Five Pillars of Islam Essay Example for Free

Five Pillars of Islam Essay What are the central beliefs of Islam, and how are they reflected in the Five Pillars† (McInerney, 2003)? Which of the Five Pillars do you feel would be easiest to fulfill, and which would be the most challenging (McInerney, 2003)? Monotheism is one of the main central beliefs of Islam. This is the belief that there is only one God and that God is Allah. The Islam’s believe that their purpose for humanity is to only serve their God Allah and to construct a moral lifestyle. The five pillars are considered obligatory for all Muslims to follow. The five pillars can be found within the Qur’an which is Islam’s holy book. The first pillar is the shahadah. The Shahadah is the accepting that Muhammad is God’s messenger. Islamic culture believes that the prophet Muhammad is the founder of Islam’s faith. The second pillar is the daily prayers. In order to do this a Muslim must be in a state of ritual purity. One must prayer at least five times within a day. Muslims believe that doing so will bring them closer to God and they will be able to learn more about him. The third pillar is the fasting during Ramadan. Ramadan is the ninth month of the Islamic calendar which is the Islamic month for fasting. Muslims have to avoid any type of drinking, eating and sexual relations from dawn until sunset. This is done in order for Muslims to learn about patience, humanity, and spirituality. The fourth pillar is called alms giving which is the giving of 2. 5 percent of one’s annual earnings to the poor and needy. Lastly, the fifth pillar is the pilgrimage to Mecca. This is a core practice and must be carried out at least once in a Muslims lifetime. The fourth pillar which consists of giving 2. percent of one’s annual pay to the poor and needy would be one of the easiest pillars for me to follow. I think everyone should do this. I’m a Christian and every Sunday that I go to church I always give to the needy whether its five dollars or two dollars that I have on me at the time. My religion believes that by giving we will receive blessings from our God. The pillar that would be difficult for me to follow would have to be pillar number three which is fasting. This would be difficult for me because I always have to be drinking water. I am also anemic and if I don’t eat after a while I tend to black out.

Edgar Allan Poe?s Poetry :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Once something is gone, it is extremely hard to recover. Poe proves this true in his poems, many of which are about the loss of ideal beauty. Poe often writes about this, even so much as defining poetry as â€Å"The rhythmical creation of beauty†, as stated in his writing, â€Å"The Poetic Principle†. Three poems that are specifically about the loss of ideal beauty are: â€Å"The Raven†, â€Å"Lenore† and â€Å"Annabel Lee†.   Ã‚  Ã‚  Ã‚  Ã‚  In â€Å"The Raven†, the speaker is trying to accept the death of his beloved, Lenore. He decides that he should move on, because it is only causing him great torment. He says this out loud, and the raven states â€Å"Nevermore†, meaning that he will never forget about her. He argues with the bird, but the bird keeps telling him, â€Å"Nevermore†. By the end of the poem, the speaker is still tormenting over Lenore, because the raven is still sitting on top of his chamber door, reminding him, not letting him move on. Lenore was an example of ideal beauty, and as shown in this poem, it was impossible to regain it after it’s death.   Ã‚  Ã‚  Ã‚  Ã‚  Lenore is the subject of another poem by Edgar Allan Poe, entitled â€Å"Lenore†. In this case, the speaker is basically reprimanding â€Å"Guy De Vere† for killing his bride, leaving the speaker obsessing over what was, and what is now gone. In this poem, he is told to move on, because she is dead, and he cannot help that. The speaker wishes to mourn her death in silence, and imagine her as an ideal beauty, resting beside the King of Heaven.   Ã‚  Ã‚  Ã‚  Ã‚  The final poem I will analyze is â€Å"Annabel Lee†. This poem talks about an ideal beauty he knew as a child, and she was killed unexpectedly by the angels, according to the speaker, because he was too happy, and too much in love with her. In this poem, however, he accepts her death, but claims to have beat the angels, because: â€Å"neither the angels in heaven above, nor the demons down under the sea, can ever dissever my soul from the soul of the beautiful Annabel Lee.† This poem is different from the other two poems, because not only is it a different woman, but he psychologically accepts her death, in a way, rather then being forced to torment over it.

