Banks Mat Review Essay Example for Free

Banks Mat Review Essay Robert Banks and Bernice M. Ledbetter believe the subject of leadership to be one worth exploring, and they do so in their book much to our profit. In this short book, Banks and Ledbetter begin by presenting the overall question they want to answer: Do Christians core convictions shape their views and practices of leadership or are they affected by wider cultural assumptions? [1]The book begins by exploring the many reasons for the increased interest in leadership today. The authors offer a plethora of reasons, not withholding the greatly increased pace of change, and they also set out some other factors for understanding leadership, including the comparison and contrast between a ‘leader’ and the qualities of ‘leadership’. Banks and Ledbetter take great care to ask challenging questions. This practice aids in the development of the book. In the opening chapters they begin by defining leadership as involving a person, group, or organization who shows the way in an area of life. [2] The authors also provide a strong distinction between management and leadership while also showing the importance of these two roles to work together. The foundation of the writing is supported by the claims towards the importance  of the study of leadership. Banks and Ledbetter continue on to explore leadership in a wider range of historical and Biblical contexts. They work from religious and Christian perspectives and work outward towards cultural influences. The authors share insight as it relates to the biblical, historical and contemporary perspectives, covering the accounts of the Apostle Paul, historical models such as the Benedictine tradition, Lutheran, Presbyterian and Pentecostal. They continue by exploring trait, contingency and transformational leadership. Chapters three and four provide the most specific writings on the topic of leadership. In these chapters Banks and Ledbetter draw attention to the raw spiritual, theological, and religious concepts of leadership. Here the authors conduct a case study of a significant author of leadership material, Stephen Covey. It is revealed that many readers are influenced by his Mormon faith without truly understanding or discerning the undertones.[3] This continues with an exploration of other perceived authorities on the topic of leadership. One such study is of Laura Beth Jones, an woman writer with increasing influence as it relates to leadership. Chapter five addresses how to translate practices of leadership into individual context through the use of three basic yet important values: faithfulness, integrity, and a servant-like attitude. Exploration of these three traits is undergirder with discussion of authors such as Robert Greenleaf. He is one of many leaders who brought into popular leadership thinking the idea of ‘servant leadership’.The book closes by offering examples in the form of case-studies. These studies provide deeper insight into the foundational qualities of successful leaders over the span of several years and many different context. This offers the reader a broader view of leadership by showing its success in many different forms and context. CONCRETE RESPONSE While reading through each chapter I was challenged to consider the conflicts I have faced that came as the result of lacking a manager to accompany my leadership. As a pastor, I am a natural leader. I tend to seek out change while searching for ways to constantly make things better and more efficient. About two years ago I was in a conflict with several of the leaders in our church. The conflict revolved around our misunderstanding of  each others approach and roles in leadership. As an proponent of change, I was offended by their seeming lack of faith in pursuing a broader reach in ministry and our effectiveness in the community. As managers, they were more apt to move slowly and could only visualize the problems that would need to be addressed in order to achieve the vision that was laid forth by me. After studying the viewpoints of Banks and Ledbetter I can now see how we could have easily been on the same page and shared the same goal while simply looking from distinct perspectives. I have now began to wonder how many other relationships could have been mended by simply understanding the role that each party played. I have a tendency to assume that others will automatically view things in the same way that I have. This has often led to great disappointment or great feelings of being misunderstood. In this way my passion can easily become focused on the wrong thing and people could easily become the target of that passion. REFLECTION While the book does a great job of exploring the topic of leadership, because of the breadth and depth of the topic many questions remain. Taking into account the authors definitions of managers and leaders, how do the two roles successfully communicate their intentions to one another? It is very possible for the two roles to coexist with proper acknowledgment of one another. How do the two operate together effectively without disrespecting or disregarding the importance of each role. Also, how does one know which leadership style works best in a given context? Does it take an extended period of trial and error to discover the proper styles? How do followers or even managers respond to a constantly changing leadership style? This book could have been greatly improved with a more comprehensive study of the specified leadership topics. The writing feels much like a generic overview of very important topics. While well written and engaging, I am left wanting as it relates to determining how to not only incorporate the leadership styles but also choose the style that is most fitting. This book feels like a movie that ended too soon. Leaving readers wondering what do with the brief information provided. ACTION With a fresh view of the information given by Banks and Ledbetter, I now have the information needed to implement a healthier leadership style that includes a clarity of my role as an agent of change. This plan is broken into two distinct parts. First, to properly identify the contexts that guide the view of leadership within the leadership team of the church that I pastor. What types of leaders have they encountered in the past? Are they open to change or resistant to it? This objective will be accomplished through the scheduling of one on one meetings with each leader. These meeting will allow me the opportunity to engage each leader in a meaningful conversation about the leadership styles they are most comfortable with. With this information I will be equipped to better serve these leaders by communicating with them in a way that they are most likely to receive. This is based upon Banks and Ledbetters observation of the broad idea of leadership many people carry. Secondly, I will create a comprehensive list of the core beliefs that will guide our leadership team. For those considering becoming parts of our church, how do they know the values that determine our decision making as leaders? This list will answer that question. It will become the core values for current and even future leaders. This comprehensive list will incorporate biblical teachings from Jesus as well as the Apostle Pauls qualifications from 1 Peter and the epistles to Timothy. By outlining these core values, we create accountability, an attribute that could also allow for congregants and members alike to feel more comfortable engaging with the vision of our church by being secure in the direction and the values that guide us. BIBLIOGRAPHY Banks, Robert and Ledbetter, Bernice â€Å"Reviewing Leadership: A Chriatian Evaluation of Current Approaches†, Grand Rapids, MI Baker Publishing Group 2004

Development of an Operational Plan

Development of an Operational Plan BSBMGT517 THEORY Performance Criteria: Research, analyse and document resource requirements and develop an operational plan in consultation with relevant personnel, colleagues and specialist resource managers. Activity 1.1.1 What strategies can an organisation use to research, analyse and document resource requirements for the development of an operational plan? For the development of an operational plan, an organisation needs to be able to research, analyse and document the resources on the following points The duration of the project; when it will start and the aim of completion. This should include current and upcoming desired and clear goals. Timeframes should be set at the start with clear plans about the project. Financial resources; how much fund is currently available to sustain the project and any risk that may occur in the funding needs to be identified prior. It is important to be able to convince investors and suppliers about the plan and the resources needed to help achieve a profitable completion of the project. Human resource and other capacity requirements; evaluate the labour and the skills needed and available that are important to complete the project. It is important to consider where the human resources will come from and how many staff are required. This should include maintenance and servicing resources such as customer service. Identify the risk and evaluate mitigation strategy; what are these strategies and how to overcome if they were to arise. For instance, if there is a gap in resources, there need to be a plan to fill in the gap. So, all risks are evaluated and plans are devised to be prepared and also to minimise the occurrences of these risks. The ability to measure the performance to monitor improvements need to be available. Performance Criteria: Develop and/or implement consultation processes as an integral part of the operational planning process Activity 1.2.1 What strategies do you or could you use to consult with team members and other stakeholders to gain and utilise their input when planning a project? There are several ways available to consult with team members about their input on a project. Emails and intranet may be used as a quality assurance and a way to improve the process. It is also an efficient way to get the same message across the whole group, especially in big organisations. On the other hand, it is an approachable system to welcome any opportunities for the staff to respond and provide feedbacks. This will contribute to the planning process and goals. Also, newsletters may be used to provide the staff about the important information about the plan with open opportunities to revert back with feedbacks. Furthermore, the use of surveys, questionnaires and information sessions may help to encourage staff to respond by providing specific feedbacks about the project. Quantitative and qualitative data are gathered for the operational plan of the project. In addition, there can be meetings; formal or informal. While informal meetings can be held anytime and anywhere, formal meetings require a safe and controlled environment. Both ways aim to gather feedbacks. Another different way to consult teams members are through interviews. Structured interviews may help the management to get the feedbacks needed in regards to specific aspects of the operational plan. These are done through specific questions. A more open way to gather such feedbacks and information is through brainstorming sessions whereby new ideas and solutions are generated. These are analysed to further determine its importance. To make these sessions fruitful, it is important to always welcome and recognise the effort of all participants for bringing their input and feedbacks to the organisation. This is in order to encourage more   open participation. Performance Criteria: Ensure the operational plan includes key performance indicators to measure organisational performance Activity 1.3.1 Key performance indicators act as benchmarks against which organisational goals and performance can be measured. List several areas of a project which might have key performance indicators reflected in an operational plan? Key performance indications may be used in an operational project to build goals. Setting a realistic aim will not only help staff to work towards it but it can also be used to reflect the profit of the organisation with quantitative targets.  