Identity Construction of the Entrepreneur

Identity Construction of the Entrepreneur BECOMING AN ENTREPRENEUR: ENTREPRENEURIAL IDENTITY CONSTRUCTION OF AFGHANS IN PESHAWAR ENTREPRENEURSHIP AND BUSINESS 1.0 Introduction Wealth creation and economic growth has been one major factor which distinguish the developed countries from the third world countries and entrepreneurship is one of the main reasons, responsible for of the current progress of nations (Baumol, Litan et al. 2007). The identification of ‘entrepreneurship as a differential factor raises numerous challenges. One of those is to replicate the economic success in nations which lag behind, the developing countries and the third world countries. However it is of importance to answer some basic questions about entrepreneurship, what are its causes? What are its effects? And its different understandings and meanings specially when applied to wide arrays of contexts. In the seminal literature there exists an inherent divergence. Richard Cantillons (who used the term entrepreneurship for the first time) defined an entrepreneur are â€Å"wholesalers in Wool and Corn, Bakers, Butchers, Manufacturers and Merchants of all kinds who buy country product to work them up and resell them gradually as the inhabitants require them†. This description essentially included ‘replicative entrepreneurs who set up a business for livelihood purposes. This type of entrepreneurship can be found in abundance in capitalist economies however in terms of impact on economic growth ‘innovative entrepreneurship is of higher significance. Schumpeterian entrepreneur is one of its kinds among thousands, a hero, motivated by higher order goals than mere profit earning, fights against the odds, battles risks and achieves success. One implication of a celebrated figure of hero entrepreneur is that there is an elite group of higher order ‘homo-sapiens who are considered the driver of economies and whose vision will be followed by ‘lower order humans. Those working for ‘real entrepreneurs will be working either as ‘cogs in a machine or entrepreneurially in some respects, depending on the type of organization and the economy they are in. While the few ‘real entrepreneurs enjoy the fruits of their success and find infinite reasons for their success the rest have to be content with what they are allowed to take. The speed and trajectory of progress of ‘the rest differs, e.g. someone working for Donald Trump or Bill Gates can earn a fortune and easily spun out their own organization. While a lady working on handicrafts in far flung mountains of Afghanistan may never get to know the real value of the art her fingers create. Surely not even in terms of monetary rewards leave alone t he artistic and aesthetics appreciation of it. Entrepreneurship is a multidimensional concept. For entrepreneurial venture to materialize many factors must get aligned at a critical junctures. Because of the ‘hero entrepreneur model considers the ‘successful innovative entrepreneurs it might ignore all those potentially innovative entrepreneurial ventures which could not materialize. In other words ‘innovative entrepreneurship will be appreciated if it goes the distance. This essentially believes that humans will either be entrepreneurial or not. However Hornaday (1992) proposes that entrepreneurship rather lies on a continuum along three dimensions of organization creation, economic Innovation and profit-seeking in the market. This approach relies on the fact that entrepreneurship can only be rated (like rating points in gymnastics) and not measured (like clocking the exact time in 100 meter race) along three dimensions. This view is more humanistic, as the difference between an innovative entrepreneur and a me re factory worker is not that the former was born with abilities (and led a track) which implies 1 while the later was a zero. If all human beings are entrepreneurial to some level, that is that they essentially form unique combinations to create or add value, then entrepreneurship lies at the heart of human spirit. However it is necessary to see why it expresses itself in differently under different conditions. The question of where to find an entrepreneur is elaborated by Baumol, (1990) giving examples from history, suggests that variation can be found among societies in terms of both the total supply of entrepreneurs as well as their allocation between productive activities such as innovation and unproductive ones such as rent seeking and organized crime. This allocation is influenced by the relative payoffs society offers to such activities. It follows that numerous reasons pertaining to context actually allocate the entrepreneur to different sectors and thus there is no reason to eliminate any sector from entrepreneurship. For the developing countries and the third world, entrepreneurship is more significant than only economic development â€Å"Replicative entrepreneurship is important in most economies because it represents a route out of poverty a mean by which people with little capital, education or experience can earn a living†. ((Baumol, Litan et al. 2007, page 3). However it does not qualify everyone as an entrepreneur. There must be some scale on which one can segregate entrepreneurialism. Gartners (1990) reports distinct perceptions of entrepreneurship as ‘focus on characteristics and ‘focus on outcomes of entrepreneurship. Resource acquisition and integration under the head of new venture creation and organization creation emerged as the most agreed upon parameters for assessment of being entrepreneurial. This means that perceptually organizational creation will be creation of new organization will be one of the foremost requirement for people to start considering as entrepreneurship to be taking place. This research investigates entrepreneurial identity as it perpetuates the entrepreneurial process. The study takes a dynamic view of entrepreneurship. Entrepreneurial identity is seen as becoming rather than static phenomenon. 1.1 Background In Pakistan, cultural orientations discourages independent thinking which is a significant impediment to research, this results into low level scientific knowledge. The hierarchal system at every level of society means that elders can ‘never be wrong and children are ‘not expected to speak unless asked to (Jafarey, 2005). Though efforts have been made to stimulate research activities, the solution is still elusive. Social Sciences have emerged as the weakest, Altaf (2006,s.1) expresses his views: Research is mostly funded, demanded by foreign donor agencies and has no internal demand and thus never translates, locally, into actions. Pakistani culture predominantly oral, the response to written word is lukewarm and the world view deriving form this kind of wisdom is renewed very slowly. Researchers must direct existing and future knowledge and research to permeate popular wisdom and help it update much quicker. The situation is unique to us and cannot be achieved by only as setting up research and policy institutions and publishing journals. This has now led to the stagnation of continuous process of making sense and understanding. Educational institutes and faculty should be the mainstay of research, have failed to produce the desired results in Pakistan and they have not produced significant contributions (Inayatullah, 2005). A considerable increase in disciplines and number of teachers in social sciences has still resulted in low to average research output. Economics and business administration also suffer from the lack of local research and knowledge. A deeper analysis reveals that education is perceived as a direct means to employment. In the absence of well defined, overarching strategies in pursuance of clear goals corresponding to long term vision has resulted in mushroom growth of institutions following a convoluted meaning of ‘education and research. Whatever local indigenous, research activity is produced in these circumstances is neatly summarized by â€Å"We might have gone beyond the point of diminis hing returns and we are researching in the state of habitual mindlessness† (Altaf,1, 2006). Research in Pakistan has been largely initiated and funded due to foreign (donor bodies and funding agencies) interest (as mentioned already). This type of research, though beneficial, cannot drive the research towards the knowledge and understanding which can direct action. Thus there has been little effort to understand the local scenario. Particularly, there are very few mentionable publications on entrepreneurship and SMEs. Predominantly highlighting problems has been much more prevalent rather than exploring success stories. This study takes different and deeper view that explores success stories which are deeply ingrained with social and cultural factors. This research aims to make sense of the business successes achieved by Afghan Entrepreneurs in unfavourable business conditions. This research aims to answers the question of how this group of people construct their success as entrepreneurs. Peshawar, not the best city in Pakistan for business, where the local population grapples for any business opportunities and jobs are hard to find, Afghans appear to be highly entrepreneurial and successful entrepreneurs (Inayatullah, 2005). This study takes departure from a position where this phenomenon has been considered as a refugees practice of livelihood. The conventional idea of Business functions such as Finances, Marketing and Human Resource though highly relevant with self-employment their contribution is secondary to the entrepreneurial success in this case. The Success of Afghan Entrepreneurship is about a group of people with ancient culture and strong traditions faced with odd circumstances. The interpretation is that Self-employment and creation of sustainable business ventures translates into a strong entrepreneurial identity which leads to successful entrepreneurial activities. As a knowledge quest his study, firstly, will contribute to opening up new avenues of research in entrepreneurship. Understanding of entrepreneurship can be enhanced through contextualization (Morrison, 2006). Secondly, exploration of research consistent with local interests and more inline with local wisdom can be helpful in improving local business opportunities. My personal conclusion, based on me living for the last 15 years among Afghans in Peshawar, is that socio-cultural factors are the key factors in forming their entrepreneurial identity. Thirdly an Afghans are open to talking about their culture and their relationships which affect their business; this is compatible with an in depth research. 1.2 Motivations My experience with Afghans come from living together with them or 15 years as well as carrying out business transaction as I work for family business, â€Å"Junaid Paper Mart†, a printing and packing paper and board business , headed by my father. I have observed the rapid rise on many Afghans; they take part in diverse range of businesses. So much so that Afghans are found in every kind of business and it will be next to impossible to find a business without any Afghan Entrepreneur. 1.3 Expected Contributions This study researches a group among Afghans who are involved in entrepreneurial business activities; it opens up new areas for future research e.g. comparative studies with other groups. This study actually tries to find the roots of entrepreneurial identity as a social process in a refugee/immigrant context. In particular, the proposed study will have the following implications. i) This study is beneficial for wide range of audience (e.g. Governments, United Nations, humanitarian non Governmental organizations) concerned with refugees. From policy making to directing of aids and grants in efficient manner, the results form this study can be of importance. ii) The context of study makes it unique but is not the only one in the world (War Refugees crossing into nearby countries). As a contribution to knowledge, entrepreneurial identity has not been explored in a refugee context. iii) Underdeveloped and developing countries do not necessarily need to â€Å"Export Policies† from developed countries in order to progress. This research will explore the way entrepreneurship as a social practice, thus opening up new ways for promoting entrepreneurship. iv) Geographically, the area of study lies at the heart of South Asia and is of high importance to China, India, Iran , Pakistan and the oil rich central Asian states. Afghanistan, after the defeat of invading Russian forces, never settled. From the policy perspective, one main reason for failure is lack of local knowledge. This study will also prove to be a first step towards this direction. On the practice front, firstly, this research will make potential contributions to refugee and immigrant knowledge. The interest in this research is consistent with the current world scenario where population movement is a natural consequence in prevailing circumstances. Chinese economy growing ever stronger by economies of scale, the Europe Union forming an integrated economy and Canada and Australia encouraging valuable human resources to immigrate. The integration of new settlers is a matter of importance. The utilization of these immigrants in entrepreneurial ventures will be highly desirable by the host countries. This research can contribute to formulate better policies that govern current and new immigrants and refugees. CHAPTER 2: Literature review 2.0 Introduction There is no one agreed upon definition of entrepreneurship and it has led to an ever increasing debate. The word ‘Entrepreneur is derived from French word ‘entreprendre which means ‘to do something and it was used in the sense of ‘a person who is active, who gets things done (Hoselitz, 1951). In 1730, Richard Cantillon, a Paris banker gave the first economic theory of entrepreneurship in an article titled ‘Essays on the nature of commerce in general. In the mid nineteenth century John Stuart Mill, an economist, gave the term general currency. Since then the term has been used in variety of ways, all having some justification as they point towards different dimensions and forms of entrepreneurship. The distinction and relationship in basic terminologies can serve as a starting point. Essentially, the phenomenon, ‘entrepreneurial process, is made up of an activity (entrepreneurship) where a market place combines individual (entrepreneurs) act in a certain way (entrepreneurially) (Virtanen, 1997). Theories from different fields have been used in effort to capture the essence of entrepreneurship. This chapter will highlight different views of entrepreneurship as progressed by theories from various fields. 