The Maltese Falcon Review Essay Example

The Maltese Falcon Review Essay The Maltese Falcon is the classic hardboiled private-eyed movie that is a great example of prototypical film noir. The main character Sam Spade is undeniably a tough and smart guy whose actions are provoked by a stunning femme fatale Brigid OShaughnessy. While everyone in the story eagers to find a priceless artifact, the black statuette of a Maltese Falcon, and is driven by their greed, Spade acts as he is to fulfill his own personal code of honor often ignoring the law. He knows how to handle the police, and he is good at revealing thieves and liars, yet inflicts pain upon himself and his loved one in the process. The belief that love can conquer all is certainly does not apply to Spades worldview. John Huston, the director of The Maltese Falcon, combined Hollywood techniques with elements of German Expressionism to create a style that is composed of dramatic shadows, dim light, and the kind of atmosphere that goes along with dark plots and shady characters. The street scenes are in the darkness of night and, with the exception of Spades office, few sets are well-lighted. Such emphasis on the use of light combined with interesting camera angles create an off-balance feel to the world and portrays the dark side of human nature with cynicism and duplicity. Kasper Gutman, for example, is often shot from below, so he occupies the space and towers over the other people in the scene, indicating his power and domination. We will write a custom essay sample on The Maltese Falcon Review specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The Maltese Falcon Review specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The Maltese Falcon Review specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The effective use of music, lighting and camera creates a dramatic and frightening atmosphere in the scene when Spade stands on the promenade looking down at the Archer’s dead body. Despite the overall visual darkness of The Maltese Falcon, it is not a depressing film due to its liveliness and acceleration along with the characters’ use of humor in dialogues. Viewers get engaged with the rhythm of the film and even the pessimistic ending does not invoke disappointment or sadness.

10 Literature Essay Topics on #8220;The Red and the White A Family Saga of the American West#8221;

10 Literature Essay Topics on #8220;The Red and the White A Family Saga of the American West#8221; The Red and the White: A Family Saga of the American West by Andrew R. Graybill is one of the interesting works of literature that covers race relations on the frontier and re-visits an obscure historical event that has no marker commemorating its location. A good read for individuals interested in the history of the 19th century West, it is part of many higher education courses as it is quite rich with history, details, and themes. If you have to write a literature essay on The Red and the White: A Family Saga of the American West, you first need to decide on a topic. While you are welcome to check our list of 20 topics on The Red and the White for a literature essay, take a look at the following 10 facts first to understand this book better and possibly come up with your own topic. â€Å"The Red and the White† by Andrew R. Graybill is a multi-layered read. In â€Å"The Red and the White: A Family Saga of the American West†, Andrew R. Graybill tells the story of the Clarke family. The narrative focuses on events which occur during multiple generations of the Clarkes. The book is a thought-provoking examination of Indian-white interracial marriages. The author has masterfully presented the issues faced by the interracial families during the late 19th and early 20th century periods in American history. The person at the center of the historical narrative is Malcolm Clarke, a fur-trader who failed at being a member of the military. He is married to Coth-co-co-na, a member of the Piegan tribe. The narration follows their three successive generations, detailing the struggles they had amongst their surroundings. The novel chronicles the Marias Massacre. Utilizing primary sources at the Montana Historical Society and interviews with the Clarkes’ living relatives, Graybill uncovers forgotten history related to the Marias Massacre, an epochal event for the Blackfeet, but hardly mentioned in history. The Marias Massacre, also called the Baker Massacre, occurred on January 23, 1870. The second US Cavalry, under the command of Major Eugene Baker, mistakenly attacked a Piegan Blackfoot encampment with full force. The Piegans were camped near the Marias River, Montana. The attack was so fierce that the soldiers brutally killed 170-220 