Ã‚   Areas of a project where key performance indicators are reflected are Targets; sales and services will all work towards reaching the target Measurement of the growth in the organisation; this can be through sales or profit Objectives to help improve the system Initiatives for growth and increase performance. Performance Criteria: Develop and implement contingency plans for the operational plan Activity 1.4.1 Contingency plans deal with unexpected events and/or occurrences, and/or when things go wrong.List several areas where contingency planning would be typical? Areas where contingency planning is important are: Outsourcing human resources/ labour to cut down the cost used mutil function or skills. Contracting out then help to get a person with special knowledge and skills to bring their input at a lower cost and some organisations may even look into this strategy when an internal department has ceased functioning. Diversification of outcomes may help towards an achievable and profitable end result when many departments help to contribute towards the final result. Since the target is spread over a larger area, increase productivity from human resources help to contribute towards a bigger outcome. Cheaper and lower quality products help to moderate the budget. Globalisation helps towards competition and cost effective strategies and therefore more profit. Increasing sales or productions will increase profit. It is important to cater needs and resources towards the customer service department providing adequate training programs. By reinforcing their skills, it will help to reach key performance indicators. Recycling and re-using is a strategy to raise the organisational social responsibility towards the environment. Many customers are more inclined to buy consciously to protect the environment from these organisations. Rental and hiring alternatives are better ways to get hold of cheap resources than buying them. Negotiation helps to save on cost on the procurement of these resources needed. Restructuring of organisation to reduce labour costs is necessary at time to reduce expenses. Sometimes, some organisations will downsize in the aim of focusing on profitable departments only. Other departments that do not sell as their service or products, are not in high demands anymore, will cease to operate. Risk identification, assessment and management processes. Unfortunately, a rise in injuries due to hazards and risks put financial stress on organisations. So in order to minimise the risks of this happening, risk assessments are performed to reduce the occurrences of injuries. Sometimes, feedbacks from staff help to work out better strategies to manage injuries and also raise awareness of the importance of staying safe. Seeking further funding is important especially when the budget available is not adequate to reach the targeted goal. Strategies for reducing costs, wastage, stock of consumable can be done by using another supplier with lower costs that is able to produce at a cheaper rate Succession planning is important to identity good potentials within the organisation who are able to fill in important roles. Performance Criteria: Ensure the development and presentation of proposals for resource requirements is supported by a variety of information sources and seek specialist advice as required Activity 1.5.1 Provide several examples of the type of information sources and or specialist that may be used or accessed in the development and presentation of proposals for resource requirements within your organisation or area of activity? Raising funds is very significant to help achieve the goal of the operational plan. Raising funds help to obtain resources such as human resources/labour, capital resources and financial resources. If more funds is needed, the organisation needs to work on further strategies to obtain such by influencing senior management and skateholders to invest in order to supply these resources and in turn, get a profitable return. Developing a business proposal is a strategic plan and needs to be appealing enough to stakeholders so they can invest in it. They need to believe in its success, hence, devising a proposal is important to demonstrate the potentials behind the project. A business proposal needs to be convincing and needs to primarily cater the needs of the stakeholders investing in it, at a higher benefit for the latter. Identifying strategic goals such as marketing strategy helps to increase the organisations market share, therefore promoting the productivity of the organisation. Human resource strategy can be used to improve staffing experiences and skills. Management strategy, through emotional intelligence, also contributes towards productivity. Similarly, technological strategy helps to improve production line. Specialist advice can come from many informative sources such as managers, marketing specialist, financial consultants, accountants, suppliers, internal and external customers and the sales team. Customers feedbacks are also important to cater better needs and improve on the product efficiency. Presentation is the key to selling a business operational plan. The use of graphs helps to visually demonstrate costs, contingency plans and risk management plans and strategies to fund the plan. The more the organisations goals and benefits are reiterated and are made believable, the more comfortable the stakeholders will feel about investing in it. Performance Criteria: Obtain approval for the plan from relevant parties and explain the plan to relevant work teams Activity 1.6.1 From whom within your organisation or area of activity would you need to gain agreement and or endorsement for the approval of the operational plan, and once approved how would this information be provided to work teams and other stakeholders? An operational plan needs to be presented to the executives of the hospital, the director of nursing and the Chief executive officer for approval. It is usually via a systematic approach where justification is provided for the required funding. Each ward managers get to present their ideas and plans and relevant funding is then distributed according to their priorities. The decision is mostly based on the values and missions of the hospital. For instance, if funding is required to improve something important on the ward that has direct impact on the safety of the customers, it is more likely to be granted. Any ideas that will help to improve the risk management strategies will be taken seriously. Henceforth, it is important for managers to present their case in such a way that their operational plan is considered in accordance with the hospitals goals. Generally, once approved, the information is then passed on to the staff in the form of informal meetings, generally held every Thursday and also by email, so that the same information is delivered to every employee of the department. Flyers and newsletters are also posted on the common notice boards so everyone gets acquainted with the approval of the operational plan. Performance Criteria: Develop and implement strategies to ensure that employees are recruited and/or inducted within the organisations human resources management policies, practices and procedures Activity 2.1.1 What strategies could you use to ensure team members are clear about their roles and responsibilities as well as the requirements of the operational plan? Firstly, the team member gets to be acquainted to the roles needed prior to applying for it. Jobs and roles are advertised with specified skills needed and the employee gets to apply in relation of the demands and skills they can offer to the organisation. A resume is sent to the organisation and a selection process is undertaken in the form of an interview. This first step through applying and being recruited give the team members a clear perception about their roles and the responsibilities that are expected from them. The second step whereby the team members get acquainted to their roles is through an acceptance offer, a contract. Through a contract, the employer, through the Human Resource department, get to elaborate in writing about the roles and responsibilities of the employee. This contract is dully signed and returned to the Human Resource department as an agreement and acceptance of the roles and responsibilities required. The contract or acceptance letter has descriptive information: The dynamics of the workplace The role description in accordance to the mission and the values The collective agreement under the fair work act The hours or work, the flexibility of work and the remuneration The position description and title The allowances The superannuation The leave entitlements The period of probation/ engagement The commitment to performance review The policies and procedures The employee conduct; professional behaviour and attitude Variation to the terms of employment Confidentiality of the workplace The property of the employer The third step whereby the employee gets acquainted to the expected roles and responsibilities is through an induction of the workplace. An orientation or supernumerary time allows them to understand the dynamics of their department and the goal of the operational plan. Performance Criteria: Develop and implement strategies to ensure that physical resources and services are acquired in accordance with the organisations policies, practices and procedures Activity 2.2.1 Provide several examples of the type of strategies which might be required to ensure specific resource needs policies, procedures and practices? Strategies are in place to ensure physical resources and services are gained in accordance with the organisations policies, practices and procedures. These are: Supplier relationship; a good framework to strengthen important relationships. Being able to understand, analyse and focus on suppliers relationships help to be productive, efficient and compete in the market. It is important to identify how the supplier has an impact on monetary outcomes. Points to be considered are; what the suppliers are looking in the relationship, the way the supplier is used by the organisation and how it affects the organisations relationships with other suppliers. Purchasing; the supplier is the expert on the product and hence knowledge can be used from them for decision making processes and increasing performance. Choices are between purchasing internally or externally. Transport; cost effective strategies to save on storing, delivering and suppling the goods. The operations strategies can be sought from the supplier to handle and improve key relationships Networking; available contacts and resources that can be relied on to either get information or improve productivity. Relationship costs; surviving the impact of globalisation. It is important to minimise the procurement costs such as transport and customer service. The relationship benefits; what the organisation needs, the cost it incurs for these needs e.g. equipments, labour and cost of the products and services determine the benefits for the organisation. Obviously, a low operational, production and administration cost is more favorable and incurs less expenses. Revenue is then higher and can in return meet the demands of the customers. Clear communication; clear and concise. This helps to make sure the supplier and the organisation both knows what is expected and they can both work towards the same goal. Honesty; a reliable team. This favours good managerial relationship and each party is then accountable to fulfill their duties and promises, in turn enhancing the relationship. Practices and procedures are also taken into account in order to incorporate The culture of the organisation The guidelines of the organisation which determines operational functions such as human and physical resources Operating procedures and policies Undocumented practices in line with the operations Clear purchase orders to prove reliability and efficiency. Performance Criteria: Recognise and incorporate requirements for intellectual property rights and responsibilities in recruitment and acquisition of resources and services Activity 2.3.1 Requirements and responsibilities for intellectual property rights is an important part of the business environment, an organisations are wise to take steps to protect their own intellectual property, and also to honour the intellectual property rights of organisations from whom they have acquired relevant