Hamlet Essay

Act 1- Scene 1 The first entrance of the ghost is made impressive because Marcellus and Bernardo only told Horatio about them seeing the ghost in the two nights before during their watch. Horatio did not believe them â€Å"Horatio says ‘tis but our fantasy and will not let belief take hold of him touching this sight twice seen of us;† (1.1.23-25) What makes the siting of the ghost so important is that the two guard believe it to be the ghost of the dead King Hamlet. When the ghost appears and Horatio asks it to speak the ghost suddenly disappears. In its second exit the ghost returns and again they ask it to speak but as it spreads its arms the cockcrows and the ghost disappears yet again not saying anything. A superstition that is connected with the ghost is that the guards believe that it is the ghost of the dead King that is trying to warn them of some impending misfortune for Denmark. Act 1 – Scene 2 The new King Claudius attempts to justify his marriage to the Queen by giving a speech to his courtiers, explaining his recent marriage to Queen, his brother’s widow and the mother of Prince Hamlet. Claudius says that he mourns his brother but has chosen to balance Denmark’s mourning with the delight of his marriage. â€Å"With mirth in funeral, and dirge in marriage, in equal scale weighing delight and dole, taken to wife.† (1.2.12-14) In his soliloquy Hamlet expresses that he wishes he could die. He wishes that God had not made suicide a sin. He is also thinking about how it is possible for his mother to have move on after two short month that his father has been gone. When the line â€Å"Frailty, thy name is woman† (1.3.146) is spoken he is referring of his mother because just two months ago his father and her husband died and now she has just moved on to his fathers brother because she is weak and will not make it on her own or w ithout a husband and he finds that shaming. Act 1- Scene 3 1.Laertes believes that Hamlets relationship with Ophelia is not true, because someone of his ranking can not love someone like Ophelia because he is too far above her to love her honourably. Since Hamlet is not only responsible for his feelings but also the role that he will one day play as King Laertes believe that it will be impossible for Hamlet to ever marry Ophelia. Before he leaves he tell her to make sure she does not fall in love with him. â€Å"Fear it, Ophelia, fear it, my dear sister, and keep you in the rear of your affections, out of the shot and danger of desire† (1.3.33-35) 2.Polonius has the same opinion of Laertes, and forbids Ophelia to associate with Hamlet anymore. He tells her that Hamlet has deceived her in swearing his love, and that she should see through his false vows â€Å"Affection pooh! You speak like a green girl, unsifted in such perilous circumstances. Do you believe his tenders, as you call them?† (1.3.101-03) Act 1- Scene 4 †¢Horatio, Marcellus, and Hamlet are keeping watch outside the class, while Hamlet tells the two men that the King has been spending his night drinking alcohol and how he believe that he is tarnishing the Danish people. †¢The ghost appears and calls out to Hamlet to follow him. †¢Even though Horatio and Marcellus tell him not to go and consider that the ghost could harm him Hamlet decides to follow the ghost anyways †¢Hamlet does not care if his life is in danger and follow the ghost off into the darkness †¢Horatio believes that Hamlet is now in the hands of God but Marcellus thinks that they should follow Hamlet and try to protect him, so the two set off after Hamlet and the ghost Act 1- Scene 5 In this scene King Hamlet reveals to his son that his death was cause by foul play and it was a murder. â€Å"Murder most foul, as in the best it is, but this most foul, strange and unnatural.† (1.5.27-28) The King then tells Hamlet that is was his very own brother that killed him. Now Hamlet, hear. Tis given out that, sleeping in my orchard, a serpent stung me. So the whole ear of Denmark is by a forged process of my death rankly abused. But know, thou noble youth, the serpent that did sting thy father’s life now wears his crown. (1.5.34-39 The ghost of the King tells Hamlet to â€Å"leave her to heaven† (1.5.86) which means he does not want Hamlet to do anything to his mother because the King realizes that she has been tainted by Claudius.

Blood Promise Chapter Twenty-Four

Avery was a spirit user. â€Å"Oh shit.† I sat back down on the bed, my mind reeling. I'd never seen it coming. Hell, no one had. Avery had made a good show of being an air user. Each Moroi had a very low level of control in each element. She'd just barely done enough with air to make it seem like that was her specialization. No one had questioned her further because honestly, who would have ever expected another spirit user around? And since she was out of school, she had no reason to be tested anymore or forced to demonstrate her ability. No one was there to call her on it. The more I thought about it, the more the little signs were there. The charming personality, the way she could talk people into anything. How many of her interactions were spirit controlled? And was it possible†¦ was it possible that Adrian's attraction had been compulsion on her part? I had no reason to feel happy about that, but†¦ well, I did. More to the point, what did Avery want with Lissa? Avery compelling Adrian into liking her wasn't too out there. He was good-looking and came from an important family. He was the queen's great-nephew, and although family members of the current monarch could never inherit the throne immediately afterward, he'd have a good future, one that would always keep him in the highest circles of society. But Lissa? What was Avery's game there? What did she have to gain? Lissa's behavior all made sense now-the uncharacteristic partying, weird moods, jealousy, fights with Christian†¦ Avery was pushing Lissa over the edge, causing her to make horrible choices. Avery was using some sort of compulsion to spin Lissa out of control, alienating her and putting her life in danger. Why? What did Avery want? It didn't matter. The why wasn't important. The how was, as in how I was going to get out of here and back to my best friend. I looked down at myself, at the delicate silk dress I wore. Suddenly, I hated it. It was a sign of how I'd been, weak and useless. I hastily took it off and ransacked my closet. They'd taken away my jeans and T-shirt, but I'd at least been allowed to keep my hoodie. I put on the green sweater dress, seeing as it was the sturdiest thing I had, feeling moderately more capable. I slipped the hoodie on over it. It hardly made me feel like a badass warrior, but I did feel more competent. Sufficiently dressed for action, I returned to the living room and started that pacing that tended to help me think better-not that I had any reason to believe I was going to come up with new ideas. I'd been trying to for days and days with no luck. Nothing was going to change. â€Å"Damn it!† I yelled, feeling better with the outburst. Angry, I flounced into the desk chair, amazed that I hadn't simply thrown it against the wall in my frustration. The chair wobbled, ever so slightly. Frowning, I stood up and looked at it. Everything else in this place was state-of-the-art. Odd that I'd have a faulty chair. I knelt down and examined it more closely. There, on one of the legs, was a crack near where the leg joined with the seat. I stared. All of the furniture here was industrial strength, with no obvious joints. I should know, seeing how long I'd beat this chair against the wall when I first arrived. I hadn't even dented it. Where had this crack come from? Slamming it over and over had done nothing. But I hadn't been the only one to hit it. That very first day, I'd fought with Dimitri and come after him with the chair. He'd taken it from me and thrown it against the wall. I'd never paid attention to it again, having given up on breaking it. When I'd later tried cracking the window, I'd used an end table because it was heavier. My strength hadn't been able to damage the chair-but his had. I picked up the chair and immediately slammed it into that diamond-hard window, half-hoping I might kill two birds with one stone. Nope. Both remained intact. So I did it again. And again. I lost track of how many times I slammed that chair into the glass. My hands hurt, and I knew despite my recovery, I still wasn't at full strength. It was infuriating. Finally, on what felt like my gazillionth try, I looked at the chair and saw the crack had grown bigger. The progress renewed my will and strength. I hit and hit, ignoring the pain as the wood bit into my hands. At long last, I heard a crack, and the leg broke off. I picked it up and stared in amazement. The break hadn't been clean. It was splintered and sharp. Sharp enough to be a stake? I wasn't sure. But I knew for a fact that wood was hard, and if I used enough force, I might be able to hit a Strigoi's heart. It wouldn't kill one, but the blow would stun. I didn't know if it'd be enough to get me out of here, but it was all I had now. And it was a hell of a lot more than I'd had one hour ago. I sat back on the bed, recovering from my battle with the chair and tossing the makeshift stake back and forth. Okay. I had a weapon now. But what could I do with it? Dimitri's face flashed in my mind's eye. Damn it. There was no question about it. He was the obvious target, the one I'd have to deal with first. The door suddenly clicked open, and I looked up with alarm. Quickly, I shoved the chair into a dark corner as panic raced through me. No, no. I wasn't ready. I hadn't fully convinced myself to stake him. It was Inna. She carried a tray but didn't wear her usual subservient expression. The brief look she gave me was filled with hate. I didn't know what she had to be pissed off about. It wasn't like I'd caused her any damage. Yet. I strode over like I was going to examine the tray. Lifting the lid, I saw a ham sandwich and french fries. It looked good-I hadn't eaten in a while -but the adrenaline running through me had shoved any appetite I might have to the background. I glanced back up at her, smiling sweetly. She shot me daggers. Don't hesitate, Dimitri had always said. I didn't. I jumped at Inna, throwing her so hard against the floor that her head slammed back. She looked dazed, but quickly recovered and tried to fight back. I wasn't drugged up this time-well, not much-and my years of training and natural strength finally showed themselves again. I pressed my body against her, keeping her firmly in place. Then, I produced the stake I'd had concealed and pressed those sharp points against her neck. It was like being back in the days of pinning Strigoi in alleys. She couldn't see that my weapon was a chair leg, but the sharp points got her attention as I dug them into her throat. â€Å"The code,† I said. â€Å"What is the code?† Her only response was a string of obscenities in Russian. Okay, not a surprise, considering she probably didn't understand me. I flipped through the meager Russian-English dictionary in my head. I'd been in the country long enough to pick up some vocabulary. Admittedly, it was equivalent to a two-year-old's, but even they could communicate. â€Å"Numbers,† I said in Russian. â€Å"Door.† At least, that's what I hoped I said. She said more impolite things to me, her expression defiant. It really was the Strigoi interrogation all over. My stake bit harder, drawing blood, and I forcibly restrained myself. I might question whether I had the strength to pierce a Strigoi heart with this, but severing a human's vein? Cake. She faltered a little, apparently realizing the same thing. Again, I attempted my broken Russian. â€Å"Kill you. No Nathan. Never†¦Ã¢â‚¬  What was the word? The church service came back to me, and I hoped I had it right. â€Å"Never eternal life.† It got her attention. Nathan and eternal life. The things most important to her. She bit her lip, still angry, but her tirade had stopped. â€Å"Numbers. Door,† I repeated. I pushed the stake in harder, and she cried out in pain. At last she spoke, rattling off a series of digits. Russian numbers were something I had memorized pretty solidly, at least. They were essential for addresses and phone numbers. She cited seven numbers. â€Å"Again,† I said. I made her say it three times and hoped I had it. But there was more. I was pretty sure the outer door had a different code. â€Å"Numbers. Door. Two.† I felt like a caveman. Inna stared, not quite getting it. â€Å"Door. Two.† Understanding glinted in her eyes, and she looked mad. I think she'd hoped I wouldn't realize the other door had its own code. More cutting with the stake made her scream seven more numbers. Again, I made her repeat them, realizing I had no way to know if she was telling me the truth at least until I tried the numbers. For that reason, I decided to keep her around. I felt guilty about what I did next, but these were desperate times. In guardian training, I'd been taught both to kill and to incapacitate. I did the latter this time, slamming her head back against the floor and rendering her unconscious. Her expression went slack, her eyelids drooping. Damn. I was reduced to hurting teenage humans. Standing up, I moved to the door and punched in the first set of numbers, hoping I had them right. To my complete and utter astonishment, I did. The electronic lock clicked, but before I could open the door, I just barely made out another click. Someone had unlocked the outer door. â€Å"Shit,† I muttered. I pulled away from the door immediately, picked up Inna's unconscious body, and hurried to the bathroom. I set her in the tub as gently as possible and had just shut the bathroom door when I heard the main door open. I felt the telltale nausea that signaled a Strigoi was nearby. I knew one of the Strigoi could smell a human, and I hoped shutting her away would be enough to mute Inna's scent. I emerged from the hall and found Dimitri in the living room. I grinned at him and ran into his arms. â€Å"You're back,† I said happily. He held me briefly and then stepped back. â€Å"Yes.† He seemed slightly pleased at the greeting, but soon his face was all business. â€Å"Have you made your decision?† No hello. No how are you feeling? My heart sank. This wasn't Dimitri. â€Å"I have more questions.† I went over to the bed and lay down in a casual way, just like we always did. He followed a few moments later and sat on the edge, looking down at me. â€Å"How long will it take?† I asked. â€Å"When you awaken me? Is it instantaneous?† Once more, I launched into an interrogation session. Honestly, I was running out of questions, and at this point, I didn't really want to know the intricacies of becoming Strigoi. I was becoming more and more agitated with each passing moment. I had to act. I had to make use of my fleeting opportunity here. And yet†¦ before I could act, I had to reassure myself that this really wasn't Dimitri. It was stupid. I should know by now. I could see the physical changes. I'd seen his coldness, the brutality. I'd seen him come fresh from a kill. This wasn't the man I'd loved. And yet†¦ for that one fleeting moment earlier†¦ With a sigh, Dimitri stretched out beside me. â€Å"Rose,† he interrupted, â€Å"if I didn't know better, I'd say you were stalling for time.† Yeah, even as a Strigoi, Dimitri knew how I thought and schemed. I realized if I was going to be convincing, I had to stop playing dumb and remember to be Rose Hathaway. I put on a look of outrage. â€Å"Of course I am! This is a big deal. I came here to kill you, and now you're asking me to join you. You think this is easy for me to do?† â€Å"Do you think it's been easy for me to wait this long?† he asked. â€Å"The only ones who get choices are Moroi who willingly kill, like the Ozeras. No one else gets a choice. I didn't get a choice.† â€Å"And don't you regret that?† â€Å"No, not now. Now that I'm who I was meant to be.† He frowned. â€Å"The only thing hurt is my pride-that Nathan forced me and that he acts as though I'm indebted to him. Which is why I'm being kind enough to give you the choice now, for the sake of your pride.† Kind, huh? I looked at him and felt my heart breaking all over again. It was like hearing the news of his death once more. I suddenly grew afraid I might cry. No. No tears. Dimitri always talked about prey and predators. I had to be the predator. â€Å"You're sweating,† he said suddenly. â€Å"Why?† Damn, damn, damn. Of course I was sweating. I was contemplating staking the man I loved-or thought I'd loved. And along with sweat, I was sure I was giving off pheromones of my agitation. Strigoi could smell all of those things, too. â€Å"Because I'm scared,† I whispered. I propped myself up and stroked the edge of his face, trying to memorize all of his features. The eyes. The hair. The shape of his cheekbones. In my imagination, I overlaid the things I remembered. Dark eyes. Tanned skin. Sweet smile. â€Å"I†¦ I think I'm ready, but it's†¦ I don't know. It's such a big thing.† â€Å"It'll be the best decision of your life, Roza.† My breathing was growing rapid, and I prayed he'd think it was because of my fear of being turned. â€Å"Tell me again. One more time. Why do you want to awaken me so badly?† A slightly weary look crossed his face. â€Å"Because I want you. I've always wanted you.† And that's when I knew. I finally realized the problem. He'd given that same answer over and over, and each time, something about it had bothered me. I'd never been able to pinpoint it, though. Now I could. He wanted me. Wanted me in the way people wanted possessions or collectibles. The Dimitri I'd known†¦ the one I'd fallen for and slept with†¦ that Dimitri would have said he wanted us to be together because he loved me. There was no love here. I smiled at him. Leaning down, I kissed him gently. He probably thought I was doing it for the reasons I always did, out of attraction and desire. In truth, it was a goodbye kiss. His mouth answered mine, his lips warm and eager. I held out the kiss a little longer, both to fight back the tears leaking out of my eyes and to lull him into an unsuspecting state. My hand closed around the chair leg, which I'd hidden in my hoodie pocket. I would never forget Dimitri, not for the rest of my life. And this time, I wouldn't forget his lessons. With a speed he wasn't ready for, I struck out and plunged the stake through his chest. My strength was there-sliding the stake past the ribs and straight into his heart. And as I did it, it was like piercing my own heart at the same time.