2.1 Views of Entrepreneurship: Definition and Meaning The research in quest for the how, what and why of entrepreneurship has been undertaken under the umbrella of social science, traditionally. However business schools are responsible for the current surge in studies of entrepreneurship (Swedberg, 2000). The contributions of Social Sciences can be broadly categorized as studies under Economics and non-Economics social Sciences. Social sciences (such as economics, anthropology, sociology and economic history) and business studies alike have contributed to highlight the different aspects of entrepreneurship, however the debate among different disciplines about the ‘usefulness of their insights still goes on (Swedberg, 2000) . A view progressively posed by business studies community is that Social sciences answer the ‘what and ‘why of entrepreneurship however they lack in terms of explaining the ‘how question (Jarillo Stevenson 1990:23). Though it is right to argue that business school ought to concentrate more on the ‘How aspect of entrepreneurship, at the same time social sciences have contributed to the preclinical side of entrepreneurship though the emphasis on what and why have been deeper than business studies. The different understandings given by social sciences and business studies gives a complex but deep insight in the phenomenon. 2.1 Contributions of Economics Economics literature on entrepreneurship is not nearly as intensive as it should be on entrepreneurship because mainstream economics have great difficulty in fitting entrepreneurship in its theory. The work done in economics (on entrepreneurship) has therefore only been possible through invention in conventional economic model. 2.1.1 Early contributions the legacy of Joseph Schumpeter Among economists, Joseph Schumpeters contributions are a landmark because firstly, he is able to give a comprehensive account of entrepreneur and entrepreneurship and fitting it in economic theory. Secondly his views on entrepreneurship have evolved into a multi-dimensional and eventually (1940 and onwards) into multidisciplinary perspectives. Joseph Schumpeter was born in 1883 in todays Slovakia in family with business background; he also tried his hand in venture capital later on. There is some evidence which suggest that Schumpeter did not had much success in his business endeavors. He started with a thesis in economics and followed Leon Walrus, the great mathematical economist; believing equilibrium theory is the solution to every problem in economics. Schumpeter developed felt that Walruss static economic model does not take account some essential parts of economy. According to Walruss model economy is static and responds to external impulses (e.g. population growth) by trying to adapt and get back into equilibrium. In his book The Theory of Economic Development (1911) Schumpeter progressed dynamic view of entrepreneur. He emphasized that entrepreneurs are responsible for all important changes in economies, thus changes in economies are not only form external impulses. Schumpeter classified the activities in all pheno menon (including economics) as consists of two types of activities, the routine and repetitive ones and the new and innovative ones. In 2nd edition of the same book (1926) Schumpeter suggested a comprehensive theory of economics with entrepreneur placed in centre. His views became more moderate e.g. Innovation, described in terms of business cycles was simply ‘new production function (Schumpeter 1939; 87). Entrepreneurship was defined as making of new combination of already existing resources, it is innovation not invention. Accordingly no one is an entrepreneur forever but only when they are doing an act of entrepreneurship. In other words it can be concluded that humans are essentially entrepreneurial, though they differ on the extent to which they are entrepreneurial and for the time they act entrepreneurially. Schumpeters view of newness is applicable to variety of situations; he broadly categorized entrepreneurial behavior consisting of ‘essentially new a) Good; b) Method of production; c) Market; d) Source of supply and e) Organization of industry. Schumpeter also highlighted the motives behind a n act of entrepreneurship. Entrepreneurs are not purely motivated by profit; in his view three main factors motivate the entrepreneur The dream and will to found (strive for independence and power) The will to conquer (or thirst for success) The joy of creation ( to get things done) Considering profit motive as a contributing factor and not the foremost primary motivational factor is well founded in research. Hirschman (1967) argues that many businessmen would never start a business if they come to know in advance how difficult it was going to be. Though without any profit motive, an act of entrepreneurship may not be considered entrepreneurial. Profit motive might be acting as a catalyst which induces the act of entrepreneurship. Whereas, afterwards the entrepreneurial process requires further motives and money is not enough as motivator. After 1940s Schumpeters works consist of sociological work, mainly Capitalism, Socialism and Democracy (1942), where he argues that routinization of change, demystification and rationalization of innovation has created an environment of less opposition towards entrepreneurs. This environment is not conducive for breading real entrepreneurship (Schumpeter). The presence of opposing force for ‘unleashing entrepreneurship has been evident throughout history, though in different forms, ranging from dissatisfaction with current job to need for a basic ‘bread earning activity. Schumpeters views entrepreneurship as not limited to a single person and organization (social or business) or institution (even as a society) can be entrepreneurial; this argument comes from his belief that theory of entrepreneurship should be based upon the actual activity of entrepreneurship rather than researchers personal injunctions. Schumpeters views on entrepreneurship does glorify entrepreneur to some extent. This element does not lend Schumpeters entrepreneur to be explained through mathematical economics. Some may view this as detrimental even unacceptable in terms of economic contribution, however in essence Schumpeters work lives on even today only because his views are ‘practical. Schumpeter ‘spoke of realities which he tried to explain through theories rather than theories trying to explain the reality. 2.1.2 The Contributions of Mainstream Economics Economics is unable to place Entrepreneurship in its mainstream theory, though the presence of entrepreneurship has been largely accepted by economists. The lack of entrepreneur from economics has been termed as the performance of Hamlet with Danish Prince missing (Baumol 1968; 64), so much so that Blaug (1986; 229) calls it a ‘scandal of keeping the students of economics unaware of entrepreneurship. Economics does have some thoughts on entrepreneurship mainly Schumpeters thoughts, which are supplemented by theories of Israel Kirzner and mark Cason. Other also takes account of William Baumol and Austrian economics such as Friedrich Von Hayek and Ludwig Von Mises. The first two economists who considered entrepreneur were both French. Richard Cantillon defined entrepreneur as those willing to buy at a certain price and sell at uncertain one. (Blaug 1986; 220) while Jean Baptise Say tertmed entrepreenruship as combining of factors of production into an organiasm. Entrepreneur and capatilst were also confused however it was suggested that entrepreneurial profit can be termed as rent of ability (Hans Von Mangoldt 1824-68). Among the Neo-classical economists entrepreneurship was classified as ‘rent on ability (Marshal 1842-1924) while others ignored entrepreneurs as neutral entities in terms of profit or loss in equilibrium conditions (Walrus cited by Schumpeter 1954: 893). Frank Knights Risk, Uncertainty and Profit (1921) explained entrepreneurship in terms of risk (where objective probability can be calculated) and Uncertainty (where nothing can be known). She classified entrepreneurial profit as profit derived from bearing uncertainty which is consistent with neo-classical framework as entrepreneurs. Mark Cason views entrepreneur as specialist on decision making regarding coordination of scarce resources (Cason 1983; 23). Isreal Kirzner termed entrepreneurship as alertedness to profit making opportunities; he argues that entrepreneurs restore the equilibrium of economy. The argument is often contrasted with Schumpeters thought of entrepreneurs as disrupting the equilibrium. Mises and Kirzner bo th agree that one entrepreneurs error becomes other entrepreneurs opportunity. Kirzners insights also draw from Ludwig Von Hayek (199-1992). Hayeks relates entrepreneurship to knowledge. The knowledge about local condition where profit can be made come more in form of ‘discovering new information rather than being preceded by analysis of already present information and diagnosing it as incomplete. The above insights are of significant importance for theory and practice. An entrepreneur is someone who takes on selected uncertainties as he is alert to ‘appropriate for profit uncertainty. Entrepreneur is specialist decision maker and goes through ‘discovery of information process. A comprehensive sketch of entrepreneurship consists of various external and internal forces shaping the process of entrepreneurship. At an individual lies the ability of a human to interpret opportunity, decide to take on an uncertain situation while discover information throughout the process. Economy is but one element of the ‘habitat of entrepreneurs, they are doing all these activities in a social setting where all non-economic social sciences become relevant to exploring the concept in further detail. 