Buyer Behavior Essay Example | Topics and Well Written Essays - 750 words

Buyer Behavior - Essay Example Globalization has contributed to the complete transformation of the fashion industry coaxing the fashion magazines to cater to a wider consumer base, and include articles, editorials and fashion insights which are globally competent and relevant. Vogue and Elle, are two of the oldest and most esteemed brands in the world of fashion which have the power to influence societal ideologies through their articles and depiction of women’s fashion. The magazines’ primary goal of catering to the huge female customer base, and their association with known international brands, by way of advertisements and sponsors, have contributed to the creation of a unique brand image. Clothes represent identity and the fashion magazines such as Vogue and Elle bank on their grasp on the industry, to promote their respective products by indulging in aspirational marketing tactics, and endorsing the concept of self-esteem and image of their female consumers (Tungate, 2008; Easey, 2009). Fashion, in contemporary times has assumed greater significance, and has become an inevitable part of our cultural identities. Clothes today are not mere pieces of garment but symbols of one’s self-image, personality, status and values as well (Craik, 2009). Recently there has been a slight shift in the target market segment for fashion magazines, which initially catered to a young female consumer. Due to changing cultural ideologies, the concept of fashion which was invariably associated with youth and beauty, has now begun to accommodate a wider age group, as is apparent from the marketing strategy of Vogue. Beauty and fashion are no longer restricted to age younger age groups. High end magazines such as Vogue for instance, are breaking this cultural conundrum by catering to women... The study of consumer behaviour that is presented in this essay helps the management in establishing a marketing strategies and in marketing their products to the specific target markets identified in the process. As observed in the case of Vogue and Elle magazines, that are used as examples in this essay, the fashion magazines mostly cater to high end fashion conscious female consumers, hence the target market for both the magazines, more or less, comprise of consumers with similar characteristics. The buying behaviour of the consumers is influenced by their perception of self, which is used as a fundamental frame of reference while buying any brand or a product. The final decision to buy a product is influenced by matching this self image with the qualities endorsed by the brand. The premier fashion magazines, have also included innovative marketing tactics, that were described in the essay, such as including intelligently scripted editorial sections, and simultaneously retaining t heir lavish fashion spreads by way of adverts featuring high end lifestyle brands such as perfumes. Almost all the fashion magazines bank on the revenues from advertising as their primary source of cash inflows, their brand positioning and market segmentation strategies, are of key significance to both the fashion stalwarts. In conclusion, the researcher states that Vogue and Elle, have so far successfully stayed afloat in the industry which is growing at a rapid rate, thus indicating their successful marketing strategies.

Chapter 4) Demanding Ethical and Socially Responsible Behavior Assignment

Chapter 4) Demanding Ethical and Socially Responsible Behavior - Assignment Example This negative ethical implication leads to a revenge mission on the part of the affected parties and the whistleblower(s) have to relocate or even at times go into witness protection program to protect them from revenge by wounded corporations and employers. These rewards are ethical because they are just a token of appreciation by the SEC for the ultimate unveiling of the crimes taking place in the corporations and they save the country millions if not billions of dollars as well as prevent the citizens from being defrauded anymore like in the Ponzi schemes. By blowing the whistle, the whistle blower has conducted an honorary thing but may be out of job and not easily get another job. Their life may also be in danger from those who were not happy to be unveiled. The money will therefore cushion their future for a while before they stabilize or even forever depending on how much it

The effectiveness of leadership in organisations

The effectiveness of leadership in organisations Effective SUCCESS, LEADERSHIP and COMMUNICATION is essential for an organisation to function efficient and reach their target goals.Organistion is made up of many system that may affect and influence each other such as polices, individual actions, existing methods and external constraints Success in an organisation depends on individual and how members work in close coordination and harmony. So, in an organisation a clear success, leadership and communication strategies should be satisfying to enhance the participants skill level, productivity, and time management. Leadership development for public sector managers has developed in the past two decades, across the united king and global organisation. (Pederson Hartley, 2008). Managers capability to influence organisation participant through leadership will assist to decide the extent both them as a whole achieve their goal (Hicks gullet, 1981). The most important aspects of leadership are mission, passion, vision, leader, compassion , inspiration, motivation and commitment. A good leader in an organisation should know when a given function is necessary (Adair, 2009). Effective Communication helps to show performance feedback, influencing others, handle peoples angry and to meet up with emotional undercurrents of conservations in an organisation. Communicating to an angry individual is major problem of firms and managers face in an organisation. (Gordon, 2004) However, this critical review discussed the management of theories of success, leadership and communication in an organisation. Furthermore, illustrates the critical review of Alan Sugars opinions of success, leadership, communication in an organisation. It also helps to illustrate better methods to handle success, leadership, and communication in an organisation and management aspect. MANAGEMENT THEORIES: SUCCESS, LEADERSHIP AND