Marketers Persue the Shallow Pocketed

Is the information being discussed in this article another example of colonialism? Why or why not? Identify two potential positives and two negatives direct marketing of the poor has on people and their economies. What theory of development is most applicable to the expansion of global markets to poor, low income, and indigenous communities? After reading the information in chapter 8 and the information in the article, â€Å"Marketers pursue the shallow pocketed†, it is my conclusion that the information being discussed in this article is a clear example of colonialism.As stated in the textbook, Colonialism tended to deprive a society not only of its wealth and freedom, but also of its very character, leaving the local people intellectually and morally disoriented (Fanon, 1963), this is a lot like the article which shows that marketing to the poor has become a very hot subject. Identify two potential positives and two negatives direct marketing of the poor has on people and th eir economies. One positive thing that direct marketing of the poor has on people and their economies is that the people will be able to purchase items they need and want at lower prices.Another positive aspect of direct marketing is that the economy improves as more money is being spent. One of the negative aspects of direct marketing is that products will be provided in excess however the items may be of a lower quality, and the second negative aspect is that the poor people are being encouraged to purchase unnecessarily and perhaps overindulging in things that are not necessarily needed. RESOURCES: Nowak, B. , & Laird, P. , (2010), Cultural Anthropology- 8. 2: Modern States: Industrialization and the Global World: Economy   Retrieved from https://content. ashford. edu/books/AUANT101. 10. 2/sections/sec8. 2

What is the Sapir-Worf' Hypothesis How does Zizeks joke articulate Essay

What is the Sapir-Worf' Hypothesis How does Zizeks joke articulate this idea Can you provide examples from outside sources which also illustrate this idea - Essay Example The hypothesis’ seemingly simple characterization of our thought process in relation to culture and vice versa has been meet with various criticisms for the very same reason that it’s simplistic. Researchers developed two main frameworks that are embedded in the concept. These are (1) linguistic determinism and (2) linguistic relativism. These two primary views sparked debates among linguists, academicians and have even spread to other realms such as psychoanalysis and the like. The first idea espouses that the language you speak determines the way that you will interpret the world. It is essentially considered to be a form of determinism because many, if not all, cognitive processes are directly affected by the extent of language that we know or lack. In this sense, thought is highly dependent upon the kind of language one acquires. The second framework in Sapir-Whorf’s theory is an extension of the first proposition. But while the first is absolute by virtue of determinism, the second frame of thought takes the stand of relativism; hence called linguistic relativity. This could simple be understood as the ability of people who are speaking differently consequentially sees and interprets the world differently too. To further illustrate, a renowned joke had been circulated to exemplify the Sapir-Whorf’s theory. The joke goes like this: â€Å"A Czech worker is transferred to Siberia. He knows that when he will write letters from Siberia to his friends at home they will be read by the censors and so he tells his friends : "Lets establish a code: if a letter you receive from me is written in normal blue ink, its true; if it is written in red ink, its false." After a month, his friends receive a letter written in blue ink: "Everything is great here in Siberia: the shops are full, there is plenty of food, there are great

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Minimal Environmental Degradation Towards Achieving the Laid Goals of the Firm - Essay Example Environmental impact assessment is a way of ensuring that the projects are analyzed in terms of the impact they have on the environment during the planning stage before they are implemented. This ensures that the negative short term and long term effects are controlled for the sustainability of the environment. It involves analyzing the existing environmental impacts of the situation, this mainly involves checking the positive and negative impacts, then analyze how significant these impacts are and then corrective action is taken to either reduce, avoid or mitigate these impacts. An organization should seek advice from the relevant authorities on the requirements by the environmental assessment impacts formally before undertaking any development project. The Kenya Airways privatized corporation offering air transport in Kenya and the world at large, besides providing air transport for its clients it also provides transport for its workers to and from work. The firm has been in operat ion for several decades that is since 1979. Several environmental impacts resulted from the activities of the business. There are direct impacts and indirect impacts. These impacts have led had positive and negative impacts on the environment. The direct impacts are; There was displacement of the wildlife on the area airport was constructed, more so some wild animals which were relocated have become extinct due to change of their natural habitat. Some people. The plants and vegetation which was cleared to create space for the runways have increased the rate of desertification.

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Key Strategic Alliances in Middle East - Assignment Example We should study about the Middle East because we can learn from the trials and tribulations suffered over the last few thousand years. In addition to this, the Middle East is at the center of three continents: Asia, Europe, and Africa. This makes not only the land valuable, but also the trade routes that go through this region. This perhaps explains why there have been so many wars in the region and why there is still conflict there today. Middle Eastern culture has also greatly influenced the way that westerners think, such as through mathematics. The origin of western numbers is Arabic, and many mathematical concepts first originated in the Middle East. Looking towards the future, the situation in the Middle East is changing as local economies experience growth and the people want to have more of a say in the political process. Learning from these experiences can only help understand the western form of democracy.