2.2 Contributions of Non-Economic Social Sciences literature Non Economic social sciences have contribution from a much larger variety of perspectives on entrepreneurship though it lacks the coherence which is the mainstay of economics literature on entrepreneurship 2.2.1 The contribution of psychology Psychological theories of entrepreneurship pay attention to personality traits, motives and incentives of one individual. Entrepreneurship has been researched by focusing on the individual since long mainly under the field of psychology. The approach used in this study adheres to these traditional approaches (that are going to be discussed in the following) which consider Entrepreneurs as unit of analysis, however it takes a more holistic view. Various studies researched the traits responsible for entrepreneurship (e.g Gartner 1998, 1989; Bird 1989, baron 1998). Psychology has mainly contributed two broad categories of insights, both have at its core, the personality of an entrepreneur 1) the trait theories of entrepreneurship take a view that internal characteristics of an individual are responsible for entrepreneurial behavior, 2) the more social psychological insights into entrepreneurship take a view that an entrepreneurs personality is shaped by outside forces (Swedberg, 2000). Entrepreneurs and non-entrepreneurs are differentiated on the basis of attitudinal and behavioral factors. In general, tra it theorists see non-monetary rewards as the main source of motivation for entrepreneurs. Entrepreneurship is dictated by innate characteristics. Nature rather than nurture is what would determine entrepreneurship. McLelland Winter (1971) concluded that a strong need for achievement is a distinguishing trait of entrepreneurs. Yet as Virtanen (1997) summarize In analyzing entrepreneurial behavior we should pay more attention to expectations, motives and incentives. â€Å"The forces in the brain region† (needs) foster expectations, motives and incentives to take some action. What kind of motives and incentives are required to enforce entrepreneurial activity? Why would someone start a new venture? The reasons, as well as the businesses, may differ from case to case. Why do People act entrepreneurially? The Motivation for entrepreneurship comes from diverse sources but at the individualistic level Vrooms (1964) expectancy model takes into account the desirability and the feasibility of becoming an entrepreneur. Recent studies of OECD-Member nations shows that dissatisfied people draw satisfaction from the very acting of creating own business (Noorderhaven et al., 2003; Hofstede et al., 2004). Results of studies focusing on trait theories show a large variation of characteristics that are held responsible for entrepreneurialism e.g. need for achievement and strong urge to build (David McClelland ,1961), toughness, pragmatism unwilling to submit to authority (Collins and Moore, 1970), mercurial, cunning, opportunistic, creative, and unsentimental behaviour (Bird, 1992), overconfidence (Busenitz and Barney 1997). Trait theories project the image of entrepreneur as some one who is (or assumes to be) in control historically because of higher need for achievement and high self-efficacy. This high level of self control has roots in Descartes philosophy of self, which argues: While the external world, including the thinkers body, is subject to the laws of physics and other external contingencies, the mind is not. I, being pure mind, enjoy a supreme degree of independence from my body and everything physical. †¦..The radical separation of mind and bodyand of the mental and the physical in generalis known as Cartesian Dualism†. (frostburg, September 2007) The field of Psychology has produced more studies than either in mainstream economics or sociology (Chell et al 1991). The status of psychological theories of entrepreneurship is fairly low among social scientist mainly because firstly, the existence of a distinct blueprint for ‘entrepreneurial personality is doubted and secondly, psychology has tried to explain about entrepreneurship what other fields e.g. sociology or economic history would be better equipped to explain (Swedberg, 2000). 2.2.2 Sociological view of entrepreneurship Indeed, some theories have pointed at the dynamic view of entrepreneurship. Entrepreneurial process feeds on change and in fact can create it, as Bagby (1988, 5) concludes: â€Å"Entrepreneurs capitalize on change, or even create it.† This means that Change and dynamism can be favorable for entrepreneurship. This thought leads to a process view of entrepreneurship which is dynamic â€Å"Entrepreneurship is the process of doing something new and something different for the purpose of creating wealth for the individual and adding value to society† (Raymond 1993). The notion of ‘becoming emphasizes the nature of the entrepreneurial process as a dynamic rather than static phenomenon. According to Bygrave Hofer (1991, 14) the later contains all the functions, activities, and actions associated with the perceiving of opportunities and the creation of organizations to pursue them†. The process itself is not taking place in vacuum. Social institutions play a major role, they are defined as the written and unwritten ‘rules of the game: laws, norms, beliefs, etc. (North 1990). How the social system works varies and different social system that places a high value on innovation, risk-taking, and independence is more likely to produce entrepreneurial events than a system with contrasting values (Amir, 2006). The way in which culture, societal values and personality create this effect is complex and highly interrelated 2.3 Entrepreneurship as an embedded process In this thesis I will propose that entrepreneurship is deeply rooted in society. It is a dynamic process of interaction between socio-cultural factors and personal attributes; change is the essential ingredient of this process. Such embeddedness perspective is highly relevant to most of the eastern part of the world. The reasons for greater need for affiliation, strong family structure and embeddedness is one plausible explanation is given by Amir (2006), the environment of weak resource-sharing institutions are vulnerable and thus entrepreneurs ‘must bond themselves by affiliating with a social network. For deeper insights the entrepreneurial process rather than entrepreneur in isolation should be researched. Entrepreneurship is an economic process drawing from the social context which influences outcomes, so it is fitting to call it socio-economic. Jack and Anderson (2002) emphasize that; â€Å"Embeddedness is process whereby entrepreneur (acting as agent) becomes a part of the local structure; both the agent and structure affect each other through diverse mechanisms. The social structures nature is understood; ties forged through enactment of re-enactment and maintained, this leads to drawing on resources and creating opportunities.† 2.4 Discussion Entrepreneurs give different understandings to their own selves and may be acting entrepreneurially and not knowing, For instance, a businessman may say that why would he want to know if he is entrepreneurial or not, he thinks he is (Gartner, 1990). It is mo

The company aims and objectives

The company aims and objectives 1 Introduction Strategic management is the way a business will formulate, implement and evaluate its decisions across the departments in order to help the company to achieve its objectives. It means using the company aims and objectives to develop policies and plans, allocate resources in order to implement the plans and then evaluate whether this has been successful. Strategic Planning ensures that an organisation is doing the right things. If a business needs to change the way it runs its business operations then a strategic plan explains what the organisation is changing to. Once it has determined the right things to do, it devolves accountability for doing them right to one or more business plans (Guest 1989). Every organisation has a mission statement setting out its aims and objectives and strategy can be defined as â€Å"The determination of the basic long-term goals and objective of an enterprise and the adoption of courses of action and the allocation of resources necessary for carrying out these goals† (Alfred Chandler, 1963). Johnson and Scholes (2002 p13) suggested that a company needs a mission and mission statements; a vision or strategic intent; goals; objectives; unique resources and core competences, strategies and control. Strategy was ‘the direction and scope of an organisation over the long term: ideally which mat ches its resources to its changing environment, and in particular to its markets, customers or clients, so as to meet stakeholder expectations. To continue in business and be profitable every business needs a strategy and according to McGee et al (2005)strategy is the ability of a company to thrive and survive. The report will outline the stages, steps and procedures that should be implemented to carryout a strategic analysis as part of the strategic management process. The New Vintage Car Company is a specialist organisation which has a small niche in the specialist car market and a mission statement, objectives and strategic intent. 1.1 Aims and Objectives of the report The aim of the report is write a report about a chosen firm within the automotive industry (real or invented) indicating the stages, steps and processes involved in the planning and analysis, formulation and implementation and evaluation of the strategic management process. 1.2 Objectives To understand the importance and characteristics of strategic management to all forms of organisation To investigate a range of strategic management models and their strengths and weaknesses To consider the relevance for strategic management of organisational culture and ethics To analyse and evaluate a range of strategic management models To apply and to tailor models of strategic management as appropriate 2 Stage One Strategic analysis Generally there are two main approaches to strategic management the organisational approach dealing with competitive advantage, resource allocation and economies or scale and the the human approach. According to Arieu (2007), ‘there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context. Strategic management can be bottom-up, top-down, or collaborative processes which means that in the bottom up approach employees send in proposals to their managers who choose the best ideas which are assessed through capital budgeting processes such as return on investment or cost benefit whilst the top-down approach is where the CEO and the planning team make the decisions. Johnson (1999 p154) advised that strategic planning was the ‘process of drawing up long-term, wide ranging plans in accordance with the organisations main aims and will involve analysing customer expectations, competitive pressures and overall changes in the market. Operational planning on the other hand was the development of plans for a specific operation within the organisation whether it was for a product or a service. He added that although organisations used information from analysis, quantified objectives which became the organisations targets for a planned period of time, could be based on ‘ guesswork. Strategic management is an ongoing process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment. (Lamb, 1984:ix). As the New Vintage Car Company is a small specialist business it is very much a very collaborative style of strategic management with the 10 main employees taking part in management decisions. 2.1 Strategic management theories Strategic management was a concept which was developed in the 1950s and 1960s which theorised that gathering all the functions under one strategy and coordinating the different departments. Chandler (1962) showed that a long-term coordinated strategy was necessary to give a company structure, direction, and focus stating that ‘structure follows strategy. Selznick theorised that an organisations internal functions should be matched to any external environmental circumstances through SWOT analysis which was developed by the Harvard Business School General Management Group. Anscoff developed a strategy grid to compare market penetration strategies, product development strategies, market development strategies, horizontal and vertical integration and diversification strategies and a gap analysis. Druckers (1969) management by objectives (MBO) meant that companies set objectives and then monitored if they had been achieved and suggested the use of team work. Function strategies incl ude marketing strategies such as new product development strategies, human resource strategies, financial strategies, legal strategies, supply-chain strategies, and information technology management strategies dealing with short and medium term plans. However, Mintzberg (1988) thought of strategy as a process or pattern of behaviour which has evolved over time and necessitated fluidity and the realization that there were unpredictable issues which could arise. 2.2 Analysis Part of the planning process for a company would be to analyse the current market place and the companys position in it. This could be done through various analysis techniques such as PEST, SWOT, Gap analysis, Porters generic strategy analysis. 2.2.1 PEST analysis The PEST analysis could be used by the organisation to look into market growth or decline whilst investigating the position of the company, its potential for future growth and the direction the business should take. PEST stands for Political, Economic, Social and Technological factors, and can be used in conjunction with SWOT which are the Strengths, Weaknesses, Opportunities and Threats analysis. PEST can be extended to PESTLE by adding Environmental and Legal or even adding any Political and demographic issues as STEEPLED (Grundy 2006). 2.2.2 SWOT analysis In order to see where the company is in the market place, a SWOT analysis will need to be undertaken. SWOT stands for Strengths, Weaknesses, Opportunities and Threats. Strengths would be the type of business and whether is has been well established in the area and has a loyal customer base Weaknesses are anything which may hinder the company in achieving its objectives and which may need to be changed such as financial constraints. Opportunities are the things a companies can use to progress Threats are the issues which affect a company and could potentially threaten the companys futuresuch as thecredit crunch with suppliers closing down, transport costs rising and banks not lending money (Armstrong 1982 p198 Hill Westbrook 1997). 