COMMUNCATION 1: SUCCESS: From organisation point of view success can be analysis in four keys to success: Theory, Implementation, Evaluation, Resource/System support. These four keys of success can help give details why policies and programs may or may not accomplish the proposed results in an organisation. Theory: This is essential in order to know how to handle problem in an organisation (Anderson, 2005).According to Anderson, A Theory of Change (TOC) is an instrument to enable develop solution to complex social problems in an organisation. The TOC give details how group of early and intermediate articulates system which will occur and identifies the ways connected to achieving the desired long-term change in organisation. Also Theory of failure arises when a program depend on an invalid theory of operation and when the strategy fail to meet up the organisation certain goal. (Wandersman et al., 2005) IMPLEMENTATION: Accord to (Fixsen et al., 2005 P.5) is known as specified set of designed to put into practice an activity or program of known dimensions. Through implementation system are purposeful and implemented activity helps self-governing team to detect its presence and strength in an organisation. The value of implementation is essential accomplishing good success result.(Durlak and Dupre 2008).Also implementation failure of success is due to lack of inadequate training, inexperienced personnel and lack of recourses.(Dalton et al., 2007) EVALUATION: According to (Rossi et al 2004) describes evaluation as social science activity deals to interpreting, analyzing and communicating information with regards to workings and effectiveness programmes of success in organisation. Through evaluation decisions can carryout to enable continuity, expanding and improvement lead to success. Evaluation helps for effective management, administration and accountability in an organisation. Also Evaluation failure of success it is difficult to measure sensitive change and real effect due to poor designed and poor comparison group.(Wanderman et al., 2005). RESOURCE/SYSTEM SUPPORT: Modernization in organisation involves system support. However, quality host is essential to implement programme and strategy. System support deals with technical assistance and training that lead to success in organisation. Resources deals with successfully implementation of technical resources, fiscal resources, and human resources.(Wanderman et al.,2000). Also, System failure of success is due to absence of institutional support for an involvement while resources failure is due to insufficient facilities, lack of fund and lack of human resources to implement quality policy in organisation.(Sarason, 1982) LEADERSHIP THEORIES: Leadership is one the most essential aspect of management work and important for effective management in an organisation. Also leaders and managers helps people to reach their aims with the maximum application of its potential.(Dixon, 1991, p60-61) Leaders in an organisation are faced with certain challenges in leadership styles and managerial skills. Leadership is feature can be develop and practice. According to (Hicks gullet 1981) all theory of leadership is not certainly as correct but it is obvious that contingency theories are the mainly capable. Leadership is about mission and vision of leaders. Different theories of leadership are: GREAT MEN THEORY OF LEADERSHIP: This is the early stage theory of 19th century by Thomas Carlyle a Scottish. The theory is based on the legendary leaders have to born not made. The theory describes leaders as gallant and they were born with leadership qualities. Also the theory based that great leaders can arise when there is tremendous need. (Bolden et al., 2003). CONTINGENCY THEORY OF LEADERSHIP: Fiedlers Contingency model presumes that individual performance depends on the technique of leadership in terms of task motivation and relationship motivation. (Fiedler 1964).Among all the theories, contingency theory is the only theory that centred its concept on particular variable related to the environment and has significant meaning. Also the theory focuses on situational variables that forecast effective leadership style to fit special problem in an organisation. (Bolden et al., 2003). DEMOCRATIC THEORY LEADERSHIP: This is the type of leadership that incorporate the members of the organisation in decision making and as well suggestion. This type leadership tend to encourage members dedication to the decisions and enhance the quality of decision in an organisation (Hicks gullet 1981) TRANSFORMATIONAL THEORY OF LEADERSHIP: This theory focuses on the relationship between the leader and followers and may also change leader in the moral agent. In this leadership style, the follower and the leader are changed for the better. This motivates and encourage individuals and help the group to perform accurate when is used by the leaders. Transformational leadership is not based simply on power or authority, even though disagreement and power has a role to play in the dynamics of leadership (Burns, 1978). SITUATIONAL THEORY OF LEADERSHIP: This is system where management chose a particular leadership that match a particular situation in an organisation.(Hersey Blanchard 1988)situational leadership recommend that leaders should change their styles of leadership based the maturity of the individual they are leading and aspects of task. The theory is more prescriptive and deals with intuitive appeal. (As cited by Shackleton, 1995) COMMUNICATION THEORIES: Communication theory is sample process that should work easily and efficiently and required to formulate the message clearly; using correct medium that will provide easy feedback the information (chlson et al., 2005 p207).Communication is very essential element of management. Exclusive of communication managers possibly will not accomplish their various tasks in an organisation. Communication deals with an exchange of information system and ideas in an organisation with the environment. Successful communication inside firms is very necessary and helps to connect other parts of management process. Through communications managers can carry out their other roles of controlling, planning and organizing (Dixon, 1991p84-88). Anita cited (project management institute standards committee,1996 ,p103) stated that project communication management deals with the procedure to