SPECIAL PROJECT VALUE LINE Research Paper Example | Topics and Well Written Essays - 500 words

SPECIAL PROJECT VALUE LINE - Research Paper Example Specifically, theses are the production approach, the expenditure approach, and the income approach. In my forecast, I focused on the real GDP as an indicator of economic growth in the US in 2015. Precisely, this type of the GDP examines a topic of interest to the public as everyone wants to understand the performance of the total goods or service. As an economic indicator, the GDP is imperative because it provides information about the size of the economy as well as its performance (Madigan,  2015). When the GDP experiences a growth rate, it indicates that the economy is in a healthy status. Explained broadly, an increase in the real GDP is a sign of an economic growth and predicts the possibility of increased employment and a decrease in the inflation rates. The strong economic growth as indicated in the trend of the GDP suggests that the US labor market will expand compared to the previous year. Specifically, the Wall Street Journal forecast that unemployment will decline from 5.6 to 5.2 percent by December 2015 compared to the same time in 2014 (Madigan,  2015). The tight labor market interprets to an increase in income rising from 1.7 percent to 2.6 percent in 2014 and 2015 respectively. If this prediction is correct, the US economy will experience the highest and fastest wage growth since 2008. Using three reliable international forecasting agencies, I obtained the average of the presented GDPs to determine the perceived performance of the US economy in 2015. The table below represents the quarterly GDPs from Wall Street Journal, the Conference Board, and the Well Fargo, US economic forecast (The Conference Board, 2015; The Wall Street Journal, 2015; Wells Fargo, U.S. Economic Forecast, 2015). As observed from the table, the three forecasting agencies predict an increase in the national real GDP. As seen from the average in the quarterly forecasts, the GDP will rise from 2.2 percent in the first quarter to 2.9% in

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The Freedom of the Press - Research Paper Example Freedom of the press implies non-interference from the state or the various organs of the state. Media house and companies may seek their freedom through legal means, which may be stated in the constitution. Governments may define which materials should not be disclosed to the public, based on how it classifies information. Some government information may be secret or sensitive; governments protect such information from exposure to the public. Cornwell (2004) states that â€Å"the universal declaration of human rights provides for freedom and rights of expression and opinion to every person† This freedom extends to the rights to air one’s opinions without interference. It also includes the right to impart information and ideas through any form of media, be it print or broadcast. However, there is legislation accompanying this viewpoint; this legislation ensures that media freedom is put under scrutiny. Government legislation may prohibit foreign media and journalists fr om covering issues happening within the country. For example, in times of revolutions and wars, the press may not be allowed to cover the events taking place. Thus, the public may not be aware of instability and brutality in their countries. Limiting the press freedom affects the public negatively, as people remain in the dark, without any knowledge of some crucial events taking place in their country (Hume, 2005). This paper will discuss the benefits that can be gained when the public supports the freedom of the press. Reasons why the public should support the freedom of the press The public should join hand with the media in fighting for the freedom of the press, because of the various benefits gained when the press is free. Firstly, a free press holds the government accountable for its actions. In cases where the public may not be able to scrutinize the activities of government agencies, the media come in and do so (Hume, 2005). Some governments may not be willing to be transpare nt, government officials may indulge in corruption and misappropriation of public funds. In such a case, a press that has freedom ensures that the public becomes aware of the way funds are being utilized. An independent media may initiate demonstrations and mass action, where citizens get the opportunity to protest against corrupt government officials. When the media lead citizens in protesting, governments may be forced to dismiss corrupt officials (Bollinger, 1991). As Cornwell (2004) notes, press freedom should get public support because a media that hold the government accountable can help in upholding the rule of law. This will create more stability in a country and make it more attractive to investors. International politics, commerce, and trade activities mainly depend on the media.

European Agribusiness Research Paper Example | Topics and Well Written Essays - 2750 words

European Agribusiness - Research Paper Example To understand the direction of causality, we derive the regression equation in the next section. Regression analysis measures the relationship between two variables. It measures how one variable (the dependent variable) depends on the other (the independent or explanatory variable). The regression model that establishes a relationship between sales and number of employees can be written as follows: and are parameters of the regression line. is the intercept of the regression line and is the slope coefficient of the regression line, which measures how sensitive sales is to the number of employees; is a random error term with zero-expected value. Assuming that has an expected value of zero, we can write the regression equation as follows: It can be observed that the alpha is 0.079911 while the beta or slope coefficient of the line is 0.25. This coefficient is significant at the 1 percent level of significance indicating the existence of a strong linear dependence of sales on the number of employees. To determine which company least fits the regression equation, the expected sales is calculated using the regression equation and assuming that sales depend on the number of employees. ... Sales = 0.079911 + 0.256194 x Number of Employees Company that least fits the Regression Line Code company name Alpha Beta Predicted Sales (billions) Actual Sales (billions) Residual Figure (billions) 1 Nestle 0.079911 0.256194 18.26971 22.7 4.430285 2 Heineken 0.079911 0.256194 10.04587 8.8 -1.24587 3 Groupe Danone 0.079911 0.256194 9.046716 8.6 -0.44672 4 Unilever 0.079911 0.256194 11.35247 8.6 -2.75247 5 Danish Crown Amba 0.079911 0.256194 6.971541 6.5 -0.47154 6 Groupe Lactalis 0.079911 0.256194 6.664108 6.4 -0.26411 7 Associated British Food 0.079911 0.256194 7.330213 5.7 -1.63021 8 Sudzucker 0.079911 0.256194 5.101322 5.8 0.698678 9 Carlsberg 0.079911 0.256194 6.664108 5.2 -1.46411 10 Scottish & Newcastle 0.079911 0.256194 3.922828 4.9 0.977172 11 Royal Friesland Foods 0.079911 0.256194 3.999686 4.7 0.700314 12 Campina 0.079911 0.256194 1.693936 3.6 1.906064 13 Oetker Group 0.079911 0.256194 4.025305 3.6 -0.42531 14 Barilla 0.079911 0.256194 1.873272 3.6 1.726728 15 Tate & Lyle 0.079911 0.256194 1.309645 3.5 2.190355 16 Cadbury Schweppes 0.079911 0.256194 6.10048 3.4 -2.70048 17 Bongrain 0.079911 0.256194 4.076544 3.3 -0.77654 18 Nutreco 0.079911 0.256194 2.00137 3 0.99863 19 Kerry Group 0.079911 0.256194 4.25588 3 -1.25588 20 Danisco 0.079911 0.256194 2.795572 2.8 0.004428 21 Pernod Ricard 0.079911 0.256194 3.256722 2.7 -0.55672 22 Ebro Puleva 0.079911 0.256194 1.642697 2 0.357303 To determine which company least fits the regression equation, the expected sales is calculated using the regression equation and assuming that sales depend on the number of employees. We substitute for the number of employees in the regression equation to get the sales figure for each of the company. This figure is compared to the actual

