The Creation Of The U.s. Constitution - 1330 Words

Test #1 Question #1 The creation of the U.S. Constitution consisted of a series of conflicts and compromises. The competing interests of the central players that created the U.S Constitution had to focus on achievable goals rather than their own political interests. The political process can be conflictual but the process matters. It is essential to implementing decisions in our government, which provides order and our general welfare. Some conflicts that can be seen in the creation of the Constitution are political theories and economic interests. Those compromises made were decisions in balancing majority rule versus minority rights, allocating power between large and small states, as well as national power versus state and local power.†¦show more content†¦Regional economic equality was significant, these states supported a government that favored a managed trade and commercial development. Other states favored free trade due to its export based economy. This division of regions divided supp orts between empowering the national government and those that supported strong state government. Where there is conflict there is compromise, through long debates and multiple votes the players of the Constitution were able to find common ground. The first compromise made was the majority rule versus the minority rights. James Madison argued that to control majority tyranny a system of check and balances needed to be put into place as well as dividing the power between the levels of state and local government. This allowed the state governments to remain autonomous and the national government gained more power than it ever had under the Articles. The next compromise that came into question was the appropriate balance of representation between large and small states. At the time every state had a vote but it did not seem fair to the state with a larger population. Many small states proposed maintain equal representation. This ran tensions high until Connecticut proposed the Great C ompromise. This plan established a Congress with two houses: The House and the Senate. This gave the Senate two senators for each state and the House representation was based on

Examples Of Bluejays In To Kill A Mockingbird - 865 Words

In the novel, To Kill a Mockingbird, the mockingbird is used as a symbol of perfection and innocence by Harper Lee. Atticus Finch the father of the protagonist, Scout states â€Å"I’d rather you shoot at tin cans†¦ but I know that you’ll go after birds. Shoot all the Bluejays you want†¦ but remember it’s a sin to kill a mockingbird†(Lee, 119). The bluejays and mockingbirds are a direct allusion to both the paltry and good of Maycomb. The bluejays are a symbol of the racists, bigots, and criminals of Maycomb. With the most notorious being Bob Ewell the local â€Å"boozer† and shut-in of Maycomb. Comparable to the Blue Jays who harass and annoy the people, Bob Ewell also does nothing positive. According to Jem, all Bob Ewell does is spend his welfare†¦show more content†¦Rather Atticus is the ethical pillar of Maycomb County, which the citizens are, â€Å"perfectly willing to let him do what they’re too afraid to do themselv es.† (Lee, 316). To champion change toward racial acceptance and equality. His dedication to the field of justice, eagerness to change societal perceptions and his efforts to change the â€Å"order of things† is his contribution to the world. Like a mockingbird he contributes all his power to help, Atticus works his â€Å"heart out† which â€Å"tears him to pieces.†(Lee, 316). Atticus’ eloquent defences and statements are a direct allegory to the mockingbird’s song which is meant to comfort and bring about positivity. It is in this sense that Atticus Finch can be considered the most prominent mockingbird of this postbellum novel, due to his never ending desire to help the helpless and to effect change in the world for the purpose of spreading equality. And that is the reason why all who opposed him ultimately relented, one example being the Cunninghams at the jailhouse who after realizing their â€Å"shameful† mistake departed without another word. The second mockingbird of this novel is Tom Robinson, a humble african-american who was convicted and charged with the rape of Mayella Ewell. Unlike the other two mockingbirds on this compendium this character is a negro, which in that era, carried a myriad of negative sentiments in the south. One being that â€Å"negro men are not to beShow MoreRelated Symbolic Mockingbirds Essay940 Words   |  4 PagesSymbolic Mockingbirds Symbolism is used extensively in the novel To Kill a Mockingbird. The theme of prejudice in the novel can be best perceived through the symbol of the mockingbird. Atticus advised his children that if they went hunting for birds to shoot all the bluejays you want, if you can hitem, but remember its a sin to kill a mockingbird (96). Miss Maudie explains this further by saying that mockingbirds dont do one thing but make music for us to enjoy. They dont eat up peoplesRead MoreSymbolism in To Kill a Mockingbird Essay526 Words   |  3 Pages To Kill a Mockingbird is a book with several examples of symbolism. Although the story is seen through a child’s perspective, it includes multiple instances of symbolism, some more obvious than others. Mockingbirds, Mayella’s geraniums, and the Radley household are all big symbols in To Kill a Mockingbird. An example of symbolism in To Kill a Mockingbird is mockingbirds themselves. When Atticus says â€Å"’I’d rather you shot at tin cans in the back yard, but I know you’ll go after birds. Shoot allRead MoreTo Kill A Mockingbird Analysis Essay805 Words   |  4 PagesTo Kill a Mockingbird is a mix between unjust, and just ways of life in an old town in Alabama called Maycomb that takes a twist into a court case that creates a racist and deadly argument. Harper Lee, a book writer with lots of thought and creativity produces a now, award winning book that she considers to be a simple love story that has transformed into a masterpiece. (Cover copy) To Kill a Mockingbird takes place in the town of Maycomb with a small population full of big personalities. â€Å"KillingRead MoreThe Sin in Ideology1395 Words   |  6 Pagesafter birds. Shoot all the bluejays you want, if you can hit ‘em, but remember it’s a sin to kill a mockingbird†(90). Atticus F inch, a guide mentor of the novel, explains this to his children after they are gifted with air rifles for Christmas. Notably, the title of this American classic, To Kill A Mockingbird, by Harper Lee, is taken from a seemingly insignificant excerpt. However, if read carefully, the reader begins to understand that this is just one other example out of a plethora of symbolismRead More Examine the Themes of Innocence and Experience in To Kill a Mockingbird870 Words   |  4 Pagesof Innocence and Experience in To Kill a Mockingbird Innocence is a time when a person has never done something; it is the first step of the journey from innocence to experience. The second step in this movement is experience and this is what is achieved after a person has done something they have never done before or learns something they have never known before. This theme of growth from innocence to experience occurs many times in To Kill a Mockingbird and is one of the central themesRead MoreUse Of Extraordinary Distinct Characters With Personalities That Are Set Apart For Each Individual Character911 Words   |  4 Pages To Kill Mockingbird In this book To Kill Mockingbird, by Harper Lee, there is a long list of extraordinary distinct characters with personalities that are set apart for each individual character in the book. Atticus Finch in Harper Lee’s novel presented as a humble, caring, moral, stern but loving, character in this book, and being a single father with 2 kids younger than the age of ten, he should be a main role model for older fathers. Atticus does many things in this novel thatRead MoreAnalysis Of Harper Lee s Kill A Mockingbird 1491 Words   |  6 PagesHarper Lee’s ​ To Kill a Mockingbird ​ is a critically acclaimed, Pulitzer Prize winning novel that instantly attained its position as one of the greatest literary classics (Editors).The story of Scout Finch’s childhood has become one of the most notable narratives that addresses controversial issues present in the early 20th century. Lee’s novel depicts themes of race, justice, and innocence throughout the novel. Although ​ To Kill a Mockingbird​ is regarded as a literary masterpiece in AmericanRead MoreThe South : Controversial Topics On Harper Lee s Kill A Mockingbird1475 Words   |  6 Pagesin Harper Lee’s To Kill a Mockingbird Harper Lee’s To Kill a Mockingbird is a critically acclaimed, Pulitzer Prize winning novel that instantly attained its position as one of the greatest literary classics (Editors).The story of Scout Finch’s childhood has become one of the most notable narratives that addresses controversial issues present in the early 20th century. Lee’s novel depicts themes of race, justice, and innocence throughout the novel. Although To Kill a Mockingbird is regarded as a literaryRead MorePrejudicial issues in To Kill a Mockingbird by Harper Lee Essay753 Words   |  4 PagesHarper Lees ‘To kill a Mockingbird’ explores the prejudicial issues which plague over the town Maycomb. Harper Lee uses the trial of Tom Robinson a black man accused of rape on a young white girl, Mayella as a central theme to portray the prominence of racial discrimination in Maycomb. The racial prejudice is also widely shown through the characterisation of Atticus. Having Scout as the narra tor allows Harper Lee to highlight the gender inequity through a youthful unbiased perspective. The chauvinisticRead MoreKill A Mockingbird By Harper Lee1054 Words   |  5 PagesLuca Pallotta Ms. McCullough ENG1D 25 April 2017 Why Atticus Finch is an Admirable Character in To Kill a Mockingbird The novel To Kill a Mockingbird, by Harper Lee, takes place in the fictional town of Maycomb, located in Alabama. Atticus is a lawyer in Maycomb, and is also one of the most important characters in the novel; he is also the father of both Scout and Jem. Atticus tries to raise his kids to have very good morals, and to respect everyone regardless of any of their differences including