ensure timely, storage , collection, dissemination, and crucial deposition of project information. Under the theory of communication there is intrapersonal and interpersonal communication. According to (Dainton Zelley, 2005) describes intrapersonal communication as communication within ones self, it deals with how individuals analyze others attitudes, behaviour and messages to assign meaning to a given event. (Millar 1978) defined interpersonal communication, as communication between two individuals when they are close in proximity, able to achieve immediate feedback and utilize multiple senses cited by (Dainton Zelley, 2005) UNCERTAINTY REDUCTION THEORY OF COMMUNICATION: According to (Dainton Zelley, 2005) cited Berger and Calabrese stated that uncertainty reduction theory explain and predict when, why and how individual use communication to minimize their doubts when interacting with one another. This is guided by three principles that states that (a) retain that the primary goal of communication is to minimize uncertainties that individuals have about the world and habitants (b) the suggest that individuals acknowledge uncertainty constantly and the acknowledge of uncertainty is an unpleasant one.(c) recommend communication as the primary medium for reducing uncertainty. This type of communication belongs to intrapersonal communication. EXPECTANCY VIOLATION THEORY: According to (Dainton Zelley, 2005) cited Burgoon stated that expectancy violation theory describes individuals attribute to the violation of personal space and also nonverbal of violations of physical space. Expectancy deals with people anticipation of what will happen on particular situation and based on idea of social norms. This type of communication theory belongs to intrapersonal communication. POLITENESS THEORY OF COMMUNICATION: According to (Dainton zelley, 2005) cited Brown and Levinson stated that politeness theory simplifies how we manage our own and other individuals identities through interaction, by applying politeness strategies. This theory determines WHY, WHEN and how interpersonal interaction is constructed through or from absence of politeness. This type of communication belongs to interpersonal communication. SOCIAL EXCHANGE THEORY OF COMMUNICATION: According to (Dainton zelley, 2005) describes this theory as a broad approach used to explain and predict relationship maintenance in an organisation. This theory is invented by Thibaut Kelly 1959.Social Exchange Theory simplifies when and why individuals constant develop some personal relationships while ending others. With regards to the name of theory suggests, an exchange approach to social relationships is much like an economy based on the comparison of costs and rewards. This theory belongs to interpersonal theory of communication. SOCIAL PENETRATION THEORY OF COMMUNICATION: According to (Stolar, 2002) describes the theory as communication process of achieving greater degrees of closeness or intimacy with another individual. This theory increases understanding of why and how some relationships become close and other relationships do not. This theory was invented by Irwin Altman and Dalmas Taylor in 1973.This is very significance theory to research on because it gives details why people form the intimate relationships that the do and why and how this process occurs over time. This theory belongs to interpersonal communication theory. RELATIONAL DIALECTICS THEORY OF COMMUNICATION: According to (Montgomery Baxter 1996) describes relational dialectics theory as pattern of thinking about human relationships that is highly influenced by dialogic thinking. From the point of view of relational dialectics theory, a social life exists in and through peoples communicative practices, by which individual gives voice to multiple opposing tendencies.(baxter Montgomery 1996). This belongs to interpersonal communication theory. 1: (a) CRITICAL REVIEW ON ALAN SUGARS OPINIONS ON SUCCESS From Sir Alan Sugar, secrets of success he reviews success as a keep on going process and the understanding towards your weaknesses and strengths, rather than being defensive about them. Also he said, the love of what you are doing is the key to success and recommends persistence in learning what you do, even when the going is tough. He acknowledged hard work and hunger as essential to success. Also focuses on flexibility and persistence as key to success. Finally, he mentioned willingness to learn, stamina, self-belief and enthusiasm as way of achieving his success in organisation. From my own point of view, in term of flexibility in business, during early days he engaged in many businesses such as making ginger beer, selling to neighbours and business of under developed camera films, selling to school friends. He was the chairman of the Computer Company and major in Tottenham Hotspur Football club. According to (Upton, 1994) flexibility is the capability to change or react with sma ll penalty in time, performance or effort cost. Besides that, (Mensah, 1989) describes flexibility as capability to respond and adapt to changing business condition within and outside organisation. So Sir Alan sugar was the founder Amstrad that stand as Alan Michael trading and later grown to international consumer electronics, telecommunications and Computer Empire. He pointed out rigid approach as a problem to business and recommend flexibility as the best with regards to workplace success. Furthermore, hard work and hunger was the key to secrets of success of Sir Alan because he refuse to give up, no matter how hard things are. From my understanding, dedication and perseverance are very essential to organisation. Most the successful business men have internal locus of control and hard work and ideas. Then, he commented on willingness to learn, this deals with effort and desire toward your goal. Based on his view on enthusiasm, according to (Koch,1994) stated that the most success ful individuals in business are not the most intelligent and success is all about determination, motivated and enthusiastic for cause. So enthusiasm is linked to his success. Finally, He also illustrated self -belief and stamina as essential to success. CRITICAL REVIEW ON ALAN SUGARS OPINIONS ON LEADERSHIP: This critical review shows Sir Alan Sugar ideology of leadership and shows the strengths and weaknesses. Sir Alan describes leader as they tend born not