2.2.3 Gap analysis The company will need to judge where there is a gap in the market, either a place for their product or where the company is at the moment and where they would like to be and so the difference is the gap. After this analyis the company needs to decide how to bridge the gap either through a strategic approach or a tactical/operational approach. The tactical operational approach would make use of the Marketing Mix Product, Place, Price, Promotion 2.2.4 The value chain Porter (1998) also theorized that a company could be successful if it contributed to the industry it was in via a value chain which meant that everything a company does should be questioned in terms of what value it adds in the eyes of the final customer. In 1993,John Kay stated that ‘adding value is the central purpose of business activity. 2.3 Competitor analysis A company needs to analyse what its competitors are doing, how well they are doing it and whether they are a real threat. 2.3.1 Competitive advantage and Porters 5 Forces theory Porters 5 Forces Model New entrants, Industry competitors, Suppliers, buyers and substitutes is a useful theory can help for an organisation to formulate the appropriate strategies to be successful in their market (Thurlby, 1998). Porters theory takes 5 elements which can influence a business such as New Entrants to the market and Industry competitors are there any new or similar companies setting up in business which could be a threat and which customers will choose instead of the original company; Suppliers who may be powerful enough to put up prices which the company has to pay or even refusing to do business with the company; Buyers how customers can put pressure on the company to lower prices or alter product lines; Substitutes customers changing to alternative products from another company if there is a product price increase; the use of price cutting and aggressive marketing by other similar rival companies; (Porter 1998). 2.4 The Competitive-positioning approach Companies need to be aware of the competitions own strategies at all times. A competitive advantage can be attained by organisations if the current strategy is value-creating, and not currently being used or activated by competitors or future competitors (Barney, 1991, p102). Choosing the correct market level is important as too high will lose customers and too low may see to many competitors. Porter (1995) thought that there were three routes to competitive advantage. A firm either (1) focused on a particular customer group (2) Specialised in skills competitors cannot match or (3) became the lowest cost producer. Having the competitive advantage means that a company must outperform its competitors by delivering superior value to customers and, in doing so, earn an above average financial return for the company and its stakeholders. Doing this successfully over a long period is sustainable competitive advantage which requires that they outperform their competitors for a long period in a way that customers are prepared to purchase at a sufficiently high price. Campbell et al (2007) argued that there were 8 areas which need to be considered for competitive and sustainable competitive advantage to continue for a company. They need to have a strategic intent to stretch the organisation in the future and be willing to work at continuous improvement which includes inputs, processes and outputs of products and services. They would need to work in a different way to their competitors and importantly they need to be perceived to be better by their customers who need to believe that they are the main r eason for the company being in business to serve their customers. The company must build on their core competences by continuous internal review and keep communication channels open both internally and externally. Its core competency is the restoring of classic cars and all the skills which go with this. The management must be aware that the business environment is constantly changing and they must be prepared to change with it especially during the current recession They need to be aware of their competitors but also know when collaboration and co-operation with competitors through strategic alliances is a necessity. 3 Stage Two Strategic formulation The New Vintage Car Company has formulated a strategy through the planning and analysis of companys SWOT and the gap analysis as well as having looked at the competition which is a few other similar small businesses. Strategy formulation is the process of determining appropriate courses of action for achieving organizational objectives and staying a profitable business. Johnson and Scholes (2002 p11) theorised that there were different levels of strategy: (1) corporate dealing with the ‘overall purpose and scope of an organisation and how value can be added to the business areas of the company and when a company has decided on its products and the market it should compete in (2) business unit strategy deals with how a company can achieve an advantage over its competitors and what opportunities can be identified or created and competitive strategy which is when the company sets out the framework for success in the market it has chosen with goal setting, commitment of resources a nd the monitoring or strategies and (3) operational strategy is how the different areas of a company deliver the corporate strategies with reference to resources, people and processes. Once the strategy has been formulated, the company needs a mission statement, set the aims and objectives and conduct the internal and external analyis of the niche in the market. The company would then implement the strategy by undertaking certain steps such as entering into a partnership or expanding distribution outlets. The strategy will then need to be reviewed. The strategy formulated by a company should reflect an environmental analysis as well as the organisaitonal vision, mission statement and organisational objectives. The way to formulate strategic plans is to use three steps which find out where the company is now, determine where the company wants to go, and then determines how to get there. This may require to take certain precautionary measures or even to change the entire strategy. Johnson and Scholes (2002) strategic model looks at three criteria suitability and whether it will work; feasibility and whether it is possible to make it work and acceptability and whether the strategies will be successful. 3.1 Suitability The strategies for the company need to be suitable for that company and its current and future position in the market. The question to ask is is it economical to pursue the strategies and would there be any cost advantages for the business due expansion (economies of scale) referring to efficiencies associated with supply-side changes, such as increasing or decreasing the scale of production, of a single product type? The company needs to also address the question of economies of scope which means efficiencies primarily associated with demand-side changes, such as increasing or decreasing the scope of marketing or distribution. A company which sells many product lines, sells the same product in many countries, or sells many product lines in many countries will benefit from reduced risk levels as a result of its economies of scope. If one of its product lines falls out of fashion or one country has an economic slowdown, the company will, most likely, be able to continue trading. Thin king of its customers the company needs to look at the experience economy and what their customers will get and how they will feel they receive not only value for money but are getting something extra and feel part of the company experience. This encourages company loyalty. The New Vintage Car Company has a loyal customer base in the UK and has overseas customers in countries where the current financial downturn has not had such as great impact. The company would make use of decision tree analysis and what if analysis. 3.2 Feasibility Feasibility is concerned with the resources required to implement the strategy and whether they are available now or need to be developed or obtained. The resources which would need to be looked at would be (1) finance and funding and whether the company would have enough capital without taking on a loan or issuing more shares; (2) people and whether there would need to be a recruitment drive to employ more skilled craftspeople or even take on apprentices; (3) time and whether the length of time it would take would be prohibitive or whether the time scales involved would be acceptable and (4) information and whether the company has enough expertise and knowledge to expand using the strategies. For this the New Vintage Car Company would need to undertake a cash flow analysis and forecast as well as a break even analysis and a deployment analysis. 3.3 Acceptability Acceptability deals with how the main stakeholders of a company will accept any new strategies. The stakeholders in a company are the shareholders, employees and customers. They will need to know the expected performance outcomes and whether there are risks and what the consequences of a failed strategy would be for the company. The shareholders would want to know that there would be returns on their investments either financial or non financial and the employees would expect improved pay or career prospects and customers would be concerned that they would still get the quality they were used to. An ideal tool for this would be stakeholder mapping. Therefore the formulation of a good workable strategy for the New Vintage Car Company is essential. Strategic formulation allows the company to plan its capital budgeting especially where there are limited funds and capital funds need to be invested where they can be most effective for all the stakeholders. The next stage is implementation. Implementing any strategies will mean a change of some kind. Strategic Planning ensures that an organisation is doing the right things and then doing them right but the strategic plan explains what the organisation is changing to. The Corporate plan would be at the head of the strategic planning with departmental strategic plans and functional strategic plans for other parts of management. What goes into a strategic plan must take into account the needs of the stakeholders, any environmental risks and threats plus the competencies, resources and values that the company has. (http://www.changeperform.com.au/strategic_plan_process.html) 4 Stage Three Strategic implementation and evaluation In order to implement the plans made, there will need to be an allocation of resources including money, people, time and computer support and establishing a chain of command with specific responsibilities given to individuals or groups. This also includes the right training for employees. Strategic management can often be planned or unplanned in that there are unpredictable circumstances as well as those which can be planned for. Once the strategy has been implemented, it will need to be evaluated as to its success or failure once again through SWOT analysis for company strengths, weaknesses, opportunities and threats both internal and external. The changes that could affect an organisation are any Political Changes such as a change in government, legislation, taxation,; any Economic Changes such as inflation, interest rates, unemployment; Social Changes such as population trends Technological Changes such as breakthroughs, new products and technologies, Implementing any strategies will need time and effort but they should not be imposed. The management of change is an important part of strategic implementation. Change cannot be forced on employees or implemented too quickly or there will be industrial problems. The idea of change is opposed for many reasons including job insecurity; fear of loss of status; pay cuts and job losses; breaks in routine; learning new skills and methods; change of work site and work colleagues. As the New Vintage Car Company is a small business it may be able to weather any of the changes which could affect the business. As the business uses a collaborative approach to management, the employees are part of the decision making process and the strategies which would affect them would be discussed collectively The Paton-Johnson model (2007 p109) can be used, as it suggests sequential stages for the management of change through initial conversations about change; diagnosis of what needs to be changes, how and why; the development of a new vision for the organisation and its employees which is shared and a plan to implement the changes. A useful addition to strategic strategies is Warrs Vitamin Model (1987) which considers the well being of company staff and the changes made in the organisation as vitamins to help the health of the company. Healthy minded employees work well and increase production which benefits the company. Employees need to know they are valued and respected within an organisation and if they do not feel this way they are discontent. 