Short Story Classics Essay Example for Free

Short Story Classics Essay It started as an adventure for him – however, as the journey continues, there are unmistakable signs of another space and time overlapping the usual progress of the day and quest. Gradually the author brings in touches of aberration in the texture of the quest. Enid Bunkers’ scream at Neddy’s surprise presence denotes the first signs of something amiss in the placid scene of comfort. Lucinda had refused the Bunkers’ invitation. Why? Again, the noise and glow of the social milieu is an element Neddy as if misses, â€Å"Ned felt a passing affection for the scene, a tenderness for the gathering, as if it was something he might touch. †(Cheever) Halfway through the journey, with the onset of the storm, Neddy tries to remember the exact time, but fails –â€Å"A train whistle blew and he wondered what time it had gotten to be. Four? Five? †(Cheever) Not once, but again –â€Å" Then there was an explosion, a smell of cordite, and rain lashed the Japanese lanterns that Mrs. Levy had bought in Kyoto the year before last, or was it the year before that? â€Å"(Cheever) The quest beginning at the height of the summer morning slowly cloys into the barren melancholy of autumn, at the sight of the blighted maple tree. The dearth of activity at the lonely Lindleys’ abode, Ned attributes to his forgetfulness. It is increasingly apparent to the discerning reader that Neddy Merrill is desperately clutching at wisps of self-denial, refuses to acknowledge his misfortunes, and deletes the very notion of his sold-out house and empty existence. Even Shirley, his former mistress rebuffs him rudely, deriding his penniless state. He comes to the end of his tether; he begins to cry as the world of his own make-believe shatter all around him. It was probably the first time in his adult life that he had ever cried, certainly the first time in his life that he had ever felt so miserable, cold, tired, and bewildered. He could not understand the rudeness of the caterers barkeep or the rudeness of a mistress who had come to him on her knees and showered his trousers with tears. He had swum too long, he had been immersed too long, and his nose and his throat were sore from the water. (Cheever) The classic motif of quest is given a new dimension as the time, space and milieu of the protagonist undergoes a slow transformation etched vividly in Cheever’s lyrical details. Cheever postulates his philosophy of relativism in the continued perception of the truth by Neddy Merrill. As Michael Chabon writes about The Swimmer: The story has mythic echoes the passage of a divine swimmer across the calendar toward his doom and yet is always only the story of one bewildered man, approaching the end of his life, journeying homeward, in a pair of bathing trunks, across the countryside where he lost everything that ever meant something to him. (qtd. in Chabon, â€Å"Personal Best†, The Stories of John Cheever) Works Cited Chabon, Michael. â€Å"Personal Best†. The Stories of John Cheever. http://www. salon. com/weekly/cheever960930. html Cheever, John. â€Å"The Swimmer† Online posting. 5 Dec. 2003. Short Story Classics: The Best from the Masters of the Genrehttp://shortstoryclassics. 50megs. com/cheeverswimmer. html Young, Elizabeth and Graham Caveney. Shopping in Space. Great Britain: Serpents Tail, 1992. xi. Mookerjee,Neela. â€Å"The Long Winding Road†. GKE 2003. Essays. 18 Sept. 2008. http://www. gke. com/cafe/ic/vol2/essays/quest. htm

Corporate Strategy of Fedex Corporation

Corporate Strategy of Fedex Corporation Executive Summary This analysis of the corporate strategy of FedEx Corporation relates to three specific issues in the corporate strategy case. The first issue is a critical analysis of the global express transportation and logistics industry. The second issue discusses about the mergers and acquisitions in transportation and logistics industry. The final issue is a critical review of the performance of FedEx in the events leading to the January 2000 reorganisation. In the first section, the global express transportation and logistics industry is an attractive sector based on the fundamentals of the sector given in the five forces analysis using Porters framework. There are large barriers to entry, there are minimal substitutes that exist, industry is relatively disciplined, and the power of buyers and suppliers are mixed. FedEx is well placed in the sector given its core competencies and dynamic capabilities relating to its management and the functional areas of marketing, human resources and information technology and systems. In the second section, gives a brief knowledge about the benefits and limitations of merger and acquisition strategies in this industry. This also describes how effective was the 1998 Caliber System acquisition and where did it led the company do in its further years. In the final section, it is noted that FedEx performed poorly within its sector and given its capabilities, the firm was expected to have been more proactive in moving past its poor performance. Nevertheless, the firm had to wait until after several quarters of poor performance and only after the competitors have taken advantage of the development in the Internet market did FedEx make changes to its business. Post the changes, FedEx did well in utilising its core competencies that were identified in the first section, and leveraging these competencies to its advantage. CHAPTER-1: Analysis Of Global Express Transportation And Logistics Industry Introduction To Transportation And Logistics Industry. Global Transportation Logistics Industry comprises a wide range of service providers, covering all modes of transport air, road, rail, sea as well as related services such as warehousing, handling, stevedoring, and finally value added services like packaging, labelling, assembling etc. In addition to these physical services, TL involves all sorts of planning, organising and managing services in the area of transportation and logistics. Over the past years, we have seen a trend to diversification (growth strategies mergers acquisitions), which results in larger integrated groups operating in more than one of the TL sub-sectors. As a result, it becomes very unclear to understand the limits between the different TL sub-sectors. (http://www.pwc.com/gx/en/transportation-logistics/index.jhtml) About FedEx FedEx corporation offers transportation, e-commerce and business services through its network of subsidiaries, divided into four business segments. The FedEx express segment includes Federal Express Corp., a leading global express transportation company offering time-certain delivery within one or three business days; and FedEx Trade Networks Inc., a provider of customer brokerage, global cargo distribution and Global Trade Data and Global Trade Tools software products. The FedEx ground segment includes FedEx Ground Package System Inc., which provides small package ground delivery to nearly 100% ofU.S.residences. The FedEx Freight segment includes FedEx Freight Corp., a US provider of next day, second day and interregional less than truckload (LTL) freight services; FedEx Custom Critical Inc., the worlds largest provider of expedited time critical shipments; and Caribbean Transportation Services Inc., a provider of airfreight forwarding services between the US and Puerto Rico. The last segment is FedEx Kinkos, consisting of FedEx Kinkos Office and printing services Inc., which provides copying and printing services, signs and graphics, videoconferencing, high speed wireless and wired Internet access and computer usage, as well as retail access to all FedEx ground and global express shipping services. (Jack W. Plunkett 2007) Porters Value Chain Analysis This section assesses the global express transportation and logistics industry through the value chain analysis of Porter. The review is done across the primary and support activities for the value chain with the details presented in the following table: Primary Activities Comments Inbound logistics Increased presence in various markets to expand footprint and capture market share by players (Lai et al, 2008) Operations Increased cost in operations due to rising fuel prices; margins of industry players hit (Wadewitz, Johnson Weinz, 2008) Outbound logistics Important activity as link to customers Distribution centres being set up by the largest players in the sector in new markets such as China (Lai et al, 2008) Marketing and sales Increased importance in current market with pressure on margins though players have generally kept pricing discipline Service Service to customer could potentially change with new pressures and competitive dynamics; current focus on service but business models on customer service delivery could change (Greene Longson, 2008). Support Activities Comments Firm infrastructure Entrepreneurial culture typically Management of firms could be forced into action with potential consolidation in the sector driven by pressures in decreased business and margins; could lead to synergies and value (Fitchie, 2008) HR management Human resources continues to play an important role as talent influences the activities across the value chain Technology development Technological capabilities continue to be critical factoring the sector and a requirement to be a player (Greene Doshi, 2007) Procurement Important lever for sector given large capital outlay required for building or replacing fleet Some are pursuing this activity despite sector pressure as business has decreased; FedEx recently reported to have bought some aircraft from Rolls-Royce (Armitage, Fornaro Crispin, 2008) www.umbrellacloud.com/business-model/value-chain We note from the analysis above and the supporting arguments in articles, the key factors impacting the value chain are the following: Integration of the firms activities across primary and support activities Though each of the activities above have their influence on the sector and its development, the important underlying factor is the integration of the primary and support activities in order to drive the efficiency of the firms in the sector, and ensure the delivery of the customer service required by clients. Use of technology to drive integration and also efficiencies across the value chain Aside from the integration of the activities, a key driving force as well is the use of technology to both drives the integration and also pushes the efficiencies across the value chain as this impacts the pricing of services and delivery of customer requirements. Strong management to drive actions and initiatives across the chain Finally, strong management is needed in order to identify the opportunities and be able to push for the implementation of these initiatives, particularly in technology and in integration. The current industry pressures from higher fuel prices are changing the dynamics of the sector. Supply Chain Management Supply Chain analysis involves working across multiple enterprises or companies (Inter-enterprise) to shorten the supply chain time in the delivery of goods and services to the consumer or