National Response Plan on Homeland Security Research Paper

National Response Plan on Homeland Security - Research Paper Example The plan emphasized on the handling of all incidents on the lowest jurisdictional and organizational levels where possible. Thus, the local government had the role of coordinating of incident response at the local level. It also had the mandate of communicating the level of the incident to the Department of Homeland Security for determination whether it is of National Significance. An incident of National Significance required the combined effort of the State, Federal, tribal, local, non-governmental entities and private sector to minimize loss of lives, damage and fast track the recovery process (Miskel, 2006). The three major components in this plan were the Emergency Support Function, incident and Support Annexes. To start with, the Emergence Support Function Annexes clearly stated the Federal Agencies responsibility in the coordination of support and management of resources in an emergency situation. Secondly, the Support Annexes highlighted the administrative requirements and functional processes required for the efficient and effective implementation of the Plan. Lastly, the Incident Annexes indicated the hazard situations that call for specialized treatment of the Plan (Jenkins & United States, 2008). In essence, the three components offered a clear mechanism for guiding the response towards an incident at Federal and Local level. Jenkins, W. O., & United States. (2008).  National Response Framework: FEMA needs policies and procedures to better integrate non-federal stakeholders in the revision process. Washington, D.C: U.S. Government Accountability

Justification of a Business Plan for Hotel

Justification of a Business Plan for Hotel The Justification of a Business Plan for Rebeccas Hotel Introduction The significance of business plans in all types and sizes of business organizations can never be threaten. The entrepreneurial inquiry puts the entrepreneurs in situations that require judgment. Hence, the need and identification of an approach to address these situations arise (Foss, Foss Klein, 2006, p. 4-5). Such as the justification for business plans as one of the approaches to address business problems, particularly in the event of uncertainties. The use of a business plan is one such approach as it is defined as a formal declaration of what the business wants to achieve. During uncertainties entrepreneurs should find tools to manage them (Sull, 2004, par. 2). Guinipero, Denslow, and Melton (2008) indicated that high propensity risks increase the formality of business plans. A business plan allows the anticipation of risks and improbabilities. A carefully formulated business plan should be able to communicate to stakeholders about the intended direction of the company. Through this, stakeholders should be guided with an understanding of the business situation and subsequently enable them to execute appropriate actions (Honig and Karlson, 2004, p. 30-35). To protect their interests in the business, stakeholders can be guaranteed with action in expectation of favourable business outcomes. The justification for a business plan appears to raise the significance for business successions as they posture challenges. The transition of managerial control frequently simply do not work out (Dalpiaz, Tracey Phillips, 2014, p. 3). Since this paper is based on the succession of a family business, the case study about Rebeccas family business provides insight into the important of business plans even for a small family-run hotel. This paper shall explain the importance of a business plan for Rebeccas case and consequently convince her to undertake the preparation of a business plan. Her case shall be interpret considering the mitigating factors as to why the business plan is necessary. The mitigating factors The retirement of Rebeccas parents had generally prompt the need for a business plan. Nonetheless, the presenting scenario also questions its practicality as their business is started out by her parents, has possibly overcome various business challenges, and is still currently operating, all without a business plan. The need for a business plan is followed by these conditions. Beyond these circumstances, Rebeccas succession to manage the business also presents potential threats. Though Rebeccas work as a kitchen assistant and junior cook despite having those knowledge is useful for the business since the hotel includes a restaurant, but the operation and management of a bar and hotel would require competencies which may not be sufficiently provided by her short time because she went backpacking travel in South-East Asia. Additionally, a three-year backpack travel exposure may not be suitable for Rebecca to develop an understanding of the tourism industry in their locale since the act ivities and opportunities presented in the different locations can be varied. It is important to note the difference in the tourism needs and activities of a travel destination such as the marina compared to the tourism locale Rebecca visited in her three-year adventure. On the other hand, as part of the family, she could have obtained insight into the business operations and her parents management style and business practices. Nevertheless, family-run organizations encounter unique problems due to its inherent nature (Peters Buhalis, 2004; Agyapong Boamah, 2013). Supporting literature shall clarify this in the next section. Even though Kerstin is not a part of this family but because of her relations with Rebecca and also because of her competencies and training, she can be possibly consulted about these consequences. Though small businesses are less likely to hire specialists than large corporations (Wu, Bacon, Hoque, 2014, p. 7), by moral of Rebeccas relationship to her, Kirstens expertise might be confess or at least consulted. It is, however, uncertain that her international exposure at work and the level of training would be suitable for a small family-run hotel. The nature of family-run businesses Family businesses rely on paternalism (Peters Buhalis, 2004, p. 537). Successors operate under the path of their parents especially when the founders are still around. Successors may attempt to introduce new systems and approach which may run contradicting to the family tradition when running the business. But the predecessor may not be able to let go or to completely allow the decision making processes and the management of the enterprise under the new relative-manager. The vision and goals of this relative may be inconsistent with how the parents perceive the business. Likewise, Agyapong and Boamah (2013, p. 533) described family-based relatedness in their study, which appears to produce these