Existentialism Is a Humanism Essay Example for Free

Existentialism Is a Humanism Essay My purpose here is to defend existentialism against several reproaches that have been laid against it. Existentialism has been criticised for inviting people to remain in a quietism of despair, to fall back into a the middle-class luxury of a merely contemplative philosophy. We are reproached for underlining human nastiness, and forgetting, as the Catholic Mme. Mercier has it, the smile of the child. All and sundry reproach us for treating men as isolated beings, largely because we begin with the I think of Descartes. Christians especially reproach us for denying the reality and seriousness of human society, since, if we ignore Gods eternal values, no-one is able to condemn anyone else. Existentialism is being seen as ugliness; our appeal to nature as scandalous, our writings sickening. Yet what could be more disillusioning than repeating those mottoes like dont fight against tradition, or know your station? They say that man is base and doomed to fall, he needs fixed rules to keep him from anarchy. In the end, is not what makes our doctrine so fearful to some merely the fact that it leaves all possibility of choice with man? It has become fashionable to call this painter, or musician or columnist an existentialist a term so loosely applied that it no longer means anything at all. However, it can be defined easily. Existentialists are either Christian, such as the Catholics Jaspers and Gabriel Marcel, or atheists like Heidegger and myself. What they have in common is to believe that existence comes before essence, that we always begin from the subjective. What does this mean? If one considers a manufactured object, say a book or a paper-knife, one sees that it has been made to serve a definite purpose. It has an essence, the sum of its purpose and qualities, which precedes its existence. The concept of man in the mind of God is comparable to the concept of paper-knife in the mind of the artisan. My atheist existentialism is rather more coherent. It declares that God does not exist, yet there is still a being in whom existence precedes essence, a being which exists before being defined by any concept, and this being is man or, as Heidegger puts it, human reality. That means that man first exists, encounters himself and emerges in the world, to be defined 1 Squashed version edited by Glyn Hughes: http://www. btinternet. com/~glynhughes/squashed/sartre. htm 1 afterwards. Thus, there is no human nature, since there is no God to conceive it. It is man who conceives himself, who propels himself towards existence. Man becomes nothing other than what is actually done, not what he will want to be. And when we say that man takes responsibility for himself, we say more than that he is in his choices responsible for all men. All our acts of creating ourselves create at the same time an image of man such as we believe he must be. Thus, our personal responsibility is vast, because it engages all humanity. If I want, say, to marry and have children, such choice may depend on my situation, my passion, my desire, but by it I engage not only myself, but all humanity in the way of the monogamy. In fashioning myself, I fashion man. This helps us to understand some rather grandiloquent words like anguish, abandonment, despair. The existentialist declares that man is in anguish, meaning that he who chooses cannot escape a deep responsibility for all humanity. Admittedly, few people appear to be anxious; but we claim that they mask their anguish, that they flee it. This is what Kierkegaard called the anguish of Abraham. You know the old story: An angel commanded Abraham to sacrifice his son. But anyone in such a case would wonder straight away, is this an angel? am I the Abraham? If we hear voices from the sky, what proves that they come not from hell, or the subconscious, or some pathological state? Who proves that they are addressed to me? Each man must say to himself: am I right to set the standard for all humanity? To deny that is to mask the anguish. When, for example, a military leader sends men to their deaths, he may have his orders, but at the bottom it is he alone who chooses. And when we speak about abandonment, we want to say that God does not exist, and that it is necessary to follow this conclusion to its end. The existentialist is strongly against that sloppy morality which tries to remove God without ethical expense, like the French professors of the 1880s who saw God as a useless and expensive assumption but still wanted definitive rules like do not lie to exist a priori. The existentialist, on the contrary, finds it rather embarrassing that God does not exist, for there disappears with him any possibility of finding values in a heaven. Dostoevsky wrote If God did not exist, everything would be permitted; that is the starting point of existentialism. We are alone, without excuses. That is what I mean when I say that man is condemned to be free. There is no power of beautiful passions which propel men to their actions, we think, rather, that man is responsible for his own passions. The existentialist cannot accept that man can be helped by any sign on earth, for he will 2 interpret the sign as he chooses. As Ponge has truly written Man is the future of man. To give you an example of this abandonment, I will quote the case of one of my pupils who came to me. He lived alone with his mother, his father having gone off as a collaborator and his brother killed in 1940. He had a choice to go and fight with the Free French to avenge his brother and protect his nation, or to stay and be his mothers only consolation. So he was confronted by two modes of action; one concrete and immediate but directed only towards one single individual; the other addressed to an infinitely greater end but very ambiguous. What would help him choose? Christian doctrine? Accepted morals? Kant? I said to him, In the end, it is your feelings which count. But how can we put a value on a feeling? At least, you may say, he sought the counsel of a professor. But, if you seek advice, from a priest for example, in choosing which priest you know already, more or less, what they would advise. When I was imprisoned, I met a rather remarkable man, a Jesuit who had joined that order in the following way: As a child, his father had died leaving him in poverty. At school he was made to feel that he was accepted only for charitys sake and denied the usual pleasures. At eighteen he came to grief in a sentimental affair and then failed his military examinations. He could regard himself as a total failure, but, cleverly, took it as a sign that the religious life was the way for him. He saw the word of God there, but who can doubt that the decision was his and his alone? He could as easily have chosen to be a carpenter or a revolutionary. As for despair, this simply means that we will restrict ourselves to relying only on our own will, or on the probabilities which make our action possible. If I am counting on the arrival of a friend, I presuppose that their train will be on time. But I am still among possibilities, outside my own field of action. No God, no intention, is going to alter the world to my will. In the end, Descartes meant the same, that we must act without hope. Marxists have answered Your action is limited by your death, but you can rely on others to later take up your deeds and carry them forward to the revolution. To this I rejoin that I cannot know where the revolution will lead. Others may come and establish Fascism. Does that mean that I must give up myself to quietism? No! Quietism is the attitude of people who say: let others do what I cannot do. The doctrine that I present is precisely the opposite: there is reality only in the action; and more, man is nothing other than his own project and exists only in as far as he carries it out. From this we see why our ideas so often cause horror. Many people have but one resource to sustain them in their misery; to think, circumstances were against me, I was worthy of better. I had no great love because I never met anyone worthy of me. I wrote no great book because I 3 had no time. I am filled with a crowd of possibilities greater than anyone could guess from my few achievements. But in reality, for the existentialist, there is no love other than that which is built, no artistic genius other than in works of art. The genius of Proust is the works of Proust. A man engages in his own life, draws his own portrait, there is nothing more. This is hard for somebody who has not made a success of life. But it is only reality that counts, not dreams, expectations or hopes. What people reproach us for here is not our pessimism, but the sternness of our optimism. If people reproach our writings, it is not because we describe humanity as frail and sometimes frankly bad, but because, unlike Zola whose characters are shown to be products of heredity or environment, you cannot say of ours That is what we are like, no one can do anything about it. The existentialist portrays a coward as one who makes himself a coward by his actions, a hero who makes himself heroic. Some still reproach us for confining man within his individual subjectivity. But there is no other starting-point than the I think, I am the absolute truth of consciousness, a simple truth within reach of everyone and the only theory which gives man the dignity of not being a mere object. All materialisms treat men as objects, no different in their being bundles of determined reactions than a table or a chair or a stone. We want to constitute a human kingdom of values distinct from the material world. Contrary to the philosophy of Descartes, contrary to the philosophy of Kant, we are discovering in the cogito not just ourselves but all others. We discover an intersubjective world where each man has to decide what he is and what others are. It is not possible to find in each man the universal essence called human nature, but there is a human universality of condition. Any purpose, even that of the Chinese, or the idiot or the child can be understood by a European, given enough information. In this sense, there is a universality of man; but it is not a given, it is something perpetually re-built. That does not entirely refute the charge of subjectivism. People tax us with anarchy; they say that you cannot judge others, because you have no reason to prefer one project to another. You give with one hand what you pretend to receive from the other. Let us say that moral choice is comparable to a work of art. Do we reproach the artist who makes a painting without starting from laid-down rules? Did we tell him what he must paint? There is no pre-defined picture, and no-none can say what the painting of tomorrow should be; one can judge only one at a time. 4 Amongst morals, the creative situation is the same, and just as the works of, say, Picasso, have consequences, so do our moral judgements. That student who came to me could not appeal to any system for guidance; he was obliged to invent the law for himself. We define man only through his engagement, so it is absurd to reproach us for the consequences of a choice. But it is not entirely true that we cannot judge others. We can judge whether choices are founded on truth or error, and we can judge a mans sincerity. The man who hides behind the excuse of his passions or of some deterministic doctrine, is a self-deceiver. And what if I wish to deceive myself? there is no reason why you should not, but I declare publicly that you are doing so. We will freedom for the sake of freedom. And through it we discover that our freedom depends entirely on the freedom of others, and that their freedom depends on ours. Those who hide their freedom behind deterministic excuses, I will call cowards. Those who pretend that their own existence was necessary, I will call scum. To the objection that You receive with one hand what you give with the other, that is, your values are not serious, since you choose them, I answer that, I am sorry, but having removed God the Father, one needs somebody to invent values. Things have to be taken as they are. One has reproached me ridiculing a type of humanism in Nausea, and now suggesting that existentialism is a form of humanism. The absurd type of humanism is to glory in Man the magnificent ascribing to all men the value of the deeds of the most distinguished men. Only a dog or a horse would be in a position to declare such a judgement. We cannot, either, fall into worshipping humanity, for that way leads to Fascism. But there is another humanism, the acceptance that there is only one universe, the universe of human subjectivity. Existentialism is not despair. It declares rather that even if God did exist, it would make no difference. 5.

