Ludwig Van Beethoven The Incessant Sound Of A Fallen Tree Essay

There resounds a proverbial question, â€Å"If a tree falls in the woods and no one is there to hear, does it make a sound as it falls?† Capricious as this query may appear I have had occasion to entertain just such a notion when, as a youth, I found an exploratory journey down a deep wood’s path abruptly halted by the greeting of an enormous fallen tree. The colossal obstacle lay across my path and presented itself a motionless, silent guardian that protected that which lay beyond from my further intrusion. What a monumental disturbance must have been witnessed by the forest as this giant came crashing down! I wondered how the tree came to be there in the first place or what of the countless forms of life that had sprang forth from its protective purview over the decades of the tree’s history. I wondered what might have led to the demise of the strong anchoring system that had so obviously sustained the uprightness of this tower for so long. Not to mention what a scurry for life itself must have taken place by the multitude of creatures that were no doubt within the danger zone as tons of falling wood rushed earthward. Notwithstanding the magnitude of this event and the obvious lasting effects that resulted, I still wondered if â€Å"the falling tree had made a sound?† When the life of Ludwig van Beethoven first encroached upon my path, much the same sensation was experienced. No doubt I had heard of the composer’s name, but then so had I foreknowledge of trees, both fallen as well as standing ones. However, what of this particular composer. Had I ever entertained conversation with him? Had I known of his particular work, achievements, or failures? What difference had been made by this long extinguished life, at least where I was concerned? So here I stood. Yet another fallen giant before me in an apparently posture of complete silence leaving me to contemplate what, if any, true sound had been made as it fell. Every inquiry has its beginnings and Beethoven’s began in Bonn, Germany on December 16, 1770 (Cross 45). Though he had somewhat of a musical heritage with both his father and grandfather being performers themselves, it appears to have been that the emotion of greed more probably served as the conduit for molding of the youth. Johaan Beethoven, Ludwig’s drunkard father, had become aware that his son possessed musical talent. Though apparently not particular... ...curried for cover and sun-light, no longer blocked out, reached new areas of the forest floor, resulting in a host of new life being brought forth from the decaying carcass of the wooden giant. Until I encountered the tree, no difference had been made to me. Yet now, as I could not pass by, the course I took was now forever altered. From this perspective I can truly say that, though I was not present at the time of the event, either in the case of the life of Ludwig van Beethoven or in the falling of the great tree, I am now aware and thus truly affected by both. BIBLIOGRAPHY Milton Cross and David Ewen (1962). Encyclopedia of the Great Composers and Their Music. Garden City, New York: Doubleday and Company, Inc. Alessandra Comini (1987). The Changing Image of Beethoven: A Study in Mythmaking. New York, New York: Rizzoli International Publications, Inc. Irving Kolodin (1975). The Interior Beethoven: A Biography of the Music. New York, New York: Alfred A. Knope. Alfred Einstein (1969). A Short History of Music. (4th ed.) New York, New York: Alfred A. Knope. Felix Greissle, eds. The International Library of Piano Music. (Album 14) New York, New York: The University Society, Inc.

Clinometer

Clinometer (forestry) From Wikipedia, the free encyclopedia Jump to: navigation, search A clinometer used in forestry The clinometer, known in many fields as an inclinometer, is a common tool used in forestry to measure slope, vertical angles, and – in combination with distance measurements – elevation change or tree heights. How it works A forester using a clinometer makes use of basic trigonometry. First the observer measures a straight-line distance D from some observation point O to the object. Then, using the clinometer, the observer measures the angle a between O and the top of the object.Then the observer does the same for the angle b between O and the bottom of the object. Multiplying D by the tangent of a gives the height of the object above the observer, and by the tangent of b the depth of the object below the observer. Adding the two of course gives the total height (H) of the object, in the same units as D. [1] Note that since multiplication is distributive it is equally valid to add the tangents of the angles and then multiply them by D: A = tan a B = tan b H = (A ? D) + (B ? D) = (A + B) ? D Note also that both angles should be positive numbers (i. . ignore any minus sign on the clinometer's scale). Units of measure There are typically three different units of measure that can be marked on a clinometer: degrees, percent, and topo. When buying a clinometer it is important to make sure it is calibrated to units suitable for the intended use.Tree height measurement Tree height measurement The forester stands at a fixed distance from the base of the tree. The most common distances in the United States are 50  feet (15. 24 m), 66  feet (20. 12 m), and 100  feet (30. 48 m). 