Developing Leadership Attributes Free Essays

Successful leaders are not born but made; everybody else has the chance to become the effective leader they desire to be. The development of good leadership is a never ending process that involves education self study, training as well as experience. Great leaders are impeccable persons who speak with integrity, one who does not take anything at a personal level. We will write a custom essay sample on Developing Leadership Attributes or any similar topic only for you Order Now A person with a conviction that other people do and say things in a way that projects own perception is definitely a great leader. An effective leader is that individual who never makes assumptions about things that they do not understand. They always have the courage to ask and seek answers and do normally express themselves on what they actually want or need to be done. Through proper communication styles, an effective leader is able to establish clearly what his or her follows and anyone else want so as to avoid any chance of a misunderstanding. Through this the leader is able to transform an otherwise ordinary management into successful leadership. A great leader always does his best and in the best interest of the organization or followers. This is because, when a leader performs his or her best, he or she is able to change from one moment to another and will also enable him or her to avoid situations of self-abuse, self-judgment as well as regret. This paper is about leadership attributes. It is a discussion on various interviews carried out what managers as well as employees think of a leader and why they think certain people are successful leaders while others do not. It begins with an introduction of what leadership is, then in the second section it describes the three various attributes that are considered by the interviewees. Also discussed are recommendations on how to effectively implement and develop the plan for these attributes. Leadership can generally be termed as a process through which an individual is able to influence others to achieve an objective, while at the same time directing the organization or followers in such a way that they operate coherently and cohesively. In order to achieve this, effective leaders manage this process through their leadership attributes, like beliefs, ethics, values, knowledge, skills as well as character. Often, people confuse management with leadership. Albeit the position an individual has in an organization or the society as a whole enables him or her to be in a position of authority to carry out specific tasks it does not however make him or her leader. In fact all it does is guaranteeing you the position of a boss from which to exercise the power bestowed. The difference between leadership and management is that a leader does certain things that make his or her followers want to accomplish high goals, instead of just bossing them around. When an individual qualifies you as a leader, she or he is not necessarily thinking about your attributes, but instead observes the things that you do in order for him or her to understand who you really. For instance, when an employee in one of the leading food stores was asked why she has been at the same work place for over 10 years, her response was â€Å" I have never met any person who believes in me like my first branch manager. When I joined the company, I used to be a waitress with no college degree said Chantel. â€Å"But with time, my manger realized the potential I had, and advised me to register for part time classes. Through this is i have managed to rise through the ranks and right now am manager†. Another employee in the medium level industry who believes that a great leader is someone who is able to help others advance by aiding them to overcome, barriers to personal effectiveness was Jefferson. He said â€Å"When I was faced with an eviction notice, I could not find a place to put up, and my performance at work deteriorated. But before I could discuss it with anyone, my immediate supervisor approached me and we talked about my dilemma. Later the manger called me and told me what the supervisor had suggested. The following day I was given a cheque (advance) and thereafter my performance, attitude and punctuality tremendously improve† Said he. He further adds that ever since he has always tried to get the best out of everyone by focusing on their strengths and at the same looking for ways to overcome the barriers. Largely I have been successful even though there are a few people who have disappointed by I learned a lot of respect with so many people looking up to me† said Jefferson. In order to develop this attribute one must first of all understand who and what they are. This can be achieved through being technically, proficient – a leader must know his or her job and have a familiarity with his or her employee. He or she must also make sound decisions through good problem solving skills, being good role model by setting good examples and at the same time now and understand the people you are dealing or working by and understanding of human nature as well as the significant of sincerity while caring for others. For instance, Jefferson was able to develop because he had a boss who believed in him and understand his problems with good problem solving skills the supervisor was able to get him out of the situation and at the same time motivate him while also showing that he cares. An effective leader too, should be one who is ready to take risks by proposing new ideas and supporting those of others. A nurse at Healing Hands Hospital says that when she first started working at the hospital six years ago, the problem of bed space for patients was very acute. However, when the manager called for staff meeting and asked for proposals on how to handle the situation. She remembers making a contribution of contracting various insurance agencies to build the extra bed spaces. On her part the manager proposed that home-based care be practiced through electronic transmission. Both of the ideas were incorporated and up to now the hospital have managed to provide acute health care 3 fold the initial number. This is a demonstration of effective leadership according to this nurse. To her when the manger decided the new idea, which had not been anywhere else, she took a great risk. Even though, she manger had implemented the electronic system, she did not just stop these and incorporated others ideas. The nurse has been able to practice the art of risk taking while also listening to new ideas while not paying lip service. Supporting this idea was a college tutor who had been approached by his principle on which methods of teaching could be adopted by the college to improve their performance. When asked what made this special to him Shawn says â€Å"just by the mere thought of approaching me alone was a great idea, even if it was not implement it meant so much to me. It made a whole difference when I realized part of my suggestions were considered. † Being that I was new at the college I did not envisage this situation. But, it was timely as I was able to bring new ideas from my old school that worked for the school alongside others. When a manager engages in risks and listens to others according to these two it is a sure way of being an effective leader. There are sure ways in which these can be achieved. First design the plan of seeking responsibility and at the same time take responsibility for the actions by finding new ways to lead the organizations to new heights. Always do an analysis of the situation never lay the blame on others. Through risk taking a leader can begin by making timely and sound decisions through good problem solving skills, planning tools as well as good decision-making. Great leaders inspire their followers toward a shared hopeful vision and future. This can be achieved by first articulating the vision to the followers by finding a process that they believe in then sharing the vision in ways and works than can be understood by everyone (followers). The leader can then empower the followers with tools as well as methods to solve problems and improve their solution. He ors he can then model the way in case the situation gets murky, the leader is able to demonstrate what can be done while at the same time sharing the glory with the heart of the followers and keeping the pain in his or her own heart. A manager at a local retail store believes that her effective leadership has be achieved through her actions. For instance, she makes it her business to help employees understand the corporations overall business strategy, how they can contribute toward achieving the essential goals and sharing information with them. All these she summarizes by effectively communicating the company’s vision. Supporting this attribute is a waitress at liquor store who has been amazed by her manager’s makes it his point to attend to patrons who seem unruly and disrespectful. Instead of forcing them to handle the situations he makes it his business. She says â€Å"He does it with finesse that you can’t help but admire and then apply his skills later. References Concepts of leadership: last updated date March 10, 2007. http://www.nwlink.com/~Donclark/leader/leadcom.html Retrieved on 9 November 2007 How to cite Developing Leadership Attributes, Essays

