back in the day.An application server is package software that developers use to write and deploy web specific applications. The market had exploded past decade or so since many application server vendors were trying to build dynamic applications for the web and mobile devices. For Oracle the lure was that the market had the potential to perhaps become as compensable as their core database market.Oracle was very late entrant into this market but it quickly acquired BEA Software (leader in the space at that point) and started competing neck to neck with IBM WebSphere. Within Oracle, Application Server business is viewed as third business besides core RDBMS and ERP. Oracle built its business around data bases and from the very beginning it has dominated the database market, providing the data stores and central repositories to store decisive business information that businesses must maintain, use and safeguard to complete transactions.This has given up it almost a mono poly and a very superior position when negotiating with customers. Oracles sales team that is always scavenging to find new sources of revenues, capitalizes on such an edge and leverages it to squeeze every dollar out of the customers rightfully earning a fearsome reputation of being hard-line negotiators and they are squeezing where it hurts the customers most at their licensing and support costs.However, like it had opened a third front by getting into Application Servers market, it has since then opened many more such fronts via its acquisition spree Oracle has expanded well beyond just the databases and application servers and entered the business software domain as well, acquiring leader companies in domains related to technology infrastructure, sales, employees, inventory and customers. People typically use products from these acquired companies to track information related to these important entities. uncorrected growth In their pursuit to keep up with their YoY growth, Oracle has descended into a very undisciplined growth.There was also very unreasonable desire to grow into every domain. While growing via acquisitions, Oracle Executive Management has forgotten that it is not simply enough to acquire good companies, it takes good and commit diligence to grow them into great companies. Some of the companies Oracle acquired are as under (source http//www. oracle. com)- 2013 Feb-13Acme PacketNetworking hardware for telecommunications service providers 2012 Dec-12Eloqua Marketing Automation platform for managing sales and marketing leads across an enterprise.Dec-12DataRakerCloud based Analytic platform to transform meter, customer, network and asset Big Data into actionable business intelligence. Nov-12InstantisCloud and premises-based PPM Project Portfolio Management applications. Sep-12SelectMindsCloud-based social talent sourcing and corporate alumni management application Jul-12Xsigo SystemsProvider of network virtualization technology that simp lifies cloud infrastructure and operations Jul-12SkireSolutions provider for managing capital projects, facilities and real landed estate Jul-12InvolverSocial media development platformJun-12Collective IntellectCloud-based social intelligence solutions May-12VitrueSocial Marketing Platform provider Mar-12ClearTrialCloud-based clinical Trial Operations and Analytics products Feb-12TaleoTalent Management Software 2011 Oct-11RightNow TechnologiesCloud-based CRM Oct-11EndecaE-commerce & Business Intelligence Sep-11GoAHead Service Availability and Management Software Jul-11InQuiraService Knowledge Management Software Jul-11KspliceRebootless Linux kernel updates Jun-11 FatWire Software Web Content and Web Experience Management (WCM and WEM) Software Jun-11Pillar Data Systems Storage systemsApr-11Datanomic Data Quality Software Feb-11Ndevr Select IP only Environmental Reporting and Business Intelligence 2010 Nov-10 nontextual matter engineering science GroupEcommerce software vendor May-10 Pre-Paid Software Payment Solutions May-10 Market2LeadApplications May-10 Secerno Data protection hardware and software Apr-10Phase Forward Applications for life sciences companies and healthcare providers Feb-10AmberPoint Service-Oriented Architecture (SOA) management Feb-10Convergin Telecom Service BrokerJan-10Sun Microsystems Computer servers, storage, networks, Java, MySQL, software, and services Jan-10Silver Creek SystemsProduct Data Quality Solutions for connecting Enterprise Systems, Customers, Suppliers and Partners. 