resources. When acquiring resources and services, it is important to acquaint to the intellectual propertys rights and responsibilities. Non-compliance to the later may result in legal consequences. For instance, material obtained from the internet may involve serious copyright issues. These unlawful accesses involve breaching the intellectual property of the involved organisation. Intellectual property is usually protected by many policies, procedures to reinforce the rights of acquisition. Policies, procedures and information include licensing agreements, information to ensure copyright protection, licensing agreements, procedures to register intellectual property rights or assets. Many organisations have policy in place to govern and manage ownership of intellectual property in an effective, efficient and ethical manner. These policies may include an explanation of any terminology relating to the property, mention of the relevant legislation, the types of intellectual property, disclosure of the property, information about marketing, commercialisation or licensing of the intellectual property and information if infringement happens. Another way of protecting intellectual properties is by licensing agreements for instance, a licensing document. These are devised to allow the owner to agree to terms and conditions and the other party to comply with the agreement. The ownership is thus maintained and it is beneficial for both parties. A license can cover product development, the manufacture, the marketing and the sales. Another form of licensing is franchising whereby distribution of goods and services occur with agreed terms between the owner of the intellectual property and the party paying to access the rights over the intellectual properties. Copyright is another way of protecting intellectual property to maintain the initial creativity of an idea or concept, be it on paper or electronically. A copyright notice clarifies the ownership of the intellectual property restricting its reproduction without permission. Trade marks can also be used to protect intellectual property. Prior to applying for registrations, online database needs to be scrutinised to make sure there is no similar product. Once cleared, the trade mark is then published in the Official Journal of Trade Marks whereby opponents may dispute its originality. If no oppositions are made, the application will go forward. There are several ways to register intellectual property assets. For instance, designs can be registered through the Australia Official Journal of Designs, Patents through the Australian Official Journal of Patents; Trademarks through the Australian Official Journal of Trademarks and Plant breeders through the Official Journal of plant breeders rights. Performance Criteria: Develop, monitor and review performance systems and processes to assess progress in achieving profit and productivity plans and targets Activity 3.1.1 How can you monitor and review the outcomes and achievements of operational plan against intended benchmarks and KPIs? There are several ways of monitoring and reviewing the outcomes and achievements of operational plans against benchmarks and KPIs. These are Quality assessment; gathering collective data to measure and analyse performance such as   observing service delivery, focusing on client method, auditing individual records, reviewing the data from an information system, testing a group, health worker interview, patient interview. Devising a quality monitoring system; data and design monitoring tools. This is in order to see the trend in indicators and monitor progress. Data are also used to identify any problems in the system that may be the result of poor performance. Three ways data are used; placing them in tabs, analysing them and interpreting them. This is later used in managerial decisions. External evaluation; process by which an external body provide feedback about an organisation performance. This can be done via an audit of in health care; accreditation. Certification is then required to acknowledge the competence and legal requirements of a group or organisation. Performance appraisals; a way for the management and HR department to provide feedbacks about the performance of their employee. This is instantaneously undertaken whereby the real time reports are given to employee about their performance. Managers are able to assess if their employees have been competent in undertaking tasks or organisational requirements. This is a systematic approach to evaluate the standard of an employee and also help to determine any increase in pay or promotions. It also helps to identify professional developments needs and set future goals to work towards better productivity. Process appraisal; a way to assess the functional and operational resources. This is to identify the equipment that are failing or need improvements, the tasks that are time consuming and the risk and hazards of the workplace. For quality improvement and to enhance productivity, these resources are maintained on a regular basis to make sure it wont slow down the line of productivity. Cost and variations in the process of maintenance is also evaluated to assess how these factors   are significant in order to   achieve quality improvement. Performance Criteria: Analyse and interpret budget and actual financial information to monitor and review profit and productivity performance Activity 3.2.1 What role do you or would you play in the development of a budget for an operational your organisation or area of activity, and who has final approval of this budget? Once the budget is approved, it is important to keep all the financial decisions and information involved such as the: Budget; all the expenses incurred The ratio analysis The forecast about the future expenses The cash flow statements The profit and loss statement The balance sheets of crediting and debiting cash The investments and liability reports. There are several factors that may affect the budget and so, it is important to keep a record of these factors and variations such as the changes to legislative requirements and innovations. To be financially aware will help guard any unforeseen circumstances. Financial reports help to justify profit or loss statement that will show the trend in productivity or fraudulent transactions. Performance Criteria: Identify areas of under-performance, recommend solutions and take prompt action to rectify the situation Activity 3.3.1 What strategies could you use to ensure team members are clear about their roles and responsibilities and to address under-performance issues? To ensure team members are clear about their roles and responsibilities, it is often useful to methodically raise questions that will help them to evaluate possible issues and devise solutions themselves. This is done by action learning. It helps a team to conduct a project with continuous improvements, assistance where needed and ongoing feedbacks.   The team will have a definition of the actual issue and appropriate awareness and solutions. This helps to understand organisational change and understand throughout a work group culture. It brings along new ideas and skills beneficial for the organisation. The team develops values such as openness, trust, collaboration, team spirit and cultural diversity and respect. Action learning highlights that mistakes do occur and helps the team to tolerate and action them. Likewise, action learning can be used to identify under-performance issues. An effective and quick strategy is to make sure that any changes do not deviate from the actual operational and strategic plan. Action learning helps to identify and recognise these changes with appropriate solutions. However, problems do not always arise from the process. There are many external factors that may interrupt the dynamics of action learning such as attitude, conflicted understanding or another group with performance issues. Performance Criteria: Plan and implement systems to ensure that mentoring and coaching are provided to support individuals and teams to effectively, economically and safely use resources Activity 3.4.1 What strategies do you or could you use to implement systems which ensure that mentoring and coaching are provided to team members in a safe, productive and economical manner? External parties to coach staff may be time consuming and expensive. Sometimes, it is best to allocate a mentor in order to save on cost and time. The mentor may need to perform a skill gap analysis to spot any gaps in performance, devise and demonstrate the desired expectations of performance to meet goals and eliminate any gaps. In order to be productive, mentors need to focus on their team and support each individuals growth. The manager needs to also identify whether the problem comes from the unawareness of the team regarding the goals or whether it is from a specific individual performance. If the issue comes from performance, coaches should be used to teach the group. On the other hand, if the issue is from a behavioural standard such as lack of confidence, then a mentor must be allocated to cater the specific individual need to improve his performance. This is safe and productive as mentors have specific targets to improve the success and performance of an individual and coac hes deliver skills to tackle tasks, challenges and works expectations. Both coaches and mentors are usually selected from members within the organisation. This is because they already understand the dynamics of the workplace and have the skills required to change performance challenges. It is important for both mentors and coaches to provide ongoing feedback and support the staff members. Coaches are normally leaders that need to use their authority to make sure all workers comply with the expected standard of performance. Their coaching is rather task related and will expect the individual to perform at the required level to improve their knowledge, skills and abilities to perform a task. Performance Criteria: Negotiate recommendations for variations to operational plans and gain approval from designated persons/groups Activity 3.5.1 From what stakeholders within your organisation or area of activity would you need to gain agreement and or endorsement from for variations to operational plans? Prior to gaining agreement or endorsement for operational plans, it is important to consult the following team for approval The policy and procedure committee depending on its relevance Standards committee in association with the topic that is involved The workplace healthy and safety manager and advisor to maintain a safe environment while undertaking these variations in the operational plan The board of executives for approval: CEO, coordinators, director of nursing and managers The staff of the designated department to make sure the operational plans is well understood prior to commencement Performance Criteria: Develop and implement systems to ensure that procedures and records associated with documenting performance are managed in accordance with organisational requirements Activity 3.6.1 What sort of records an information are required for the operational plan for your organisation or area of activity? Documentation is the main form of records in our organisation. In the healthcare industry, it is important to maintain ongoing documentation. This applies in the human resource sector, the billing sector, the booking sector, the nursing department and others. Records of the improvement processes help to measure performance and also innovation. Documentation such as operational plans, strategic goals, contingency plans, job advertisement, quality improvements, staff appraisals, leaves approval and the care of patients are highly recommended. For every step, there are specific forms designated to assist the organisation in keep records. Once completed with the approval, these forms are kept as per the policy of the organisation and filed away. For instance, any medical records go through a system of scanning and software storage for an indefinite period. This is safe with an optimum level of security   which is electronically verified.   Future generations can access these document s anytime and some data may be important not only for improvements but raising awareness of previous mistakes, so history doesnt get repeated.

