To what extent does Karl von Clausewitz explain the changing nature of Essay

To what extent does Karl von Clausewitz explain the changing nature of warfare after 1798 - Essay Example Clausewitz’s main claim in his book ‘On War’ published in 1831 revolves around the fact that in order to understand warfare, it must be considered as a social phenomenon. War comes from deliberate circumstances and these circumstances make wars easier to understand. This statement was considered in the light of two conceptions of war at that time, first, that war is capable of linear solutions, and secondly, that war is basically chaotic and cannot be rationally evaluated (Gat, 1989). This view of war led to the perception that it is merely an offshoot of politics, mixed is with violence. This perception hid a more complex phenomenon. First and foremost, war has changed over time. Since social organizations have changed over the years, the nature of parties competing has also changed. Secondly, in seeking a better understanding of what is happening in conflicts, there is no longer a need to consider the military events in a political setting. Third, there is a nor mative element in the formula. Clausewitz was of the belief that force was more acceptable when it was considered as a tool for state policy. Considering the suffering caused by war, this was the justifiable reason utilized in the use of violence; however a normative failure would not negate the analytical process. (Clausewitz, eds, Howard and Paret, 1979, p. 586). In order to establish a practical understanding of war, there was a need to evaluate the relationship between military activities and the political climate of these events. On the outset, there was a direct linear link between the scale of the goal sought and the extent of force required to fulfill it. In a conflict which was carried out to conquer an opponent who aimed to totally conquer and annex a country, one is almost always certain to expect significant efforts to defeat the aggressor. On the other hand, where a smaller objective was sought, a smaller consequent action would be seen. Clausewitz was of the understand ing that events on the battlefield and in the political arena are very much related to each other. A battlefield victory might prevent other nations from being embroiled in any conflict, it may also convince them of the fact that a victor has become a threat to them (Szabo, 2008). A victory may also convince a nation that its competitor is weak and that it needs to improve its objectives. The consideration of a country deciding to intervene or step away from a conflict would

St. Mark's Gospel Essay Example | Topics and Well Written Essays - 1000 words

St. Mark's Gospel - Essay Example The Messianic secrets and the obtuseness of his disciples are the two main themes of the gospel. The use of parables by Jesus to hide his true identity and fulfill the distained prophesies are perhaps a bit intriguing and even his disciples fail to understand the true implications of his miracles. Traditionally, the Christian churches are of the belief that the gospel of St. Mark is an epitome of Gospel of Matthew and it is therefore placed after The Gospel of Matthews in most bibles. According to scholars, contrary to the beliefs of the Christian churches, Gospel of St. Mark, is indeed the first of the canonical gospels and is supposed to be the source of inspiration and material for the gospels of Matthew and Luke. One of the foremost contributions of St. Mark's Gospel towards the Church of England is 'providing a sense of direction'. Before the gospel, numerous people were running here are there without a leader in place. They worshipped numerous Gods and had differing faiths. This resulted in vast differences in culture and people were always at loggerheads with each other. What was lacking in England was a common religion which could work to uplift the society as a whole. Hence, the Gospel was indeed a binder in terms of following a common God-Lord Jesus Christ. Another serious contribution of this story is about food. In the story, Jesus often invites his disciples to nourish themselves and although we ignore it a common occurrence, the irony remains that nourishment was the only means of providing peace and solace to his disciples. When the topic revolves around food, the disciples panic stating that it would take eight months of wages to have a peaceful meal. Jesus resolves their problem at the end of the gospel, thereby telling them and the Church of England that a simple and secure life, which has adequate nourishment and rest, is perhaps the best and by far the most ignored of all. (Hooker, 2001) The moral of the story revolves around four main aspects. The first is the problems concerning the discipleship, problems concerning the Church of England, problems concerning personal hopes and problems concerning our personal fears. Another important message which the Gospel grants to the Church of England is the importance of being one with each other. In the gospel, the disciples are shown as an arrogant lot who refuse to share food with the other fellow beings that are being drawn to Jesus. Well, Jesus refuses to provide food only to the disciples and insists that the disciples will get nourishment only if they willfully share the food with their fellowmen. The Church of England, which was divided and patronized the rich while ridiculing the poor, learnt its lesson of equality through the Gospel Of St. Marks. The message is clear-God is equal to all and he has no favorites. It is interesting to note that when the disciples ask Jesus to send the villagers away to fetch their own food as it is getting dark, Jesus refuses and states that the food would be provided by the disciples themselves. He supports his theory by stating that it was he who provided them (disciples) food on a regular basis, hence, it was now their (disciples) turn to do the same. The message instills a feeling of equality and the fact that nourishment is equal and required by both the rich as well as the underprivileged. The lesson of

Okonkwo Essay Example for Free

Okonkwo Essay Some regard the arts as having an extra-artistic cognitive function, that they have a message about mans place in the world which might have social or political implications. For example, there might be a case for supposing that the arts have an important function as a medium for social criticism and transformation. In any case, there is a widespread belief that the arts have a higher purpose to educate by encouraging introspection and sometimes making us think about how we should live our lives. Two heads are better than one. Learning nd working in groups involves shared or learned values, resources, and ways of doing things. Group projects can reinforce skills that are relevant to both group and individual work, including the ability to: break task into parts, plan and manage time and gain communication skills. What strategies were used? Many of my classmates including myself would have preferred to work on this project individually, however every now and then more hands make for lighter work. When my partner and I got together to begin our project we had decided to split the project in half. Same an equal amount of work. I wouldnt say we used and specific strategies to begin the Mexican Revolution project. We did however follow the some of the guidelines of the design cycle to begin which included: plan, investigate, design and create. What knowledge was acquired? Because my partner had so much knowledge of the Mexican Revolution, she was able to help me clearly understand/clarify certain things that had occurred that I was uncertain of. Because we had to do some research on our own I gained more on the revolution, to the porfiriato era where porfito Diaz himself introduced railroads, to ow important the constitution was for the people. What skills were utilized and developed? Group projects can also help students develop skills to collaborative efforts, allowing students such as myself to: delegate roles and responsibilities, share perspectives, knowledge and skills, hold one another and be held accountable. (We were able to use pervious knowledge from class and what we have been taught to be able to complete the project. I was able to develop and gain more knowledge of the Mexican revolution because of my partners knowledge. ) What will be done ditterently in the tuture? A lot of things will be done differently in the future. Time management of course. We ended up doing it the same week it was due which caused some stress on each of us individually. Although we completed out project in time I would have liked to have started planning the week she told us Just to have had a head start and know what we were doing then actually doing it last minute and not really knowing what we were going to do. Even if we decided to split the work, I would have wanted to still worked together since it was a group project. But above all, it was a great experience working with another individual. 378

Herman Miller Inc Essay Example for Free

