Minutes Essay Example | Topics and Well Written Essays - 1000 words

Minutes - Essay Example Next, COL Haselden talked about the Garrison Leadership off site Conference that was held in Washington, DC on March 26 and 27, 2009. It was a very productive off site conference, which had around 60 employees who participated. During the conference, a professional Strategic Planner assisted our leaders in identifying the current critical issues and the actions that needed to improve. COL Haselden also talked about the mission statement that was slightly modified to include a safe and secure environment on the installation. He discussed the good and successful work accomplished over the past couple of years. Every Directorate and office had been successful in meeting their mission. However, the infrastructure on the installation is the most visible proof of our hard work, according to him. COL Haselden indicated that some issues in the focus area were customer service, Processional Development, Team Work, and Public Relation He talked about obtaining business cards of customer service representatives because he is a staunch advocate of good customer service. According to COL Hasleden, team work is very important. COL Hasleden was very impressed by the amount of team work that we exhibited at the Offsite and throughout the Garrison. Ms. Weatherington reported that the Civilian Development army is relying more heavily on its Civilian workforce to generate force and sustain our commitments. We are in competition for talented civilians with other government agencies and the private industry. Furthermore, she stated that we need to sustain the Civilian Corps contribution and the future depends upon the investment we make today. Ms. Moorash stated that the established assessment recognized by the industry is a solid predictor of occupational interests of the employees. It is beneficial to those starting to explore their education and career interests, but it is likewise used for confirmation that individuals are in the most appropriate career

The Effects of Police Morale in Chicago Essay Example | Topics and Well Written Essays - 1750 words

The Effects of Police Morale in Chicago - Essay Example Therefore, Police force is an indispensable part of modern society. The term police originated from the city states of Greek and Romans. Initially in 1825, Charles II introduced the watch and ward system in England. The modern police system was introduced by Sir Robert Peel in England. He preferred to call it as a kind of preventive police. The Chicago police department is the largest police agency in the region and the nation's second largest department, which traces its origin back to1828 when Chicago elected its first Constable and first Sheriff in 1831. These groups discharged their duties on part time basis and were not involved in formal patrolling. The citizens who were aggrieved by Criminal acts used to obtain warrants through judicial process and Constables and Sheriffs would execute Warrants, after obtaining the prescribed fee. A system of watching at night was introduced during 1839 to apprehend alleged criminals and bring them within the purview of law. In 1853, the Government introduced a Nine day police system for monitoring traffic affairs at depots and bridges. A City marshall was appointed on salary, instead of fees was empowered to supervise and coordinate the activities and duties of these police officers. The unlawful pandemonium and chaos created by criminal groups and malcontents, who were not happy to see the progress of society, and intend to wreck good people, tried to create social disorders, and this became a hazardous task for the Government to monitor and control. Nevertheless, in the early part of 20th Century itself, the police administrative set up was not well organized, and consequently a chaotic situation arose within the uniform wearing guardians of the law themselves. At the particular juncture, Chicago city also witnessed many reforms which resulted in unexpected problems. The uniform wearing community and law enforcement officers was basically human being like other citizens, and had similar emotional and human feelings like other members of the society. The police people like other human beings, were made of flesh, blood and bones. They are also susceptible to the change factors in their routines and habits, either positively or negatively. When it appears in the form of negative form, it culminates in self inflicted death, or so called suicide. The terms suicide is a union of two Latin words sui and cide in which sui means self and cide means kill. This is one and only one kind of offense, the attempt to commit of which is a cognizable offense and punishable by law, while the actual successful commission is not. When problems and challenges posed to human beings rise to such an extend that he/she is not able to contain them, or not able to overcome them, they take a heavy toll on the minds and physique of human beings, and the state of no return is reached. At this stage the victim feels that his living is worthless, and a burden to himself/herself, or society and he/she then seriously contemplates suicide or ending

Scientific method Essay Example for Free

Scientific method Essay

How Sustainable Is Tescos Strategic Position?

