Importance of Operations Management in Organizations

Importance of Operations Management in Organizations Managers are also responsible for critical activities such as quality management and control, capacity planning, materials management, purchasing, and scheduling. The importance of operations management has increased dramatically in recent years. Significant foreign competition, shorter product and service life-cycles, better-educated and quality-conscious consumers, and the capabilities of new technology have placed increasing pressures on the operations function to improve productivity while providing a broader array of high-quality products and services. With the globalization of markets, firms are recognizing that the operations function can be used to strengthen their position in the market place. Managers in operations management play a strategic and tactical role in satisfying customer needs and making their firms strong international competitors. The role of operations management is to transform a companys inputs into the finished goods or services. Inputs include human resources (such as workers and managers), facilities and processes (such as buildings and equipment), as well as materials, technology, and information. Outputs are the goods and services a company produces. Basically, Operations management has an impact on the five broad categories of stakeholders in any organisation. The five groups are: Customers These are the most obvious people who will be affected by any business. Suppliers Operations can have a major impact on suppliers, both on how they prosper themselves, and on how effective they are at supplying the operation. Shareholders Clearly, the better an operation is at producing goods and services, the more likely the whole business is to prosper and shareholders will be one of the major beneficiaries of this. Employees Similarly, employees will be generally better off if the company is prosperous; if only because they are more likely to be employed in the future. Society Although often having no direct economic connection with the company, individuals and groups in society at large can be impacted by the way its operations managers behave. The most obvious example is in the environmental responsibility exhibited by operations managers. Company Profile CRH plc, the international building materials group, has its headquarters in Ireland and operates in 22 countries in three closely related core businesses: Primary materials Value-added building products Specialist building materials distribution. Listed on the Irish and London Stock Exchanges and on the NASDAQ in the US, CRH consistently delivers long-term growth in total shareholder return, averaging over 18% per annum since the Group was formed in 1970. CRH maintains a rigorous focus on improving existing operations through experienced local management teams. These regional platforms and management structures generate the profits, cash flow and organisational strength to support CRHs ongoing programme of development. CRH grows by investing in new capacity, developing new products and markets and by acquiring and growing medium-sized companies. This long-term development strategy is supported by occasional larger acquisitions that extend the Groups geographic reach or product range and offer new strategic platforms for future growth. Strategic Vision CRHs strategic vision is to be an international leader in building materials, delivering superior performance and growth. Current strategic objectives and appropriate tools to analyze them Most of strategic objectives are directed toward generating greater profits and returns for the owners of the business, others are directed at customers or society at large. In the case study CRH plcs ultimate objective is to deliver superior performance and growth to its customers and stakeholders in all aspects. Any strategic objectives generally measured by the following tools; Measurable. There must be at least one indicator (or yardstick) that measures progress against fulfilling the objective. Specific. This provides a clear message as to what needs to be accomplished. Appropriate. It must be consistent with the vision and mission of the organization. Realistic. It must be an achievable target given the organizations capabilities and opportunities in the environment. In essence, it must be challenging but doable. Timely, there needs to be a time frame for accomplishing the objective. After all, as the economist John Maynard Keynes once said, In the long run, we are all dead! When objectives satisfy the above criteria, there are many benefits for the organization. First, they help to channel employees throughout the organization toward common goals. This helps to concentrate and conserve valuable resources in the organization and to work collectively in a timelier manner. Second, challenging objectives can help to motivate and inspire employees throughout the organization to higher levels of commitment and effort. A great deal of research has supported the notion that individuals work harder when they are striving toward specific goals instead of being asked simply to do their best. Third, there is always the potential for different parts of an organization to pursue their own goals rather than overall company goals. Although well intentioned, these may work at cross purposes to the organization as a whole. Meaningful objectives thus help to resolve conflicts when they arise. Finally, proper objectives provide a yardstick for rewards and incentives. Not only will they lead to higher levels of motivation by employees but also they will help to ensure a greater sense of equity or fairness when regards are allocated. There are, of course, still other objectives that are even more specific. These are often referred to as short-term objectives-essential components of action plans that are critical in implementing a firms chosen strategy. Operation objectives of the Company and its success in meeting strategic objectives Key components of the strategy to achieve the set objectives are; Clearly understand the current and potential future requirements and expectations of our customers-work closely with our customers, suppliers and partners to achieve quality objectives Deliver services of market-leading quality, reliability and consistency that meet our customers requirements Implement quality management in a systematic and planned way through the application of management systems that support the delivery of the business plan Educate and train our people and partners, to support the delivery of high quality work Establish and measure performance and customer satisfaction against appropriate quality objectives and/or targets Measure service performance and customer satisfaction at an appropriate level Continually review and improve our processes and levels of service CRHs one of the objectives is to remain the employer of choice for all employees and to exceed the expectations of all our stakeholders. This implementation can be done; CRH believes that continued business success is rooted in good employee, customer and supplier relations. This is particularly true in a decentralised organisation, where management responsibility is delegated as far as possible to the local level. Company Managing Directors/Presidents are responsible for the implementation of CRH employment policies, guidelines and objectives in their areas of responsibility. They are supported in this role and in reporting at Group level by their Human Resources (HR) teams. Human Resource has a functional reporting line through Product Group and Divisional HR Directors to the Group Human Resources Director. Data is provided below on the geographic employee footprint of the Group emphasising the increasingly global reach of CRH. Shortly after CRHs foundation in 1970 the Board set a clear strategy for the development of the Group which, while it has evolved over the years, is still broadly applicable today. CRHs development strategy is based on the following: Stick to core businesses in building materials Invest at home; be the low cost market leader Develop overseas; create platforms for future growth Negotiate deals that meet the sellers and CRHs needs Devolved development teams reporting to regional and product group managers Rigorous approach to evaluation, approval and review Generally mid-sized deals augmented from time to time with some larger transactions Objective is to maintain and develop a balanced portfolio across regions, products and construction sectors Focus on performance and growth The resources, systems and tools used in the organization to support its Business Process. CRH has a three-part strategic objective for fostering new growth across its operations. Invest in new capacity Develop new products and markets Acquire and grow mid-sized companies Investment is central to growth. CRH is making four fundamental types