5 Conclusions There are many reasons why strategies fail and companies fail with them. Companies need to understand their market and their competition both now and in the future, know their own strengths and weaknesses and be aware of any opportunities which may come and any threats which are looming. The New Vintage Car Company will need to be confident of their employees competence in handling the new strategy and to introduce the changes gradually and with communication, cooperation and participation. Although strategic management is a complex process it can be handled efficiently although too much constraint may be limiting any future visions for the company. As a collaborative company there are just as many pitfalls as for those with top-down management style ‘too many cooks as well as ‘dictatorships. Strategic management consists of interpreting, and continuously reinterpreting, the possibilities presented by changing circumstances for achieving an organizations objectives. Strategic management processes are essential for an organisations success but they need to be paced and not rushed as this is where mistakes are made. The aim of the report was write a report about a chosen firm within the automotive industry (real or invented) indicating the stages, steps and processes involved in the planning and analysis, formulation and implementation and evaluation of the strategic management process. This was achieved through a brief investigation into the strategic levels associated with the New Vintage Car Company. The objectives of the report were o understand the importance and characteristics of strategic management to all forms of organisation and this was achieved through a review of the levels of the strategic management process and the theories and models with strengths and weaknesses. References Ansoff, I (1965) Corporate Strategy New York: McGraw Hill, Argyle, M. (1972, p.201) The Social Psychology of work, Penguin UK Armstrong J S (1982). The Value of Formal Planning for Strategic Decisions Strategic Management Journal 3: 197-211. Axelrod, R. and Cohen, M. (1999) Harnessing Complexity: Organizational implications of a scientific frontier New York: The Free Press, Chandler A (1962) Strategy and Structure: Chapters in the history of industrial enterprise, New York: Doubleday, Chartered Institute Of Personnel And Development. (2005) Managing change: the role of the psychological contract. Change agenda. London: CIPD. David, F (1989) Strategic Management, Columbus: Merrill Publishing Company, Drucker, Peter (1954) The Practice of Management, New York: Harper and Row, Grundy , T. (2006) Rethinking and reinventing Michael Porters five forces model. Strategic Change. Vol 15, No 5, August. pp213-229 Henry A. (2008) Understanding Strategic Management Oxford University Press Hughes, M. (2006) Change Management: A Critical Perspective. London: Chartered Institute Of Personnel And Development. Johnson B (1999) Introducing Management : a development guide for new managers Oxford: Butterworth-Heinemann Johnson A Paton K (2007) Health Promotion and Health Services: Management for Change Oxford: Oxford University Press pp107-128 Johnson G Scholes K (2002) Exploring Corporate Strategy London: Pearson Education Ltd Lamb, R B (1984) Competitive strategic management, Englewood Cliffs, NJ: Prentice-Hall, McGee et al (2005) Strategy: Analysis and Practice UK: McGraw Hill Moncrieff, J. Is strategy making a difference? Long Range Planning Review, vol 32, no2, pp273-276. Michaud C Thoenig J C (2003) Making strategy and organization compatible. Basingstoke: Palgrave Macmillan. Mink/Esterhuysen/Mink/Owen, (1993) Change at Work Action Science Approach cited in Schumacher W D, (1997) Managing Barriers to Business Reengineering Success (Business Process Management Group) (www.bpmg.org) Pettigrew A. and Whipp R. 1993 p.5 Managing for Competitive Success Oxford: Blackwell Porter, M. (1980a) How Competition Forces Shape Strategy, Harvard Business Review, September-October, pp.137-145. Porter, M. (1980b) Competitive Strategy, New York: Free Press. Porter, M. (1998) Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: Free Press. Turner S. (2002) Tools for success: a managers guide. London: McGraw Hill. Warr P (1987) Work, Unemployment and Mental Health Oxford: Oxford Unviersity Press http://www.cipd.co.uk/subjects/ corpstrtgy/changemmt/chngmgmt.htm accessed 10 May 09 Harvard Business School (2002) Toward Continuous Change: Staying Competitive Through Change Harvard Business School Press (http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?referral=3035id=7188BC) accessed 12 May 09 Appendix A The New Vintage Car Company is a small specialist car making company which restores old classic cars but it looking to branch out into making new build cars based on the classic models of previous decades through a partnership with another small car company which produces self build car building kits for classic cars such as the MG. The company employs a skilled team of classic car body builders, wheelers, panel beaters, wing makers, and fender manufacturers who are skilled in working aluminium, steel, stainless steel, copper, brass and magnesium alloy as well as restoring ash frames from old cars or fabricating new wooden frames. The company has experience as vintage car coachbuilders has helped with classic car projects, from manufacturers including: Alvis; Amilcar; Auto Union; AC; Alfa Romeo; Aston Martin; Allard; Austro Daimler; Bentley; Bugatti; Bristol; BMW; Cadillac; Cisitalia; Cooper; Daimler; Delahaye; Delage; Invicta; Jaguar; Lotus; Lancia; Lagonda; Lamborghini; Maserati; Mercedes; Morgan; Porcshe; Riley; Rolls-Royce; Railton; Sunbeam; Tojeiro; Vauxhall; Veritas. The company has successfully completed a wide range of car commissions, from simple body repairs on existing bodywork to complete restorations and new bodies, sometimes from the most basic of plans. Commissions are from the whole of world motoring history, from fantastic exotica such as the 1938 Alfa Romeo Bimotore and two 1930s Grand Prix Auto-Unions, to a Mercedes-Benz 300 SLR Gull-Wing Magnesium Coupà ©. (adapted from http://www.rodjolley.com/flash/flashed.html)

Humorous Wedding Speech by the Father of the Groom -- Wedding Toasts R

Humorous Wedding Speech by the Father of the Groom Good evening Ladies and Gentlemen - I am the groom's father, Ken, and I have the great privilege of being best man. I have recently found out there are two reasons why J W asked me to do this job. 1) To make him look younger and slimmer in the photos. 2) Because he didn't want to burden any of his friends with the terrible prospect of having to give this speech. It's the speech that no one wants to do. The best man doesn't really know what he's expected to say and yet his speech is supposed to be humorous - but it might not be. It's supposed to be short - but it probably won't be. It should be original - but it seldom is. It should not offend - and most do. And finally, it's supposed to be sincere and I certainly intend mine to be. In fact, I cannot be more sincere than to say to my son what an honor you have done to me by asking me to be your best man today. That said, while you are all here to enjoy yourselves, the poor best man has to work for his supper - not that he is able to enjoy his food for the thought of making that speech. He is so nervous he can hardly eat his meal. J W, seeing how nervous I was, arranged for me to have the best seat in the house - namely cubicle 3 in the Gent's toilet. There's even a sign behind the door which reads 'the best man inspects these toilets at 15-minute intervals. If you have any complaints please report it ... ...come so fond of Kathy and we looked upon her as a daughter that we had gained. I can but wish the new Mr and Mrs Wilson every success in the future. As I said at the start I'm not very sure what a best man is supposed to say in his speech. I do know he really has only one thing he must cover and that is to say to the groom 'J W, on behalf of the matron of honour and the bridesmaids thank you very much for all that you said. I can only but agree with your comments. I would like to finish my speech by making a toast to the two most important persons here today - Ladies and gentlemen - a toast to the Chef and the Barman. Thank you. Only kidding, the toast is to J W and Kathy - the Bride and Groom.

The Character of Casey in The Grapes of Wrath :: Grapes Wrath essays

The Character of Casey in The Grapes of Wrath John Steinbeck passionately describes a time of unfair poverty, unity, and the human spirit growth in the classic novel, The Grapes of Wrath. The novel tells of real, diverse characters that experience growth through turmoil and hardship. Jim Casy, a personal favorite character, is an ex-preacher that meets with a former worshiper, Tom Joad. Casy continues a relationship with Tom and the rest of the Joads as they embark on a journey to California with the hopes of prosperity. Casy represents how the many situations in life impact the ever-changing souls of human beings and the search within to discover one's true identity and beliefs. Casy, however, was much more complex than the average individual. His unprejudiced, unified, Christ-like existence twists and turns with every mental and extraneous disaccord. Jim Casy is an interesting, complicated man. He can be seen as a modern day Christ figure, except without the tending manifest belief in the Christian faith. The initials of his n ame, J.C., are the same as those of Jesus Christ. Just as Jesus was exalted by many for what he stood for and was supposed to be, Casy was hailed and respected by many for simply being a preacher. Casy and Jesus both saw a common goodness in the average man and saw every person as holy. Both Christ and Casy faced struggles between their ideals and the real world. Despite Casy's honesty, goodness, and loyalty to all men, he would not earn a meal or warm place to stay. Although Jesus had many followers, still others opposed his preaching until the very end.   These prophets attempted to disengage man from the cares of the world and create a high spiritualism that stemmed joy from misery. All the migrants found pleasures along their trips and kept their hope and spirit throughout the journey. Thanks to Jesus, the saddest, dullest existence has had its glimpse of Heaven. Casy once remarked, I gotta see them folks that's gone out on the road. I gotta feelin' I got to see them. They gon na need help no preachin' can give 'em. Hope of heaven when their lives ain't lived? Holy Sperit when their own sperit is downcast an' sad?" (page #)   Casy wished to reach out to others in spite of his own troubles. He wanted to give them sprit; hope and he wanted to rejuvenate their souls.

Colonialism and Imperialism - The White Male and the Other in Heart of

The European, White Male vs. the Other in Heart of Darkness      Ã‚   The novella Heart of Darkness has, since it's publication in 1899, caused much controversy and invited much criticism. While some have hailed it's author, Joseph Conrad as producing a work ahead of it's time in it's treatment and criticism of colonialist practices in the Congo, others, most notably Chinua Achebe, have criticized it for it's racist and sexist construction of cultural identity. Heart of Darkness can therefore be described as a text of it's time, as the cultural identity of the dominant society, that is, the European male is constructed in opposition to "the other", "the other" in Heart of Darkness being defined as black and/or female. Notions of cultural identity are largely constructed through language and setting and are essential to the reader's understanding of the text.       While many characters are critiqued or criticized by Conrad for their exploitation of Africa and it's inhabitants, they remain the dominant and superior race, both according to Conrad, and his primary narrator Charlie Marlow. The African characters are not only constructed as "other", but also as inferior and to an extent subhuman. This is evident through their lack of language or voice throughout the text. Africans are denied language, and are instead granted "grunting" noises and a "violent babble of mouth sounds" relegating them to an inferior status.       Only on two occasions are the natives given language and expression by the author. Firstly, when cannibalism is seen to overcome them, and one of then when asked what they will do with the body of one of the dead crew, replies "Eat 'im". The second occasion is when the enigmatic figure of Kurtz... ...constructing women as the "other", not being able to cope with the truth and facts of life, Conrad asserts the superiority and dominance of the white male.       In Heart of Darkness, cultural identity and the dominance of the European, white male is constructed and asserted through the constructions of the "other", that is the African natives and females, largely through language and setting. Thus, while claims of Conrad's forwardness in producing a text that critiques colonialism may be valid, Heart of Darkness is ultimately a product of it's time and therefore confirms the contextual notions of difference.          Bibliography    Conrad, J. Heart of Darkness. London: Penguin Group. 1995.    Achebe, C. An image of Africa: Racism in Conrad's Heart of Darkness   1975.    Sarvan, C.F.   Racism and Heart of Darkness 1982.   