Herman Miller Inc Essay From the headquarters of Herman Miller Inc. , Curt Pullen talks amid the unmistakable pounding sounds and commotion associated with a construction work site about his companys plan to rebound from the recession. Pullen, the firms executive vice president and president of North America, says the workers are installing new lower-height Herman Miller workstations designed to accommodate a growing trend in offices toward more open, collaborative environments. The new product, called Canvas, is part of the companys market-shift strategy after the demand for office furniture fell hard during the economic downturn. The plan also involves diversifying into the health care and academic furniture markets and more emphasis on emerging economies. The plan appears to be paying off. For the first time in nearly four years the company reported two consecutive quarters of double-digit percentage sales growth after releasing its second-quarter earnings statement on Dec 15th. Orders in the second quarter rose 34% to $462 million. CEO Brian Walker noted the companys expanded market reach as a contributing factor to growth. Significant increases occurred in international markets where sales rose 33%. In 2010 the company acquired UK-based ergonomic workstation manufacturer Colebrook Bosson Saunders and purchased assets from Australian furniture maker Living Edge Group. In 2008, the company announced a partnership with Chinas Posh Office Systems Ltd. to expand in the Asia-Pacific region. The company attributed a year-end surge to gains in its international, health care, learning and retail vertical markets. The expanding health care industry has become one of the companys key growth targets. One of the more recent expansions into the health care field came on Jan. 31 when Herman Miller completed its acquisition of health care furniture manufacturer Nemschoff Chairs LLC based in Sheboygan, Wis. Herman Miller designed the Canvas workstation at a lower height than traditional workstations to facilitate a workplace trend toward more collaborative environments. The design also allows more light into work areas and saves space, the company says. Including sinks and headwalls, to be reconfigured to meet patient needs. 2. Business Strategy: Broad Differentiation Strategies This strategy pursues the buyer’s needs and preference to make them satisfied with the product. And to be different from other rivals, the product must have unique product attributes that a wide range of buyers find appealing and worth paying for. The strategy achieves its aim when an attractively large numbers of buyers find the customer buyer value proposition. Herman miller is pursuing this strategy as we refer to the case study that their products are based on the design which is designed according to the people who use the furniture. Like the president of Herman Miller said: ‘people are important not the furniture. Furniture should be useful’. Besides, this company emphasizes on product design and environmental friendly, these are two basic things that they have been practicing for many decades. Furthermore, they also invest more in research and development for product innovation. Take an example of office design product, Herman Miller’s Insight and Exploration team observed various workplaces to analyze how people collaborate and the ways in which their interactions vary over the course of a day, and throughout the life of a project by differentiating the subtleties of how, when, where, and why people connect independent of content or industry. Senior Researcher Shilpi Kumar notes that, â€Å"outlining these collaborative work behaviors will empower designers and decision makers with a greater understanding for how people really work, and will enable more informed choices in regards to office spaces. Herman Miller takes advantage of the growing desire for green products to create a better world and increase ergonomic furniture, because the consumers are willing to pay a premium for such quality and social responsible product. Since the designer of Herman Miller emphasized quality, excellence, and the continual improvement of their products, obviously one of their product which is designed by Charles and Ray Eames since its launch in 1950 had developed from plastic chair to wood chair in 2000. She also confirmed that this wood chair is 100 times recyclable since Herman Miller is concerned about environmental friendly, and Eames Molded Wood Side Chair earns Gold award at NeoCon 2013 in the Guest Seating category. 3. Functional strategy: Research and Development (RD) This category focuses on strategy that is concerned with the actions in managing particular functions within a business especially in RD. In terms of Herman Miller RD, they invested in research and development (RD) financially. Although there was downturn in financial, Herman Miller still invested tens of millions of dollars in RD. The investment in RD was code named Purple. A result of investment in RD was an outgrowth of project Purple. The goal of this project was to spread beyond the boundaries of normal business. Herman miller created a special team called the accessories team in which the team-identified a potential growth area. This team is made to recruit people with different disciplines needed to support that goal. In addition, this team focuses on contributing ideas to the success of the team from all resources and also to develop a particular product as it goes through that piece of work. This project is in line with functional strategy of RD in which a company’s product development represents the plan for keeping the company’s product in accordance with what buyers are looking for (Thompson et al, 2014). In the case of Herman Miller Inc, they began with research in every real design solution in which the exploitation and insights of the best research leads to human-centered design and problem solving. Herman Miller Inc is doing many things for RD in the case of education, sustainability, performance, healthcare, manufacturing, architectures design and ergonomics. Herman Miller Inc has its major RD activities and projects, i. e. its way to support and develop a company’s product. According to Herman Miller’s financial statement for fiscal years 2006-2011, there was a decline in design and research in 2009 due to the ongoing economic downturn. Figure 1. 1: Spending on Design and research So far, they have done some research projects regarding education such as; student’s research work behaviors behind innovation spaces. In the fall 2012, there was a project Herman Miller funded as a way of investing in the next generation of workers by giving students the chance to apply what hey learn in a real-world setting. Herman Miller wanted them to look at the business objective of the company. Besides Herman Miller providing the funds, the employees of the company also participated in the project. After the field research, the goal of this project was that the students shared what they had learned from going to the company for a workshop. The company also wanted to discover more about places that encourage creativity and the places of creative people. Besides Herman Miller providing the funds, the employee of the company also participated in the project. In regarding with the research in technology, the research starts by understanding which technological trends are creating new behaviors in the workplace. So from that, they can produce new design solution. Over the last three years, a group of designers, engineers, and researchers, the Insight Herman Miller and Exploration Team (I E) has focused on emerging technologies and how they alter social behavior in the workplace. Herman Miller’s goal is to identify the technology trends that are relevant to the office and also understanding new behaviors that allow the designers, architects and manufacturers to bring new workplace design. For healthcare, Herman Miller Healthcare saw the opportunity to study and analyze by doing the research from the discussion of Bluewater health in which prior to design development and also the satisfaction and safety of patients and staff members. Herman Miller Healthcare is sponsoring a research project that will explore how changes in the built environment have affected staff in three important areas: Ambulatory Care, Intensive Care Unit and Emergency Department. 3 4. Functional Strategies: Marketing Marketing is one of the strategies used under functional strategy. First and foremost, Herman Miller products were sold internationally through wholly owned subsidiaries in countries including Canada, France, Germany, Italy, Japan, Mexico, Australia, Singapore, China, India, and the Netherlands. Hence, they use the international strategy to compete its products in each country. In other words, they use the foreign subsidiary strategies because it seemed that they prefer to have a direct control over all aspects of operating in a foreign country that is the reason why they established wholly owned subsidiaries. As a result, this strategy was successful as their brand was recognized by customers and increased customer base spreading over 100 countries. Moreover, they used green marketing strategy to sell their products. This is because they mainly focus on environmental friendly such as Mirra chair, one of their products which was made of 45 percent recycled materials, and 96 percent of its material were recyclable. Therefore, the chairs used 100 percent renewable energy. Due to this strategy used, Mirra chair was recorded as one of the Top 10 Green Products by Architectural Record and Environmental Building News. Hence, this can indicate the success of using this strategy. In addition, Herman Miller engaged in cooperating advertising with strategic partners. As the example of Hilton Garden Inns which they equipped the Mirra chair in some room and on the desk in the room, was a card that explain how to adjust the chair while also providing the advertisement of Herman Miller’s website, how to purchase the products. Likewise, this is one of the advertising used to promote their products by using the strategic partner. As a result, they can reduce the advertising cost and gain more brand awareness. . Operating Strategy: Lean Production Initially, at Spring Lake, Herman Miller had invested in a giant robot assembly that welded supports inside file cabinet housings, including a tractor-trailer-length automated welding line with 1,000 sensors to drive labor completely out of the process. Unfortunately, big customers like Hewlett-Packard and ATT were pulling their orders of 100 instead of 500 and some wanted file cabinets in two weeks instead of six with much higher quality. The Spring Lake plant could not deliver, and certainly not for the lower prices customers demanded. 