of investments that will make continued growth possible: Invest in its employees Upgrade production facilities Improve efficiency Manage performance Invest in people The success of CRH is very much due to having talented, committed, enthusiastic and well-qualified people throughout the Group. They encourage and support the continuous professional development of the CRH team and its members. What attracts people to CRH? A competitive pay package, the opportunity to travel, a good working environment, the team philosophy, flat organisation structure, challenging work assignments and internal training programmes to prepare the next generation of leaders. Upgrade production facilities CRH re-invests capital in their existing facilities to improve energy and operational efficiency to meet future demand growth. In other words, a plant producing 500 tonnes of cement a day could easily meet local demand , but years later, the demand could skyrocket due to a building boom. If the plant does not upgrade to increase its capacity, then competitors will. Like all other technologies, methods of production can become obsolete. It takes substantial capital to re-tool an entire factory with newer, better machines, but regular upgrading is necessary to maintain and improve competitiveness. Improve efficiency One way to get more out of existing factories is to make sure they are being used to the maximum. A low capacity utilisation results in higher fixed costs per unit, which means lower profitability. Low capacity utilisation can be a result of over-supply in the market or seasonal fluctuations of demand. In Portugal, for example, the economy is going through a difficult period with construction down approximately 3.9% for 2007, reflecting reduced activity in housing and a significant reduction in public capital expenditure. However, all three of CRHs Portugese cement plants operated at full capacity by taking advantage of strong export markets. Investment in efficiency and environmental improvement programmes, to offset higher input costs and improve performance, continued at all three locations. Manage performance A strong focus on achievement against targets is part of CRHs objective of performance and growth. The ability of key players to deliver is important. CRH has implemented a strong performance management system and appraisal process. The key elements include: Planning Clear expectations and goals are set and so plans develop to achieve these. Jobs, and how they relate to the strategic objectives of CRH, are looked at. These plans set out key steps and measures for staff. The A-SMART criteria are used, i.e. Aligned, Specific, Measurable, Action-oriented, Realistic and Time-bound. Coaching Observing and documenting performance, conducting reviews, as well as identifying training and development needs all provide feedback and support, and ultimately promote better performance achievement and growth. Having a mentor or coach can help staff to learn and develop, and reinforces effective and active communication and performance. Reviewing Getting results is a crucial factor of CRHs high-performance culture. What the individual achieves as well as How, are assessed and reviewed. Self-assessment, collection of information, appraisal and a review meeting all drive performance improvement. Employees have an opportunity to respond to feedback. Regular formal reviews of management development strategy are conducted by each Division with the guidance and support of the Group Human Resources Department Developing new products and markets CRH has activities in 28 countries but there is still plenty of room for expansion within those markets, and in neighbouring regions. The Groups wide spread across countries, regions and construction sectors helps to smooth the effects of industry and economic cycles. That wide spread of activities creates opportunities for further growth. Each of the Groups diverse operations across three continents is seen as a platform on which to build. CRH tailors its strategy to suit each country it operates from. An integral part of CRHs development is its investment in four fundamental areas: people, market leadership, the environment and technology. Investment in people consists of training and development to provide all employees with a platform for progress, a best practice programme to guarantee an efficient, safe and healthy place to work, and a market-based remuneration policy to attract, retain and motivate the right people. While investing in acquisitions and development projects is important to attain market leadership, being the leading producer with the lowest costs is also critical. This is achieved by investing in those existing businesses which offer a strong foundation for sustained and profitable organic growth while driving continuous improvement in products, processes and strong regional brands. Environmental investments programmes help us to improve optimise our use of energy and resources, and to be good neighbours in the communities in which we operate. Environmental investment includes projects to reduce dust and noise, minimise effluent and waste, improve energy efficiency, increase the use of recycled materials, and to restore worked-out facilities through extensive tree and shrub planting. Investment in technology enables us to run more efficient plants; to create more effective processes; to develop innovative products; to offer better and more focused service to customers; and to measure and communicate international best practice throughout the Group. CRH continues to invest in a wide range of projects which contribute to overall profitability, drive continuous improvement of products and processes to deliver long-term performance and strongly underpin the future development of the Group. Quality audit and review systems Evans Parker (2008) describe auditing as one of the most powerful safety monitoring techniques and an effective way to avoid complacency and highlight slowly deteriorating conditions, especially when the auditing focuses not just on compliance but effectiveness Quality audit is the process of systematic examination of a quality system carried out by an internal or external quality auditor or an audit team. It is an important part of organizations quality management system and is a key element in the ISO quality system standard, ISO 9001. Quality audits are typically performed at predefined time intervals and ensure that the institution has clearly-defined internal quality monitoring procedures linked to effective action. This can help determine if the organization complies with the defined quality system processes and can involve procedural or results-based assessment criteria. With the upgrade of the ISO9001 series of standards from the 1994 to 2008 series, the focus of the audits has shifted from purely procedural adherence towards measurement of the actual effectiveness of the Quality Management System (QMS) and the results that have been achieved through the implementation of a QMS. Audits are an essential management tool to be used for verifying objective evidence of processes, to assess how successfully processes have been implemented, for judging the effectiveness of achieving any defined target levels, to provide evidence concerning reduction and elimination of problem areas. For the benefit of the organisation, quality auditing should not only report non-conformances and corrective actions, but also highlight areas of good practice. In this way other departments may share information and amend their working practices as a result, also contributing to continual improvement. Quality culture What is Culture? Basically, organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs (artefacts) of organization members and their behaviours. Members of an organization soon come to sense the particular culture of an organization. Culture is one of those terms that are difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different than that of a hospital which is quite different that of a university. CRH Corporate Culture Local autonomy Experienced operational management is given a high degree of individual autonomy and responsibility to accommodate national and cultural needs and to leverage local market knowledge, all in accordance with key centrally defined governance, financial and CSR operating requirements Global yet local There is strong management commitment to both the local company and to the CRH Group, supported by best practice teams that share experience and know-how across products and regions. This dual citizenship motivates local entrepreneurship, while maintaining and benefiting from Group synergies. Our management philosophy could be described as global yet local. Mix of skills CRHs market-driven approach attracts, retains and motivates exceptional management including internally developed operational managers, highly qualified business