2] To obtain accurate readings it is best to use taped measured distance instead of paced distances. For the most accurate readings it is best to use a distance that is not less than the height of the tree being measured. [3], that is, that the clinometer will me asure an angle less than 45 ° (100%). The observer sights to the top of tree, if total height is the desired measurement. If the desired measurement is merchantable height – that is, the height producing timber that can be sold – the observer sights to a point on the tree above which no more merchantable timber is found.The observer then measures to the bottom of the tree, takes the tangents and multiples them by the distance, and adds the two figures together. This will be the height of the tree. The observer must always measure a leaning tree so that the tree is leaning to the left or right. Measurements should never be taken with the tree leaning toward or away from the observer because this will affect their accuracy because of foreshortening. Slope measurement Measuring slope with a clinometerThe clinometer is also commonly used by foresters to obtain the percent slope of terrain. This measurement is based on the same trigonometric principles described above. Sl ope measurements, however, require that both observer and target be a constant height above the ground; thus a range pole or height of measurement (HI) stick is often used in slope measurements. The Clinometer The clinometer is an optical device for measuring elevation angles above horizontal. The most common instruments of this type currently used are compass-clinometers from Suunto or Silva.Compass clinometers are fundamentally just magnetic compasses held with their plane vertical so that a plummet or its equivalent can point to the elevation of the sight line. A better clinometer (I believe) is the Abney hand spirit level or clinometer, where the object sighted and the level bubble can be seen simultaneously, so that the index can be set accurately. An Abney clinometer is shown in the photograph. A spirit level is so-called because it contains alcohol in a tube of large radius, in which the bubble moves to the highest point.Spirit levels are used for accurate surveying, although automatic levels that go back to the principle of the plummet are now frequently found, and are easy to use. The Abney clinometer has a sighting tube with an angle scale reading from -90 ° to +90 °, and a spirit level with a Vernier index that can be moved along the scale while the user looks through the sighting tube. A small mirror and lens makes the level bubble visible in the field of view. When the object is aligned with the crosshair in the sighting tube, the spirit level is rotated so that the bubble is bisected by the crosshair, as illustrated in the diagram.Then, the elevation of the line of sight can be read off on the scale. The Vernier can be read to 10†², but it requires a magnifier to do this. The clinometer can read easily and accurately angles of elevation that would be very difficult to measure in any other simple and inexpensive way. A fairly common use of a clinometer is to measure the height of trees, which is easily done. A point should be marked with a stake as far from the centre of the trunk of the tree as its estimated height, so that the elevation angle is about 45 °, which gives the best â€Å"geometry. This distance D is measured with a tape. The observer then stands over the stake and sights the top of the tree, finding its elevation angle ?. The height H of the tree is then H = D tan ? + HI, where HI, the height of instrument, is the height of the observer's eye. All this is illustrated in the diagram. A useful accessory is a levelling rod, which can be home-made at little expense. Since the clinometer has no powerful telescope, the reading of the rod must be evident from a distance if you use it as a self-reading rod.Alternatively, if you have a rodperson, she can stand by the rod and move a finger or other marker up and down in response to your signals, then measure the distance with a tape. A self-reading rod can be made from a 1†³ x 4†³ x 10†² choice pine board available at Home Depot. A bold patter n that can be estimated to a few centimetres can then be applied by stencil and matte black spray paint. Two examples are shown at the right. Colors can also be used to make distinctions. The determination of the difference in elevation of two points is called levelling, and can be carried out with the clinometer set at 0 °.The place where you stand with the level is called a turning point, TP. Your rodperson holds the rod on the first point, and you make a backsight, BS, by reading the rod. The reading is the HI above the first point. Now the rod is held on the second point, and a foresight, FS, is taken. Foresights and backsights should be roughly equal in distance. The difference in elevation of the two points is BS – FS. This procedure is illustrated at the left. If both points cannot conveniently be viewed from one TP, a chain of turning points is used, with an intermediate elevation between each one.The difference in elevation is the sum of the backsights less the sum of the foresights. If the sights are short, such as those that are practical with the clinometer, the curvature of the earth will be taken into account automatically. Clinometer Clinometers are measuring devices that may be used in several different professions. Also known as an inclinometer, the essential function of the device is to determine accurate measurements as they relate to sloping, height and distance.The clinometer is often used in the profession of meteorology, as well as in forestry and surveying. One of the most common applications of the clinometer has to do with measuring angles as they relate to the slope of natural formations or buildings and other human construction projects. The idea is to measure the angle with an eye toward identifying any amount of slope, with respect to the gravity that is involved. The clinometer may be used to measure both inclines and declines, based on the perspective of the individual calculating the measurements.