995, they adapted Toyota’s leading-edge formula for plant-floor management into an approach they called the Herman Miller Performance System (Boozco. , 2010, para 20). Based on the above quote, it depicted that Herman Miller’s decision to employ Herman Miller Performance System (HMPS); lean production, was to maintain efficiencies and cost savings by minimizing the amount of inventory on hand through a just-in-time process. To ensure a fluid flow on the order – driven production, Herman Miller collaborated with reliable and strategic suppliers. HMPS created competitive advantage through large assembly – manufacturing based. For example, direct materials and components purchased as needed to meet the demand and some suppliers delivered parts to Herman Miller production facilities five or six times per day. This resulted in a standard lead time of 10 to 20 days for majority of the products and low inventories on hand. Interestingly, HMPS managed to increase the variable costs rather than fixed costs while retaining proprietary control over manufacturing process. It was reported that â€Å"the plant managers across Herman Miller have learned that the best-run plants rely on people, not machines. Only people can solve problems to make assembly lines go faster, run cheaper, and deliver higher quality† (Boozco. , 2010, para 25). Therefore, it can be concluded that labor intensive approach tend to outperform machine intensive approach especially when the products demand further customization with limited time and the majority of industry products are built to each customers unique order. Question 2: Culture at HMI: healthy and largely supportive of good strategy execution. Herman Miller had codified its long-practiced organizational values, intended as a basic for uniting all employees, building relationship, and contributing to society. Herman Miller started in 1905 with the Star Furniture Company and created the Herman Miller furniture company with his son in law named Dirk Jan De Pree. From the beginning, De Pree committed himself to treating all workers as individuals with specials talents and potential. This was part of Herman Miller’s corporate culture which continued to generate respect for all employees and take advantage of the diversity of skills possessed by all. This is one of the functional strategies in corporate culture in Herman Miller Inc in which included the company’s approach to people management, procedures and operating practices that provide the guidelines for the behavior of the company. The impact of this culture became one of the competitive advantages that make strong management and employee satisfaction in the company. The business principles and ethical standard of Herman Miller are the management practices as the key of company’s culture. Herman Miller was one of the furniture company named to Fast Company’s â€Å"Most Innovative Companies† in both 2008 and 2010. Herman Miller had pursued a path of reinvention and renewal. Herman Miller has many ways to develop their products and its culture is also unique. Through the growing of the company, Herman Miller maintains the relationship with the employees. Herman Miller’s commitment to innovation included sharing ideas and opinions from the employees. On January 1979, Herman Miller established new organization structures that included all employees were to be given the opportunity to discuss new plan in small group settings. In addition, Herman Miller also established a plan in which all employees became shareholders. Herman Miller Inc. also focuses on more efficient and environmentally friendly by taking a major initiative in 1981. It is in line with a better world value which is pursuing sustainability and environmental policy. They established environmental quality action team whose goal was to coordinate environmental programs worldwide that involves many employees. A Herman Miller’s culture is grounded in and resides to certain core value and some sets for ethical behavior. Herman Miller had long practiced organizational values that were still used in 2012. The values are as basis for uniting all employees, building relationship, adapt the implied attitude, behaviors and work practices. The company adopted inclusiveness which means they include all the expressions of human talent and potential that society offers. As mentioned before, Herman Miller corporate culture continued to create respect to all employees and looking for and utilizing the skills possessed by anyone. The second value is design in which it is important to Herman Miller Inc. in order to make innovative products. It is the way for them for looking at the world and how it can work. The results of this value are Herman Miller established many innovative products and designs. In 1971 and 1984, they introduced products based on ergonomics principles such as the Ergon chair and Equa chair. For another groundbreaking design, it introduced the Aeron chair which was almost added to New York Museum of Modern Art’s permanent design collection in 1990. Other important values are based on Herman Miller’s best performance that focuses on enriching the lives of employees, customers and create value for the shareholders. The result of this value has made Herman Miller share the gains and pains with the employees especially about the compensation. All employees received a base pay and they also participated in a profit sharing program where they received stock in accordance to the company’s financial performance. The company also offered to the employees the employee stock purchase plan (ESPP), retirement income plan, offered annual bonus to all employees based on company’s performance, and in regard to profit sharing both the employees and executives have same calculation of bonus potential. High performance culture In Herman Miller Inc. there is a strong sense of involvement on the part of company personnel and emphasis on individual initiative and creativity. Two of the greatest strengths lie behind our heritage of research-driven design. Respecting and encouraging risks, exploring new ideas and freedom of speech. Owners actively committed to the life of the community called Herman Miller, pride in doing things right, sharing in its success and risks. The strengths and payoff really comes in when engaging in people’s own problems, solutions and behavior. Performance is required at the highest level possible. Herman Miller enriches employees’ lives, delight its customers, and create value for its shareholders. Herman Miller includes all the express human talent and potential, everyone should have a chance to realize his or her potential regardless of color, gender, age, sexual orientation. It believes that skill; different educational background could bring the company uniqueness. Adaptive Culture Herman Miller always keep innovating its products to serve their customers better. Herman Miller’s corporate culture, which continued to generate respect for all employees, had fueled the quest to tap the diversity of gifts and skill held by all. The company designs products according to what people want the most, and it is a way of looking at the world and how it works or does not. To design a solution, rather than simply devising one, required research, thought sometime starting over, listening and humility. Manager and employees support each other in dealing with working environment. Herman Miller designed the Canvas workstation, at a lower height than traditional workstations to facilitate a workplace trend toward more collaborative environments. The design also allows more light into work areas and saves space, the company says. Additionally, the company also keeps changing its production designs from time to time according to the needs of the people and follow ergonomic system. Herman Miller hired much expertise to design its furniture, and it is costly to spend on R;D but company the company was willing to take risks on new innovation. Financial performance Year 2008 2009 2010 2011 Revenue ($ millions) $ 2,012. 1 $1,630. 0 $1,318. 8 $1,649. 2 R;D to Sales Ratio R;D/Sale 51. 2 / 2,012. 1 = 2. 5 % 45. 7 / 1,630. 0 = 2. 8 % 40. 5 / 1,318. 8 = 3. 1 % 45. 8 / 1,649. 2 = 2. 8 % Table 2. : HMI’s Revenues and R;D to Sales ratio from 2008 to 2011 Figure 2. 1: Research and development (R;D) to Sales ratio from 2008 to 2011 The above graph shows the trend of R;D sales ratio which increases from year 2008 until 2010. However, it decreased slightly in 2011 due to low R;D investment because of recession. However, it is not clear whether measuring the R;D ratio is a good metric to represent its efficiency towards a company. This is because it takes into consideration the R;D expenses rather than R;D investment thus it is easy to manipulate the number by lowering the R;D expenditure. Even, in the balance sheet of Herman Miller, the R;D investment is not disclosed under assets. If R;D is capitalized as asset, then it depicts the efficiency of R;D towards business revenues. In brief, due to that constraint, we assume that at least the R;D sales ratio increases and contributes positively towards Herman Miller’s business structure as Herman Miller invests heavily in R;D to create the furniture. Figure 2. 2: HMI’s Revenues from 2008 to 2011 The above graph illustrates that the trend of sales revenue decreases from year 2008 until 2010. However, it started to increase in year 2011. Thus, in brief, Herman Miller is improving in their sales through investment in Research and Development and produces competitive design. Question 3: HMI’s Financial situation: prior years and its competitors 1. HMI’s financial situation In order to measure the financial performance of Herman Miller Inc, we have used different ratios, such as liquidity, profitability, leverage and activity ratios. Besides, we also compare the financial performance of HMI in relation to its competitors – HNI and Steelcase Inc from 2008 until 2012 based on the above mention ratios. For our case, we have used the current ratio to measure the extent to which the three companies (HMI, HNI and Steelcase) can meet their short term obligations as shown in the figure below. Figure 3. 1: HMI’s current ratio versus its competitors’ ratio The figure above shows the current ratios for the three manufacturers’ of office furniture and equipment for five consecutive years. In the case of Herman Miller Inc. , their current ratio showed some slight increase of about 1 percent from 2008 to 2009. However, a drop of about 21 percent was xperienced in 2010 but they were still able to maintain a current ratio of greater than 1. In the year 2011 and 2012, there had been a tremendous increase in their current ratio to 1. 76 and 1. 81 respectively. This current ratio of greater than 1 provides additional cushion against unforeseeable contingencies that may arise in the short term. In the case of HNI, their current ratio showed a moderate increase of about 7 percen t from 2008 to 2009. However, for the subsequent years, HNI experienced a decrease in their current ratio of approximately 10 percent from 2010 all the way to 2012. Nonetheless, they were able to maintain a current ratio of at least 1 to ensure that the value of their current assets covers at least the amount of their short term obligations. As for Steelcase, their current ratio showed a moderate increase of about 8 percent from 2008 to 2010. On the other hand, the company experienced a decrease of roughly 8 percent in the year 2011 but they were still able to maintain a current ratio of greater than 1. However, Steelcase managed to have an increase in their current ratio from 1. 37 in 2011 to 1. 