professionals and owner-entrepreneurs who join on acquisition. This provides a healthy mix and depth of skills with many managers having experience of previous economic cycles. Our succession planning focuses on sharing this wealth of experience with the next generation of CRH management Perpetuating CRH culture As the Group grows, CRH make considerable efforts to ensure that the unique CRH culture is propagated into the new acquisitions, while simultaneously preserving their identity, so that the Group culture thrives from generation to generation. These efforts include training programmes, seminars, newsletters, the CSR Report and many other activities that span country, regional, international, cultural and language boundaries. These are of increasing importance as the company now grow into developing regions. Monitor systems and work activities of CRH Plc and identify the major problems affecting the systems. Also identify the opportunities your company can avail to improve business process Managing operations CRHs success as a global business depends, on its ability to face fast-changing economic conditions. CRH is a decentralised Group with many subsidiary companies operating under a wide range of local and regional brand /trade names. CRHs strategy is to build leadership positions in regional and local markets. This is done by delegating authority to the local managers. So that decisions can be made promptly by those most familiar with local economic conditions, while central support from CRH Group ensures that sustainable growth is gained in line with the Groups strategic goals. Central functions consist of the Board that sets the strategic direction for the Group, and Human Resources, Finance and IT which support the implementation of day-to-day management policy. Finally, CRHs vision can be identified as to focus globally yet manage locally. During a recession, it is important for businesses to look for new ways to maximise performance. One method is to improve efficiency across operations. Another way is to reinvest capital through the use of retained earnings/revenue reserves in its existing facilities. This helps to improve energy and operational efficiency while matching capacity to meet current and future demand. Managing suppliers Individual operating companies generate raw materials in the region in which they operate. Most of these suppliers are based in Europe or North America. Deteriorating demand in these markets needs strict expenditure controls. Managements current aim is on sourcing quality supplies to gain cost reductions and to increase efficiency. Central sourcing functions have been setup in key markets to take advantage of economies of scale and reduce the cost of purchased goods. Managing finances Recession strategies The recent banking crisis made more difficult for companies to obtain finance. Maintaining the business with liquidity and adequate cash flow is very important. However, current market conditions have made it more expensive to get financing for operations, therefore the costs of running a business is expensive and non profitable. Like other companies, CRH is focusing on maximising cash flow from operations and reducing working capital. Budgeting Cost savings Year 2008 indicates major changes in the financial, economic and business climate worldwide. Declining markets led to wide ranging cutbacks across CRHs businesses in the world. The company showed its rate of acquisition and its capital expenditure to improve liquidity and take advantage of possible further reductions in the price of assets. CRH management has also implemented other energy and cost reduction to limit the decrease in profit margins Division-wide procurement strategies and purchasing Company targets at purchasing amterials at lower cost and supply its productions in economies of scale to get the operational efficiency in its operations. Operational Excellence procedures have helped to reduce both labour and equipment costs while eliminating and minimising the waste. Reductions in fixed overhead staffing and other fixed costs have been implemented to maintain a strong balance sheet position. Raising Capital Sources of finance -CRH management undertook a successful rights issue. This allowed existing ordinary shareholders to buy more shares as a way of re-investing back into the business. The funds rose used for further acquisitions challenging industry players. In 2009, despite the very challenging trading backdrop, CRH is operating a healthy cash flow. The Group continues to identify new measures to deal with the evolving trading conditions. CRH believes that its current cash flows, together with the recent rights issue and funds raised through its borrowing facilities, are more than sufficient to meet its expenditure requirements for the foreseeable future. Financial reporting It is essential that IT systems give prompt, consistent and reliable financial reporting from the local operating units to the central Group management. Accurate financial reporting is paramount importance for management especially during difficult economic circumstances. Decisions on budgeting, raising capital and sourcing of finance all rely on accurate financial reporting. Managing people CRH employs 80,000 people in over 3,700 locations, including 35 countries. This staffs is managed through four Divisions. Company is introducing a web-based global talent management system replacing a paper-based system. There is a unique culture of performance and achievement throughout the CRH Group ensuring that, CRH has the capacity to deliver performance excellence despite of critical economic conditions The CRH management team are highly experienced and the development of talented successors is a priority for all managers. Regular formal reviews of management development strategy is done by each relevant Division with guidance and support provided by the Group Human Resources Department. CRH managers come from three very different streams, comprising: Internally developed operating managers who have room to grow in an expanding organisation Highly qualified finance and development professionals business builders with vision and future potential Owner-entrepreneurs who have joined with their companies and provide a vibrant entrepreneurial spirit. This brings forth a healthy mix and depth of skills and a wealth of experience at senior level with many senior leaders having managed through previous economic cycles. This gives them invaluable experience to deal with the current downturn enabling them to prepare for the inevitable upturn of the market. Performance management In CRHs high performance culture particularly during difficult economic times achieving results is difficult. But, CRH has adopted a strong performance management and appraisal process. Employees are given realistic goals and plans in place to achieve them. Performance is driven by appraisal, regular review meetings and self-assessment. Leadership development Management Development Programmes gives leadership training usually to middle or top level managers to assist them in upgrading their skills. These programmes have been updated in response to the changing economic climate. Staffs are encouraged to identify opportunities for business development and increased efficiency. Internal promotion is used to motivate and reward staff. Succession planning CRH places a significant consideration on succession planning. So as to develop future generations of leaders from within the organisation and maintain quality employees at all levels. Staffs are prepared for future roles by involving them with challenging assignments, coaching and formal training. Employees are educated the fact that during difficult economic times they must work within tighter financial constraints to keep operations within budget. CRH Future and Recommendation The process of maintaining superior performance and growth involves continuously investing for the future. The overall picture in 2009 is extremely challenging, having the severe impact of ongoing turmoil in financial markets across the world. There are a number of positives factors which will provide future opportunities for business, for example, Lower energy costs, Interest rate reductions Infrastructure stimulus packages in a number of countries, notably the USA. In this environment, efforts will mainly focus on implementing cost-cutting measures, reducing expenditure and preparing the business for recovery in construction markets. Regional and product diversity cater for smooth outcome of the effects of changing economic conditions and to provide multiple opportunities for growth. Management has responded vigorously to extremely challenging market conditions. All aspects of business need to be analysed and cost reduction and cash generation measures need to be in place to deal with whatever trading circumstances may evolve as the time go on.