How Sustainable Is Tescos Strategic Position? Jack Cohen, Tescos founder, began as a barrow boy. In 1947, he established one of the first pilot self-service stores in St. Albans in Hertfordshire (Bowlby, 2001, p7-18). Tesco is presently the biggest retailer in the United Kingdom with revenues in 2009 clocking $96,210 million. One third of the entire national food expenditure in the UK occurs at Tescos (Tesco, 2009, p1). The supermarket business in the UK is experiencing difficult times in the wake of the economic downturn. Tesco states that its UK sales growth was nearly flat during the previous quarter, even as it battled declining food prices (BBC, 2010). A supermarket chief who declined to be named stated that a bloodbath might be looming and thousands of jobs might be threatened (Finch Wood, 2010, p1). A fresh generation of supermarket chiefs is taking over the running of the  £130 billion UK retail sector at this uncertain juncture (Finch Wood, 2010). Sir Terry Leahy, Tescos Chairman, will retire in March 2011, after directing the retailer for 14 long years. He will be succeeded by Philip Clarke, currently in charge of Tescos Asian and European business (Telegraph, 2010). Sir Leahys departure proclamation came mere weeks after new chiefs had taken over at competitors Asda and Morrisons (Finch Wood, 2010, p1). This study aims to analyse various important strategy models to understand the strategic position of Tesco, its key external drivers of change, and how it adds value. The study also examines the sustainability of Tescos strategic position. 2. Analysis The retailing business, both non-food and food, is going through a crisis (Finch Wood, 2010). The Like-for-like turnover for Tesco, excluding new store openings and petrol, increased 1.1 percent in the quarter to 30May (BBC, 2010, p1). The growth figure reduced to only 0.1 percent after factoring in the reinstatement of VAT to 17.5 percent; post its temporary cut (BBC, 2010, p1). Company sources said that the 30 percent increase in fuel prices over last year had reduced customer spends on other goods (BBC, 2010, p1). Richard Hunter, Head of UK Equities in Hargreaves Lansdowne Stockbrokers observed that imminent government belt-tightening measures would make it even harder for Tesco customers (BBC, 2010, p1). He added that the company is now exerting itself to achieve the type of progress customarily expected of it by the markets. Sir Terrys looming retirement has exacerbated uncertainty further, even as Tescos competitors continue to threaten its market domination (BBC, 2010, p1). 2.1. Tescos Strategic Position Johnson Scholes, in Exploring Corporate Strategy, (2002), defined strategy thus: Strategy is the direction and scope of an organization over the long term, which achieves competitive advantage for the organization through its configuration of resources within a changing environment and to fulfil stakeholders expectations (Stirr, 2003, p1). Michael Porters Generic Strategies model (1985) categorises 3 generic strategies into (a) cost leadership (b) differentiation and (c) market segmentation. Porter argues that a successful company needs to practice one of the 3 strategies. It must not get stuck in the middle between the two fundamental generators of competitive advantage, namely low prices and differentiation (Referaty, 2010, p1). He also recommends that companies with high market share should adopt cost leadership strategies to become profitable, even as companies with low market shares should target profitability through market segmentation or differentiation (Referaty, 2010, p1). Tescos strategies do not however appear to be influenced by Porters model. Whilst the company has over 30% market share in UKs grocery retailing, it does not offer discount shopping. It is also not the cheapest amongst major supermarket chains. It furthermore offers customers options of Tesco Finest and Tesco basic foodstuffs (Referaty, 2010, p1). Empirical evidence suggests that several companies adopt both low-cost and differentiation strategies (Referaty, 2010, p1). Tesco utilises low costs to offer superior differentiation and subsequently reinvests the returns to reduce the costs even more. It also strategically works towards differentiating through its community building approach (Referaty, 2010, p1). Tescos customers cannot be categorised into distinct social groups. Offering both cheap and expensive merchandise, it provides goods for customers with thin budgets and also for those with more purchasing power (Referaty, 2010, p1). Whilst this approach challenges Porters requirements for successful strategies, it seems to be functioning in Tescos favour (Referaty, 2010, p1). Cliff Bowmans Strategy Clock helps in the examination of a companys competitive position, compared to the offerings of competitors (E-fost, 2010, p1). Bowman, like Porter, believes that competitive advantage emanates, either from cost leadership or from differentiation advantage (E-fost, 2010, p1). Bowman however differs from Porter in some ways. Whilst agreeing with the concept of cost leadership he feels such tenets to be too general and brings in more detailed combinations of perceived added value and price. Bowman suggests the active consideration of eight core strategic alternatives (E-fost, 2010, p1). Table 1 below illustrates the eight alternatives Table 1: Bowmans Strategy Clock (Zanthus.com, p1) Bowmans eight alternatives comprise of (a) low price / low added value, which is liable to be segment specific (b) low price, which carries the danger of price war and small margins or organisations to be cost leaders, (c) hybrid options with lower cost base and reinvestment in differentiation and low price (d) differentiation alternative with / without a price premium that is able to bear price premium or yield market share benefits (e) focused differentiation, yielding perceived added value to specific segments (f) increased price / standard product, which could lead to risks of losing market share (g) increased price / low values, which is feasible in a monopoly situation, and (h) low value / standard price, resulting in loss of market share (E-fost, 2010, p1). Tesco has a firm and deep based strategy for growth, which works towards reinforcig its core UK operations and its the growth thrust in fresh markets (Quick facts, 2009, p1). The fundamental tenet of its strategy, formulated in 1997, concerns the expansion of business scope to permit delivery of robust and sustained long-term growth (Quick facts, 2009, p1). Such expansion is realised by pursuing existing Tesco customers and making them customers of various other UK Tesco businesses like non-food, telecommunications, and financial services (Quick facts, 2009, p1). The companys strategy has five objectives, viz (a) to be successful in its global retail business (b) to develop its mainstay UK business, (c) to be equally strong in non-food and food sectors (d) to expand other retailing and financial services, and (e) to position community at the heart of its strategy (Tesco plc, 2009, p1). Sir Terry said that when I became CEO I had a plan to build Tesco around its customers, to make it number one in the UK and to find new long-term growth in non-food, in services and international expansion. It has taken 14 years but that strategy has become a firm reality now and so I feel my work is almost complete (Telegraph, 2010, p1). 2.2. Key External Drivers PESTLE analysis helps in the analysis of the external macro environment within which a business functions (Rapdbi, 2010, p1). The understanding of opportunities or threats within the big picture environment in which a company operates helps in exploiting opportunities and minimising threats (Rapdbi, 2010, p1). It is a valuable tool for understanding the relationship between market growth or decline and the potential, position, and direction of a company or its business (Rapdbi, 2010, p1). PESTEEL is another extension of the same model and is an acronym for the political, economic, socio-cultural, technological, environmental, educational and legal dimensions that need to be analyses to evaluate the market for the strategic plans of organisations or businesses (Rapdbi, 2010, p1). These factors are briefly discussed as under. Tescos operations are often influenced by political conditions and developments within and outside the UK (Docstoc, 2010, p1). The company might for example have to respond to British and Columbian politics to protect its coffee supply (321books, 2010, p1). Recession has caused unemployment levels in the UK to rocket to 28.93million. Adverse economic conditions can affect consumer spending, as well as impact prices, costs, profits, demand and supply. UK retail turnover, for instance, reduced 0.7% during January 2010 in relation to the January 2009 numbers on a like-for-like basis. Sales in 2009 had increased 1.1% (KPMG, 2010, p1). Sociological factors can also greatly influence Tescos operations. Such factors are immense and can range from immigration to changes in fashion and consumer behaviour (321books, 2010, p1). British consumers have, experts state, turned into one stop shoppers urging chains to stock ever increasing ranges and varieties of goods (Docstoc, 2010, p1). Tesco makes use of technology to drive its business. It uses forecasted weather patterns to estimate demand and sales of its products and services. Their software, developed after 3 years of research, can indicate changes in sales that can occur because of a degree rise in temperature rise or an extra hour of sunshine (Swaminathan, 2009, p1). Technology also facilitates services like Tesco.com and self-checkout facilities (Docstoc, 2010, p1). Tescos environmental policy has resulted in adoption of measures to lower carbon emissions. The company aims to attain a 30 percent decline in the carbon impact on it entire supply chain by 2020; the overall objective is to become a zero carbon group