52 in 2012. Overall, Herman Miller Inc. as shown a significant increasing trend in their current ratio as compared to the other two companies. This may suggest improved liquidity of the company or a more conservative approach to working capital management. ii. Profitability ratios: Profitability ratios measure management’s overall effectiveness as shown by the returns generated on sales and investment. There are a number of ratios under profitability but for our case, we have used the Return on Assets (ROA) to measure the after-tax profits per dollar of assets and Gross Profit Margin which measures the total margin available to cover operating expenses and yield a profit. These two ratios have been used to evaluate the three companies (HMI, HNI and Steelcase). Figure 3. 2. 1: HMI’s return on asset ratio versus its competitors’ ratio The figure above shows the Return on Assets for the three manufacturers’ of office furniture and equipment for five consecutive years. In the case of Herman Miller Inc. , there has been a decreasing trend of ROA in the year 2008 to 2010 from 19 percent to 4 percent respectively. This shows that the profitability of the company is deteriorating. Nevertheless, rom the year 2010 to the year 2012, the company has shown some slight increasing trend of ROA from 4 percent to 9 percent respectively. This indicates that the company’s profitability is quite improving over the years. When it comes to HNI, it has also shown a high decreasing trend of ROA in the year 2008 to 2011 from 5 percent to -0. 6 percent respectively. This shows that the profitability of the company is extremely deteriorating. However , in the year 2012, there was an increase of about 4 percent as compared to the previous year. The company was able to move from -0. 6 percent to 3. 8 percent. This signifies that the company’s profitability is slightly improving. Lastly for Steelcase, there has also been a high decreasing trend of ROA from the year 2008 to 2010 with about 6 percent and -0. 8 percent respectively. This shows that the profitability of the company is extremely deteriorating. However, there was a slight increasing trend of ROA in 2011 and 2012 of 1. 02 percent and 3. 33 percent respectively. This means that the company’s profitability is somewhat improving. Overall, Herman Miller Inc. has shown a considerable increasing trend in their ROA over the years as compared to the other two companies. This may imply effective use of assets and creation of high margins by the company as well as gauging how well the company uses its financing from borrowing and bonds. Figure 3. 2. 2: HMI’s gross profit ratio versus its competitors’ ratio The figure above shows the Gross Profit Margin for the three manufacturers’ of office furniture and equipment for five consecutive years. In the case of Herman Miller Inc. , there has been a slight decrease of the Gross Profit Margin in the year 2008 to 2009 from 34. 72 percent to 32. 37 percent respectively. However, from the year 2010 to the year 2012, the company has shown some slight increase in their Gross Profit Margin from 32. 49 percent to 34. 26 percent respectively. This indicates that the company can make a reasonable profit. For HNI, there has been an increasing trend of the Gross Profit Margin from the year 2008 to 2011 with about 33. 66 percent and 34. 6 percent respectively. However, in the year 2012, there was a slight decrease of about 1. 3 percent as compared to the previous year. The company’s Gross Profit Margin moved from 34. 86 percent to 34. 39 percent. This also signifies that the company can make a reasonable profit. Lastly for Steelcase, it has shown a slight decreasing trend of Gross Profit Margin from the year 2008 to 2010 with 32. 12 percent and 28. 35 percent respectively. However, there was a slight increasing trend of Gross Profit Margin in the subsequent years amounting to 29. 5 percent in 2012. This means that the company can still make a reasonable profit. Overall, HNI has shown a steady increasing trend in their Gross Profit Margin over the years as compared to the other two companies. This may indicate how efficiently the company is using its materials and labor in the production process and gives an indication of the pricing, cost structure, and production efficiency of the company. iii. Leverage ratios This ratio is used to determine the companies’ financing methods, or the ability to meet the obligations. There are many ratios to calculate leverage but the important factors include debt, interest expenses, equity and assets. In this section, we will examine two ratios which are debt to assets and debt to equity ratios. Figure 3. 3. 1: HMI’s debt to asset ratio versus its competitors’ ratio The debt to asset ratio gives us a quick measure of the amount of debt that the company has on its balance sheets compared to its assets. In general, the debt to asset ratio for Herman Miller fluctuated over the years as compared to its competitors – HNI and Steel case. In 2008, the debt to equity ratio for Herman Miller was above 80 percent and rose approximately to 100 percent in 2009, whereas this ratio was just about 61 percent and 57 percent for HNI and Steel case respectively in 2008; and about 58 percent in 2009 for both competitors. This indicated that almost 100 percent of Herman Miller’s assets were financed by debt or creditors which implied that the Company has high level of leverage and risk, while its competitors had roughly 50 percent of their assets financed by the owners. However, Herman Miller’s ratio significantly dropped in 2010 to about 40 percent which was below its competitors who almost maintained their position over the years. In 2012, 70 percent of Herman Miller’s assets were financed by debt. In general, although the company debt to assets ratio is still high in relation to its competitors, the financial performance of the company is improving after the financial crisis. However, the Company needs to further reduce the amount of debt resulting to the reduction of risk; this is because it may affect the company’s survival in the long-run. Figure 3. 3. 2: HMI’s debt to equity ratio versus its competitors’ ratio A debt-to-equity ratio measures the amount of debt a company uses to fund its business for every dollar of equity it has. In other words, it is a measure of a companys ability to repay its obligations. Generally companies with less debt equity ratio are less risky than the companies with high ratios. As we can see from the graphs, Herman Miller Inc. has the highest ratio over the year in relation to the other companies. For instance, its ratio fluctuated significantly over the years which were at 32. 7 and 94. 91 in 2008 and 2009 respectively. This might be due to the effect of the financial crisis, which caused the company to increase its debt financing heavily. Also, this indicates that the company had substantial high amount of debt as compared to equity which can endanger the long term survival of the firm since the company may not be able to generate enough cash to satisfy its debt obligations . Meanwhile, debt to equity ratio for HNI and Steel case was roughly lower than 2, which was acceptable for large public companies. For Herman Miller, however, this ratio sharply dropped over the next years to just about 8. 62 in 2010 and 2. 37 in 2012. In contrast, its competitors still can maintain their ratio below two over the next years. In order to improve this ratio, Herman Miller had sold its common stock and tried to lower the mount debt financing, this can be seen by the amount of long-term debt decreasing. This implies that the company’s financial performance has been improving after the financial crisis. In terms of leverage, overall, it can be said that the performance of the company has been improving over the years and regaining its position in the furniture market after the economic downturn. Although it may not do well as compared to its competitors in terms of financing the debt and equity, there is a sign of improvement and effort in positioning its self in the market industry in U. S. iv. Activity Ratios Figure 3. 4. 1: HMI’s Inventory turnover ratio versus its competitors’ ratio The inventory turnover is commonly used to measure the operational efficiency in managing its assets. Based on the figure 4. 1 illustrated above, in 2009, Herman Miller Inc. has the highest ratio compared to other years. This high ratio could indicate two conditions, such as; whether the company has strong sales during the year or it has an ineffective buying activity. However, it is perceived that the company did have strong sales proven from the lowest level of inventory and high sales revenue which are seen in the annual report during the year. While in 2010, Herman Miller Inc. ’s turnover ratio drops significantly compared to the other years. Its cost of sales for the year has the lowest and showed a decrement of 24% from previous year which simultaneously contribute to low ratio as well as indicating the lack of effectiveness particularly in turning its inventory into sales. One of the reasons is that it could be due to the recession which highly affected the company, and hence making them to reduce the cost of sales. However, Herman Miller Inc is getting better in turning its inventory into sales proven from the increment of its ratio by year. Additionally, compared to competitors, the position of the ratio shown for Herman Miller Inc. is located somewhat in the middle. Steelcase is somewhat faster in turning their inventory into sales compared to others. In contrast, HNI has the lowest rate. This proves that Steelcase is more effective in managing its operational assets. Figure 3. 4. 2: HMI’s Average collection period versus its competitors’ ratio Average collection period is the number of days it takes a company to collect its account receivables. As illustrated from the figure 4. 2 above, Herman Miller is getting better in obtaining its receivables shown by the average days taken which was from 58 days in 2008 and 34 days in 2012. This demonstrates that Herman miller Inc. onstantly improve its credit policy effectiveness confirmed by a dramatic slump by years. Comparing to other competitors, originally HNI was the most effective company in managing its credit term policy, as the company only took 38 days in collecting its account receivables compared to Steelcase or Herman Miller. However, the company ended up to be the highest rate at 2012 showing that it is not effective in evaluating company’s credit policy. As a result, when a company possesses a lower average collection period, it is seen as optimal as it indicates that the company does not take very long to turn its receivables into cash. . HMI’s current strategies: an issues of need to change its strategies during poor economic conditions The current Herman Miller strategy which focuses on growth strategy, through innovative products and related diversification made the company to survive the Great Depression early in its history, multiple recessions in 20th century and in early 21st century the company recovered from the dot-com bust and was able to continue expanding overseas. The furniture industry is an economically volatile industry. The office furniture segment of the industry was hit hard by the recession. Industry sales decreased 26. 