problems. The dynamics of family relationships may get in the way of business operations. There may be a cause of separation of the family concerns and business matters, conflicts or inefficiency may be occurred in the business. Family-run businesses are also usually characterized by informal business practices. As a result, these enterprises lack planning or the use of a systematic approach to manage the business especially when problematic activity occur. In the family businesses they commonly use improvisation by the family members (Peters Buhalis, 2004, p. 5), which lead to inconsistencies. There are no product or service standardizations or appropriate consistent controls. The informality of the practice arises from the dynamics of the family relationship. This situation is further entangled by another informal business practice which is inaccurate financial recording that results in financial losses (Peters Buhalis, 2004, p. 6). Family members also make their decisions that tend to be irrational since there appears a lack of information to guide them. In addition, misjudgement of performance indicators also occur and consequently affect the quality of future business decisions. This information could be made consistent, reliable, and more permanent when a proper business plan is created. Succession in family businesses Succession in family businesses is considered an interesting area of research. Studies focus on examining the change which aid or hinder the transfer of power to the succeeding generation, family relationships, and the process (Dalpiaz, Tracey Phillips, 2014, p. 6). A more outstanding evaluation from the studies is the causation approach which indicates that family businesses evolve linearly. In a statistical perspective, the continuity of the family business is related to certain variables which indicate the future state of the business. In the causation approach, a set of goals is identified as one of the factors in which family businesses are described to be established on. However, the goals are recognised to lack systematic process due to the informal nature of family enterprises. Nevertheless, planning, among the other components such as intentionality and resource acquisition, are essential foundations of this approach. Therefore, the continuity of the family business relies on the continuity of establishing plans. However, this time for Rebecca, a conscious formulation and systematic approach for business planning must be used. A few studies shows the reasons why business plans become critically important for family-operated businesses. The studies of Peters and Buhalis (2004) and Agyapong and Boamah (2013) provide important insights into these types of business ownership, particularly in the hotel industry. Both types of research emphasize the need for competitiveness in the industry. Peters and Buhalis (2004) claimed that the competitiveness of destinations is characterized by the domination of small businesses in the tourism and hospitality industry, as such in the case of Austria, the studys research locale. The operations of 240 small family businesses in Austrias tourism destination industry were part of the study in 2003. Research findings suggested that training is an essential element to run family businesses. In addition, a key component of this training includes the development of plans, strategies and the development of conceptualisation of new products or services among other important areas of running the family hotel business. These specific areas are being pick to emphasize the important role of business plans in the small enterprise. This research further indicate the need to develop strategic plans, both as a competitive strategy and advantage for the small family hotels. Growth and future sustainability are indicated to be the likely outcomes when strategic plans are created and then implemented. Meanwhile, Agyapong and Boamah (2013) conduct in their research the effects of business strategies and leadership in family businesses. Family hotel businesses in Ghana were the focus of this study, covering 50 small hotels in the country. The vital findings relevant to this paper is that the use of strategies, which may be provided by business plans, offer the family business the ability to predict problems, to vision the future, and to maintain flexibility. The business environment in Ghana was described to be highly competitive, and thus, the need for well-thought of strategies enable good business performance to survive in a competitive market situation. Furthermore, the unique characteristics of family businesses can be apply in implementing particular business conditions such as cost leadership and differentiation strategies (Agyapong Boamah, 2013, p. 537). In the case of Ghanas family hotel businesses, competitive strategies were purposeful to provide the assertion of survival of the 50 small hotels. Hence, the advantage of the business plan is to help the family business to be competitive in its formation. Another advantage implied in the studies is that the business plan could help support the inherent characteristics of small family businesses. Considering the scope of these two studies and similar competitive situations, those research indicate a broad-applicable situation for small family-run hotels. Alternative studies illustrate the importance of business plans for entrepreneurs in general. Brinckmann, Grichnik and Kapsa (2010, p. 24) cleverly stated in the title of their study Should entrepreneurs plan or just storm the castle? the quote of whether to create a business plan or not. This analysis study specified that planning is beneficial, although that factors such as culture and the newness of the enterprise affect the planning-performance relationship. Relevant to this, the newness of the enterprise may not be a concern for Rebeccas case, since the business has existed during her parents time. Culture appears to be a critical factor as to refer to the norms, values, and relationships within the family. Since this is identified to affect the planning-performance relationship, the guarantee of success for Rebeccas family business is yet to be determined. Besides, another research, Zahrani, Nikmaram and Latifi (2014, p.245) specified the need for developing a strategic plan, which is especially useful for succession planning. It is important for the successor to have the right outlook about the business plans. Furthermore, according to Aronoff and Ward (2014, p. 2), shared opinion help conquer conflicts within the family organizations. It is believed that since visions are reflections of values, shared visions should also result in more unify outcomes for a family business. Visions and values can be clarify when they are justify out rather than