Outsourcing Strategies for Small Businesses MyAssignmenthelp.com

Question: Examine about the Outsourcing Strategies for Small Businesses. Answer: Presentation: Business re-appropriating is whereby a business undertaking chooses to utilize an outsider to do its business activities which would be done in the business condition. Typically, numerous organizations redistribute in light of the fact that they need to lessen their expenses of creation by decreasing the expenses acquired when leading tasks that don't assume an incredible job in keeping it showcase or keeping up its market position. Also, the re-appropriating choice is made by the size of the business just as the assets accessible for the business to use in its creation (Sonfield, 2014). Along these lines, the business needs to choose what benefits it is likely going to get from the re-appropriating. Aside from setting aside expenses or cash, a few organizations additionally have the goal of sparing time and assets that are accessible for use. For the most part, redistributing is an action that is completed by the vast majority of the data innovation organizations or different ventur es that frequently use data innovation to direct their business activities. Regardless of the way that it is valuable for organizations to redistribute, the action despite everything conveys a few difficulties and detriments that prove to be useful. Thusly, this examination is unquestionably going to talk about the preferences and disservices of business redistributing. There are various sorts of re-appropriating forms which are: the back office re-appropriating and the front office re-appropriating. The back office re-appropriating offers the business a chance to control and oversee errands like data or information entering, preparing of the client installments, directing overviews, bookkeeping backing to give some examples of them (Awino et al, 2014). In this way, it by and large includes doing of exercises, for example, charging, buying and business tasks the board. The front office exercises incorporate completing client reactions for example through the telephone, messaging, text informing, fax, web-based social networking reactions among different sorts of specialized techniques. Along these lines, it fundamentally manages the administrations that respect clients connections and client relations; for example promoting and specialized help viewpoints. Purposes behind Business Outsourcing Similarly as referenced before, various organizations choose to re-appropriate in light of certain different reasons. The absolute most basic explanations behind re-appropriating incorporate the accompanying: Want to spare creation costs through any methods conceivable, particularly in respect with overhead and work costs Want to spare time particularly the outside business tasks To accomplish the goal of proficiency improvement To have the option to increment and improve its creation rates and levels To have the option to get an opportunity to concentrate and focus on its principle items or administrations just as its primary capacities as a business in that industry. Similarly as referenced before, business redistributing is a significant action or practice for certain organizations. It is a business procedure that is equipped for helping a businesss capacities, procedures, tasks and choice to be utilized by different organizations. This implies they two gatherings need to make a concurrence with conditions and rules to cling to. In any case, re-appropriating is an extraordinary thought for certain organizations, it has its favorable circumstances and impediments also simply like some other business procedure (Mugurusi et al, 2013). The greater part of these points of interest and disservices identify with four of the principle business activities which are: the bookkeeping tasks, Sales, advertising and the human asset activities. Subsequently, coming up next are a portion of the points of interest and hindrances. A few organizations re-appropriate to diminish the expense of completing a few tasks. Along these lines, when a business redistributes, there is a high of it diminishing the expense of item or administration creation. This is just on the grounds that there will be less work costs for representative remuneration, spares office space and office costs, spares a lot of cash that would be utilized to provide food for the workers and some other gear or material required for their help (Whitley et al, 2011). In light of this, organizations can utilize the set aside cash to create and grow its tasks in numerous different regions that are increasingly significant. Concentrate On Core Business Operations A business can exist in its market for long just when it is fit for accomplishing an upper hand over its rivals in the market. This is effectively accomplished when a business practices on a specific item or administration for explicit client or piece of the overall industry. Along these lines, to have the option to accomplish this, a few organizations like to re-appropriate so they can have more opportunity to concentrate on their aptitude and center business activities. At the point when business doesn't re-appropriate, the odds of its fixation and center being coordinated towards another business or capacity is exceptionally high. Along these lines, through re-appropriating, they can practice on their center activity which prompts more achievement and better target accomplishment. Numerous enormous business are isolated into various offices or division that are answerable for explicit obligations and duties. Nonetheless, other hierarchical offices require mastery, ability and experience to be effective. A portion of these offices or perspectives include: promoting division, bookkeeping office, deals office and the human asset offices. These are probably the most imperative and touchy branches of any business association (Lacity et al, 2013). Along these lines their should be overseen and control by proficient faculty so they can give the necessary outcomes or they can be successful. In this manner, a business that redistributes for these or any of these divisions will positively expand the nature of its item or administration. For example, a few organizations may come up short on the assets to enlist an individual HR supervisory group. Accordingly, it gets simpler for the business to work intimately with an enrolling organization who are fit for helping the bu siness in recruiting of the representatives. The business ought to along these lines guarantee that the organization is qualified and has the experience of recruiting for the places that it needs. Be that as it may, for this situation the business should obviously distinguish and express its necessities, interests and needs from the competitors. In this sort of procedure, the office or enlisting association gets paid just when they have finished the recruiting procedure. This is according to the way that the business won't manage the specialist co-ops. By thinking about consumer loyalty, it identifies with the way that the business will have the option to get prepared and experienced staff to work for it. Fundamentally, this is in respect with the workers who will manage clients straightforwardly. In this way, during redistributing process, the business just recruits a merchant who thus gives the duty of managing clients to its representatives. Thusly, in the event that one of the representatives doesn't appear for work, the merchant assume up the liability of supplanting the workers without anyone else. This fundamentally implies the seller is bound to certain help levels and quality. Along these lines, they ought to guarantee that the administrations are over the predefined rates or rather don't go beneath those levels. In this way, with this, the businesss client relations are probably going to improve and their fulfillment will increment too. Thi s is unquestionably a direct result of the high help guidelines, high capabilities, talented, experienced and high skill administration principles being utilized in the creation procedure. Lead To Improved Efficiency Levels Through re-appropriating, organizations persuade a chance to be associated with numerous different organizations. In this way, they can be locked in with