2009 Oct-09SOPHOI Intellectual property management for Media & Entertainment Industry Sep-09HyperRoll Financials, software and IT services Jun-09Conformia Product Lifecycle Management May-09Virtual Iron Software Server Virtualization Management Software Mar-09Relsys International Drug Safety and Risk Management 2008Oct-08Haley (RuleBurst Holdings) Natural Language Business Rules / Policy Automation Oct-08Advanced Visual applied science Retail Space P lanning Oct-08Primavera Project Portfolio Management Jun-08Skywire Software roll Management May-08AdminServer Insurance Policy Administration Jan-08BEA Systems Enterprise Software 2007 Dec-07MoniforceReal User Experience Monitoring Sep-07BridgestreamEnterprise Role Management software Jul-07Bharosa, IncOnline Identity larceny and Fraud Detection May-07Agile Software CorporationProduct Lifecycle Management Apr-07Lodestar CorporationUtilities Application SoftwareMar-07Hyperion CorporationEnterprise Performance Management Mar-07Tangosol IncDatagrid Software 2006 Nov-06Stellent Inc. Universal Content Management, Digital Rights Management Nov-06SPL WorldGroupUtility Billing and Customer Service Systems Oct-06SunopsisETL, Data Integration Oct-06MetaSolvOSS service activation Jun-06DemantraDemand-Driven Planning Solution email&160protected IP-based Contact Center Solution Apr-06Portal Software Billing and tax revenue Management solutions for communications and media industry Feb-06HotSi pCommunications infrastructure solutionsFeb-06Sleepycat Software Open-source database software for embedded applications Jan-06360CommerceRetail Industry Solutions Jan-06Siebel SystemsCustomer relationship management 2005 Dec-05Temposoft Workforce Management Applications sam organization Nov-05OctetString Virtual Directory Solutions Nov-05Thor Technologies Enterprise-wide User Provisioning Solutions. Oct-05Innobase Discrete Transactional Open Source Database Technology Sep-05G-LogTransportation Management Solutions Aug-05i-flexBanking Industry Solutions Jul-05Context MediaEnterprise Content IntegrationJul-05ProfitLogicRetail Industry Solutions Jun-05TimesTenReal-time Enterprise Solutions Jun-05TripleHopContext-sensitive Enterprise look for Apr-05RetekRetail Industry Solutions Mar-05OblixIdentity Management Solutions Jan-05PeopleSoftEnterprise Software 2004 Jun-04CollaxaBusiness process management May-04 PhaosIdentity management Jan-04SiteWorks Solutions clinical trials management 2 003 Jun-03ReliatyEnterprise data protection Jun-03FileFishEnterprise content management 2002 Jun-02SteltorEnterprise calendaring system Jan-02NetForce contrary event reporting systemJan-02Indicast Voice portals Jan-02TopLink Object-relation mapping technology 1999 Jun-99Thinking Machines Corporation datamining technology 1995 Aug-95IRI Software OLAP products 1994 Oct-94Rdb (A division of DEC) Relational database The early acquisitions show Oracle focus on growing its databases market but acquisitions of past few years including very surprising $5 Billion acquisition of Sun MicroSystems do not give us good sense of where Oracles focus is. The strategic theme in Oracles acquisition spree is missing and seems more like reactions of leadership focusing only on growth.Take a look at spread of Oracle into sectors and even a layman would agree that it is stretching itself far too thin. If people outside of Oracle cant understand why Oracle acquired Sun Microsystems, the confusion is equal ly evident inside Oracle as well. No one can put a enrol on if Oracle acquired Sun for hardware market entry point or MySQL or Sun Solaris OS or was it a crew of all these and then some. Oracle has come out with an integrated ERP product suite Fusion. The sales teams do not fully comprehend how to package Fusion compared to Oracle 12 version.As such Fusion itself is at least four years too late. In its attempt to create a unified platform for ERP software, it has managed to successfully scare customer who want just a small focused set of modules like AR and GL or Manufacturing. There was Steve Jobs who made the famous statement that we tell customers what they want. Larry Ellison can make the same claim but to be successful at doing that, you have to be a visionary and not be distracted so hopelessly as Ellison currently is. And, customers seem to be last thing that Oracle considers while deciding these moves.For example, many of Suns largest former customers were large Wall St reet financial institutions, and they were really loaded last year when Oracle wanted to restrict their server and in operation(p) system choices to only Sun technologies. They relentlessly pushed back and Oracle had to finally give in to their defiance, reaffirming deals that would let companies like HP and Dell offer Sun software on their respective hardware. Customers will always gripe about giving too much control to any one company, said Israel Hernandez, director of software research at Barclays Capital.Larry Ellison runs Oracle likes his personal fiefdom. The Oracle Board of Directors is merely a formality that is maintained to run across the Wall Street and SEC. Most decisions are taken unilaterally by Ellison and his leadership team. For