customer. Demand uncertainty in supply chains can be addresses by faster response times. A basic product supply chain can afford longer lead times and batch manufacturing of large lot sizes to meet the demand. A supply chain that produces fashion or mass customization products must respond quickly and be more agile. Most supply chains are moving in the direction to support a more rapid changing of demand by the consumer or customer. Good transportation and logistics companies also natures in reducing total costs through supply chain management excellence. Supply chain management means managing the business process from the initial supplier to the ultimate customer focusing on speed and flexibility, resulting in the lowest total cost and highest customer satisfaction-from suppliers supplier to customers customer-with supply decisions based on total life cycle costs. In this Context, FedEx identifies five principal attributes of supply chain management: Strategy Creating an effective supply chain management organization and supporting fact-based strategies and plans. Resources Developing and deploying human resources and information systems necessary to maximize performance. Nothing happens without top-notch, highly-skilled professionals using effective technical tools. Processes Creating strategic plans based upon total cost management and in sourcing/outsourcing analysis and applying a systematic approach to better utilizing the supply base. Optimization Aligning the supply base with our supply chain goals and continually seeking to improve the supply chain methods and composition. Globalization Viewing supply opportunities on a global basis. (www.fedex.com) FedEx Core Competencies And Dynamic Capabilities The analysis above of the global express transportation and logistics industry provides an indication of the requirements needed in order to be successful in the sector. This sub-section presents the core competencies and dynamic capabilities of FedEx and will present the link with the sectors requirements for success. The core competencies and dynamic capabilities of FedEx are the following: 2. Human resources: empowering employees One of the core competencies of FedEx is the empowerment of employees which has led to entrepreneurial behaviour among the employees (Schindehutte, Morris Kocak, 2008). This empowerment is the reason that FedEx is able to adapt quickly to market changes and keep abreast of the development in the global express transportation and logistics sector and ahead of competition. 3. Marketing: delivering customer value FedEx is known for their innovativeness in delivering value to their customers. It is partly the point above on employee empowerment which drives this. However, it is also largely the strength of their marketing organisation in being able to identify the value that customers require and their ability to deliver this through convenience and minimised relational costs (Smith Colgate, 2007). 4. Information systems and technology: providing accurate 24/7 information FedEx has invested significantly in its information and technology systems in order to provide customers with information to track the services being provided by FedEx. The firm realised early on in their business history, and well ahead of the other firms in their sector, the importance of information (e.g. package tracking, drop-off location finder) and the power this brings to meeting customers needs (Bhattacharya, 2006). 5. Management: continuing learning and application to operation This core competence of FedEx is driven by their CEO and Founder Fred Smith who stated that the success of FedEx is based on â€Å"continual learning and education and the discipline to apply those lessons to your operation† (Sarros, Cooper Santora, 2007). FedExs actions have been based on a continual understanding of their market situation and the implementation of initiatives to meet the requirements of the evolving sector such as technological demands and customer service level requirements. Strategic Vision And Infrastructure Within FedEx Corporation (a) FedEx Strategic Vision And Visionary Leadership. Frederick W Smith, the Chairman, President, and CEO of FedEx Corporation was presented the â€Å"Peter F. Drucker Strategic Leadership Award† for the year 1997. The award, established in 1995, was in recognition of an individuals innovative and result-oriented leadership. With the help of his team he executed a vision with consistency and focus. Analysts credit Smiths leadership as the reason for the transformation of FedEx, from a once loss making company, to a global logistics industry leader with revenues of â€Å"$22.5 billion.† Under his leadership, FedEx management has developed rigorous processes with extremely low defect rates; employees are empowered through information, technology and thorough training. Information technology has transformed the company into a cyberspace leader as well as a logistics trailblazer. Smith was one of the few business leaders who first anticipated the application of Internet in business operations, resulting into the launch of the website www.fedex.com in 1994, enabling customers to do business online. FedEx had been established as a technologically driven company. Smith stipulated three goals, which he believed would form the critical success factors of FedExs business in future speed, reliability and customer service. In order to achieve these goals, Smith invested heavily on IT. Smith strongly believed that for an express industry, it was necessary to use IT to provide customers with real-time information about the movement of their documents/packages. Visionary Leadership FedEx Supply Chain Services will be an acknowledged world leader in global integrated logistics management, supply chain solutions and time-definite delivery. Our motivated associates will forge mutually profitable partnerships with our customers using world-class technology and business practices. Smith also believed that in a service oriented organization like FedEx, it was very important to have highly committed employees, failing which; it was not possible to deliver the kind of service that the customers expected. FedExs employees were made to believe that they were not merely performing their duties but were solving the transportation problems of the customers. It is clear from these analyses that FedEx Corporation had been very competent in technology and human resources which resulted in its great success. FedExs corporate strategic vision is based on three principles; operating independently: by focusing on independent networks to meet distinct customer needs; compete collectively: by standing as one brand worldwide and speaking with one voice Manage collaboratively: by working together to sustain loyal relationships with their workforce, investors, and customers. http://www.icmrindia.org/casestudies/catalogue/Leadership%20and%20Entrepreneurship/LDEN023.htm (b) FedEx Transportation And Logistics Infrastructure FedEx Corporation (â€Å"FedEx†) provides a broad portfolio of transportation, e-commerce and business services through companies competing collectively, operating independently and managed collaboratively, under the respected FedEx brand. These operating companies are primarily represented by Federal Express Corporation (â€Å"FedEx Express†), the worlds largest express transportation company; FedEx Ground Package System, Inc. (â€Å"FedEx Ground†), a leading provider of small-package ground delivery services and FedEx Freight Corporation, a leading U.S. provider of less-than-truckload (â€Å"LTL†) freight services (FedEx Annual report 2007). Overall, FedEx hasover 280,000 employees worldwide,operates approximately 50,000 drop off locations and managed over 10 million square feet of warehouse space worldwide. They have 670 aircrafts, and 75,000 vehicles and trailers, handling around 6.5million daily shipments to more than 220 countries and territories. (Jack W. Plunkett 2007). FedEx Corporation introduced express delivery to the world in 1973, and remains the worlds largest express transportation company and it is the worlds largest overnight package carrier with about 30 percent market share. Taking into considerations the key elements from the above analysis and FedExs core competencies it can be figured out that FedEx primary activities are Marketing and Sales, checking orders, financial analysis and receiving payment, packaging, shipping products, logistics, handling and storing of products to be shipped, handling orders, delivery of the products, and finally Service to ensure customer satisfaction. But, the key elements which support these activities are: Procurement (purchasing, trucks, planes, gas and other assets). Research and Development (RD) activity which include technology development, investments in systems innovation, and information technology (IT) development. Human Resource Management that includes hiring, training, developing and compensating employees from the truck drivers to the top management. Firm infrastructure which includes general management, planning, accounting, legal support, government regulations, and other general requirement to support the value chain. (c) FedEx Virtual Information Infrastructure Information Technology is the backbone of the FedEx Corporation which is immensely responsible for its success and its competitive advantage over its rivals. FedExs consistent effort in the development of information technology and system innovations has always been its prime concern which created the direct interconnection between its customers and services. FedExs Virtual Information System emerged as a revolution in this context which closed the gaps between the consumer and seller. In 1979, a centralised computer system Customer, Operation, Master Online System kept track of all packages handled by the company. This computer system relayed data on package movement, pickup, invoicing and delivery to a central database. In 1984, FedEx started to launch a series of technological systems. The Power-Ship program, aimed at improving efficiency and control, which provided the most active customers (around 850,000) with the proprietary online services. But, the most significant development in this field came between the years 1994-99 which started giving the shape to the virtual information infrastructure. They were first to offer online package status tracking through FedEx website so that customers can actually conduct business via internet. In 1995, a Windows-based shipping and tracking software allowed around 650,000 users to process and manage their shipment from their desktops. FedEx Virtual-Order Software in 1996 linked internet ordering with the delivery and o nline tracking. In 1997, FedEx introduced e- Business tools for easier connection with shipping tracking applications. FedEx decided to overhaul its internal I.T. infrastructure under the Project GRID (Global Resources for Information Distribution). The project involved replacing 60,000 terminals and some PCs with over 75,000 network systems. Also, in 1999 FedEx signed an agreement with Netscape to adopt Netscape