Indians. While most were killed during the initial attack, eight of them were executed after they had been recaptured after fleeing. The reason behind the inhumane slaughter was revenge for the murder of Malcolm Clarke by his Piegan wife’s cousin. The book goes over the aftermath of the Marias Massacre. People living during the massacre’s time as well as many present-day historians blame Major Eugene M. Baker for the massacre. A known alcoholic, he is held entirely responsible for the Marias Massacre. Furthermore, he failed to accurately report the scale of the killings. The situation was further exacerbated when the US Army discovered that the Blackfoot camp was full of people suffering from smallpox. The political fallout was dealt with by General Sheridan, who supported Major Baker and managed to prevent an official investigation into the matter. After the massacre, the Blackfeet Nation was weakened significantly. They did not have the numbers to retaliate. The book beautifully depicts the Blackfoot tribe of the North American Great Plains. The Blackfoot tribe belong to the largest North American native language groups, the Algonquian. They were split into three tribes, the largest of which was the Piegan (or Piikni in the Blackfoot language). The Piegan was one of the three groups that lived in the North American Great Plains and made up the Blackfoot Confederacy. The other two were Kainai and Siksika. During the nineteenth century, the Piegans were dominant over a large part of the northern plains. â€Å"The Red and White† shines the light on the demise of the Blackfoot population. The Blackfoot tribe’s numbers reached around 20,000 in the 1900s. The population declined dramatically during times of severe illnesses. Their immune systems could not fight off Eurasian diseases. Infectious diseases, such as smallpox, resulted in epidemics. During the year 1837, a smallpox epidemic wreaked havoc and killed off 6,000 members of the tribe. The Blackfeet also faced severe starvation because of disrupted food supply lines and wars. During the year 1882, a desperate group set out on a buffalo hunt, but failed. Therefore, the next year became known as the Year of Starvation. The book also points out the division of borders and the formation of Nation States. Historians are of the opinion that the Blackfeet nation was a confederacy of three distinct and independent tribes. They lived in distinct parts of the Plains. The Piegan occupied the south, the Bloods occupied the central region, and the North Blackfeet lived in the northern region. There were definite differences among the three tribes though they shared a common culture and a common language. The formation of Canada and USA forced the Piegan to divide their homeland. The tribe signed treaties with both the nation-states and reservations created as a result. Andrew R. Graybill shared the whereabouts of the Blackfeet today. The descendants of the Piegan people in the current times occupy the Blackfeet reservation in Montana. The North Blackfeet and the Bloods live in Alberta on the Canadian reservation. The book detailed how the Blackfeet sustained themselves. The Blackfeet tribes partly relied on agriculture and partly lived off the land. They were also nomadic to some extent. When they mastered the use of horses and guns, they moved westwards to improve their bison hunting. Later on, around the 19th century, they were integrated into the cultures of the Plains Indians. The Blackfoot territories shrunk immensely like the tribe itself. Implementing an executive order by President Ulysses S. Grant in the years 1873 and 1874, the territory controlled by the tribe was reduced. The stretch of land bordered by the Sun River in the south and the Marias River in the north was removed. In the year 1887, the Blood sub-tribe signed a treaty with the Canadian government. Known as the Treaty Number Seven, it effectively restricted their land only to reservations located in Alberta. However, the Piegan still occupied a part of the vast reservation located in the north of the Missouri river. â€Å"The Red and White† discusses the signing of the Sweetgrass Hills Treaty of 1888. The year 1882 was one of the most excruciating times for the Blackfeet. Even though some buffalo hunts proved successful, they were destitute and 600 members of the tribe died from starvation. As a result, they were forced to rely on the US government. The leaders of the tribe, White Calf and Three Suns, decided to sell of a part of the Reservation to fulfill their needs. The Sweetgrass Hills Treaty was signed and ratified by the Congress in the year 1888. The huge Montana Indian reservation was broken apart. This list of facts is quite substantial and