Ge Matrix Essay

Gg General Electric screen matrix (the General Electric (GE) business screen) The GE screen matrix is essentially a derivation of the Boston Consulting Group’s Boston growth matrix. It was developed by McKinsey and Co. for General Electric as it had been recognized that the Boston Consulting Group matrix was not flexible enough to take broader issues into account. The GE matrix cross-references market attractiveness and business position using three criteria for each – high, medium and low. The market attractiveness considers variables relating to the market itself, including the rate of market growth, market size, potential barriers to entering the market, the number and size of competitors, the actual profit margins currently enjoyed, and the technological implications of involvement in the market. The business position criteria look at the business’s strengths and weaknesses in a variety of fields. These include its position in relation to its competitors, and the business’s ability to handle product research, development and ultimate production. It also considers how well placed the management is to deploy these resources. The matrix differs in its complexity compared with the Boston Consulting Group matrix. Superimposed on the basic diagram are a number of circles. These circles are of variable size (see Figure 22). The size of each represents the size of each market. Within each circle is a clearly defined segment which represents the business’s market share within that market. The larger the circle, the larger the market, and the larger the segment, the larger the market share. General environment The term ‘general environment’ refers to the broad macro-environment in which a business operates. Broadly speaking, it can be identified as having four key elements, as outlined in Table 10. 98 Key Concepts in Strategic Management Business position High Invest heavily for growth High Medium Invest selectively and build Low Develop for income Market attractiveness Medium Invest selectively and build Develop selectively for income Harvest or divest Figure 22 Low Develop selectively and build on strengths Harvest Divest The General Electric (GE) matrix Table 10 Elements of the general environment Political/legal Potential/actual changes in regulations/legislation Foreign trade regulations Environmental protection Changes in government (local/regional/national) Technological New development inside and outside the industry New product development Technological projects in the industry Industry (and government) spending on research and development G Economic GNP growth Finance/market trends Inflation Interest rates Money upply Employment/unemployment Energy issues Socio-cultural Population trends Age distribution Regional movement of population Demographics of the family Lifestyle Consumerism Geographical structure 99 The most rapid of these trends in the general environment are technological and political/legal. The slowest moving are the economic and the socio-cultural. Geographical structure The organizational structure of a major business could be based purely on geographical regions . This could reflect the following possibilities: †¢ †¢ †¢ that the market is sufficiently remote to warrant a replication of the organizational structure in its geographical region; that the factors of production are sufficiently attractive to set up a geographically-based structure; that the market requires specific support that can only be delivered in the geographical region and not from the remote central headquarters of the organization. Global area structure A global area structure configures the organization along the main areas (geographically) in which it operates. Typically, the globe would be split up into a series of general areas such that the business can assume that all functions can be carried out by a centralized headquarters within each region. The configuration may take the form depicted in Figure 23. Corporate HQ (in home country and serving home country Northern Europe Southern Europe and Near East Pacific region G Figure 23 A global area structure Global learning Global learning is a process by which a multinational organization ensures that skills and knowledge flow freely between the different parts of the business across the world, regardless of national boundaries. Global learning can take the following routes: 100 Key Concepts in Strategic Management †¢ †¢ †¢ from the home country to an overseas division or subsidiary; from an overseas division or subsidiary to another overseas division or subsidiary; from an overseas division or subsidiary to the home country. Global matrix structure A global matrix structure is essentially a horizontal differentiation along product divisions and geographical divisions. In other words, to visualize the organization structure, product groups are placed on a vertical axis and the foreign divisions are placed on a horizontal axis. It allows businesses to reduce costs by increasing efficiency, and to differentiate their activities with innovation and responsiveness. The feature of the global matrix structure is that there is dual decisionmaking responsibility, as there is both a divisional and an area hierarchy. The system is not without its problems, as many organizations consider this form of structure to be rather clumsy and bureaucratic. There is also the question of slow decision making and a lack of flexibility. Several international businesses have sought to overcome the problems by basing their organizational structure on wide networks with a shared culture and vision, and stressing that the informal structures are more important than the formal structure itself. These forms of organizational structure are known as flexible matrix structures. Egelhoff, W. G. , ‘Strategy and Structure in Multinational Corporations: a Revision of the Stopford and Wells Model’, Strategic Management Journal, vol. 9 (1988), pp. 1–14. Global product group structure A global product group structure is a variant organizational structure which has product groups along a vertical axis and foreign (overseas) divisions, or business units, on a horizontal axis. The primary purpose of the product group structure is: G †¢ †¢ †¢ †¢ †¢ to to to to to educe costs through increased efficiency; differentiate the organization’s areas of activity; utilize any innovations or technologies; improve customer service; increase the speed of responses. Typically, the structure would appear in the format shown in Figure 24. Global strategic alliances A global strategic alliance is usually formed by two or more organiza- Global strategic planning 101 Corporate HQ Product division A Product division B International div ision Japan India Brazil Figure 24 A global product group structure ions from different countries. Typically, this involves the allocation of resources from these businesses based in different countries, to a new project or venture which they seek to undertake, using cooperative methods and the pooling of expertise and experience. The purpose of global strategic alliances is to: †¢ †¢ †¢ †¢ †¢ create synergy; accomplish more than could be achieved had the businesses been operating independently; coordinate effort; gain and share technologies; gain entry into an overseas market. Major multinational businesses routinely enter into global strategic alliances as an integral part of their corporate strategy and the practice has become widespread in recent years. See also green-field investment. G Global strategic planning Global strategic planning aims to maximize global economies of scale and economies of scope, while at the same time incorporating the advantages of local responsiveness to customers in the countries in which the organization operates. 102 Key Concepts in Strategic Management There are three main steps towards achieving global strategic planning: †¢ †¢ The development of a core business strategy – which forms the basis of attempts to create a sustainable competitive advantage (a replica of what has been achieved in the home market). The internationalization of this core strategy – the adaptation of the core strategy to overseas markets, along with expansion as necessary. The globalization of the international core strateg y – which seeks to integrate the strategy in all of the countries in which the business operates. Yip, G. S. , Total Global Strategy: Managing for Worldwide Competitive Advantage. Englewood Cliffs, NJ: Prentice-Hall, 2002. Global strategy A global strategy is often adopted by an international business in order to increase its profitability by taking advantage not only of cost reductions that come from experience curve effects, but also of economies based on the location of parts of its operations. Typically a global strategy will consider the best alternative areas in which to concentrate research and development, marketing or production, choosing the most beneficial location for each of these key operations. In essence a global strategy can be called a multi-domestic strategy, in as much as the international business seeks to maximize its worldwide performance through maximizing any local competitive advantages, revenues or profits it can achieve. Equally, global strategies seek to maximize performance through integration and a sharing of resources. Stonehouse, George, Hamill, Jim, Campbell, David and Purdie, Tony, Global and Transnational Business: Strategy and Management. New York: John Wiley, 2004. G Global web