software as the primary technology for accessing its corporate intranet sites. FedExs intranet included more than 60 Websites, created for its end users and some cases by its end users. At this point of time FedEx was the largest online client server network in the world that operated in real time. The benefits of these services were not limited to FedExs customers. Its online services, which in 1999 handled 60 million transactions per day, saved FedEx cost of 200,000 customer service employees. In turn, the Company reported spending 10 percent of its 17 billion U.S. dollar s annual revenue on I.T. in 1999. Information had allowed FedEx to lower its costs such that the cost to customers of using FedEx in 1999 was lower than it was 25 years ago. FedEx Virtual Order Process http://www.ite.poly.edu/people/brao/fedex_case.htm CHAPTER-2: Mergers Acquisitions In Transportation And Logistics Industry. Benefits And Limitations Of Merger And Acquisition Strategy. Merger and Acquisition is basically a mechanism by which an organization grows. It is a kind of external growth strategy which involves using the businesss money to invest in other businesses, whereas the internal growth occurs by investing profits in the same business. A merger occurs when two separate companies agree, usually by mutual consent, to come together. On the other hand, acquisition is a takeover which involves purchasing a shareholding of over 50%, and then this company can control and impose its will upon this. Merger and acquisition are growth strategies are beneficial for transportation and logistics industry, as in all the other industries if two companies decide to join hands after a detailed research and surveys. (book†¦Ã¢â‚¬ ¦book†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.book) Benefits Of Merger And Acquisition: Mergers and acquisitions usually succeed in building cost efficiency through the implementation of economies of scale. Basically, a new economically stable firm emerges, through the union of two parent firms with an increased scale of operations. As a result, there are chances that the cost per unit will come down with rise in output production. In context of TL industry the company will get a bigger infrastructure and they may get easy access to the areas which were to difficult to reach. This in turn will increase their logistics offerings and their efficiency with reduced cost, which was not possible if they would have thought of increasing the branches on their own. This process also often leads to an increased value generation for the company. It is expected that the shareholder value of the newly established firm would be greater than the sum of the shareholder values of the parent companies which is applicable in TL industry as well. One of the benefits of mergers and acquisitions is increase in market share. When a financially stable company acquires a contrastingly distressed one, the newly found organization experiences a substantial increase in market share. The new firm is usually more cost-efficient and competitive when compared to its financially weak parent organization. Limitations Of Merger And Acquisition: I. If due to mergers and acquisitions, a company has considerably a big market share then there could be less competition complacency amongst firmscan lead to lower quality of services and less investment in new products and services. II. Due to merger or acquisition, if a company expands too much then it could also lead to diseconomy of scale. In this condition, it will lead the firm to produce products and services at increased per unit costs. III. Mergers and acquisitions can lead to loss of jobs. IV. Mergers could be a factor of de-motivation for staff, for example, managers would prefer to work for big company where they get higher salaries and more prestige. V. There could be failure to secure good will of a wide range of stakeholder groups in both companies. VI. Potential conflict between individual and corporate objectives is not given sufficient recognition and isnt managed. VII. Reputation can also be damaged during the merger process. Acquisition Of Caliber Systems In 1998 By FedEx Corporation In the year 1998, FedEx took a big leap in context to its diversification by acquiring Caliber System Inc. As a result of this, five subsidiary companies were formed: Federal Express, RPS, Roberts Express, Viking Freight and FDX Logistics. Apart from Federal Express, all the other four were the part of Caliber System and all were managed independently. The logistics operations of both FedEx and Caliber were different as differed in customer bases and service offerings. Caliber was expertise in providing an elaborate logistics operation focusing mainly on high priced goods industries such as moving raw materials, managing work-in-progress, manufacturing of cars and fork-lift trucks etc. Federal Logistics and Electronic Commerce (FLEC) before the acquisition was not able to provide complete supply chain solution because they just focused on finished goods and reverse logistics. But, the acquisition led FLEC to put there hands into areas like warehousing and transportation apart from th e basic logistics functions. Later, Caliber became apart of FDX Logistics and FLEC continued as a division under Federal Express. The burden which this acquisition brought along with it to the company was that, the company has to loose its image of just being an express delivery company. The challenge was that all the critics including the customer related the FedEx brand just with transportation. One solution to this challenge was the renaming of the company. In this context, the acquisition gave the name to the holding company as ‘FDX Corporation but they did very less to promote the name. Therefore, the transportation subsidiary FedEx Express still lived on as a brand image and the corporate name was still under cover. Unlike other companies such as UPS which ran only under one name for all its services, FedEx was trying to promote all its subsidiary companies with completely unrelated names under FDX logo. The key agenda here was that, the two separate logistics businesses within the group with separate sales and customer service staff created confusion within customers and resources were duplicated. The big thing was despite having such confusion the branches continued to operate and offer solutions at all level of supply chain. In this scenario, the autonomy of all subsidiary companies where maintained but the challenge was to bring the companies closer to create the synergy. These companies were operating with separate accounting systems and customer service staff, so they made a vision to â€Å"progress individually but compete collectively.† Therefore, we can figure out that this acquisition was not a complete success as all the subsidiary companies sustained but the ultimate goal for the corporation was to provide customers with a single point of access to the whole Group. In later years, this became the main reason for the companys structural transformation through advancement in information technology within the company. CHAPTER-3: Events Leading Up To January 2000 Reorganization This section provides an analysis of the events leading to the January 200 reorganisation of FedEx. The first sub-section reviews the performance of FedEx and the developments in the Internet market while the second sub-section touches on the impact of the major strategic initiatives undertaken. The final sub-section provides a quick summary of the analysis. FedEx Performance And Internet Market Developments The January 2000 reorganisation was largely driven by the poor performance of FedEx in the preceding periods. While performance remained strong and positive up to 1999 with record earnings, this proved to be the start of a downtrend in performance. The next several quarters saw FedExs performance experience considerable in income and profit. This was partly influenced by the rising fuel prices but the failure of the company to react and still be reasonably profitable in a backdrop of rising fuel prices led management to believe that change was needed. The performance of FedEx was sub-par and deserved poor reviews. The lower financial performance aside, FedExs performance was inadequate for the following reasons: Un-reactive and inflexible It took several quarters of poor performance for FedEx management to take action. FedEx could have been more aggressive in its actions and realised immediately after the first quarter of poor profit performance that the industry was changing and that FedEx needed to make a move. At the very least, FedEx could have made moves that would have impacted other players as well and severely harm the poorer capitalised firms (e.g. start a price war) Did not utilise advantages in sector Partly related to the first point, FedEx did not push to make any impact on the sector. FedEx could have utilised its network, for example, and worked with its suppliers and even buyers to ensure that the firm still maintained good profitability in the period of high fuel prices. In addition to the poor performance of FedEx in the preceding several quarters, the development of the Internet market and the actions of competitors forced FedEx to review its business strategy and determine the steps necessary in order to bring the firm back to profitability and successful operations. In this respect, the actions of FedEx were unacceptable as well for a couple of reasons: Failure to realise technological changes For a firm that was known to be reliant on technology as well as at the forefront of technological advancements, the actions of FedEx were unacceptable as they showed poor pro-activity and understanding of the changes happening in the sector. Reactionary moves to technological innovation Not only did FedEx not realise technological changes that would impact the sector, FedEx had to wait for other firms to take the first move in tapping the new technology. This thus made the situation worse as it placed FedEx in a position that was far behind other competitors in terms of the use and development of technology. Motivation for Strategic Initiatives FedEx had three strategic initiatives following the reorganisation in January 2000. For these actions, FedEx could be lauded as these addressed the concerns that FedEx faced following the several period of poor performance and the developments in the Internet market. The strategic initiatives and the rationale for pursuing each are as follow: A new branding strategy that involved changing the Companys name to FedEx Corporation, and extending the ‘FedEx brand to four of its five subsidiary companies This is an excellent move for a couple of reasons: (1) integrates the firm and leverages the successes of the various divisions, (2) taps the brand that clients are familiar with. This would allow FedEx to leverage its advantages in the sector as seen in the five forces analysis. Although relatively belatedly, FedEx did realise the importance of integrating their businesses and maximising their position in the sector. The need for one point of access to sales, customer services, and billing and automation systems This again touches on the integration point although at a different aspect. With an integrated business across its key activities, FedEx could provide clients with easy access and reliable services, factors that are important for the FedEx clients. Also, this action gives FedEx the technological push that it needed in order to bring its technology up to par with competitors, and position the firm for possible advancements at a later time. FedEx Home Delivery, a new, economical residential delivery service- This last action by FedEx touched on several important factors related to the success of firms in the global express transportation and logistics industry: (1) innovation in products and services, (2) leverage of strengths of related businesses, and (3) exp