a wide range of specific frameworks that are fit for improving its productivity underway. At the point when organizations utilize current innovation and improved inward frameworks to run their tasks, at that point their adequacy and their productivity levels will expand (Potkany et al, 2016). Hence, with redistributing, organizations can learn new thoughts and know new mechanical frameworks that can expand their creation and along these lines improve its efficiency. With the utilization of such frameworks, the business activities become simple and can be completed at a quicker rate. At the point when business take part in re-appropriating process, they can get countless business sellers who can offer them the administration they need. This implies the business is the one that needs to pick whether to recruit the merchant or not. In any case, the business ought to likewise consider the way that the decision ought to be founded on the merchants experience, information, ability and mastery and administration significance to the business activities. All things considered, the business would be certain and clear about whatever assistance it needs and whatever target they are intending to accomplish (Dekker et al, 2016). At the point when organizations re-appropriate, they find the opportunity to pick and be adaptable about what which merchant they need as indicated by its pertinence to the businesss tasks. There are different points of interest that gather to business re-appropriating process, similar to: speed up and administration offering, simple access to present day and trend setting innovation and specialized help, prompts powerful, productive, fast and precise business detailing particularly with regards to budgetary reports and market investigation reports, encourages business to spare assets that are identified with staffing, representative preparing and worker upkeep. At the point when a business re-appropriates a specific assistance from an alternate business, there might be language obstruction particularly between the client and the representative. Notwithstanding that, the language hindrance can likewise influence the correspondence between different representatives with the redistributed worker. This is likely going to frustrate compelling and effective correspondence in the association which may later prompt business disappointment. For example, in a client

How does Shakespeare make the Balcony Scene and the Death Scene in Romeo Juliet Dramatically Effective Essay Example For Students

How does Shakespeare make the Balcony Scene and the Death Scene in Romeo Juliet Dramatically Effective? Paper Shakespeares celebrated play starts with a Prologue which sets up that this play will be a shocking one, and that the offspring of two families in steady squabble (old resentment), Romeo of the Montague family and Juliet of the Capulet family, will both begin to look all starry eyed at and bite the dust over the span of this play. The Prologue doesn't only put things in place of Romeo and Juliet, it tells the crowd precisely what will occur. The preface lines 6 10: A couple of star-crossd darlings end their life; Entire misadventured melancholy ousts Do with their passing cover their folks hardship. The dreadful entry of their demise markd love, What's more, the duration of their folks rage, The crowd along these lines watches the play with the desire that it must satisfy the terms set in the Prologue. The structure of the play itself is the destiny from which Romeo and Juliet can't get away. There are sure endless topics that will consistently still be important in any old play, things like love/despise/demise/sentiment/desire and torment, there are still families who abhorrence and contend over one another. Families who frequently contend instruct their more youthful age to detest the other family making them quarrel and execute each other in a spirit of meanness and contempt, individuals despite everything settle on dumb decisions throughout everyday life. Sadly Romeo and Juliet shows the terrible side of human fights. These are everything that have been around since everlastingly, so it doesnt matter when it was composed, theyve consistently been here and will keep on being around for whatever length of time that humanity can recall. Profound Human feelings don't modernize contradicted to the things around us like innovation and method of living, so they would be the equivalent in Shakespeares time as they are today. Shakespeares recollections and stories will keep on being told inside the globe theater, which is as yet having inpact on present day life, individuals go to see plays there, even current plays are being utilized in there right now, its an inconceivably well known structure which should keep on representing hundreds additional years. Who knows, possibly Shakespeare even got a portion of his characters feelings from individual encounters? The most evident proof for it despite everything being an incredible bit of composing is that it was mainstream in those days and its clearly famous currently, seeing as there are plays of it occurring each day everywhere throughout the world, if something like this can at present be known following many years it must be outstanding, its additionally a unique little something where even pretty much every youngster in the nation thinks about. On the off chance that you solicit somebody which from Shakespeares plays are most popular the odds are theyre going to state either Romeo Juliet, or Macbeth. A few plays just never get old. Romeo gives off an impression of being a pre-adult, around 15/16 years old perhaps, hes encountering what numerous individuals call Calf-love or in an increasingly current term as Young-love, whereby hes professing to be infatuated and he has all these new sentiments and feelings, yet he has no genuine experience to back him up on the circumstance that hes in. (Being infatuated with Rosaline, at present.) Benrolio instructs him to analyze other ladies however, as he realizes that its simply youthful love, and that theres bounty more fish in the ocean, yet Romeo wont hear him out as hes expectation on getting that one young lady, truth be told, he is frantically endeavoring to be an awesome darling before hes even had the experience. .udd5fc4a9024a27a76f59d05531b5a192 , .udd5fc4a9024a27a76f59d05531b5a192 .postImageUrl , .udd5fc4a9024a27a76f59d05531b5a192 .focused content territory { min-stature: 80px; position: relative; } .udd5fc4a9024a27a76f59d05531b5a192 , .udd5fc4a9024a27a76f59d05531b5a192:hover , .udd5fc4a9024a27a76f59d05531b5a192:visited , .udd5fc4a9024a27a76f59d05531b5a192:active { border:0!important; } .udd5fc4a9024a27a76f59d05531b5a192 .clearfix:after { content: ; show: table; clear: both; } .udd5fc4a9024a27a76f59d05531b5a192 { show: square; progress: foundation shading 250ms; webkit-change: foundation shading 250ms; width: 100%; murkiness: 1; progress: haziness 250ms; webkit-progress: mistiness 250ms; foundation shading: #95A5A6; } .udd5fc4a9024a27a76f59d05531b5a192:active , .udd5fc4a9024a27a76f59d05531b5a192:hover { darkness: 1; progress: obscurity 250ms; webkit-progress: obscurity 250ms; foundation shading: #2C3E50; } .udd5fc4a9024a27a76f59d05531b5a192 .focused content region { width: 100%; position: relative; } .udd5fc4a9024a27a76f59d05531b5a192 .ctaText { outskirt base: 0 strong #fff; shading: #2980B9; text dimension: 16px; textual style weight: intense; edge: 0; cushioning: 0; content improvement: underline; } .udd5fc4a9024a27a76f59d05531b5a192 .postTitle { shading: #FFFFFF; text dimension: 16px; textual style weight: 600; edge: 0; cushioning: 0; width: 100%; } .udd5fc4a9024a27a76f59d05531b5a192 .ctaButton { foundation shading: #7F8C8D!important; shading: #2980B9; fringe: none; fringe sweep: 3px; box-shadow: none; text dimension: 14px; text style weight: striking; line-tallness: 26px; moz-outskirt span: 3px; content adjust: focus; content enrichment: none; content shadow: none; width: 80px; min-stature: 80px; foundation: url(https://artscolumbia.org/wp-content/modules/intelly-related-posts/resources/pictures/straightforward arrow.png)no-rehash; position: supreme; right: 0; top: 0; } .udd5fc4a9024a27a76f59d05531b5a192:hover .ctaButton { foundation shading: #34495E!important; } .udd5fc4a9024a27a76f59d05531b5a192 .focused