assumed. Identifying and specifying them in a business plan should help in making decisions which link to the family expectations. Conclusion Successions in family-run businesses present potential problems. This is further complicated by the inherent features of family-operated enterprises since they lack planning and is characterized by informality which results in inconsistencies, conflict, and lack of control. Research has provided evidence based on the need to develop strategic plans to ensure the future performance of the business. The planning-performance link support needs for business plans as a family-oriented business culture is identified a plausible barrier to the business success. Business plans offer the business successor a means of continuing the business with the appropriate business outlook one that reflects family vision and values. Furthermore, business plans provide a means for avoiding the consequences arising from the inherited nature of family-run enterprises. Studies specific to the hotel industry have also identified that competitive market environments can be survived by developing strategic pla ns. Presented with the benefits of developing strategies and the analysis of Rebeccas situation, Rebecca should be convinced that a means for her successful succession of the family-run hotel is through the development of a business plan. References Agyapong, A. and Boamah, R. (2013). Business strategies and competitive advantage of family hotel businesses in Ghana: The role of strategic leadership. The Journal of Applied Business Research. Volume 29. Number 2. Accessed at: cluteinstitute.com. (Accessed 15 March 2017). Aronoff, C. and Ward, J. (2016). Family business values: How to assure a legacy of continuity and success. New York: Palgrave and MacMillan. Dalpiaz, E., Tracey, P. and Phillips, N. (2014). Succession narratives in family business: The case of Alessi. Entrepreneurship Theory and Practice. Accessed at: https://www.repository.cam.ac.uk/bitstream/handle/1810/245758/ETP%20Revision%20Final.pdf?sequence=1isAllowed=y. (Accessed 14 March 2017). Foss, Foss, and Klein, (2006). Original and derived judgment: An entrepreneurial theory of economic organization. Organization Studies. Accessed at: https://brage.bibsys.no/xmlui/bitstream/handle/11250/164282/soldp200601.pdf?sequence=1isAllowed=y. (Accessed 15 March 2017). Guinipero, L., Denslow, D., and Melton, H. (2008). Risk propensity, risk perception and business plan formalization: a conceptual investigation. International Journal of Entrepreneurship and Innovation Management. Volume 8. Issue 4. Accessed at: http://www.inderscienceonline.com/doi/pdf/10.1504/IJEIM.2008.022312. (Accessed 16 March 2017). Honig, B. and Karlson, T. (2004). Institutional forces and the written business plan. Journal of Management. Vol. 30. Issue 1. 29 48. Accessed at: https://www.researchgate.net/profile/Benson_Honig/publication/228264253_Institutional_Forces_and_the_Written_Business_Plan/links/54ae9e6a0cf21670b35862b8.pdf. (Accessed 17 March 2017). Peters, M. and Buhalis, D. (2004). Family hotel businesses: Strategic planning and the need for education and training. Department of Strategy and Tourism Management. Center for Tourism and Service Economics. University of Innsbruck. Accessed at: http://epubs.surrey.ac.uk/1109/1/fulltext.pdf. (Accessed 14 March 2017). Sull, (2004). Disciplined entrepreneurship. MIT Sloan Management Review. Accessed at http://sloanreview.mit.edu/article/disciplined-entrepreneurship/. (Accessed 15 March 2017). Wu, N., Bacon, N. and Hoque, K. (2014). The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise. The International Journal of Human Resource Management. Accessed at: http://irep.ntu.ac.uk/id/eprint/26446/1/3876_Wu.pdf. (Accessed 16 March 2017). Zahrani, M. Nikmaram, S. and Latifi, M. (2014). Impact of family business characteristics on succession planning: A case study in Tehran industrial towns. Iranian Journal of Management Studies. Vol. 7. No. 2. 243- 257. Accessed at: https://ijms.ut.ac.ir/article_36616_8ced89c13f3bb574ef88de90a9581858.pdf. (Accessed 14 March 2017).

Henry David Thoreaus Walden and Aldo Leopolds A Sand County Almanac E

Henry David Thoreau's Walden and Aldo Leopold's A Sand County Almanac While discussing Henry David Thoreau's Walden and Aldo Leopold's A Sand County Almanac, we attempted to address an important challenge -- Is the close observation and description of nature merely an idle thing for people in today's world? It could be suggested that nature writing and the close enjoyment of natural environments is merely "recreational" and not intellectually, economically, or politically worthy of our efforts. Perhaps this activity has "spiritual value" or gives us a "sense of peace." But does it really have anything to do with the way we live in the world today? It seems to me that this question is central to the whole course of study and that we need to be able to answer it convincingly and in some detail. In my view, there can be no doubt to the correct answer. The close observation and description of nature is no idle thing. It is an act of world-making, or founding one's world view. Since behavior is determined by the ways in which one sees the world (reality), it is the groundwork of one's behavior. It is this act in which we find both Thoreau and Leopold engaged. Thoreau himself comments on its significance in the essay, "Where I Lived and What I lived For." By closely observing, but especially by describing (by using language) we establish our lives within the whole natural world. We express our desire and commitment to live within that world. Now, perhaps this sounds trivial and trite in today's world, but it is no trivial commitment for a citizen of today. Modern human life is set so firmly within a human-built world and dwells so thoroughly on human issues only that it is normal for us all to grow up and live out our lives... ... goal of that culture is to keep us outside of our human selves, located firmly within its agendas and serving its purposes. That culture does not want to acknowledge another world, a natural world. To do that would be allowing human liberation, for that would present people with a true picture of who they are and offer them a station that is not dominated by the established political/economic agenda of today. This is no idle thing; it is a powerful political issue, in fact. The established culture does not really want its citizens to live in any world but the specific one that it provides, that it has defined, and that it controls to its advantage. When we read Thoreau's Walden closely, we see this same cultural tension even one hundred and fifty years ago. Thoreau was well aware of the fact that his life at Walden Pond was a liberating counter-cultural experience.

