Alec Cowie And The Delhi Assignment

An enthralling prologue describes Genghis Kahn's crushing thrust from the east into the Empire of Khwarazm in 1219, from which the Shah flees south across the Indus River into India, taking with him the fabled Jewel of Khwarazm. The reader is then carried forward some three hundred years into Scotland, where a young man, Alec Breville Cowie, sets out for London to join the East India Trading Company as a writer. Displaying outstanding skills in bookkeeping, languages and trading negotiations, he is posted to Madras on the east coast of India with two friends, Warren Hastings and Harry Arburthnot. Promoted to Senior Writer, and transferred to Calcutta, he is attached to perilous mission, led by the enigmatic Sir James Ness, to the Moghul Emperor in Delhi. Dogged by murderous thugee, and tracked by Marathas and French intent on disrupting the mission, they finally meet the Emperor, and Alec is given charge of the Emperor's beautiful niece, the Princess Shastri. Fleeing to the abandoned city of Fatehpur-Sikri, pursued by savage Pindarees, Alec and the Princess finally reach Lucknow. A traitor in their camp is unmasked, and the true purpose of the Delhi Assignment is revealed.

An enthralling prologue describes Genghis Kahn’s crushing thrust from the east into the Empire of Khwarazm in 1219, from which the Shah flees south across the Indus River into India, taking with him the fabled Jewel of Khwarazm. The reader is then carried forward some three hundred years into Scotland, where a young man, Alec Breville Cowie, sets out for London to join the East India Trading Company as a writer. Displaying outstanding skills in bookkeeping, languages and trading negotiations, he is posted to Madras on the east coast of India with two friends, Warren Hastings and Harry Arburthnot. Promoted to Senior Writer, and transferred to Calcutta, he is attached to perilous mission, led by the enigmatic Sir James Ness, to the Moghul Emperor in Delhi. Dogged by murderous thugee, and tracked by Marathas and French intent on disrupting the mission, they finally meet the Emperor, and Alec is given charge of the Emperor’s beautiful niece, the Princess Shastri. Fleeing to the abandoned city of Fatehpur-Sikri, pursued by savage Pindarees, Alec and the Princess finally reach Lucknow. A traitor in their camp is unmasked, and the true purpose of the Delhi Assignment is revealed.

It is the year 524BC, and the Assyrian king, Shalmaneser V, is enraged when he finds out that Hoshea, King of Israel, one of his vassal states, is seeking the help of Egypt in rebelling against him. Swiftly gathering his army, he swoops down from the north and crushes the rebellious state, taking Hoshea captive and deporting the surviving Israelites throughout the eastern areas of the Assyrian Empire. The story then moves forward to Calcutta, in India, in the year 1755, where young Alec Cowie, now a Captain in the militia of the Honourable East India Company, arrives back from a recent assignment to the Mughal Emperor in Delhi. (see Alec Cowie and the Delhi Assignment). He finds himself seconded to the British Intelligence Service and directed to lead a new mission to Abdul Shah Durrani, the new king of Afghanistan, seeking passage of the Companys goods through the Khyber Pass to the Silk Road. Accompanied by his old friend Harry Arburthnot, he travels up the Indus valley and through the Bolan Pass to Kandahar, where he encounters a beautiful Jewish girl with a mission of her own; to return the powerful Sword of Persia to Shah Durrani with the prophesy that goes with it. Continually harassed by the Russians, Jesuits and rebellious Afghans themselves, Alec and Harry finally complete their mission to Cabool, and stage a thrilling escape through the Khyber Pass back into India.

You will never look at your cell phone, TV, or computer the same way after reading this book. Greening the Media not only reveals the dirty secrets that hide inside our favorite electronic devices; it also takes apart the myths that have pushed these gadgets to the center of our lives. Marshaling an astounding array of economic, environmental, and historical facts, Maxwell and Miller debunk the idea that information and communication technologies (ICT) are clean and ecologically benign. The authors show how the physical reality of making, consuming, and discarding them is rife with toxic ingredients, poisonous working conditions, and hazardous waste. But all is not lost. As the title suggests, Maxwell and Miller dwell critically on these environmental problems in order to think creatively about ways to solve them. They enlist a range of potential allies in this effort to foster greener media--from green consumers to green citizens, with stops along the way to hear from exploited workers, celebrities, and assorted bureaucrats. Ultimately, Greening the Media rethinks the status of print and screen technologies, opening new lines of historical and social analysis of ICT, consumer electronics, and media production.