by 2050 (Tescoplc.com [Press release, 2009]) (Docstoc, 2010, p1). Increasing educational levels affect organisations. Higher educational levels facilitate people to receive higher incomes. Increases in incomes also generate opportunities for procurement and sales of additional goods and services (Referenceforbusiness.com, 2010, p1). Tesco is also subject to various government policies and national legislatives, especially in areas of health, safety and labour. Failure in adhering to these can have a direct affect on its performance (Docstoc, 2010, p1). Porters Five Forces analysis for companies involves the evaluation of the external environment vis-a-vis the industry structure. The five forces comprise of barriers to entry, buyer power, consumer power, the threat of substitutes, and the degree of rivalry. Such assessments help firms to formulate approaches for exploitation of opportunities and protection from threats. Companies can thus accomplish competitive positioning and achieve differential advantage over the goods and services of their market rivals (Referaty, 2010, p1). The supermarket retail industry has very high barriers to entry. High capital requirements create major entry barriers for prospective firms. The need to achieve scale economies and high quality and specialised logistics also constitute difficult entry barriers. Tesco and other major supermarket chains have the financial and operational strength to buy and handle enormous volumes of merchandise, which helps them in pricing of products and satisfaction of various customer needs (Referaty, 2010, p1). New firms also need to contend with the loyalties developed by existing firms, such barriers being evinced by the failure of discount stores like Lidl or Aldi that been unsuccessful in not growing up to become major contenders in the retail market (Referaty, 2010, p1). Customers have options of shopping from diverse supermarket chains that compete on price and various promotions. Suppliers can wield considerable influence when they are in positions to claim price premium and also when the final merchandise on offer can be impacted by their quality and their delivery schedules. Tesco prefers to use a number of smaller suppliers rather than one big supplier. This increases its bargaining power and provides the company with the option of switching suppliers, if market and operational conditions so demand (Referaty, 2010, p1). The threat of substitutes plays an important role in assessment of competitiveness. Companies need to examine the tendency and chance of customers to switch to substitutes. They need to for example, in the case of an obsolescence threat, keep competition at bay by making their goods and services more attractive. Tesco, for instance, offers merchandise price check facility on its website, thus enabling customers to view substitutes by themselves (Referaty, 2010, p1). The extent of competitive rivalry depends upon the competitiveness of market participants. With all four major retail players aiming for a higher market share, the supermarket space in the UK is particularly competitive (Referaty, 2010, p1). Porters Five Forces, therefore, is a bottom line method of company analysis, from its own perspective. Essentially if goods or services cannot be differentiated, then competition mainly becomes price-based, and customer loyalty is difficult to ensure (Referaty, 2010, p1). 2.3. Tescos Value Addition Michael Porter advanced his theory on Value Chain Analysis in 1985 in response to criticism on the inadequacies of the Five Forces framework in implementation methodology that connected internal capabilities with opportunities in the competitive landscape (Provenmodels, 2010, p1). This framework centres on industry attractiveness being a causal factor in the earnings potential of all organisations in a particular industry. Considerable differences in performance occur between organisations operating within an industry (Provenmodels, 2010, p1). Value Chain Analysis can assist in identifying an organisations core competencies and differentiating the activities that give rise to competitive advantage. An organisations cost structure can be segregated by this method into discrete functions or processes on the presumption that the cost drivers for each of such activities work differently (Provenmodels, 2010, p1). Porter was able to compress an activity-based cost scrutiny into a standard template comprising of five primary and four support activities (Provenmodels, 2010, p1). These nine activities are categorised under two primary and support activity group areas. The primary activities comprise of (a) inbound logistics, comprising of materials handling, warehousin g, transportation and inventory control (b)operations, including machine operating, testing, assembly, packaging and maintenance (c) outbound logistics of warehousing, order processing, transportation and distribution (d) marketing and sales, comprising of