The Leadership Education

A. Leadership education. While the debate over whether effective leaders are born that way or can learn these skills, the fact remains that even natural-born leaders need some help in understand the dynamics involved in teams. All of the U.S. military branches of services recognized this need early on and established service academies to help train their future leaders, but people in business, academia and other professions also have relevant leadership education available as well. According to Barker and Rost (2000), the content of leadership education courses required for the 21st century should address three general categories: (i) the evolution of social change and development, (ii) the processes that influence social development, and (iii) the dynamics of human nature in change processes. These authors add that, â€Å"Leadership education is aimed at producing citizens for a democratic society† (p. 3). B. Continuing education. Many professions require continuing education credits to maintain credentialing and privileges for practice; for example, lawyers and healthcare practitioners must complete a set number of credit hours each year for this purpose. While all professions may not mandate it, the individual pursuit of continuing education in any field should be regarded as a sound business investment, just as the provision of such training by organizations makes good sense. Because of the importance of having effective leaders in any organizational setting, it is vitally important for them to remain cognizant of changes and innovations in their field, as well as in allied fields that may impact their industry. Today is an excellent time to be a professional in search of continuing educational opportunities, though, because of the explosion in adult education classes designed for this purpose, particularly in online forums of various types. In this regard, Jarvis (2002) reports that, â€Å"Adult and continuing education is changing at a tremendously rapid rate in this contemporary, urban world,† and the purposes for which adult leaders are seeking continuing education have changed in fundamental ways in recent years (p. iii). Likewise, Beaudoin (2002) points out that, â€Å"The proliferation of instructional technology in the past decade, particularly in higher education settings, is having a profound impact on how teaching and learning now occurs, and is transforming the means by which institutions reach and support an emerging worldwide market across time and distance† (p. 131). This author adds that because it is so important to organizational and individual success, continuing education has a well developed format concerning not only to the planning and management of continuing education activities, but also insights in the area of leadership (Beaudoin, 2002). C. Types of education. Because every business situation is unique, leadership is taught in a variety of ways across many disciplines. According to Nirenberg (1998), â€Å"Most schools of business typically include the study of leadership as part of a survey of organizational behavior (OB) theory and not as a course in its own right. By all accounts, though, there are continuing and adult education opportunities available for virtually any vocation and avocation today through community colleges and online learning forums and even busy professionals can take advantages of these services. More importantly, though, effective leaders need to be well-rounded individuals with a basic understanding of how the business world works and what makes people behave the way they do. The types of education required for these complicated purposes are clearly a lifelong endeavor because they must continue to be updated and refined, and the more variety in the educational services taken over the course of a individual's career, the more effective leader that person will likely be. The Leadership Education A. Leadership education. While the debate over whether effective leaders are born that way or can learn these skills, the fact remains that even natural-born leaders need some help in understand the dynamics involved in teams. All of the U.S. military branches of services recognized this need early on and established service academies to help train their future leaders, but people in business, academia and other professions also have relevant leadership education available as well. According to Barker and Rost (2000), the content of leadership education courses required for the 21st century should address three general categories: (i) the evolution of social change and development, (ii) the processes that influence social development, and (iii) the dynamics of human nature in change processes. These authors add that, â€Å"Leadership education is aimed at producing citizens for a democratic society† (p. 3). B. Continuing education. Many professions require continuing education credits to maintain credentialing and privileges for practice; for example, lawyers and healthcare practitioners must complete a set number of credit hours each year for this purpose. While all professions may not mandate it, the individual pursuit of continuing education in any field should be regarded as a sound business investment, just as the provision of such training by organizations makes good sense. Because of the importance of having effective leaders in any organizational setting, it is vitally important for them to remain cognizant of changes and innovations in their field, as well as in allied fields that may impact their industry. Today is an excellent time to be a professional in search of continuing educational opportunities, though, because of the explosion in adult education classes designed for this purpose, particularly in online forums of various types. In this regard, Jarvis (2002) reports that, â€Å"Adult and continuing education is changing at a tremendously rapid rate in this contemporary, urban world,† and the purposes for which adult leaders are seeking continuing education have changed in fundamental ways in recent years (p. iii). Likewise, Beaudoin (2002) points out that, â€Å"The proliferation of instructional technology in the past decade, particularly in higher education settings, is having a profound impact on how teaching and learning now occurs, and is transforming the means by which institutions reach and support an emerging worldwide market across time and distance† (p. 131). This author adds that because it is so important to organizational and individual success, continuing education has a well developed format concerning not only to the planning and management of continuing education activities, but also insights in the area of leadership (Beaudoin, 2002). C. Types of education. Because every business situation is unique, leadership is taught in a variety of ways across many disciplines. According to Nirenberg (1998), â€Å"Most schools of business typically include the study of leadership as part of a survey of organizational behavior (OB) theory and not as a course in its own right. By all accounts, though, there are continuing and adult education opportunities available for virtually any vocation and avocation today through community colleges and online learning forums and even busy professionals can take advantages of these services. More importantly, though, effective leaders need to be well-rounded individuals with a basic understanding of how the business world works and what makes people behave the way they do. The types of education required for these complicated purposes are clearly a lifelong endeavor because they must continue to be updated and refined, and the more variety in the educational services taken over the course of a individual's career, the more effective leader that person will likely be.