content { show: table; tallness: 80px; cushioning left: 18px; top: 0; } .udd5fc4a9024a27a76f59d05531b5a192-content { show: table-cell; edge: 0; cushioning: 0; cushioning right: 108px; position: relative; vertical-adjust: center; width: 100%; } .udd5fc4a9024a27a76f59d05531b5a192:after { content: ; show: square; clear: both; } READ: The Blind Man EssayShakespeare makes Romeo a truly reasonable pre-adult character, which adds to the dramatization and tenstion as a result of how practical it sounds, as most senior ages accept that children guarantee to begin to look all starry eyed at individuals when truly they simply figure they do on the grounds that all the feelings are different to them, and they expect its adoration. This is soon after the gathering when Romeo and Juliet initially meet, there was a prompt response and now hes run off to discover her. Be that as it may, delicate! What light through there window breaks. It is the East and Juliet is the Sun. This is an extremely solid reference to how Romeo sees Juliet at that point, how she is the sun and he looks apon her, inspecting how excellent she is, he feels as if she is a mind-blowing deliverer, she will make everything admirably for him, and now he should get her, by attempting to be the ideal sweetheart. Emerge, reasonable sun, and murder the desirous moon Who is as of now wiped out and pale with melancholy Another statement of how she will dispose of the jealous moon, which I believe is a reference to how Juliet will expel all the awful contemplations from his head and all the fiendishness from his life. Shakespeare representations an exceptionally sentimental scene here, utilizing normal symbolism, with Juliet in the twilight, with Romeo discussing her sunlit poseur and her eyes. She discusses how if a Rose passed by another name, it would even now smell as sweet, this, so would Romeo on the off chance that he passed by another name other than a Montague. She proceeds onward from peril of a name to the physical threat, and how if she somehow happened to meet with him again her dads watchmen would most likely slaughter him immediately. Juliet is on edge to seem unassuming, as she becomes flushed a ton. She doesnt need Romeo to believe that she can be allured so effectively, she doesnt need to appear as though a prize easily won, and that hed need to work to get her. Once more, this is depicting a totally conceivable circumstance and a practical Juliet, not a single young lady needs to be seen as simple to get, they need to put on a show, put forth the kid truly put some attempt into getting her. She additionally cuts Romeo off when he begins utilizing once again wonderful language, which again is him making a decent attempt to appear Sweep her of her feet sentimental, a sign that he has no experience when conversing with young ladies about adoration. Romeo: Woman, by there favored moon I pledge, That tips with silver all these organic product tree tops Juliet: O, swear not by the moon, th changeable moon, That month to month changes in her circle sphere, In case that thy love demonstrate similarly factor. After a brief time Romeo at that point drops the exaggerated language and just reveals to her that he trusts its not every one of the a fantasy. There is a clear desire for conduct for Romeo from Juliet, she wont agree to anything short of what she needs/needs. Towards the finish of the scene, there is a slight change in symbolism jargon. Romeo starts to appear to be progressively reasonable and additionally practical, as he is by all accounts only a Schoolboy from Books, he knows numerous anecdotes about adoration yet he has no genuine experience. He starts to drop the complimenting language however Juliet keeps on utilizing language of threat as she despite everything acknowledges how much peril Romeo is in, and she fears for his security, and even life. Juliets symbolism is likewise blooming, and they appear to be significantly more OK with one another than they did previously. What there is to consider, is Shakespeare commending the miracles and sentiments of youthful love? Or on the other hand is he cautioning us about inconspicuous results, similar to that theyll be together for some time and everything will be astonishing, however theres consistently a catch that accompanies something great, as what they have Is a prohibited love, and its fair not intended to be. .ud3366091a59d7888a55bb0e8380b6b9c , .ud3366091a59d7888a55bb0e8380b6b9c .postImageUrl , .ud3366091a59d7888a55bb0e8380b6b9c .focused content region { min-tallness: 80px; position: relative; } .ud3366091a59d7888a55bb0e8380b6b9c , .ud3366091a59d7888a55bb0e8380b6b9c:hover , .ud3366091a59d7888a55bb0e8380b6b9c:visited , .ud3366091a59d7888a55bb0e8380b6b9c:active { border:0!important; } .ud3366091a59d7888a55bb0e8380b6b9c .clearfix:after { content: ; show: table; clear: both; } .ud3366091a59d7888a55bb0e8380b6b9c { show: square; progress: foundation shading 250ms; webkit-change: foundation shading 250ms; width: 100%; murkiness:

Hospitalization for Eating Disorders

Hospitalization for Eating Disorders Eating Disorders Treatment Print Hospitalization for Eating Disorders By Susan Cowden, MS facebook linkedin Susan Cowden is a licensed marriage and family therapist and a member of the Academy for Eating Disorders. Learn about our editorial policy Susan Cowden, MS Medically reviewed by Medically reviewed by Steven Gans, MD on February 08, 2020 Steven Gans, MD is board-certified in psychiatry and is an active supervisor, teacher, and mentor at Massachusetts General Hospital. Learn about our Medical Review Board Steven Gans, MD on February 08, 2020 Rafal Rodzoch / caiaimage / Getty Images More in Eating Disorders Treatment Symptoms Diagnosis Awareness and Prevention Eating disorders?? can be extremely dangerous and  potentially deadly illnesses. People with eating disorders frequently experience medical complications, which can affect all systems of the body. As a result, sometimes people with  eating disorders, including anorexia nervosa and bulimia nervosa, may require treatment in a hospital or residential treatment center (RTC).?? Both inpatient hospitalization and residential treatment centers for eating disorders provide patients with additional support, structure, medical care and monitoring. It may be helpful to understand what will happen in these settings for an eating disorder. Hospitalization for Anorexia and Other Eating Disorders Inpatient hospitalization is the most intensive level of treatment. The main reason for inpatient hospitalization is medical instability.?? As a result, eating disorder patients needing inpatient hospitalization are often admitted to specialized units rather than general psychiatric units where patients with other mental disorders are usually treated. Whenever possible, eating disorder hospitalization should take place in a specialized unit?? for eating disorders versus in a general medical or psychiatric unit. Eating disorders require a unique collaboration between many medical and mental health specialists and general hospital units may not be set up to provide the appropriate care. Because hospitalization is very expensive, it is usually short-term. Many patients only stay at the inpatient level of care until they have been medically stabilized enough to continue treatment at a lower level of care.?? The medical management available at the inpatient level is extremely important. Many patients require monitoring of vitals, intravenous fluids, tube feeding, medication, and laboratory tests. Patients are monitored by round-the-clock nursing staff. The inpatient hospital treatment team will usually consist of physicians, psychiatrists, therapists, dietitians, and nursing staff. It may also include other specialists if needed. Inpatient units are often connected to or affiliated with a full hospital which can provide access to different medical specialists, including cardiologists, neurologists, gastroenterologists, etc. Hospital staff also will provide basic nutrition information and nutritional counseling, and a dietitian will plan meals. If the patient cant eat enough to regain or maintain weight, doctors and other treatment team members may recommend  medical refeeding, which involves inserting a tube through the patients nose down into the stomach. This