Spirit Bound Chapter Eight

AFTER THE BITCHING I'D DONE to Abe about always going to remote, crappy places, I should have been excited about the prospect of going to Sin City. Alas, I had a few reservations about my next epic trip. First of all, somewhere like Las Vegas was the last place I would expect a semi-crazy recluse to be. From the bits and pieces I'd heard, Robert had dropped off the radar and wanted to be alone. A busy, tourist-filled city didn't really fit that description. Second, cities like that were perfect feeding grounds for Strigoi. Crowded. Reckless. Low inhibitions. Very easy for people to disappear–especially when most of them were out at night. Part of me was certain it had to be a trick on Victor's part, but he swore up and down that it was true. So, with no other leads, Las Vegas became our next destination. We didn't have much time to debate the matter anyway, knowing the guardians would be searching Fairbanks for us. Admittedly, Lissa's charms had altered our appearances enough that they wouldn't be looking for people with our descriptions. They knew what Victor looked like, though, so the sooner we were out of Alaska, the better. Unfortunately, we had a slight problem. â€Å"Victor has no ID,† said Eddie. â€Å"We can't take him on a plane.† It was true. All of Victor's possessions had been seized by prison authorities, and in the midst of disabling surveillance and taking out half a dozen guardians, we'd hardly had time to go searching for his personal stuff. Lissa's compulsion was phenomenal, but she was exhausted after wielding so much at the prison. Besides, guardians would likely be watching the airport. Our â€Å"friend† Bud the car rental guy provided the solution. He hadn't been thrilled to see his car returned with all the scratches from Eddie's daredevil driving, but enough cash had finally stopped the human's muttering about â€Å"renting to a bunch of kids.† It was Victor who thought of an alternative plan and suggested it to Bud. â€Å"Is there a private airport nearby? With flights we might charter?† â€Å"Sure,† said Bud. â€Å"But it won't be cheap.† â€Å"It's not an issue,† I said. Bud eyed us askance. â€Å"Did you guys rob a bank or something?† No, but we were packing a lot of currency. Lissa had a trust fund that doled her out monthly money until she was eighteen, as well as a high-limit credit card. I had a credit card of my own, leftover from when I'd sweet-talked Adrian into funding my Russian trip. I'd let go of the rest of my assets, like the huge bank account he'd set up. But, wrong or not, I'd decided to keep one card on hand, just in case of emergency. This was certainly an emergency, so we used the card to pay for part of the private plane's cost. The pilot couldn't take us as far as Las Vegas, but he could take us to Seattle, where he was able to connect us with another pilot he knew who could go the rest of the way. More money. â€Å"And Seattle again,† I mused, just before the plane took off. The little jet's interior had a set of four seats, two on each side facing each other. I sat next to Victor, and Eddie sat across from him. We figured that was the best protective configuration. â€Å"What about Seattle?† asked Eddie, puzzled. â€Å"Never mind.† Little private jets aren't nearly as fast as big commercial ones, and our trip took a large part of the day. During it, I continued asking Victor about his brother's role in Las Vegas and finally got the answer I wanted. Victor would have had to tell us eventually, but I think he'd gotten a sadistic thrill out of prolonging the answer. â€Å"Robert doesn't live in Las Vegas proper,† he explained. â€Å"He has a small house–a cabin, I suppose–out by Red Rock Canyon, miles outside the city.† Ah. Now that was more what I'd expected. Lissa stiffened at the mention of a cabin, and I felt unease through the bond. When Victor had kidnapped her, he'd taken her to a cabin in the woods and tortured her there. I gave her as reassuring a look as I could. It was times like these I wished the bond worked both ways so that I could truly send her comfort. â€Å"So we'll go out there?† Victor snorted. â€Å"Certainly not. Robert values his privacy too much. He wouldn't let strangers come to his home. But he'll come to the city if I ask.† Lissa eyed me. Victor could be setting us up. He had lots of supporters. Now that he's out, he could call them instead of Robert to meet us. I gave her a tiny nod, again wishing I could respond back through the bond. I'd thought of this as well. It was imperative we never leave Victor alone to make unsupervised calls. And actually, this plan to meet in Las Vegas itself made me feel better. For our own safety from Victor's henchmen, it was better to be in the city than out in the middle of nowhere. â€Å"Seeing as I've been so helpful,† said Victor, â€Å"I have the right to know what you want with my brother.† He glanced at Lissa. â€Å"Looking for spirit lessons? You had to have done some excellent investigative work to find out about him.† â€Å"You have no right to know about our plans,† I retorted sharply. â€Å"And seriously? If you're keeping track of who's been the most helpful here, we are totally beating you on the score-card. You've got a ways to go to catch up after what we did at Tarasov.† Victor's only response was a small smile. Some of our flight time took place at night, which meant it was early morning when we landed in Las Vegas. The safety of sunlight. I was surprised to see how crowded the airport was. The private one in Seattle had had a fair amount of planes, but the Fairbanks airport had nearly been deserted. This strip was chock-full of little jets, many of them screaming â€Å"luxury.† I shouldn't have been surprised. Las Vegas was the playground of celebrities and other wealthy people, many of whom probably couldn't lower themselves to fly commercial with ordinary passengers. There were taxis there, sparing us the ordeal of another rental car. But when the driver asked us where we were going, we all stayed silent. I turned to Victor. â€Å"The middle of the city, right? The Strip?† â€Å"Yes,† he agreed. He'd been certain Robert would want to meet strangers somewhere very public. Somewhere he could easily flee. â€Å"The Strip's a big place,† said the driver. â€Å"You got any place in particular or should I just drop you off in the middle of the street?† Silence fell over us. Lissa shot me a meaningful look. â€Å"The Witching Hour?† I considered it. Las Vegas was a favorite place for some Moroi. The bright sun made it less appealing for Strigoi, and the windowless casinos created comfortable, dark atmospheres. The Witching Hour was a hotel and casino we'd all heard of. While it had plenty of human customers, it was actually owned by Moroi, so it had lots of clandestine features to make it a great getaway for vampires. Feeders in back rooms. Special Moroi-only lounges. A fair number of guardians on patrol. Guardians†¦ I shook my head and glanced sideways at Victor. â€Å"We can't take him there.† Of all the hotels in Las Vegas, the Witching Hour was the last we'd want to go to. Victor's escape had to be breaking news all over the Moroi world. Taking him into Vegas's largest concentration of Moroi and guardians was probably the worst thing we could do at this point. In the rearview mirror, the driver's face looked impatient. It was Eddie who finally piped up. â€Å"The Luxor.