made up and also describes leadership as having personality and charisma qualities. Besides that, for effective leadership you need to be disciplined in self -management and you have to motivate others. However, the ability to delegation in workplace and have the qualities of inspiration. From my understanding, I disagree with Sir Alan and Thomas (founder of Great man theory of leadership) that said leaders are born not made. According to (Adair, 2009) quoted, Field Marshal Lord Slim There is no nobody who cannot improve their powers of leadership by a little thought and practice. The effective level of functioning and stability can change individuals to be a leader. Also (Adair,2009) quoted, that Field Marshal Montgomery, the other ,great British born leader, was equally convinced that leadership could be developed. According to Ada ir, a young lieutenant said that, by training he increased his morale and powers to leader his platoon, and later his company. However, I believe that leadership can be developed by training and also some individual have instincts and qualities of leadership than others. From Sir Alan Sugar critical review he said, that he is great believer in making sure everyone knows what is going on and credit is given when it is due. Judging from above he applied democratic theory of leadership in his management where the employees are involves in decision making and as well suggestion. According to (Hicks Gullet 1981) stated that democratic leadership tend to encourage members dedication to the decisions and enhance the quality of decision in an organisation. (Wilcken, 2010) cited (stone Patterson, 2005) transformational leadership theory deals with progress and development and suggest individual to work together to create greater development of the organisation. Furthermore, Sir Alan acknowl edged delegation and motivation as essential to his leadership style. To be good a leader, is vital to delegate your plan properly and motivate your staffs. According to (Fiedler, 1964) Contingency theory presumes that individual performance depends on the technique of leadership in terms of task motivation and relationship motivation. Dixon (1993) cited Adair, stated that, there are variables in any work situation such as task needs, group needs and individual needs. Obviously Sir Alan Sugar exercises his task needs and group needs efficiently to achieve his business dream. According to (Dixon,1993) delegation is the heart of management process. During Sir Alan days in the company, transport section is taking most of his time; he decided to delegate it to another individual with regards to tackle most important elements. Finally, according to (Shackleton,1995) stated that charisma is essential but not sufficient component of transformational leadership. Most people like, movie star s are charismatic but have no to transformational effects on majority of follower CRITICAL REVIEW ON ALAN SUGARS OPINIONS ON COMMUNCATION: According to Sir Alan sugar point view on communication, he describes communication essential to good leader in a workplace. He further, describes communication to be concise, precise and to the point. Besides that, he focus on facial expression and body language when pass communication. He also commented on, feedback and negotiation skills during communication. Besides through the use of e-mails Sir Alan was able to communicate his staffs. Furthermore, observed persistence and self-belief and power of silence in negotiation during communication. According to Sir Alan Sugar, to communicate well is central well if you are to be a good leader and rise to the in the organisation. This means you must be able to communicate efficiently and quickly in an organisation. (Wilcken, 2010)cited David Collinson that stated relational dialectics theory of communication , as dialectical perspective can facilitate new way of thinking about complex, shifting dynamics of leadership (p1422).However, Si r Alan said ,message need to be concise , precise at the point and this applicable using e-mail to transmit information for businesses. Based on this point, according to (Green, 2006) recent public relations communication practice focuses solely information like features, facts, brief, details to the subject and information content in your message should play a supporting role in your message, and the sum of the message. From above, uncertainty reduction theory of communication deals with when, why, and how individual use communication to minimize their doubts when interacting with one another (Dainton Zelley, 2005) cited Berger and Calabrese. According to Alan sugar, is essential to be watchful of your facial expression and body languages during getting the message across. However, the word communication from Latin point of view communicare means to share together. So communication challenge begins with knowing your audience needs and also you need be receptive and sensitive to ot her individuals body language. Also you to be conscious of signals and actions during transmitting message to audience. According to (Green, 2006) as cited Albert mehrabian (1972) stated the 52 per cent of information about individual from body language, while 35 per cent from their tone of voice and only 7 per cent from the words they use. Beside, in term of feedback, communication transactions are between equals and non equals, so is necessary to take of relative status of partners in the relationship and impacts on the communication (Green, 2006).so, feedback played a good role to Sir Alan management system. Then, negotiation skill is necessary, through this method Sir Alan was able to overcome problems his company and everyday life. CONCLUSION: However, good management depends upon good communication and leadership in an organisation. So, many barriers prevent good communication such as lack of clarity in message, the different background of people and lack of openness to information and suggestions. The communicator should be aware of all these barriers and implication of actions. According to (chelsom et al, 2005 p204) describes communication as critical interaction of individuals to group of people undertaking a variety of activities and most particularly to trying to coordinate their work towards a common objective. Besides, many the leadership theories concentrate almost exclusively upon the leader and follower relationship and give little attention to lateral and upward directed interaction. A quality leadership is one the most essential factors on determining the success and survival of groups and organisations. Leadership is about recognizing a goal and being to influence and motivate individual towards attaining it . Finally, to facilitate success in an organisation, there is need to select numbers potential early successes and work on them to determine the future success. REFERENCE/ BIBLIOGRAPHY Adair J.