Being A Female In a Leadership Position Within The Military

The life of a woman in active Army service is not made up of cherries and cotton candy. Active military life requires me to constantly overcome various obstacles that are placed within my path on a daily basis. But unlike the other women who quit instead of trying to overcome the difficulties so that they can advance to the senior level positions, I chose to stay on and prove that I am somebody who will always muster the courage to become a worthy counterpart of the male soldier.I cannot blame the women who leave the service before they reach the senior grade levels though. Sometimes, the obstacles seem insurmountable and endless so that it seems like it is no longer worth the effort to keep on fighting. The reality is that the Army was developed by males and having females come into their ranks as soldiers and officers simply does not sit well with a vast majority of these people. Male soldiers want to believe that women will forever be weak and feeble creatures.Which is why it will take a immensely strong and influential female role model, a female in active service who will accomplish something so admirable that it will be impossible for the men to ignore the accomplishment to change the male perception. Such an embodiment of female leadership will also finally give the female soldiers a leader whom they can emulate, idolize, and hope to be in the future. The question female soldiers are now left with is â€Å"Where do we find such a woman to lead us? †I have seen some females who could be the role model we seek but because they are opinionated and sometimes seem more masculine than the males in an effort to make themselves heard, these women get administratively charged and then fired or worse, they voluntarily leave because of the frustration they feel I will admit that building a career as a female Army leader carries tremendous stress and frustration because we have to constantly prove ourselves, sometimes while facing overwhelming odds.We know ve ry well that the men want to see us fail and the higher leaders already talk down to us and undermine our confidence and ability to think as strong minded females, we still voice our opinions — but at a cost to our femininity. When I was serving at Camp Taji in Iraq, there was a woman who came to the brigade and it seemed like the entire female population of the camp was discussing who she was and where she came from. Before she arrived on camp, we had a male leader who pretty much did not understand, or did not care that the female soldiers where not complying with the regulations.Maybe he was afraid of being reported for sexual harassment if he called a female on a violation. All of that changed when our female leader arrived. We began to take pride in our appearance and grooming because this leader was not afraid to call us on any infractions we may have. Here was a woman who had the grace of a ballerina, the posture of a military professional, and the attitude of a leader who knew how to get the job done. She spoke in the manner of a highly educated person who was neither condescending nor rude. Not once did I ever catch her in a uniform that was not sharply pressed.Her hair was always tucked behind her head and her hat was always so crisp that it would stand on its own. She knew all about the Army Standard and insured that she would always uphold it to the best of her abilities. She did not care that she faced becoming an outcast because she was vocal about her beliefs regarding what was right for the army. She did not hesitate to use discipline when necessary and she let us know that if the Army cannot entrust you with small tasks, how could we be expected to complete real missions on the battlefront? Discipline was key.Sure she was called a bitch by most, but she was a bitch who got the job done. She knew that there were no acceptable excuses and compliance with the rules is all that mattered. For those are the traits of a real leader. She has be en my role model ever since. Males believe that women who succeed in military life can only be either of 2 things. A bitch or a lesbian. Neither of which are true. I am severely hurt when I hear comments like this. More so when I hear it from fellow females. This is why when I was given the duty of a company leader, I told myself that I was going to prove them wrong.I can be an effective leader without being a bitch and still keep my femininity to use whenever I want to. Since I currently serve as a company leader, I find myself constantly having to push myself to perform my duties even more effectively than a man. With 6 platoons and a corresponding 6 male platoon Sergeants under my direct supervision, 3 of whom have been in active military service far longer than me, I can honestly say that it took a lot of heartache for me to be able to lead them because they never expected a female to come out of nowhere and be given the duty of running a line unit.My first few months as company leader were very difficult. I had to overcome the fact that my platoon sergeants chose to ignore my orders and would rather do things their own way. The problem with this situation is that when all hell broke lose, it was my command responsibility and it was my bottom on the line. The men viewed me as a figurehead but, as they quickly learned, I knew how to get their attention and crack the whip upon them. It took some time but my corrective training eventually paid off and they now regard me with the same respect as they would a male company leader.I approached the situation the way a male company leader would. I knew exactly what they could do on a PT challenge so I stepped up the requirements a bit for them. After 55 pushups, 100 sit ups and a 13:00 run that left them winded, they certainly had a clear message regarding who was in charge of the company. From then on, I never hesitated to reintroduce them to Army Standards as the need arose. Each time I run my company, I recall m y experiences with that female leader in Iraq and remind myself that she was leadership in action.She was at the top of her game and although probably lonely at the top, she was prepared for all the challenges that came her way. I was able to properly do my job and was good at it because I chose to be an engaging leader. My job was to make sure that my soldier’s received 100% quality training and I did not let the challenges posed before me because of my gender stop me from delivering what was necessary. It is unfortunate that these challenges to the female gender will always be present. Men will always develop a sense of anger and bitterness when a woman gets ahead of them.I have experienced being conspired against by my male subordinates because I threatened their male supremacy within the ranks. Which is why I try to seek a balance between the two genders. I ask both the male and females for advice in order to prove to the males that I only want to work with them, not agai nst them. Gender discrimination is not a right. It not a privilege either. It is an unacceptable situation that exists within the military because of gender bias and issues. There was a serious point in time when all the intrigue was hitting me so hard that I contemplated leaving the military.I was frustrated and discouraged by what I believe to be the direction the military was headed in. Thankfully, I was talked out of it by the other females in the army who were with me in similar positions of authority. Through their mentorship, I came to the realization that I had to stay where I was regardless of the obstacles before me because the future of women in the military depended upon it. If every female who ever entered active military service were to quit, the males will have won and proven that females just do not have what it takes to survive in a world that they wish to solely dominate.Men in the military are already an established dominant population. But that does not mean that the military can never be female ready. It is up to existing female military leaders such as myself to cultivate the new military world. Where women will be able to serve alongside men with a little restrictions as possible while taking care of ourselves on the field. After all, men take care of themselves on the battlefront. If women want to be treated equally in the military, they we should learn to become just as self sufficient and independent on all the fronts. 2 years ago, females were finally allowed to see active combat duty in Iraq.I consider this to be a success for the females in military service. This is the military’s acknowledgement that men and women actually have the same skill level once trained properly and can both serve on the battlefront without being a hindrance to one another. Work Cited Bender, Bryan. (2005). U. S. women get closer to combat. The Boston Globe. Retrieved December 4, 2007, from http://www. boston. com/news/nation/washington/articles/200 5/01/26/us_women_get_closer_to/ RAND. (1997). Military readiness: women are not a problem. RAND Research Brief . Retrieved December 5, 2007,

Succubus on Top CHAPTER 3

â€Å"You're such a dork, Doug!† â€Å"Fuck, that hurt!† Doug Sato, the other dysfunctional assistant manager here and one of the most entertaining mortals I knew, pulled off the rubber mask he'd been wearing, revealing the beautiful features he'd inherited from his Japanese ancestors. He rubbed his forehead, giving me a wounded scowl. Upon closer inspection, I saw that the mask was not that of a demon but rather Darth Maul from The Phantom Menace. I should have known. No self-respecting demon would have had that many horns. â€Å"What are you doing?† I leaned down to pick up my scattered belongings. â€Å"Halloween was, like, a week ago.† â€Å"Yeah, I know. Everything's on sale. I got this for three dollars.† â€Å"You got ripped off.† â€Å"Boy, you're one to nag, Miss I-Show-Up-When-I-Feel-Like-It. You're lucky it's just me here.† â€Å"Why are you here?† Doug and I held the same position. On days when we overlapped, we usually worked different shifts, not identical ones. It was for the best. We usually distracted each other enough to accomplish the work of one person. Sometimes less. He grabbed the back of the rolling desk chair and impressively flipped his body into it, the impact of which caused the chair to roll half-way across the office. â€Å"Paige called me in. She's sick.† Paige, our manager, was about six months pregnant. â€Å"Is she okay?† â€Å"Dunno. If she gets better, she'll come in later.† He spun around the room a few times, then rolled up to the desk and beat out a fast rhythm on it with his hands. I presumed the cadence was from one of his band's songs. â€Å"Jesus, you're wound up today. You get lucky last night?† â€Å"I get lucky every night, Kincaid.† â€Å"Whatever. Your demon mask was more believable than that.† â€Å"Okay, maybe I'm not getting lucky every night right now, but that's going to change. The group's getting fucking amazing.† â€Å"I've always thought you guys were fucking amazing,† I stated loyally. Doug shook his head, dark eyes almost feverishly bright. â€Å"Oh no. You can't even believe it now. We got this new drummer, and suddenly†¦it's just like, I don't know†¦we're doing things we've never done before.† I frowned. â€Å"Because of one drummer?† â€Å"No, I mean, it's all of us. He's just one of the good things that's happened. It's like†¦everything's just clicking into place. You ever have days like that? When everything is perfect? Well, we're having weeks like that. Songs. Gigs. Style.† His enthusiasm was palpable, and it made me smile. â€Å"We're even playing the Verona.† â€Å"Seriously?† â€Å"Yup.† â€Å"That's a major venue. I mean, it's not like the Tacoma Dome or anything, but then, they wouldn't let you play there anyway if you didn't have a monster truck worked into the act.† He spun the chair around again. â€Å"You should come see it. A bunch of the other staff is. It'll be the greatest night of your life.† â€Å"I don't know. I've had a lot of great nights.† â€Å"Second best then. Unless you're thinking of joining my groupies. I'd let you be their leader, you know. You could always have first dibs on me.† I rolled my eyes, then turned pensive as the sex jokes reminded me of my recent Seth issues. â€Å"Hey Doug, do you think men and women can date without having sex?† He had been tipping way back in the chair and suddenly snapped forward. â€Å"Oh my God. You are thinking of joining the groupies.