5 percent during the 2009 economic downturn. However, because of the innovative and diversification, Herman Miller was able to outperform its competitors in terms of sales and profitability, during that time Herman Mill’s sales dropped by 19% which is relatively low in comparison with its competitors HNI Corporation and Steelcase which had dropped by 33 percent and 28% respectively. The furniture industry is at its maturity stage, thus Innovation is crucial to the company’s survival. If Herman Miller continues to successfully innovate, it will enable them to compete in the market strongly. The industry had been negatively impacted telecommunication which had reduced the need office furniture. Yet, more employees were spending more hours in front of the computer screens than ever before. Because of Herman Miller’s effective innovation, they were able to respond to the need of ergonomically correct office furniture that had helped to decrease fatigue and injuries like carpal tunnel syndrome. In summary, the company does not need to radically alter its main strategy which focuses more on innovation and diversification as it’s the reason they were not dramatically hit by recessions and competitions among the rivals. 3. Recommendation: i. Reduced current benefit and incentive schemes There are several incentives that had been eliminated by Herman Miller’s management due to the economic downturn in 2009. The suspend of 401(k) contribution plans (saving contribution plan), cut-off 15 percent of current workforce and 10 percent reduction in salary for remaining workforce had been implemented during the crisis. However the pay cuts was discontinued because of Herman Miller’s quick turnaround. The company was stable starting the year 2011, but the selling, general, and administrative were the highest contribution of the operating expenses. Specifically, â€Å"†¦$3. million and $16. 6 million of additional operating expenses during fiscal 2011 due to the reinstatement of all of our employee benefits and employee incentive expenses† (Herman Miller’s Annual Report, 2011). The company believed that the large benefit and incentives had created motivated and skilful employees which are the key of its competitive advantage. Even though the company has increased in sales as compared to the year 2010, it is important to cut the costs by eliminating some of the less important incentives schemes and benefits such as $100 rebate on a bike purchase, concierge services and one-site services to name a few. Previously, the company had eliminated the 401(k) contribution plan so that they could stop providing some percentage on the employees’ contribution. It is crucial since it could allow the company to save a significant amount of money in the long run (Richardson, 2009). It can be done by communicating the problems and issues which need to be addressed to the staff before they get out of hand. Address the problems proportionately and regular communication could make the staff be aware on their role to support the company throughout the economy downturn. By having it, the staff might accept the decision positively and provide effort to help the company to fully recover after the recession (‘Recession Business Cost Cutting†, 2013). ii. Reduction in company’s cost of sales According to Herman Miller’s Annual Report (2011), the increase in cost of sales for the year 2011 was due to the increase in sales volume that was driven primarily by cost leverage on higher production, which was partially offset by deeper discounting, higher employee benefit and incentive costs, and higher costs of key direct materials, most notably steel and steel components. Besides that, the cost of direct material increased as compared to previous years which there was increase in the cost of commodities and the increase in discounting, which has the effect of reducing net sales The costs of certain manufacturing materials used in producing finished products are sensitive to the volatility of commodity market price. The cost of direct labor and overhead were increased due to increase in product volume while the cost of freight expenses had increased during the year because of increase in product volume as well as increase in fuel costs in 2011. First recommendation to cut the cost of sales in terms of direct material is substituting lower cost material where possible to replace the expensive one and each angle should be considered for better decision. For example, the substitution of carbon steel to replace expensive stainless steel could reduce the cost but the corrosion protection might not last longer. This method should be applied if only the benefit from the substitution is higher than the cost of reduction in quality (Lewis, n. d. ). Second recommendation is by eliminating unnecessary product features to reduce cost. The company should produce a product that really suits customers’ preferences in buying their products. For example, the company should identify whether customers are purchasing its products because of their unique looks, lower price or high quality. If customers buy the products because of their lower price, unique features may not be needed (Lewis, n. d. ). Third recommendation which is the most effective one is by hedging the price of the steel through futures contract. According to Herman Miller’s Annual Report (2011): The company believes market prices for commodities in the near term may move higher and acknowledges that over time increases on its key direct materials and assembly components are likely. Consequently, it views the prospect of such increases as an outlook risk to the business† (p. 34). By locking the price in the contract, it could eliminate any risk of price volatility (â€Å"Hedging in Practice†, 2013). For example, if there is a huge possibility that the price of steel will increase in a certain period of time. Due to that, the company will engage in future contract and lock-in the price for a specific period in the future. Regardless of increase in steel price, the company is eligible to buy the commodity at a lower lock-in price as stated in the agreed future contract. Conclusion Herman Miller Inc. has implemented different strategies in order to improve its performance and expand its self in furniture market, such as diversified strategy, broad differentiation strategy, green marketing, product development and innovation. In addition, besides focusing on those strategies to achieve the business goals, the company also concerns about how it communicates and treat its employees. â€Å"All workers as individuals ith special talents and potential† can be considered as one of the healthy culture at Herman Miller since 1927 and the Company continued to generate respect for all employees and fueled the quest to tap diversity of gifts and skills held by all. According to one of the verse in chapter 42 of the Qur’an: â€Å"Those who hearken to their Lord, and establish regular Prayer; who (cond uct) their affairs by mutual Consultation; who spend out of what We bestow on them for Sustenance† (Quran 42:38) The verse above explains the importance of mutual consent in making a decision. Islam encourages Muslims to decide their affairs by consulting with those who will be affected by the decision. Thus, in the case of Herman Miller, it empowers its employees and nurture participative decision making so that the employees feel as part of the company. Surviving in matured furniture industry and the economic volatility such as recession, demand full cooperation from the whole organization. It is not easy to integrate the diverse nature of employees with different backgrounds and behaviors to achieve goal congruence. Thus, Herman Miller’s healthy culture leads to its employee’s readiness to accept any relevant decision by Herman Miller such as cutting their salaries as the employees work with Herman Miller and not just work for it. Furthermore, in term of design value, the designer team of Herman Miller always emphasized on quality, excellence, and the continual improvement of their products. â€Å"At Herman Miller the products we made decade ago are still sold after today, and products we make today we will do for a decade to come. † All in all, Herman Miller should pursue its current strategies and continue to expand those strategies such as product innovation, diversification and so on. We believe that these strategies have made and will make Herman Miller one of an outstanding and award winning Company. They will continue to provide the Company with the ability to renew and reinvent itself in the furniture market and outperform its rivals in the future. From the explanation above, it gives us a broad view of how the company’s long-term strategy and objective affects all their business: from product design to decision-making process to the culture of the Company.

Meaning Of Engineering Disaster