example the 2010 hiring of ex-HP CEO, Mark Hurd, as a co-president after Hurd was fired by HP board due to sexual harassment allegations. Analysts viewed the hiring as a positive outcome for Oracle as it looked to expand. However, Mr. Hurds arriver was quickly followed by departure of one ofOracle long-timer, Charles Phillips. At one time, Charles was touted as Ellisons protege and likely successor. Oracle customers are worried about pose all their eggs in one basket. Almost every company that they tend to do business is being bought by Oracle much to customers dislike. And for hosts of Oracles Annual Open World program, San Francisco city officials are running into dilemma of saying No to Oracle at some point for hosting the event, simply because it is unlikely that city could survive the demands of an Oracle four times its current size.A look at its portfolio will tell you more about scary reach and disappointing and unfocused spread that Oracle has now 110 product lines spread across 14 different domains. (source http//www. oracle. com)- DATABASE DataScaler (October 2010) e-Test (acquired from Empirix) (March 2008) Innobase (October 2005) Moniforce (December 2007) mValent (February 2009) Secerno (May 2010 ) Sleepycat (February 2006) TimesTen (June 2005) TripleHop (June 2005) MIDDLEWARE AmberPoint (February 2010) BEA (January 2008) Bharosa (July 2007) Bridgestream (September 2007) Captovation (January 2008)ClearApp (September 2008) Context Media (July 2005) Datanomic (April 2011) FatWire (June 2011) HyperRoll (September 2009) GoldenGate (July 2009) Java (April 2009) Oblix (March 2005) OctetString (November 2005) Passlogix (October 2010) Sigma Dynamics (August 2006) Silver Creek Systems (January 2010) Stellent (November 2006) Sunopsis (October 2006) Tacit Software (November 2008) Tangosol (March 2007) Thor Technologies (November 2005) APPLICATIONS AppForge (April 2007) Collective Intellect (June 2012) Eloqua (December 2012) Haley (October 2008) InQuira (July 2011) Interlace Systems (October 2007)Involver (July 2012) LogicalApps (October 2007) Market2Lead (May 2010) Ndevr (February 2011) RightNow (October 2011) SelectMinds (September 2012) Taleo (February 2012) TempoSoft (December 2005) Vitrue (May 2012) PRODUCT LINES Agile (May 2007) ATG (November 2010) Endeca (October 2011) Hyperion (March 2007) PeopleSoft (January 2005) Primavera (October 2008) Siebel (January 2006) email&160protected (June 2006) execution of instrument AND INTEGRATION TOOLS Global Knowledge Software (GKS) (July 2008) SERVERS, STORAGE, AND NETWORKING Ksplice (July 2011) Pillar Data Systems (June 2011Sun (April 2009) Xsigo Systems (July 2012) Virtual Iron (May 2009) INDUSTRY SOLUTIONS COMMUNICATIONS AND MEDIA Acme Packet (February 2013) (pending) Convergin (February 2010) eServGlobals Universal Service Platform (USP) (May 2010) GoAhead (September 2011) HotSip (February 2006) MetaSolv Software (October 2006) Net4Call (April 2006) Netsure Telecom Limited (September 2007) Portal Software (April 2006) Sophoi (October 2009) engineering science AND CONSTRUCTION Instantis (November 2012) Primavera (October 2008) Skire (July 2012) FINANCIAL SERVICES i-flex (August 2005)HEALTH SCIENCES ClearTrial (Marc h 2012) Phase Forward (April 2010) Relsys (March 2009) INDUSTRIAL MANUFACTURING Agile (May 2007) Conformia Software (June 2009) Demantra (June 2006) G-Log (September 2005) INSURANCE AdminServer (May 2008) Skywire Software (June 2008) RETAIL 360Commerce (January 2006) Advanced Visual Technology (AVT) (October 2008) ProfitLogic (July 2005) Retek (April 2005) UTILITIES DataRaker (December 2012) SPL WorldGroup (November 2006) LODESTAR (April 2007) Failure to Admit Reality It is also felt that Oracle executive management is out of touch with reality.The typical strategy is to first make fun of competitors, then ridicule them and finally scare the wits out of the customers who were even thinking of adopting competitors products. If the competition still survives all this and continues to grow then Oracle does one of the two things either it buys the competition or simply buys the number two in that space. They did this for Sun, HP, NetApp, EMC, VMWare, Siebel, PeopleSoft, Salesforce, Mic rosoft (for MS SQL Server). Most of the times, customers can see through this and continue their adaptation of new products from customers.Most recent examples are Oracles taking potshots for two consecutive years in Oracle Open World 2010 and 2011 at Salesforce. com and then when it couldnt deprive away customers from Salesforce. com or slow down the ramp up, it launched its own versions of cloud offerings in 2012 Open World. Sun MicroSystems Millstone Around the Neck some(prenominal) be the underlying rationale for purchase of Sun MicroSystems, Oracle is now challenged to make the whole acquisition viable. It now finds