will be a great help to any student struggling with their literature essay. If you are also having trouble writing this academic piece, go through our guide on how to write a literature essay on The Red and the White. References: Ewers, J. (1958). The Blackfeet; Raiders on the Northwestern Plains. Norman: University of Oklahoma Press. Hungrywolf, A. (2006). The Blackfoot papers. Skookumchuck, B.C.: Good Medicine Cultural Foundation. Indians, S. (2016). Soldiers Massacre the Wrong Camp of Indians Jan 23, 1870 HISTORY.com. HISTORY.com. Retrieved 29 March 2016, from history.com/this-day-in-history/soldiers-massacre-the-wrong-camp-of-indians Schultz, J. (1962). Blackfeet and Buffalo. Norman: University of Oklahoma Press. The Marias Massacre. (2016). Legendsofamerica.com. Retrieved 29 March 2016, from legendsofamerica.com/na-mariasmassacre.html Nye 23 Paul Hutton, Montana, the Magazine of Western History The Piegan Massacre , Army Politics and the Transfer Debate vol 32 no.2 Spring 1982, 33 Black, George (2012). The View from Mount Washburn. Empire of Shadows: The Epic Story of Yellowstone. New York: St. Martins Press. Scheick, W. (2015). The Half-Blood. Lexington: The University Press of Kentucky Utley, Robert M. (1973). Grants Peace Policy, 1869-74. Frontier Regulars the United States Army and the Indian, 1866-1891. Lincoln, NE: University of Nebraska Press. Perry, A. (2001). On the Edge of Empire. Toronto: University of Toronto Press. â€Å"EARLY BLACKFOOT HISTORY. American Anthropologist A5: 153–164. April 1892. Grinnell, George Bird George Bird Grinnell Blackfoot Lodge Tales Blackfoot Lodge Tales

Auroch Prehistoric Mammal Facts and Figures

Auroch Prehistoric Mammal Facts and Figures Name: Auroch (German for original ox); pronounced OR-ock Habitat: Plains of Eurasia and northern Africa Historical Epoch: Pleistocene-Modern (2 million-500 years ago) Size and Weight: About six feet high and one ton Diet: Grass Distinguishing Characteristics: Large size; prominent horns; larger males than females About the Auroch Sometimes it seems that every contemporary animal had a plus-sized megafauna ancestor during the Pleistocene epoch. A good example is the Auroch, which was pretty much identical to modern oxen with the exception of its size: this dino-cow weighed about a ton, and one imagines that the males of the species were significantly more aggressive than modern bulls. (Technically, the Auroch is classified as Bos primigenius, placing it under the same genus umbrella as modern cattle, to which its directly ancestral.) The Auroch is one of the few prehistoric animals to be commemorated in ancient cave paintings, including a famous drawing from Lascaux in France dating to about 17,000 years ago. As you might expect, this mighty beast figured on the dinner menu of early humans, who played a large part in driving the Auroch into extinction (when they werent domesticating it, thus creating the line that led to modern cows). However, small, dwindling populations of Aurochs survived well into modern times, the last known individual dying in 1627. One little-known fact about the Auroch is that it actually comprised three separate subspecies. The most famous, Bos primigenius primigenius, was native to Eurasia, and is the animal depicted in the Lascaux cave paintings. The Indian Auroch, Bos primigenius namadicus, was domesticated a few thousand years ago into what are now known as Zebu cattle, and the North African Auroch (Bos primigenius africanus) is the most obscure of the three, likely descended from a population native to the Middle East. One historical description of the Auroch was written by, of all people, Julius Caesar, in his History of the Gallic War: These are a little below the elephant in size, and of the appearance, color, and shape of a bull. Their strength and speed are extraordinary; they spare neither man nor wild beast which they have espied. These the Germans take with much pains in pits and kill them. The young men harden themselves with this exercise and practice themselves in this sort of hunting, and those who have slain the greatest number of them, having produced the horns in public, to serve as evidence, receive great praise. Back in the 1920s, a pair of German zoo directors hatched a scheme to resurrect the Auroch via the selective breeding of modern cattle (which share virtually the same genetic material as Bos primigenius, albeit with some important traits suppressed). The result was a breed of oversized oxen known as Heck cattle, which, if not technically Aurochs, at least provide a clue to what these ancient beasts must have looked like. Still, hopes for the resurrection of the Auroch persist, via a proposed process called de-extinction.