(2009) Effective leadership .London, Pan MacMillan Ltd. Burns, J. M. (1978), Leadership, Harper and Row, New York, NY,. Bolden, R., Gosling, J., Marturano, A. and Dennison, P.(2003). A review of leadership theory and competency framework.UK Chelsom.J., Payne A., Reavil L.(2005) Management for Engineers, Scientist and Technologists: 2nd ed, England; John Wily Sons Dalton, J., Elias, M., Wandersman, A. (2007).Community psychology: Linking individuals and communities (2nd ed.).Belmont, CA: Wadsworth. Daiton M. Zalley E.(2005 ) Applying Communication Theory For Professional Life. USA, Sage Publication Dixon R. (1991) Management Theory and Practice. England. Calys Ltd (p84-88) Durlak, J. A., DuPre, E. P.(2008). Implementation matters: A review of research on the influence of implementation on program outcomes and the factors affecting implementation. American Journal of Community Psychology, 41, 689-708 Fiedler,F. E. (1964), A Contingency Model of Leadership Effectiveness, in Advances in Experimental Social Psychology, edited, pp. 149-190, New York. Academic Press. Fixsen, D. L., Naoom, S. F., Blase, K. A., Friedman, R. M., Wallace, F. (2005). Implementation research: A synthesis of the literature. Tampa, FL: University of South Florida, Louis de la Parte Florida Mental Health Institute, The National Implementation Research Network. Gordon J. (2004) successful communication skill-building tool.USA, john Wiley sons,Inc p85-86 Green A. (2006) Effective Personal Communication Skills for Public Relations, Britain USA, Kogan page Hicks G. Gullett, C.(1981). Management. 4th ed. Singapore: McGraw -Hill,Inc. p477-500. Koch R.(1994) The Successful Bosss First 100 days. Britain, Pitman publishing Montgomery, B. Baxter,L. (1996). Relating:Dialogues in dialectics. New York: Guilford. Mensah, K.E. (1989), Evaluating information systems projects: a perspective on cost-benefit analysis, Information Systems, Vol. 14 No. 3, pp. 205-17.Available From: [ Accessed 24 November 2010] Rossi, P. , Lipsey, M. , Freeman, H. E. (2004). Evaluation: A systematic approach (7th ed.), Thousand Oaks, CA: Sage. Sarason, S. B.(1982).The culture of the school and the problem of change. Boston: Allyn and Bacon Shackleton V. (1995). Business leadership, London, Routledge. Stolar D. (2002)Social Penetration Theory. Upton, D. (1994), The management of manufacturing flexibility, California Management Review, Vol. 36 No. 2, pp. 72-89.Available From: [ Accessed 24 November 2010] Wandersman, A., Goodman, R. M., Butterfoss, F. D. (2005a). Understanding Coalitions and How They Operate. In M. Minkler(Ed.), Community organizing and community building for health(2nd ed., pp. 292-313). New Brunswick, NJ: Rutgers University Press. Wandersman, A., Imm, P., Chinman, M., Kaftarian, S. (2000). Getting to outcomes: A results-based approach to accountability. Evaluation and program planning, 23, 389-395. Project Management Institute Standards Committee., (1996). A guide to the project management body of knowledge (1996 ed.). North Carolina: PMI Publishing Division. Pederson, D. and Hartley, J. (2008), The changing context for public leadership and management: implications for role and dynamics, International Journal of Public Sector Management, Vol. 21 No. 4, pp. 327-39.

Essay on Exploring Death in Death in Venice -- Death in Venice Essays

Exploring Death in Death in Venice      Ã‚  Ã‚   Death in Venice by Thomas Mann, is a story that deals with mortality on many different levels. There is the obvious physical death by cholera, and the cyclical death in nature: in the beginning it is spring and in the end, autumn. We see a kind of death of the ego in Gustav Aschenbach's dreams. Venice itself is a personification of death, and death is seen as the leitmotif in musical terms. It is also reflected in the idea of the traveler coming to the end of a long fatiguing journey.    It must also be noted there are no women in the story with prominent roles. The hero's wife is long dead and his daughter has been married and gone for many years. Any women in the story are merely in the background, unnamed and colorless-totally insignificant. Mann has purposely left them out because they are life givers, the symbol of fertility and birth. (The only one scene where women have an active role is in the degrading and violently promiscuous dream.) There are definite homosexual overtones evident almost from the moment Aschenbach sees Tadzio-the object of his obsession. By far the most important level of death appears in the crumbling of Aschenbach's life principles: the giving up and letting go of all those ideals that molded his character and had shaped his work and guided every aspect of his entire life. It is a complete handing over of oneself to all that was heretofore anathema to him. The mind, reason, rationality, and all that goes with it: service, dignity, and restraint all buckle and die-all fall in the wake of the onslaught of passion and chaos.    Dreams play a major role in the story, and, throughout the history of literature, sleep has often been consid... ...one can surmise perhaps Aschenbach's shade would then have been rowed across the Styx (in a black gondola), or more possibly he would have followed Tadzio's outwardly pointing finger and joined Poseidon's ranks, plunging "into an immensity of richest expectation" (75) seeking "refuge . . . in the bosom of the simple and vast" [ocean] (31). Gustav thought of the boy as Phaeax, one of the sea god's sons (29). He had seen this godlike creature "with dripping locks . . . emerging from the depths of sea and sky" (33).    What more fitting manner of leaving the earthly fray than by returning to "the birth of form . . . the origin of the gods" (33)? Works Cited Freud, Sigmund. Introductory Lectures on Psychoanalysis. Chps. 9, 14. Funk and Wagnalls New Encyclopedia Vol. 24, p. 388. Mann, Thomas. Death in Venice. 1911. New York: Vintage, 1958.   