Ethnocentric Approach To Human Resources Management Essay

Ethnocentric Approach To Human Resources Management Essay In this time of rapid globalisation and competitive business world, firms seek to gain competitive advantages by going global via entering foreign markets. According to Chew and Horwitz, (2004), over the years, this rise in global competitive pressure has led to the growth of Multinational Corporations (MNCs) that generated the need for developing global management strategies as well as to designing International Human Resource Management (IHRM) strategies in order to gain long term competitive advantages. Subsequently, Shen, (2005, p83-102) as cited in Plessis and Huntley, (2009, p414), reports that the notion of International Human Resource Management (IHRM) can be defined as a set of distinct activities, functions and processes that are directed at attracting, developing and maintaining the Human Resources (HR) of a Multinational Corporation (MNC). Thus, the above definition clearly implies that the various Human Resource Management (HRM) practices of a Multinational Corporation (MNC) are entirely focused upon the international management strategy that it adopts in order to maintain or manage its Human Resources (HR) within its foreign subsidiaries. Moreover, Sims, (2002, p364) states that Multinational Corporations (MNCs) usually adopt one of the four major strategic approaches to planning and managing their international Human Resources (HR). In addition, Hodgetts and Luthans (1999, p253) as cited in McNally and Parry (2000, p85) also state that Multinational Corporations (MNCs) usually adopt one of Heenan and Perlmutter (1979) classifications of international staffing which include either the ethnocentric approach, the polycentric approach, the regiocentric approach or the geocentric/transnational approach to planning and managing Human Resources (HR) globally within the foreign subsidiaries. Furthermore, according to Caligiuri and Stroh, (1995, p496), over the years, ethnocentric Multinational Corporations (MNCs) have been dominant in numbers, especially in the case of firms from developed countries like the UK and the US seeking to enter the lesser developed foreign markets within the region of Asian countries. This according to Sims, (2002, p365) is mainly due to the fact that such an approach to International Human Resource Management (IHRM) simply requires exporting the Multinational Corporations (MNCs) already established Human Resource Management (HRM) practices and policies to its foreign subsidiaries via the usage of expatriates. However, Weirich and Koontz, (2007, p277) over the recent decade, various literatures published by academicians and practitioners within the field of International Human Resource Management (IHRM) have illustrated that each of these strategic approaches to planning and managing Human resources (HR) internationally has its own merits and demerits for these Multinational Corporations (MNCs). Hence, this report seeks to critically evaluate the benefits and the drawbacks for adopting and ethnocentric approach to Human Resources (HR). In doing so, this report firstly outlines what constitutes adopting an ethnocentric approach to International Human Resource Management (IHRM) and then highlights its merits and demerits in addition to providing a brief overview of the benefits and the disadvantages of the other approaches to international staffing. This report discusses the merits and the demerits of adopting an ethnocentric approach to managing Human Resources (HR) globally within the context of a US owned Multinational Corporation (MNC) which is looking to reassessing its current ethnocentric approach to managing its Human Resource (HR). The given scenario of this report is that the Human Resource (HR) director of this US based Multinational Corporation (MNC) feels that its ethnocentric approach to managing its Human Resources (HR) globally is inhibiting the organisations a ttempt to become a global company. Thus, by evaluating the advantages and the disadvantages of adopting an ethnocentric approach to international Human Resources (HR) strategy, this report would provide critical analysis of various academic literatures and other relevant sources in order to come to a rounded conclusion and provide justifiable recommendations. These recommendations would be in relation to whether this US based Multinational Corporation (MNC) should continue to adhere to its ethnocentric approach to managing its staff globally or whether this US based Multinational Corporation (MNC) should seek to alter its current approach to managing its staff globally in order to truly become a global company and to gain further competitive advantages in the years to come. The evaluation of the merits and demerits of adopting the ethnocentric approach also constitutes providing a brief overview of the advantages of adopting the other approaches to managing staff globally which include the polycentric, the regiocentric or the geocentric approach. Hence, this report would not only provide valuable insights to the Human Resource (HR) director of the US based Multinational Corporation (MNC) but would also provide the general readers of the report with useful information in relation to comprehending the importance of adopting those International Human Resource Management (IHRM) practices and policies within its foreign subsidiaries which provide the Multinational Corporation (MNC) with sustainable competitive advantages over the long run. Overview of the Merits and Demerits of the Four Major Strategic Approaches to International Human Resource Management (IHRM) As mentioned earlier in this report, there are mainly four major approaches that most Multinational Corporations (MNCs) adopt in relation to managing their Human Resources (HR) globally. According to Caligiuri and Stroh, (1995, p496), these have been categorised by Heenan and Perlmutter (1979 as a Multinational Corporations (MNCs) global management strategies of being ethnocentric, polycentric, regiocentric or geocentric/transnational in its approach to managing its Human Resources (HR) within its foreign subsidiaries. Plessis and Huntley, (2009, p417) defines the ethnocentric approach as the approach where the cultural values and business practices of the home country are predominant as it is the Head Office (HO) of the Multinational Corporation (MNC) which develops a managing and staffing approach and applies it consistently around the world. According to Pattanayak, (2005, p416), Multinational Corporations usually adopt such a strategy in the early stages of internationalisation process in order to ensure that the corporate values of the parent company are instilled within its foreign subsidiaries so that the same corporate standard and reputation is maintained all over the globe. For example, McNally and Parry, (2000, p85) asserts that such an ethnocentric predisposition allows a global company to control the strategic direction of all its foreign subsidiaries and that it is a very nationalistic approach as it highly regards the parent companys Human Resource Management (HRM) practices and policies as the best-way for managing the Human Resources (HR) globally as well as to attaining the overall corporate goals of the Multinational Corporation (MNC). Furthermore, Sims, (2002, p365) states that Multinational Corporations (MNCs) usually adopt this strategy via sending expatriates to fill all the senior management posts within it foreign subsidiaries as a result of which these Multinational Corporations (MNCs) can withhold tight control over all their foreign counterparts. According to Ferner, etal, (2004, p364), the Head Quarters (HQs) of these Multinational Corporations (MNCs) not only send expatriates but also plays a crucial hand in outlining or highly dictating the policy on other aspects of Human Resource Management (HRM) which include factors like compensation and reward systems, collective bargaining, communications, union recognition, and welfare and training policies, etc. The benefits of adopting an ethnocentric approach is able to be seen when a firm needs to produce extremely standardised products or when the host-country lacks technological expertise in which cases employing staff from the Head Quarters (HQs) can guarantee consistency to a great extent (Francesco and Gold, 2003, p166). Thus, from these statements, it can be clearly deduced that those Multinational Corporations (MNCs) who seem to adopt such an ethnocentric approach or strategy to managing its staff globally mainly seek to centralise its Human Resource Management (HRM) practices and policies which are mainly designed and implemented at the Head Quarters (HQs) of such Multinational Corporations (MNCs) with the view to maintain total control over its foreign subsidiaries. However, adopting such an ethnocentric approach to managing Human Resources (HR) has its own drawbacks despite of the merits of being able to hold onto the cultural values of the Head Quarter (HQ) of a Multinational Corporation in addition to being able to yield the benefit of maintaining a tight control over its foreign subsidiaries (Decenzo and Robbins, 2009, p5). In addition, Francesco and Gold, (2003, p166), asserts that sending expatriates to foreign subsidiaries also limits the promotion opportunities of host-country staff which could lead to demoralisation of the staff at these foreign subsidiaries in addition to loosing advantages that could be gained from competencies of local members of senior management staff. Thus the above statements clearly imply that an ethnocentric approach to Human Resources (HR) can be highly rigid which can inhibit the flexibility that contemporary firms require in order to gain competitive advantages in this era of rapid globalisation of markets and growing competition. On the other hand, McNally and Parry, (2000, p85) reports that the polycentric approach to managing Human Resources (HR) are based on strategic decisions which are adapted to suit the cultural context of the countries within which these Multinational Corporations (MNCs) operate. This implies that within a polycentric approach, the Human Resource Management (HRM) policies and practices within the foreign subsidiaries are adapted to meet the cultural and other environmental