Meaning Of Engineering Disaster The duty of the engineer is to react to people need by building or creating something along an appropriate set of guidelines. Importantly, that device, plan or creation should perform its function without any failure. Everything, nonetheless, must eventually fail to perform its given function with a sought after level of performance. Hence, the engineer must struggle to design in such a way as to avoid failure which could result in loss of property, damage to the environment of the user of that technology, and possibly injury or loss of life. Through analysis and study of engineering disasters, modern engineering designers can learn what not to do and how to create designs with less of a chance of failure. (Leveson, 1993) The history of Chernobyl nuclear power plant Chernobyl is a small town in the Ukraine near the Belarus border, with a population of 45,000. The nuclear power station of Chernobyl lies 15 kilometers to the northwest of the actual Chernobyl town. In 1986, the USSR generated roughly 10% of the worlds nuclear power from only 43 operating reactors. Together they produced 27 thousand Mega Watts of electricity. By 1986, the year of the accident, four of the reactors at the Chernobyl nuclear power station were the most modern to date Soviet reactors, the RBMK-type. Two more of these reactors were still under construction at the station. (http://library.thinkquest.org/3426/data/introduction/location.html) Aim of this topic This research can be roughly divided into three parts as follows. Firstly, a variety of opinions and different perspectives of the survey would be discussed. Then, a discussion will include the information from other related sources and analyze the survey together. Finally, a conclusion will be drawn concerning the findings of the research project; recommendations will be made with regards to future research into the issue, and limitation on this report. Literature review Overview of engineering disaster The failure into an engineering disaster There are many factors that can cause engineering disaster and much of the reason why we consider an engineering failure to be an engineering disaster has to do with public perception of risk. For example, in 1992 roughly the same number of fatalities occurred (in the United States) in transportation accidents involving airplanes (775), trains (755), and bicycles (722). Yet the public perception of the risk associated with air travel is often much higher than that for trains and certainly for bicycles. (Matousek, 1976) This stems from two reasons: (1) the large loss of life resulting from a single air crash, and (2) the air passengers lack of control over their environment in the case of air or, to a lesser degree, rail accidents. Both of these reasons results in increased fear, and hence a higher degree of perceived risk. Principle cause of engineering disaster The primary causes of engineering disasters are usually considered to be Design error Standard of the plant (depending on cost) Operating error Human lack of knowledge and skill 1.2.3 Mechanical error Management tools (Preventive maintenance) (Bernhard, 1999) How Nuclear Physics works Nuclear Fission Nuclear fission is the process whereby large, unstable atoms are split up and as a result release large amounts of energy. The most common element used for this process is called uranium. Process of nuclear reactors Nuclear fission reactions occur inside the core, producing heat. The control rods control the system by absorbing stray neutrons which in turn slows down the rate of reactions. The heat from the core is transferred to the water through conduction, which then turns into steam with a temperature of 580Â °C. The pressure of the steam turns the turbine, powering the generator. The generator converts the turning motion of the turbine into electrical energy, which now can be injected into the national electricity grid. This steam is then cooled by water from the cooling lake which then causes the steam to condense back into water. The cycle then repeats. (Ben, 2008) Pros and cons of Nuclear power plant These days, there are a great number of alternative energy that human found and nuclear energy is one of the best choice of alternative energy. On the plus side, there are many benefits of nuclear power. To begin with, it is a clean energy; therefore, it would dramatically improve the environment. For example, smoke and carbon are not contributing to greenhouse effect and consequently protect the ozone. Furthermore, nuclear power is reliable because it is use only a little uranium to make nuclear reaction which cause a great number of energy. On the other hand, nuclear technology is problematic in some ways. One of the main drawbacks of nuclear energy is that radiation can harm cells of human body; hence, it can make humans sick or even cause death, and symptom illness can affect and kill people in follow years. Dangers of radiation When unstable atoms naturally break down (decay) they release they release radioactive particles. There are three types of particles: alpha ÃŽÂ ±, beta ÃŽÂ ² and gamma ÃŽÂ ³. They are considered dangerous as they are able to ionise. They are able to change the stucture of atoms by knocking off or dragging electrons away from the atom. In humans, animals and plants, this ionising effect alters the DNA code in cells causing cell mutation. Through this, the altered cells are reproduced through cell division which may then form cancerous growthsThis radiation isnt only sourced from the site of a nuclear disaster. Poising can occur through contaminated water which then infects soil and hence food supplies. To add more to this potential problem, radioactive particles can stay hazardous for thousands of years. (Ben, 2008) The Chernobyl nuclear power plant disaster The Accident The accident at the Chernobyl nuclear reactor that occurred on 26 April 1986 was the most serious accident ever to occur in the nuclear power industry. The reactor was destroyed in the accident and considerable amounts of radioactive material were released to the environment. The accident caused the deaths, within a few weeks, of 30 workers and radiation injuries to over a hundred others. In response, the authorities immediately evacuated, in 1986, about 116,000 people from areas surrounding the reactor and subsequently relocated, after 1986, about 220,000 people from Belarus, the Russian Federation and Ukraine. The accident caused serious social and psychological disruption in the lives of those affected and vast economic losses over the entire region. Large areas of the three countries were contaminated with radioactive elements, and radionuclides were measurable in all countries of the northern hemisphere. (Alexander, 1993) The Cause of the disaster There are several factors which cause Chernobyl nuclear power disaster. 1. Human error (Operator Over-Confidence) The operators felt they were an elite crew and they had become overconfident The operators did not think carefully enough about the effects on the reactor. The operators felt under pressure to complete the test this time. 2. Design error (Safety System Inadequacies) A fault in the control system also makes the emergency shutdown unable to function. The emergency shutdown desired effect relied on the reactor being operated correctly. There had to be at least 30 control rods in the core for the emergency shutdown to work to according to standard. The reactor could not be run at low power normally. (http://library.thinkquest.org/3426/) The Affected by the disaster One major result of the Chernobyl accident that would cause as much agony to the incident was the spread of radiation. A definite effect of the spread of the radiation was the damage it had on the Eastern European agriculture. The EC (European Community) immediately put a 90 day ban on agricultural goods from Eastern Europe. This was initially thought of as political strategy from the US as well as other Western countries. This caused the Soviet Union to take the responsibility to pay for all the damage done to the Eastern European agriculture. Post-Disaster The effects on health Chernobyl affected the health of many people throughout Russia. Altogether the total number of fatalities caused by Chernobyl stands at 31 officially. Around 600,000 however were classified as being significantly exposed and will have their health monitored their whole lives. Twenty-four people were disabled by the accident; some so severely they were left as invalids for the rest of their lives. Two-hundred thiry-eight people have suffered acute radiation syndrome. The total number of people that were in this classification is somewhere around 10,000. The official report on the number of cancer effects is as follows as prescribed by the International Nuclear Safety Advisory Group (INSAG) of the IAEA. (Vladimir, 1991) Environmental impact Besides the effects on humans, the Chernobyl disaster also dramatically affected the environment with 150 000 km2 of land contaminated with radioactive material. Mutations in both plants and animals were evident Leaves changed shape and some animals were born with deformities. Despite this, rare species of moose, birds, beavers, wolves and boars have returned in the absence of humans. (Vladimir, 1991)

Homeschooling: Academics, Socialization and College Admissions Prospect

Homeschooling: Academics, Socialization and College Admissions Prospects Homeschooling is probably one of the least known and least understood issues in education. Many people tend to think that most homeschoolers are religious conservatives or extremists. However, the truth is that people from all walks of life are joining the homeschooling bandwagon (Ray, 2004). The main misconception is that homeschooled children don’t get the same academic and social education as traditionally schooled children. Contrary to popular perception, homeschooled children have the same, if not better academic opportunities, social opportunities and college admissions prospects than traditionally schooled students have. According to Mary Griffith, author of the book The Homeschooling Handbook, the concept of homeschooling is nothing new to society. It is only in the past 150 years that public school system as we know it came into effect (Griffith, 1999). Prior to that, â€Å"†¦the family was the basis for social life†¦the home was where children learned what was necessary to function in their community† (1999). By the mid-1970s, there were barely any people practicing homeschooling (Ray, 2004). However, over the past twenty years there has been a resurgence in people choosing homeschooling (2004). There has been a 500 percent increase in homeschooling from the 1990-1991 school year to the 2002-2003 school year (2004). The National Home Education Research Institute (NHERI) estimates â€Å"that between 1.7 and 2.1 million students were being homeschooled in the U.S., in every grade level from kindergarten through twelfth grade†¦Indications are that the growth rate is between 7 percent and 15 percent per year † (2004). People choose to homeschool for a var... ...s and traditional school graduates. Journal of College Admission, Spring 2004, p17. Klicka, Chris (2002) Socialization: homeschoolers are in the real world. Issue Analysis, Home School Legal Defense Association. Retrieved April 10, 2005 from www.hslda.org. Kochenderfer R, & Kanna E. (2002). Homeschooling for success: How parents can create a superior education for their child. New York NY: Warner Books. Ray, Brian D. Ph.D (2004). Worldwide guide to homeschooling: Facts and stats on the benefits of home school. Nashville TN: Broadman & Holman Publishers. Saba L., & Gattis J. (2002). The McGraw-Hill homeschooling companion. New York NY: McGraw-Hill Publishers. Zehr, Mary Ann. (2003). Home school students adjust to new homes on college campuses. Education Week, Vol. 23, Issue 2, p6. Retrieved April 22, 2005 from Academic Search Premier database.