promotion, advertising pricing, selling and channel management, and (e) services, including installation, spare part management and servicing (Provenmodels, 2010). The other support activities encompass (a) firm infrastructure, including general management, finance, planning, legal and investor relations (b) human resource management, encompassing education, recruitment, promotion and reward systems (c) technology development, including research development, product and process development and IT, and (d) procurement, comprising of purchase of raw materials and supplier contract negotiations (Provenmodels, 2010, p1). Attempts to engage in Value Chain Analysis of Tesco reveal various primary variables that can add or deplete value to the organisation (Docstoc, 2010, p1). In terms of primary variables, inbound logistics have an essential significance in the generation of the value chain since they offer the initial prospect to create value. Tesco has sophisticated and ever-improving inward logistics that strive to improve the level of in-store consumer choices (Docstoc, 2010, p1). The effectiveness of Tescos distribution system could be improved. The quality control system should also be administered more proficiently by the organisation to reduce customers being burdened with the cost of losses (Docstoc, 2010, p1). Service orientation lies at the core of Tescos operations. Services that need to be diligently administered include 24*7 activities and various store management functions involving opening and closing stores, shelf maintenance, and stock replenishment (Docstoc, 2010, p1). With regard to outbound logistics, value addition for Tesco can come about from reaching the goods to the customer, improving customer service, and implementing a customer friendly trolley service (Docstoc, 2010, p1). Tescos marketing and sales activity is represented by its distinct Clubcard. The card is instrumental in giving discounts, providing customer loyalty offers, and selling health, wellness, and environmentally friendly merchandise. It carries Tescos advertisements and the latest promotions on deploying recycled goods for assisting Tesco in becoming carbon free by 2050 (Docstoc, 2010, p1). 2.4. Unique Resources and Capabilities All organisational resources are not essential for an organisations competitiveness. The resources that do not help in building competitive advantage constitute threshold resources (Lioukas Voudouris, 2010, p1). Unique resources on the other hand are those which are not easily obtained by the competitors and can help development of competitive advantage (Lioukas Voudouris, 2010, p1). The same argument holds good for capabilities, which are obtained over time through application of resources and knowledge collation. DQE (Design, Quality and Environment) aims to develop unique capabilities and unique resources, which can help in building the foundation of competitive sustainability and competitive advantage (Lioukas Voudouris, 2010, p1). Table 2, provided below, illustrates the permutations of the unique resources and capabilities in forming the foundations of competitive advantages. Table 2: Unique resources capabilities: The base of competitive advantage (Lioukas Voudouris, 2010, p1). The strategy of sustainability entails all characteristics of strategy and incorporates elements of strategy formulation, strategy definition and execution, as also the issue of strategic options (Stirr, 2003, p1). Strategic position is generated by the inter-relatedness of activities (Stirr, 2003, p1). Organisations that really comprehend strategic positioning are experienced in activity mapping. They recognise their core competencies and frequently plot their own and their competitors activity network in order to assess the sustainability of their own strategic position (Stirr, 2003, p1). Any organisation can replicate a particular competitive activity. Discrete activities per se do not generate a strategic position (Stirr, 2003, p1). It is the grouping of activities that an organisation selects to execute for every strategic function (be it marketing, finance, operations and human resources), and the manner wherein such activities are supported and interconnected by business processes and systems, that lead to the building of a strategic position. The extent of interconnectedness and support of these activities determines the degree of sustainability of an organisations strategic position (Stirr, 2003, p1). Organisational strategies relating to marketing, finance, operations and human resources are sustained by internal business systems. These refer to the intricate combination of policies, procedures, hardware, software, budgeting, control mechanisms, et al, which facilitate the optimal flow of data and information through the entire organisation as it tries to provide for the requirements of its customers. An organisation that does not have a lucid strategic position will be transparently riddled with backlogs, omissions