tube then can carry nutrition directly to the stomach. Medical refeeding is one of the unique services that inpatient hospitalization is able to provide. Another form of support that inpatient hospitalization is able to provide is  supported meals. Staff members will typically supervise all of a patient’s meals to provide support and monitor intake. They will be available before and after meals, to process any urges that patients are experiencing and to support patients during these anxiety-provoking times. Hospitalized patients will also receive counseling with a therapist and an evaluation by a psychiatrist. When Are Eating Disorder Patients Hospitalized? Any time a person is experiencing medical complications due to their eating disorder including but not limited to an unstable heart rate or blood pressure, fainting, or bleeding from vomiting, they should be screened for hospitalization.?? Patients may require hospitalization if they are severely malnourished and/or have lost a great deal of weight and are at risk for  refeeding syndrome. Although hospitalization can be scary, it is also a very necessary component of treatment for many people. If your therapist, physician or dietitian is recommending hospitalization, please go. It may save your life. Choosing not to go to the hospital when needed can be extremely dangerous. Patients may often be transferred to residential treatment or a partial hospitalization program when their vitals are stable, they have resumed some eating on their own with structure, and they have gained some weight.?? They may still require high levels of support and structure, but this can usually be provided at a nonmedical residential treatment center or a partial hospitalization program, which a patient attends during the day, but returns home at night to sleep. Residential Treatment Centers for Anorexia and Other Disorders Residential Treatment Centers?? also house patients 24 hours a day, but these are non-medical facilities that provide housing, meals, and multidisciplinary treatment. Residential treatment is appropriate for patients who are medically stable but need full supervision to address eating disorder symptoms, such as vomiting, excessive exercise, laxative use, and dietary restriction. It can also be appropriate when someone is suicidal (although if there are any imminent concerns for suicide, this is an indication for inpatient hospitalization), if the patient lives far away from treatment providers, if there is a lack of social support, or if there are other complicating medical or psychiatric factors. The goal of residential treatment is to improve physical and psychological health. The average length of stay in a residential treatment center is 80 days.   Patients receive supervised meals. Intensive psychotherapy, or counseling, is usually a routine part of residential treatment. Because patients are at residential treatment centers 24 hours a day, seven days a week, patients may be able to have sessions with  therapists  more frequently than on an outpatient basis. In some centers, they may be able to meet with their individual therapist several times during the week. They will also usually attend group therapy sessions and family therapy sessions.?? Full Continuum of Care for Eating Disorders The full continuum of care for eating disorders includes outpatient care, intensive outpatient programs (IOP), day treatment or partial hospital programs (PHP), residential programs, and inpatient hospitalization. A patient may move in either direction through the varying levels of care based on factors including symptom severity, medical status, motivation, past treatment history, and financial abilities.

All About Social Work Degrees and Careers

The Theory Of Social Contract - 1709 Words

Contractualism, in general, is whether or not an action is deemed ‘right’ or ‘wrong’ can be understood in terms of contracts, and is furthered with the theory of social contract. Additionally, contractualism can be distinguished from Hobbesian contractualism (also known as contractarianism) and Kantian contractualism, whereby the former looks to contracts made by individuals of a society for the sake of personal gain and benefit, while the latter sees to contracts made by individuals of any given society that consider each other and themselves to be free and equal members of State. The theory of the social contract has existed for the longest time, it speaks of an agreement (or agreements) made by the members of any society and community to give up certain individual freedoms for the betterment of that society itself, i.e state protection and security. Firstly in history, power was to reside in the country’s monarch, as it was divinely ordained. Over time, however, there was a need for more justification for where power over the state laid other than just simply being ‘divinely granted or ordained’. Thus, during the Sià ¨cle des Lumià ¨res, England - a country that has for the longest time had a monarch in power (admittedly of which the very same monarch still exists today) entered great political, administrative and constitutional change where England was entering a transformation becoming a modern State. It was during the Sià ¨cle des Lumià ¨res that the idea of socialShow MoreRelatedThe Social Contract Theory1357 Words   |  5 PagesThe social contract theory is the belief that people live in a society with an unwritten and socially accepted contract for a relationship between the people and their government. The people follow certain rules to protect themselves from violence and the like. The governme nt in turn enforces those rules. 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Case Analysis Michael Eisner has More Problems than He Can Face Free Essays

string(128) " of the ten bestselling titles of all time are Disney movies, and most, like Snow White and Cinderella, were paid for long ago\." Eisner’s Mousetrap Disney’s CEO says the company has a lot of varied problems he can fix. But what if the real issue is something he can’t face? By Marc Gunther Reporter Associate Carol Vinzant September 6, 1999 FORTUNE Magazine) – Michael Eisner, the famously hands-on CEO of Walt Disney, is up to his old tricks. Last night he screened a rough cut of Dinosaurs, Disney’s big animated movie for next summer; he loved the story but complained that some jokes were stale. We will write a custom essay sample on Case Analysis: Michael Eisner has More Problems than He Can Face or any similar topic only for you Order Now Today he’s holding a four-hour brainstorming session about Mickey Mouse, looking for ways to keep the 71-year-old rodent relevant. One idea: a skateboarding Mickey. ) Later, he’ll watch Peter Jennings’ newscast on Disney-owned ABC and surf the Internet to see how the company’s Websites stack up. Is this any way to run the world’s most troubled entertainment giant? After all, as Eisner sweats the details, earnings are dropping, top executives are defecting, and Disney stock is plunging like a ride down Splash Mountain. â€Å"Maybe I’m crazy,† Eisner says, â€Å"but I don’t consider this a crisis. I don’t think our problems are in the fabric of our company. And I don’t have my head in the sand. Sitting down for a two-hour interview, he admits mistakes. He says, for instance, that he should have settled former studio chief Jeffrey Katzenberg’s suit against the company earlier to avoid a â€Å"parade of horro rs† (see box). And he concedes that the company has sustained real damage: â€Å"It’s like a train wreck, only nobody got killed. † But Eisner denies that he has lost his touch. â€Å"The criticisms of me and Disney today,† says the 57-year-old chief executive, â€Å"are as shortsighted as were the praises of me and Disney in the high economic times. Sunday nights on ABC, Michael Eisner–celebrated CEO, business magazine cover boy, and author of his own life story–still hosts The Wonderful World of Disney. The rest of the week, life is not so sweet in the Magic Kingdom. Certainly shareholders have reason to feel grumpy, with the stock trading at about 37% below last year’s high. There’s no quick fix in sight either. Tarzan, the $160 million summer blockbuster, won’t have much impact on earnings; the movie cost too much to make and isn’t selling enough T-shirts and toys because the