The Lost Symbol Chapter 33-36

CHAPTER 33 Systems security specialist Mark Zoubianis was sinking deeper into his futon and scowling at the information on his laptop screen. What the hell kind of address is this? His best hacking tools were entirely ineffective at breaking into the document or at unmasking Trish's mysterious IP address. Ten minutes had passed, and Zoubianis's program was still pounding away in vain at the network firewalls. They showed little hope of penetration. No wonder they're overpaying me. He was about to retool and try a different approach when his phone rang. Trish, for Christ's sake, I said I'd call you. He muted the football game and answered. â€Å"Yeah?† â€Å"Is this Mark Zoubianis?† a man asked. â€Å"At 357 Kingston Drive in Washington?† Zoubianis could hear other muffled conversations in the background. A telemarketer during the play-offs? Are they insane? â€Å"Let me guess, I won a week in Anguilla?† â€Å"No,† the voice replied with no trace of humor. â€Å"This is systems security for the Central Intelligence Agency. We would like to know why you are attempting to hack one of our classified databases?† Three stories above the Capitol Building's subbasement, in the wide-open spaces of the visitor center, security guard Nunez locked the main entry doors as he did every night at this time. As he headed back across the expansive marble floors, he thought of the man in the army-surplus jacket with the tattoos. I let him in. Nunez wondered if he would have a job tomorrow. As he headed toward the escalator, a sudden pounding on the outside doors caused him to turn. He squinted back toward the main entrance and saw an elderly African American man outside, rapping on the glass with his open palm and motioning to be let in. Nunez shook his head and pointed to his watch. The man pounded again and stepped into the light. He was immaculately dressed in a blue suit and had close-cropped graying hair. Nunez's pulse quickened. Holy shit. Even at a distance, Nunez now recognized who this man was. He hurried back to the entrance and unlocked the door. â€Å"I'm sorry, sir. Please, please come in.† Warren Bellamy–Architect of the Capitol–stepped across the threshold and thanked Nunez with a polite nod. Bellamy was lithe and slender, with an erect posture and piercing gaze that exuded the confidence of a man in full control of his surroundings. For the last twenty-five years, Bellamy had served as the supervisor of the U.S. Capitol. â€Å"May I help you, sir?† Nunez asked. â€Å"Thank you, yes.† Bellamy enunciated his words with crisp precision. As a northeastern Ivy League graduate, his diction was so exacting he sounded almost British. â€Å"I've just learned that you had an incident here this evening.† He looked deeply concerned. â€Å"Yes, sir. It was–â€Å" â€Å"Where's Chief Anderson?† â€Å"Downstairs with Director Sato from the CIA's Office of Security.† Bellamy's eyes widened with concern. â€Å"The CIA is here?† â€Å"Yes, sir. Director Sato arrived almost immediately after the incident.† â€Å"Why?† Bellamy demanded. Nunez shrugged. As if I was going to ask? Bellamy strode directly toward the escalators. â€Å"Where are they?† â€Å"They just went to the lower levels.† Nunez hastened after him. Bellamy glanced back with a look of concern. â€Å"Downstairs? Why?† â€Å"I don't really know–I just heard it on my radio.† Bellamy was moving faster now. â€Å"Take me to them right away.† â€Å"Yes, sir.† As the two men hurried across the open expanse, Nunez caught a glimpse of a large golden ring on Bellamy's finger. Nunez pulled out his radio. â€Å"I'll alert the chief that you're coming down.† â€Å"No.† Bellamy's eyes flashed dangerously. â€Å"I'd prefer to be unannounced.† Nunez had made some big mistakes tonight, but failing to alert Chief Anderson that the Architect was now in the building would be his last. â€Å"Sir?† he said, uneasy. â€Å"I think Chief Anderson would prefer–â€Å" â€Å"You are aware that I employ Mr. Anderson?† Bellamy said. Nunez nodded. â€Å"Then I think he would prefer you obey my wishes.† CHAPTER 34 Trish Dunne entered the SMSC lobby and looked up with surprise. The guest waiting here looked nothing like the usual bookish, flannel-clad doctors who entered this building–those of anthropology, oceanography, geology, and other scientific fields. Quite to the contrary, Dr. Abaddon looked almost aristocratic in his impeccably tailored suit. He was tall, with a broad torso, well-tanned face, and perfectly combed blond hair that gave Trish the impression he was more accustomed to luxuries than to laboratories. â€Å"Dr. Abaddon, I presume?† Trish said, extending her hand. The man looked uncertain, but he took Trish's plump hand in his broad palm. â€Å"I'm sorry. And you are?† â€Å"Trish Dunne,† she replied. â€Å"I'm Katherine's assistant. She asked me to escort you back to her lab.† â€Å"Oh, I see.† The man smiled now. â€Å"Very nice to meet you, Trish. My apologies if I seemed confused. I was under the impression Katherine was here alone this evening.† He motioned down the hall. â€Å"But I'm all yours. Lead the way.† Despite the man's quick recovery, Trish had seen the flash of disappointment in his eyes. She now suspected the motive for Katherine's secrecy earlier about Dr. Abaddon. A budding romance, maybe? Katherine never discussed her social life, but her visitor was attractive and well-groomed, and although younger than Katherine, he clearly came from her world of wealth and privilege. Nonetheless, whatever Dr. Abaddon had imagined tonight's visit might entail, Trish's presence did not seem to be part of his plan. At the lobby's security checkpoint, a lone guard quickly pulled off his headphones, and Trish could hear the Redskins game blaring. The guard put Dr. Abaddon through the usual visitor routine of metal detectors and temporary security badges. â€Å"Who's winning?† Dr. Abaddon said affably as he emptied his pockets of a cell phone, some keys, and a cigarette lighter. â€Å"Skins by three,† the guard said, sounding eager to get back. â€Å"Helluva game.† â€Å"Mr. Solomon will be arriving shortly,† Trish told the guard. â€Å"Would you please send him back to the lab once he arrives?† â€Å"Will do.† The guard gave an appreciative wink as they passed through. â€Å"Thanks for the heads- up. I'll look busy.† Trish's comment had been not only for the benefit of the guard but also to remind Dr. Abaddon that Trish was not the only one intruding on his private evening here with Katherine. â€Å"So how do you know Katherine?† Trish asked, glancing up at the mysterious guest. Dr. Abaddon chuckled. â€Å"Oh, it's a long story. We've been working on something together.† Understood, Trish thought. None of my business. â€Å"This is an amazing facility,† Abaddon said, glancing around as they moved down the massive corridor. â€Å"I've never actually been here.† His airy tone was becoming more genial with every step, and Trish noticed he was actively taking it all in. In the bright lights of the hallway, she also noticed that his face looked like he had a fake tan. Odd. Nonetheless, as they navigated the deserted corridors, Trish gave him a general synopsis of the SMSC's purpose and function, including the various pods and their contents. The visitor looked impressed. â€Å"Sounds like this place has a treasure trove of priceless artifacts. I would have expected guards posted everywhere.† â€Å"No need,† Trish said, motioning to the row of fish-eye lenses lining the ceiling high above. â€Å"Security here is automated. Every inch of this corridor is recorded twenty-four/seven, and this corridor is the spine of the facility. It's impossible to access any of the rooms off this corridor without a key card and PIN number.† â€Å"Efficient use of cameras.† â€Å"Knock on wood, we've never had a theft. Then again, this is not the kind of museum anyone would rob–there's not much call on the black market for extinct flowers, Inuit kayaks, or giant squid carcasses.† Dr. Abaddon chuckled. â€Å"I suppose you're right.† â€Å"Our biggest security threat is rodents and insects.† Trish explained how the building prevented insect infestations by freezing all SMSC refuse and also by an architectural feature called a â€Å"dead zone†Ã¢â‚¬â€œan inhospitable compartment between double walls, which surrounded the entire building like a sheath. â€Å"Incredible,† Abaddon said. â€Å"So, where is Katherine and Peter's lab?† â€Å"Pod Five,† Trish said. â€Å"It's all the way at the end of this hallway.† Abaddon halted suddenly, spinning to his right, toward a small window. â€Å"My word! Will you look at that!† Trish laughed. â€Å"Yeah, that's Pod Three. They call it Wet Pod.† â€Å"Wet?† Abaddon said, face pressed to the glass. â€Å"There are over three thousand gallons of liquid ethanol in there. Remember the giant squid carcass I mentioned earlier?† â€Å"That's the squid?!† Dr. Abaddon turned from the window momentarily, his eyes wide. â€Å"It's huge!† â€Å"A female Architeuthis,† Trish said. â€Å"She's over forty feet.† Dr. Abaddon, apparently enraptured by the sight of the squid, seemed unable to pull his eyes away from the glass. For a moment, the grown man reminded Trish of a little boy at a pet-store window, wishing he could go in and see a puppy. Five seconds later, he was still staring longingly through the window. â€Å"Okay, okay,† Trish finally said, laughing as she inserted her key card and typed her PIN number. â€Å"Come on. I'll show you the squid.