Saladin and Jerusalem

Saladin and the Capture of Jerusalem Saladin stands out in Western accounts of the Middle Ages because his beliefs and actions reflected supposedly Christian characteristics: honesty, piety, magnanimity, and chivalry. Unlike many Muslim rulers, he was not cruel to his subordinates; Saladin believed deeply in the Koranic standard that all men are equal before the law. He set a high moral tone; for example, he distributed war proceeds carefully to help maintain discipline in the ranks. As an administrator, Saladin showed great vision. He altered the tax structure in Egypt and elsewhere to conform to Koranic instructions, and he supported higher education. It was his vision—together with luck and military skill—that enabled him to begin a quest for Muslim unification that would bear fruit many years later. Saladin was born in 1138 in Tikrit, Mesopotamia (now modern-day Iraq). His formal name was Salah al-Din Yusuf ibn Ayyub. Salah al-Din was an honorary title that translates as â€Å"Righteousness of Faith. † His father, Ayyub, and his uncle, Shirkuh, were both generals in the army of Zengi, the Muslim leader who captured the County of Edessa from the crusaders in 1144. When Zengi died in 1146, Saladin moved with his father and uncle to Damascus in Syria, the main city of Zengi’s empire. Zengi’s son, Nur-ad-din, had taken over Damascus after his father’s death, and Saladin began work for Nur-ad-din, following in the footsteps of his father and uncle. The Muslim world was rent by religious differences. The Seljuk caliphate, ruled by Nur al-Din, was of the more liberal Sunni sect and had its seat of power in Baghdad. The Fatimid caliphate of Egypt, which had embraced the more orthodox Shict, was a volatile agglomeration with weak rulers. Like a splinter between them was the Latin Kingdom, a Christian stronghold along the eastern Mediterranean coast, ruled by a Frank, Amalric I. Nur al-Din believed that if Amalric were able to join forces with the Byzantine emperor to conquer Egypt, the whole Islamic world would be threatened. The stakes were great: Rich trade routes to the Orient, religious and educational centers, and plentiful agricultural lands could be lost. Saladin, as one of Nur al-Din’s primary advisers, helped plan three Syrian invasions of Egypt between 1164 and 1169 to conquer the Fatimid caliphate. During part of this period, Amalric had a treaty to defend Cairo against Syrian invaders. Saladin’s first command came at Alexandria, where he was in charge of one thousand men under difficult conditions. After a short time back in Damascus, Saladin returned on Nur al-Din’s orders to Egypt after the Fatimid alliance with Amalric broke down. Saladin had solemn uncertainties about returning to Egypt, in part because he distrusted the motives of his powerful uncle Shirkuh, who was leading the return. The political situation there was dangerous and unstable. When Shirkuh suddenly died, however, Saladin was well placed to assume Shirkuh’s place as vizier of Egypt commanding Nur al-Din’s forces there; in this case, he was the compromise candidate among many factions. At the age of 30, Saladin drew strength from Koranic exhortations to fulfill God’s purpose. Saladin, like Nur al-Din, was pious. He kept little money, acting instead as caretaker for the whole Muslim community; the proper function of wealth, he believed, was to further the aims of Islam. Both men saw stable leadership in Egypt as a key to preserving Muslim unity. Still, Nur al-Din was suspicious when Saladin insisted on independence to do this—including lessened payments of tribute. Not only did Saladin have military bases on the Egyptian front, but he also had to fight political battles at his rear. Saladin consolidated power in Egypt by getting rid of Fatimid commanders and substituting loyalists; uprisings continued in the provinces for some years, but finally Fatimid rule was abolished. Now Saladin built up the military and raided nearby areas. His strength was growing just when Ayyub, Nur al-Din, and Amalric died in quick succession. Both Nur al-Din’s and Amalric’s successors were young boys; thus, both kingdoms were weakened. Saladin quickly moved to consolidate the empire under his own rule, citing the need for a unified Islam. He struck quickly at the Frankish Kingdom, taking a string of small towns, but the important town of Aleppo did not fall and remained a refuge for al-Salih. Mosul, too, was a holdout, but with other victories Saladin became Sultan of Syria, succeeding Nur al-Din. The Damascus-Cairo axis was all-important to Saladin as he set out on a jihad to drive the Franks from the region. After 1176, he undertook major public works, religious, and educational projects in Egypt, but at the same time he needed military action to convince his critics that the jihad was not a fraud merely intended to further his personal power. After a serious reverse at the strategic outpost of Ascalon, he quickly returned to the attack. Angered by the Franks’ breaking of a truce, Saladin was successful against them in southern Lebanon, and he consolidated troops from Syria and Egypt in order to destroy the fort at Jacob’s Mill. In capturing Frankish defenses, Saladin often destroyed them so they could not be recaptured. He hoped to win strategic territory in Mesopotamia as a base from which to move against Christian-held Jerusalem, his ultimate target. Saladin was keen to get the war with the Christians underway, but there was one main stumbling block. In 1183, Saladin had signed a treaty with the leader of the Christians, Guy of Lusignan. Saladin being an honorable man, felt bound by the truce, disregarding his desire to start the war. Fortunately for him, and unfortunate for the crusaders, the truce was broken in 1187 by a crusader called Reynald of Chatillon. Reynald attacked a group of Muslims and held them as prisoners of war. Despite being