Critical Response Essay Example | Topics and Well Written Essays - 1000 words

Critical Response - Essay Example Population growth and reduction in resources has been a widely discussed dilemma since nineteenth century. However, initially the idea of lack of resources was put forward in 1789, by Reverend Thomas Malthus; his worst fear was global starvation. He pointed out, when growth of a population is not controlled with rapidly depleting non-renewable resources and degrading the capacity of the environment to support its inhabitants; such area is overpopulated and soon becomes the victim of famine, disease or war and requires reducing its human overload. Malthus advocated delay in the time of marriage to check overpopulation, which was purely hypothetical and its implementation was difficult. Malthus predicted overpopulation and tried to stabilize the long term economy of the state, but his theory of late marriages became rather controversial and was considered impractical (Overbeek, 1977, p 4). His theory was condemned by many critics, as it failed to identify the source of the problem and didn’t provide any potential solution, to increase food resources through science and technology. His theory put a stop on the enthusiasm of some of the scholars, who considered growth of population as a sign of development. None of the attention was shed on the subject as his theories were considered misanthropic in that time. Colin D. Butler further explains the scenario by giving examples from the start of 1934, when biotechnological research reached their pinnacle and increased life expectancy, thus decreasing global food supply to nourish the increasing human population. This situation also alerted politicians, demographers as well as the common public and US presidents of different time periods increased their support to different family planning campaigns in different zones of high population. Almost every Theorist and Scientist accept the kind of stress the world is facing and most of it is due to lack of resources. Arguments arise when reasons of these deficiencies a re being discussed. Anup Shah in Global Issues suggest that the reason to most of the problems might be related to the way we produce, consume and waste our resources, which also reflects our lifestyles and its related issues. (Shah, 1998, p 3) In 1970, new crop strains were introduced by â€Å"Green Revolution† which in the period which was predicted to be shadowed by famine, war or disease. Fortunately, this period turned out to be a period of optimism for health sector. The introduction of contraceptives reduced the fertility rate, but did little to control the annual global population growth which concerned many global demographers and scientists. Norman Borlaug, father of Green revolution warned that the organization can feed three decades, only with correct fertility control measures. After which, China announced its one-child policy in 1979. Infliction of forced abortions and restriction on birth caused more psychological problems than ever. This has imbalanced the nat ural process of reproduction and is an artificial method to control the population, which shows not an extensive change in economic condition. Thus, it has become a reason of reduced production in human capital. (Chow, 2007, p 203) Butler further described extensive revolutions that occurred in the economic environment of many countries during 1970s that led to the concern of overpopulation fade away. US decreased its foreign aid, but continued its policies such as Keynesianism, which

The Causes of Criminal Assignment Example | Topics and Well Written Essays - 500 words - 2

The Causes of Criminal - Assignment Example Another theory is that, basically, prison hardens individuals to the point where they are more likely to re-commit after long prison sentences (Song and Lieb 3). Whatever the cause, recidivism is a serious problem, with one expert estimating that we could reduce our crime rate by 50% if we could control 10% of the offenders. (Delisi 6). The theory that an individual is, basically, a born criminal posits that individuals are born with a sociopathic personality disorder that makes them prone to commit crimes throughout their lives. (Kanazawa 2). These people are known as the â€Å"life-course persistent,† and they are contrasted with â€Å"adolescence-limited.† (Kanazawa 2). â€Å"Adolescent limited† refers to the individuals who have a troubled, crime-filled youth, but â€Å"age out† of the prison system with maturity, as they settle down, get married and hold a productive adult life. (Kanazawa 2). The â€Å"life-course persistent,† however, do not the age of the prison system and continue to commit crimes throughout their lives. (Kanazawa 2). While the â€Å"adolescent limited† do not seem to be genetically predisposed to a life of crime, the â€Å"life-course persistent† do. As mentioned above, the â€Å"life-course persistent† are comprised mainly of sociopaths, who are â€Å"prone to commit crimes because they are incapable of feeling remorse or empathize with others pain.† (Kanazawa 2). The behavior geneticist Linda Mealey estimated that sociopaths make up 3-4% of the male population and less than 1% of the female population, yet account for 20% of the prison population and between 33% and 80% of the chronic criminal offenders. (Kanazawa 2). That a career criminal is â€Å"born† as opposed to â€Å"made† is but one theory. Another theory holds that a career criminal is â€Å"made† by prison stays. (Song and Lieb 3).