† He and I were in the backseat, with Victor between us, and I peered over. â€Å"Where did that come from?† â€Å"It puts distance between us and the Witching Hour.† Eddie suddenly looked a little sheepish. â€Å"And I've always wanted to stay there. I mean, if you're coming to Vegas, why not stay in a pyramid?† â€Å"You can't fault that logic,† said Lissa. â€Å"The Luxor it is,† I said to the driver. We rode in silence, all of us–well, except for Victor–staring at the sights in awe. Even in the daytime, the streets of Las Vegas were teeming with people. The young and glamorous walked side by side with older couples from Middle America, who'd probably saved and saved to make this trip. The hotels and casinos we passed were huge, flashy, and inviting. And when we reached the Luxor†¦ yup. It was just like Eddie had said. A hotel shaped like a pyramid. I stared up at it when we got out of the car, trying hard not to let my jaw drop like the starry-eyed tourist I was. I paid the driver and we headed inside. I didn't know how long we'd be staying, but we definitely needed a room as our base of operation. Stepping into the hotel was like being back in the night-clubs in Saint Petersburg and Novosibirsk. Flashing lights and the overwhelming scent of smoke. And noise. Noise, noise, noise. The slot machines beeped and rang, chips fell, people yelled in dismay or delight, and the low thrum of conversation filled the room like humming bees. I grimaced. The stimuli grated on my senses. We passed through the casino's edge to get to the front desk, where the attendant didn't even blink at three teenagers and an old man getting a room together. I had to imagine that around here, they saw it all. Our room was average-size, with two double beds, and somehow we'd lucked out with an amazing view. Lissa stood at the window, entranced by the sights of people and cars on the Strip below, but I jumped straight to business. â€Å"Okay, call him,† I ordered Victor. He'd settled down on one of the beds, hands crossed and expression serene, as though he truly were on vacation. Despite that smug smile, I could see the fatigue etched on his face. Even with his blood refill, the escape and long trip had been exhausting, and the effects of his slowly returning disease were naturally taking a toll on his physical strength. Victor immediately reached for the hotel's phone, but I shook my head. â€Å"Liss, let him use your cell. I want a record of this number.† She gingerly handed the phone over, as though he might contaminate it. He took it and gave me a nigh-angelic look. â€Å"I don't suppose I could have some privacy? It's been so long since Robert and I have talked.† â€Å"No,† I snapped. The harshness in my voice startled even me, and it occurred to me Lissa wasn't the only one suffering from all the spirit used today. Victor gave a small shrug and began dialing. He'd told us on one of the flights that he had Robert's number memorized, and I had to take it on faith that that was who he was calling. I also had to hope Robert's number hadn't changed. Of course, even if Victor hadn't seen his brother in years, Victor had only been imprisoned a short while and had probably kept tabs on Robert beforehand. Tension filled the room as we waited while the phone rang. A moment later, I heard a voice answer through the phone's speaker–though I couldn't make out the exact words. â€Å"Robert,† said Victor pleasantly, â€Å"it's Victor.† This received a frantic response on the other end. I only could hear half of the conversation, but it was intriguing. Victor first had to spend a lot of time convincing Robert that he was out of prison. Apparently, Robert wasn't so removed from Moroi society that he was out of touch with current news. Victor told him that the details would be revealed later and then began making his pitch for Robert to come meet us. It took a long time. I got the feeling that Robert lived in fear and paranoia, which reminded me of Ms. Karp when she'd been in the advanced stages of spirit's insanity. Lissa's gaze stayed fixed on the scene outside the window during the entire call, but her feelings mirrored mine: fear that this could someday be her fate. Or mine as well, if I siphoned away spirit's effects. The image of the Tarasov sign flashed briefly through her mind: WARNING–NOW ENTERING PRISONER AREA (PSYCHIATRIC). Victor's voice turned surprisingly cajoling as he spoke to his brother, gentle even. I was reminded uneasily of the old days, before we'd known about Victor's demented plans for Moroi domination. Back then, he'd treated us kindly too and had practically been a member of Lissa's family. I wondered if at some point he'd been sincere or if it had all been an act. Finally, after almost twenty minutes, Victor convinced Robert to come see us. The unintelligible words on the other end of the phone were filled with anxiety, and at this point, I felt convinced that Victor truly was talking to his crazy brother and not one of his accomplices. Victor set up a dinner meeting at one of the hotel's restaurants and at last disconnected. â€Å"Dinner?† I asked when Victor set the phone down. â€Å"Isn't he worried about being out after dark?† â€Å"It's an early dinner,† Victor replied. â€Å"Four thirty. And the sun won't go down until almost eight.† â€Å"Four thirty?† I asked. â€Å"Good God. Are we getting the senior citizen special?† But he made a good point about the time and sun. Without the safety of Alaska's nearly nonstop summer light, I was starting to feel suffocated by the pressure of sunrise and sunset boundaries, even though it was summer here. Unfortunately, a safe early dinner still meant we had hours to pass. Victor leaned back on the bed, arms behind his head. I think he was attempting an unconcerned air, but my guess was that it was actually exhaustion driving him to seek the bed's comfort. â€Å"Care to try your luck downstairs?† He glanced over at Lissa. â€Å"Spirit users make remarkably good card players. I don't have to tell you how good you are at reading people.† She made no response. â€Å"Nobody's leaving this room,† I said. I didn't like the idea of us all being cooped up here, but I couldn't risk an escape attempt or Strigoi lurking in the casino's dark corners. After showering the dye from her hair, Lissa pulled up a chair by the window. She refused to get any closer to Victor. I sat cross-legged on the second bed, where there was plenty of room for Eddie to sit too, but he remained upright against a wall, in perfect guardian posture as he watched Victor. I had no doubt Eddie could maintain that position for hours, no matter how uncomfortable it got. We'd all been trained to endure harsh conditions. He did a good job at looking stern, but every once in a while, I'd catch him studying Victor curiously. Eddie had stood by me in this act of treason but still didn't know why I'd done it. We'd been there a few hours when someone knocked at the door. I leapt up. Eddie and I mirrored each other, both of us straightening to rigid attention, hands going for our stakes. We'd ordered lunch an hour ago, but room service had long since come and gone. It was too early for Robert, and besides, he didn't know the name our room was under. There was no nausea, though. No Strigoi at our door. I met Eddie's gaze, silent messages passing between us on what to do. But it was Lissa who acted first, rising from her chair and taking a few steps across the room. â€Å"It's Adrian.