and breakdowns within its business systems (Stirr, 2003, p1). Business systems also focus on the means by which core competencies satisfy customer needs. It is through such systems that organisations leverage their entire accessible wherewithal on their customer requirements, build unique activity networks, remove waste through the entire organisation, and curtail their costs to the maximum possible extent. Conclusion: How sustainable is Tescos strategic position? The analysis of the diverse strategy models during the course of this study highlights the significance of strategy in garnering competitive advantages. The key external and internal drivers that compel continuous changes have also been examined. It has also been examined how core resources and competencies need to be utilised effectively and continuously to keep renewing drivers of growth. Activities or strategies per se neither generate competitive advantage nor sustainability. Enterprises that build a sustainable strategic position achieve it through the development of a number of distinct core competencies and by carrying out activities, (which stem from these competencies) that meet customer requirements (Stirr, 2003, p1).Organisations construct sustainable strategic positions by integrating their marketing, finance, operations, and human resource planning functions. They vigilantly review all the activities carried out by every functional sphere to ensure utmost integration (Stirr, 2003, p1). Strategy drives the scale and direction achievable by organisations in the long term and helps organisations in accomplishing competitive advantages through the arrangement of resources in a dynamic and aggressive changing environment to fully satisfy stakeholder expectations (Stirr, 2003, p1). The foregoing analysis reveals how Tesco actively and persistently works in different areas of strategy formulation to achieve competitive advantage and value addition. Tesco strives for sustainability though the deployment of its core resources and integration of all its functions across the board. This renders it with sustainable competitive advantages through the construction of high entry barriers in different operational areas. Such barriers keep new competition from getting and existing competition from achieving parity. The sustainability of Tescos strategic position is also evidenced by its purposeful aim to be a carbon free global organization by 2050.

The Humphead Wrasse, Cheilinus undulatus :: essays research papers

The Humphead Wrasse, Cheilinus undulatus The Humphead wrasse, Cheilinus undulatus, is the largest member of the family Labridae and widely distributed across the reefs of the Indo-Pacific. It is found from the Red Sea and African coast, across the Indian Ocean and much of the Pacific, north to southern Japan and the coast of southern China, and south to New Caledonia. In English it is mostly commonly referred to as the Humphead, Maori or Napoleon wrasse. Fishery management The species has a high economic value and is a special favorite of both the live reef food fish trade and with recreational divers.The Humphead wrasse is vulnerable to fishing due to its long life and late sexual maturation (which occurs at approximately 50 cm total length and 5 years of age). This means that its life history is one that involves slow replacement (and hence slow recovery from fishing) rates. Because of its high value as food, it is heavily sought by fishers and traders. As part of the live food fish market, its value is likely to increase with rarity, so fishers will continue to fish this species even as its numbers decline. Humphead wrasse fisheries are mostly unmanaged and, even if managed 'on paper', there is usually little management or monitoring of Humphead wrasse in local fisheries. Monitoring is needed, both of local capture and of exports. Without proper management and monitoring, it is impossible to know whether current capture rates are sustainable or to e stablish safe quotas capture. On the other hand, its value to diving tourism will remain high if it is protected and remains alive in the wild. Live Reef Food Fish Trade While there is some capture for local use, particularly in the western and central Pacific, the Humphead wrasse is primarily taken for export as part of the valuable live reef food fish trade which is centred in SE Asia. All fish in this trade are wild-caught since commercial level hatchery propagation of this species is not yet possible. The major importing countries are China (especially Hong Kong), Taiwan and Singapore. Fish are exported especially from Indonesia, Malaysia, the Philippines and from some western Pacific Islands. Hong Kong is the biggest consumer/transshipment centre for the live seafood market, including for the Humphead wrasse. Hong Kong re-exports significant but undocumented volumes of Humphead wrasse into mainland, particularly southern, China, according to traders and to market surveys.