Issues with Balanced Scorecard: A Case Study

Issues with Balanced Scorecard: A Case Study I. â€Å"I think Fitzharrys Ltd’s financial statements are incomplete. a. They contain nothing about the company’s plans and budgets for the year to 31 December 2005, nor about performance since the year end. Its directors are failing in their duty to keep shareholders fully informed of the company’s current performance.† The most up to date records that are available are the records ending in 2004. Although they may not be entirely up to date for the complete benefit of the shareholders, they are the only records that we have to go on. However the results that we do have seem to paint a positive enough picture for us to be confident going forward. They show that Fitzharrys Ltd profit margin and other key indicators have risen inexorably over the past few years, giving Larkmead much to go on when looking at a potential purchase. The figures which we have so far are more than satisfactory, and therefore for us they do not pose a significant problem b. We know that the company has a great deal of goodwill represented by its established name, professional staff and loyal customers. Why does this asset not appear in the financial statements?† There are many possible good reasons as to why the company’s goodwill does not appear in the financial statements. Goodwill is in itself an intangible asset. Whilst there are ways of measuring goodwill, it is not one of the key indicators that we are looking at. It is true that the goodwill of the company may add to what we have to pay for Fitzharrys Ltd, however goodwill is very much an important asset which we will see the many benefits of in any merger. A merger destroys the target’s ‘old’ goodwill and creates ‘new’ goodwill to appear in consolidated books. As such I am unconcerned about the fact that goodwill is not represented on these statements, and feel that it will provide a bonus for Larkmead after any takeover. The fact that it does not appear in the financial statements is more likely than not due to the fact that goodwill is difficult to define in purely monetary terms. II.  I think its financial statements are wrong. The company increased its profit but its cash balance has declined in the year. How can this be correct?† The fact that its profits are up can be seen to be the most important factor. There are also several other factors to be taken into consideration, and I do not believe that these figures are necessarily incorrect. When a profit is recorded other changes on the balance sheet depend on revenue transactions and expense transactions. Often a transaction does not significantly affect the balances in an account as many other factors come into play as a result. The figures which are available are satisfactory and are enough to suggest that Fitzharrys Ltd would be a good investment. III.  The money Fitzharrys Ltd is owed by its customers has gone up by over 55% from 2003 to 2004, and this in a time of recession. Have they lost control over the situation? They may well be owed money; however they are a company who are paid in large by the public sector. Central and local government are not a high debt risk and we can be fairly confident that they will pay back the money which is owed to Fitzharrys Ltd. We will not need debt collection agencies to deal with any central government clients. The country was not in recession in 2003 and 2004, and therefore construction projects undertaken by the government or local councils were not unusual, and I am sure that Fitzharrys ltd had good reasons for accepting credit from these agencies. We can certainly be totally confident that the money will be paid back. Therefore in this case it is not fair to say that the management at Fitzharrys Ltd has lost control over the situation. On the contrary they have gained several good and reliable business contacts. We can be confident to the reliability of Fitzharry Ltd’s clients that the situation is not as bad as if the debtors were individual customers of dubious credit history. IV.  Ã¢â‚¬Å"A similar thing has happened to its inventory – it has gone up by nearly 40% as well. Surely this must indicate a lack of management control?† The fact that Fitzharrys Ltd’s inventory has gone up by nearly 40 per cent does not necessarily indicate that there has been any loss of management control by the company. An inventory is a list of goods and materials which is owned by the company – in this case it will be made up largely of construction related stock. In a growing construction company it is only natural that the inventory on that companies books will also grow. In the case of stock which is held by the company, the stock is all produce that can be sold on by the company and therefore adds to Fitzharrys Ltd’s overall value and desirability. Any businesses which stocks too little inventory will then be unable to take advantage of large orders from any customers. It can be seen as generally good overall practice for Fitzharrys Ltd to have this large an inventory as it represents stock that can be used for the benefit of potential clients or, alternatively, can be sold at a profit. However I do share your concern about the level of inventory, at least to a certain extent as there are sometimes problems which an excessive amount of inventory can bring. For one thing there are many things which can be hidden by the account of inventory. Also, whilst it is an asset on the balance sheet, at the same time it is also money tied up which could be used for another purpose other than stock just sitting in a warehouse. Plus, it should be taken into account that a high inventory causes significant tax expenses, which is clearly not desirable. However looking at the overall picture I am unconcerned about this rise in inventory. It shows that the company is growing, can expect further business, and it does not in any way seem to indicate any loss of management control by Fitzharrys Ltd. V.  