angry at this break in the truce, Saladin felt that he should negotiate with Reynald and keep his side of the truce, instead of attacking the crusader. Foolishly, Reynald refused to meet with Saladin and furthermore refused to release the prisoners after receiving orders from his leader Guy Lusignan. Saladin now had a reason he needed to go to war. On July 1, 1187, Saladin marched his troops to a mountain, the Horn of Hattin. The weather at the current time was extremely hot, and the crusader army that had been sent to defend Jerusalem was hot, exhausted, and dehydrated. Recognizing the crusaders’ distress, Saladin devised a plan to make the crusaders situation worse. He set fire to some nearby dry brush, whose smoke quickly mad it’s was into the crusader camp. On July 4, Saladin attacked and the crusaders were quickly defeated. Christian Jerusalem had suffered an enormous loss at the Battle of Hattin. The army had almost been destroyed and the city’s leader, Guy of Lusignan, was a prisoner of Saladin. Unfortunately, the city’s troubles did not end there. There were shortages of food in the city, since the Battle of Hattin occurred during the harvest. With the area in the enemy’s hands, all crops were lost. All of the refugees who flocked to the city to seek shelter from Saladin’s army made the shortage of food worse. Jerusalem was able to house thirty thousand people, but after the Battle of Hattin, the population doubled to sixty thousand. Most of these people were women and children who had no intentions of fighting against the invading Muslim army. By September 20, 1187, Jerusalem was under siege. Saladin first chose the western side of the city for his beginning attack. The western wall of Jerusalem was heavily fortified by the crusaders, who had built the strong citadel there around the Tower of David. Most of the crusader soldiers that were left in Jerusalem went to this tower to defend the city. While the fighting continued, Saladin looked for a superior position from which to attack the crusaders. He eventually settled outside the northeastern section of the city, between St. Mary’s Postern and Jehoshaphat Gate. Saladin used large wooden catapults to bombard the walls and towers of Jerusalem, weakening the city’s defenses and driving the crusaders away from their positions. Saladin then sent 10,000 archers to shoot at the wall’s defenders, followed by 10,000 horsemen armed with lances and bows in the north to prevent a crusader counterattack. The crusaders tried in vain to drive away the invading army, but once the wall had collapsed the end was in sight. Realizing their cause was hopeless, the city eventually surrendered on October 2, 1187. The Kingdom of Jerusalem was at an end. Two knights and ten soldiers were placed in every street in Jerusalem to keep order during the takeover. When Saladin’s victorious army had secured the city, they understood what the first act was to be completed. The most sacred Islamic monument in Jerusalem was a massive building called Quabbat as-Sakhrah, or Dome of the Rock. As soon as the Muslims entered Jerusalem, they climbed up to the top of the dome and removed the cross, immediately showing that it was the Muslims who were now in charge, not the Christians. Saladin’s troops were tired now and not easily disciplined; the European forces were regrouping for a Third Crusade, led by the dashing Richard I (the Lionhearted) of England. Muslim-held Acre, after a long siege, was finally given up in 1191. Yet the cost was high for the Crusaders, and Richard did not want to be gone too long from England. The final confrontation between Saladin and Richard came in July 1192. After a day of prayer, Saladin and his troops were ready to face the Crusaders as they poised for an attack on Jerusalem. Suddenly, the Crusaders withdrew. Saladin attributed the retreat to divine intervention, but military historians say that Richard had decided to attack Egypt instead. Such an attack, however, was not undertaken. The Third Crusade was over. Saladin retired to Damascus to spend time with his wives and children. In the winter of 1193, he rode out in bad weather to meet a group of pilgrims returning from Mecca. He became ill and died a short while later at age fifty-five, penniless by choice. Saladin’s title, al-Malik al-Nasir, or â€Å"Strong to Save the Faith,† was appropriate in his lifetime. Within a hundred years of his death, however, the many tensions beneath the Muslims’ surface unity split apart what Saladin had accomplished. Today, Saladin is remembered a great war leader who conquered an empire and drove invaders out of his homeland. He is honored as a Muslim hero, a fighter of his faith, who led jihad to recapture the city of Jerusalem and restore Muslim worship there. He is admired for his skills at organizing a vast army, planning battles and ambushes, and inspiring loyalty among his men. He is respected for his love of learning, generous gifts to charity, and personal devotion to religious beliefs. Works Cited Ehrenkreuz, Andrew S. Saladin. Albany: State University of New York, 1972. Print. Geyer, Flora. World History Biographies: Saladin The Warrior Who Defended His People (NG World History Biographies). New York: National Geographic Children's Books, 2006. Print. Gibb, H. A. The Life of Saladin. London: Oxford UP, 1973. Print. Hancock, Lee. Saladin and the Kingdom of Jerusalem The Muslims Recapture the Holy Land in Ad 1187 (The Library of the Middle Ages). New York: Rosen Group, 2003. Print. Hindley, Geoffrey. Saladin. New York: Barnes & Noble Books, 1976. Print. Hodgson, Marshall G. The Venture of Islam. Vol. 2. Chicago: University of Chicago, 1975. Print. The Expansion of Islam in the Middle Period. Lane-Poole, Stanley. Saladin and the Fall of the Kingdom of Jerusalem. New York: G. P. Putnam's Sons, 1898. Print. Newby, P. H. Saladin in His Time. London: Faber and Faber, 1983. Print.