itself in the territory of hardware market that its sales team is so ill-equipped to sell.The only option it had was to turn the Sun hardware into Exadata, Exalogic and Exalytic Servers and try to hoodwink the customers into buying this unequivocal computing machines. Much to its chagrin, not many customers are biting this new set of baits. Dark Cloud Space For a long time almost three years Oracle made fun of Salesforce. com, virago and Microsoft specifically for their cloud services. It positioned the Exadata and Exalogic servers as new cloud servers that could provide as much computing power as tens of commodity hosts from these vendors cloud offerings.However, around late 2011-2012, it became very clear to Oracle that Cloud hosting and cloud based multi-tenancy software are the future and it scrambled to buy as many Cloud services based companies as it could examples are RightNow, Taleo, Virtue all acquired within months of each other in 2011-12. Oracle needs to figure that just acquisition of a company by and in itself doesnt position Oracle as a leader in that space acquisition is just the start Oracle thereafter needs to apply the talent in that company, invest and grow the company, integrate it seamlessly within Oracles other relevant product lines.Unfortunately for Oracle, these are also the areas where it has failed most of the times in the past. Grasping for straws Good news first, Oracle has not yet reached this stage yet in this stage, very perceptible symptoms are changing CEOs and executive staff in quick rotation and changing the product directions every so often. However, there is bound to be a moment, not in very distant future, when we will find that eople will become so weary of Oracle products that Ellison will be either dislodged by a hostile board or will give way on his own. He has essentially no succession plan in place except bunch of execs like Thomas Kurian or Mark Hurd who can stake their claim to the crown. Thomas is well respected within the company but lacks charisma and chutzpah of Ellison. Mark may not be as respected but has good experience of cutting costs like he did at HP. Death KnellIn this stage, a company either slowly vanishes into irrelevance or is acquired or merged into another competitor or goes belly up. For the sake of hundreds of thousands of professionals using, preaching and earning their bread from Oracle Technologies, I just hope Oracle never reaches that stage. Out of hundreds of companies that passed through this stage and vanished into oblivion, only two companies have thus far ever recovered from this stage Xerox and Apple. Once again, I am truly hoping that Oracle never reaches this stage.Will it be able to recover from this downward spiral? Oracle can arrest this dance towards its vanishing into oblivion question that really begs for an answer is will it have the honesty to first admit and then stop this march? First of all, Oracle should focus and determine its core strength and then focus on building up on those. There is no prudence demonstrated in draining money on acquisitions and then selling those companies at markdown, or worst, writing off the charge as a loss.It is about time Oracle give up its greed on squeezing more money out of its customer and first create products and value that customers will willingly track down obscene amount of money for. References http//finance. yahoo. com http//www. oracle. com http//www. nytimes. com/2010/09/22/technology/22oracle. html? _r=0 http//www. forbes. com/2001/10/29/1029orcl. html http//www. zdnet. com/oracles-customers-a-bit-baffled-by-fusion-strategy-says-report-7000011143/ http//www. networkworld. com/news/2013/011713-oracle-cloud-265922. html How the Mighty give ear And why some companies never give in by Jim Collins,

Research On Media Preferences Film Studies Essay

Research on media penchants has paid noteworthy attending to gender differences in retort to dissimilar types of film. It has been established that assorted guide music genres elicit differentiated affectional responses in the 2 sexes. The commons acquaintance in media production is that work enduringnesss and adult females enjoy different types of celluloids, and this has been support by genre and content categorization ( Gantz &038 A Wenner, 1991 Tamborini, Stiff, &038 A Zillmann, 1987 ) . appreciable attending has besides been focused on the function of persona literaturey features in modern mass communicating theory ( Blumler &038 A Katz, 1974 Wober, 1986 ) . The former atomic number 18 believed to act upon media penchants, which are basic altogethery appraising opinions refering to the satisfactions consumers anticipate from their interaction with the media ( Palmgreen, 1984 ) . The voluminous Five model of personality is most often employed by research workers descryking to show