† As Mal'akh stepped into the dimly lit world of Pod 3, he scanned the walls for security cameras. Katherine's pudgy little assistant began rattling on about the specimens in this room. Mal'akh tuned her out. He had no interest whatsoever in giant squids. His only interest was in using this dark, private space to solve an unexpected problem. CHAPTER 35 The wooden stairs descending to the Capitol's subbasement were as steep and shallow as any stairs Langdon had ever traversed. His breathing was faster now, and his lungs felt tight. The air down here was cold and damp, and Langdon couldn't help but flash on a similar set of stairs he had taken a few years back into the Vatican's Necropolis. The City of the Dead. Ahead of him, Anderson led the way with his flashlight. Behind Langdon, Sato followed closely, her tiny hands occasionally pressing into Langdon's back. I'm going as fast as I can. Langdon inhaled deeply, trying to ignore the cramped walls on either side of him. There was barely room for his shoulders on this staircase, and his daybag now scraped down the sidewall. â€Å"Maybe you should leave your bag above,† Sato offered behind him. â€Å"I'm fine,† Langdon replied, having no intention of letting it out of his sight. He pictured Peter's little package and could not begin to imagine how it might relate to anything in the subbasement of the U.S. Capitol. â€Å"Just a few more steps,† Anderson said. â€Å"Almost there.† The group had descended into darkness, moving beyond the reach of the staircase's lone lightbulb. When Langdon stepped off the final wooden tread, he could feel that the floor beneath his feet was dirt. Journey to the center of the Earth. Sato stepped down behind him. Anderson now raised his beam, examining their surroundings. The subbasement was less of a basement than it was an ultranarrow corridor that ran perpendicular to the stairs. Anderson shone his light left and then right, and Langdon could see the passage was only about fifty feet long and lined on both sides with small wooden doors. The doors abutted one another so closely that the rooms behind them could not have been more than ten feet wide. ACME Storage meets the Catacombs of Domatilla, Langdon thought as Anderson consulted the blueprint. The tiny section depicting the subbasement was marked with an X to show the location of SBB13. Langdon couldn't help but notice that the layout was identical to a fourteen-tomb mausoleum–seven vaults facing seven vaults–with one removed to accommodate the stairs they had just descended. Thirteen in all. He suspected America's â€Å"thirteen† conspiracy theorists would have a field day if they knew there were exactly thirteen storage rooms buried beneath the U.S. Capitol. Some found it suspicious that the Great Seal of the United States had thirteen stars, thirteen arrows, thirteen pyramid steps, thirteen shield stripes, thirteen olive leaves, thirteen olives, thirteen letters in annuit coeptis, thirteen letters in e pluribus unum, and on and on. â€Å"It does look abandoned,† Anderson said, shining the beam into the chamber directly in front of them. The heavy wooden door was wide open. The shaft of light illuminated a narrow stone chamber–about ten feet wide by some thirty feet deep–like a dead-end hallway to nowhere. The chamber contained nothing more than a couple of old collapsed wooden boxes and some crumpled packing paper. Anderson shone his light on a copper plate mounted on the door. The plate was covered with verdigris, but the old marking was legible: SBB IV â€Å"SBB Four,† Anderson said. â€Å"Which one is SBB Thirteen?† Sato asked, faint wisps of steam curling out of her mouth in the cold subterranean air. Anderson turned the beam toward the south end of the corridor. â€Å"Down there.† Langdon peered down the narrow passage and shivered, feeling a light sweat despite the cold. As they moved through the phalanx of doorways, all of the rooms looked the same, doors ajar, apparently abandoned long ago. When they reached the end of the line, Anderson turned to his right, raising the beam to peer into room SBB13. The flashlight beam, however, was impeded by a heavy wooden door. Unlike the others, the door to SBB13 was closed. This final door looked exactly like the others–heavy hinges, iron handle, and a copper number plate encrusted with green. The seven characters on the number plate were the same characters on Peter's palm upstairs. SBB XIII Please tell me the door is locked, Langdon thought. Sato spoke without hesitation. â€Å"Try the door.† The police chief looked uneasy, but he reached out, grasped the heavy iron handle, and pushed down on it. The handle didn't budge. He shone the light now, illuminating a heavy, old- fashioned lock plate and keyhole. â€Å"Try the master key,† Sato said. Anderson produced the main key from the entry door upstairs, but it was not even close to fitting. â€Å"Am I mistaken,† Sato said, her tone sarcastic, â€Å"or shouldn't Security have access to every corner of a building in case of emergency?† Anderson exhaled and looked back at Sato. â€Å"Ma'am, my men are checking for a secondary key, but–â€Å" â€Å"Shoot the lock,† she said, nodding toward the key plate beneath the lever. Langdon's pulse leaped. Anderson cleared his throat, sounding uneasy. â€Å"Ma'am, I'm waiting for news on a secondary key. I am not sure I'm comfortable blasting our way into–â€Å" â€Å"Perhaps you'd be more comfortable in prison for obstructing a CIA investigation?† Anderson looked incredulous. After a long beat, he reluctantly handed the light to Sato and unsnapped his holster. â€Å"Wait!† Langdon said, no longer able to stand idly by. â€Å"Think about it. Peter gave up his right hand rather than reveal whatever might be behind this door. Are you sure we want to do this? Unlocking this door is essentially complying with the demands of a terrorist.† â€Å"Do you want to get Peter Solomon back?† Sato asked. â€Å"Of course, but–â€Å" â€Å"Then I suggest you do exactly what his captor is requesting.† â€Å"Unlock an ancient portal? You think this is the portal?† Sato shone the light in Langdon's face. â€Å"Professor, I have no idea what the hell this is. Whether it's a storage unit or the secret entrance to an ancient pyramid, I intend to open it. Do I make myself clear?† Langdon squinted into the light and finally nodded. Sato lowered the beam and redirected it at the door's antique key plate. â€Å"Chief? Go ahead.† Still looking averse to the plan, Anderson extracted his sidearm very, very slowly, gazing down at it with uncertainty. â€Å"Oh, for God's sake!† Sato's tiny hands shot out, and she grabbed the weapon from him. She stuffed the flashlight into his now empty palm. â€Å"Shine the damned light.† She handled the gun with the confidence of someone who had trained with weapons, wasting no time turning off the pistol's safety, cocking the weapon, and aiming at the lock. â€Å"Wait!† Langdon yelled, but he was too late. The gun roared three times. Langdon's eardrums felt like they had exploded. Is she insane?! The gunshots in the tiny space had been deafening. Anderson also looked shaken, his hand wavering a bit as he shone the flashlight on the bullet- riddled door. The lock mechanism was now in tatters, the wood surrounding it entirely pulverized. The lock had released, the door now having fallen ajar. Sato extended the pistol and pressed the tip of the barrel against the door, giving it a push. The door swung fully into the blackness beyond. Langdon peered in but could see nothing in the darkness. What in the world is that smell? An unusual, fetid odor wafted out of the darkness. Anderson stepped into the doorway and shone the light on the floor, tracing carefully down the length of the barren dirt floor. This room was like the others–a long, narrow space. The sidewalls were rugged stone, giving the room the feel of an ancient prison cell. But that smell . . . â€Å"There's nothing here,† Anderson said, moving the beam farther down the chamber floor. Finally, as the beam reached the end of the floor, he raised it up to illuminate the chamber's farthest wall. â€Å"My God . . . !† Anderson shouted. Everyone saw it and jumped back. Langdon stared in disbelief at the deepest recess of the chamber. To his horror, something was staring back. CHAPTER 36 â€Å"What in God's name . . . ?† At the threshold of SBB13, Anderson fumbled with his light and retreated a step. Langdon also recoiled, as did Sato, who looked startled for the first time all night. Sato aimed the gun at the back wall and motioned for Anderson to shine the light again. Anderson raised the light. The beam was dim by the time it reached the far wall, but the light was enough to illuminate the shape of a pallid and ghostly face, staring back at them through lifeless sockets. A human skull. The skull sat atop a rickety wooden desk positioned against the rear wall of the chamber. Two human leg bones sat beside the skull, along with a collection of other items that were meticulously arranged on the desk in shrinelike fashion–an antique hourglass, a crystal flask, a candle, two saucers of pale powder, and a sheet of paper. Propped against the wall beside the desk stood the fearsome shape of a long scythe, its curved blade as familiar as that of the grim reaper. Sato stepped into the room. â€Å"Well, now . . . it appears Peter Solomon keeps more secrets than I imagined.† Anderson nodded, inching after her. â€Å"Talk about skeletons in your closet.† He raised the light and surveyed the rest of the empty chamber. â€Å"And that smell?† he added, crinkling his nose. â€Å"What is it?† â€Å"Sulfur,† Langdon replied evenly behind them. â€Å"There should be two saucers on the desk. The saucer on the right will contain salt. And the other sulfur.† Sato wheeled in disbelief. â€Å"How the hell would you know that?!† â€Å"Because, ma'am, there are rooms exactly like this all over the world.† One story above the subbasement, Capitol security guard Nunez escorted the Architect of the Capitol, Warren Bellamy, down the long hallway that ran the length of the eastern basement. Nunez could have sworn that he had just heard three gunshots down here, muffled and underground. There's no way. â€Å"Subbasement door is open,† Bellamy said, squinting down the hallway at a door that stood ajar in the distance. Strange evening indeed, Nunez thought. Nobody goes down there. â€Å"I'll be glad to find out what's going on,† he said, reaching for his radio. â€Å"Go back to your duties,† Bellamy said. â€Å"I'm fine from here.† Nunez shifted uneasily. â€Å"You sure?† Warren Bellamy stopped, placing a firm hand on Nunez's shoulder. â€Å"Son, I've worked here for twenty-five years. I think I can find my way.†