Royal Engineer Regiment (RER) Leadership in the Military

Royal Engineer Regiment (RER) Leadership in the Military CHAPTER 1 INTRODUCTION 1.1 BACKGROUND The Royal Engineer Regiment (RER), being one of the combat support arms in the Malaysian Army has the role and tasks of assisting the Army in the field of engineering. This paper will highlight the command and control of RER Interpersonal Leadership in the construction projects management. The main role and task of RER is to carry out major construction tasks including improvement and maintenance beyond the capabilities of the Regiment or any engineering organization. There is normally an army engineer officer at all levels of command to advise the commander on engineering requirements Project management for engineering and construction presents the principles and techniques of managing engineering and construction projects from the owners study through design and construction to completion. It emphasizes project management during the early stages of project development because the ability to influence the quality, cost, and schedule of a project can best be achieved during the early stage of command and control. This paper will focus on the mental side of RER leadership for handling construction projects rather than the technology side of the projects. This paper integrates interpersonal dynamic of army engineer leadership dominating personal power enhancing numerous examples, experiences and comments to illustrate the material presented in the text. We will learn from the leaders of the past whose behaviors and actions shape our ever-changing world. Most important, is transformational of leadership approaches are the â€Å"secret† behind the success of our greatest leaders or the powerful Islamic teaching arouse the personal competence and loyalty? The intended audience of this paper is not limited to the today army leaders but for leaders of tomorrow who will hopefully benefit from the lessons of this research paper as they face the challenges of globalization in an increasingly interconnected world. With the discussions and illustrations, this paper is led through the multifunctional professionalism and confidence of RER linking the components of a project into a comprehensive work plan to guide the entire project to successful completion. 1.1.1 LEADERSHIP IS A PROCESS In my opinion, theres something quite different between army engineer leaders and civilian engineer leaders. An army engineer leaders must be able to handle multiples tasks. These groups work together in a superior-subordinate concept for command positions and formal leadership for engineering project management. All leaders take similar oaths upon entry to the Army. From day one, new Second Lieutenants are thrust into positions of significant responsibility. As a young nineteen to twenty-two years old leader, they are directly responsible for thirty to fifty-four soldiers. AsRER officers progress through the ranks, they continue to develop their leadership in RER design and construction projects. As a result, they will be given positions of increased responsibility and can eventually lead 120 to 318 soldiers. Where else would a young engineer with only a few years experience have the skill set to lead that many people? The corporate world, engineering consultant or construction would rarely ever let a new engineer university graduate supervise 30 peop le. In fact, some army engineer officers take their both technical expertise and army leadership skills and leave the RER. Their technical and army leadership skills are in such high demand, they can easily market themselves in the corporate world. As an army engineer officer, our duties will be diverse but extremely important. Army Engineer leadership is based on a concept of duty, service and perhaps importantly self-sacrifice. To join the army, we must pass a physical examination and sign the enlistment contract. With the enlistment contract, well agree to certain options such as the time frame of our active duty and our enlistment date. All army engineers participate in a course that introduces them to life as a soldier. The basic combat training centre at Kolej Tentera Darat and Pusat Asas Latihan Tentera Darat are a part of our course, will teach the same skills that are taught to other soldiers, so we will be prepared to fire weapons, engage the enemy in hand-to-hand combat, stay in good physical shape and otherwise succeed in a combat situation. As an Army field engineer (Jurutera Medan), we will work in a team to ensure that units dont have mobility problems when completing missions. We view our obligations to followers as a moral responsibility and we teach this value priority to junior leaders. We will be responsible for performing constructing bridges, demolition, clear routes, generating electrical power, constructing obstacles to serve as defense positions and training our team members including administrations, but our exact duties will vary from day to days. Our training will teach the skills we need to do our job as safely as possible. A useful skill to have and to become an army engineer is LEADERSHIP. We should be able to make quick and focused decisions to successfully complete our mission. Also, we need to be confident, intelligent, self-disciplined and enterprising. Army Field Engineering Institute or Institut Kejuruteraan Medan Tentera Darat (IKEM) role is to train all officers and soldiers in the RER as well as officers and other ranks from the Army in engineer related courses. With that concept in mind, IKEM developed a modular concept built around engineer staff/technical courses. IKEM was designed to train staff officer skills specialise in the field of engineering and these will allow the mind to better absorb and understand concepts and thus increase overall retention and depth of knowledge to the Army engineer. One of the keys to our success has been the many ideas, comments and concerns from the field. The diversity of the RER requires multiple assignments oriented training opportunities for its officers. Exposure to multiple and diverse jobs will provide breadth to an officers knowledge. Just as the Army Engineer transforms to the Objective Force to meet the challenges of the 21st century security environment, so too must the Army tran sform its education system to train and educate the leaders who will command and control that force. The Universiti Pertahanan Nasional Malaysia (UPNM) is the first university in Malaysia that provided for the countrys need in modern armed forces educations transformation. The university is fully a military university. There are 11 courses that are offered and these are balance of the fields in management, sciences and engineering. But aside from the academics, the students though are graded through their military leadership and physical fitness. These changes seek to provide the right education in the right medium to the right leader at the right time and place. The RER must have an ability to read a changing situation and react fastest. The adage â€Å"first in, last out †aptly applies to its significance and manifestation of its importance in supportingthe Army in discharging its roles. During my short 17 years of army engineer experience, Ive had the opportunity to serve with several dynamic leaders. These leaders all possessed similar traits such as vision, leadership, decisiveness, technical and tactical expertise, intelligence and compassion. Ive taken bits and peaces from each leader and formed my very own leadership style.A commander must be a motivated achiever with a â€Å"can do† attitude. RER commanders qualities are formed in a progressive and sequential series of carefully planned training, educational, and experiential. RER project management requires a multi-discipline focus to coordinate the overall needs of a project with reliance on others to provide the technical expertise. RER commander must be able to delegate authority and responsibility to others and still retain focus on the linking process between disciplines. RER Commander cannot become overly involved in detailed tasks or take over the discipline they are educated in, but should focus on the project objectives. 1.1.2 DEFINITION OF RER ENGINEERING PROJECT The RER project includes both construction and major repair/maintenance project. RER construction project is defined as all military construction work or any contribution authorized necessary to produce a complete and useable facility or a complete and useable improvement to an existing facility. Generally, construction includes: The erection, installation or assembly of a new facility. The addition, expansion, extension, alteration, relocation, or replacement of an existing facility. Site preparation, excavation, filling, landscaping, land improvements, utility connections and installed equipment. Repair or maintenance project means to restore a real property facility, system or component to such a condition that it may effectively be used for its designated functional purpose. When repairing a facility, the components of the facility may be repaired by replacement and such replacement may be up to current standards or codes. RER project practice may be construction only or a combination of design and construction. A project consists of three components: scope, budget and schedule. When a project first assigned to a commander, it is important that three of these components be clearly defined. Scope represents the work to be accomplished, for example, the quantity and quality of work. Budget refers to costs and schedule refers to the logical sequencing and timing of the work to be performed. The quality of a project must meet the owners satisfaction and is an integral part of project management as illustrated in figure 1. Figure 1 is shown as an equilateral triangle to represent an important principle of RER project management. Any increase in the scope of work requires a corresponding increase in budget and schedule. Conversely, any decrease in scope of work results in a corresponding decrease in budget and schedule. For example, any adjustment in budget and/or schedule requires a corresponding adjustment in scope. It is the duty of an engineer commander to ensure that the project scope, budget, and schedule are linked together. Budgeting is important because it establishes the amount of money the owner will spend to obtain the project and the amount of money that the design and construction organizations will be compensated for performing the work. The construction phase is important because most of the project budget is expended during construction. Also, the operation and maintenance of the completed project is highly dependent on the quality of work that is performed during construction. Quality is an element that is integrated into and between all parts of a project: scope, budget and schedule. 1.2 PROBLEM STATEMENT Today, project management has reached a maturity level in which it is applied in the RER building and construction projects. Commander faces dilemmas that require choices between competing sets of values and priorities. The best commander recognizes and faces them with a commitment to do the right thing the right way. What does the right things mean? Does it mean the morally right things? The ethically right things? The right things for the squadron to be successful? and whos to say what the right things are? Effective team work is a key element in any successful project. Teamwork must be start early in the process, and it must be continuous throughout the live of a projects. Why do communications fail? Focus on personal power, there are therefore no easy answers to the questions from where and when did the powerful religious dimensions first begin to make an impact on interpersonal dynamic of RER spiritual power in the accomplishment of the project. RER linking specific challenges to be faced and overcome through professionalism and confidence to bring a project successful completion. In the concept of duty and service, RER must be fit and perform under mental and physical pressure. How does RER could organize one project in the multifunctional roles with multiple tasks continue to fit in the plan that had been scheduled? In the concept of human nature, how does the RER can survive by pushing them in the panic button in line with low spiritual power? Will the completion of the project help that organization accomplish its goals? 1.3 AIM OF RESEARCH The research will analyze the interpersonal dynamic of RER leaders and its relationship between his leadership and RER management in the construction project, as showing in the figure 2 1.4 RESEARCH OBJECTIVES The research will cover the following objectives: Explore interpersonal dynamic in organization for good management, powerful leadership, and effective project management team. Discuss leadership roles from an Islamic perspectivewhich taking the examples of the past leader feature. Establishes personal power for dominating the work as the key to success. Effectiveness study of project management countermeasure as an important point of reference for improvement projects planned for the future. 1.5 SIGNIFICANCE OF RESEARCH RER moves forward into the 21st century to meet the challenges of a changing strategic and operational landscape. RER commanders qualities are formed in a progressive and sequential series of carefully planned training, educational, and experiential. Commander in such circumstances must be led in ways that inspire, rather than require, trust and confidence to hold high levels of responsibility. When followers have trust and confidence in a dynamic commander, they are transformed into willing, rather than merely compliant, agents. Much of the leadership practiced in todays Army achieves compliance from followers. Unfortunately, the compliance is not enough. The process of influencing followers behaviors accomplished the commanders goal by pushing them in the panic button. Some RER projects end, either as a casualty because of excessive cost and/or schedule overrun, or failure to accomplish their performance expectations. Engineering situations had enforced some engineer leaders bringing strong technical skills to the job site, but few possess the management skills it takes to successful coordinate the many phases of a construction projects. Also some current army engineer officers required technical engineering skills improvement initiative for supporting their expertise to plan and organise each stage of the projects. These lack of managerial and technical expertise is often the underlying reason for project delay, excessive spending, and ultimately dissatisfied. The significance of this paper is to help us be more effective in leadership situations by helping us better understand the complex challenges of commander command and control in RER. 1.6 LITERATURE REVIEW Indeed, there are a few books and articles that gave a brief account on the activities related to the research which provide to be useful for the literature review in the preparation of this study. Some of the literatures reviewed are listed below: a. Achieving Effective Performance for Unit Commanders written by Brig Gen Abdullah bin Babu, Lt Col Allatif Mohd Noh and Lt Col A.Endry Nixon published by Ministry of Defence Malaysia, 2002. This book explained the development of human resource, organization, information of technology, logistic, policies and instruction become the sinews of a more professionally focused and pragmatic Army driven by knowledge. It also provides insights and suggestive tools for commanders to use astutely as a competitive advantage in their pursuance for effective performance. b. Management i n Engineering: Principle and Practice Second Edition written by Gail Freeman-Bell and James Balkwill by Prentice Hall, 1996. This book presents the principle and techniques of managing engineering and construction projects from the conceptual phase, through design and construction and to completion. Much of the information in this book is based on formal and informal discussions with these project managers who are actively involved in the practice of project management. It informations related to the research where it has common elements of effective project management that have been successfully applied in practice. c. Total Construction Project Management written by George J. Ritz by McGraw-Hill Inc, 1994. This book is designed to give a construction manager the essential tools to survive and prosper in a highly competitive environment. Its significance in developing construction management and technology skills where both of it parallel paths to total construction management. It also emphasizes the person who is in responsible charge of the field activities must practice total construction project management to meet their project and personal goals. In the RER, the mental side of constructions management is frequently been used. Thus, this book is extremely beneficial to this research. d. Military Review The Professional Journal of The United State-Leadership, August 1994. This journal is review about World War II almanac. The author discussed about the theory of leadership where provided unique perspectives on leadership in both traditional and nontraditional applications that have much to offer to those who would lead. The authors also present their views on the rule of law and human right where there are a few issues that need to be addressed. e. Manual Procedure of Regiment Engineer Regiment (MP 4.1.1 TD). This manual provided sufficient information for staff and commanders at all levels in the course of their planning with regard to employment and deployment of engineers. There are three parts in this manual which are Organization, Command and Employment of Engineers as a Part One, Conduct of Battle as a Part Two and Engineer Operations as a Part Three. Each part had clarified briefly any matters of engineer needs to fulfilled its roles and functions. 