† â€Å"What?† I exclaimed. â€Å"Are you sure?† She nodded. Spirit users usually only saw auras, but they could sense each other if they were close enough–just as she had at the prison. Still, none of us moved. She gave me a dry look. â€Å"He knows I'm here,† she pointed out. â€Å"He can feel me too.† I sighed, still keeping my hand on my stake, and strode to the door. I squinted through the peephole. Standing there, his expression amused and restless, was Adrian. I could see no one else, and with no indication of Strigoi to be found, I finally opened the door. His face lit with joy when he saw me. Leaning in, he gave me a quick kiss on the cheek before stepping into the room. â€Å"You guys didn't really think you could go off on a party weekend without me, did you? Especially here of all places–â€Å" He froze, and it was one of those rare moments when Adrian Ivashkov was caught totally and completely off guard. â€Å"Did you know,† he said slowly, â€Å"that Victor Dashkov is sitting on your bed?† â€Å"Yeah,† I said. â€Å"It was kind of a shock to us too.† Adrian dragged his gaze from Victor and glanced around the room, noticing Eddie for the first time. Eddie had been standing so still that he practically seemed like part of the furniture. Adrian turned to me. â€Å"What the hell is going on? Everyone is out looking for him!† Lissa's words spoke to me through my bond. You might as well tell him. You know he won't leave now. She was right. I didn't know how Adrian had found us, but now that he had, there was no way he'd go. I glanced hesitantly at Eddie, who guessed my thoughts. â€Å"We'll be fine,† he said. â€Å"Go talk. I won't let anything happen.† And I'm strong enough again that I can compel him if he tries anything, Lissa added. I sighed. â€Å"Okay. We'll be right back.† I took Adrian's arm and led him outside. As soon as we were in the hallway, he started in again. â€Å"Rose, what's–â€Å" I shook my head. In our time here, I'd heard enough noise from other hotel guests in the hall to know that my friends would hear our conversation if we talked out there. Instead, Adrian and I took the elevator and headed downstairs, where the noise of the casino would mask our words. We found a slightly out-of-the-way corner, and Adrian practically pushed me against the wall, his expression dark. His light attitude annoyed me sometimes, but I preferred it to when he was upset, largely because I feared spirit would add an unstable edge. â€Å"You leave me a note saying you're sneaking off for one last party weekend, and instead I find you holed up with one of the most notorious criminals ever? When I left Court, that's all everyone was talking about! Didn't that guy try to kill you?† I answered his question with a question. â€Å"How did you even find us?† â€Å"The credit card,† he said. â€Å"I was waiting for you to use it.† My eyes widened. â€Å"You promised me when I got all those that you wouldn't go snooping!† Since my accounts and cards had come with his help, I'd known he had access to the records but had believed him when he'd said he'd respect my privacy. â€Å"When you were in Russia, I kept that promise. This is different. I kept checking and checking with the company, and as soon as the activity with the charter plane showed up, I called and found out where you were going.† Adrian's arrival here so soon after ours wasn't that unbelievable if he had been monitoring the card. Once he'd had the information he needed, he could have easily booked a flight. A nonstop commercial jet would have made up the time on our slower, multistop trip. â€Å"There was no way I could resist Vegas,† he continued. â€Å"So I thought I'd surprise you and show up to join in the fun.† I'd used my card for the room, I realized, again tipping off our location. No one else was linked to my or Lissa's cards, but the ease with which he'd tracked us made me nervous. â€Å"You shouldn't have done that,† I growled. â€Å"We might be together, but there are boundaries you've got to respect. This is none of your business.† â€Å"It's not like I was reading your diary! I just wanted to find my girlfriend and–† It was a sign of Adrian's distress that his mind was only now beginning to backtrack and put pieces together. â€Å"Oh lord. Rose, please tell me you guys aren't the ones who busted him out? They're all looking for two human girls and a dhampir guy. The descriptions don't match at all†¦Ã¢â‚¬  He groaned. â€Å"But it was you, wasn't it? Somehow, you broke into a maximum-security prison. With Eddie.† â€Å"Must not have been all that secure,† I remarked lightly. â€Å"Rose! This guy has fucked with both of your lives. Why would you free him?† â€Å"Because†¦Ã¢â‚¬  I hesitated. How could I explain this to Adrian? How could I explain that which, by all evidence in our world, was impossible? And how could I explain what goal in particular was driving this? â€Å"Victor has information we need. Or, well, he has access to someone we need. This was the only way we could get it.† â€Å"What on earth could he possibly know to make you do all this?† I swallowed. I walked into prisons and nests of Strigoi, but saying what I did next to Adrian filled me with apprehension. â€Å"Because there might be a way to save Strigoi. To turn them back to the way they were. And Victor†¦ Victor knows someone who might have done this.† Adrian stared at me for several long seconds, and even in the midst of the casino's movement and noise, it was like the world grew still and silent. â€Å"Rose, that's impossible.† â€Å"It might not be.† â€Å"If there was a way to do that, we would know.† â€Å"It involves spirit users. And we only just found out about them.† â€Å"That doesn't mean it's–oh. I see.† His deep green eyes flashed, and this time, they were angry. â€Å"It's him, isn't it? This is your last crazy attempt to get to him. To Dimitri.† â€Å"Not just him,† I said vaguely. â€Å"It could save all Strigoi.† â€Å"I thought this was over!† Adrian exclaimed. His voice was loud enough that a few people at nearby slot machines glanced over. â€Å"You told me it was over. You told me you could move on and be with me.† â€Å"I meant it,† I said, surprised at the desperate note in my voice. â€Å"It's something we only just found out about. We had to try.† â€Å"And what then? What if this stupid fantasy works? You free Dimitri in some miraculous act, and you drop me like that.† He snapped his fingers. â€Å"I don't know,† I said wearily. â€Å"We're just taking this one step at a time. I love being with you. Really. But I can't ignore this.† â€Å"Of course you can't.† He turned his eyes heavenward. â€Å"Dreams, dreams. I walk them; I live them. I delude myself with them. It's a wonder I can spot reality anymore.† The weird sound of his voice made me nervous. I could recognize one of his slightly crazy, spirit-induced lapses. Then, he turned from me with a sigh. â€Å"I need a drink.† Whatever pity I'd felt for him turned to anger. â€Å"Oh, good. That'll fix everything. I'm glad in a world gone mad, you've still got your old standbys.† I flinched at his glare. He didn't do it very often, and when he did, it was a powerful thing. â€Å"What do you expect me to do?† he asked. â€Å"You could†¦ you could†¦Ã¢â‚¬  Oh God. â€Å"Well, now that you're here, you could help us. Plus, this guy we're meeting. He's another spirit user.