Leadership and Change Management Assignment - Free Essay Example

Sample details Pages: 7 Words: 2078 Downloads: 8 Date added: 2017/06/26 Category Management Essay Type Analytical essay Did you like this example? Leadership and Change Management Executive Summary In the current milieu change occurs swiftly which directly influenced over the global financial crisis, global popularity and globalization do create diverse innovative trends and patterns in the competitive market to which organizations should adopt and adjust rapidly in order to effectively compete. Hence, less ability to adjust for changes would impact towards the organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s competitiveness in front of the competitors. Therefore the management of à ¢Ã¢â€š ¬Ã‹Å"changeà ¢Ã¢â€š ¬Ã¢â€ž ¢ on organizational aspect should be commenced cautiously; in order to generate revenue to organizations. For instance; automobile brands as Ford, Chrysler, etc in United States were not willing for market changes, which led on Japanese brands as Toyota, etc to capture the competitive market, clearly illustrates the significances on changes. Moreover the key element towards the rapid global change process dwells due to globalization. The term globalization determines the à ¢ â‚ ¬Ã‹Å"integration of markets and economics.à ¢Ã¢â€š ¬Ã‚  Thus diverse scholars have emphasized their omniscient point on globalization. As to Professor C.K. Prahalad; Globalization is good as well ità ¢Ã¢â€š ¬Ã¢â€ž ¢s bad and Thomas Firedman elaborated that globalization is the core-reason to make the world-flat, though the novel à ¢Ã¢â€š ¬Ã‹Å"The World Is Flatà ¢Ã¢â€š ¬Ã¢â€ž ¢ by Thomas Friedman, ità ¢Ã¢â€š ¬Ã¢â€ž ¢s clearly elaborated that the world has become flat due to the effect of the ten key-flatteners; supply-chain, outsourcing, off-shoring, when Netscape went public et-al. Moreover scholars as Dr. Noreena Hertz and Joseph Stiglitsà ¢Ã¢â€š ¬Ã¢â€ž ¢s view point on globalization, it is visible that globalization has impacted the world on the two aspects of à ¢Ã¢â€š ¬Ã‹Å"goodà ¢Ã¢â€š ¬Ã¢â€ž ¢ and à ¢Ã¢â€š ¬Ã‹Å"bad,à ¢Ã¢â€š ¬Ã¢â€ž ¢ which has resulted the immense-effect of organizational changes. Nevertheless the model à ¢Ã¢â€š ¬Ã…“leadership and change ma nagementà ¢Ã¢â€š ¬Ã‚  hubs over the intricate features of leadership; in diverse cultures, resourcefulness, modernization and impending of leadership skills; in midst of effectual leadership tactics and change-perceptions were hyperbole. The à ¢Ã¢â€š ¬Ã‹Å"theory E and Oà ¢Ã¢â€š ¬Ã¢â€ž ¢ signifies the levers of managing strategic changes in an organization comprehensively; though organizational managementà ¢Ã¢â€š ¬Ã¢â€ž ¢s confrontations on organizational changes are structured on trepidation on monetary, competence, uncertainty, figurative, etc. However there are numerous processes on conquering resistance to change through scrutinizing the collisions, identification of matters. Therefore organizational managers and leaders are regularly confronted on à ¢Ã¢â€š ¬Ã‹Å"discovering and minding latest-trails, thus à ¢Ã¢â€š ¬Ã…“attributeà ¢Ã¢â€š ¬Ã‚  and à ¢Ã¢â€š ¬Ã…“skillsà ¢Ã¢â€š ¬Ã‚  are the key elements that leaders and managers should compel on achieving organizational objectives. Table of Contents Executive Summary 1Introduction 1.1Scope of the assignment 1.2Introduction to BBC 1.2.1BBCà ¢Ã¢â€š ¬Ã¢â€ž ¢s mission and vision 2The implementation of the Change Management Processes at BBC 2.1The recognition of need for change 3The role of leaders and managers in the change process 3.1Mr. John Birtà ¢Ã¢â€š ¬Ã¢â€ž ¢s tactic on change at BBC 4Conclusion References List of Diagrams Figure 1: BBC mission and vision, Source: BBC Annual Report (2012-13), Pg. 05 Don’t waste time! Our writers will create an original "Leadership and Change Management Assignment" essay for you Create order 1 Introduction 1.1 Scope of the assignment Fundamentally the core-endeavor of the assignment is to justify à ¢Ã¢â€š ¬Ã…“the leadership and change management practicesà ¢Ã¢â€š ¬Ã‚  of à ¢Ã¢â€š ¬Ã…“BBCà ¢Ã¢â€š ¬Ã¢â€ž ¢s implementation of an economic strategyà ¢Ã¢â€š ¬Ã‚  is elaborated on the aspects of BBCà ¢Ã¢â€š ¬Ã¢â€ž ¢s organizational culture, implementation of change, role of leaders and managers, the commencement procedure, antagonisms of failures and accomplishments. Mostly the à ¢Ã¢â€š ¬Ã…“extensive series of technological-changes, political ambiance towards BBC and the augmentation of key playersà ¢Ã¢â€š ¬Ã‚  and the key changes that the BBC management had to undergo during the 1992-2000 periods were thoroughly elaborated. Thereby the key argument of the assignment is to emphasizes the changes which BBC had to endure on the aspects of sustain in the British competitive environment is emphasized. Thereby the key argument of the assignment is to emphasizes the changes which BBC had to undergo on the as pects of business goals/objectives, management, structuring procedures, financial perspective, political-perspective, thus the leadership and change management practices which were commenced by BBC were diction through the use of theories of à ¢Ã¢â€š ¬Ã‹Å"Lewinà ¢Ã¢â€š ¬Ã¢â€ž ¢s Change Management model, Mckinsey 7-S model, Kotterà ¢Ã¢â€š ¬Ã¢â€ž ¢s 8 step model et-al within the assignment. 1.2 Introduction to BBC The narration of à ¢Ã¢â€š ¬Ã…“British Broadcasting Corporationà ¢Ã¢â€š ¬Ã‚  (BBC) drives for more than ninety two years backward, which was formed in the 1922 by the late Mr. John Reith in the hearth of United Kingdom at the Broadcasting House London. Fundamentally BBC is in the industry of à ¢Ã¢â€š ¬Ã‹Å"communal overhaul broadcastingà ¢Ã¢â€š ¬Ã¢â€ž ¢ which delivers service to the mass-market, through utilizing 40 languages, are exploited through the three key focal materials of; television, radio and online which swathes the key areas of à ¢Ã¢â€š ¬Ã…“Televisionà ¢Ã¢â€š ¬Ã‚  programmes as; BBC archives, natural history unit, Children BBC, BBC ALBA etc, à ¢Ã¢â€š ¬Ã…“BBC News clusterà ¢Ã¢â€š ¬Ã‚  which presents latest details about recent events regionally, nationally and internationally, à ¢Ã¢â€š ¬Ã…“BBC Radioà ¢Ã¢â€š ¬Ã‚  which delivers music series, episodes as BBC Proms, BBC I IXtra, BBC Asian Network, BBC Philharmonic, etc, à ¢Ã¢â€š ¬Ã…“BBC Future Media à ¢Ã¢â€š ¬Ã‚  which convey new technological features as red Button and BBC online. (Annual Report 2012-13) Currently the organization is consisted within six major-plants in Belfast, Cardiff, Salford Quays, Bristol, Glasgow and Birmingham thus the current company-size of employees dwells around 23,000 which proudly bears the title as the à ¢Ã¢â€š ¬Ã‹Å"globes oldest public broadcaster and the prime anchor of the globes leading employees in number. Additionally BBC is segmented as a à ¢Ã¢â€š ¬Ã‹Å"public-service presenter,à ¢Ã¢â€š ¬Ã¢â€ž ¢ conversely BBC is maneuvered by the Royal Charter and an accord through the Home Secretary. Accordingly the total turnover of revenue in the fiscal year 2012-13 was  £5.102 billion while BBCà ¢Ã¢â€š ¬Ã¢â€ž ¢s prime aim is to accelerate in phrase of program à ¢Ã¢â€š ¬Ã…“superiority, idiosyncratic, worth for customer capital, dole-out every audience, ingenuousness and intelligibility.à ¢Ã¢â€š ¬Ã‚  BBC is design of providing lon g term growth with better innovations through the aid of à ¢Ã¢â€š ¬Ã‹Å"Atosà ¢Ã¢â€š ¬Ã¢â€ž ¢ technology processers and Research and Development has lead the company towards continuous improvement under different innovations. For instance: In 2007 July, BBC utilized the DRM and peer-to-peer technology which hyperbole of the ability to cater past details through television and radio, of the past week for off-line exploit over a months-time. Nevertheless, BBC is highly concern on customer satisfaction, since BBC evaluation the daily recital on services through identifying and analyzing whether customers (audience) enjoys and appreciate BBC programmes, thus it would be justified the following way; 1.2.1 BBCà ¢Ã¢â€š ¬Ã¢â€ž ¢s mission and vision Figure 1: BBC mission and vision, Source: BBC Annual Report (2012-13), Pg. 