1.7 LIMITATION OF RESEARCH This paper sources limited to the common RER construction projects through my personal thoughts and opinions on the management aspect. This paper is designed primarily, offer just one persons views on how to be a better army engineer and commander. There are a limited numbers of publications by the Services on the subject.As an army engineer officer is under the rules to be safeguard of all information that maintained by the Government of Malaysia as defense strategic and security . It is not to be divulged to a non-security organization unless authorized by the Ministry of Defence. It is also not to be used for other than military purpose and it is strictly not to be released to another country without the consent of the Ministry of Defence. Hence, the appointment for discussions will depend on the time availability of correspondents. 1.8 RESEARCH METHODOLOGY The research methodology is based on the lessons of the past leaders features. As an army engineer experience in working with numbers of construction projects in the RER much of the information in this research is based on formal and informal discussions with these project army engineer officers and commanders, who are actively, involved in the practice of RER construction projects. A common example is used throughout this research to illustrate the project management. Secondary data and information were uses as qualitative methodology with source from Al- Quran and Hadis, books and articles in journals found in the libraries. Besides, the study also utilized the facility offered by the Internet, which is a rich minefield of information recent on views, issues and updates. 1.9 ORGANIZATION OF CHAPTERS The paper is divided into five chapters. Chapter One begins by interpreting interpersonal dynamic. Next, discuss of project leadership that is importance because commander states that leadership is not a property of the individual but a complex relationship among many variables. Finally, defines general principles related to project management and presenting RER major constructions, improvement and maintenance project review role of Engineer Command and Control. The basic principles must be fully understood because many of the problems associated with project management are caused by failure to apply them. Chapter Two seeks to propagate the idea that interpersonal dynamic from an islamic perspective. Defining personal power of commander as the capacity or potential to exert influence and influence tactics as the degree of change in a persons attitudes, values or behaviors. Take the example of the story of Salahudin Al-Ayubis victory in the re-capture of Jerusalem; the powerful religious dimensions of the army engineer should arouse the personal competence and loyalty (jihad fi-sabilillah). Chapter Three begin to discuss the important of personal management skill to be a good planner, delegator and communicator with the progress of the battle of Badr commanded by the Prophet Muhammad SAW. RER leadership must set priorities and develop a system to manage time. Next, this paper is highlight the successful project management can best be described as effective communications between the people who perform the work that is necessary to complete the projects. Finally, stress on the important of construction phase because the quality of the completed project is highly dependent on the workmanship and management of construction. Chapter Four focus on major conditions that must be present for building effective project teams where its becoming increasingly more important. Taken a lesson from the battle of Uhud, Engineer commander have to organize and manage their teams across organizational lines. This paper considerable attention has been given to the Total Quality Management (TQM) concept that emphasizes teamwork at all levels of an organization to improve the quality of the project and achieve maximum customer satisfaction. Chapter Five concludes that RER leaders has a duty to perform, preserve and enhance the unity, strength, tranquility and development of society through interpersonal dynamic and highlights the project management countermeasure as an important point of reference for improvement projects planned for the future. One of the most important points in this chapter is situational engineering which manages the interaction between the leader, the followers and the situations with a high level of lateral interdependence. CHAPTER 2 POWER AND INFLUENCE 2.1 BACKGROUND Power is like a coin. It has two sides. One side is the official authority or legal power that is given to an individual who is occupying an organizational position of RER such as Engineer Commander. On the other side of the power is the influence that an individual has with regard to the organization of RER. The first sides of power stated in this chapter are legitimate power, personal power, expert power and referent power. The second side cannot be delegated. It depends on the knowledge, skills and attitudes of the individual and the competency that there are able to develop and sustain in the management of the project and in their dealings with the higher commander in RER. Most failures in the management of the projects are as follows: Failure to define the specificity of authority and responsibility of the Engineer Commander in the RER project. Negative attitudes on the part of project, functional and Chief of Engineer (CE) and team members who support a sharing of authority and responsibility over the resources to be used to support that projects. Lack of familiarity with the theoretical construction and the context in which that organizational design is applied. Failure of Engineer Commander to promote synergy and unity within and between RER levels and with outside organizational so that resources, results and rewards can be shared. This type of promotion requires true team work, discussion, cooperation of all RER committee, education and the opening and maintenance of many lines of communication. 2.2 SOURCES OF LEADERSHIP Leaders who can reward and punish followers may have a greater capacity to influence followers than those leaders who cannot use rewards or punishments. Legitimate power depends on a persons organizational role. Legitimate power means a leader has authority because he has been assigned a particular role in an organization. For example, in military the colonel can order compliance with uniform standards. However, follower or situational characteristics may diminish a leaders potential to influence followers as when the leader has less his personal power. Expert Power is the power of knowledge. Knowledge has always been of paramount importance as a source of development. In the military profession, it is extremely important to be aware of the continuous changes in military affair. The RER needs to equip itself with relevant knowledge and skills to face these complex challenges. Powerful individuals enhance learning from experiences. One way to counteract the problems stemming from a lack of expertise is to build strong interpersonal ties with subordinates. Referent power refers to the behavior and religion practices together have due to the strength of the relationship between the leader and the subordinates. When subordinates admirer a leader and see him as a role model, he has referent power. The story of Salahudin Al-Ayubis victory in the re-capture of Jerusalem is an important part of history that Muslims must study. However, in studies on the history victories in the crusades, figurism or heroism in the army is emphasized. This is not necessarily the better approach. Such an approach distracts us from the real illnesses present among Muslims, which become the reason for our defeat waiting for the distances a person from the role that he should be playing even while waiting for the appearance of a leader figure to bring about solutions to problems. To quote Salahudin Al-Ayubi as an example: â€Å"Salahuddin Al Ayyubi was born to an aristocratic family in Tikrit (Kurdistan-Iraq) in 1138 CE. His education was simple: the Quran, Hadith, some mathematics, law, literature, genealogy: of men and horses. Initially, he did not seem to have any special interest in military sciences. In 1169 at the age of 31, he was appointed both Commander-in-chief of the Syrian troops and vizier of Egypt. He was the Muslim ruler of Egypt, Syria, Yemen, and Palestine and one of the most famous of Muslim heroes. Salahuddin was 26 when was sent as a commander to aid the Fatimid rulers of Egypt against the Crusaders who were joined by a unit of the Egyptian army. In wars against the Christian crusaders, he achieved final success with the disciplined capture of Jerusalem (Oct. 2, 1187), ending its 88-year occupation by the Franks. The great Christian counterattack of the Third Crusade was the stalemated by Salahuddins remarkable leadership and military brilliance. He had a great love for Islam and he tried hard to root out the Crusaders. For this purpose, he maintained a strong army. To Salahuddin, Jihad started from the inside. He had to watch himself and his aids and soldiers to make sure that they behaved in compliance with Devine commandments in all spheres of life, spiritual, moral and material. Hence, when his advisor suggested to him, why do you not save the money you give in charity to the poor and religious teachers, and spend it in our war efforts? Salahuddin replied: I could not do that because the prayers of poor people and religious teachers were such a source of strength in wars†. UsingSalahuddin Al Ayyubi as a role model of leadership, it is indeed time for the RER leadership to carry out a serious introspection and internal correction of oneself. Leaders must be aware of how good they can perform and how their behavior affects the performance. A leader may need to change his behavior before trying to change the behavior of his subordinates. Salahuddins singleness of purpose induced his subordinates to rearm both physically and spiritually. Salahuddins every act was inspired by edifying works especially on the jihad itself. Salahuddins personal power in religion practice and moralities had won the hearts of his subordinates, so that he could accomplished his goal. Today, the RER leadership uses the approaches of getting work done through fear, or centralizing decision making, or decentralizing decision making, and some even allow the group to establish its own goals and make its own decisions. By using these approaches, do not mean the goal is cannot accompli sh but they may separates harmonizes environments between the leaders and subordinates. Our current generation has so much to learn from Salahuddin. But first let us remind ourselves that history generally tells us about the bravery and leadership of commanders of war and rulers. Islamic History taught in school also tells us of the bravery and the rule of Islamic leaders, from the honourable Prophet Muhammad SAW to the fall of Islam in Ottoman Turkey. This finally created awareness among the people that in fighting for the Islamic cause, they should begin with the local power struggle. In the RER construction project this matter may affect the quality of work performance that will be presented project results as shown in Appendix A. The RER leadership must also prepare to take a new direction to explore and study some of the traits relate physical factor, some abilities, many to personalities and social characteristics to support the roles of activity, intelligence, knowledge, dominance and self-confidence. May be we can begin to learn and practice the first step by taking the example of Salahuddin which through assertive moral rejuvenation to fit a genuine part of own way of life. 2.3 INFLUENCE TACTICS AND POWER Influence tactics are the actual behaviors used by a leader to change the attitudes, opinions, or behaviors of a target person. Commanders who have only legitimate power may be able to use only legitimizing, pushing or pressure tactics to influence his subordinates. Dont threaten or dont push them in the panic button. I know its done by some of our leaders, but I dont go for it. If people are running scared or tension, theyre not going to make the good job or the right decisions. Theyll make the job or decisions to please the commander rather than recommend what has to be done. Commander should attempts to get in a good mood before making a request. People typically use soft tactics when theyre at a disadvantage, when they aspect resistance or when they will personally benefit if the attempt is successful. People typically use rational tactics (logical arguments or factual evidence) when parties are relatively equal in power and when resistance is not anticipated. Some leaders are able to influence others through their relative expertise in particular areas. We may not have state of the art technology or weapons in the region but having the best interpersonal leader who can think critically, analytically and professionally would make a difference in the management of the project. Soldiers who have been in combat or project before are valued for the lessons learned and wisdom they can share with others. Because expert power is a function of the amount of knowledge one possesses relative to the rest of the members of the group, it is possible for followers to have considerably more expert power than leaders in certain situations. For example, new RER officer often possess less knowledge of the jobs and task performed in a particular work unit than the followers do. In this case, the followers can potentially wield considerable influence when decisions are made regarding work procedures, new equipment or Royal Engineer Regiment (RER) Leadership in the Military Royal Engineer Regiment (RER) Leadership in the Military CHAPTER 1 INTRODUCTION 1.1 BACKGROUND The Royal Engineer Regiment (RER), being one of the combat support arms in the Malaysian Army has the role and tasks of assisting the Army in the field of engineering. This paper will highlight the command and control of RER Interpersonal Leadership in the construction projects management. The main role and task of RER is to carry out major construction tasks including improvement and maintenance beyond the capabilities of the Regiment or any engineering organization. There is normally an army engineer officer at all levels of command to advise the commander on engineering requirements Project management for engineering and construction presents the principles and techniques of managing engineering and construction projects from the owners study through design and construction to completion. It emphasizes project management during the early stages of project development because the ability to influence the quality, cost, and schedule of a project can best be achieved during the early stage of command and control. This paper will focus on the mental side of RER leadership for handling construction projects rather than the technology side of the projects. This paper integrates interpersonal dynamic of army engineer leadership dominating personal power enhancing numerous examples, experiences and comments to illustrate the material presented in the text. We will learn from the leaders of the past whose behaviors and actions shape our ever-changing world. Most important, is transformational of leadership approaches are the â€Å"secret† behind the success of our greatest leaders or the powerful Islamic teaching arouse the personal competence and loyalty? The intended audience of this paper is not limited to the today army leaders but for leaders of tomorrow who will hopefully benefit from the lessons of this research paper as they face the challenges of globalization in an increasingly interconnected world. With the discussions and illustrations, this paper is led through the multifunctional professionalism and confidence of RER linking the components of a project into a comprehensive work plan to guide the entire project to successful completion. 