† Adrian didn't betray his thoughts, but I had a feeling that I had piqued his interest. â€Å"Yeah, that's exactly what I want. To help my girlfriend get her old boyfriend back.† He turned away again, and I heard him mutter, â€Å"I need two drinks.† â€Å"Four thirty,† I called after him. â€Å"We're meeting at four thirty.† There was no response, and Adrian melted into the crowd. I returned to the room in a dark cloud that had to be obvious to everyone. Lissa and Eddie were smart enough not to ask questions, but Victor, of course, had no such reserves. â€Å"What? Mr. Ivashkov isn't joining us? I'd so been looking forward to his company.† â€Å"Shut up,† I said, crossing my arms and leaning against the wall near Eddie. â€Å"Don't speak unless you're spoken to.† The next couple hours dragged by. I was convinced that any minute, Adrian would come back and reluctantly agree to help us. We could use his compulsion if things went bad, even though he couldn't match Lissa. Surely†¦ surely he loved me enough to come to my aid? He wouldn't abandon me? You're an idiot, Rose. It was my own voice that chastised me in my head, not Lissa's. You've given him no reason to help. You just hurt him again and again. Just like you did Mason. When four fifteen came around, Eddie looked over at me. â€Å"Should we stake out a table?† â€Å"Yeah.† I was restless and upset. I didn't want to stay in this room any longer, trapped with dark feelings that wouldn't go away. Victor rose from the bed, stretching as though getting up from a relaxing nap. Still, I could have sworn there was an eager glint hidden in the depths of his eyes. By all accounts, he and his half-brother were close, though I'd seen no indication that Victor displayed love or loyalty to anyone. Who knew? Maybe somewhere there was true affection for Robert. We formed a sort of protective configuration with me in the front, Eddie in the back, and the two Moroi between us. I opened the room's door and came face-to-face with Adrian. His hand was raised as though he'd been about to knock. He arched an eyebrow. â€Å"Oh, hey,† he said. He had the standard laid-back Adrian expression on his face, though his voice was a bit strained. I knew he wasn't happy about any of this. I could see it in the tight set of his jaw and agitation in his eyes. Nonetheless, he was putting on a good front for the others, for which I was grateful. Most importantly, he'd come back. That was what mattered, and I could ignore the scent of alcohol and smoke wreathing him. â€Å"So†¦ I hear there's some party going on. Mind if I join you?† I gave him a weak, grateful smile. â€Å"Come on.† Our group now up to five, we headed down the hall toward the elevator. â€Å"I was cleaning up at poker, you know,† Adrian added. â€Å"So this better be good.† â€Å"I don't know if it'll be good,† I mused. The elevator doors opened. â€Å"But I think it'll be memorable.† We stepped inside, off to see Robert Doru. And what might be Dimitri's only salvation.

Knowledge Management Importance In Organisations Commerce Essay

In today competitory environment, the cognition direction is significantly become more importance in many administrations. Harmonizing to Chaffey ( 2007, p.486 ) define that cognition direction is the direction of activities and procedures for leveraging cognition to heighten fight through better usage and creative activity of single and corporate cognition resources. Knowledge can be divided into two different types which is expressed cognition and tacit cognition. Therefore, cognition is an of import resource in nowadays modern administration. Consequently, the beginning of cognition is uniqueness and hard imitate by the rivals.Industry analysisIn this age of globalization, cognition acquisition has become the critical agencies for acquisition competitory advantageIn this age of globalization cognitionacquisition has become the critical agencies for deriving competitory advantage, and assuch acquisition has become a important component of cognition acquisition, application andcreative activity ( Longworth and Davies, 1996 ) . The widespread proliferation of cyberspaceengineerings and applications provides unbelievable chances for the bringing ofinstruction and preparation, and with quickly increasing internet use e-learning has nowgo a portable and flexible new method for scholars to derive indispensable cognition ( ching, Lee, factors influence the acceptance of e-learning system )The forces of engineering, globalization and emerging cognitio n economic system are making a revolution that is coercing administrations to seek for new ways like implement cognition direction at the administration in order to vie with the rival. 2 ) Current usage of cognition direction in the Higher instruction industry Nowadays, higher instruction is face challenges in the competitory environment. Therefore, utilizing cognition direction techniques and engineerings in the higher instruction is critical because higher instruction is in the corporate sector. If the higher instruction can implement knowledge direction efficaciously, it can take to better decision-making capablenesss, better faculty members and administrative services, reduced cost and others. ( Kidwell, Linde and Johnson, 2000, p.31 ) Consequently, cognition direction is one of the good direction tools in today ‘s cognition based society.2.1 ) Knowledge direction in Moscow State University of Economics, Statistics and Informatics ( MESI )Harmonizing to Tikhomirova, Gritsenko and Pechenkin ( 2008, p.16 ) province that Moscow State University of Economics, Statistics and Informatics ( MESI ) is one of the taking research and educational Centres in the field of economic sciences, mathematics, statistic, IT and direction wholly over the Russia and Commonwealth Independent State ( CIS ) states. Furthermore, MESI is founded in 1932 and is an advanced educational and scientific composite, with 50 subdivision constitutions, 117 representatives ‘ offices and more than 200 regional spouses in Russia, CIS and other states. In add-on, MESI besides acknowledged as a leader in the development and execution of the latest preparation methods and advanced engineerings of E-learning. Presents, the higher instruction is recognized to be in the cognition concern and bit by bit more open to market place force per unit areas in a similar manner to other concern all over the universe. ( Rowley, 2000, p.325 ) Thus, many instruction administrations is late begun to recognize the importance of those alterations and besides get down to implement the cognition direction to the administration. For case, based on the Tikhomirova, Gritsenko and Pechenkin ( 2008, p.16 ) province that MESI is one of the instruction administration are have several cognition direction initiatives that the University can put to death like through making cognition direction research centres ; making cognition direction subjects, and implement it in a university course of study ; opening cognition direction larning plans on each degree like certification, unmarried man, maestro and PhD degrees ; implementing cognition direction Initiatives in the University ‘s procedures and forming external c onsultancy services for authorities and private administrations. Consequently, all of these enterprises has undertaken by the