empirical connexions between media satisfactions and their psychological grow ( Kraaykamp et al, 2005 ) .Definition of moviesMovies are the artwork signifier of the Twentieth century. Besides know as films they take facets from about every other major art signifier and unite them into 1. They are a dramatic nuptials of the obsolete mechanical engineering and the new electronic universe . Movies are the graduation exercise art signifier to offer as merchandise the most magical of consumer trade goods, viz. dreams . ( McLuhan 2001 )Viewing auditions step into a darkly lit theatre about as if they are stepping into their ain subconscious. They stare in complete darkness at images projected onto a big(a)r than smell screen. The audiences of a movie are taken on a transit where they can lose themselves and their ain jobs in the characters on screen. The camera becomes the seafaring master and wherever it turns to, the audience accepts, they are trans ported to another universe . ( McLuhan 286 ) .A ask encompasses single question images, the field of movie as an art signifier, and the gesture image industry. Movies are produced by entering images from the universe with cameras, or by making images utilizing life techniques or particular effects. ( McLuhan 2001 )Movies are cultural artefacts created by specific civilizations, which reflect those civilizations, and, in bend, impact them. Film is considered to be an of event art signifier, a beginning of popular amusement and a hefty method for educating or indoctrinating citizens. ( The International Film and Television School, Paris ) .Film genresAudience response surveies tend to specify genres as reading patterns socio-discursive models and skylines of outlook brought by reckon audiences to each movie they see. In this sense, genres are societal instead than textual restraints, leting aftermath audiences to modify their generic models and take part in the edifice o f intending instead than merely absorbing it from the screen ( Miller and Stam, 2007 )The term genre is used a business deal around the film industry to fracture down the type of movie into classs. It s hard to put a batch of movies in a individual class. For this ground a batch of movies turn out multiple genres. Films ordinarily are presented these genres action, titlark, comedy, correspond, phantasy, horror, enigma, manage inter-group communication and thrillers.The different movie genresActionAction filmA is aA movie genreA where one or more heroes is thrust into a series of challenges that require physical efforts, extendedA fightsand frantic pursuits. They on occasion have a resourcefulcharacterA fighting against unbelievable odds much(prenominal) as, dangerous fix of affairss, an evilA scoundrel, and/or being chased in several ways ofA transportationA ( auto, coach, truck, and so on ) , with triumph achieved at the terminal after hard physical attempts and force ( Marin, Rick, The New York Times ) . Story andA character developmentA are by and large secondary toA detonations, fist battles, gunfight and auto pursuits ( Tim Dirks ) .AdventureA Unlike pure, low-budgetA action filmsA , escapade movies frequently use their action scenes sooner to expose and research extraterrestrial being locations in an energetic vogue. Main arcanum mean elements allow in pursuits forA expeditionA and bewildered continents, aA jungleA and/orA desertA scenes, characters traveling on a treasureA and heroic journeys for the unknown. Adventure movies are mostly set in a period background and may include altered narratives of historic or fictional escapade heroes within the historical context.A Kings, A battles, A rebellionA orA piracyA are normally seen in escapade movies ( Tim Dirks ) .ComedyComedy filmA is a genre ofA filmA in which the old-timer accent is onA temper. They are designed to call down laughter from the audience. Comedies are largely blith e play and are make to divert andA entertainA the audiences. The comedy genre humorously exaggerate state of affairss, the manner of speech production, the action and characters. The comedy genre can be considered the oldest movie genre ( and one of the most fecund and popular ) . Comedy, unlike otherA movie genres, puts much more focal point on single stars, with umteen formerA stand-up comicA transitioning to the movie industry due to their popularity. While many ludicrous movies are lighthearted narratives with no purpose other than to divert, others contain policy-making or societal commentary. ( Tim Dirks )PlayAA play filmA is aA movie genreA that depends largely on in-depthA developmentA of realistic characters covering with stirred subjects. Dramatic subjects such asA alcohol addiction, A medicine dependence, A unfaithfulness, A moral quandary, A racial bias, A phantasmal intolerance, A poorness, A category