1.1.1 LEADERSHIP IS A PROCESS In my opinion, theres something quite different between army engineer leaders and civilian engineer leaders. An army engineer leaders must be able to handle multiples tasks. These groups work together in a superior-subordinate concept for command positions and formal leadership for engineering project management. All leaders take similar oaths upon entry to the Army. From day one, new Second Lieutenants are thrust into positions of significant responsibility. As a young nineteen to twenty-two years old leader, they are directly responsible for thirty to fifty-four soldiers. AsRER officers progress through the ranks, they continue to develop their leadership in RER design and construction projects. As a result, they will be given positions of increased responsibility and can eventually lead 120 to 318 soldiers. Where else would a young engineer with only a few years experience have the skill set to lead that many people? The corporate world, engineering consultant or construction would rarely ever let a new engineer university graduate supervise 30 peop le. In fact, some army engineer officers take their both technical expertise and army leadership skills and leave the RER. Their technical and army leadership skills are in such high demand, they can easily market themselves in the corporate world. As an army engineer officer, our duties will be diverse but extremely important. Army Engineer leadership is based on a concept of duty, service and perhaps importantly self-sacrifice. To join the army, we must pass a physical examination and sign the enlistment contract. With the enlistment contract, well agree to certain options such as the time frame of our active duty and our enlistment date. All army engineers participate in a course that introduces them to life as a soldier. The basic combat training centre at Kolej Tentera Darat and Pusat Asas Latihan Tentera Darat are a part of our course, will teach the same skills that are taught to other soldiers, so we will be prepared to fire weapons, engage the enemy in hand-to-hand combat, stay in good physical shape and otherwise succeed in a combat situation. As an Army field engineer (Jurutera Medan), we will work in a team to ensure that units dont have mobility problems when completing missions. We view our obligations to followers as a moral responsibility and we teach this value priority to junior leaders. We will be responsible for performing constructing bridges, demolition, clear routes, generating electrical power, constructing obstacles to serve as defense positions and training our team members including administrations, but our exact duties will vary from day to days. Our training will teach the skills we need to do our job as safely as possible. A useful skill to have and to become an army engineer is LEADERSHIP. We should be able to make quick and focused decisions to successfully complete our mission. Also, we need to be confident, intelligent, self-disciplined and enterprising. Army Field Engineering Institute or Institut Kejuruteraan Medan Tentera Darat (IKEM) role is to train all officers and soldiers in the RER as well as officers and other ranks from the Army in engineer related courses. With that concept in mind, IKEM developed a modular concept built around engineer staff/technical courses. IKEM was designed to train staff officer skills specialise in the field of engineering and these will allow the mind to better absorb and understand concepts and thus increase overall retention and depth of knowledge to the Army engineer. One of the keys to our success has been the many ideas, comments and concerns from the field. The diversity of the RER requires multiple assignments oriented training opportunities for its officers. Exposure to multiple and diverse jobs will provide breadth to an officers knowledge. Just as the Army Engineer transforms to the Objective Force to meet the challenges of the 21st century security environment, so too must the Army tran sform its education system to train and educate the leaders who will command and control that force. The Universiti Pertahanan Nasional Malaysia (UPNM) is the first university in Malaysia that provided for the countrys need in modern armed forces educations transformation. The university is fully a military university. There are 11 courses that are offered and these are balance of the fields in management, sciences and engineering. But aside from the academics, the students though are graded through their military leadership and physical fitness. These changes seek to provide the right education in the right medium to the right leader at the right time and place. The RER must have an ability to read a changing situation and react fastest. The adage â€Å"first in, last out †aptly applies to its significance and manifestation of its importance in supportingthe Army in discharging its roles. During my short 17 years of army engineer experience, Ive had the opportunity to serve with several dynamic leaders. These leaders all possessed similar traits such as vision, leadership, decisiveness, technical and tactical expertise, intelligence and compassion. Ive taken bits and peaces from each leader and formed my very own leadership style.A commander must be a motivated achiever with a â€Å"can do† attitude. RER commanders qualities are formed in a progressive and sequential series of carefully planned training, educational, and experiential. RER project management requires a multi-discipline focus to coordinate the overall needs of a project with reliance on others to provide the technical expertise. RER commander must be able to delegate authority and responsibility to others and still retain focus on the linking process between disciplines. RER Commander cannot become overly involved in detailed tasks or take over the discipline they are educated in, but should focus on the project objectives. 1.1.2 DEFINITION OF RER ENGINEERING PROJECT The RER project includes both construction and major repair/maintenance project. RER construction project is defined as all military construction work or any contribution authorized necessary to produce a complete and useable facility or a complete and useable improvement to an existing facility. Generally, construction includes: The erection, installation or assembly of a new facility. The addition, expansion, extension, alteration, relocation, or replacement of an existing facility. Site preparation, excavation, filling, landscaping, land improvements, utility connections and installed equipment. Repair or maintenance project means to restore a real property facility, system or component to such a condition that it may effectively be used for its designated functional purpose. When repairing a facility, the components of the facility may be repaired by replacement and such replacement may be up to current standards or codes. RER project practice may be construction only or a combination of design and construction. A project consists of three components: scope, budget and schedule. When a project first assigned to a commander, it is important that three of these components be clearly defined. Scope represents the work to be accomplished, for example, the quantity and quality of work. Budget refers to costs and schedule refers to the logical sequencing and timing of the work to be performed. The quality of a project must meet the owners satisfaction and is an integral part of project management as illustrated in figure 1. Figure 1 is shown as an equilateral triangle to represent an important principle of RER project management. Any increase in the scope of work requires a corresponding increase in budget and schedule. Conversely, any decrease in scope of work results in a corresponding decrease in budget and schedule. For example, any adjustment in budget and/or schedule requires a corresponding adjustment in scope. It is the duty of an engineer commander to ensure that the project scope, budget, and schedule are linked together. Budgeting is important because it establishes the amount of money the owner will spend to obtain the project and the amount of money that the design and construction organizations will be compensated for performing the work. The construction phase is important because most of the project budget is expended during construction. Also, the operation and maintenance of the completed project is highly dependent on the quality of work that is performed during construction. Quality is an element that is integrated into and between all parts of a project: scope, budget and schedule. 1.2 PROBLEM STATEMENT Today, project management has reached a maturity level in which it is applied in the RER building and construction projects. Commander faces dilemmas that require choices between competing sets of values and priorities. The best commander recognizes and faces them with a commitment to do the right thing the right way. What does the right things mean? Does it mean the morally right things? The ethically right things? The right things for the squadron to be successful? and whos to say what the right things are? Effective team work is a key element in any successful project. Teamwork must be start early in the process, and it must be continuous throughout the live of a projects. Why do communications fail? Focus on personal power, there are therefore no easy answers to the questions from where and when did the powerful religious dimensions first begin to make an impact on interpersonal dynamic of RER spiritual power in the accomplishment of the project. RER linking specific challenges to be faced and overcome through professionalism and confidence to bring a project successful completion. In the concept of duty and service, RER must be fit and perform under mental and physical pressure. How does RER could organize one project in the multifunctional roles with multiple tasks continue to fit in the plan that had been scheduled? In the concept of human nature, how does the RER can survive by pushing them in the panic button in line with low spiritual power? Will the completion of the project help that organization accomplish its goals? 1.3 AIM OF RESEARCH The research will analyze the interpersonal dynamic of RER leaders and its relationship between his leadership and RER management in the construction project, as showing in the figure 2 1.4 RESEARCH OBJECTIVES The research will cover the following objectives: Explore interpersonal dynamic in organization for good management, powerful leadership, and effective project management team. Discuss leadership roles from an Islamic perspectivewhich taking the examples of the past leader feature. Establishes personal power for dominating the work as the key to success. Effectiveness study of project management countermeasure as an important point of reference for improvement projects planned for the future. 1.5 SIGNIFICANCE OF RESEARCH RER moves forward into the 21st century to meet the challenges of a changing strategic and operational landscape. RER commanders qualities are formed in a progressive and sequential series of carefully planned training, educational, and experiential. Commander in such circumstances must be led in ways that inspire, rather than require, trust and confidence to hold high levels of responsibility. When followers have trust and confidence in a dynamic commander, they are transformed into willing, rather than merely compliant, agents. Much of the leadership practiced in todays Army achieves compliance from followers. Unfortunately, the compliance is not enough. The process of influencing followers behaviors accomplished the commanders goal by pushing them in the panic button. Some RER projects end, either as a casualty because of excessive cost and/or schedule overrun, or failure to accomplish their performance expectations. Engineering situations had enforced some engineer leaders bringing strong technical skills to the job site, but few possess the management skills it takes to successful coordinate the many phases of a construction projects. Also some current army engineer officers required technical engineering skills improvement initiative for supporting their expertise to plan and organise each stage of the projects. These lack of managerial and technical expertise is often the underlying reason for project delay, excessive spending, and ultimately dissatisfied. The significance of this paper is to help us be more effective in leadership situations by helping us better understand the complex challenges of commander command and control in RER. 1.6 LITERATURE REVIEW Indeed, there are a few books and articles that gave a brief account on the activities related to the research which provide to be useful for the literature review in the preparation of this study. Some of the literatures reviewed are listed below: a. Achieving Effective Performance for Unit Commanders written by Brig Gen Abdullah bin Babu, Lt Col Allatif Mohd Noh and Lt Col A.Endry Nixon published by Ministry of Defence Malaysia, 2002. This book explained the development of human resource, organization, information of technology, logistic, policies and instruction become the sinews of a more professionally focused and pragmatic Army driven by knowledge. It also provides insights and suggestive tools for commanders to use astutely as a competitive advantage in their pursuance for effective performance. b. Management i n Engineering: Principle and Practice Second Edition written by Gail Freeman-Bell and James Balkwill by Prentice Hall, 1996. This book presents the principle and techniques of managing engineering and construction projects from the conceptual phase, through design and construction and to completion. Much of the information in this book is based on formal and informal discussions with these project managers who are actively involved in the practice of project management. It informations related to the research where it has common elements of effective project management that have been successfully applied in practice. c. Total Construction Project Management written by George J. Ritz by McGraw-Hill Inc, 1994. This book is designed to give a construction manager the essential tools to survive and prosper in a highly competitive environment. Its significance in developing construction management and technology skills where both of it parallel paths to total construction management. It also emphasizes the person who is in responsible charge of the field activities must practice total construction project management to meet their project and personal goals. In the RER, the mental side of constructions management is frequently been used. Thus, this book is extremely beneficial to this research. d. Military Review The Professional Journal of The United State-Leadership, August 1994. This journal is review about World War II almanac. The author discussed about the theory of leadership where provided unique perspectives on leadership in both traditional and nontraditional applications that have much to offer to those who would lead. The authors also present their views on the rule of law and human right where there are a few issues that need to be addressed. e. Manual Procedure of Regiment Engineer Regiment (MP 4.1.1 TD). This manual provided sufficient information for staff and commanders at all levels in the course of their planning with regard to employment and deployment of engineers. There are three parts in this manual which are Organization, Command and Employment of Engineers as a Part One, Conduct of Battle as a Part Two and Engineer Operations as a Part Three. Each part had clarified briefly any matters of engineer needs to fulfilled its roles and functions. 