circumstances of the countries in which these Multinational Corporations (MNCs) operate. In other words, Sims, (2002, p365), reports that such a strategy makes a subsidiary independent from its Head Quarter (HQ) as mainly local managers are given the responsibilities for managing their Human Resources (HR). Myloni, etal, (2004, p; 519) reports that such an approach to staffing and managing Human Resources (HR) is seen to be less expensive as Multinational Corporations (MNCs) do not need to send expatriates for managing its foreign subsidiaries as required in the case of adopting an ethnocentric approach. In addition, it also resolves the issues of adapting to cultural changes when expatriates are sent to foreign subsidiaries and also eliminates the costs that can be incurred from failed expatriate assignments (Monks, etal, 2000, p541). However, Pattanayak, (2005, p417) states that such an approach also presents the challenges for Multinational Corporations (MNCs) in relation to maintaining understanding between the corporate and the subsidiary management in addition to imbibing the original culture of the company. On the other hand, Hannon etal, (1995, p536) report that the regiocentric approach to Human Resources (HR) strategy highly focuses on grouping of subsidiaries based on specific regions instead of countries. Furthermore, according to Sims, (2002, p365), these subsidiaries are usually staffed by managers from any of the countries within the region which poses the drawback of limiting communication between the region with their Head Quarters (HQs). Subsequently, Edwards and Rees, (2006, p113) asserts that with the geocentric/transnational approach, Multinational Corporations (MNCs) seek to create a synergy of best practices. According to Kelly, (2001, p538) these best practices are adopted from both the Head Quarters (HQs) of Multinational Corporations (MNCs) and from their respective subsidiaries in order to develop consistent global Human Resource Management (HRM) practices and policies which can eventually yield long term organisational competitive advantages for both the Multinational Corporations (MNCs) as well as for their subsidiaries. For example, Buzzle, (2009) reports that within such an approach, suitable managers are hired centrally for taking key managerial positions within the foreign subsidiaries from a global pool of talent , chosen in accordance to their abilities to meet the global corporate objectives in addition to being responsive to local needs. Myloni etal, (2004, p521) claim that this approach to Human Resource (HR) strategy enables a Multinational Corporation (MNC) to develop core competencies in the form of competent managers which can be a crucial source of gaining competitive advantages for a global firm. However, according to Pattanayak, (2005, p417), such an approach also has its own demerits in the form of being expensive to recruit the best talents in addition to completing the paper formalities associated in relation to hiring these foreign nationals to work at different parts of the globe for specific subsidiaries of Multinational Corporations (MNCs). Despite of these drawbacks, by far, from the discussions made above, it can be clearly deduced that the geocentric or the transnational approach to Human Resource (HR) strategy would suit the global corporate goals of most Multinational Corporations (MNCs). Thus, from all the above discussions, it can be stated that even though each of these different strategic approaches to International Human Resource Management (IHRM) strategies have their own merits and demerits, the ethnocentric approach to Human Resource (HR) strategy seems incompatible towards attaining the flexibility that is needed in order to gain competitive advantages in this era of global competition. Subsequently, the geocentric or the transnational approach seems to be the most relevant and to be the most useful approach that a Multinational Corporation (MNC) should seek to adopt in this era of contemporary business world. However, for substantial evaluation of the appropriateness of these strategies the following other factors which highly influence International Human Resource Management (IHRM) also need to be taken into consideration. Other factors that influence the approach that is adopted to International Human Resource Management (IHRM) According to Muratbekova-Touron, (2008, p335), in this era of rapid globalisation and competitive business world, one of the major growing concerns facing such global companies or Multinational Corporations (MNCs) is that how such companies can attain the right balance between the local autonomy of their subsidiaries and the extent to which these are controlled by the corporate headquarters of these Multinational Corporations (MNCs). Furthermore, Reade, (2003, p208) illustrates that the statement that greater collaboration between all the subsidiaries of a Multinational Corporation (MNC) is not only highly desirable but is also completely essential in order to effectively cope with the global competitive pressures and towards becoming successful in attaining global competitive advantages. Moreover, Liu, (2005), also confirms the notion that Multinational Corporations (MNCs) face the dilemma of optimising the balance between standardisation and localisation of Human Resource Management (HRM) policies and practices. This according to Liu, (2005) is because of the desire of Multinational Corporations (MNCs) to develop global brands by thinking globally and acting locally and by developing the right balance between local responsiveness and global consistency and control. Subsequently, Markus and Harzing, (2007) state that contemporary Multinational Corporations (MNCs) should not opt for standardisation in terms of adopting the home country practices but should seek to adopt the strategies which underline the best practices in relation to Human Resource Management (HRM). Furthermore, Reade, (2003, p208) reports that the Head Quarters (HQs) of Multinational Corporations (MNCs) have the responsibility of identifying and transferring relevant skills and expertise from different parts of the corporation as well as of disseminating it to all its foreign subsidiaries in order to attain its global as well as local corporate objectives (Reade, 2003, p; 208). For example, Markus and Harzing, (2007) state that if the home country practices of a Multinational Corporation (MNC) are highly effective then all the subsidiaries of that company should be yielding competitive advantages provided those practices are applicable in different cultural and other environmental contexts. This is because, according to Francesco and Gold, (2003, p166), although the overall international corporate strategy of a firm determines which strategic approach to International Human Resource Management (IHRM) it adopts, other environmental factors should also be taken into consideration while determining which strategy a Multinational Corporation (MNC) should adopt in relation to managing its Human Resources (HR) globally. Such factors include the political and legal factors, level of development in foreign locations, technology and nature of the product, organisational life cycle as well as cultural differences (Francesco and Gold, 2003, p166). Moreover, Markus and Harzing, (2007) states that ethnocentric approaches to managing Human Resources (HR) globally are no longer valid in this era of competitive and globalised business world and that the geocentric or the transnational approach to managing Human Resources (HR) internationally is more contemporary towards attaining competitive advantages and towards becoming truly global by implementing the best Human Resource Management (HRM) practices within contemporary Multinational Corporations (MNCs) and in their respective foreign subsidiaries around the globe. 4.0 Conclusions From the critical analysis of various literature sources made above, it can be concluded that the US based Multinational Corporations (MNC) should change its approach from an ethnocentric one to a geocentric or a transnational approach to managing its Human Resources (HR) globally in order to gain more flexibility in terms of adapting Human Resource Management (HRM) practices according to subsidiaries cultural and environmental contexts. This is because contemporary firms can gain competitive advantages only by adopting Human Resource Management (HRM) strategies that find the right balance between standardisation versus localisation of such practices and policies. Recommendations The following recommendations have been drawn for the US based Multinational Corporation (MNC) based on the critical evaluation of the benefits and the drawbacks of adopting an ethnocentric approach to managing Human Resources (HR): The Multinational Corporation (MNC) should adopt a geocentric approach to Human Resource (HR) strategy rather than an ethnocentric one in order to gain competitive advantages as the ethnocentric approach pose certain limitations which inhibit companies from going truly global in terms of failing to adopt the best practices in relation to International Human Resource Management (IHRM). However, the firm should also take into consideration whether the environmental factors mentioned earlier in this report support it to alter its approach to International Human Resource Management (IHRM). For example, if this US based Multinational Corporation (MNC) produces highly technological or standardised products then it might need to continue with its ethnocentric approach. Nevertheless, the firm could still opt to adopt a geocentric approach to staffing and hire the best expertise from around the world in order to gain competitive advantages over the long run. Thus, it can be stated that the US based Multinational Corporation (MNC) should seek to alter its approach from an ethnocentric to a geocentric/ transnational one in order to manage its Human Resources (HR) more effectively globally. (Words: 3000)

My Papa’s Waltz - Thats not just coke in Dads glass Essays -- My Pap

My Papa’s Waltz - That's not just coke in Dad's glass Some define alcohol abuse as "the recurrent use of alcohol to the extent that repeated use results in an inability to fulfill normal role functions, or presents legal or social/interpersonal problems, or creates a hazard to self or others" (Suppes 339). While most people seem to drink in moderation, others have a hard time drinking responsibly. Sometimes alcohol abuse can lead to physical abuse, mental abuse, loss of a job, alcoholism, or the breaking down of relationships. In "My Papa's Waltz," we see the detrimental effects of alcohol on a father/son relationship. Papa does not abuse his son, however his repeated drinking creates a gap in their relationship. In "My Papa's Waltz," we see no evidence of any physical abuse. His son, at this age, adores him. Together they "romped until the pans / Slid from the kitchen shelf" (Roethke 5-6). The young boy does not want to let go of his father; he admits, "I hung on like death" (3). Then, he explains he still clings to his father's shirt even while...