Temporal Articulation in La Jetee Essay -- Film Movie Cinema Cinematog

Temporal Articulation in La Jetà ©e Chris Marker's La Jetà ©e presents a narrative occurring in three distinct time periods: the past, present, and future, depicted solely through static images. Each time period articulates the temporal relationship between adjacent images differently and through various means, including but not limited to the amount of perceived movement or change within the mise en scene from shot to shot (or the ellipsis between images in a sequence), and the amount and type of voiceover used in any given sequence. The audience's ability to comprehend narrative time remains relatively consistent throughout the film, but the means by which passing time is represented alters in each time period, depending upon the ways in which the above characteristics are manipulated. On a strictly visual basis, the audience's perception of the passage of time becomes progressively retarded from past to present to future (fabula-wise), and this sensation is achieved through the manipulation of ellipsis between images in a sequence (a sequence being any uninterrupted slice of time occurring in the past, present, or future). Broadly, shot to shot differences in time go from determinate in the past, to less determinate in the present, to almost totally indeterminate in the future. In other words, it is easier to register the passage of time through the change within the image from shot to shot in sequences occurring in the past than it is in sequences occurring in the present, which in turn register the passage of time more explicitly than do the images from sequences occurring in the future. For example, a sequence in the beginning of the film (occurring in the temporal present of the fabula) depicting of the results of the ... ...ough to say that La Jetà ©e is a wonderfully rich experiment in the manipulation of the perception of time; despite the complexities elaborated in this paper, the film presents a consistently comprehensible articulation of time, despite and because of an information-impeding stylistic device (still images as opposed to moving images) and a complex, circular narrative laden with potentially confusing time travel. Notes 1) Only one pivotal shot in the film is not static. 2) Dissolves typically indicate an ellipsis, or a longer ellipsis than is usually indicated by a cut. Thus the dissolves of the woman sleeping in bed could be read as occurring over longer, more indeterminate periods of time in which she has moved very little. Works Cited Le Jetee. Dir. Chris Marker. Perf. Jean Negroni, Helene Chatelain, Danos Hanrich and Jacques Ledoux. Argos Films, 1962. Temporal Articulation in La Jetee Essay -- Film Movie Cinema Cinematog Temporal Articulation in La Jetà ©e Chris Marker's La Jetà ©e presents a narrative occurring in three distinct time periods: the past, present, and future, depicted solely through static images. Each time period articulates the temporal relationship between adjacent images differently and through various means, including but not limited to the amount of perceived movement or change within the mise en scene from shot to shot (or the ellipsis between images in a sequence), and the amount and type of voiceover used in any given sequence. The audience's ability to comprehend narrative time remains relatively consistent throughout the film, but the means by which passing time is represented alters in each time period, depending upon the ways in which the above characteristics are manipulated. On a strictly visual basis, the audience's perception of the passage of time becomes progressively retarded from past to present to future (fabula-wise), and this sensation is achieved through the manipulation of ellipsis between images in a sequence (a sequence being any uninterrupted slice of time occurring in the past, present, or future). Broadly, shot to shot differences in time go from determinate in the past, to less determinate in the present, to almost totally indeterminate in the future. In other words, it is easier to register the passage of time through the change within the image from shot to shot in sequences occurring in the past than it is in sequences occurring in the present, which in turn register the passage of time more explicitly than do the images from sequences occurring in the future. For example, a sequence in the beginning of the film (occurring in the temporal present of the fabula) depicting of the results of the ... ...ough to say that La Jetà ©e is a wonderfully rich experiment in the manipulation of the perception of time; despite the complexities elaborated in this paper, the film presents a consistently comprehensible articulation of time, despite and because of an information-impeding stylistic device (still images as opposed to moving images) and a complex, circular narrative laden with potentially confusing time travel. Notes 1) Only one pivotal shot in the film is not static. 2) Dissolves typically indicate an ellipsis, or a longer ellipsis than is usually indicated by a cut. Thus the dissolves of the woman sleeping in bed could be read as occurring over longer, more indeterminate periods of time in which she has moved very little. Works Cited Le Jetee. Dir. Chris Marker. Perf. Jean Negroni, Helene Chatelain, Danos Hanrich and Jacques Ledoux. Argos Films, 1962.

The Truth about Euthanasia and Assisted Suicide :: Free Euthanasia Essay

The Truth about Euthanasia      Ã‚   Euthanasia news apparently sells big in the media. Barred from conducting an on-camera interview with Jack Kevorkian in prison, ABC News is waging a court battle against the Michigan Department of Corrections; they have refused a request from the ABC program "20/20" to let Barbara Walters interview Kevorkian. Corrections invoked a state prisons policy that took effect last March, barring TV crews except for stock footage and scenes of inmates taking part in prison activities. A county circuit judge found in favor of ABC on July 13, saying the prison policy infringes on First Amendment rights [AP, 7/13]. However, this ruling was blocked two weeks later by a state appellate court [Washington Times, 7/30]. Kevorkian is serving a 10-to-25-year sentence. Media hype surrounding euthanasia clouds the issues involved in the euthanasia debate.    Numerous US studies have established that the Americans most directly affected by the issue of physician-assisted suicide -- those who are frail, elderly and suffering from terminal illness -- are also more opposed to legalizing the practice than others are:    * A poll conducted for the Washington Post on March 22-26, 1996, found 50% support for legalizing physician-assisted suicide (Washington A18) Voters aged 35-44 supported legalization, 57% to 33%. But these figures reversed for voters aged 65 and older, who opposed legalization 54% to 38%. Majority opposition was also found among those with incomes under $15,000 (54%), and black Americans (70%).    * An August 1993 Roper poll funded by the Hemlock Society and other euthanasia supporters indicated that voters aged 18-29 supported "physician-aided suicide" 47% to 35%; voters aged 60 and older opposed it 45% to 35%. Hemlock's newsletter commented that "the younger the person, the more likely he or she is to favor this legislation." The newsletter added that "this is somewhat at odds with how Hemlock views its membership," since it sees itself as defending the interests of elderly citizens. (Humphry; Poll 9) A study of cancer patients found that terminally ill patients experiencing significant pain are more opposed to physician-assisted suicide than other terminally ill patients or the general public. The patients who did tend to favor assisted suicide were those who had been diagnosed with clinical depression. The researchers commented: "Patients with pain do not seem to view euthanasia or physician-assisted suicide as the appropriate response to poor pain management.

Sir Gawain and the Green Knight :: Essays Papers

Sir Gawain and the Green Knight What makes a man a hero? Where lies the line which when crossed changes a mortal man into a legend? Is it at the altar at Canterbury? in the Minotaur’s labyrinth? or is it an age or a time? Does a man become a hero when he transforms from a boy to an adult? or when he stops being a man and becomes a martyr? Where are the heroes of 1993? In whom do the children of this age believe? Like whom do they strive to be? Kennedy, Lennon, and even Superman are dead. World leaders are mockeries of real men, more like Pilates than Thomas Mores. Pop culture’s icons change daily. It is interesting that nearly 600 years ago someone was writing about heroism in a way that can be understood today. The poet of Sir Gawain and the Green Knight tells a tale in which a man is proven to be a hero through the seemingly un-heroic decisions made in the course of numerous tests. Sir Gawain is a hero for the 21st century. He is tried and trapped, he is inundated with opportunities to fail and yet he does not lose. More importantly though, in the end he learns an essential, inescapable fact about himself and human nature. What makes a man a hero? Just before he leaves Camelot in search for the Green Knight, Sir Gawain gives perhaps the best possible answer to this question: â€Å"In destinies sad or merry, True men can but try.† Tests and decisions are as numerous in any man’s life as are the beats of his heart. The consequences he incurs follow him forever; he is judged by them and they affect his entire existence. Gawain’s statement is not merely profound sentiment, useful even today as a measure of a man’s mettle. It is also, coming as early as it does in Part II of the poem, a harbinger of how Gawain’s tale may end. It tells a reader that Gawain means to do his level best in his grand endeavor and if in but one small way he should fail, do not persecute him until considering how a different man may have fared. Gawain, similar to most of the characters in the tale, is tested on several occasions. In the poem, as in real life, judgment should not be passed on a man’s single decisions individually, but only by observing how he has chosen to live his life. Sir Gawain and the Green Knight :: Essays Papers Sir Gawain and the Green Knight What makes a man a hero? Where lies the line which when crossed changes a mortal man into a legend? Is it at the altar at Canterbury? in the Minotaur’s labyrinth? or is it an age or a time? Does a man become a hero when he transforms from a boy to an adult? or when he stops being a man and becomes a martyr? Where are the heroes of 1993? In whom do the children of this age believe? Like whom do they strive to be? Kennedy, Lennon, and even Superman are dead. World leaders are mockeries of real men, more like Pilates than Thomas Mores. Pop culture’s icons change daily. It is interesting that nearly 600 years ago someone was writing about heroism in a way that can be understood today. The poet of Sir Gawain and the Green Knight tells a tale in which a man is proven to be a hero through the seemingly un-heroic decisions made in the course of numerous tests. Sir Gawain is a hero for the 21st century. He is tried and trapped, he is inundated with opportunities to fail and yet he does not lose. More importantly though, in the end he learns an essential, inescapable fact about himself and human nature. What makes a man a hero? Just before he leaves Camelot in search for the Green Knight, Sir Gawain gives perhaps the best possible answer to this question: â€Å"In destinies sad or merry, True men can but try.† Tests and decisions are as numerous in any man’s life as are the beats of his heart. The consequences he incurs follow him forever; he is judged by them and they affect his entire existence. Gawain’s statement is not merely profound sentiment, useful even today as a measure of a man’s mettle. It is also, coming as early as it does in Part II of the poem, a harbinger of how Gawain’s tale may end. It tells a reader that Gawain means to do his level best in his grand endeavor and if in but one small way he should fail, do not persecute him until considering how a different man may have fared. Gawain, similar to most of the characters in the tale, is tested on several occasions. In the poem, as in real life, judgment should not be passed on a man’s single decisions individually, but only by observing how he has chosen to live his life.