MESI. Furthermore, â€Å" MESI ‘s aims are to better coaction with authorities and concern ; want to increase quality, effectivity, efficiency and inventions. In add-on, MESI ‘s ends are want to do the University knowledge resources relevant, transparent, systematic, accessible and useable. Finally, the MESI is wanted to accomplish powerful competitory advantages † . ( Tikhomirova, Gritsenko and Pechenkin, 2008, p.16 )2.1.1 ) Quality direction system ( QMS )Harmonizing to CERCO Working Group on Quality ( 2000, p.7 ) define that Quality Management System ( QMS ) as a managing construction, duties, procedures, processs, and direction resources to implement the rules and action lines needed in order to accomplish the quality aims of an administration. Therefore, Tikhomirova, Gritsenko and Pechenkin ( 2008, p.17 ) province that MESI besides hav e implemented the QMS which is certified in conformity with the ISO 9001:2000. The execution of QMS constructs in this University is affecting leading, procedure, systematic attack, client orientation and others. Therefore, all of this QMS constructs are lays the footing for planned cognition direction enterprises to the University. In add-on, this QMS constructs implement by the University is really a system for demands ‘ designation and fulfillment, addresses the demands of internal and external stakeholders, employers, internal interested parties like module and employees and others. Furthermore, QMS besides support the international demand for research and quality instruction. Consequently, from the QMS construct, it seen the cognition is an of import plus for the MESI to leverage throughout the whole university system ( Tikhomirova, Gritsenko and Pechenkin, 2008, p.17 ) Furthermore, there is holding other cognition direction reenforcing elements embedded in go outing QMS attacks which is the MESI ‘s system of Strategic and Operational Management Planning are back uping the cognition plans all over the strategic program, quality policy and ends. ( Tikhomirova, Gritsenko and Pechenkin,2008, p.17 ) This strategic planning of University can be view in appendix 1. Therefore, through use this strategic planning, the MESI conducts it every six months, both an internal and external rating of its scheme, visions and ends, in conformity with an internal Rules of Procedure. Beside this, it is a self-assessment of each chief procedure and end product. Furthermore, this strategic planning besides is a system for monitoring, reexamining and analysis of demands, sentiments and attitudes of employers and end-user like pupil, alumnus pupil and others. ( Tikhomirova, Gritsenko and Pechenkin, 2008, p.17 ) Consequently, the developed service of selling and monito ring is used for this intent. Thus, based on Davidson and Voss ( 2002, p.149 ) province that cognition is understood to be a strategic resource and system are in topographic point to attest that the administration can calculate its hereafter cognition demands. As a consequence, strategic planning is an of import tool for the University and it can supply benefit to the MESI which have betterment the countries of technological substructure, pupil services, plan bringing, institutional and executive committedness, fiscal wellness, and others.2.1.2 ) the cardinal Realms of Knowledge ManagementHarmonizing to Petrides and Nodine ( 2003, p. 10 ) describe that three core organizational resources in the cognition direction is involve procedures, people and engineerings. Hence, this three constituent can take the administration to utilize and portion information more efficaciously.2.1.2.1 ) Procedure, People, TechnologyHowever, harmonizing to Tikhomirova, Gritsenko and Pechenkin ( 2008, p.18 ) province that MESI operates the university ‘s concern activities and maps by using a procedure theoretical account. This procedure theoretical account can see in appendix 2. Through the diagram from appendix 2, the MESI ‘s procedure theoretical account has an proprietor and chiseled ends. In add-on, every basic procedure are described and translated in the ordinance paperss of MESI. Therefore, this is a cognition sharing in the University because each of the module and employee besides can entree the information through the university corporate portal. Therefore, for each procedure, this will affect the people like staff, clients, spouses and rivals. Furthermore, MESI besides continually undertake reengineering as a effect of feedback and analysis. Therefore, this procedure theoretical account can steer the MESI to implement the cognition direction more effectual. Beside this, from the MESI ‘s procedure theoretical account, it can supply the appropriate cognition direction tools and engineerings to the system. So, this is involve the engineering in the university when implement the cognition direction. Consequently, this is the chief thought of a systematic attack to knowledge direction execution is incorporating the cognition direction rhythm to each concern procedure. Last, the cognition momAppendixsAppendix 1: Strategic Planning of UniversityBeginnings: appendix 1 adapted from Natatya Tikhomirova, Anatoly Gritsenko and Alexander Pechenkin ( 2008, p.18 )Appendix 2: MESI procedure theoretical accountBeginnings: appendix 2 adapted from Natatya Tikhomirova, Anatoly Gritsenko and Alexander Pechenkin ( 2008, p.19 )

The Pardoner Of Chaucer s The Canterbury Tales - 1129 Words

Hypocrisy is a common attribute attributed to many of Chaucer’s religious characters in The Canterbury Tales. They are greedy, drunks, and people without a moral code. In The Pardoner’s Tale this theme is exemplified. The Pardoner is greedy and drunk. Matthew 19:24 (ESV) says, â€Å"Again I tell you, it is easier for a camel to go through the eye of a needle than for a rich person to enter the kingdom of God.† Despite this, the Pardoner’s only goal is to scam as many people as he can with his â€Å"pardoning† of sins. The Pardoner would pretend to have objects blessed by the Vatican and sell them to people as an indulgence for future sins. It is doubtful that any of his objects had even been to Rome. Therefore, when the Pardoner starts his tale, it is one full of hypocrisy and deceit. Arguably, Chaucer’s grievance was not specific to the Pardoner. Rather, Chaucer used this character to make a wider point about the corruption of religion durin g the fourteenth century. During Chaucer’s life, the fourteenth century, it was a common belief that outward physical attribute represents the personal attributes such as one’s moral code and vices. Chaucer’s first description of the Pardoner’s appearance says, â€Å"This pardoner hadde heer as yelow as wex. / But smothe it heeng as dooth a strike of flex; / By ounces henge his lokkes that he hadde[.]† The Pardoner had thin, stringy yellow hair. It was limp on his head and most likely hadn’t been washed in days. The picture painted does not seemShow MoreRelatedChaucer s The Canterbury Tales1064 Words   |  5 PagesGeoffrey Chaucer, The Author of the Canterbury Tales, is known as the Father of English Literature and is one of the greatest English Poets of the Middle Ages. Chaucer was a soldier, a diplomat, a civil servant, and a courtier, enabling him to experience different aspects of each social ranking, which he demonstrated through his poetry. 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