I may have to sell some of my shares in Larkmead plc. My stockbroker tells me companies like ours have a price/earnings ratio of about 11 to 1. What does this mean, and what does it indicate about the price I should sell my shares for?† Price/Earnings (P/E) Ratio is calculated as Market Value Per Share over the Earnings Per Share (EPS) of the company in question. A high P/E means that investors are expecting higher earnings growth in the future from that company. The lower the required rate of return then the greater the growth of earnings. The price earnings ratio tends to rise when the rate of return on surplus rises relative to the rate of growth of profitable investment opportunities. As bubbles inflate price-earnings ratios will rise above those predicted by fundamental analysis. Therefore in recent years many businesses may have experienced inflated Price Earnings ratios, and with the oncoming recession it could reasonably expected that the Price Earnings ratio will fall. In your case 11/1 translates as 11. In the same way as 49/7 calculates as seven – this is how P/E is calculated. 11 is just below what you might expect to be the average for a P/E ratio, and therefore will fetch a fairly decent total on the stock market. A balanced scorecard is a performance managing tool which is used for making sure that the various component parts of an organisation share one general overall shared goal. It is a highly effective way of assessing corporate performance. A balanced scorecard approach focuses not only on financial outcomes, but also on other key organisational factors, such as an organsiations’ employees and its customers. The balanced scorecard approach has been enormously successful and popular[1] since its introduction. It is estimated that by 2005 the Balanced Scorecard approach had been adopted by 44 per cent of the UKs top FTSE 100 companies[2] meaning that it has almost eclipsed the traditional focus on reported profitability by organisations The first individuals to put forward the balanced scorecard approach were Robert Kaplan and David Norton in the early nineties, although many of the practices that they set up had been in use for a while, with companies such as General Electric being pioneers in the 1950s. Kaplan and Norton were concerned with producing alignment in companies and suggested the use of the balanced scorecard approach, whilst they also suggested other methods such as Strategy Maps.[3] The strategic balanced scorecard is built up around central key perspectives – often four perspectives but occasionally up to five perspectives. These are the financial perspective, the customer perspective, the internal processes perspective, the perspective of innovation and improvement, and the employee perspective. The financial perspective was previously the only perspective which mattered in many organisational models, and the disproportionate focus on reported profitability was a problem. Hence the use of the word ‘balanced’ in the balanced scorecard, as the other perspectives provide a balance against the financial perspective, thus helping organisations to provide an effective overall strategy. Many of the benefits of balanced scorecards come from the implementation methods. There are typically four processes in implementing balanced scorecards. Firstly translating the vision of the organisation into operational goals. Secondly communicating that vision and linking that vision to individual performances of members of staff operating within the organsiational framework. Thirdly business planning, and finally receiving feedback and adjusting the strategy in accordance with that feedback. The balanced scorecard relies on key performance indicators such as customer satisfaction and overall equipment effectiveness. The balanced scorecard defines the strategic linkages to integrate performance across organisations, and aligns strategic initiatives. A balanced scorecard tends to have a set of goals which are linked to each of the four or five core perspectives. Once the goals linked to the perspectives have been decided upon then links are found between the goals across the various perspectives in order to join up the various component parts of the companies overall corporate strategy. These various links help to provide an effective overall joined-up corporate strategy. The role of the balanced scorecard is therefore to clarify strategy, to focus an organisation and to make the strategy easily operational. The balanced scorecard helps to promote an overall vision and it acts as an umbrella for a variety of often disconnected corporate programmes. Another advantage of the balanced scorecard is that it is not over-complicated, and it therefore does not result in confusion as to the meaning of the various perspectives and goals. In order to prevent any such confusion it is worth being cautious about setting an excessive number of objectives, as this can be a disadvantage[4], introducing confusion to a relatively simple system. A balanced scorecard is a highly desirable tool as it helps to provide an overall organisational performance, which is very much important in business. An example of an organistaion which naturally has an obvious overall strategy is a football club. Whereas at a football club everyone knows that your aim is to score goals and move up the league table, such clear aims do not necessarily exist in an organisation, particularly for individual employees working in that organisation who often only see there existence as within their