market’s glutted with Star Wars stuff. That’s one of the scary things about today’s Disney: The company has grown so big and its problems are so far-reaching–ranging from the phenomenon of â€Å"age compression† to the explosion of media choices–that they can’t be fixed by a couple of hit movies or TV shows or more Disney stores. The other scary thing is this: Disney seems less able than ever to cope with adversity. That’s because Eisner, for all his creativity and charisma and grand plans, presides over an insular–some say arrogant–corporate culture where decision-making is hierarchical, centralized, and slow. It’s an utter mismatch for the Internet age. â€Å"This isn’t Mickey’s house anymore,† says a former Disney insider. â€Å"It’s a multibillion-dollar company. † Eisner does have a plan. He is cutting costs and reengineering a company that got bloated with success. He’s making overseas growth a top priority. He wants Disney to be an Internet giant, taking on Yahoo and America Online. And, yes, he’ll keep on tweaking theme park rides and screening ABC pilots and driving subordinates up the wall with his meddling, because he fervently believes that if you demand high quality and develop synergy, financial results will follow. The interesting thing about our company,† Eisner says, â€Å"which I think is extremely flattering, is that everybody takes for granted that we make good products. They think, Oh, the Disney cruise ship, they take a wand and a little pixie dust and all of a sudden you revolutionize the cruise industry f rom floating Vegas hotels to romantic ocean liners. There are zoos all over the world, and up comes the Animal Kingdom. Or Tarzan, or the Lion King on Broadway–people say, ‘They have no trouble with the creative thing. Well, it’s the creative thing that turns the company around. † Besides, he declares, a bit impatiently: â€Å"We are the most profitable media company in the world. We’re being buried a little prematurely here. † He’s right about the bottom line. Last year Disney reported revenue of $23 billion, operating income of $4 billion, and net income of $1. 9 billion–its net was far more than that of Time Warner (owner of FORTUNE’s parent), News Corp. , and Viacom combined. For the current fiscal year, which ends Sept. 0, Disney’s revenue is expected to reach $24 billion. But all other key indicators are down, some shockingly so. For the first nine months of fiscal 1999, excluding a one-time gain from an asset sale, Disney reported declines in operating income of 17%, net income of 26%, and earnings per share of 27%. Some Wall Street analysts have cut their fiscal 1999 earnings estimates as many as five times since last summer, and 13 of 25 analysts have a â€Å"hold† on the stock, according to Zacks Investment Research. The company has simply stopped growing, and it isn’t a momentary dip either: Operating income fell slightly last year too, and Disney isn’t expected to match its fiscal 1997 earnings until 2001 at the earliest–a startling comedown for a company that, for a decade after Eisner took over in 1984, delivered annual profit increases of 20% and a return on equity of 20%. Return on equity, a key benchmark that has been sliding ever since Disney’s 1996 merger with Capital Cities/ABC, has slipped below 10%, estimates analyst Laura Martin of Credit Suisse First Boston. Some people have the impression that Disney still is what it was–an animation company that generated great returns on capital,† Martin says. â€Å"But that may be over. † Until recently Disney was propelled by a handful of big ideas that were executed almost flawlessly. First, Disney released its library of beloved animated films on video just as VCRs took off; nine of the ten best selling titles of all time are Disney movies, and most, like Snow White and Cinderella, were paid for long ago. You read "Case Analysis: Michael Eisner has More Problems than He Can Face" in category "Papers" Second, Eisner and Katzenberg revived Disney animation with instant classics like Aladdin and The Lion King, which made big profits at the box office and on video and spawned even bigger ancillary revenues from licensing and merchandising. Third, Disney built more than 700 retail stores in the U. S. , Europe, and Asia. Finally, the company embarked on a vast expansion of Walt Disney World, creating and updating dozens of attractions and building an astonishing 15,000 hotel rooms since 1988. (They called the strategy â€Å"Put the heads in the beds. ) Disney’s market capitalization soared from about $2 billion before the Eisner era to $85 billion at its peak in April 1998. Thanks to the rising stock price, Eisner got fabulously rich too, exercising accumulated stock options that gave him pretax gains of more than $500 million since 1992. He still holds 12. 7 million shares, according to Disney’s latest SEC filings, worth about $330 million at today’s prices. So w hat’s gone wrong? Start with the fact that all the businesses that powered Disney, with the exception of the theme parks, are slumping. Home-video earnings have tumbled, partly because consumers now have shelves filled with Disney animation. Revenues from licensing and merchandising are down, partly because of the economic downturn in Asia, and sales and profits from the Disney Stores have declined because product lines have grown stale. â€Å"How many Mickey Mouse T-shirts can you sell? † asks Christopher Dixon, entertainment industry analyst for Paine Webber. Altogether, Disney’s all-important Creative Content segment, which includes movie and TV production, home video, licensing, merchandising, and the stores, saw its operating income fall from $1. billion in 1997 to $1. 4 billion in 1998; it decreased by another 42% during the first nine months of fiscal 1999. If that were a movie, they’d call it Honey, I Shrunk the Earnings. In Eisner’s view, the problems are unrelated. â€Å"A lot of things happened together to make our earnings slide,† he says. Disney is attacking each concer n, slashing costly production deals in the movie business, releasing fewer live-action movies, resting its classic video titles longer between releases to rekindle demand, and merging overseas distribution forces for film and video. To boost demand for consumer goods, the company will try to coordinate marketing in big retailers such as Wal-Mart. â€Å"We’d like to have a Disney boutique to sell the T-shirt, the lunchbox, the sheets and towels,† says Peter Murphy, Disney’s self-assured 36-year-old head of strategic planning. Suppose, though, that the declining sales of videos and merchandise reflect a more fundamental issue–weakness in the Disney brand. This notion is such heresy inside Disney that everyone, including Eisner, dismisses it out of hand. We have research on our brand in 20 or 30 countries, and we are almost without exception the No. 1 or No. 2 brand,† Eisner says. Disney executives say that if the brand were in trouble, Disney’s theme parks would be suffering along with the rest of the company; as it is, they’re thriving–even the one in France. In the theme parks and resorts segment, revenues and operating income grew by 10% and 13%, respective ly, in 1998, and they’ve grown by 14% and 13% so far this year. â€Å"We have as many kids lining up to see Mickey Mouse as ever,† says Paul Pressler, 43, the president of Walt Disney Attractions. And our merchandise has done great. † Disney World has reached beyond its core audience of young families to beckon convention-goers, older people, and â€Å"pre-families,† which is Disney-speak for single people. And it’s capturing more money from visitors who stay in all those new hotels. Sure, Disney’s theme parks rule–it’s parents who decide on family vacations–but the brand isn’t holding up as well in crowded arenas like videogames and cable TV, where kids are more autonomous. Disney’s interactive unit is an also-ran in the booming videogame business. On cable, the Disney Channel ranks a poor third in viewing among kids ages 2 to 11, behind market leader Nickelodeon and the Cartoon Network. Both Nick and Cartoon, relative newcomers to the kids’ business, exploited Disney’s vulnerabilities. â€Å"The Nickelodeon opportunity was to get inside the lives of today’s kids,† says Nickelodeon President Herb Scannell. â€Å"We’ve been contemporary. They’ve been traditional. † While