Kino, a poor Indian fisherman Essay Example For Students

Kino, a poor Indian fisherman Essay Kino, a poor Indian fisherman, lives on the Gulf of California with his wife Juana and son Coyotito. Their simple hut is made of brush, and the couple sleeps on mats thrown on the dirt floor, while Coyotito sleeps in a hanging box. Like others in their poor village, they depend on nature for survival. As The Pearl begins, dawn is breaking. Kino watches the sun rise and listens to the sounds of the morning. But within moments, a dangerous situation develops. A poisonous scorpion stings Coyotito, Kinos infant son, and the babys screams draw people from all over the village. Juana insists that the doctor be called, but Kino knows the physician is Spanish and considers himself above treating poor Indians. This does not satisfy Juana, who announces that if the doctor will not come to the village, then they will go to his house. But the doctor refuses to treat Coyotito because Kino is too poor. Later that day, while Kino and Juana are fishing in the Gulf, Kino finds an enormous pearl and cries out in joy. He believes the pearl will make him rich and enable him to provide security for his family. But Kino discovers otherwise. The pearl stirs envy in the villagers, and that night Kino is attacked in his hut by a thief. The following day, he tries to sell the pearl to buyers in town, but h e is offered only a small amount of money for it. The buyers all work for the same man. They know the pearl is worth a fortune but hope to buy it cheaply by pretending that it is worth little. Kino says he will sell his pearl in the capital city, where he believes he will get a fair price. This amazes the villagers because Kino has never traveled so far. After dark that evening, Kino is attacked again. Juana is sure the pearl is evil and will destroy the family. During the night, she quietly removes it from the spot where Kino has hidden it and tries to throw it back into the ocean. He stops her before she succeeds and beats her for trying. As he returns to the hut, Kino is attacked again, this time by two men. He kills one of them, and the other escapes. Because of the killing, Kino knows that he will be hunted as a murderer. As a result, he and Juana must leave the village the next morning. However, before they can escape their canoe is destroyed and their hut is burned. They hide until the next night in the hut of Kinos brother, Juan Tomas. The following evening, Kino and Juana begin their journey to the capital. Soon they realize they are being followed by three people, so they flee up the mountain and hide in a small cave. Their followers set camp in a clearing just below the cave. Kino decides the only way to survive is for him to kill the person on guard, take his rifle, and kill the other two, who are sleeping. Kino goes to the followers camp and is about to attack them when his son Coyotito cries out. Kino knows that he must act immediately upon his enemies, but he is a second too late and one of them shoots toward the cave. There is a struggle and Kino kills all three of his enemies. The earlier shot has killed Coyotito. The following afternoon the villagers witness the return of Kino and Juana, carrying the rifle and their dead child. Without a word to anyone, they walk through the village to the shore. Kino lays down the rifle, takes out the pearl, and throws it into the sea. .u5d8bbbf2e59d09ce4ff9cb2f819f5a46 , .u5d8bbbf2e59d09ce4ff9cb2f819f5a46 .postImageUrl , .u5d8bbbf2e59d09ce4ff9cb2f819f5a46 .centered-text-area { min-height: 80px; position: relative; } .u5d8bbbf2e59d09ce4ff9cb2f819f5a46 , .u5d8bbbf2e59d09ce4ff9cb2f819f5a46:hover , .u5d8bbbf2e59d09ce4ff9cb2f819f5a46:visited , .u5d8bbbf2e59d09ce4ff9cb2f819f5a46:active { border:0!important; } .u5d8bbbf2e59d09ce4ff9cb2f819f5a46 .clearfix:after { content: ""; display: table; clear: both; } .u5d8bbbf2e59d09ce4ff9cb2f819f5a46 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u5d8bbbf2e59d09ce4ff9cb2f819f5a46:active , .u5d8bbbf2e59d09ce4ff9cb2f819f5a46:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u5d8bbbf2e59d09ce4ff9cb2f819f5a46 .centered-text-area { width: 100%; position: relative ; } .u5d8bbbf2e59d09ce4ff9cb2f819f5a46 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u5d8bbbf2e59d09ce4ff9cb2f819f5a46 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u5d8bbbf2e59d09ce4ff9cb2f819f5a46 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u5d8bbbf2e59d09ce4ff9cb2f819f5a46:hover .ctaButton { background-color: #34495E!important; } .u5d8bbbf2e59d09ce4ff9cb2f819f5a46 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u5d8bbbf2e59d09ce4ff9cb2f819f5a46 .u5d8bbbf2e59d09ce4ff9cb2f819f5a46-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u5d8bbbf2e59d09ce4ff9cb2f819f5a46:after { content: ""; display: block; clear: both; } READ: Problem Solving (school dress code) EssayIt is difficult to get to know the characters in The Pearl in the same way you might get to know the characters in other novels. They say very little, and you see them in few situations. Their actions seem to be based more on ancient habits than on free choice. Like in one of his other books that I have reed, Of Mice and Men, the characters were not developed thoroughly and stood as more of symbols than actual characters in the story. However, the strong symbolization made by the pearl is a great asset to the story. The pearl in the story has a strong allegorical message to the reader about human greed. Kino becomes a symbol of the poor but happy man who is destroyed when he becomes obsessed with his wantings of the material world. The pearl that was supposed to bring him happiness and contentment brings him only death and destruction. At the end of the, both Kinos dream and his son are dead.

Battle Of Antietam Essays - American Civil War, Maryland Campaign

Battle Of Antietam The Battle of Antietam was fought on September 17, 1862. The United States Army of the Potomac led by General George B. McClellan fought against the Confederate Army of Northern Virginia led by General Robert E. Lee. The battle was fought along the Antietam Creek near Sharpsburg, Maryland. Both of the armies were densely concentrated in the Sharpsburg area, and it was a very bloody battle. The Union Army lost over twelve thousand men, while the Confederate Army lost around ten thousand men. General Robert E. Lee narrowly escaped defeat this battle and the lack of men cause him and his army to retreat back in to Virginia. Lee had good reason for wanting to bring Maryland into the Confederacy. With having Maryland, he would have good location to attack the major cities like Washington D.C. and Philadelphia. It would also give him a chance to get to the rich farmland of the North that would give his army supplies of food. Lee split up his army of fifty thousand men, sending ?Stonewall? Jackson to capture the Union arsenal at Harper's Ferry. He told James Longstreet to move north towards Hagerstown, Maryland. Smaller groups were left with the task of guarding against McClellan's troops. Even with all the planning, his adventure seemed to be doomed from the very beginning. The people of Maryland did not give Lee and his Confederate troops a happy welcome. Instead of being treated like heroes as Lee thought, they were treated like invaders. Even the secessionist from Maryland did not like the idea of the Confederacy invading their state. Lee was setback once again when a letter containing his plan of attac ks and the locations of all Confederate troops were found by a Union private near Frederick, Maryland. If McClellan had moved quickly, he could have easily crushed Lee's army and ended the whole war altogether. But McClellan did not move quickly enough and within twenty-four hours, Lee learned of his danger and pulled his troops to Sharpsburg. On September 15, ?Stonewall? Jackson captured Harper's Ferry and was moving to join up with Lee at Sharpsburg. When Lee arrived at Sharpsburg, he met Longstreet and, with their troops, they occupied a ridge overlooking the Antietam Creek. Later on during that very same day, McClellan's troops, under the command of Major General Ambrose Burnside came up and occupied the other side of the creek. Longstreet was horribly outnumbered, almost five to one, but McClellan did not order the attack. Instead, he took an entire and studied the situation. During the time McClellan took to study the situation, Jackson's forces rejoined Lee, and another Confe derate division under the command of General A.P. Hill, was moving to join Lee. On September 17, 1862, the Battle of Antietam, or Sharpsburg, began. There was a massive attack of cannon and rifle fire. General Joseph Hooker's men crushed the Rebel troops. Only a counterattack by a Texan force kept the Yankees from breaking the Confederate line. Hooker threw his troops up against the Rebels, causing heavy losses. Several hours later, General Mansfield's Union Corps struck at Hood's men in the second Union attack. Mansfield was killed almost instantly, but that did no stop the fighting that just raged on and for hours the pattern attack and retreat was just repeated. Neither side seemed to get the clear advantage. In the third attack of the day, General Sumner's Corps found themselves caught in a pocket and in a matter of minutes, over 2,000 men fell to the ground. The fourth Union attack of the day, two other divisions of Sumner's Corps were met by Daniel Harvey Hill's troops at a suknen road in the middle of the Confederate position. Since this was the site of s ome of the most bitter and desperate fighting of the day, that area was called The Bloody Lane. The Union troops just kept on pushing forward and finally reached a position that overlooked the entire battlefield. At this point, McClellan had another chance to end the battle just by sending a large-scale attack from their high ground, but the call never came. After trying to cross the creek over the bridge, which is now named after him,

Advantages and Disadvantages of a 401k plan to the Employer and Employee essays

Advantages and Disadvantages of a 401k plan to the Employer and Employee essays A 401(k) plan is a retirement account to which employee and employer contribute, on which taxes are deferred until withdrawal, and for which the employee selects the types of investments. As with anything to do with the Internal Revenue Service, the 401(k) plan has many ups and downs and many regulations that must be followed. This makes things more difficult for both the employer and employee in making decisions about the plan. We have taken a look at the advantages and disadvantages of the plan from both sides of the table to show what all is involved in deciding to use a 401(k) plan. We then give a comparison and contrast of two major companies that use this plan as an option to their employees, and weigh the good and bad points of their particular plan. With this information it makes things a little clearer as to whether or not a 401(k) plan is the definite way to go. First, we take a look at the advantages to the employers to see if it is worth it for them to offer this plan to their employees. The low cost of the plan makes it very desirable. No employer contributions are necessary because the plan can be entirely funded with contributions from your employees salaries. Companies do not have to offer any vesting options, unless they want to. If they believe that the employee does not find vesting to be that important, then the employer can just basically set up the plan for their workers and that alone gives the employee a since of convenience. Many employers set up 401(k) plans because they are popular and offering one may help them attract and retain good employees. Many college students today are more familiar with retirement plans and may chose to work for a company based on benefits the company may offer. A 401(k) plan could bring these college students to an employer, so it is very important for employers to think about the effects of a retirement plan such as the 401(k) when considering hiring employees. ...