Past and Future Life

Here I am 36 years old and writing a paper on my past, present and future life. In this paper I will present a brief description of a few of my life experiences that I faced growing up. I will also look ahead to the goal I want to accomplish in the future. I grew up in a military family, My father was in the U. S. Army at the Air Force Base in Fayetteville, NC about 2 hours from Jacksonville where he and his family was living. My father and mother met in Jacksonville and from there the rest is history. My earliest childhood memories were growing up between Jacksonville and Georgia. I was the youngest of 2. My dad continued to serve in the Army but for whatever reasons he and my mother decided to divorce. At that point my mother packed me and my sister up and moved back to Georgia to live with her parents for a while. While living there with my grandparents my sister and I never got along she would always do things and blame me for it. I remember one night after eating dinner my sister got up to put her dishes in the sink in the kitchen, so I came in behind her but as I walked up into the kitchen I saw her turning the gas stove on (and you know to use a gas stove you have to light it) she then walked out of the kitchen, so I stayed in there nd washed my dishes up but, before I could finish my mother came in and said that she smelled gas, so I told her that my sister was in here messing with the stove, my mother called my sister in the kitchen to find out what happened and of course my sister sat there and lied and said that I turned the stove on. I then tried to tell my mother that my sister was lying on me but she didn't want to believe anything that I was saying so I got into trouble for something I didn't do. I was never able to tell my side of a story because the first thing my mother would say was shut up because I don't believe a word you are saying. As I got older and into my teenage years I started experiencing things and seeing a lot of things for myself. I started sneaking out to hang out with my friends, I went to parties, sleep overs just so I could get out the house. I wanted to have a boyfriend but my mother told me that I was to young to date. At the age of 16 , I had gotten pregnant I kept it a secret for a very long time, I continued to go to school and work. One day someone called my mother and told her that she may want to take me to the doctor and check to see if I'm pregnant. Well a few days later My stepfather and I was in a car accident and I had to go to the Hospital and et x-rays on my knee because it had gotten busted up in the accident. So when the nurse came in my mother was asked to step out the room and the nurse started giving me a physical and I told her that I believed that I was pregnant and she said well that's funny you say that because your mother wanted me to do a pregnancy test on you. I asked the nurse not to say anything to my mother at that point and the nurse told me that she couldn't do that so I immediately got scared of what was going to happen next. My mother was told the news about me being pregnant and she was not happy at all. I couldn't go back to school because I was unable to walk on my leg from the accident but that really wasn't the real reason it was because my mother didn't want to many other people knowing but they already knew what was going on. Well a few weeks went by and one morning my mother came and woke up it had to be around 3:00am so I got up without any questions my mother , stepfather and I all got into he car and left, I had no idea where we were going so I ended up falling back to sleep until we reached our destination and when we got there my mom asked me â€Å"Do you know where we are? † I aid no so we proceeded to go into the this huge place but once we got in I new what it was from there. It was the abortion clinic in another part of Georgia my mother was getting ready to make me have an abortion and I didn't wan to. Well we went to the back I spoke with the doctor and they had to see how far along I was first before they proceed with the procedure lucky they couldn't perform the procedure because I was to far along in my pregnancy,so then my mother wanted me to have the child and put it up for adoption, she wanted me to give it to one of my step father's brother and his wife but hat fell thru, then she wanted me to have the baby and put his last name the same as hers for insurance purposes at least that's what she told me. I really didn't have a say so when it came to my child, and I had a big problem with that so I went back to work so I can take care of my child. One night I came home from work and before I could get to the steps I could here my baby crying and crying, I walked into the house to see that no one was there to comfort him. I walked through the house to find that my mother was in the bed sound asleep. I was very angry with her at this point so I had to figure a way to et out of that house, so I called and spoke with my oldest sister and we both got in contact with our father and we made plans for him and my uncle to come and rescue us from this mess. I finally turned 18 and my father and uncle came to pick us up from Georgia and brought us to NC I was very glad to be away from that house with my mother. When I got settled in I went back to school and got my high school diploma I was very excited then because I completed the high school and it was time that I find a job so I can continue to take care of my child. I attended the local community college here and eceived my certification as a nursing assistant and from there I went to work for a few nursing homes but then, I got tired of all that hard work for a little bit of pay so I quit working in that field for a while and started doing retail , I enjoyed working in the retail field it was a real learning experience but my passion was still in the health field so I went back to college. In our studies of adult development theory, I was interested to learn about Erikson's theories of psychosocial stages. Erikson believed adolescents †anguish over who they are and how they fit into their social world. (Witt& Mossler 2010, pg. 53). Here I am now with 2 children and working towards my Business degree. It has taken me a really long time to figure out what it was that I really wanted to be doing and where I wanted to be in my life and I have figured it out now. My goal is to finish my business degree and open up my business and then go back to school to obtain my bachelors in healthcare management. I have learned so many things from my childhood growing up, but I can't dwell on the past although sometimes I have to go back in time to relate to the present. Now I have to build a future for me and my hildren so they can see how hard there mother worked and how far I have gotten in life. As our text explains, modeling is an important source of learning (Witt& Mossler,2010) and I also want to set a good examples for my children. My family and friends are very supportive and happy that I have chosen to go back to college and get my degree. With all this support it has helped me to succeed in my courses (chu2010). I believe that you are never to old to go back to school and reach the goals that you have been trying to reach. I think you have to have faith and believe that things will work out.