Sociology and Coffee

Writing Assignment #1 Coffee is a beverage that is globally consumed, but also a product that has different values in different parts of the world. The role coffee plays in society differs around the world, from the farmers who grew the crops to the people who constantly consume them. Social theoretical perspectives are capable of showing the different roles coffee has in different societies. Symbolic interactionism, functionalism, and Marxism are three theories which show coffee’s role sociologically.These theories show how coffee affects people physically, how it affects them emotionally, how it leads them to have interactions, how it connects different parts of society, and how it’s economically controlled by a select few. Symbolic interactionism is a social theoretical approach established by George Mead, which emphasizes the importance of symbols and language in understanding the social world. This theoretical theory first allows us to derive the symbolic meanings coffee has on society. Coffee is often viewed as a beverage for energy.It’s often drunk in the morning for means of getting drive after one has woken from sleep, or during the day when one is having a tiresome day, or sometimes after the consumption of alcohol to sober up. All these symbols can be used to identify the nature of coffee consumption within society. These symbols can lead to the social interaction, which George Mead said, involved the exchange of symbols. People can understand a person’s state of mind and mood when they see them drinking coffee, because coffee is capable of symbolizing certain moods.When people see one another drinking coffee before conversing, in Mead’s theory, it’s the exchange of symbols, in this case how one is feeling at that moment. After understanding one another, the people then can start talking in the manner in which they want to. Functionalism is another social theoretical approach which emphasizes the study of soc ial activity as society functions as a whole. In the case of coffee, this involves the chain of events that take place, starting with the coffee as a form of a crop all the way to it reaching the consumer.This gives us a clear understanding of society’s role in the production and consumption of the beverage, and the important role each one plays. Coffee is consumed around the world, but the wealthy nations consume far more than anyone else, even than the countries which produce the coffee. Functionalism advocates moral consensus, which is the maintenance of equality within society. In the case of coffee though, the wealthy countries have completely forgotten about equality and often economically oppress the countries which produce the coffee.People within these wealthy countries simply demand their coffees and have forgotten about the lengthy process coffee takes to get to them. In the functionalism of coffee, everyone plays an important part and it’s possible the disa ppearance of one group can lead to the collapse of the whole chain. Yet coffee has led to divisions being created as well as conflicts arising, all due to the wealthy and powerful creating policies that only benefit them and their associates. Functionalists stress to people to understand everyone’s importance within society, and to oppose those who seek to create social ranks.Marxism is also another social theoretical approach which emphasizes political reform but basically leads to more conflict. Marxists are often open to these changes in policy for their own advantages, in order to get more for their respective groups. Coffee is a valuable product on the world market and is often an issue of conflict over who receives more. The wealthy countries, through their power and shared ideologies, are able to dominate this area of the market and retrieve more coffee for themselves.When these groups with extensive powers come together with similar values, they legitimize their hold on the product of coffee. Similar to how the colonial powers dictated the route of coffee, these powerful groups with similar ideologies, will be able to control the market and decide if and how much coffee other countries will receive. This will cause rank division and ultimately lead to class conflict among nations. The powerful groups actually prefer these conflicts though, because it enables them to show their strength and have a stronger say in the coffee market.The sociological nature of coffee consumption can be defined through three theoretical methods. The first is symbolic interactionism and involves the observation of coffee as a symbol within society. Coffee can be regarded as an energy beverage, since it allows consumers to go on when tired. The second is functionalism and involves the chain of events which lead coffee from the farms around the world to the consumer. Coffee goes through a lot of steps to reach consumers around the world, but most are not aware of the lo ng journey it experiences.The third is Marxism and involves the groups, mostly the wealthy, who are in favor of changing policies to receive more coffee and dictate the market due to their wealth and similar ideals. The countries which produce the coffee as well as other poor countries which demand coffee are often oppressed financially by the wealthy that control all the influence in who receives the coffee. Coffee is no longer seen as a beverage but as a pile of money to the people who control its value on the market.

Chapter 19 The Servant of Lord Voldemort

Hermione screamed. Black leapt to his feet. Harry felt as though he'd received a huge electric shock. â€Å"I found this at the base of the Whomping Willow,† said Snape, throwing the cloak aside, careful to keep this wand pointing directly at Lupin's chest. â€Å"Very useful, Potter, I thank you†¦.† Snape was slightly breathless, but his face was full of suppressed triumph. â€Å"You're wondering, perhaps, how I knew you were here?† he said, his eyes glittering. â€Å"I've just been to your office, Lupin. You forgot to take your potion tonight, so I took a gobletful along. And very lucky I did†¦lucky for me, I mean. Lying on your desk was a certain map. One glance at it told me all I needed to know. I saw you running along this passageway and out of sight.† â€Å"Severus –† Lupin began, but Snape overrode him. â€Å"I've told the headmaster again and again that you're helping your old friend Black into the castle, Lupin, and here's the proof. Not even I dreamed you would have the nerve to use this old place as your hideout –â€Å" â€Å"Severus, you're making a mistake,† said Lupin urgently. â€Å"You haven't heard everything — I can explain — Sirius is not here to kill Harry –â€Å" â€Å"Two more for Azkaban tonight,† said Snape, his eyes now gleaming fanatically. â€Å"I shall be interested to see how Dumbledore takes this†¦He was quite convinced you were harmless, you know, Lupin†¦a tame werewolf –â€Å" â€Å"You fool,† said Lupin softly. â€Å"Is a schoolboy grudge worth putting an innocent man back inside Azkaban?† BANG! Thin, snakelike cords burst from the end of Snape's wand and twisted themselves around Lupin's mouth, wrists, and ankles; he overbalanced and fell to the floor, unable to move. With a roar of rage, Black started toward Snape, but Snape pointed his wand straight between Black's eyes. â€Å"Give me a reason,† he whispered. â€Å"Give me a reason to do it, and I swear I will.† Black stopped dead. It would have been impossible to say which face showed more hatred. Harry stood there, paralyzed, not knowing what to do or whom to believe. He glanced around at Ron and Hermione. Ron looked just as confused as he did, still fighting to keep hold on the struggling Scabbers. Hermione, however, took an uncertain step toward Snape and said, in a very breathless voice, â€Å"Professor Snape — it wouldn't hurt to hear what they've got to say, w-would it?† â€Å"Miss Granger, you are already facing suspension from this school,† Snape spat. â€Å"You, Potter, and Weasley are out-of-bounds, in the company of a convicted murderer and a werewolf. For once in your life, hold your tongue.† â€Å"But if — if there was a mistake –â€Å" â€Å"KEEP QUIET, YOU STUPID GIRL!† Snape shouted, looking suddenly quite deranged. â€Å"DON'T TALK ABOUT WHAT YOU DON'T UNDERSTAND!† A few sparks shot out of the end of his wand, which was still pointed at Black's face. Hermione fell silent. â€Å"Vengeance is very sweet,† Snape breathed at Black. â€Å"How I hoped I would be the one to catch you†¦.† â€Å"The joke's on you again, Severus,† Black snarled. â€Å"As long as this boy brings his rat up to the castle† — he jerked his head at Ron — â€Å"I'll come quietly†¦.† â€Å"Up to the castle?