Workplace Diversity Research Paper Example | Topics and Well Written Essays - 1250 words

Workplace Diversity - Research Paper Example Demographic change like the woman in the workplace, organizational restructuring, and equal opportunities legislation, which need organization to evaluate their management practices and expand new and creative move toward to managing people. Changes will amplify job routine and customer service. Women in the Workplace The need to understand diversity is also driven by women in the workplace. Today's workforce has higher levels of participation in employment of women ever. The number of dual income families and single working mothers has increased. Therefore, diversity issues are covering both race and gender. Organizational Restructuring Significant changes in organizations as a result of downsizing and outsourcing, which has greatly affected human resource management. Working practices have changed due to the impact of globalization and technology and there is a tendency to longer hours of work. In general terms, usually, re-organization results in less people do more work. Legislat ion Federal and state legislation on equal opportunities describes that discrimination in the workplace illegal. These laws specify the rights and responsibilities of employees and employers in the workplace and keep the two groups responsible. Benefits of Diversity in the Workplace Diversity is beneficial to both employees and employers. Although the members are interdependent in the workplace, respecting individual differences can increase productivity. The diversity in the workplace can reduce demand and increase marketing opportunities, creative recruitment, and company image. In an era when flexibility and creativity are the keys to competitiveness, diversity is essential to the success of an organization. Furthermore, the penalty (loss of time and money) ought... This essay stresses that supervisors and frontline managers could benefit from reading this document. Supervisors and managers are the target audience, as they have to recognize the ways in which the workplace is changing, evolving, and diversification. Since managing diversity remains a major organizational challenge, managers must learn the management skills needed in a multicultural work environment. Supervisors and managers must be prepared to teach themselves and others in their organizations to appreciate the multicultural differences in both partners and customers so that everyone is treated with dignity. Diversity issues are now considered important and are expected to become increasingly important in the future due to increasing differences in the U.S. population This paper makes a conclusion that a diverse workforce is a reflection of a changing world and the market. Diverse work teams bring high value to organizations. Respecting individual differences will benefit the workplace by creating a competitive advantage and increased productivity. Diversity management benefits associates by creating a fair and safe environment where everyone has access to opportunities and challenges. Management tools in a diverse workforce should be used to educate everyone about diversity and issues, including laws and regulations. Most workplaces are made up of different cultures, so that organizations must learn to adapt to succeed.

Identification Essay Example | Topics and Well Written Essays - 1250 words

Identification - Essay Example Most members establish the need to be part of this party as it sought to eradicate job discrimination and racism that had most affected the African American populations. Dixiecrats movement played a historical significance in the United States. Based on this research, it opposed the anti-poll tax legislation and equality in employment and recruitment practices. The movement pledged to uphold white supremacy and uphold segregation. Although the movement have been dismissed as a failed third party, it was significant to the southern economical and political change. Dixiecrats were important White Citizens members along with other massive resistance organizations that were dedicated to uphold segregation that later flourished throughout the southern region from 1950s and 1960s. Since then, the ideological and political lines were drawn between the Republican and Democrat parties as liberals and moderates, which were converted from Republicans to Democrats. The party ensured that justice prevailed in the United States without any presence of racism or discrimination. Betty Friedan The feminine mystique Betty Friedan is widely credited for his nonfiction book The Feminine Mystique. This book was first published in 1963 that addressed the aspects revolving feminism in the United States. In her book, Betty discusses how women were denied their rights in the 1950s and early 1960s. Her book discussed the lives of women as housewives who were unhappy in their marriages. Betty points out that women were discriminated in the society while men were given the rights to rule, make wealth, and dictate in their families. Her book was a wakeup call to the United States that women wanted more than what they were given by the society. The book creates the concept of feminine mystique in that it addressed women as being devoted to being mothers and housewives. In the final chapter of her book, Betty advocates that women should view themselves more than homemakers and mothers. They should find total fulfilment in their lives by finding meaningful task that utilizes their full mental or brain capacity. The historic significance behind this book is that, it created a strong ground for Americans to understand how women were discriminated in the society. The book created great insights that women in the American society should enjoy their lives, abilities, and skills. In so doing, the author believed that this would enhance a positive impact in the American society. Betty Friedan’s book, the Feminine Mystique enhanced a significant change on the 1950s and 60s image of women. It helped many women to realize their potential in the American society. The book enabled the American society to respect women in the society. Many understood that women were more than house wives or mothers. Great Society/War on poverty The war on poverty or Great society was the legislation introduced by President Lyndon Johnson in 1964. The president proposed this legislation to dea l with the high poverty rate that had affected the United States. As part of the war on poverty, President Johnson expanded the government’s function in health care and education. He believed that these were best strategies that would eradicate poverty in the United States. The major society programs were intended to deter poverty by boosting

IT Ethics Essay Example | Topics and Well Written Essays - 250 words

IT Ethics - Essay Example This is forcing companies to regulate as well as contain company secrets in an enclosed circle of managers as a means of protecting the future of an IT organization. However, the state of the economy has influenced the ideology that ‘every person has a price’. Managers are poached from one firm to another, which implies that individuals can reveal secrets of the firm to competitors (Kelly, 2006). This has made business difficult, especially with the growth of the World Wide Web (www). Social media sites are being banned in organizations to protect company operations and regulate employee activity. In some cases, managers monitor the activities of employees on their computers to ensure that employees follow protocol at work. This has affected privacy in the office; however, it benefits the firm in containing secrets and/or confidential information. In conclusion, IT companies are struggling in containing company secrets. This is attributed to the harsh economic times, as well as corruption in various sectors. This has prompted firms to clampdown on social media sites to preserve the security of information in the firm (Kelly, 2006). Though privacy is fore-gone in companies for employees, the firm will overlook ethical behavior, for information