05 Moreover, BBC is embedded on diverse features on the aspect delivering superior service to à ¢Ã¢â€š ¬Ã‹Å"audiences and employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ through allowing on constructing translucent and fair decision among employees (governance) which signifies the conceptual, interpersonal and technical skills which BBC managers and leaders are concerned. Thus BBC produces miscellaneous content to individuals at all age-generations and the ability to appreciate and identify audiencesà ¢Ã¢â€š ¬Ã¢â€ž ¢ needs and wants through approaching audiences through research and councils, emphasizes the core competencies of BBC in the midst of the competitors. 2 The implementation of the Change Management Processes at BBC 2.1 The recognition of need for change Fundamentally, the need of change was emerged at BBC in the early 1980, during the epoch continued achievements at the point where BBC was born as the globes escorting communal broadcaster, it instigated of been satisfied in the competitive business arena. In the late eras BBC was recognized as the finest broadcaster in the competitive industry and the mode BBC subsidized through the aid of obligatory à ¢Ã¢â€š ¬Ã‹Å"warrant-feeà ¢Ã¢â€š ¬Ã¢â€ž ¢ hyperbole the image that BBC is monetarily sheltered. Through positive intentions on the minds of BBC management the contemplation towards the business was lessen, but at the situation which the climax period was dawn to BBC due to the continuous changes in the world; BBC had to undergo diverse arrays of imperative predicaments which comprised; 3 The role of leaders and managers in the change process Basically à ¢Ã¢â€š ¬Ã…“organizational managersà ¢Ã¢â€š ¬Ã‚  determines as a methodical structure of acquaintance; pedestal on broad standards, perceptions, hypothesis and procedures inconsistent in tenures of trade activities in organizations. While à ¢Ã¢â€š ¬Ã…“organizational leadersà ¢Ã¢â€š ¬Ã‚  demonstrates the aptitude to instigate self-assurance and sustain amongst individuals who required necessitates accomplishing managerial aspirations. For example; late CEO of Nawaloka Group, Mr. Dharmadasa is a legendary business leader in the Sri Lankan history. Additionally the management styles may vary according to the nature of the country as well. Since in Poland the management mode relies over the business nature and the size of the organization, whereas American managers are much more hierarchically managed clearly illuminate the different approaches of managements around the world. According to Andre Laurentà ¢Ã¢â€š ¬Ã¢â€ž ¢s (1978) discernment to Fayolà ¢Ã¢â€š ¬Ã¢ „ ¢s model of organization as a pyramid of individuals with both personal power and formal rules as principles of coordination the survey which was commenced by Laurent exhibited that French managers were against the concept of organizational employees could report to two different bosses, whereas Swedish and U.S. managers has elaborated less hesitations towards the above concept could be elaborated as the cross-cultural managerial and leadership approaches. Consequently, to the BBCà ¢Ã¢â€š ¬Ã¢â€ž ¢s situation à ¢Ã¢â€š ¬Ã…“Mr. John Birtà ¢Ã¢â€š ¬Ã‚  could be illustrated as a key-leader over the change management process. Mr. Birt was appointed as the BBC Director General in 1992 and at that-time Mr. Birt emphasized BBCà ¢Ã¢â€š ¬Ã¢â€ž ¢s organizational culture as a à ¢Ã¢â€š ¬Ã‹Å"manner of imperialismà ¢Ã¢â€š ¬Ã¢â€ž ¢ which embalmed a negative aspect to the organization and the lessen employment utilization and many more down-falls were pin-pointed by Mr. Birt which the thought of change-management was overwhelmed on Mr. Birt. Hence Mr. Birt introduced essential-modifications to BBC promptly, on the aspect of surviving in the competitive business arena, since the impacts from competitors, technological and political aspects frankly juxtaposition BBC in the broadcasting industry. 