divisions, A force against womenA andA corruptionA put the cha racters in campaign with themselves, others, A societyA and evenA natural phenomena At the centre of a play is normally a character or characters who are in struggle at a important minute in their lives. They frequently orbit around households. Dramas frequently, but non ever, haveA tragicA or at least painfulA resolutionsA and concern the heroism of some tragic crisis, like the decease of a household member, or aA divorce ( Tim Dirks ) .FantasyFantasy filmsA are movies withA fantasticA subjects, normally involvingA thaumaturgy, A supernaturalA events, pretend animals, or exoticA reverie universes. TheA genreA is considered to be distinguishable fromA scientific discipline fiction filmA andA horror movie, although the genres do coincide. Fantasy movies frequently have an component of thaumaturgy, A myth, admiration, escape, and the extraordinary. In conjuring trick movies, the hero frequently undergoes some sort ofA mysticalA experience and must question for aid from powerful , superhuman forces ( Tim Dirks )HorrorHorror filmsA seek to arouse a negative emotional reaction from viewing audiences by playing on the audience s most cardinal frights. They frequently feature scenes thatA startleA the spectator through the agencies ofA macabreA and theA supernatural, thusly often overlapping with theA fantasyA andA scientific discipline fictionA genres. Horrors besides often overlap with theA thrillerA genre. A Horror movies trade with the spectator s incubuss, hiddenA worst frights, repugnances andA terrorA of the unknown. Although a good trade of it is about the supernatural, if some movies contain a hush-hush plan about morbidity, A consecutive slayers, aA disease/virusA outbreak andA surrealism, they may be termed horror ( Tim Dirks ) .MysteryMystery filmA is a sub-genre of the more general class ofA plague filmA and at times theA thriller genre. It focuses on the attempts of the investigator, A private investigatorA or amateur sleuth to work out the cr yptic fortunes of a offense by agencies of hints, probe, and cagey tax write-off. The successful enigma movie adheres to one of two narrative types, known as Open and disagreeable. The Closed enigma conceals the identity element of the culprit until late in the narrative, adding an component ofA suspenseA during the apprehensiveness of theA suspect, as the audience is neer rather certain who it is. The Open enigma, in contrast, reveals the individuality of the culprit at the top of the narrative, showcasing the perfect offense which the audience so watches theA protagonistA unravel, normally at the very terminal of the narrative, kindred to the unveiling scenes in the Closed manner. Suspense is frequently maintained as an importantA plotA component. This can be do through the usage of theA soundtrack, A cameraA angles, heavy shadows, and surprisingA secret plan turns ( Wikipedia.com ) .Love affairLove affair filmsA are love narratives that focus onA passion, A emotion, and the fond engagement of the headspring characters and the journey that their love takes through wooing orA matrimony. Romance movies make the love narrative or the hunt for love the chief secret plan focal point. Occasionally, lovers face obstructions such as fundss, physicalA unwellness, assorted signifiers ofA favoritism, psychological restraints or household that threaten to interrupt their brotherhood of love. As in all romantic relationships, tensenesss of daily life, A temptationsA ( ofA unfaithfulness ) , and differences in compatibility enter into the secret plans of romantic movies. Romantic movies frequently explore the indispensable subjects ofA love at first sight, immature with older love, unanswered love, obsessional love, sentimental love, A religious love, out love, sexual and passionate love, sacrificial love detonative and destructive love, andA tragic love. Romantic movies serve as great flights and phantasies for viewing audiences, particularly if the two people ev entually overcome their troubles, declare their love, and see life merrily of all time after , implied by a reunion and concluding buss. ( Tim Dirks ) .ThrillersThrillersA are aA genreA of literature, movie, and telecasting scheduling that usessuspense, tenseness, andA excitementA as the chief elements. Thrillers to a great extent stimulate the viewersA moodsA such as a high degree ofA expectancy, ultra-heightened outlook, A uncertainness, A anxiousness, suspense, A exhilaration, tenseness, andA terror.A Literary devicesA such asA ruddy herringsA andA cliffhangersA are used extensively. TheA cover-upA of of import information from the spectator, andA fightA andchaseA scenes are common methods in all of the thriller subgenres, although each subgenre has its ain features and methods. ( The City of Olivia ) .