Corporate Restructuring As A Strategic Decision Management Essay

Corporate Restructuring As A Strategic Decision Management Essay The interrelationships between organisation, strategic management and business environmental conditions have been enduring themes of organisation and management theory over the last 4 decades, and restructuring has emerged as a significant mechanism in the successful adaptation of organisations to environmental influences (Clark, 2004). The 1980s were characterised by a wave of important restructuring activities, this wave has become increasingly common during the 1990s (Lin, Lee Peterson, 2006; Park Kim, 2008). The concept of restructuring is still a matter of debate and controversy because of the modernity of the subject. Bowman and Singh (1993) described restructuring as change aims to improve the efficiency and effectiveness of management teams performance through considerable changes in organisational structure. Staniforth (1994) defined restructuring as opportunities for change, improvements in the organisation, and to achieve the benefits of cost, the benefits of strategic d ecision-making, the benefits of communication, and other benefits to the organisation. Restructuring is a fundamental change that significantly affects the organisation, and takes place either at the organisational level or radically reorganising activities and relationships at the business unit level (Alkhafaji, 2001). Hitt, Ireland and Hoskisson (2001) argued that restructuring is a strategy through which the organisation can change its financial or commercial position. Stevenson, Bartunek and Borgatti (2003) described restructuring as attempts to get people within the organisation to work more closely together. Restructuring is a purposeful strategic option for organisation renewal (Brauer, 2006), typically includes a set of activities such as downsizing, sale of a business line, closures or consolidation of facilities, business relocation, or changes in management structure, which often occur as part of organisational strategies intended to improve efficiency, control costs, and adapt to an ever changing business environment (Lin, Lee Peterson, 2006). Thus, modifications of the organisations assets, capital structure, and organisational structure fall into the general concept of corporate restructuring (Singh, 1993; Bowman et al., 1999). Restructuring refers to the transformation of corporate structure (Bowman Singh, 1990), organisational re-configuration (Bowman Singh, 1993), refocusing (Markides, 1995), down scoping (Hitt et al., 1994; Johnson, 1996), and patching (Eisenhardt Brown, 1999; Siggelkow, 2002). The term restructuring is mainly used to denote considerable changes in the assets and structural components of organisations through conscious managerial actions. Bowman and Singh (1990) claimed that restructuring is aimed at achieving individual, financial, strategic, and/or operational goals and objectives. Bowman et al. (1999), differentiate three key forms of restructuring: portfolio restructuring, related to the changes in the portfolios of businesses held by diversified organisations, including acquisitions, mergers, divestitures etc. ; financial restructuring, which includes considerable changes in the capital structure of an organisation, and organisational restructuring, which includes significant changes in the organisational structure of the organisation, including divisional redesign and downsizing. Advocates of corporate restructuring argue that the result of restructuring activities is a leaner and more efficient corporate (Singh, 1993). Critics, however, contend that restructuring damages the organisation and its internal and external stakeholders (Seth Easterwood, 1993). 2.2.4.2 Key Drivers of Restructuring: In the 1960s and 1970s, several organisations diversified their business predominantly via the acquisition of businesses unrelated to their core activities, thus frequently realising conglomerate status (Shleifer Vishny, 1991; Hoskisson Hitt, 1994; Davis, Diekmann, Tinsley, 1994; Servaes, 1996; Johnson, 1996; Bergh, 2001). During the 1980s and 1990s, many diversified organisations were reorganised as a result of organisational refocusing initiatives intended to cut down both the breath of organisation portfolios (i.e., lower levels of diversification) and overall organisation size, thus eventually translating into organisations holding more related diversified activities (Williams, Paez Sanders, 1988; Markides, 1992; Davis, Diekmann, Tinsley, 1994; Kose Ofek, 1995; Comment Jarrell, 1995; Berger Ofek, 1995; Johnson, 1996, Cascio, 2002, Park Kim, 2008). A related diversified business is one in which the company controls businesses that share similarities in markets, products, and/or technologies with the intent of allowing organisation management to take advantage of the interrelationships between the related businesses (Rumelt, 1974; Palepu, 1985; Hoskisson Hitt, 1990; Hoskisson Hitt, 1994). As already mentioned, a multitude of theoretical and empirical investigations into the antecedents of restructuring have shown that different factors precipitate corporate restructuring. Restructuring literature reveals that there are four key drivers of restructuring. 2.2.4.2.1 The Agency justification: The premier justification as to why companies engage in restructuring is in response to less than acceptable performance (Montgomery, Thomas Kamath, 1984; Duhaime Grant, 1984; Hoskisson, Johnson Moesel, 1994; Hoskisson Hitt, 1994; Markides, 1995; Johnson, 1996; Markides Singh, 1997, Filatotchev, Buck, Zhukov, 2000, Love Nohria, 2005; Perry Shivdasani, 2005; DSouza, Megginson, Nash, 2007; Hsieh, 2010). In other words, a company divests organisational assets with the intent of improving organisational performance, whether it is their organisational performance in respect to competitors, the overall industry, or a predetermined objective (Greve, 1998). Research has undoubtedly demonstrated that organisations engaged in restructuring often are performing unsatisfactorily prior to the initiation of corporate restructuring (Duhaime Grant, 1984; Montgomery, Thomas Kamath, 1984; Sicherman Pettway, 1987; Duhaime Baird, 1987; Ravenscraft Scherer, 1987; Montgomery Thomas, 1988; H oskisson Johnson, 1992; Markides, 1992; Hoskisson Hitt, 1994; Hoskisson, Johnson Moesel, 1994; Lang, Poulson Stulz, 1995; Markides, 1995; Johnson, 1996; Markides Singh, 1997; Bowman et al., 1999; Bergh, 2001; Love Nohria, 2005; Perry Shivdasani, 2005; DSouza, Megginson, Nash, 2007; Hsieh, 2010). The majority of large organisations exhibit periodic corporate restructuring involving simultaneous changes in strategy, organisational structure, management systems, and corporate top management members. Such corporate restructuring usually follows declining organisational performance (Grant, 2008). Jain (1985), for example, found that organisation performance began to suffer nearly a year prior to restructuring and caused negative excess stock return of 10.8% within the period of one year prior to the restructuring. Such evaluations of ones own organisational performance are considerable since sound organisational performance is required to ensure the sustenance and survival of the corporate (Child, 1972), as well as offering feedback to the organisations as to the viability of their plans (Cyert March, 1963). Thompson (1967) notes that publicly traded organisations closely monitor changes in the value of their stock since the market exhibits a visible social judgment about the organisations fitness for the organisational future. The agency justification of restructuring, poor organisational performance as an antecedent of restructuring (Ravenscraft Scherer, 1987; Hoskisson Turk, 1990; Hoskisson Hitt, 1994; Markides Singh, 1997; Filatotchev, Buck, Zhukov, 2000) has become the leading justification in the literature to account for the corporate restructuring wave of the 1980s. Mainly, this rationale claims that organisation performance needs to be improved as a direct outcome of past managerial incompetence, which includes excessive levels of diversification, inappropriate diversification, unprofitable investments, and substandard investments in RD. For example, it is argued that decision makers frequently increased organisation size and levels of diversification without comparable increases in organisation value (Jensen, 1986; Hoskisson Turk, 1990; Jensen, 1993; Johnson, 1996). Moreover, it is argued that strategic decision makers have the opportunity to diversify their firms even when doing so does not enhance the market value of the organisation because their personal wealth is associated more with organisation size than to organisation performance (Jensen Meckling, 1976; Amihud Lev, 1981; Bethel Liebeskind, 1993). Grant, Jammine and Thomas (1988) found that increased degrees of diversification gave rise to decreased organisations returns, thus implying that, over time, strategic decision makers sacrificed performance for diversification and growth. Empirical studies (e.g., Rumelt, 1974; Wernerfelt Montgomery, 1988; Lubatkin Chatterjee, 1991; Palich, Cardinal, Miller, 2000; Bergh, 2001; Mayer Whittington, 2003) have substantiated such a conclusion by arguing that organisations pursuing a organisational strategy of unrelated diversification possess lower market returns than organisations pursuing related diversification and growth strategies. Supporter of the agency justification suggest that such managerial inefficiencies occur considerably as a consequence of agency costs (i.e., enlarged managerial consumption of organisational resources resulting from poor, or ineffective governance systems). Essentially, this perspective argues that the board of directors, ownership concentration, and decision makers incentives were inefficient and led to the failure of organisational governance as a mechanism (Hoskisson Turk, 1990; Jensen, 1993; Bethel Liebeskind, 1993; Gibbs, 1993; Hoskisson, Johnson, Moesel, 1994; Johnson, Daily, Ellstrand, 1996; Johnson, 1996; Chatterjee Harrison, 2001). Although never clearly clarified in the literature, poor governance is believed to be identified by diffusion of shareholdings among foreign owners, certain characteristics of strategic decision makers (e.g., insignificant equity ownership by strategic decision makers and board members or an insignificant number of outsiders sitting on the bo ard), and decision makers and board members passivity (Johnson, Hoskisson, Hitt, 1993; Bethel Liebeskind, 1993; Gibbs, 1993; Johnson, 1996; Westphal Fredrickson, 2001; Dalton et al, 2003). Thus, the agency perspective has made restructuring synonymous with poor corporate governance (Hoskisson Turk, 1990; Bethel Liebeskind, 1993; Markides Singh, 1997). 2.2.4.2.2 The Mimicry Justification: It is argued that organisations restructure as a consequence of mimicking the behaviour of other firms that are engaged in the divestiture activities (Markides Singh, 1997). In line with mimetic isomorphism (DiMaggio Powell, 1983; Oliver, 1991), this perspective claims that organisations, either intentionally or unintentionally, engage in mimicry of organisational patterns of other actors in their networks who are realised as more successful or legitimate. Strategic decision makers engaged in such imitation consider that their actions will be perceived as rational (Meyer Rowan, 1977; DiMaggio Powell, 1983). Such claims were adopt by Davis, Diekmann, and Tinsley (1994) in their justification of the decline of the conglomerate organisation in the United States of America during the period of 1980s. 2.2.4.2.3 The Environmental Justification: Scholars (e.g., Meyer, Brooks, Goes, 1990; Grinyer McKiernan, 1990; Hoskisson Hitt, 1990; Shleifer Vishny, 1991; Kose, Lang Netter, 1992; Chatterjee, 1992; Johnson, 1996; Bergh Lawless, 1998; Robinson Shimizu, 2006; Park, 2007; Park Kim, 2008; Nag Pathak, 2009) have suggested that environmental circumstances serve as antecedents to increased corporate restructuring. It is argued that antitrust policy shifts, tax rationales, junk bond financing, intense competition, deregulation, technology developments and changes, and takeover activities through the market for organisational control are reasons for the significant increase in corporate restructuring activity in the 1980s (Johnson, 1996). A synthesis of studies exploring such associations suggests that changes in the environmental conditions, which increase environmental uncertainty or turbulence, result in a greater likelihood of corporate restructuring. Grinyer McKiernan (1990), for example, suggested that corporate restructuring may result from changes in the industrial sector that create an aspiration-induced crisis built on the current organisational performance or market share and where strategic decision makers believe the firm ought to be. Further support of the environmental conditions argument was conducted by Meyer, Brooks and Goes (1990) who explored organisational strategic responses to discontinuous change at the industrial sector level. They explored the hospital industry in San Francisco state, which was facing considerable environmental turbulence, which led to excess capacity, regulatory changes, and resource scarcity. To deal with these environmental changes the hospital industry engaged in spin-of fs of unnecessary areas, underwent divestitures of peripheral activities, and created networks among the hospitals to respond to the need for managed health care in the San Francisco state. Moreover, a third study to justify the environmental conditions perspective was offered by Bergh and Lawless (1998), who explored external uncertainty and its influence on the strategic decisions the organisation makes. Their study suggested that organisations experienced with highly uncertain circumstances engage in divestitures to cut down the expenses of managing a diverse portfolio. Scholars (e.g., Garvin, 1983; Ito, 1995, Campa Kedia, 2002; Rose Ito, 2005) have contended that restructuring can be a reaction to shocks in the external environment. Dodonova and Khoroshilov (2006) found that divestiture activities tend to occur during economic booms, whereas Campa and Kedia (2002) suggested the opposite. Divestiture activities seem more likely to occur in ever-changing business environments and highly competitive markets (Ito, 1995; Eisenhardt Brown, 1999). Because large organisations form significant parts of the task environments of other firms, one organisations restructuring may tend to create environmental instability for other firms, particularly those in the same industrial sector. Such claim is explicit in Brown and Eisenhardts (1998) perspective of strategy as structured chaos. They argue that the best-performing organisations consistently lead change in their industrial sectors. According to Brown and Eisenhardts (1998) theory, such organisations dominate their markets. In fact, these organisations become the environment for others. Not only do they lead environmental change, but these organisations also set the rhythm and pace of that environmental change within their industrial sectors (Brown Eisenhardt , 1998). The role of restructuring in creating environmental turbulence and change is also implicit in the stream of research based on the hyper-competition concept (e.g., DAveni, 1994; Young, Smith, Grimm, 1998; Thomas, 19 98). The primary idea of hyper-competition is that competing firms engage in a continuous series of strategic actions that undercut the key advantages acquired by their competitors (DAveni, 1994; Smith Zeithaml, 1998). Such process is interchangeable, as objectives of competitive initiatives respond to those initiatives with actions of their own, their goals counter-respond, and so on. Therefore, changes in competition are among the most significant environmental factors for strategic decision makers to consider in corporate restructuring (Johnson, 1996). Competition may intensify because of the diversity of strategies by organisations in an industrial sector, a change in the power balance of organisations, and shifts in market demand (Porter, 1980). To cope with the challenges of increasing competition, strategic decision makers of organisations are usually encouraged to take further risk and often respond by corporate restructuring (Cool, Dierickx, Jemison, 1989). According to G rinyer and McKiernan (1990), competitive changes tend to an aspiration-induced crisis. When the competitive environment changes, corporate restructuring helps organisations to realise synergies, allocate resources, and improve organisational performance (Chatterjee, 1986; Hoskisson Hitt, 1988; Bergh, 1995; Bergh 1998). Another significant environmental antecedent of restructuring, the degree of government regulation, is a tool to control high risk-taking at the organisation level: when an economy is greatly regulated, firms are faced with bounded discretion in their strategic decisions (Wiseman Catanach, 1997). The reduction of governmental involvement increases the strategic decision-making discretion of organisations, improves the effectiveness of governance systems, and decreases the barriers to investments (Ramamurti, 2000). On the other hand, reduced governmental intervention increases the degree of uncertainty for organisations due to the increase in the variety of stakeholders, the rise of newly privatised organisation, and a concomitant increase in the probability of bankruptcy (Megginson Netter, 2001). Moreover, regulatory changes are positively associated with changes in organisation risk-taking strategies and behaviour, such as acquisitions (Ginsberg Buchholtz, 1990; Datta, Narayanan, Pinches, 1992). Under deregulation, according to Rajagopalan and Spreitzer (1997), less-focused, defender-like organisations tend to shift to greater focused, prospector-like strategies. 