† â€Å"I'm serious. Two people dating without sex. Fact or fantasy?† â€Å"Okay, okay. For how long? A week?† â€Å"No. Like, months.† â€Å"Are they Amish?† â€Å"No.† â€Å"Are they ugly?† â€Å"Er, no.† â€Å"No.† â€Å"No what?† â€Å"No, they can't do it. Not in this day and age. Why do you want to know?† â€Å"No reason.† He cut me an arch look. â€Å"Of course not.† He didn't know about Seth and me, but he did know me. Our phone's intercom came to life just then, asking for backup on the registers. â€Å"Paper rock scissors?† Doug asked, spinning the chair around again. â€Å"Nah, I'll go. I should make up for my tardiness. Besides, I think you need to come down from your caffeine high. Or your megalomania high. Not sure which.† He flashed me a grin and turned to the paused game of Tetris on our shared computer. Truthfully, I didn't mind going out anyway. I worked for the fun of it, not the money. Immortality was long, and vocation and daily work sort of regulated human existence, even if I wasn't technically human anymore. It just felt right to be doing something, and unlike so many other unfortunate souls in this world, I actually liked what I did for a living. I checked in on Seth a few times as I worked throughout the day, drank a lot of white-chocolate mochas, and dealt with what was becoming a heavy flow of business as the holiday season grew ever closer. At one point, I finally did have to pull Doug out with me. I found him in our office, still playingTetris. I opened my mouth to make a joke about his work ethic and then caught sight of the computer screen. He played Tetris on a regular basis, so I was familiar with the game and his prowess, but what I saw now blew my mind. His score was the highest I'd ever seen, and he was at such an advanced level now that the pieces zoomed down the screen. I couldn't follow them. Yet, he caught and placed them all, never missing a beat. â€Å"My God,† I muttered. There was no way his hands and reflexes could be responding like that. The computer would probably implode at any moment. â€Å"I guess everything really is clicking into place for you lately. â€Å" He laughed, either at my pun or my astonishment. â€Å"Need me out there?† â€Å"Yeah†¦though it seems so wasteful now compared to this†¦mastery. Like interrupting Michelangelo.† Doug shrugged obligingly, shut down the game, and followed me out. I think the computer was relieved. He and I worked together cheerfully for the rest of my shift. His good mood over the band's success kept him chipper and lively, making the day fly by. When it was time for me to go, I offered to close for him since he'd had to come in unexpectedly early. He waved me off. â€Å"Forget about it. Go do something fun tonight.† As I was leaving the store, I passed a rack of magazines and saw a copy of the latest issue of American Mystery. In big letters, one of the headlines read: Cady and O'Neill Return! Seth Mortensen gives us an exclusive novella. Eek. What a bad girlfriend I was. Seth had told me about this story's upcoming appearance, and I'd completely forgotten about it. It had just come out yesterday. Apparently being with him regularly was distracting me from his art. Before the publication of his last novel, I'd literally marked off days on my calendar until its release. Longing washed over me, but I knew I couldn't read this story tonight. Bastien had left me a cell phone message saying he'd stop by my place later, and I had a feeling he'd distract me for most of the evening. Tomorrow, I promised myself. I'd read the story tomorrow. I'd just settled in back home when Bastien showed up bearing Thai food. â€Å"How was the literary world today?† he asked as we had a picnic on my living room floor. Aubrey watched sharply from a discreet distance, her eyes fixed covetously on a container of green curry. Pad Thai did nothing for her. â€Å"Weird,† I reflected, recalling sleeping in late, Doug's behavior, and the frenetic pace of early holiday shopping. â€Å"Yours?† It was clear from his expression he'd been dying to tell me this from the moment he'd cleared my door. â€Å"Fantastic. I moved into the house today. You should see the neighborhood. It's the American Dream and then some. Big appliances. Manicured lawns. Three-car garages.† â€Å"Three cars? Do you even have a car?† â€Å"Sure do. Company car.† â€Å"Hmphf. No one ever gave me a company car.† â€Å"That's because you aren't on the verge of the Seduction of the Century. I even met her already.† â€Å"Dana?† â€Å"First day, and she comes to me! Can you believe it? It's like I don't even have to do anything. This operation just runs itself. I am its tool. Its plaything even – or rather, Dana's plaything.† â€Å"I don't know about that,† I noted dryly, â€Å"unless you're going to add that she jumped on you and ripped your clothes off today too.† â€Å"Well, no. She actually just came by to welcome me to the neighborhood. But, she did also invite me to a party she's hosting. ‘A Barbecue in November.' Charming, huh?† â€Å"Adorable. Nothing I love better than eating hot dogs in the cold.† He elbowed me. â€Å"It's a theme, Fleur . It's fun. And it's all indoors. You know, you're turning into a regular cynic lately.† â€Å"Not cynical. Just still skeptical of this whole thing. It seems overly elaborate for what it is. A lot of work for one lay.† â€Å"One lay?† He tsked me and shook his head. â€Å"Let me see your laptop.† I retrieved it from my bedroom and returned to find Aubrey licking the edges of my plate. I shooed her away and handed Bastien the computer. A few quick clicks, and he soon had the Committee for the Preservation of Family Values' website open. Dana's organization. Most of her radio broadcasts were archived and available for download. He picked one, and we finished the rest of our meal to the sound of her rich, melodic voice. The first broadcast concerned homosexuality. The CPFV maintained an appearance of sugarcoated goodness, a desire to help people and improve American life. Consequently, because being openly racist or sexist was not good for one's image anymore, the organization only espoused views slanted in those directions in subtle ways. Blatantly condemning homosexuality, however, was not entirely taboo yet – unfortunately – and the bulk of this broadcast involved Dana oozing on about the importance of â€Å"helping† those people to understand the true way both nature and God intended love to be. Toleration of such misguided lifestyles, she claimed, would lead to a breakdown in our families. The children. For God's sake, think of the children. Her next broadcast damned the abominable state of today's clothing. School uniforms and fashion censoring were the only ways to go. How could we expect young girls to grow up with any self-respect when they walked around dressed like sluts? It led to sexual acts they weren't ready for, not to mention instilling in them the idea that their value came from appearance, not character. I thought of the lacy purple thong I wore under my jeans just then. What was wrong with character and sex appeal? The third one we listened to concerned the futility of teaching teenagers about safe sex and contraception. Abstinence training was the way to go. Keep them in pure ignorance. End of story. â€Å"Enough,† I said at that point. Her shallow, prejudiced values cloaked in so-called love and kindness unsettled the food in my stomach. Bastien grinned. â€Å"Still think it's just one lay?† I stretched back on my carpet, resting my feet on his lap. He massaged them for me. â€Å"I hate hypocrites, good or evil. Doesn't matter what they're touting.† â€Å"You should hear some of her background, some of the past issues she's advocated for with her group. Lovely stuff there – I researched her all day. I can pull it up for you. â€Å" I held up a hand. â€Å"No, please. I believe you. The bitch must fall, okay? If I had a sword, I'd tap your shoulders and send you off with my blessings.† He lay down beside me. â€Å"Well, why don't you take a front-row seat then? Come to the party with me. I'm sure no one would mind if Mitch brought his sister.† â€Å"Party on the Eastside? My blessing only goes so far.† â€Å"Oh, come on. Admit it. You have a perverse desire to meet her in the flesh. Besides, it's been a while since you've seen me in action. You might pick up on a few things. Get some pointers.† Laughing, I rolled over on my side to better study him. â€Å"Like I need pointers from you.† He rolled to his side as well, smirking. â€Å"Yeah? Then prove it. Let's go out tonight. Let's go hunting.† My smile diminished. â€Å"What?† â€Å"Just like the old days. We'll find some club, work up a sweat, then tag respective fixes for the night.† Bittersweet memories flashed into my brain, recalling the French cabarets of the nineteenth century. Bastien and I would go out in fine form, separate, and meet back in the morning to laugh and brag about our conquests. The game no longer held much appeal. â€Å"I don't do that anymore. I told you that.† â€Å"Yeah, but you've still got to survive.† â€Å"I am surviving. I got a fix just a couple days ago. I'm set for a while. â€Å" Bastien scowled. â€Å"A few days ago? Bleh. This writer guy's making you boring. â€Å" â€Å"Hey, it has nothing to do with him. It's my choice.† â€Å"Sure.† â€Å"What's with the tone?† â€Å"Not sure. I mean, I thought the whole writer-dating thing was amusing at first – even if he seems kind of dull and will probably only end up causing you pain. But now I'm starting to think it's indicative of a larger issue with you. I mean, there's the whole nice guy hang-up to begin with. Then you're, what? An assistant manager at a bookstore? Not to mention the fact that you have a cat.† Aubrey glared, and so did I. â€Å"There's nothing wrong with having a cat. And Seth isn't dull.† â€Å"I suppose you'd know better. He just didn't really strike me as much, that's all. If you wanted to obsess about a mortal, I could find you a better one.† â€Å"I don't want a better one. I mean, there is no better one. I want him.† â€Å"Suit yourself. You're just becoming ordinary, that's all. You used to be extraordinary.† â€Å"Ouch. All this because I won't go out with you tonight?† Bastien shrugged. â€Å"Okay then. We'll go. But no victim for me.† â€Å"Fair enough.† We went down to a club in Pioneer Square, both of us groomed to the kind of sexy, beautiful perfection that only an incubus and a succubus could achieve. I had pulled my hair up in messy, sex-kitten glory and wore a baby blue tank top with a V-neck that almost went to my belly button. The opening was covered in very sheer lace and made wearing a bra utterly pointless. So I didn't. The tension between us evaporated as we hit the dance floor. The rhythm pulsed through me, the movement and sweat intoxicating. Bastien and I danced together for a while, both of us aware of the admirers we drew, even in a packed room like this. Physical attraction was about so much more than just superficial appearance. It was about eye contact, outgoingness, and movement too. Incubi and succubi learn this early on, and the good ones move with a grace few mortals can match. I, who had danced well before becoming a succubus, knew I was among the best when it came to body language. Watching us was irresistible. A turn-on in itself. After a while, we split up. The results of the succubus game distressed me sometimes, but the game itself was fun. Very fun. I moved from partner to partner, thriving on the effect I created, on the desire I could see mounting in those whose bodies mine toyed with. It was why, despite my frequent bitching, I had given up my mortal soul for this vocation. I confess, that the thought of going home with someone grew tantalizing, my body warming to the idea of someone's hands upon me, but then I thought about Seth and his determined adherence to the arrangement we'd entered into. No. No superfluous victims for me tonight. I could be good. I wanted to be good. I'd wait until I actually needed a recharge. From across the room, Bastien inclined his head to me when he left the club, his arm around a small, entranced blonde. When he turned, I noticed a brunette in his other arm. Overachiever. It was two in the morning when I finally made it home. I woke aching and tired the next day, the weather making me feel worse. Rain formed a steady gray curtain as I walked to work. Everything seemed colder. I had been raised in a warm Mediterranean climate; I could never quite accept these kinds of temperatures. When I showed up at the bookstore, it had once again opened without me. Oddly, though, despite exactly the same staff working today, I didn't get the same boisterous greetings as yesterday. Casey and Janice, on the registers, paused in their work to watch me walk in, their expressions enigmatic. Janice leaned over, murmuring something in the other woman's ear. When they noticed my curious look, they both forced smiles. â€Å"Hey, Georgina.