Night World : Daughters of Darkness Chapter 4

What a difference a day made. Somehow, in the hot, hazy August sunlight the -next morning, Mary-Lynnette couldn't get serious about checking on whether Mrs. Burdock was dead. It was just too ridiculous. Besides, she had a lot to do-school started in just over two weeks. At the beginning of June she had been sure summer would last forever, sure that she would neversay, â€Å"Wow, this summer has gone by so fast.† And now here she stood in mid-August, and she was saying, â€Å"Wow, it's gone by so fast.† I need clothes, Mary-Lynnette thought. And a new backpack, and notebooks, and some of those little purple felt-tip pens. And I need to make Mark get all those things, too, because he won't do it by himself and Claudine will never make him. Claudine was their stepmother. She was Belgian and very pretty, with curly dark hair and sparklingdark eyes. She was only ten years older than MaryLynnette, and she looked even younger. She'd been the family's housecleaning helper when Mary Lynnette's mom first got sick five years ago. MaryLynnette liked her, but she was hopeless as a substitute mother, and Mary-Lynnette usually ended up taking charge of Mark. So I don't have time to go over to Mrs. B.'s. She spent the day shopping. It wasn't until after dinner that she thought about Mrs. Burdock again. She was helping to dear dishes out of the family room, where dinner was traditionally eaten in front of the TV, when her father said, â€Å"I heard something today about Todd Akers and Vic Kimble.† â€Å"Those losers,† Mark muttered. Mary-Lynnette said, â€Å"What?† â€Å"They had some kind of accident over on Chiloquin Road-over between Hazel Green Creek and Beavercreek.† â€Å"A car accident?† Mary-Lynnette said. â€Å"Well, this is the thing,† her father said. â€Å"Apparently there wasn't any damage to their car, but they both thought they'd been in an accident. They showed up at home after midnight and said that something had happened to them out there-but they didn'tknow what. They were missing a few hours.† He looked at Mark and Mary-Lynnette. â€Å"How about that, guys?† â€Å"It's the UFOs!† Mark shouted immediately, dropping into discus-throwing position and wiggling his plate. â€Å"UFOs are a crock,† Mary-Lynnette said. â€Å"Do youknow how far the little green men would have to travel-and there's no suchthing as warp speed. Whydo people have to make things up when the universe is just just blazing with incredible things that are real-â€Å"She stopped. Her family was looking at her oddly. â€Å"Actually Todd and Vic probably just got smashed,† she said, and put her plate and glass in the sink. Her father grimaced slightly. Claudine pursed her lips. Mark grinned. â€Å"In a very real and literal sense,† he said. â€Å"We hope.† It was as Mary-Lynnette was walking back to the family room that a thought struck her. Chiloquin Road was right off Kahneta, the road her own house was on. The road Mrs. B.'s house was on.It was only two miles from Burdock Farm to Chiloquin. There couldn't be any connection. Unless the girls were burying the little green man who'd abductedVic and Todd. But it bothered her. Two really strange things happening in the same night, in the same area. In a tiny, sleepy area that never saw any kind of excitement. I know, I'll call Mrs. B. And she'll be fine, and that'll prove everything's okay, and I'll be able to laugh about all this. But nobody answered at the Burdock house. The phone rang and rang. Nobody picked it up and the answering machine never came on. Mary-Lynnettehung up feeling grim but oddly calm. She knew what she had to do now. She snagged Mark as he was going up the stairs. â€Å"I need to talk to you.† â€Å"Look, if this is about your Walkman-â€Å" â€Å"Huh? It's about something we have to do tonight.† Mary-Lynnette looked at him. â€Å"What aboutmy Walkman?† â€Å"Uh, nothing. Nothing at all.† Mary-Lynnette groaned but let it go. â€Å"Listen, Ineed you to help me out. Last night I saw something weird when I was on the hill†¦.† She explained as succinctly as possible. â€Å"And now more weird stuff with Todd and Vic,† she said. Mark was shaking his head, looking at her in something like pity. â€Å"Mare, Mare,† he said kindly. â€Å"You really are crazy, you know.† â€Å"Yes,† Mary-Lynnette said. â€Å"It doesn't matter. I'm still going over there tonight.† â€Å"To do what?† â€Å"To check things out. I just want toseeMrs. B. If I can talk to her, I'll feel better. And if I can find out what's buried in that garden, I'll feel a wholelotbetter.† â€Å"Maybe they were burying Sasquatch. That government study in the Klamaths never did find him, you know.† â€Å"Mark, you owe me for the Walkman. For whatever happened to the Walkman.† â€Å"Uh†¦Ã¢â‚¬  Mark sighed, then muttered resignedly.†Okay, I owe you. But I'm telling you right now, I'm not going to talk to those girls.† â€Å"You don't have to talk to them. You don't evenhave to see them. There's something else I want youto do.† The sun was just setting. They'd walked this roada hundred times to get to Mary-Lynnette's hill-the only difference tonight was that Mark was carryinga pair of pruning shears and Mary-Lynnette had pulled the Rubylith filter off her flashlight. â€Å"You don't reallythink they offed the old lady.† â€Å"No,† Mary-Lynnette said candidly. â€Å"I just want to put the world back where it belongs.† â€Å"You want what?