Chief Complaint Left Knee Pain - 1227 Words

CHIEF COMPLAINT: Left knee pain. HISTORY OF PRESENT ILLNESS: Neal Kays is a 38-year-old male who presents after referral from emergency room visit dated July 27, 2015 secondary to pain in and about the left knee. He states that he was walking across housing floor to the bathroom when he stubbed his toe and had tearing and popping type sensation in and about the left knee. He states that over the last seven or so days, he has had uncontrolled pain and swelling in and about the knee. He was seen in the emergency department that day and gave a similar history. He was diagnosed with a knee strain and referred to the office for outpatient evaluation and management. He is here today for that reason, utilizing crutches, and a knee immobilizer with 10/10 pain per his estimation. Patient states that he is taking multiple medications and is under the care of a pain medicine specialist. Some of these include, morphine extended release, acute morphine tabs and Norco. He continues to say none of this is effective in con trolling his symptoms. An attempt to gather a more specific history is blocked by the patient s historical reference to knee problems going back 30 years. He states this began at the age of 10 secondary to a football injury, intermingled with multiple stories of knee instability complaints are stories of heavy athletic duty and full use of the knee. He has been seen in the past by other physicians that have recommended surgical intervention, that from hisShow MoreRelatedPathology Report1675 Words   |  7 PagesGynecology PATHOLOGY FINDINGS: Specimen number 03-S-965 SPECIMEN RECIEVE: 03/27/2014 SPECIMAN REPORTED: 03/30/2014 SURGICAL PROCEDURE: Left partial salpingectomy CLINICAL HISTORY: Patient has an ectopic pregnancy, as proven by pelvic ultrasound. TISSUE RECEIVED: Left fallopian tube. 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History of Present Illness: The patient here today at the clinic is a Caucasian male 48 yo named Rodney Cross. Patient is complaining about having pain in his right leg and that the pain started 3 days ago which woke him up. Patient said that the pain is on-going and it gets worse whenever he walks. Patient said the pain is in the area behind his right knee and runs all the way downRead MoreA Summary On The New York1922 Words   |  8 PagesChief Complaint J.R. is a 24 y/o male journalist living in upstate New York. He came to the clinic today complaining of flu-like symptoms with muscle achiness and joint pain that has progressively gotten worse over the past 10 days. J.R. also states that he has a difficult time gripping his pen when writing his column for Outdoor Life Magazine. PMH: No hx of previous diseases. Pt recently diagnosed with mild HTN. Up to date with all immunizations, including a tetanus shot nearly 3 years ago. 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I Intensity of the symptom (scale 1-10, 6/10) Q Quality of symptom..BCDSPP(burning,Cramping,dull,Sharp,pulsating,pressure like) R Radiation of the symptom ( to left shoulder and arm) A Associated symptoms