† said Snape silkily. â€Å"I don't think we need to go that far. All I have to do is call the Dementors once we get out of the Willow. They'll be very pleased to see you, Black†¦pleased enough to give you a little kiss, I daresay†¦I –â€Å" What little color there was in Black's face left it. â€Å"You -you've got to hear me out,† he croaked. â€Å"The rat — look at the rat –â€Å" But there was a mad glint in Snape's eyes that Harry had never seen before. He seemed beyond reason. â€Å"Come on, all of you,† he said. He clicked his fingers, and the ends of the cords that bound Lupin flew to his hands. â€Å"I'll drag the werewolf. Perhaps the Dementors will have a kiss for him too –â€Å" Before he knew what he was doing, Harry had crossed the room in three strides and blocked the door. â€Å"Get out of the way, Potter, you're in enough trouble already,† snarled Snape. â€Å"If I hadn't been here to save your skin –â€Å" â€Å"Professor Lupin could have killed me about a hundred times this year,† Harry said. â€Å"I've been alone with him loads of times, having defense lessons against the Dementors. If he was helping Black, why didn't he just finish me off then?† â€Å"Don't ask me to fathom the way a werewolf's mind works,† hissed Snape. â€Å"Get out of the way, Potter.† â€Å"YOU'RE PATHETIC!† Harry yelled. â€Å"JUST BECAUSE THEY MADE A FOOL OF YOU AT SCHOOL YOU WON'T EVEN LISTEN –â€Å" â€Å"SILENCE! I WILL NOT BE SPOKEN TO LIKE THAT!† Snape shrieked, looking madder than ever. â€Å"Like father, like son, Potter! I have just saved your neck; you should be thanking me on bended knee! You would have been well served if he'd killed you! You'd have died like your father, too arrogant to believe you might be mistaken in Black — now get out of the way, or I will make you. GET OUT OF THE WAY, POTTER!† Harry made up his mind in a split second. Before Snape could take even one step toward him, he had raised his wand. â€Å"Expelliarmus!† he yelled — except that his wasn't the only voice that shouted. There was a blast that made the door rattle on its hinges; Snape was lifted off his feet and slammed into the wall, then slid down it to the floor, a trickle of blood oozing from under his hair. He had been knocked out. Harry looked around. Both Ron and Hermione had tried to disarm Snape at exactly the same moment. Snape's wand soared in a high arc and landed on the bed next to Crookshanks. â€Å"You shouldn't have done that,† said Black, looking at Harry. â€Å"You should have left him to me†¦.† Harry avoided Black's eyes. He wasn't sure, even now, that he'd done the right thing. â€Å"We attacked a teacher†¦We attacked a teacher†¦Ã¢â‚¬  Hermione whimpered, staring at the lifeless Snape with frightened eyes. â€Å"Oh, we're going to be in so much trouble –â€Å" Lupin was struggling against his bonds. Black bent down quickly and untied him. Lupin straightened up, rubbing his arms where the ropes had cut into them. â€Å"Thank you, Harry,† he said. â€Å"I'm still not saying I believe you,† he told Lupin. â€Å"Then it's time we offered you some proof,† said Lupin. â€Å"You, boy — give me Peter, please. Now.† Ron clutched Scabbers closer to his chest. â€Å"Come off it,† he said weakly. â€Å"Are you trying to say he broke out of Azkaban just to get his hands on Scabbers? I mean†¦Ã¢â‚¬  He looked up at Harry and Hermione for support, â€Å"Okay, say Pettigrew could turn into a rat — there are millions of rats — how's he supposed to know which one he is after if he was locked up in Azkaban?† â€Å"You know, Sirius, that's a fair question,† said Lupin, turning to Black and frowning slightly. â€Å"How did you find out where he was?† Black put one of his claw-like hands inside his robes and took out a crumpled piece of paper, which he smoothed flat and held out to show the others. It was the photograph of Ron and his family that had appeared in the Daily Prophet the previous summer, and there, on Ron's shoulder, was Scabbers. â€Å"How did you get this?† Lupin asked Black, thunderstruck. â€Å"Fudge,† said Black. â€Å"When he came to inspect Azkaban last year, he gave me his paper. And there was Peter, on the front page on this boy's shoulder†¦I knew him at once†¦how many times had I seen him transform? And the caption said the boy would be going back to Hogwarts†¦to where Harry was†¦Ã¢â‚¬  â€Å"My God,† said Lupin softly, staring from Scabbers to the picture in the paper and back again. â€Å"His front paw†¦Ã¢â‚¬  â€Å"What about it?† said Ron defiantly. â€Å"He's got a toe missing,† said Black. â€Å"Of course,† Lupin breathed. â€Å"So simple†¦so brilliant†¦he cut it off himself?† â€Å"Just before he transformed,† said Black. â€Å"When I cornered him, he yelled for the whole street to hear that I'd betrayed Lily and James. Then, before I could curse him, he blew apart the street with the wand behind his back, killed everyone within twenty feet of himself — and sped down into the sewer with the other rats†¦.† â€Å"Didn't you ever hear, Ron?† said Lupin. â€Å"The biggest bit of Peter they found was his finger.† â€Å"Look, Scabbers probably had a fight with another rat or something! He's been in my family for ages, right –â€Å" â€Å"Twelve years, in fact,† said Lupin. â€Å"Didn't you ever wonder why he was living so long?† â€Å"We — we've been taking good care of him!† said Ron. â€Å"Not looking too good at the moment, though, is he?† said Lupin. â€Å"I'd guess he's been losing weight ever since he heard Sirius was on the loose again†¦.† â€Å"He's been scared of that mad cat!† said Ron, nodding toward Crookshanks, who was still purring on the bed. But that wasn't right, Harry thought suddenly†¦Scabbers had been looking ill before he met Crookshanks†¦ ever since Ron's return from Egypt†¦since the time when Black had escaped†¦. â€Å"This cat isn't mad,† said Black hoarsely. He reached out a bony hand and stroked Crookshanks's fluffy head. â€Å"He's the most intelligent of his kind I've ever met. He recognized Peter for what he was right away. And when he met me, he knew I was no dog. It was a while before he trusted me†¦Finally, I managed to communicate to him what I was after, and he's been helping me†¦Ã¢â‚¬  â€Å"What do you mean?† breathed Hermione. â€Å"He tried to bring Peter to me, but couldn't†¦so he stole the passwords into Gryffindor Tower for me†¦As I understand it, he took them from a boy's bedside table†¦Ã¢â‚¬  Harry's brain seemed to be sagging under the weight of what he was hearing. It was absurd†¦and yet†¦ â€Å"But Peter got wind of what was going on and ran for it.† croaked Black. â€Å"This cat — Crookshanks, did you call him? — told me Peter had left blood on the sheets†¦I supposed he bit himself†¦Well, faking his own death had worked once.† These words jolted Harry to his senses. â€Å"And why did he fake his death?† he said furiously. â€Å"Because he knew you were about to kill him like you killed my parents!† â€Å"No,† said Lupin, â€Å"Harry–â€Å" â€Å"And now you've come to finish him off!† â€Å"Yes, I have,† said Black, with an evil look at Scabbers. â€Å"Then I should've let Snape take you!† Harry shouted. â€Å"Harry,† said Lupin hurriedly, â€Å"don't you see? All this time we've thought Sirius betrayed your parents, and Peter tracked him down — but it was the other way around, don't you see? Peter betrayed your mother and father — Sirius tracked Peter down –â€Å" â€Å"THAT'S NOT TRUE!† Harry yelled. â€Å"HE WAS THEIR SECRET-KEEPER! HE SAID SO BEFORE YOU TURNED UP. HE SAID HE KILLED THEM!† He was pointing at Black, who shook his head slowly; the sunken eyes were suddenly over bright. â€Å"Harry†¦I as good as killed them,† he croaked. â€Å"I persuaded Lily and James to change to Peter at the last moment, persuaded them to use him as Secret-Keeper instead of me†¦I'm to blame, I know it†¦The night they died, I'd arranged to check on Peter, make sure he was still safe, but when I arrived at his hiding place, he'd gone. Yet there was no sign of a struggle. It didn't feel right. I was scared. I set out for your parents' house straight away. And when I saw their house, destroyed, and their bodies†¦I realized what Peter must've done†¦what I'd done†¦.† His voice broke. He turned away. â€Å"Enough of this,† said Lupin, and there was a steely note in his voice Harry had never heard before. â€Å"There's one certain way to prove what really happened. Ron, give me that rat.† â€Å"What are you going to do with him if I give him to you?† Ron asked Lupin tensely. â€Å"Force him to show himself,† said Lupin. â€Å"If he really is a rat, it won't hurt him.† Ron hesitated. Then at long last, he held out Scabbers and Lupin took him. Scabbers began to squeak without stopping, twisting and turning, his tiny black eyes bulging in his head. â€Å"Ready, Sirius?† said Lupin. Black had already retrieved Snape's wand from the bed. He approached Lupin and the struggling rat, and his wet eyes suddenly seemed to be burning in his face. â€Å"Together?† he said quietly. â€Å"I think so†, said Lupin, holding Scabbers tightly in one hand and his wand in the other. â€Å"On the count of three. One — two — THREE!