† â€Å"You know how you have a view of the way theworld is, but every so often you wonder, ‘Oh, myGod, what if it's really different?'Like, ‘What if I'm really adopted and the people I think are my parentsaren't my parents at all?' And if it were true, it would change everything, and for a minute you don't know what's real. Well, that's how I feel right now, and I want to get rid of it. I want my old world back.† â€Å"You know what's scary?† Mark said. â€Å"I think Iunderstand.† By the time they got to Burdock Farm, it was full dark. Ahead of them, in the west, the star Arcturus seemed to hang over the farmhouse, glittering faintly red. Mary-Lynnette didn't bother trying to deal withthe rickety gate. She went to the place behind the blackberry bushes where the picket fence had fallen flat. The farmhouse was like her own family's, but with lots of Victorian-style gingerbread added. MaryLynnette thought the spindles and scallops and fretwork gave it a whimsical air-eccentric, like Mrs. Burdock. Just now, as she was looking at one of the second-story windows, the shadow of a moving figure fell on the roller blind. Good, Mary-Lynnette thought. At least I know somebody's home. Mark began hanging back as they walked down the weedy path to the house. â€Å"You said I could hide.† â€Å"Okay. Right. Look, why don't you take thoseshears and sort of go around back-â€Å" â€Å"And look at the Sasquatch grave while I'm there? Maybe do a little digging? I don't think so.† â€Å"Fine,† Mary-Lynnette said calmly. â€Å"Then hidesomewhere out here and hope they don't see you when they come to the door. At least with the shears you have an excuse to be in the back.† Mark threw her a bitter glance and she knew she'dwon. As he started off, Mary-Lynnette said suddenly, â€Å"Mark, be careful.† Mark just waved a dismissive hand at her without turning around. When he was out of sight, Mary-Lynnette knockedon the front door. Then she rang the doorbellitwasn't a button but an actual bellpull. She could hear chimes inside, but nobody answered. She knocked and rang with greater authority. Every minute she kept expecting the door to open to reveal Mrs. B., petite, gravelly-voiced, blue-haired,dressed in an old cotton housedress. But it didn't happen. Nobody came. Mary-Lynnette stopped being polite and began knocking with one hand and ringing with the other. It was somewhere in the middle of this frenzy ofknocks and rings that she realized she was frightened. Really frightened. Her world view was wobbling.Mrs. Burdock hardly ever left the house. She always answered the door. And Mary-Lynnette had seenwith her own eyes that somebody was home here. So why weren't they answering? Mary-Lynnette's heart was beating very hard. She had an uncomfortable falling sensation in her stomach. I should get out of here and call Sheriff Akers. It's his job to know what to do about things like this.But it was hard to work up any feeling of confidence in Todd's father. She took her alarm and frustration out on the door. Which opened. Suddenly. Mary-Lynnette's fist hit air and for an instant she felt sheer panic, fear of the unknown. â€Å"What can I do for you?† The voice was soft and beautifully modulated. Thegirl was just plain beautiful. What Mary-Lynnette hadn't been able to see from the top of her hill was that the brown hair was aglow with rich chestnut highlights, the features were classically molded, the tall figure was graceful and willowy. â€Å"You're Rowan,† she said. â€Å"How did you know?† You couldn't be anything else; I've never seen anybody who looked so much like tree spirit. â€Å"Your aunt told me about you. I'm Mary-Lynnette Carter, Ilive just up Kahneta Road. You probably saw my house on your way here.† Rowan looked noncommittal. She had such a sweet,grave face-,and skin that looked like white orchid petals, Mary-Lynnette thought abstractedly. She said, â€Å"So, I just wanted to welcome you to the neighborhood, say hello, see if there's anything you need.† Rowan looked less grave; she almost smiled and her brown eyes grew warm. â€Å"How nice of you. Really. I almost wish we did need something †¦ but actually we're fine.† Mary-Lynnette realized that, with the utmost civility and good manners, Rowan was winding up the conversation. Hastily she threw a new subject into the pool. â€Å"There are three of you girls, right? Are you going to school here?† â€Å"My sisters are.† â€Å"That's great. I can help show them around. I'll be a senior this year.† Another subject, quick, MaryLynnette thought. â€Å"So, how do you like Briar Creek? It's probably quieter than you're used to.† â€Å"Oh, it was pretty quiet where we came from,†Rowan said. â€Å"But we love it here; it's such a wonderful place. The trees, the little animals. . .† She broke off. â€Å"Yeah, those cute little animals,† Mary-Lynnette said. Get to the point, her inner voices were telling her. Her tongue and the roof of her mouth felt like Velcro. Finally she blurted, â€Å"So-so, um, how is your aunt right now?† â€Å"She's-fine.† That instant's hesitation was all Mary-Lynnette needed. Her old suspicions, her old panic, surged up immediately. Making her feel bright and cold, like aknife made of ice. She found herself saying in a confident, almost chirpy voice, â€Å"Well, could I just talk to her for a minute? Would you mind? It's just that I have something sort of important to tellher†¦.