1.7 LIMITATION OF RESEARCH This paper sources limited to the common RER construction projects through my personal thoughts and opinions on the management aspect. This paper is designed primarily, offer just one persons views on how to be a better army engineer and commander. There are a limited numbers of publications by the Services on the subject.As an army engineer officer is under the rules to be safeguard of all information that maintained by the Government of Malaysia as defense strategic and security . It is not to be divulged to a non-security organization unless authorized by the Ministry of Defence. It is also not to be used for other than military purpose and it is strictly not to be released to another country without the consent of the Ministry of Defence. Hence, the appointment for discussions will depend on the time availability of correspondents. 1.8 RESEARCH METHODOLOGY The research methodology is based on the lessons of the past leaders features. As an army engineer experience in working with numbers of construction projects in the RER much of the information in this research is based on formal and informal discussions with these project army engineer officers and commanders, who are actively, involved in the practice of RER construction projects. A common example is used throughout this research to illustrate the project management. Secondary data and information were uses as qualitative methodology with source from Al- Quran and Hadis, books and articles in journals found in the libraries. Besides, the study also utilized the facility offered by the Internet, which is a rich minefield of information recent on views, issues and updates. 1.9 ORGANIZATION OF CHAPTERS The paper is divided into five chapters. Chapter One begins by interpreting interpersonal dynamic. Next, discuss of project leadership that is importance because commander states that leadership is not a property of the individual but a complex relationship among many variables. Finally, defines general principles related to project management and presenting RER major constructions, improvement and maintenance project review role of Engineer Command and Control. The basic principles must be fully understood because many of the problems associated with project management are caused by failure to apply them. Chapter Two seeks to propagate the idea that interpersonal dynamic from an islamic perspective. Defining personal power of commander as the capacity or potential to exert influence and influence tactics as the degree of change in a persons attitudes, values or behaviors. Take the example of the story of Salahudin Al-Ayubis victory in the re-capture of Jerusalem; the powerful religious dimensions of the army engineer should arouse the personal competence and loyalty (jihad fi-sabilillah). Chapter Three begin to discuss the important of personal management skill to be a good planner, delegator and communicator with the progress of the battle of Badr commanded by the Prophet Muhammad SAW. RER leadership must set priorities and develop a system to manage time. Next, this paper is highlight the successful project management can best be described as effective communications between the people who perform the work that is necessary to complete the projects. Finally, stress on the important of construction phase because the quality of the completed project is highly dependent on the workmanship and management of construction. Chapter Four focus on major conditions that must be present for building effective project teams where its becoming increasingly more important. Taken a lesson from the battle of Uhud, Engineer commander have to organize and manage their teams across organizational lines. This paper considerable attention has been given to the Total Quality Management (TQM) concept that emphasizes teamwork at all levels of an organization to improve the quality of the project and achieve maximum customer satisfaction. Chapter Five concludes that RER leaders has a duty to perform, preserve and enhance the unity, strength, tranquility and development of society through interpersonal dynamic and highlights the project management countermeasure as an important point of reference for improvement projects planned for the future. One of the most important points in this chapter is situational engineering which manages the interaction between the leader, the followers and the situations with a high level of lateral interdependence. CHAPTER 2 POWER AND INFLUENCE 2.1 BACKGROUND Power is like a coin. It has two sides. One side is the official authority or legal power that is given to an individual who is occupying an organizational position of RER such as Engineer Commander. On the other side of the power is the influence that an individual has with regard to the organization of RER. The first sides of power stated in this chapter are legitimate power, personal power, expert power and referent power. The second side cannot be delegated. It depends on the knowledge, skills and attitudes of the individual and the competency that there are able to develop and sustain in the management of the project and in their dealings with the higher commander in RER. Most failures in the management of the projects are as follows: Failure to define the specificity of authority and responsibility of the Engineer Commander in the RER project. Negative attitudes on the part of project, functional and Chief of Engineer (CE) and team members who support a sharing of authority and responsibility over the resources to be used to support that projects. Lack of familiarity with the theoretical construction and the context in which that organizational design is applied. Failure of Engineer Commander to promote synergy and unity within and between RER levels and with outside organizational so that resources, results and rewards can be shared. This type of promotion requires true team work, discussion, cooperation of all RER committee, education and the opening and maintenance of many lines of communication. 2.2 SOURCES OF LEADERSHIP Leaders who can reward and punish followers may have a greater capacity to influence followers than those leaders who cannot use rewards or punishments. Legitimate power depends on a persons organizational role. Legitimate power means a leader has authority because he has been assigned a particular role in an organization. For example, in military the colonel can order compliance with uniform standards. However, follower or situational characteristics may diminish a leaders potential to influence followers as when the leader has less his personal power. Expert Power is the power of knowledge. Knowledge has always been of paramount importance as a source of development. In the military profession, it is extremely important to be aware of the continuous changes in military affair. The RER needs to equip itself with relevant knowledge and skills to face these complex challenges. Powerful individuals enhance learning from experiences. One way to counteract the problems stemming from a lack of expertise is to build strong interpersonal ties with subordinates. Referent power refers to the behavior and religion practices together have due to the strength of the relationship between the leader and the subordinates. When subordinates admirer a leader and see him as a role model, he has referent power. The story of Salahudin Al-Ayubis victory in the re-capture of Jerusalem is an important part of history that Muslims must study. However, in studies on the history victories in the crusades, figurism or heroism in the army is emphasized. This is not necessarily the better approach. Such an approach distracts us from the real illnesses present among Muslims, which become the reason for our defeat waiting for the distances a person from the role that he should be playing even while waiting for the appearance of a leader figure to bring about solutions to problems. To quote Salahudin Al-Ayubi as an example: â€Å"Salahuddin Al Ayyubi was born to an aristocratic family in Tikrit (Kurdistan-Iraq) in 1138 CE. His education was simple: the Quran, Hadith, some mathematics, law, literature, genealogy: of men and horses. Initially, he did not seem to have any special interest in military sciences. In 1169 at the age of 31, he was appointed both Commander-in-chief of the Syrian troops and vizier of Egypt. He was the Muslim ruler of Egypt, Syria, Yemen, and Palestine and one of the most famous of Muslim heroes. Salahuddin was 26 when was sent as a commander to aid the Fatimid rulers of Egypt against the Crusaders who were joined by a unit of the Egyptian army. In wars against the Christian crusaders, he achieved final success with the disciplined capture of Jerusalem (Oct. 2, 1187), ending its 88-year occupation by the Franks. The great Christian counterattack of the Third Crusade was the stalemated by Salahuddins remarkable leadership and military brilliance. He had a great love for Islam and he tried hard to root out the Crusaders. For this purpose, he maintained a strong army. To Salahuddin, Jihad started from the inside. He had to watch himself and his aids and soldiers to make sure that they behaved in compliance with Devine commandments in all spheres of life, spiritual, moral and material. Hence, when his advisor suggested to him, why do you not save the money you give in charity to the poor and religious teachers, and spend it in our war efforts? Salahuddin replied: I could not do that because the prayers of poor people and religious teachers were such a source of strength in wars†. UsingSalahuddin Al Ayyubi as a role model of leadership, it is indeed time for the RER leadership to carry out a serious introspection and internal correction of oneself. Leaders must be aware of how good they can perform and how their behavior affects the performance. A leader may need to change his behavior before trying to change the behavior of his subordinates. Salahuddins singleness of purpose induced his subordinates to rearm both physically and spiritually. Salahuddins every act was inspired by edifying works especially on the jihad itself. Salahuddins personal power in religion practice and moralities had won the hearts of his subordinates, so that he could accomplished his goal. Today, the RER leadership uses the approaches of getting work done through fear, or centralizing decision making, or decentralizing decision making, and some even allow the group to establish its own goals and make its own decisions. By using these approaches, do not mean the goal is cannot accompli sh but they may separates harmonizes environments between the leaders and subordinates. Our current generation has so much to learn from Salahuddin. But first let us remind ourselves that history generally tells us about the bravery and leadership of commanders of war and rulers. Islamic History taught in school also tells us of the bravery and the rule of Islamic leaders, from the honourable Prophet Muhammad SAW to the fall of Islam in Ottoman Turkey. This finally created awareness among the people that in fighting for the Islamic cause, they should begin with the local power struggle. In the RER construction project this matter may affect the quality of work performance that will be presented project results as shown in Appendix A. The RER leadership must also prepare to take a new direction to explore and study some of the traits relate physical factor, some abilities, many to personalities and social characteristics to support the roles of activity, intelligence, knowledge, dominance and self-confidence. May be we can begin to learn and practice the first step by taking the example of Salahuddin which through assertive moral rejuvenation to fit a genuine part of own way of life. 2.3 INFLUENCE TACTICS AND POWER Influence tactics are the actual behaviors used by a leader to change the attitudes, opinions, or behaviors of a target person. Commanders who have only legitimate power may be able to use only legitimizing, pushing or pressure tactics to influence his subordinates. Dont threaten or dont push them in the panic button. I know its done by some of our leaders, but I dont go for it. If people are running scared or tension, theyre not going to make the good job or the right decisions. Theyll make the job or decisions to please the commander rather than recommend what has to be done. Commander should attempts to get in a good mood before making a request. People typically use soft tactics when theyre at a disadvantage, when they aspect resistance or when they will personally benefit if the attempt is successful. People typically use rational tactics (logical arguments or factual evidence) when parties are relatively equal in power and when resistance is not anticipated. Some leaders are able to influence others through their relative expertise in particular areas. We may not have state of the art technology or weapons in the region but having the best interpersonal leader who can think critically, analytically and professionally would make a difference in the management of the project. Soldiers who have been in combat or project before are valued for the lessons learned and wisdom they can share with others. Because expert power is a function of the amount of knowledge one possesses relative to the rest of the members of the group, it is possible for followers to have considerably more expert power than leaders in certain situations. For example, new RER officer often possess less knowledge of the jobs and task performed in a particular work unit than the followers do. In this case, the followers can potentially wield considerable influence when decisions are made regarding work procedures, new equipment or