† A flash of blue-white light erupted from both wands; for a moment, Scabbers was frozen in midair, his small gray form twisting madly — Ron yelled — the rat fell and hit the floor. There was another blinding flash of light and then — It was like watching a speeded-up film of a growing tree. A head was shooting upward from the ground; limbs were sprouting; a moment later, a man was standing where Scabbers had been, cringing and wringing his hands. Crookshanks was spitting and snarling on the bed; the hair on his back was standing up. He was a very short man, hardly taller than Harry and Hermione. His thin, colorless hair was unkempt and there was a large bald patch on top. He had the shrunken appearance of a plump man who has lost a lot of weight in a short time. His skin looked grubby, almost like Scabbers's fur, and something of the rat lingered around his pointed nose and his very small, watery eyes. He looked around at them all, his breathing fast and shallow. Harry saw his eyes dart to the door and back again. â€Å"Well, hello, Peter,† said Lupin pleasantly, as though rats frequently erupted into old school friends around him. â€Å"Long time, no see.† â€Å"S–Sirius†¦R–Remus†¦Ã¢â‚¬  Even Pettigrew's voice was squeaky. Again, his eyes darted toward the door. â€Å"My friends†¦my old friends†¦Ã¢â‚¬  Black's wand arm rose, but Lupin seized him around the wrist, gave him a warning took, then turned again to Pettigrew, his voice light and casual. â€Å"We've been having a little chat, Peter, about what happened the night Lily and James died. You might have missed the finer points while you were squeaking around down there on the bed –â€Å" â€Å"Remus,† gasped Pettigrew, and Harry could see beads of sweat breaking out over his pasty face, â€Å"you don't believe him, do you†¦? He tried to kill me, Remus†¦.† â€Å"So we've heard,† said Lupin, more coldly. â€Å"I'd like to clear up one or two little matters with you, Peter, if you'll be so –â€Å" â€Å"He's come to try and kill me again!† Pettigrew squeaked suddenly, pointing at Black, and Harry saw that he used his middle finger, because his index was missing. â€Å"He killed Lily and James and now he's going to kill me too†¦You've got to help me, Remus†¦.† Black's face looked more skull-like than ever as he stared at Pettigrew with his fathomless eyes. â€Å"No one's going to try and kill you until we've sorted a few things out,† said Lupin. â€Å"Sorted things out?† squealed Pettigrew, looking wildly about him once more, eyes taking in the boarded windows and, again, the only door. â€Å"I knew he'd come after me! I knew he'd be back for me! I've been waiting for this for twelve years!† â€Å"You knew Sirius was going to break out of Azkaban?† said Lupin, his brow furrowed. â€Å"When nobody has ever done it before?† â€Å"He's got dark powers the rest of us can only dream of!† Pettigrew shouted shrilly. â€Å"How else did he get out of there? I suppose He-Who-Must-Not-Be-Named taught him a few tricks!† Black started to laugh, a horrible, mirthless laugh that filled the whole room. â€Å"Voldemort, teach me tricks?† he said. Pettigrew flinched as though Black had brandished a whip at him. â€Å"What, scared to hear your old master's name?† said Black. â€Å"I don't blame you, Peter. His lot aren't very happy with you, are they?† â€Å"Don't know what you mean, Sirius –† muttered Pettigrew, his breathing faster than ever. His whole face was shining with sweat now. â€Å"You haven't been hiding from me for twelve years,† said Black. â€Å"You've been hiding from Voldemort's old supporters. I heard things in Azkaban, Peter†¦They all think you're dead, or you'd have to answer to them†¦I've heard them screaming all sorts of things in their sleep. Sounds like they think the double-crosser double-crossed them. Voldemort went to the Potters' on your information†¦and Voldemort met his downfall there. And not all Voldemort's supporters ended up in Azkaban, did they? There are still plenty out here, biding their time, pretending they've seen the error of their ways. If they ever got wind that you were still alive, Peter –â€Å" â€Å"Don't know†¦what you're talking about†¦Ã¢â‚¬  said Pettigrew again, more shrilly than ever. He wiped his face on his sleeve and looked up at Lupin. â€Å"You don't believe this — this madness, Remus –â€Å" â€Å"I must admit, Peter, I have difficulty in understanding why an innocent man would want to spend twelve years as a rat,† said Lupin evenly. â€Å"Innocent, but scared!† squealed Pettigrew. â€Å"If Voldemort's supporters were after me, it was because I put one of their best men in Azkaban — the spy, Sirius Black!† Black's face contorted. â€Å"How dare you,† he growled, sounding suddenly like the bearsized dog he had been. â€Å"I, a spy for Voldemort? When did I ever sneak around people who were stronger and more powerful than myself? But you, Peter — I'll never understand why I didn't see you were the spy from the start. You always liked big friends who'd look after you, didn't you? It used to be us†¦me and Remus†¦and James†¦Ã¢â‚¬  Pettigrew wiped his face again; he was almost panting for breath. â€Å"Me, a spy†¦must be out of your mind†¦never†¦don't know how you can say such a –â€Å" â€Å"Lily and James only made you Secret-Keeper because I suggested it,† Black hissed, so venomously that Pettigrew took a step backward. â€Å"I thought it was the perfect plan†¦a bluff†¦Voldemort would be sure to come after me, would never dream they'd use a weak, talentless thing like you†¦It must have been the finest moment of your miserable life, telling Voldemort you could hand him the Potters.† Pettigrew was muttering distractedly; Harry caught words like â€Å"far-fetched† and â€Å"lunacy,† but he couldn't help paying more attention to the ashen color of Pettigrew's face and the way his eyes continued to dart toward the windows and door. â€Å"Professor Lupin?† said Hermione timidly. â€Å"Can — can I say something?† â€Å"Certainly, Hermione,† said Lupin courteously. â€Å"Well — Scabbers — I mean, this — this man — he's been sleeping in Harry's dormitory for three years. If he's working for You-Know-Who, how come he never tried to hurt Harry before now?† â€Å"There!† said Pettigrew shrilly, pointing at Ron with his maimed hand. â€Å"Thank you! You see, Remus? I have never hurt a hair of Harry's head! Why should I?† â€Å"I'll tell you why,† said Black. â€Å"Because you never did anything for anyone unless you could see what was in it for you. Voldemort's been in hiding for fifteen years, they say he's half dead. You weren't about to commit murder right under Albus Dumbledore's nose, for a wreck of a wizard who'd lost all of his power, were you? You'd want to be quite sure he was the biggest bully in the playground before you went back to him, wouldn't you? Why else did you find a wizard family to take you in? Keeping an ear out for news, weren't you, Peter? Just in case your old protector regained strength, and it was safe to rejoin him†¦.† Pettigrew opened his mouth and closed it several times. He seemed to have lost the ability to talk. â€Å"Er — Mr. Black — Sirius?† said Hermione. Black jumped at being addressed like this and stared at Hermione as though he had never seen anything quite like her. â€Å"If you don't mind me asking, how — how did you get out of Azkaban, if you didn't use Dark Magic?† â€Å"Thank you!† gasped Pettigrew, nodding frantically at her. â€Å"Exactly! Precisely what I –â€Å" But Lupin silenced him with a look. Black was frowning slightly at Hermione, but not as though he were annoyed with her. He seemed to be pondering his answer. â€Å"I don't know how I did it,† he said slowly. â€Å"I think the only reason I never lost my mind is that I knew I was innocent. That wasn't a happy thought, so the Dementors couldn't suck it out of me†¦but it kept me sane and knowing who I am†¦helped me keep my powers†¦so when it all became†¦too much†¦I could transform in my cell†¦become a dog. Dementors can't see, you know†¦Ã¢â‚¬  He swallowed. â€Å"They feel their way toward people by feeding off their emotions†¦They could tell that my feelings were less — less human, less complex when I was a dog†¦but they thought, of course, that I was losing my mind like everyone else in there, so it didn't trouble them. But I was weak, very weak, and I had no hope of driving them away from me without a wand†¦.† â€Å"But then I saw Peter in that picture†¦I realized he was at Hogwarts with Harry†¦perfectly positioned to act, if one hint reached his ears that the Dark Side was gathering strength again†¦Ã¢â‚¬  Pettigrew was shaking his head, mouthing noiselessly, but staring all the while at Black as though hypnotized. â€Å"†¦ready to strike at the moment he could be sure of allies†¦and to deliver the last Potter to them. if he gave them Harry, who'd dare say he'd betrayed Lord Voldemort? He'd be welcomed back with honors†¦.