Disney characters are drawn from myths, history, and storybooks–just about every big Disney animated feature could begin with the phrase â€Å"long ago and far away†Ã¢â‚¬â€œNickelodeon’s TV shows and movies tell stories about real kids. Today the Viacom unit captures more than 50% of the audience of all children’s TV programming. When Disney tries to exude a hipper aura–think of the bestselling Phil Collins soundtrack from Tarzan–the company is more likely to speak to baby-boomer parents than to their offspring. Here’s where that idea of â€Å"age compression† comes into play. Kids grow up faster these days, the experts say, and start emulating teenage behavior when they’re 9 or 10. They rebel against their parents and shy away from a â€Å"good for you† brand like Disney. Ten-year-old boys who watch wrestling or South Park on cable and 9-year-old girls who love Ricky Martin think Disney is for little kids. â€Å"They’ve never gotten past the problem that their core audience is girls 2 to 8 and their moms,† says a former Disney executive. And even among young kids, the hot properties lately are Nickelodeon’s Blues Clues, PBS’s Tele-tubbies and Nintendo’s Pokemon, now a hit TV show on the kids’ WB, yet another new kid-vid network. The cluttered kids’ marketplace points to another fundamental problem facing Disney–competition on a scale the company hasn’t faced before, across all its businesses. Warner, Dreamworks, and Fox do feature animation. Universal just opened a second Florida theme park. Fox Sports is taking on ESPN. Can you begin to see why managing Disney today is harder than it was a decade ago? What changed everything, of course, was Eisner’s boldest stroke as CEO: his $19 billion merger with Cap Cities. That deal, cheered at the time, still appears strategically sound–the idea was to marry Disney content with ABC’s broadcast and cable distribution. The problem has been execution. While ESPN and other cable properties have grown, no unit of the company is as besieged as ABC. It will lose money this year for the first time in a decade, despite a fantastic advertising marketplace, because audiences are splintering and programming costs keep climbing. (Disney agreed under competitive pressure to spend $9. 2 billion–that’s right, billion–for NFL rights for ABC and ESPN through 2008. ) Operating income for the company’s broadcasting segment, which includes ABC, its TV stations, 80% of ESPN, the Disney Channel, ABC Radio, and stakes in Lifetime, AE, the History Channel, and E! Entertainment, grew by just 3% last year; it’s down 18% so far this year, mostly because of ABC. I’d be the first to say the results of the ABC television network, particularly in prime time, have been disappointing since the merger,† says Robert A. Iger, 48, the lifelong ABC executive who is chairman of ABC Inc. While Iger’s bailiwick extends way beyond the network, he keeps a close watch on programming and told FORTUNE in 1997, â⠂¬Å"Prime time is my No. 1 priority. † Since then, ABC’s ratings for its 18- to 49-year-old target demographic have fallen by another 13%, leaving the network No. 3, behind NBC and Fox. Oops. Wait, it gets worse. Remember how the merger was supposed to marry content and distribution? That’s not working well either. Owning and broadcasting a hit, then selling the reruns, is the best way to make big money today in television. Just ask Rupert Murdoch, whose Twentieth Century Fox TV studio not only owns the biggest hits on Fox–The Simpsons, The X-Files, and Ally McBeal–but also produces The Practice and Dharma Greg for ABC, as well as key shows for NBC, CBS, and the WB. By contrast, Disney’s Touchstone Television production studio has failed to develop a prime-time hit for ABC or anyone else since creating Home Improvement in 1991. Out of sheer frustration, Eisner last month merged the Touchstone studio into ABC; the idea is to save money and force the two units to cooperate. â€Å"It’s a fantastic opportunity to reengineer the way television is done,† says Lloyd Braun, the studio president who co-chairs the merged unit with ABC’s Stu Bloomberg. Like a movie studio, ABC Entertainment now will develop, own, finance, and distribute more of its own content. The trouble is, the new model could seal ABC off from the rest of the television world. While ABC executives say they’ll still buy shows from studios like Warner Bros. nd Fox, the studios worry about doing business with the new, vertically integrated ABC. â€Å"You’re going to have to demonstrate to me in tangible ways that I’m going to get a fair shake,† says Sandy Grushow, president of Fox’s Twentieth Century Television. The other networks, meanwhile, suspect that any show they get pitched by a Disney en tity will be an ABC reject. Beyond that, the merger adds another layer and the prospect of infighting at ABC Entertainment, now run by a posse that includes newcomer Braun, programmers Bloomberg and Jamie Tarses, network President Pat Fili-Krushel, ABC Inc. resident Steve Bornstein, and Bob Iger, who still reads scripts of key ABC shows on weekends. Nor is Eisner shy about weighing in; he helped shape the fall lineup and ordered ABC to negotiate tougher deals with its affiliates and program suppliers, which are not happy. This management by committee has never worked in television, and it’s not working at Disney-ABC. There is much more at stake here than the unwieldy operation of the TV unit. The new ABC structure is emblematic of what may be Eisner’s thorniest problem, if only because he doesn’t seem to recognize it: It’s Disney’s corporate culture. Under Capital Cities, ABC was run in a determinedly decentralized way; executives were given authority and responsibility as long as they exercised fiscal discipline, and the company was generally well run. The Disney approach reflects different values: centralized control, an obsession with synergy at the expense of individual business units, a suspicion of outsiders, and a muddying of responsibility. The results speak for themselves. Writing about the Disney culture is tricky because knowledgeable critics are unwilling to speak on the record; the company’s just too powerful. But talk to enough people and you hear similar complaints. One persistent theme: Eisner insists on making too many decisions himself, which clogs the decision-making process. So do the roomfuls of strategic planners who analyze everything. A second complaint: Eisner’s too tough. Working with Disney is notoriously difficult, so much so that a group of partners, including Coca-Cola, AT;T, Delta, and Kodak, used to meet informally to trade tips on how to cope. A related point about Eisner: In spite of his affability, he doesn’t really value other people. That’s one reason the death of his longtime second-in-command, Frank Wells, in 1994, was a seminal event. Wells commanded Eisner’s respect like no one else, told him when he was off-base, and deftly softened his edges. They were a great team. Eisner tried to replace him with Michael Ovitz, a crucial error at just the wrong moment. Ovitz’s management got the ABC merger off to a dismal start, and his 16-month tenure scarred the company. Since then, strong executives have left, among them former CFOs Stephen Bollenbach and Richard Nanula, Internet guru Jake Winebaum, and former ABC executives Geraldine Laybourne and Steve Burke. Finally, the critics say, the company has simply grown too big to be run from the top down. Eisner’s approach worked for the old Disney, where the focus was on a single brand; he could gather a cadre of executives at his Monday lunches and get things done. Now Disney must manage multiple brands in a world where speed counts and partnerships are vital. A respected ex-Disney executive told me, â€Å"The company has changed and the world has changed, but Michael hasn’t changed. Now he’s got to change. † Eisner and his lieutenants bristle at the criticism from unnamed sources, and you can’t blame them. Yes, they say, Disney is tough, but so are GE and Microsoft–which, by the way, lose lots of executives, too, because they have an abundance of talent. To the charge that he meddles, Eisner pleads guilty with an explanation: He wants Disney to excel. (Even his detractors say he has great instincts. ) When he heard from a friend that the cast members at Disneyland Paris weren’t as helpful as those at Walt Disney World, he recommended better training. â€Å"Is that meddling or is that insisting on a high standard of excellence? † Eisner asks. â€Å"If there’s an area where I think I can add value, I dive in. Yes, at certain times I paralyze people. I’m never satisfied. It gets people crazy, I know that. † But Eisner also says he leaves his best executives, like theme park chief Pressler, alone. â€Å"There’s no brain drain,† he says. â€Å"We have unbelievably strong management. † Eisner’s turnaround strategy focuses not on Disney’s culture but on operations, fiscal engineering, and growth. Consolidation and cost cutting are already under way across the board, with the movie division leading the way. Studio chief Joe Roth has already cut spending by about $550 million annually, by making fewer movies. It focuses everyone much more closely on the films at hand,† Roth says, â€Å"and ironically, I am quite sure that–for the fifth time in six years–we will be No. 1 in market share again this year. † Disney is also looking to sell Fairchild Publications, a magazine company. Sources say Disney also expects to write off a big chunk of the $9. 