little team. The aim of the balanced scorecard was to move away from this narrow perspective, and to create a broader vision where what the company is trying to achieve becomes more obvious for employees. A sporting analogy can often be successful in an organsiation As with football clubs, in business a simple goal is always most desirable. Progress needs to be communicated to individuals in a business, in a similar way to how they would in a football club. A balanced scorecard provides a methodology that turns the eyes of all employees in a single direction, and helps those at the top of the organisation keep in contact with those in the rest of the organsiation. The role of feedback in the balanced scorecard method is vital. The balanced scorecard is however not entirely without its critics. One criticism of balanced scorecards is that they are not based on any proven financial or economic theory, and that the relative youth of the theory means that few holes have yet to be picked in the scorecard. There is also a belief that positive feedback from balanced scorecards could be in part due to a sort of placebo effect from companies who are in thrall to the supposed wonder of balanced scorecards, and are incapable of looking at balanced scorecards with a critical eye. These criticisms will still take several years to be borne out, however it does seem at this time that those companies – both public sector and private sector – are very happy with the advances that the balanced scorecard has brought. As a result of this criticisms of the balanced scorecard approach are still very much few and far between. In conclusion a balanced scorecard is very useful in providing an overall organisational vision and organisational strategy. Through a balanced scorecard the often undervalued employees are included as part of an overall vision in an organsiation, and are helped to understand their overall role and their responsibilities. In this way corporate performance is assessed and feedback can in turn go back to the top of the organsiation so that improvements can be successfully implemented. The traditional focus on reported profitability lacks the subtlety of the balanced scorecard approach, which is perhaps why top organsiations in both the public and the private sector are increasingly using the balanced scorecard approach to the assessment of corporate performance. It certainly seems to be a highly successful mode of assessment, and any criticisms are yet to be fully fleshed out. By providing a framework of assessment which works this effectively, overall organisational goals can be more easily set out any implemented. Bibliography Kaplan, R.S. Norton, D.P. 1996, The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Harvard. Kpcke, Richard W., â€Å"Profits and Stock Prices: The Importance of Being Earnest†, New England Economic Review, 1992, p 26+ Maclean, Rob, â€Å"Alignment: Using the Balanced Scorecard to Create Corporate Synergies†, Australian Journal of Management, Volume: 31. Issue: 2, 2006, p 367+ Stancil, John L., â€Å"Balanced Scorecard Diagnostics-Maintaining Maximum Performance†, Issues in Accounting Education, Volume: 21. Issue: 2, 2006, p 158+ â€Å"Kaplan Brings Balanced Scorecard to Brum†, The Birmingham Post, March 11 2005 Footnotes [1] Maclean, Rob, â€Å"Alignment: Using the Balanced Scorecard to Create Corporate Synergies†, Australian Journal of Management, Volume: 31. Issue: 2, 2006, p 367+ [2] â€Å"Kaplan Brings Balanced Scorecard to Brum†, The Birmingham Post, March 11 2005 [3] Maclean, Rob, â€Å"Alignment: Using the Balanced Scorecard to Create Corporate Synergies†, Australian Journal of Management, Volume: 31. Issue: 2, 2006, p 367+ [4] Stancil, John L., â€Å"Balanced Scorecard Diagnostics-Maintaining Maximum Performance†, Issues in Accounting Education, Volume: 21. Issue: 2, 2006, p 158+

Deception Point Page 57

â€Å"Where†¦ are we?† Rachel managed, the simple act of trying to speak bringing on a crashing headache. The man massaging her replied, â€Å"You're on the medical deck of a Los Angeles class-â€Å" â€Å"On deck!† someone called out. Rachel sensed a sudden commotion all around her, and she tried to sit up. One of the men in blue helped, propping her up, and pulling the blankets up around her. Rachel rubbed her eyes and saw someone striding into the room. The newcomer was a powerful African-American man. Handsome and authoritative. His uniform was khaki. â€Å"At ease,† he declared, moving toward Rachel, stopping over her and gazing down at her with strong black eyes. â€Å"Harold Brown,† he said, his voice deep and commanding. â€Å"Captain of the U.S.S. Charlotte. And you are?† U.S.S. Charlotte, Rachel thought. The name seemed vaguely familiar. â€Å"Sexton†¦,† she replied. â€Å"I'm Rachel Sexton.† The man looked puzzled. He stepped closer, studying her more carefully. â€Å"I'll be damned. So you are.† Rachel felt lost. He knows me? Rachel was certain she did not recognize the man, although as her eyes dropped from his face to the patch on his chest, she saw the familiar emblem of an eagle clutching an anchor surrounded by the words U.S. NAVY. It now registered why she knew the name Charlotte. â€Å"Welcome aboard, Ms. Sexton,† the captain said. â€Å"You've gisted a number of this ship's recon reports. I know who you are.† â€Å"But what are you doing in these waters?† she stammered. His face hardened somewhat. â€Å"Frankly, Ms. Sexton, I was about to ask you the same question.† Tolland sat up slowly now, opening his mouth to speak. Rachel silenced him with a firm shake of her head. Not here. Not now. She had no doubt the first thing Tolland and Corky would want to talk about was the meteorite and the attack, but this was certainly not a topic to discuss in front of a Navy submarine crew. In the world of intelligence, regardless of crisis, CLEARANCE remained king; the meteorite situation remained highly classified. â€Å"I need to speak to NRO director William Pickering,† she told the captain. â€Å"In private, and immediately.