† â€Å"So you see, I had to do something. I was the only one who knew Peter was still alive†¦Ã¢â‚¬  Harry remembered what Mr. Weasley had told Mrs. Wealsey. ‘The guards say he's been talking in his sleep†¦ always the same words†¦ ‘He's at Hogwarts.† â€Å"It was as if someone had lit a fire In my head, and the Dementors couldn't destroy it†¦It wasn't a happy feeling†¦it was an obsession†¦but it gave me strength, it cleared my mind. So, one night when they opened my door to bring food, I slipped past them as a dog†¦It's so much harder for them to sense animal emotions that they were confused†¦I was thin, very thin†¦thin enough to slip through the bars†¦I swam as a dog back to the mainland †¦I journeyed north and slipped into the Hogwarts grounds as a dog. I've been living in the forest ever since, except when I came to watch the Quidditch, of course. You fly as well as your father did, Harry†¦.† He looked at Harry, who did not look away. â€Å"Believe me,† croaked Black. â€Å"Believe me, Harry. I never betrayed James and Lily. I would have died before I betrayed them.† And at long last, Harry believed him. Throat too tight to speak, he nodded. â€Å"No!† Pettigrew had fallen to his knees as though Harry's nod had been his own death sentence. He shuffled forward on his knees, groveling, his hands clasped in front of him as though praying. â€Å"Sirius — it's me†¦it's Peter†¦your friend†¦you wouldn't –â€Å" Black kicked out and Pettigrew recoiled. â€Å"There's enough filth on my robes without you touching them,† said Black. â€Å"Remus!† Pettigrew squeaked, turning to Lupin instead, writhing imploringly in front of him. â€Å"You don't believe this — wouldn't Sirius have told you they'd changed the plan?† â€Å"Not if he thought I was the spy, Peter,† said Lupin. â€Å"I assume that's why you didn't tell me, Sirius?† he said casually over Pettigrew's head. â€Å"Forgive me, Remus,† said Black. â€Å"Not at all, Padfoot, old friend,† said Lupin, who was now rolling up his sleeves. â€Å"And will you, in turn, forgive me for believing you were the spy?† â€Å"Of course,† said Black, and the ghost of a grin flitted across his gaunt face. He, too, began rolling up his sleeves. â€Å"Shall we kill him together?† â€Å"Yes, I think so,† said Lupin grimly. â€Å"You wouldn't†¦you won't†¦Ã¢â‚¬  gasped Pettigrew. And he scrambled around to Ron. â€Å"Ron†¦haven't I been a good friend†¦a good pet? You won't let them kill me, Ron, will you†¦you're on my side, aren't you?† But Ron was staring at Pettigrew with the utmost revulsion. â€Å"I let you sleep in my bed!† he said. â€Å"Kind boy†¦kind master†¦Ã¢â‚¬  Pettigrew crawled toward Ron â€Å"You won't let them do it†¦I was your rat†¦I was a good pet†¦.† â€Å"If you made a better rat than a human, it's not much to boast about, Peter,† said Black harshly. Ron, going still paler with pain, wrenched his broken leg out of Pettigrew's reach. Pettigrew turned on his knees, staggered forward, and seized the hem of Hermione's robes. â€Å"Sweet girl†¦clever girl†¦you — you won't let them†¦Help me†¦.† Hermione pulled her robes out of Pettigrew's clutching hands and backed away against the wall, looking horrified. Pettigrew knelt, trembling uncontrollably, and turned his head slowly toward Harry. â€Å"Harry†¦Harry†¦you look just like your father†¦just like him†¦Ã¢â‚¬  â€Å"HOW DARE YOU SPEAK TO HARRY?† roared Black. â€Å"HOW DARE YOU FACE HIM? HOW DARE YOU TALK ABOUT JAMES IN FRONT OF HIM?† â€Å"Harry,† whispered Pettigrew, shuffling toward him, hands outstretched. â€Å"Harry, James wouldn't have wanted me killed†¦James would have understood, Harry†¦he would have shown me mercy†¦Ã¢â‚¬  Both Black and Lupin strode forward, seized Pettigrew's shoulders, and threw him backward onto the floor. He sat there, twitching with terror, staring up at them. â€Å"You sold Lily and James to Voldemort,† said Black, who was shaking too. â€Å"Do you deny it?† Pettigrew burst into tears. It was horrible to watch, like an oversized, balding baby, cowering on the floor. â€Å"Sirius, Sirius, what could I have done? The Dark Lord†¦you have no idea†¦he has weapons you can't imagine †¦I was scared, Sirius, I was never brave like you and Remus and James. I never meant it to happen†¦He-Who-Must-Not-Be-Named forced me –â€Å" â€Å"DON'T LIE!† bellowed Black. â€Å"YOU'D BEEN PASSING INFORMATION TO HIM FOR A YEAR BEFORE LILY AND JAMES DIED! YOU WERE HIS SPY!† â€Å"He — he was taking over everywhere!† gasped Pettigrew. â€Å"Wh-what was there to be gained by refusing him?† â€Å"What was there to be gained by fighting the most evil wizard who has ever existed?† said Black, with a terrible fury in his face. â€Å"Only innocent lives, Peter!† â€Å"You don't understand!† whined Pettigrew. â€Å"He would have killed me, Sirius!† â€Å"THEN YOU SHOULD HAVE DIED!† roared Black. â€Å"DIED RATHER THAN BETRAY YOUR FRIENDS, AS WE WOULD HAVE DONE FOR YOU!† Black and Lupin stood shoulder to shoulder, wands raised. â€Å"You should have realized,† said Lupin quietly, â€Å"if Voldemort didn't kill you, we would. Good-bye, Peter.† Hermione covered her face with her hands and turned to the wall. â€Å"NO!† Harry yelled. He ran forward, placing himself in front Pettigrew, facing the wands. â€Å"You can't kill him,† he said breathlessly. â€Å"You can't.† Black and Lupin both looked staggered. â€Å"Harry, this piece of vermin is the reason you have no parents,† Black snarled. â€Å"This cringing bit of filth would have seen you die too, without turning a hair. You heard him. His own stinking skin meant more to him than your whole family.† â€Å"I know,† Harry panted. â€Å"We'll take him up to the castle. We'll hand him over to the Dementors†¦He can go to Azkaban†¦but don't kill him.† â€Å"Harry!† gasped Pettigrew, and he flung his arms around Harry's knees. â€Å"You — thank you — it's more than I deserve — thank you –â€Å" â€Å"Get off me,† Harry spat, throwing Pettigrew's hands off him in disgust. â€Å"I'm not doing this for you. I'm doing it because — I don't reckon my dad would've wanted them to become killers — just for you.† No one moved or made a sound except Pettigrew, whose breath was coming in wheezes as he clutched his chest. Black and Lupin were looking at each other. Then, with one movement, they lowered their wands. â€Å"You're the only person who has the right to decide, Harry,† said Black. â€Å"But think†¦ think what he did†¦.† â€Å"He can go to Azkaban,† Harry repeated. â€Å"If anyone deserves that place, he does†¦.† Pettigrew was still wheezing behind him. â€Å"Very well,† said Lupin. â€Å"Stand aside, Harry.† Harry hesitated. â€Å"I'm going to tie him up,† said Lupin. â€Å"That's all, I swear.† Harry stepped out of the way. Thin cords shot from Lupin's wand this time, and next moment, Pettigrew was wriggling on the floor, bound and gagged. â€Å"But if you transform, Peter,† growled Black, his own wand pointing at Pettigrew too, â€Å"we will kill you. You agree, Harry?† Harry looked down at the pitiful figure on the floor and nodded so that Pettigrew could see him. â€Å"Right,† said Lupin, suddenly businesslike. â€Å"Ron, I can't mend bones nearly as well as Madam Pomfrey, so I think it's best if we just strap your leg up until we can get you to the hospital wing.† He hurried over to Ron, bent down, tapped Ron's leg with his wand, and muttered, â€Å"Ferula.† Bandages spun up Ron's leg, strapping it tightly to a splint. Lupin helped him to his feet; Ron put his weight gingerly on the leg and didn't wince. â€Å"That's better,† he said. â€Å"Thanks.† â€Å"What about Professor Snape?† said Hermione in a small voice, looking down at Snape's prone figure. â€Å"There's nothing seriously wrong with him,† said Lupin, bending over Snape and checking his pulse. â€Å"You were just a little — overenthusiastic. Still out cold. Er — perhaps it will be best if we don't revive him until we're safety back in the castle. We can take him like this†¦.† He muttered, â€Å"Mobilicorpus.† As though invisible strings were tied to Snape's wrists, neck, and knees, he was pulled into a standing position, head still lolling unpleasantly, like a grotesque puppet. He hung a few inches above the ground, his limp feet dangling. Lupin picked up the Invisibility Cloak and tucked it safely into his pocket. â€Å"And two of us should be chained to this,† said Black, nudging Pettigrew with his toe. â€Å"Just to make sure.† â€Å"I'll do it,† said Lupin. â€Å"And me,† said Ron savagely, limping forward. Black conjured heavy manacles from thin air; soon Pettigrew was upright again, left arm chained to Lupin's right, right arm to Ron's left. Ron's face was set. He seemed to have taken Scabbers's true identity as a personal insult. Crookshanks leapt lightly off the bed and led the way out of the room, his bottlebrush tail held jauntily high.