2 billion NFL deal. In a move that should please Wall Street, CFO Thomas O. Staggs is reworking Disney’s compensation system so that executives will be evaluated on cash flow and return on equity as well as on reported earnings; that’s designed to encourage business units to use capital more efficiently. The theme park segment, in particular, has been a huge consumer of capital, but it will use less after new parks open near Disneyland and Tokyo Disneyland in 2001. Disney’s best growth opportunity probably lies overseas. Right now, the company gets about 21% of its revenues from abroad, less than other global brands like Coca-Cola (63%) or McDonald’s (61%). That’s why Bob Iger’s recent promotion to president of Walt Disney International puts him in a crucial role, spearheading what Eisner calls â€Å"a monumental change in the way the company is structured. Iger has begun to overhaul all of Disney’s operations outside the U. S. , which grew up haphazardly as each business–film, TV, the stores, cable, or theme parks–built foreign outposts that reported back to the home office. Now those businesses will also report to regional executives in charge of continents or key countries; each territory will also get its own CFO and brand manager . That may sound like more Disney layering, but Iger says it offers major advantages. First, the company will save money through consolidation, whether in renting office space or buying advertising. Disney also expects to do a better job of tapping into local trends. Iger cites a revealing example: â€Å"It’s having someone in Japan who would see the Pokemon phenomenon at an early stage and have the clout, really, through me, someone who has a seat at Michael’s table, to be able to raise the consciousness level of the company about that potential quickly and effectively. † Interestingly, the idea is not to delegate authority but to shorten the distance between the rest of the world and Eisner. Eisner’s other major focus is the Internet. Here, too, centralization is the watchword. Last month Disney agreed to combine its Internet assets with Infoseek, a search engine and portal company that it is buying outright; the properties, including the Go portal, ABCNews. com, ESPN. com, Disney. com, Family. com, and others scattered in five locations on both coasts, will operate as a single unit under a CEO to be named later. â€Å"This is to consolidate the Internet assets so that we can have them under common management with one agenda and one vision,† says CFO Staggs, the 38-year-old architect of Disney’s Internet strategy. The company will then issue a tracking stock called go. com that can be used as acquisition currency and a way to compensate talent. Disney’s assets should make it a force online. Its ESPN. com and Disney family sites are category leaders, and the company has unparalleled promotional platforms in ABC and ESPN. In a matter of months, they helped make Go the fifth-ranked portal, behind AOL, Yahoo, Microsoft, and Lycos. And all the Disney Websites should sing when high-speed access makes it easier to watch video online. â€Å"As bandwidth expands,† Eisner says, â€Å"content becomes more important. You must have sports and news and entertainment, or you are going to be a Western Union messenger in a fax world. † He envisions a universe in which ABC News clips, ESPN game highlights, and movies like Aladdin are distributed online, cutting out middlemen like cable operators or Blockbuster Video. â€Å"I believe the entire company’s product will mostly be distributed through the Internet,† Eisner says. He’s a passionate Internet user too, peppering his web guys with suggestions. Says Staggs: â€Å"The only person I get more e-mail from than Michael is my mom. † The strategy sounds smart. Of course, buying ABC sounded smart too. Once again, it’ll come down to execution. Patrick Keane, a Jupiter Communications analyst, likes Disney’s web assets but worries that â€Å"diversified media companies move at glacial speed when it comes to the Internet. † Disney can’t be as focused on new media as people at AOL and Yahoo are every day. And the straitlaced Mouseketeers will have to learn to live in an unbuttoned Internet culture, says new-media consultant Gary Arlen of Bethesda, Md. â€Å"Have you ever been to Disney World? † he asks. â€Å"You walk out of a ride and land in a place that sells souvenirs. They’d like to manage the Internet that way. Even with perfect execution, Disney’s Internet investments need time to pay off; in the meantime, they’ll dilute earnings. Time is what Eisner needs too. Time for the cable and phone companies to help make his broadband Internet vision a reality. Time to build overseas. Time for DVD to take hold and provide another c hance to resell the library. Time to create the next Tarzan and a hit for ABC, time for new theme parks to open, time to reinvent Mickey once more. Time, perhaps, to appoint a strong second-in-command with clout, whether it’s Bob Iger or Paul Pressler or a dark horse who has yet to emerge. Because he enjoys the support of the Disney board, Eisner can be patient. â€Å"We’re in a transition period,† he says. â€Å"I would rather have every quarter be up. It was for 13 years. Everybody loves you. [But] you can’t manage a company like ours quarter to quarter, maniacally, so that the media will write good things about you. † He likes to quote Warren Buffett, whose Berkshire Hathaway, at last count, owned 51 million Disney shares: â€Å"I close my eyes and think about what a company’s going to look like in ten years before I invest. Paine Webber’s Chris Dixon says Disney’s assets are top-notch: â€Å"It may take time, but we believe the values are there. † Other investors won’t wait. They note that despite the earnings downturn, Disney is still priced as a growth stock; it trades at about 35 times this year’s projected earnings, a 25% premium to the S;P 500. The Capital Research ; Management Group, whose entertainment industry investments are managed by respected media analyst Gordon Crawford, used to be Disney’s largest institutional shareholder, with 41 million shares as recently as last year. Crawford has sold them all. So be it, says Eisner. â€Å"You can always tell your friends through the rough times,† he says. He still gets to go to the movies, test-drive theme park rides, surf the Net, and call it work. And maybe it’s just his turn to suffer in the media doghouse. After all, CEOs Gerald Levin of Time Warner and Sumner Redstone of Viacom fell out of favor when they struggled to get their arms around companies engorged by big acquisitions. Such mergers aren’t easy. The challenge for Eisner is to learn from experience, show a little humility, seize the opportunity to shake up his company, and, perhaps, change his own stripes and let go a little. That’s a lot to ask of anyone who’s been as successful as he has for so long. But this isn’t the old Disney. And the old Disney magic just isn’t working anymore. REPORTER ASSOCIATE Carol Vinzant http://money. cnn. com/magazines/fortune/fortune_archive/1999/09/06/265291/index. htm How to cite Case Analysis: Michael Eisner has More Problems than He Can Face, Papers