Arthur Millers Death of a Salesman as Epic Tragedy Essay -- Death Sal

Arthur Miller's Death of a Salesman as Epic Tragedy   Ã‚  Ã‚   Aristotle's Poetics defines the making of a dramatic or epic tragedy and presents the general principles of the construction of this genre. Surprisingly, over the centuries authors have remained remarkably close to Aristotle's guidelines. Arthur Miller's twentieth century tragedy Death of a Salesman is an example of this adherence to Aristotle's prescription for tragedy. It is significant to test Aristotle's definition and requirements of tragedy by comparison and contrast, against a contemporary tragedy and to make observations with regard to what influence society and culture may have on the genre. This discussion however, will be confined to the realm of plot and the more notable aspects of the construction of the incidents in tragedy because of the complexity of this element. Aristotle's attention throughout much of Poetics is directed towards the requirements and expectations of plot.   Plot, 'the soul of tragedy', Aristotle says, must be an imitation of a noble and complete action. In Death of a Salesman, Miller does provide a complete action, that is it has what Aristotle identifies as a beginning, a middle, and an end. These divisible sections must, and do in the case of Death of a Salesman, meet the criterion of their respective placement. Whether Miller provides a nobel action, however, is an issue of culture. Willy Loman ultimately takes his own life so that his son Biff may benefit from the insurance money that he will receive. The question then, is according to our culture is his suicide noble? Since Willy's suicide is perpetrated for Biff's benefit, one could view this act as sacrifice. Sacrifice is in our culture, a pious and admirable quality, one of... ...ath of a Salesman' Twentieth Century Literature.   January, 1972. 19-24.   Rpt. in World Literary Criticism.   Ed. Frank Magill.   'Arthur Miller' Detroit: Gale Research, 1992.   2366-2368. Hayman, Ronald.   Arthur Miller.   New York: Frederick Ungar, 1972. Hoeveler, D. J.   'Ben's Influence.'   Arthur Miller?s Death of a Salesman: Modern Critical Interpretations.   Ed. Harold Blum.   Philadelphia: Chelsea House, 1988. 72-81. Magill, Frank.   'Death of a Salesman.'   Master Plots.   Englewood Cliffs: Salem, 1976.   1365-1368. Miller, Arthur.   Death of a Salesman.   New York: Penguin, 1949. ---.   Conversations With Arthur Miller.   Jackson: Mississippi UP, 1987. Parker, Brian.   'Point of View in Arthur Miller's Death of a Salesman.'   Arthur Miller: A Collection of Critical Essays.   Ed. Robert Corrigan.   Englewood Cliffs:   Prentice Hall, 1969.   98-107.

In school suspensions, out of school suspensions and expulsions Essay

Expulsions and suspensions refer to the disciplinary sanctions and dispensations that are imposed and rendered to students who have committed behavioral misconduct while at school. Expulsion refers to the permanent removal of a student from the schooling system. Expulsion comes following the commission of certain offenses that are deemed extraordinarily serious. In the case of such an expulsion, the law provides that such a student may not be absorbed within any other schooling system (Skiba, Eaton, Sotoo, 2004). According to the federal education law on District schools, an expelled student is never allowed to be ploughed back to any school. Schools are therefore supposed to adhere to strict guidelines and regulations for students that are under expulsion. Suspension on the other hand while in or even out of school refers to a partial and short lived detachment of a student from the normal schedule of the school. This may either be for some three days, some ten days or a period that could be longer than this. An indefinite suspension by a school principle demands that a student is rendered with all the laid down protections as he/she was under expulsion. The federal law provides that disabled students be given a different treatment which provides them a greater capacity of protection towards their discipline while at school. Consequently, the district is supposed to evaluate whether students under expulsion could be subject to special needs in order to provide them with the most optimal state of justice while under this regulatory penalty (http://idea. gseis. cla. edu/publications/suspension/images/suspension. pdf). According to the federal law, principals are given the mandate to expel students that may posses dangerous weapon(s), controlled medication, alcohol or illegal drugs and making any assault to the school employee(s). Also, students may be expelled or suspended when under the conviction or charge of felony. Expulsion or suspension consequently calls for a hearing which in this case may be either formal or informal. The informal hearing is that which comes immediately after the occurrence of the offense. Informal hearing may only remedy a suspension. However, a formal hearing is that which occurs before the expulsion of a student. A formal hearing requires a full notification of the student as well as his/her guardian or a parent on matters such as the place of the hearing, reasons, time and location. Temporary suspension may also come along in the event the principal has the believe that a certain student is of threat to the school employees, property or even to his/her fellow students (http://www. yh. com/HealthTopics/HealthTopicDetails. aspx? p=114&np=99&id=2239). The law also provides that the student be dispensed with certain legal rights on matters of expulsions and hearings. This may include notice of the charges that should be written. In this context, the student is under the legal obligation of been provided with an explanation that is written explaining the exact parameters of the trouble confining him/her to expulsion or suspension. The principal should also provide a hearing notice that should be written. This should include date of this hearing, place and time. The student is also under the right of bringing a representative such as an advocate or a lawyer. He/she is also under the legal right of bringing evidence or witnesses as a supplementary to the case (http://www. clcm. org/student_suspension. htm). Both expulsion and suspension are deemed good models to reinstate a child’s behavior and bring control in the normal running of the school.

A Game of Thrones Chapter Twenty-seven

Eddard It's the hand's tourney that's the cause of all the trouble, my lords,† the commander of the city watch complained to the king's council. â€Å"The king's tourney,† Ned corrected, wincing. â€Å"I assure you, the Hand wants no part of it.† â€Å"Call it what you will, my lord. Knights have been arriving from all over the realm, and for every knight we get two freeriders, three craftsmen, six men-at-arms, a dozen merchants, two dozen whores, and more thieves than I dare guess. This cursed heat had half the city in a fever to start, and now with all these visitors . . . last night we had a drowning, a tavern riot, three knife fights, a rape, two fires, robberies beyond count, and a drunken horse race down the Street of the Sisters. The night before a woman's head was found in the Great Sept, floating in the rainbow pool. No one seems to know how it got there or who it belongs to.† â€Å"How dreadful,† Varys said with a shudder. Lord Renly Baratheon was less sympathetic. â€Å"If you cannot keep the king's peace, Janos, perhaps the City Watch should be commanded by someone who can.† Stout, jowly Janos Slynt puffed himself up like an angry frog, his bald pate reddening. â€Å"Aegon the Dragon himself could not keep the peace, Lord Renly. I need more men.† â€Å"How many?† Ned asked, leaning forward. As ever, Robert had not troubled himself to attend the council session, so it fell to his Hand to speak for him. â€Å"As many as can be gotten, Lord Hand.† â€Å"Hire fifty new men,† Ned told him. â€Å"Lord Baelish will see that you get the coin.† â€Å"I will?† Littlefinger said. â€Å"You will. You found forty thousand golden dragons for a champion's purse, surely you can scrape together a few coppers to keep the king's peace.† Ned turned back to Janos Slynt. â€Å"I will also give you twenty good swords from my own household guard, to serve with the Watch until the crowds have left.† â€Å"All thanks, Lord Hand,† Slynt said, bowing. â€Å"I promise you, they shall be put to good use.† When the Commander had taken his leave, Eddard Stark turned to the rest of the council. â€Å"The sooner this folly is done with, the better I shall like it.† As if the expense and trouble were not irksome enough, all and sundry insisted on salting Ned's wound by calling it â€Å"the Hand's tourney,† as if he were the cause of it. And Robert honestly seemed to think he should feel honored! â€Å"The realm prospers from such events, my lord,† Grand Maester Pycelle said. â€Å"They bring the great the chance of glory, and the lowly a respite from their woes.† â€Å"And put coins in many a pocket,† Littlefinger added. â€Å"Every inn in the city is full, and the whores are walking bowlegged and jingling with each step.† Lord Renly laughed. â€Å"We're fortunate my brother Stannis is not with us. Remember the time he proposed to outlaw brothels? The king asked him if perhaps he'd like to outlaw eating, shitting, and breathing while he was at it. If truth be told, I ofttimes wonder how Stannis ever got that ugly daughter of his. He goes to his marriage bed like a man marching to a battlefield, with a grim look in his eyes and a determination to do his duty.