Do not go gentle into that good night :: Analysis, Dylan Thomas

Dylan Thomas' poem "Do not go gentle into that good night" is about a son’s bereavement and the acceptance of his father dying. Thomas knows death is inevitable, therefore, he uses persuasion to get his father to "rage, rage against the dying of the light† (Line 3). Villanelle poems require two repeating rhyme schemes. Thomas helps the reader visualize dark and light. : â€Å"Wise men†¦ know dark is right† (4). â€Å"Wild men†¦ sang the sun in flight/do not go gentle into that good night† (10,12). â€Å"Eyes†¦blaze like meteors† (14). Thomas uses examples of different characters, and how they, too, find ways to keep fighting the oncoming of death. Anger and frustration sets the tone of Thomas, for he wants his father to live and not give up on life. Additionally, Thomas is fearful on how he is dealing with his father’s inescapable demise. While men of differences men may learn too late, and lament their lack of foresight, even they â€Å"do not go gently into the night,† instead they â€Å"rage, rage against the dying of the light† (18, 19). Through, Thomas’ use of building blocks like form and symbol he creates an observation of one man’s last resort to begging his father to not give into death. True, Thomas is angry, but no child wants to lose a parent. Emotion is not an easy task for men, in general. More over, crying is a sign of weakness. Thomas’ father is dying and naturally, Thomas is having a tough time accepting his father’s death. Thomas wants his father to understand that even his â€Å"old age should burn and rage at close of day† (2). Meaning, he should not give up without a fight. During the first stanza, Thomas is speaking directly to his father. While, Thomas’ tone is tender toward his father, but in reality, it is a plea that he â€Å"not go gentle into that good night† (1). Next, Thomas creates the picture using of scenarios using men of different characters to show his father he, too, can find a reason not to give up. Thomas’ two interchangeable rhyming sentences, necessary for this villanelle poem, ending with night and light show the reader â€Å"Wise men†¦ know dark is right† (4). Yet, as death approaches â€Å"their words had forked no lightning† (5). Therefore, just as they know death is a part of life and they accept this, when it is their turn they choose to put up a fight.

Intertestament Period

Exploring the Bible 3 October, 2011 Inter-Biblical Period: 400 Years The Old Testament focuses on God’s covenant with his people and the stories of men of great faith and also men of prophecy, foretelling Christ coming. The New Testament, however, focuses on the redemption side. The Redemption side is Christ’s story here on Earth and his ministry to other people. Malachi, the last book written in the Old Testament, was written around 424 B. C. Then 418 years after, the book of Matthew, the first book of the New Testament, was written.The Intertestamental Period is the period of history between the two testaments. Since God did not speak to his people directly through prophets, this period is also known as the 400 years of silence. Now, what happened in those four hundred years? The Intertestamental Period was a time where many empires came along, new religious groups formed, and where theological and literature pieces were developed that molded Israel going into the tim e of Christ. Politics in a nation help dictate and run the people, in Israel’s case, they had to deal with many empires coming in.During the Intertestamental Period, they had five key periods of leaders and kingdoms. The Persian Empire arrived around 430 B. C. and they ruled until 332 B. C. The Persian rule was recorded as being mild and tolerant. (Scott, 1783) The Persians were taken over by the Greeks. The Greek period went from 331 B. C. to 167 B. C. (Scott, 1783) Alexander the Great, son of King Philip of Macedonia, was given the control of the Greek army around the age of 20. (Halley, 402) With the control of the army, he was able to sweep over and take over Egypt, Assyria, Babylon, and Persia.Alexander the Great was very compassionate towards the Jews and he spared the city of Jerusalem. He established Greek cities in his conquered places and he did it with the plan to spread Greek culture and language throughout the world including Israel. After Alexander’s deat h, his empire was separated to his four generals. (Halley, 402) Egypt and Palestine was given to Ptolemy and under him the conditions of the Jews were at a peaceful state. In Egypt, Alexandria was the influential center of Judaism. In 167 B. C. was the beginning of the Period of Independence also known as the Maccabean period.Mattathias was a priest and he was upset at Antiochus motivation to destroy the Jews, so he gathered Jews and raised a revolt. Mattathias had five sons, Judas, Jonathan, Simon, John, and Elezar. (Halley, 404) The Maccabean period lasted until 63 B. C. and the Romans followed after. Palestine was conquered by the Romans under Pompey. Idumean was the first to be appointed ruler of Judea. His son, Herod the Great, succeeded him. (Halley, 404) Herod was a shrewd politician who wanted to get good with the Jews. He was very cruel and brutal towards his people.Politics and leaders are key