† She made a move as if to step over the threshold. Rowan kept on blocking the door. â€Å"Oh, I'm sosorry. Butwell, that's not really possible rightnow.† â€Å"Oh, is it one of her headaches? I've seen her in bed before.† Mary-Lynnette gave a little tinkly laugh. â€Å"No, it's not a headache.† Rowan spoke gently, deliberately. â€Å"The truth is that she's gone for a few days.† â€Å"Gone?† â€Å"I know.† Rowan made a little grimace acknowledging that this was odd. â€Å"She just decided to take a few days off. A little vacation.† â€Å"But-gosh, with you girls just getting here†¦Ã¢â‚¬  Mary-Lynnette's voice was brittle. â€Å"Well, you see, she knew we'd take care of thehouse for her. That's why she waited until we came.† â€Å"But-gosh,† Mary-Lynnette said again. She felt aspasm in her throat. â€Å"Where-just where did she go?† â€Å"Up north, somewhere on the coast. I'm not sure of the name of the town.† â€Å"But . . .† Mary-Lynnette's voice trailed off. Back off, her inner voices warned.Now was the time to be polite, to be cautious. Pushing it meant showing this girl that Mary-Lynnette knew something was wrong with this story. And since somethingwas wrong, thisgirl might be dangerous†¦. It was hard to believe that while looking at Rowan'ssweet, grave face. She didn't look dangerous. But thenMary-Lynnette noticed something else. Rowan was barefoot. Her feet were as creamy-pale as the rest ofher, but sinewy. Something about them, the way they were placed or the clean definition of the toes, made Mary-Lynnette think of those feet running. Of savage, primal speed. When she looked up, there was another girl walking up behind Rowan. The one with dark golden hair. Her skin was milky instead of blossomy, and her eyes were yellow. â€Å"This is Kestrel,† Rowan said. â€Å"Yes,† Mary-Lynnette said. She realized she was staring. And realized, the moment after that, that shewas scared. Everything about Kestrel made her thinkof savage, primal movement. The girl walked as if she were flying. â€Å"What's going on?† Kestrel said. â€Å"This is Mary-Lynnette,† Rowan said, her, voice still pleasant. â€Å"She lives down the road. She came to see Aunt Opal.† â€Å"Really just to see if you needed anything,† MaryLynnette interjected quickly. â€Å"We're sort of your only neighbors.† Strategy change, she was thinking. About-face. Looking at Kestrel, she believed in danger. Now all she wanted was to keep these girls from guessing what she knew. â€Å"You're a friend of Aunt Opal's?† Kestrel asked silkily. Her yellow eyes swept Mary-Lynnette, first up, then down. â€Å"Yeah, I come over sometimes, help her withthe†-oh, God, don't say gardening-â€Å"goats. Um, I guess she told you that they need to be milked everytwelve hours.† Rowan's expression changed fractionally. MaryLynnette's heart gave a violent thud. Mrs. B. would never,everleave without giving instructions aboutthe goats. â€Å"Of course she told us,† Rowan said smoothly, justan instant too late. Mary-Lynnette's palms were sweating. Kestrelhadn't taken that keen, dispassionate, unblinkinggaze off her for a moment. Like the proverbial birdof prey staring down the proverbial rabbit. â€Å"Well, it'sgetting late and I bet you guys have things to do. I should let you go.† Rowan and Kestrel looked at each other. Then theyboth looked at Mary-Lynnette, cinnamon-brown eyes and golden eyes fixed intently on her face.Mary-Lynnette had the falling feeling in her stomach again. â€Å"Oh, don't goyet,† Kestrel said silkily. â€Å"Why don'tyou come inside?†

Free Essays on Problem Of The Trinity

Wainright, W. The Problem of the Trinity. The Trinity in the New Testament. Great Britain: William Clowes and Sons, 1962. Dr. W. Wainwright of Manchester has been writing books of this nature for a number of years. In fact he has even contributed to the â€Å"Scottish Journal of Theology†, Vol. 10, no. 3, September 1957. Belief in Christ’s divinity was expressed both in the writings of the New Testament and in the worship which was practiced in the earliest Christian communities. The belief in Christ’s divinity raised serious issues, and out of this emerged the Trinitarian problem. Even though the doctrine of the God Heads is not formally stated in the New Testament, the writings of the apostles suggest that they were dealing with such an issue as the trinity. No apostle would have dreamt of thinking that they are three divine persons whose mutual relations and paradoxical unity are beyond our understanding. However it is evident that the New Testament writers are aware that there is a problem between the relationships of Father, Son, and spirit; this fact is seen at the beginning of the fourth Gospel. Reading this chapter was very beneficial because the information presented is relevant to my research and will aid in the proper development of my paper. In particular, it provides information for the section in the research paper that deals with the Apostles and the Trinitarian doctrine. The source outlines the Apostles reactions to the trinity. It also provides information for another section of the paper that deals with the trinity as presented in the bible. I must say that even though the chapter provides vital information, it is not my main source. Throughout the chapter the author writes as though the ideas presented are recent. This was evident in his negative comments as it regards to Schleiermacher failure to