† Ned had not joined the laughter. â€Å"I wonder about your brother Stannis as well. I wonder when he intends to end his visit to Dragonstone and resume his seat on this council.† â€Å"No doubt as soon as we've scourged all those whores into the sea,† Littlefinger replied, provoking more laughter. â€Å"I have heard quite enough about whores for one day,† Ned said, rising. â€Å"Until the morrow.† Harwin had the door when Ned returned to the Tower of the Hand. â€Å"Summon Jory to my chambers and tell your father to saddle my horse,† Ned told him, too brusquely. â€Å"As you say, my lord.† The Red Keep and the â€Å"Hand's tourney† were chafing him raw, Ned reflected as he climbed. He yearned for the comfort of Catelyn's arms, for the sounds of Robb and Jon crossing swords in the practice yard, for the cool days and cold nights of the north. In his chambers he stripped off his council silks and sat for a moment with the book while he waited for Jory to arrive. The Lineages and Histories of the Great Houses of the Seven Kingdoms, With Descliptions of Many High Lords and Noble Ladies and Their Children, by Grand Maester Malleon. Pycelle had spoken truly; it made for ponderous reading. Yet Jon Arryn had asked for it, and Ned felt certain he had reasons. There was something here, some truth buried in these brittle yellow pages, if only he could see it. But what? The tome was over a century old. Scarcely a man now alive had yet been born when Malleon had compiled his dusty lists of weddings, births, and deaths. He opened to the section on House Lannister once more, and turned the pages slowly, hoping against hope that something would leap out at him. The Lannisters were an old family, tracing their descent back to Lann the Clever, a trickster from the Age of Heroes who was no doubt as legendary as Bran the Builder, though far more beloved of singers and taletellers. In the songs, Lann was the fellow who winkled the Casterlys out of Casterly Rock with no weapon but his wits, and stole gold from the sun to brighten his curly hair. Ned wished he were here now, to winkle the truth out of this damnable book. A sharp rap on the door heralded Jory Cassel. Ned closed Malleon's tome and bid him enter. â€Å"I've promised the City Watch twenty of my guard until the tourney is done,† he told him. â€Å"I rely on you to make the choice. Give Alyn the command, and make certain the men understand that they are needed to stop fights, not start them.† Rising, Ned opened a cedar chest and removed a light linen undertunic. â€Å"Did you find the stableboy?† â€Å"The watchman, my lord,† Jory said. â€Å"He vows he'll never touch another horse.† â€Å"What did he have to say?† â€Å"He claims he knew Lord Arryn well. Fast friends, they were.† Jory snorted. â€Å"The Hand always gave the lads a copper on their name days, he says. Had a way with horses. Never rode his mounts too hard, and brought them carrots and apples, so they were always pleased to see him.† â€Å"Carrots and apples,† Ned repeated. It sounded as if this boy would be even less use than the others. And he was the last of the four Littlefinger had turned up. Jory had spoken to each of them in turn. Ser Hugh had been brusque and uninformative, and arrogant as only a new-made knight can be. If the Hand wished to talk to him, he should be pleased to receive him, but he would not be questioned by a mere captain of guards . . . even if said captain was ten years older and a hundred times the swordsman. The serving girl had at least been pleasant. She said Lord Jon had been reading more than was good for him, that he was troubled and melancholy over his young son's frailty, and gruff with his lady wife. The potboy, now cordwainer, had never exchanged so much as a word with Lord Jon, but he was full of oddments of kitchen gossip: the lord had been quarreling with the king, the lord only picked at his food, the lord was sending his boy to be fostered on Dragonstone, the lord had taken a great interest in the breeding of hunting hounds, the lord had visited a master armorer to commission a new suit of plate, wrought all in pale silver with a blue jasper falcon and a mother-of-pearl moon on the breast. The king's own brother had gone with him to help choose the design, the potboy said. No, not Lord Renly, the other one, Lord Stannis. â€Å"Did our watchman recall anything else of note?† â€Å"The lad swears Lord Jon was as strong as a man half his age. Often went riding with Lord Stannis, he says.† Stannis again, Ned thought. He found that curious. Jon Arryn and he had been cordial, but never friendly. And while Robert had been riding north to Winterfell, Stannis had removed himself to Dragonstone, the Targaryen island fastness he had conquered in his brother's name. He had given no word as to when he might return. â€Å"Where did they go on these rides?† Ned asked. â€Å"The boy says that they visited a brothel.† â€Å"A brothel?† Ned said. â€Å"The Lord of the Eyrie and Hand of the King visited a brothel with Stannis Baratheon?† He shook his head, incredulous, wondering what Lord Renly would make of this tidbit. Robert's lusts were the subject of ribald drinking songs throughout the realm, but Stannis was a different sort of man; a bare year younger than the king, yet utterly unlike him, stern, humorless, unforgiving, grim in his sense of duty. â€Å"The boy insists it's true. The Hand took three guardsmen with him, and the boy says they were joking of it when he took their horses afterward.† â€Å"Which brothel?† Ned asked. â€Å"The boy did not know. The guards would.† â€Å"A pity Lysa carried them off to the Vale,† Ned said dryly. â€Å"The gods are doing their best to vex us. Lady Lysa, Maester Colemon, Lord Stannis . . . everyone who might actually know the truth of what happened to Jon Arryn is a thousand leagues away.† â€Å"Will you summon Lord Stannis back from Dragonstone?† â€Å"Not yet,† Ned said. â€Å"Not until I have a better notion of what this is all about and where he stands.† The matter nagged at him. Why did Stannis leave? Had he played some part in Jon Arryn's murder? Or was he afraid? Ned found it hard to imagine what could frighten Stannis Baratheon, who had once held Storm's End through a year of siege, surviving on rats and boot leather while the Lords Tyrell and Redwyne sat outside with their hosts, banqueting in sight of his walls. â€Å"Bring me my doublet, if you would. The grey, with the direwolf sigil. I want this armorer to know who I am. It might make him more forthcoming.† Jory went to the wardrobe. â€Å"Lord Renly is brother to Lord Stannis as well as the king.† â€Å"Yet it seems that he was not invited on these rides.† Ned was not sure what to make of Renly, with all his friendly ways and easy smiles. A few days past, he had taken Ned aside to show him an exquisite rose gold locklet. Inside was a miniature painted in the vivid Myrish style, of a lovely young girl with doe's eyes and a cascade of soft brown hair. Renly had seemed anxious to know if the girl reminded him of anyone, and when Ned had no answer but a shrug, he had seemed disappointed. The maid was Loras Tyrell's sister Margaery, he'd confessed, but there were those who said she looked like Lyanna. â€Å"No,† Ned had told him, bemused. Could it be that Lord Renly, who looked so like a young Robert, had conceived a passion for a girl he fancied to be a young Lyanna? That struck him as more than passing queer. Jory held out the doublet, and Ned slid his hands through the armholes. â€Å"Perhaps Lord Stannis will return for Robert's tourney,† he said as Jory laced the garment up the back. â€Å"That would be a stroke of fortune, my lord,† Jory said. Ned buckled on a longsword. â€Å"In other words, not bloody likely.† His smile was grim. Jory draped Ned's cloak across his shoulders and clasped it at the throat with the Hand's badge of office. â€Å"The armorer lives above his shop, in a large house at the top of the Street of Steel. Alyn knows the way, my lord.† Ned nodded. â€Å"The gods help this potboy if he's sent me off haring after shadows.† It was a slim enough staff to lean on, but the Jon Arryn that Ned Stark had known was not one to wear jeweled and silvered plate. Steel was steel; it was meant for protection, not ornament. He might have changed his views, to be sure. He would scarcely have been the first man who came to look on things differently after a few years at court . . . but the change was marked enough to make Ned wonder. â€Å"Is there any other service I might perform?† â€Å"I suppose you'd best begin visiting whorehouses.† â€Å"Hard duty, my lord.† Jory grinned. â€Å"The men will be glad to help. Porther has made a fair start already.† Ned's favorite horse was saddled and waiting in the yard. Varly and Jacks fell in beside him as he rode through the yard. Their steel caps and shirts of mail must have been sweltering, yet they said no word of complaint. As Lord Eddard passed beneath the King's Gate into the stink of the city, his grey and white cloak streaming from his shoulders, he saw eyes everywhere and kicked his mount into a trot. His guard followed. He looked behind him frequently as they made their way through the crowded city streets. Tomard and Desmond had left the castle early this morning to take up positions on the route they must take, and watch for anyone following them, but even so, Ned was uncertain. The shadow of the King's Spider and his little birds had him fretting like a maiden on her wedding night. The Street of Steel began at the market square beside the River Gate, as it was named on maps, or the Mud Gate, as it was commonly called. A mummer on stilts was striding through the throngs like some great insect, with a horde of barefoot children trailing behind him, hooting. Elsewhere, two ragged boys no older than Bran were dueling with sticks, to the loud encouragement of some and the furious curses of others. An old woman ended the contest by leaning out of her window and emptying a bucket of slops on the heads of the combatants. In the shadow of the wall, farmers stood beside their wagons, bellowing out, â€Å"Apples, the best apples, cheap at twice the price,† and â€Å"Blood melons, sweet as honey,† and â€Å"Turnips, onions, roots, here you go here, here you go, turnips, onions, roots, here you go here.