2.2.4.2.4 The Strategic Justification: Scholars suggest that organisation strategy is a driver of restructuring (Montgomery, Thomas, Kamath, 1984; Duhaime Grant, 1984; Baysinger Hoskisson, 1989; Markides, 1992; Markides, 1995; Johnson, 1996). In other words, restructuring may be associated with an organisations corporate or business level strategy. The strategic perspective claims that organisations decide to restructure for either corrective or proactive goals. Corrective divestiture activities are intended to make up for former strategic mistakes (Porter, 1987; Hitt et al, 1996), to reduce exaggerated diversification (Markides, 1992; Hoskisson, Johnson, Moesel, 1994), to refocus on core activities and businesses (Markides, 1992; Seth Easterwood, 1993), to react to an increase in industrial sector competition (Aron, 1991), to realign organisation strategy with the organisations identity (Mitchell, 1994; Zuckerman, 2000), to eliminate negative alliances (Miles Rosenfeld, 1983; Rosenfeld, 1984), or to deal with organ isational problems such as bad organisational governance (Hoskisson, Johnson, Moesel, 1994). On the other hand, the target of proactive divestitures is to restructure the organisational portfolio (Hitt et al., 1996; Bowman et al., 1999) by routinely redesigning, splitting, changing or exiting activities and businesses to cope with changing environment opportunities (Eisenhardt Brown, 1999; Siggelkow, 2002). This restructuring is aimed at creating a more efficient organisational governance system ( Seward Walsh, 1996), improving organisational profitability and performance (Woo, Willard, Daellenbach, 1992; Mitchell, 1994; Fluck Lynch, 1999; Haynes, Thompson, Wright, 2002), obtaining more cash flow (Jensen, 1989; Hitt et al., 1996), decreasing high level of debit (Montgomery, Thomas, Kamath, 1984; Hitt et al, 1996; Allen McConnell, 1998) or tax payments (Schipper Smith, 1986; John, 1993; Vijh, 2002), acquiring better business contracts from regulators (Schipper Smith, 1986; Woo, Willard, Daellenbach, 1992), or enhancing organisational entrepreneurship and innovativeness (Garvin, 1983; Cassiman Ueda, 2006). From a strategic view, most divesting organisations seem to be more diversified than their industrial sector counterparts (Hoskisson, Johnson, Moesel, 1994; Haynes, Thompson, Wright, 2003). Over-diversification pushes an organisation toward de-conglomeration and de-diversification as a correction of its strategic decisions and choices. Nevertheless, in very specific contexts, divestiture processes are also used to improve diversification (such as spin-offs processes in Japan) (Ito, 1995). Over-diversification decreases innovation and entrepreneurial spirit within organisations. Extremely diversified organisations tend to give priority to financial controls, to ignore strategic controls and therefore create less organisational innovation (Hitt et al., 1996), and to enlarge managerial risk aversion (Hoskisson, Johnson, Moesel, 1994). Thus, according to Garvin (1983), an organisation may engage in unbundling processes to enhance its entrepreneurial spirit and its organisational innov ation, or to enter technology-based and immature activities. Spin-offs processes, for example, can be used to encourage entrepreneurial spirit and organisational innovation in the divested business unit, while the parent gains some advantages from the new product, service, or technology developed in the independent organisation (Garvin, 1983). 2.2.5 Linkage Between Environmental Conditions, Decision Makers, and Restructuring as a Strategic Decision: The antecedents of restructuring show that restructuring is a strategic phenomenon. There are several postulates underlie such a perspective. The first postulate is that strategic restructuring decision is typically an organisational response to changing internal and/or external conditions. The second postulate is that internal and external pressures and influences are largely, but not totally, clear and identifiable in initiating such strategic restructuring. The third postulate is that numerous organisations currently experience these clear pressures and influences for a strategic adaptive response, and that large numbers of these firms seek to respond by strategic restructuring. A fourth and final postulate is that corporate restructuring generally improves organisation performance. Taken together, these postulates form the basis for a strategic view on corporate restructuring; in other words, that there are forces, pressures, and influences that provide a stimulus for strategic r estructuring, that these pressures affect several organisations, large numbers of whom respond by corporate restructuring, which improves organisational performance. However, two important questions should be raised: how do you decide which restructuring strategy to apply to which organisation? And what are the key factors affecting the strategic decision-making process and consequently restructuring decision as strategic choice? Although external environment has been identified as a significant variable in explaining numerous organisational phenomena (Jones, Jacobs, Spijker, 1992), scholars (Hitt Tyler, 1991; Eisenhardt Zbaracki, 1992; Dean Sharfman, 1993; Rajagopalan, Rasheed Datta, 1993, Papadakis Barwise, 1997; Brouthers, Brouthers, Werner, 2000; Hough White, 2003) realise that an organisations economic environment and competitive circumstances alone cannot clearly explain the nature of strategic decisions and its performance outcomes. So, to enhance the performance of their patterns, strategists have begun to focus on the behavioural factors of organisational strategic decision-making. This growing recognition to the significance of the behavioural element has naturally a focus on the individuals characteristics responsible for making these organisational strategic decisions. In public sector organisations the top managers are considered to be responsible for achieving the alignment of the organi sation with its environmental conditions (Andrews, 1971; Child, 1972). These decision makers must gather the significant information by which to make strategic decisions, analyse this input, deduce alternative approaches of action for the organisation, and finally choose and implement a particular strategic action for the organisation. The relationships between strategic decision makers, strategic decision-making processes, and organisational outcomes have been the key focus of top management research. Strategic decision makers, according to this research, do make a difference in the matter of organisation outcomes such as innovation strategies (Bantel Jackson, 1989; Camelo-Ordaz, Hernandez-Lara, Valle-Cabrera, 2005); organisational strategic change (Wiersema Bantel, 1992); and organisational performance (Hambrick Mason, 1984; Murray, 1989; Michel Hambrick, 1992; Peterson et al., 2003; Dwyer, Richard, Chadwick, 2003; Carpenter, Geletkanycz, Sanders, 2004). Such research suggested that certain demographic characteristics of the strategic decision makers (e.g., age, educational level, and tenure) were associated with organisational outcomes. Other scholars (Hitt, Ireland, Palia, 1982; Gupta Govindarajan, 1984; Walsh Seward, 1990; Davis Thompson, 1994; Westphal Fredrickson, 2001) have found that decision m akers characteristics such as experience are linked to the organisational strategic orientations. The empirical relations found between demographic characteristics of decision makers and organisational outcomes suggest that functional backgrounds might have significant ramifications for organisational strategic decision-making. Scholars have found that functional experience tends to restrict the areas to which strategic decision makers pay attention and may lead them to neglect certain stimuli (Beyer et al., 1997). Moreover, managerial experience affects the types of changes that decision makers perceive in the effectiveness of their firm, but not its environment (Waller, Huber, Glick, 1995) Managerial experiences shape the cognitive perspective of strategic decision makers (Hambrick Mason, 1984). The upper echelons theory claims that the strategic decision makers observable experiences affect their orientation and that strategic choice (Hambrick Mason, 1984; Finkelstein Hambrick, 1996; Pansiri, 2007). Therefore, according to Gupta (1984), decision makers differ in the sets of abilities, skills, and views that they bring to a company. Managerial skills, abilities, and perspectives are largely a function of previous functional backgrounds, personal backgrounds, and educational level. In other words, cognitive perspectives brought to bear on strategic decisions are a result of the various experiences that strategic decision makers acquire during their organisational careers (Schwenk, 1988). Research on organisational strategic issue diagnosis has drew attention to how decision makers cognitions can affect several aspects of the organisational strategic decision-making process from environmental scanning (Daft, Sormunen, Parks, 1988; Milliken, 1990; Abiodun, 2009), processing and analysis (Gioia, 1986; Dutton Duncan, 1987; Herrmann Datta, 2005), the evaluation of alternative approaches, and implementation of selected strategic decision (Dutton Jackson, 1987; Ganster, 2005; Kauer, Waldeck, Scha ¨ffer, 2007). Strategic decision makers cognitive perspectives or mental maps represent experientially acquired reference frames which involve sets of different criteria, standards of evaluation, and strategic decision rules that can restrict as well as facilitate the organisational ability to change. While strategic decision makers cognitive perspectives or mental frameworks provide a significant reference point for strategic decision-making, they can also extremely constrain the ability of the organisation to adapt to changing environmental demands. Weick (1979) argued that decision makers act on impoverished perspectives of the world. According to Schwenk (1988) cognitive limitations can thus provide biases into managerial schemata which can negatively influence the nature of strategic decision-making. The experientially acquired nature of strategic decision makers cognitive views makes them probably to be more reflective of previous organisational scenarios and strategic decisions than of present ones. By depending on past images of historical environmental conditions and competitive circumstances, strategic decision makers may not be able to realise or adequately define the need for organisational change. Thus strategic decision makers cognitive perspectives can determine the ability of the firm to cope with changing requirements and times and therefore decision makers can act as a stabilizing power on the organisation. Scholars (e.g. Schwenk, 1984; Wiersema Bantel, 1992; Eisenhardt Zbaracki, 1992; Waller, Huber Glick, 1995; Tyler Steensma, 1998) have argued that strategic decision makers characteristics might limit information search, processing, and/or retrieval in spite of decision makers desire to make strategic decisions according to the environmental requirements and conditions. As stated in social motivation perspective, managers may remain committed to specific courses of action based on their need to sustain consistency (Staw, 1981; Brockner, et al., 1986; Taylor Brown, 1988; Brockner, 1992; Keil, Mann, Rai, 2000; Biyalogorsky, Boulding, Staelin, 2006; Keil, Depledge, Rai, 2007). The incentives and needs that drive managers have significant ramification for strategic decisions: First, strategic decision makers who encounter information consistent with their cognitive perspectives or sets of beliefs will support that information. Second, strategic decision makers who are heavily inve sted in or committed to a specific approach of action are more likely to ignore information that does not consistent with their previous strategic decisions. Finally, only strategic decision makers who are committed to performing under scenarios of change will be willing and receptive to incorporate inconsistent information. Accordingly, research on social motivation argues that strategic decision makers are best at being receptive and willing to information that only marginally deviates from their sets of beliefs, while key changes are more unlikely to be easily incorporated. Moreover, strategic decision makers will probably ignore information that considerably deviates from their cognitive perspectives or sets of beliefs. Finally, Strategic decision makers can become embedded within the corporate routines and organisational processes that contribute to sustaining the status quo (Pfeffer Salancik, 1978; Staw Ross, 1980; Daft Weick, 1984; Tushman Romanelli, 1985). With growing organisational tenure and function experience and considerable familiarity with organisational processes and routines, strategic decision makers become susceptible to the organisational inertias factors. Miller (1991) argued that increasing managerial tenure results in corporate insularity. Over time, corporate exposure tends to lead to consistency to organisational norms and values (Kanter, 1977). Strategic decision makers may act as a stable governance system that determines the organisations ability to change. Decision makers experiences and perspectives reinforce prior courses of organisational strategic decision-making (Staw Ross, 1980). Therefore, managerial turnover provides an important mechanism by which firms can re align themselves with external environmental circumstances (Thompson, 1967; Katz Kahn, 1978; Perrow, 1986). By changing the power distribution within the firm, thus influencing the dynamics of strategic decision-making processes (Pfeffer Salancik, 1978), managerial turnover serves as a key force to overcome organisational resistance and inertia (Tushman Romanelli, 1985). Moreover, managerial turnover, according to Wiersema and Bantel (1993), may help the organisation to cope with radical changes in its external environment by introducing new values, beliefs, and knowledge ba