In the Time of the Butterflies Patria free essay sample

Death is a word associated with loss, grief and sadness, but in the novel In the Time of the Butterflies we see death in a whole new perspective; martyrdom. Strong, independent, caring, honest, and having firm beliefs are all characteristics we see in a martyr especially in Patria. In the novel we explore the wonders of Julia Alvarez’s writing and get to witness Patria as a martyr and an individual who fought for the right of women against a dictator: Trujillo. As an individual, Patria’s personality can be best characterized as someone who firmly sticks to their beliefs and has faith in everything and everyone. Patria’s drive to become someone notable after dealing with misfortune after misfortune makes Patria the strongest sister to die in In the Time of the Butterflies. Patria’s personality can be better explained through this quote; â€Å"From the [beginning] I felt it snug in my heart, the pearl of great price. No one had to tell me to believe in god or to love everything that lives I did automatically like a shoot inching its way towards the light† (Alvarez 44). Patria’s faith and belief in everything that [lives] makes her come off as being naive and blinded by her faith; because she believes god can do no wrong in the world along with Trujillo. Patria’s caring nature for the people surrounding her shows a great deal of strength and confidence within herself, but even when she was born Patria â€Å"lowered her arms the way you fold in a captive birds wings so it doesn’t hurt itself trying to fly† (Alvarez 44). This particular quote shows that [anyone] can have all the confidence in the world, but it’s what you do with that confidence that makes a difference. In this case when Patria lowers her arms back down (Alvarez 44) she is showing wavers in her strength; in spite of this protective move, Patria is still a strong person; Patria wouldn’t be the person she is without the strength she had to keep building up following devastating tragedies. Even though Patria has a strong belief in god and Trujillo her faith is sometimes tested, because of others experiences with god and Trujillo. â€Å"The moment I understood her hatred, my family had not been personally hurt by Trujillo just as before losing my baby. Jesus had not taken anything away from me. There was the Perozos, not a man left in that family and Martinez Reyna and his wife murdered in their bed and thousands of Haitians murdered at the border. Making the river they say still red. I had heard but not believed. How could our all loving father let us suffer? I looked up challenging him and the two faces merged† (Alvarez 53). Patria is exposed to the truth that Trujillo was not the god-like entity she perceived him to be. In Patria’s mind there is no separation between god and Trujillo; they are one. Patria is finally coming face to face with the problems within the Dominican Republic. This revelation foreshadows how Patria will become involved with the regime and what part she might play. An ordinary person can be considered a martyr, but Patria Mirabal is anything, but an ordinary person. She is a fighter who is willing to risk anything and everything to make even the smallest of difference in the world. Martin Luther King Jr. , Abraham Lincoln, and Gandhi are all symbols of what a martyr is; someone who dies for a greater cause, because of their beliefs. In the novel In the Time of the Butterflies Patria is the ultimate martyr, because of whom she is as a person and in which the way she died. â€Å"Coming down the mountain I was a changed woman. I may have worn the same sweet face, but now I was crying not just my child but that dead boy as well. My stillborn of thirteen years ago, my murdered son of a few hours ago I cried all the way down that mountain. I looked out the spider-webbed window of that bullet-riddled car at brothers, sisters, sons, daughters, one and all, my human family. Then I tried looking up at our Father, but I couldn’t see His Face for the dark smoke hiding the tops of those mountains. I made myself pray so I wouldn’t cry. But my prayers sounded more like I was trying to pick a fight. I’m not going to sit back and watch my babies die, Lord, even if that’s what you in your great wisdom decides† (Alvarez 162). Witnessing a death to such a young child can change a person in many ways and when Patria watches the young boy get shot down, something inside her is triggered. Faith is a key factor in this novel and comes into play when Patria realizes that she’s â€Å"Not going to sit back and watch my [babies] die, lord even if that’s what you and your great wisdom decides† (Alvarez 162). Patria is willing to go against everything she believes is right to protect the people of the Dominican Republic, because there is no greater family then the one you’ve suffered with and thrived with. Patria is fighting with every ounce of strength she has to make right what Trujillo has failed to do as their Dictator. â€Å"The minute I walked into that room, I knew something had changed in the way the lord Jesus would be among us. No longer was there the liturgical chatter of how San Zenon had made the day sunny for a granddaughters wedding or how Santa Lucia had cured the cow’s pink-eye. That room was silent with the fury of avenging angels sharpening their radiance before they strike† (Alvarez 163). Entering the room Patria is almost hesitant, she wants to do what’s right for herself and the society, but once she joins the regime her [faith] will seem even to her non-existent. Patria is in disbelief at what is unraveling before her. â€Å"I couldn’t believe this was the same Padre de Jesus who several months back hadn’t known his faith from his fear! But then again, here in that little room was the same Patria Mercedes who wouldn’t have hurt a butterfly, shouting, ‘Amen to the revolution. † (Alvarez 163-164). People can change for the better or for the worse; Patria realizes this as she watches angry men and women ready to fight even at the cost of death. She finally understands that the people that where silenced by fear had endured enough, and what shock’s her even more isn’t the fact that they are going against their once beloved god, it’s that here she was saying â€Å"Amen to the revolution† (Alvarez 164) standing before her sisters proud to say she is a part of something that can make the Dominican Republic a better place for her [family]. This is Patria’s martyrdom to leave this world the way she had entered with; pride, strength, confidence, and faith not just in god anymore, faith within herself that she made a change in the Dominican Republic. People may mourn the loss of a woman of Patria’s caliber, but her death meant something not just to her family to the world and who can ask for a better reward than that? An ordinary person can be defined as a martyr, but it depends on what your definition of a martyr is. Strong, independent, caring, honest, and having firm beliefs are all characteristics we see in a martyr especially in Patria. A martyr usually has strong faith in beliefs and people. Faith can be defined as having complete trust or confidence in someone or something; a strong belief in God or in the doctrines of a religion, based on spiritual apprehension rather than proof. Early In The Time Of The Butterflies by Julia Alvarez, we witness Patria’s unwavering faith and belief that Trujillo and God are fully trusted and their power in her life is unquestioned, however as the story progresses, the faith Patria has in both Trujillo and God falters. Since the level of faith Patria has wavers and loses strength throughout the story, can we say that Patria’s faith is really everlasting? Yes we can say that faith is everlasting, but we can also say that everlasting faith does not necessarily mean it is a strong faith, it can be weaker. Also in In the Time of the Butterflies by Julia Alvarez, the blind trust Patria placed in God and Trujillo was doubted because she had more evidence that they should not be trusted without question; again does this mean that Patria no longer trusts these two powerful beings? No this just means that her trust had diminished. Strong faith and trust in powerful entities can be everlasting, however the strength does not have to be strong or weak it just has to be present.