† The captain arched his eyebrows, apparently unaccustomed to taking orders on his own ship. â€Å"I have classified information I need to share.† The captain studied her a long moment. â€Å"Let's get your body temperature back, and then I'll put you in contact with the NRO director.† â€Å"It's urgent, sir. I-† Rachel stopped short. Her eyes had just seen a clock on the wall over the pharmaceutical closet. 19:51 HOURS. Rachel blinked, staring. â€Å"Is†¦ is that clock right?† â€Å"You're on a navy vessel, ma'am. Our clocks are accurate.† â€Å"And is that†¦ Eastern time?† â€Å"7:51 P.M. Eastern Standard. We're out of Norfolk.† My God! she thought, stunned. It's only 7:51 P.M.? Rachel had the impression hours had passed since she passed out. It was not even past eight o'clock? The President has not yet gone public about the meteorite! I still have time to stop him! She immediately slid down off the bed, wrapping the blanket around her. Her legs felt shaky. â€Å"I need to speak to the President right away.† The captain looked confused. â€Å"The president of what?† â€Å"Of the United States!† â€Å"I thought you wanted William Pickering.† â€Å"I don't have time. I need the President.† The captain did not move, his huge frame blocking her way. â€Å"My understanding is that the President is about to give a very important live press conference. I doubt he's taking personal phone calls.† Rachel stood as straight as she could on her wobbly legs and fixed her eyes on the captain. â€Å"Sir, you do not have the clearance for me to explain the situation, but the President is about to make a terrible mistake. I have information he desperately needs to hear. Now. You need to trust me.† The captain stared at her a long moment. Frowning, he checked the clock again. â€Å"Nine minutes? I can't get you a secure connection to the White House in that short a time. All I could offer is a radiophone. Unsecured. And we'd have to go to antenna depth, which will take a few-â€Å" â€Å"Do it! Now!† 67 The White House telephone switchboard was located on the lower level of the East Wing. Three switchboard operators were always on duty. At the moment, only two were seated at the controls. The third operator was at a full sprint toward the Briefing Room. In her hand, she carried a cordless phone. She'd tried to patch the call through to the Oval Office, but the President was already en route to the press conference. She'd tried to call his aides on their cellulars, but before televised briefings, all cellular phones in and around the Briefing Room were turned off so as not to interrupt the proceedings. Running a cordless phone directly to the President at a time like this seemed questionable at best, and yet when the White House's NRO liaison called claiming she had emergency information that the President must get before going live, the operator had little doubt she needed to jump. The question now was whether she would get there in time. In a small medical office onboard the U.S.S. Charlotte, Rachel Sexton clutched a phone receiver to her ear and waited to talk to the President. Tolland and Corky sat nearby, still looking shaken. Corky had five stitches and a deep bruise on his cheekbone. All three of them had been helped into Thinsulate thermal underwear, heavy navy flight suits, oversized wool socks, and deck boots. With a hot cup of stale coffee in her hand, Rachel was starting to feel almost human again. â€Å"What's the holdup?† Tolland pressed. â€Å"It's seven fifty-six!† Rachel could not imagine. She had successfully reached one of the White House operators, explained who she was and that this was an emergency. The operator seemed sympathetic, had placed Rachel on hold, and was now, supposedly, making it her top priority to patch Rachel through to the President. Four minutes, Rachel thought. Hurry up! Closing her eyes, Rachel tried to gather her thoughts. It had been one hell of a day. I'm on a nuclear submarine, she said to herself, knowing she was damned lucky to be anywhere at all. According to the submarine captain, the Charlotte had been on a routine patrol in the Bering Sea two days ago and had picked up anomalous underwater sounds coming from the Milne Ice Shelf-drilling, jet noise, lots of encrypted radio traffic. They had been redirected and told to lie quietly and listen. An hour or so ago, they'd heard an explosion in the ice shelf and moved in to check it out. That was when they heard Rachel's SOS call. â€Å"Three minutes left!† Tolland sounded anxious now as he monitored the clock. Rachel was definitely getting nervous now. What was taking so long? Why hadn't the President taken her call? If Zach Herney went public with the data as it stood- Rachel forced the thought from her mind and shook the receiver. Pick up! As the White House operator dashed toward the stage entrance of the Briefing Room, she was met with a gathering throng of staff members. Everyone here was talking excitedly, making final preparations. She could see the President twenty yards away waiting at the entrance. The makeup people were still primping. â€Å"Coming through!† the operator said, trying to get through the crowd. â€Å"Call for the President. Excuse me. Coming through!† â€Å"Live in two minutes!† a media coordinator called out. Clutching the phone, the operator shoved her way toward the President. â€Å"Call for the President!† she panted. â€Å"Coming through!† A towering roadblock stepped into her path. Marjorie Tench. The senior adviser's long face grimaced down in disapproval. â€Å"What's going on?†