Police Blunders In The Manson Investigation :: essays research papers

Police Blunders in The Manson Investigation On August 10, 1969 the headline "Actress Is Among 5 Slain at Home in Beverly Hills" appeared on the front page of the New York Times (Roberts). This was the beginning of a investigation of police error which prolonged the arrest of Charles Manson. There were several people who claimed they had heard gunshots and screaming in the early morning hours of August 9. Mrs. Kott, who lived at 10070 Cielo Drive, heard three or four gunshots at what she guessed was to be about twelve thirty to one o'clock a.m. after which she heard nothing. About three quarters of a mile south of the murder scene, Tim Ireland was having an over night party at the camp of which he was a counselor. Everyone had gone to bed when Tim awoke to a man's voice screaming "Oh, God, no, please don't! Oh God, no, don't, don't, don't..." (Bugliosi & Gentry 4). At this time, about twelve forty a.m., he awoke his supervisor, told him about the scream, and requested that he go see if anyone needed help. He drove around the area but saw nothing unusual. Robert Bullington of the Bel Air Patrol was in his parked car when he heard three gunshots spaced a few seconds apart. He immediately called in to headquarters (the call logged in at 4:11 a.m.). Headquarters then called in to LA PD but nothing further was done. About four thirty paperboy Steve Shannon, who hadn't heard anything the previous night, noticed what looked like a telephone wire hanging over the front gate and a bug light on near the house. Mr. Kott also noticed the wire when he went out to get his paper at about seven thirty that morning (Bugliosi & Gentry 4-5). Winifred Chapman, the housekeeper for 10050 Cielo Drive, arrived at the house and also noticed the wire hanging at the gate. She first thought the power was out but then she pushed the button to open the front gate and it did. She began to walk up the driveway when she noticed that there was an unfamiliar automobile in the driveway. She figured, though, that it was only a visitor and continued toward the house. When she entered, she picked up the phone and the line was dead. Thinking she should inform someone, she entered the living room where she noticed two blue trunks which were not there when she left the previous night. A closer look saw that there was blood on the trunks. There was blood scattered about in the living room.