roles in establishing a nation. In this case, these five empires helped develop rules and guidelines that led the people and that eventually grew and prepared Israel for the coming of Christ. During the 400 years of silence, religion was another area that grew in Israel. During this time, the religion was not set up was polytheistic or monotheistic but instead it was groups of people. For example the four main groups of the religions groups or parties are Pharisees, Sadducees, Zealots, and Herodians.These four groups followed what they believed and chose to do whatever they wanted to do. The Pharisees is the group most people probably know because of their role in the Gospels and the fact Paul was one. They took the Law and believed it was their job to take it and to put into new conditions. (Hester, 325-326) The accepted both the Torah and tradition. The Pharisees rejected anyone who didn’t live by the standards they did. On the opposite side were the Sadducees. They were the second main group and they had more power than the Pharisees until 70 A.D. whe n their temple was destroyed. (Hester, 325-326) The Sadducees consisted of the wealthy priests. They were a conservative group and they didn’t try to take the Law and put into a new situation but they instead took and limited themselves to the five books of Moses. After 70 A. D, the Pharisees were the leaders of the Jewish people by giving them a religious life aside from the temple. The other two parties were more political than religious groups. The Zealots were a nationalist group that opposed the Romans.Simon, one of Jesus’ disciples, was a Zealot. The other group, the Herodians, basically supported Herod and his dynasty and supported what he did for the nation. These four groups are the religious groups that developed the main teachings and guidelines people believe until Christ’s ministry began. Even though religion and politics are a big part of a civilization, another key role is the literature and writing of a nation. Literature and writing in Israel or any nation is an influential part because it is what the people follow and speak.In Israel, Hebrew was the language of the Old Testament. This was the main language of religion. Latin was the language of Roman and it was commonly spoken among the people. Greek was another language and it was the language that tied the Roman Empire together. The most common language of Palestine in Jesus’ day was Aramaic. (Halley, 410) Most writings are believed to have been written in Aramaic and translated into Greek. (Halley, 410) The Old Testament was written in Hebrew but was spoken in Greek. Septuagint is a translation of the Old Testament into Greek.The Torah was translated first. It was called the Septuagint because of the 70 translators and Septuagint means 70 in Greek. (Halley, 409) Another type of translation was Targums and they are translations of the Old Testament into Aramaic. They were first oral translations, paraphrases, and interpretations these types of languages and writi ng were influential in the development of the social status during the Intertestamental Period. Even though writing is important the question is what was the theology being taught during this period?Theology is important because it is what the people studied and how they viewed God. The Apocrypha, is writings which the writer assumed the name of a hero long since dead, and rewrote history in terms of prophecy. (Halley, 406) Some of this included, Books of Enoch, Assumption of Moses, Ascension of Isaiah, Book of Jubilees, Psalms of Solomon, and more. These books are the books that were written by people in the period of the 400 years of silence, and they preached about the prophecies that the prophets spoke and also the birth of Christ and the end times.This theology is the closest literature that the people had to connect to God and the prophecies that was spoken. All of these books spoke of Christ coming and his ministry that he will live for and preach. The Intertestamental Period consisted of political powers overtaking each other, religious groups, and theological books and literature that preached Christ coming and that developed the nation of Israel. The political side consisted of Persian, Greek, Egyptian, the Maccabees, and the Romans. The eligious side had the Pharisees, Sadducees, Zealots, and Herodians and they all had different views and theories. And the language part consisted of Latin, Greek, Hebrew, and Aramaic. The theology piece was the Apocrypha, which re-emphasized the prophets foretelling. All these pieces and parts put together made up the Intertestamental Period and it formed Israel and it carried over into the ministry of Jesus. The 400 years of silence at last was broken, and God sent his son Jesus Christ to testify the truth and overcome the world.Work Cited Scott, J. Julius Jr. â€Å"Time Between the Testaments. † ESV Study Bible: English Standard Version. Wheaton, IL: Crossway Bibles. 2008. 1783-1789. Print. Halley, Dr. Henry H. Halley’s Bible Handbook: with New International Version. Grand Rapids, Michigan. Zondervan Publishing House. 2000. 402-412. Print. Hester, H. I. The Heart of Hebrew History: A Study of the Old Testestament. Liberty, Missouri, The Quality Press, Inc. 1962. 313-330. Print.