3.1 Mr. John Birtà ¢Ã¢â€š ¬Ã¢â€ž ¢s tactic on change management at BBC On the aspect of surviving in the broadcasting industry Mr. John Birt pioneered a series of sturdy changes. The first change which was commenced by Mr. Birt was to set a proper mission as à ¢Ã¢â€š ¬Ã‹Å"to make BBC the finest coped business in the public segmentà ¢Ã¢â€š ¬Ã¢â€ž ¢ and the program quality and standard was embedded as the core-value of BBC. Hence the period Mr. Birt was allotted; it was unfeasible on resolving the situation of the total amount that the organization has to bear on producing a TV/radio program or else to exploit an own-studio of BBC. Since the organization had to face a financial crisis at the beginning of the implementation. Thereby it is evident that Mr. Birtà ¢Ã¢â€š ¬Ã¢â€ž ¢s approach of à ¢Ã¢â€š ¬Ã‹Å"transformational changeà ¢Ã¢â€š ¬Ã¢â€ž ¢ through the establishment of the new mission to the organization. Since, Mr. Birt was concerned on formulating BBC as a highly efficient organization. Therefore Mr. Birt commenced a strategic approach known as the à ¢Ã¢â€š ¬Ã‹Å"product choiceà ¢Ã¢â€š ¬Ã¢â€ž ¢ tactical change which constructed an interior advertises which altered the further supremacy on BBC program developers to directors and accountants through the utilization of the Kurt Lewinà ¢Ã¢â€š ¬Ã¢â€ž ¢s (1950) change management model. The three key elementary steps of unfreeze, transition and refreeze approaches were visible on the above illustrated instances. Since Mr. Birt methodically unfreeze the program-developers mind and molded them into positions as managers and accountants through the applicable modes and refreeze the former program-developers as managers. Through the exercise of the à ¢Ã¢â€š ¬Ã‹Å"producer choiceà ¢Ã¢â€š ¬Ã¢â€ž ¢ strategic approach, BBCà ¢Ã¢â€š ¬Ã¢â€ž ¢s units befallen into expenditure-axis which were to à ¢Ã¢â€š ¬Ã‹Å"break-even,à ¢Ã¢â€š ¬Ã¢â€ž ¢ hence BBC manufacturers utilized to diminish the total expenditure on developing TV, Radio programs through the subordinate of the peripheral suppl iers. For instances, a situation as BBC may endow with higher expenditure effectual overhaul rather than internal sources. Furthermore, Mr. Birtà ¢Ã¢â€š ¬Ã¢â€ž ¢s leadership approach on change of apex-down coerced on innovative organizational structures and technological systems within BBC which lacerated the expenditure on developing diverse broadcasting programs, which was a significant potency towards the BBCà ¢Ã¢â€š ¬Ã¢â€ž ¢s operation. However, Mr. Birtà ¢Ã¢â€š ¬Ã¢â€ž ¢s change towards BBC escorted on employee redundant of more than 10,000 created a black-image to the organization, thus the collision which the changes impacted not only to employees but to employees family members and to their life-styles. Thus following facts could be included as the negative impacts which occurred due to changes; The direct collision to BBC employees under the cultural reinforcement, since different cultured employees from different regions in the world, different races, religions and family backgrounds were recruited and the decision making ability towards organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s problem/issues were decentralized as earlier the decision making ability was centralized to the strategic level of the organization et al facts could be elaborated as the opposition which occurred due to the completion of the economic strategy by Mr. Birt. 4 Conclusion References Sally Wehmeier, Colin Mclntosh, Joanna Turnbull, 2005, Oxford Advanced Learnerà ¢Ã¢â€š ¬Ã¢â€ž ¢s Dictionary, 7th edition, Oxford University Press. Svend Hollensen, Essentials of Global Marketing: Johanson and Vahlne (1990), The Uppsala International Model, British Library Cataloguing-in-publication data. Trading Economy, 2014, India total disposable personal income, [Online] available https://www.tradingeconomics.com/india/disposable-personal-income Richard Dobbs, Sven Smit, James Manyika, Jonathan Woetzel Yaw Agyenim- Boateng, Urban world: The shifting global business landscape, October 2013, McKinsey Global Institute, [online], Available; www.mckinsey.com/mgi CT/CBABM/08/03Page 1