include these ideas in his book â€Å"The Christian Faith†. Even though the book was writte... Free Essays on Problem Of The Trinity Free Essays on Problem Of The Trinity Wainright, W. The Problem of the Trinity. The Trinity in the New Testament. Great Britain: William Clowes and Sons, 1962. Dr. W. Wainwright of Manchester has been writing books of this nature for a number of years. In fact he has even contributed to the â€Å"Scottish Journal of Theology†, Vol. 10, no. 3, September 1957. Belief in Christ’s divinity was expressed both in the writings of the New Testament and in the worship which was practiced in the earliest Christian communities. The belief in Christ’s divinity raised serious issues, and out of this emerged the Trinitarian problem. Even though the doctrine of the God Heads is not formally stated in the New Testament, the writings of the apostles suggest that they were dealing with such an issue as the trinity. No apostle would have dreamt of thinking that they are three divine persons whose mutual relations and paradoxical unity are beyond our understanding. However it is evident that the New Testament writers are aware that there is a problem between the relationships of Father, Son, and spirit; this fact is seen at the beginning of the fourth Gospel. Reading this chapter was very beneficial because the information presented is relevant to my research and will aid in the proper development of my paper. In particular, it provides information for the section in the research paper that deals with the Apostles and the Trinitarian doctrine. The source outlines the Apostles reactions to the trinity. It also provides information for another section of the paper that deals with the trinity as presented in the bible. I must say that even though the chapter provides vital information, it is not my main source. Throughout the chapter the author writes as though the ideas presented are recent. This was evident in his negative comments as it regards to Schleiermacher failure to include these ideas in his book â€Å"The Christian Faith†. Even though the book was writte...

Ozone Alert Days and Warnings

Ozone Alert Days and Warnings Ozone is a pale blue gas with a distinctively pungent smell. Ozone is present in low concentrations throughout the  Earths atmosphere  (stratosphere). In total, ozone makes up only  0.6  ppm (parts per million) of the atmosphere. Ozone smells similar to chlorine and is detectable by many people at concentrations of as little as  10  ppb (parts per billion)  in the air.   Ozone is a powerful  oxidant and has many industrial and consumer applications related to oxidation. This same high oxidizing potential, however, causes ozone to damage mucus and respiratory tissues in animals, and also tissues in plants, above concentrations of about  100  ppb. This makes ozone a potent respiratory hazard and pollutant near ground level. However, the  ozone layer  (a portion of the stratosphere with a higher concentration of ozone, from 2 to 8 ppm) is beneficial, preventing damaging  ultraviolet light  from reaching the  Earths surface to the benefit of both plants and animals. Unhealthy Ozone Ozone depletion may be a common news story, but many forget about the dangerous formation of ozone at ground level. The Air Quality Index (AQI) in your local weather forecast may often issue an unhealthy warning based on ground level ozone measurements if ground-level ozone is going to affect people in a particular area. All persons in an area are advised to be on the lookout for health effects related to ozone pollutants when a warning or watch is issued. The Environmental Protection Agency (EPA) warns that although ozone in the stratosphere protects us from harmful UV radiation, low-level ozone is dangerous. Infants, children, and those with respiratory problems may be in particular danger. What Causes Ground-Level Ozone Ground-level ozone is caused when the sun reacts with pollutants from cars and industrial plants to form ozone at or near the surface of the earth. The sunny weather you enjoy in many parts of the world may, unfortunately, be increasing the chances of the formation of ground-level ozone. Summertime is especially dangerous in many traditionally sunny areas, especially those areas with large populations. The EPA issues warnings and advisories for five major air pollutants. ground-level ozoneparticle pollutioncarbon monoxidesulfur dioxidenitrogen dioxide Ozone Alert Days According to associate writer Fred Cabral, â€Å"Ozone ignorance is a problem. Many people do not listen to the warnings given by local forecasters on the dangers of ozone.† While interviewing locals in the area, Cabral discovered 8 reasons why people choose to ignore â€Å"Ozone Alert Days†. Avoiding complacency is key to being safe from the dangers of ozone, Fred indicates, and people should not become complacent about the issue. After multiple street interviews, Cabral has investigated the ways to remain safe. In fact, ozone alert days (sometimes called ozone action days depending on where you live) are days when high heat and humidity cause unhealthy and unsafe levels of air pollution in the ozone layer. Pollution levels are monitored via the Air Quality Index, which was designed by the Environmental Protection Agency (EPA) so that cities and states can measure and report levels of pollutants in our air.