† â€Å"Hey,† I responded, puzzled and slightly uncomfortable. Passing by the information desk a moment later, I found Beth regarding me with an equally peculiar look. â€Å"How's it going?† I asked when she didn't say anything. â€Å"Fine.† She hastily turned to the computer screen in front of her. Now, I'd been subjected to my share of strange looks upon coming into work before, but this was weird even for me. Sometimes, after being with a lover, their absorbed life energy gave me a glamour that unconsciously attracted mortals. It was the same glow that Hugh had teased me about during poker. That was not to blame now, however. My last fix, as I'd told Bastien, had occurred a few days ago. The glow would have weakened by now. Besides, I know entranced looks when I saw them. These were not it. These were curious, what-is-she-doing looks. The kind of looks you get when you have food on your face or a missing button. The likelihood of either of those seemed low, but I ducked into the restroom anyway, just to check. Nope. Flawless. A long denim skirt and a navy, off-the-shoulder sweater. Both smooth and perfect. Makeup in place. Unbound hair hanging to the bottom of my shoulder blades. A typical look for me. Nothing to warrant this attention. Assuming I was reading too much into things, I continued on to thecafe,getting a friendly nod from Seth as he worked in his corner. At least he was behaving normally. A new barista bustled at the espresso bar, and she nearly dropped the cups she held upon seeing me. â€Å"H-hi,† she stammered out, wide-eyed, looking me over from head-to-toe. â€Å"Hi,† I returned. This woman didn't even know me. Why was she acting weirdly too? â€Å"Medium white-chocolate mocha.† It took her a moment to churn into action, writing my order on a cup. As she rang it up at the register, she asked curiously, â€Å"You're Georgina, right?† â€Å"Um, yeah. Why?† â€Å"Just heard of you, that's all.† She looked back down. She said no more to me after that, simply making and handing me the mocha. Taking it, I walked over to Seth and sat across from him. The barista continued watching us with interest, though she immediately turned away upon catching my eye. â€Å"Hey,† Seth greeted me, eyes and fingers busy. â€Å"Hey,† I returned. â€Å"Everyone's acting really weird today.† He glanced up. â€Å"Are they?† I immediately recognized the thrall he fell into when his writing seized him. He became even more distracted and scattered than usual under such conditions. A succubus should be so lucky to have that kind of effect on a man. â€Å"Yeah. Have you noticed anything? I feel like people are staring at me.† He shook his head, stifling a yawn before returning to typing. â€Å"Things seem the same to me. I like your sweater. Maybe it's that.† â€Å"Maybe,† I conceded, slightly mollified by the compliment, even if I didn't believe it. Not wanting to distract him further, I stood up and stretched. â€Å"I should get back to work.† Glancing over at the espresso bar, I noticed Andy, one of the cashiers, buying coffee. â€Å"There!† I hissed to Seth. â€Å"Did you see that?† â€Å"See what?† â€Å"Andy just smirked.† â€Å"No he didn't.† â€Å"He did. I swear it.† When I went downstairs, back to the main part of the store, I passed Warren. Mid-fifties and strikingly handsome, the store's morally questionable owner had once been a regular for me before I'd promised Jerome I'd go back to seducing good men. Warren and I had not had sex in some time. Considering my current regiment of decent souls, I kind of missed having an occasional guilt-free one. â€Å"Hello, Georgina.† I was relieved to see he at least didn't give me any of those gaping looks. â€Å"Been up talking to Mortensen, I presume?† â€Å"Yes,† I agreed, wondering if I was going to be chastised for not getting to work right away. â€Å"Pity you had to take the stairs. We do have an elevator, you know. â€Å" Now I stared open-mouthed. Of course we had an elevator. It was key operated, there for handicapped customers and shipment transport, and was almost never used otherwise. â€Å"Yes. I know that.† Warren winked at me and continued on his way upstairs. â€Å"Just making sure.† Shaking my head, I went back to the main floor and took over a register, giving Andy his lunch break. Janice and Casey remained stiff with me at first, eventually warming somewhat as time progressed. Other staff, moving in and out around me, continued to give me wondering looks, occasionally whispering to each other when they thought I wouldn't notice. When Seth passed by at one point to tell me he had to run errands but would see me later, I thought Beth – dropping off a book – might pass out. â€Å"All right,† I exclaimed once Seth was gone, â€Å"what's going on here?† Casey, Beth, and Janice all turned sheepish. â€Å"Nothing, Georgina, honest.† Beth gave me what was apparently supposed to be a winning smile. The others remained silent, faces perfectly innocent, nigh angelic. I didn't believe any of it, of course. Something weird was going on. Weirder than usual. I needed answers, and there was only one person in the store candid enough to give them to me. Shutting down my register, I stormed back to my office where Doug sat occupied by the computer. Bursting in, I opened my mouth, ready to rant and rave. He jumped about two feet in the air at my sudden arrival, reflexes kicking in with astonishing speed so as not to slosh coffee from the cup he had just raised to his lips. There was a funny look on his face, almost like guilt. No doubt another Tetris game was in progress. But it wasn't that that delayed my tirade. A strange feeling was creeping along my flesh – a feeling that brushed my immortal senses, rather than the usual five that accompanied a human body. It felt weird, almost uncomfortable. Like nails raking down a chalkboard. Nothing I could identify or had even ever felt before. I looked around the room, half-expecting to find another immortal lurking, even though that strange sensation didn't quite touch me like the signature I'd usually feel off of an individual. Doug drank from the cup and then set it down, watching me with bemused calmness. â€Å"Something I can help you with, Kincaid?† Blinking, I gave the office another once-over and then shook my head. The feeling disappeared. What the hell? I could have blamed it on stress-induced imagination, but after over a millennium of succubus life, I doubted my immortal senses would start falling prey to hallucinations now. And yet the only thing in here that could possibly be construed as supernatural or divine was Doug's Tetris mastery. That, I thought wryly, had more to do with hours of skirting work than any sort of magic. Remembering my righteous fury, I pushed aside that momentary weirdness and ratcheted my anger back up to the other weirdness in my life. â€Å"What the fuck is going on?† I exclaimed, slamming the door. â€Å"My sweet Tetriss kills?† â€Å"No! With everyone! Why is everyone treating me so strangely today? They keep staring at me like I'm a freak or something.† Doug's expression stayed baffled, and then I saw understanding flood his face. â€Å"Ah. That. You really don't know?† I could have grabbed his neck and shook him. â€Å"Of course I don't know! What's going on?† Casually, he moved some papers around on the desk and lifted up a copy of American Mystery. â€Å"You read Seth's story yet?† â€Å"I haven't had time.† He tossed me the magazine. â€Å"Do it. Go take your dinner break somewhere – not here – and read. I won't leave until you get back.† Looking at the time, I realized his shift was nearly over. â€Å"But what's that got to do with – â€Å" He held up a hand to silence me. â€Å"Just read it. Now.† Scowling, I took the magazine and left the store, settling myself at one of my favoritecafesdown the street. With clam chowder secured, I turned to the first page, wondering what in the world Doug expected me to find. As Seth had explained a few weeks ago, the story was more of a self-contained mystery, dealing little with the overarching psychology and development of his characters. Cady and O'Neill worked for a fictitious institute based out of Washington, D.C., one that researched and secured archaeological and artistic relics. Thus, the two often found themselves liberating art from international thieves or uncovering mysterious code on a piece of pottery. In traditionally gendered styles, Bryant O'Neill worked as a sort of field agent, doing most of the physical work, getting into a lot of fist-fights and whatnot. Demure Nina Cady focused on the research, often staying up late to unravel some key piece of evidence in an ancient text. This particular story contained a lot of those same elements, but like always, Seth's beautiful writing and quick, witty dialogue kept the material captivating. In another trend consistent with his characters' behavior, O'Neill almost always got involved with some beautiful woman, though Seth's last book had turned this pattern on its head, letting Cady finally see some action. The story I read today fell into old ways, and O'Neill, in his ever suave manner, made the moves on a stunning museum curator: Genevieve sauntered through the halls, a queen among subjects, surveying people and displays with both calculation and command. With those green-flecked hazel eyes, she put him in mind of a cat sizing up its next meal. He felt exactly like prey as she paused in front of him, favoring him with a languid look that oozed over his body, her tongue lightly moistening bee-stung lips. Oh God, to be a mouse, he thought. â€Å"Mr. O'Neill,† she purred, brushing a lock of that shining hair away from her face. Faint streaks of honey laced those pale brown strands, like gold veins in ore. He wanted to bury his face in it. He wanted to taste it. â€Å"You're late.† Despite nearly a foot separating their heights, he felt like the underling here, like he should do penance for his tardiness and kneel in her presence. Not that he would mind that so much, he decided, trying not to stare at the way her dress's thin material molded itself to her hips and full breasts. Those breasts, he decided, were perfect. Definitely impressive in size, but not grotesquely out of control. And their shape†¦ah, even a master sculptor could never have duplicated those exquisite curves†¦ Realizing she expected a response, he filed his base thoughts away under L for Later and gave her an unruffled smile. â€Å"My apologies.† Now probably wasn't the time to mention the attack back at his hotel. â€Å"But I never rush anything. At least not when a woman's involved. â€Å" With that being only the mildest of the suggestive dialogue, I wasn't surprised when things escalated between them near the end of the story. After all, I thought dryly, it wouldn't be a true Cady and O'Neill experience if someone didn't score. And man, did he score. The feline comparisons were right on because Genevieve was a cat in heat. She ended up tying O'Neill up in an elevator, performing an array of kinky acts on him that made even me raise an eyebrow. I was surprised American Mystery hadn't edited them out, though I'd be lying if I said it wasn't sort of a turn-on to realize such sordidness had come from mild, complacent – Elevator? We do have an elevator, you know, Warren had told me. Light brown hair. Hazel-green eyes. Petite. Nice breasts. â€Å"Ahh!† I cried, dropping the magazine as if it might bite me. It landed next to my now-empty bowl, and a passing waitress gave me a startled look. Hastily leaving a wad of cash on the table, I grabbed my coat and purse and sprinted back to the bookstore. Doug was still playing Tetris in our office, but I was too upset to speculate much on what was again an amazing performance. All those looks. The whispers and smirks. It all made sense now. â€Å"They think it's me!† I told him, making him jump for the second time that day.† Genevieve. They all think I'm some sort of horny, rope-wielding, elevator-fetish dominatrix!† Doug raised an eyebrow. â€Å"You mean you aren't?†