† The Mud Gate was open, and a squad of City Watchmen stood under the portcullis in their golden cloaks, leaning on spears. When a column of riders appeared from the west, the guardsmen sprang into action, shouting commands and moving the carts and foot traffic aside to let the knight enter with his escort. The first rider through the gate carried a long black banner. The silk rippled in the wind like a living thing; across the fabric was blazoned a night sky slashed with purple lightning. â€Å"Make way for Lord Beric!† the rider shouted. â€Å"Make way for Lord Beric!† And close behind came the young lord himself, a dashing figure on a black courser, with red-gold hair and a black satin cloak dusted with stars. â€Å"Here to fight in the Hand's tourney, my lord?† a guardsman called out to him. â€Å"Here to win the Hand's tourney,† Lord Beric shouted back as the crowd cheered. Ned turned off the square where the Street of Steel began and followed its winding path up a long hill, past blacksmiths working at open forges, freeriders haggling over mail shirts, and grizzled ironmongers selling old blades and razors from their wagons. The farther they climbed, the larger the buildings grew. The man they wanted was all the way at the top of the hill, in a huge house of timber and plaster whose upper stories loomed over the narrow street. The double doors showed a hunting scene carved in ebony and weirwood. A pair of stone knights stood sentry at the entrance, armored in fanciful suits of polished red steel that transformed them into griffin and unicorn. Ned left his horse with Jacks and shouldered his way inside. The slim young serving girl took quick note of Ned's badge and the sigil on his doublet, and the master came hurrying out, all smiles and bows. â€Å"Wine for the King's Hand,† he told the girl, gesturing Ned to a couch. â€Å"I am Tobho Mott, my lord, please, please, put yourself at ease.† He wore a black velvet coat with hammers embroidered on the sleeves in silver thread, Around his neck was a heavy silver chain and a sapphire as large as a pigeon's egg. â€Å"If you are in need of new arms for the Hand's tourney, you have come to the right shop.† Ned did not bother to correct him. â€Å"My work is costly, and I make no apologies for that, my lord,† he said as he filled two matching silver goblets. â€Å"You will not find craftsmanship equal to mine anywhere in the Seven Kingdoms, I promise you. Visit every forge in King's Landing if you like, and compare for yourself. Any village smith can hammer out a shirt of mail; my work is art.† Ned sipped his wine and let the man go on. The Knight of Flowers bought all his armor here, Tobho boasted, and many high lords, the ones who knew fine steel, and even Lord Renly, the king's own brother. Perhaps the Hand had seen Lord Renly's new armor, the green plate with the golden antlers? No other armorer in the city could get that deep a green; he knew the secret of putting color in the steel itself, paint and enamel were the crutches of a journeyman. Or mayhaps the Hand wanted a blade? Tobho had learned to work Valyrian steel at the forges of Qohor as a boy. Only a man who knew the spells could take old weapons and forge them anew. â€Å"The direwolf is the sigil of House Stark, is it not? I could fashion a direwolf helm so real that children will run from you in the street,† he vowed. Ned smiled. â€Å"Did you make a falcon helm for Lord Arryn?† Tobho Mott paused a long moment and set aside his wine. â€Å"The Hand did call upon me, with Lord Stannis, the king's brother. I regret to say, they did not honor me with their patronage.† Ned looked at the man evenly, saying nothing, waiting. He had found over the years that silence sometimes yielded more than questions. And so it was this time. â€Å"They asked to see the boy,† the armorer said, â€Å"so I took them back to the forge.† â€Å"The boy,† Ned echoed. He had no notion who the boy might be. â€Å"I should like to see the boy as well.† Tobho Mott gave him a cool, careful look. â€Å"As you wish, my lord,† he said with no trace of his former friendliness. He led Ned out a rear door and across a narrow yard, back to the cavernous stone barn where the work was done. When the armorer opened the door, the blast of hot air that came through made Ned feel as though he were walking into a dragon's mouth. Inside, a forge blazed in each corner, and the air stank of smoke and sulfur. Journeymen armorers glanced up from their hammers and tongs just long enough to wipe the sweat from their brows, while bare-chested apprentice boys worked the bellows. The master called over a tall lad about Robb's age, his arms and chest corded with muscle. â€Å"This is Lord Stark, the new Hand of the King,† he told him as the boy looked at Ned through sullen blue eyes and pushed back sweat-soaked hair with his fingers. Thick hair, shaggy and unkempt and black as ink. The shadow of a new beard darkened his jaw. â€Å"This is Gendry. Strong for his age, and he works hard. Show the Hand that helmet you made, lad.† Almost shyly, the boy led them to his bench, and a steel helm shaped like a bull's head, with two great curving horns. Ned turned the helm over in his hands. It was raw steel, unpolished but expertly shaped. â€Å"This is fine work. I would be pleased if you would let me buy it.† The boy snatched it out of his hands. â€Å"It's not for sale.† Tobho Mott looked horror-struck. â€Å"Boy, this is the King's Hand. If his lordship wants this helm, make him a gift of it. He honors you by asking.† â€Å"I made it for me,† the boy said stubbornly. â€Å"A hundred pardons, my lord,† his master said hurriedly to Ned. â€Å"The boy is crude as new steel, and like new steel would profit from some beating. That helm is journeyman's work at best. Forgive him and I promise I will craft you a helm like none you have ever seen.† â€Å"He's done nothing that requires my forgiveness. Gendry, when Lord Arryn came to see you, what did you talk about?† â€Å"He asked me questions is all, m'lord.† â€Å"What sort of questions?† The boy shrugged. â€Å"How was I, and was I well treated, and if I liked the work, and stuff about my mother. Who she was and what she looked like and all.† â€Å"What did you tell him?† Ned asked. The boy shoved a fresh fall of black hair off his forehead. â€Å"She died when I was little. She had yellow hair, and sometimes she used to sing to me, I remember. She worked in an alehouse.† â€Å"Did Lord Stannis question you as well?† â€Å"The bald one? No, not him. He never said no word, just glared at me, like I was some raper who done for his daughter.† â€Å"Mind your filthy tongue,† the master said. â€Å"This is the King's own Hand.† The boy lowered his eyes. â€Å"A smart boy, but stubborn. That helm . . . the others call him bullheaded, so he threw it in their teeth.† Ned touched the boy's head, fingering the thick black hair. â€Å"Look at me, Gendry.† The apprentice lifted his face. Ned studied the shape of his jaw, the eyes like blue ice. Yes, he thought, I see it. â€Å"Go back to your work, lad. I'm sorry to have bothered you.† He walked back to the house with the master. â€Å"Who paid the boy's apprentice fee?† he asked lightly. Mott looked fretful. â€Å"You saw the boy. Such a strong boy. Those hands of his, those hands were made for hammers. He had such promise, I took him on without a fee.† â€Å"The truth now,† Ned urged. â€Å"The streets are full of strong boys. The day you take on an apprentice without a fee will be the day the Wall comes down. Who paid for him?† â€Å"A lord,† the master said reluctantly. â€Å"He gave no name, and wore no sigil on his coat. He paid in gold, twice the customary sum, and said he was paying once for the boy, and once for my silence.† â€Å"Describe him.† â€Å"He was stout, round of shoulder, not so tall as you. Brown beard, but there was a bit of red in it, I'll swear. He wore a rich cloak, that I do remember, heavy purple velvet worked with silver threads, but the hood shadowed his face and I never did see him clear.† He hesitated a moment. â€Å"My lord, I want no trouble.† â€Å"None of us wants trouble, but I fear these are troubled times, Master Mott,† Ned said. â€Å"You know who the boy is.† â€Å"I am only an armorer, my lord. I know what I'm told.† â€Å"You know who the boy is,† Ned repeated patiently. â€Å"That is not a question.† â€Å"The boy is my apprentice,† the master said. He looked Ned in the eye, stubborn as old iron. â€Å"Who he was before he came to me, that's none of my concern.† Ned nodded. He decided that he liked Tobho Mott, master armorer. â€Å"If the day ever comes when Gendry would rather wield a sword than forge one, send him to me. He has the look of a warrior. Until then, you have my thanks, Master Mott, and my promise. Should I ever want a helm to frighten children, this will be the first place I visit.† His guard was waiting outside with the horses. â€Å"Did you find anything, my lord?† Jacks asked as Ned mounted up. â€Å"I did,† Ned told him, wondering. What had Jon Arryn wanted with a king's bastard, and why was it worth his life?