This book is the outcome of the work of contributors who participated in the wo- shop “Mapping Different Geographies (MDG)” in February 2010, held in Puchberg am Schneeberg, Austria. This meeting brought together cartographers, artists and geoscientists who research and practice in applications that focus on enhancing o- to-one communication or develop and evaluate methodologies that provide inno- tive methods for sharing information. The main intention of the workshop was to investigate how ‘different’ geographies are being mapped and the possibilities for developing new theories and techniques for information design and transfer based on place or location. So as to communicate these concepts it was important to appreciate the many contrasting meanings of ‘mapping’ that were held by workshop participants. Also, the many (and varied) viewpoints of what different geographies are, were ela- rated upon and discussed. Therefore, as the focus on space and time was embedded within everyone’s felds of investigation, this was addressed during the workshop. This resulted in very engaging discourse, which, in some cases, exposed the restrictions that certain approaches need to consider. For participants, this proved to be most useful, as this allowed them to appreciate the limits and restrictions of their own approach to understanding and representing different geographies. As well, the workshop also was most helpful as a vehicle for demonstrating the common ground of interest held by the very diverse areas of endeavour that the workshop participants work within.

The work of Bryan D. Palmer, one of North America’s leading historians, has influenced the fields of labour history, social history, discourse analysis, communist history, and Canadian history, as well as the theoretical frameworks surrounding them. Palmer’s work reveals a life dedicated to dissent and the difficult task of imagining alternatives by understanding the past in all of its contradictions, victories, and failures. Dissenting Traditions gathers Palmer’s contemporaries, students, and sometimes critics to examine and expand on the topics and themes that have defined Palmer’s career, from labour history to Marxism and communist politics. Paying attention to Palmer’s participation in key debates, contributors demonstrate that class analysis, labour history, building institutions, and engaging the public are vital for social change. In this moment of increasing precarity and growing class inequality, Palmer’s politically engaged scholarship offers a useful roadmap for scholars and activists alike and underlines the importance of working-class history. With contributions by Alan Campbell, Alvin Finkel, Sam Gindin, Gregory S. Kealey, John McIlroy, Kirk Niegarth, Bryan D. Palmer, Leo Panitch, Chad Pearson, Sean Purdy, and Nicholas Rogers.

In today's world of business where organizational boundaries are blurry, intense competition dictates rapid change, and complex issues and relationships cut across departments, business units, and even companies, the old hierarchical command-and-control management approach is no longer sufficient. Distributed leadership approaches are necessary and no one individual can do it all. In fact, an enterprise is more than just the traditional organization. Value today is often created not just within a company, but also across a network of companies. Being able to connect the various components and to work collaboratively within the network is essential to maintaining competitive advantage. Leaders today must be capable of identifying potential partners, initiating and maintaining relationships, resolving conflicts, and reconfiguring their relationships. Cross-Enterprise Leadership is a new model for success in today's world of complexity and ambiguity. Leaders who adopt this approach will be more comfortable dealing with ambiguity, uncertainty, complexity and time pressures, and with creating value through networks of relationships. Small, domestic, entrepreneurial companies are, by their very nature, cross-enterprise focused. Entrepreneurs will tell you that they live in a world of uncertainty and ambiguity and that they constantly need to adjust on the fly. Equally, large multi-national companies like Wal-Mart, Nestle, or Coca-Cola are inherently complex and issues and relationships cut across functions, levels, geographies, and companies. Cross-Enterprise Leadership goes beyond a functional perspective to understanding the complexity of business issues from all angles and how they can be integrated, how leaders can rely almost entirely on influence when they may be operating without power or authority, and how they can develop the capacity to make decisions and implement them in an environment filled with uncertainty and complexity. Most managers operate like the traditional orchestra-waiting to do their written part. But there is no tidy score for business today. CEL enables today's leaders to be more like a jazz band, improvising and building off of one another, creating music in real time and in relationship to one another.