Should Medicaid Pay for Abortion

Should Medicaid pay for abortion? This is a very touchy subject and one that has been in the newspapers for months now. It is also the main reason that the passing of the historic health was postponed for the amount of time that it was. I think that even though abortion is a touchy subject and won that has been a main topic since â€Å"Roe vs. Wade in 1973,† I think that is a very important topic and one that will always be discussed for much more time. I think that abortion should be legal and be the decision of the parties involved to make the decision on whether to have one or not.Also, I believe think that abortion should be covered by the tax payers in the case o rape or incest because both of those instances could result in a very tough life for the baby. Either the child will be hated by its mother because every day she looks at him/her it reminds her of her rapist, or the child is born with birth defects. To thoroughly make a good decision on where you stand with the a bortion topic, I think that you must first find out what abortion actually is.Abortion is the induced termination of a pregnancy with destruction of the embryo or fetus, any of various procedures resulting in the termination of a pregnancy, cessation of normal growth, especially of an organ or other body part, prior to full development or maturation, and the premature ending or abandonment of an undertaking. Abortion procedures include manual vacuum aspiration and dilation and suction curettage, both of which can be performed in early pregnancy.The social acceptability of abortion as a means of population control has varied from time to time and place to place throughout history. â€Å"It was apparently a common method of family limitation in the Greco-Roman world, but Christian theologians early and vehemently condemned it. It became widely accepted in Europe in the middle Ages. Severe criminal sanctions to deter abortion became common in the 19th century, but in the 20th century those sanctions were gradually modified in many countries. † In the U. S. the 1973 Roe v.Wade decision had the effect of legalizing abortion during the first three months of pregnancy; states were able to implement restrictions on access to abortion after the first trimester, though within constraints set by the courts. Since that decision, there has been a fierce debate between supporters and opponents of a liberalized abortion policy. As you see this is something that has been debated for centuries upon centuries. I have read many articals on abortion and how the procedure is actually conducted.The procedure seems to be very gruesome, that is why I can understand why some people like rep. Bart Stupak are diehard pro-life supporters. If you can recall Bart Stupak who is a senator from Michigan (our own state) was the democrat who along with twelve other pro-life democrats held up the passing of the healthcare bill with his votes until President Obama agreed to sign an executi ve order stating that government funding will not go to covering abortion in this new health care bill. After words Stupak said â€Å"We stood strong,† said Stupak. â€Å"We stood on a principle. Stupak’s argument really goes all the way back to Roe v. Wade. After Roe v. Wade decriminalized abortion in 1973, Medicaid covered abortion care without restriction. In 1976, Representative Henry Hyde (R-IL) introduced an amendment that later passed to limit federal funding for abortion care. Effective in 1977, this provision, known as the Hyde Amendment, specifies what abortion services are covered under Medicaid. Over the past two decades, Congress has debated the limited circumstances under which federal funding for abortion should be allowed.For a brief period of time, coverage included cases of rape, incest, life endangerment, and physical health damage to the woman. However, beginning in 1979, the physical health exception was excluded, and in 1981 rape and incest excep tions were also excluded. In September 1993, Congress rewrote the provision to include Medicaid funding for abortions in cases where the pregnancy resulted from rape or incest. The present version of the Hyde Amendment requires coverage of abortion in cases of rape, incest, and life endangerment. The first challenges to the Hyde Amendment came shortly after its implementation.The Supreme Court has held that the Hyde Amendment restrictions are constitutional and that states participating in Medicaid are only required to cover abortion services for which they receive federal funding rather than all medically necessary abortions. Challenges under state constitutions have been more successful. Several lawsuits have been brought in individual states arguing that state constitutions afford greater protection for privacy and equal protection than the federal Constitution. The Hyde Amendment affects only federal spending. States are free to use heir own funds to cover additional abortion se rvices. For example, Hawaii, New York, and Washington have enacted laws funding abortions for health reasons. Other states, such as Maryland, cover abortions for women whose pregnancies are affected by fetal abnormalities or present serious health risks. These expansions are important steps toward ensuring equal access to health care for all women. Prior to the 1993 expansion of the Hyde Amendment, thirty states chose not to use their own Medicaid funds to cover abortions for pregnancies resulting from rape or incest.Initially, a number of states expressed resistance to comply with the expanded Hyde Amendment, and presently thirteen states are under court orders to comply and cover rape and incest in addition to life endangerment. â€Å"Every court that has considered the Hyde Amendment's application to a state's Medicaid program since 1993 has held that states continuing to participate in the Medicaid program must cover abortions resulting from rape or incest in order to be compli ant with the Hyde Amendment, regardless of state laws that may be more restrictive. Federal funding has been covering abortion for years and according to the Hyde Amendment it covers incest and rape. My research has also led me to see that Michigan is one of twenty seven states that receive funding under the Hyde Amendment. This means that one of the states that use federal funding for abortion in special cases has the main representative that is arguing that exact system. This is kind of ironic to me. If the federal funding is there and actually has been there for seventeen years what the point of arguing the bill that will eventually save the government money.I have found some interesting information that if looked at maybe by some of our politicians they would not cause such a big fuss like Stupak and some other extreme conservatives like Sarah Palin about a the health care bill that not only is in the best interest of the people but also the best interest of the government in te rms of the budget but also the insurance companies who now will have more policies out there to bring in more revenue. Here are some interesting facts that I found about what type of women have abortions and why. Women with family incomes less than $15,000 obtain 28. 7% of all abortions; Women with family incomes between $15,000 and $29,999 obtain 19. 5%; Women with family incomes between $30,000 and $59,999 obtain 38. 0%;Women with family incomes over $60,000 obtain 13. 8%. † The reason women have abortion are as follows, â€Å"1% of all abortions occur because of rape or incest; 6% of abortions occur because of potential health problems regarding either the mother or child, and 93% of all abortions occur for social reasons (i. e. he child is unwanted or inconvenient). † So why not allow the health care bill to cover abortion? If the bill is basically just going to keep the Hyde Amendment rule in place or maybe take it another step forward and require police reports on alleged rapes and incest it really will not make a difference. If only one percent of all abortion are due to rape or incest, that amount of spending will not even dent the federal funding. I think more money is spent by politicians on their private jets that take all over the United States just to make appearances.While abortion remains perhaps the most contentious issue in American politics, what is one person’s principled stand is another’s crime against humanity. Abortion is a decision that should be made by the person going through the process not some politician from Texas for example who lives in a ten thousand square foot home and makes probably a million dollars a year after kick backs. Also if the system of states covering under the correct circumstances has been working for almost twenty years then I say why change it.Many times people let their emotions and personal feeling make their decisions when all they have do is put themselves in the position of the women who was raped, or the male is out of the picture and the mother will not be able to financially support a child and the child might end up in a dumpster, in the street or living in foster homes its whole life. I look at this way and I’m going to state a question to some of these people who think federal funding should not pay for this. Financially speaking as a nation, Is it financially better to cover a $500 dollar procedure once or pay for Medicare, housing, and food for eighteen years?From doing the basic math I think the $500 is a lot cheaper. The United States is a business. And just like any other business it needs money to survive. To maintain that money it has a budget, and that budget at this point is in a major deficit. This bill will save trillions of dollars over the next fifteen years imagine how much more money they could save all states allowed the lower income poverty striking women to have abortion under the state insurance, trillions more would be sav ed. Basic math is the key to answering this, in the end its all business.WORK CITED 1. Gregg Cunningham, WHY ABORTION IS GENOCIDE Winter 2000 2. AMERICAN GOVERNMENT TEXT BOOK 3. Megan Carpentier, Bart Stupak is no healthcare hero (march 22, 2010) 4. Peter Roff, The Next Healthcare Reform Fight: Make the Abortion Executive Order Law (March 24, 2010) Pr 5. Steven Ertelt , New Catholic Bishops Memo: Abortion in Health Care Despite Obama Order (March 30, 2010) 6. Tres Sugar, Congress Debates Whether Health Care Should Cover Abortion (07/09/2009) 7. Angela Blair, Obama's Healthcare Bill Requires All Americans to Pay For Abortions (3/7/2010) 8. The Henry J. Kaiser Foundation, â€Å"Medicaid's Role for Women. Issue Briefs: An Update on Women's Health Policy (November 2004). 9. The Guttmacher Institute, â€Å"State Funding of Abortion Under Medicaid. † State Policies in Brief (June 1, 2005). ———————————â₠¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ [ 2 ]. American government: page 102 [ 3 ]. www. abortion. com [ 4 ]. www. csmonitor. com [ 5 ]. The Henry J. Kaiser Foundation, â€Å"Medicaid's Role for Women. † Issue Briefs: An Update on Women's Health Policy (November 2004). [ 6 ]. The Guttmacher Institute, â€Å"State Funding of Abortion Under Medicaid. † State Policies in Brief (June 1, 2005). [ 7 ]. www. abortionno. org [ 8 ]. www. abortionno. org

Harry Potter and the Deathly Hallows Essay

Harry Potter and the Deathly Hallows Essay Free Online Research Papers Harry Potter and the Deathly Hallows Written by J.K. Rowling Two Most Important Characters: Harry Potter The hero and main protagonist of the tale, he is now 17 and much different, maybe even unrecognizable (Had it not been for his Lighting Bolt scar) from the boy he was 7 years ago. Then he was just an average person with no knowledge of his magical abilities, his caregivers (his horrific Aunt Petunia and Uncle Vernon) had him locked in a cupboard underneath their staircase. He has now left Hogwarts School of Witchcraft and Wizardry, one year short of graduation, in pursue of the horcruxes that keep the evil Voldemort alive. Voldemort The most evil and treacherous wizard alive. He is the main antagonist of the series and to most folks in the world he is so feared that people wont even utter his name, instead refer to him as He-Who-Must-Not-Be-Named. He once was undefeatable, or so he thought, as a prophecy told him of a boy who would destroy him, he went in search of the boy. The boy happened to be Harry Potter. When he went to the house that Harry lived, where he uses the Avada Kavarda curse (which kills instantly) on both of the boys parents, when he goes to Harrys room he finds nothing more than an infant. He attempts the same curse on him as well, but it backfires. That was 17 years ago Description of Setting: Unlike the previous books in the series, this story doesnt take place at Hogwarts for the majority of the time. Instead, it is a search that spans many cities (mostly fictional) all around Europe. Summary: In the final iteration of the Harry Potter franchise, Harry along with his best-friends Ron and Hermione, must make a final stand against evil Lord Voldemort and his Death Eaters, for the fate of the world rests in their hands. All is up to them. Will they find the horcruxes that hold pieces of Voldemort soul? Will they be able to stay out of He-Who-Must-Not-Be-Nameds grasp long enough to destroy said horcruxes? Will Voldemort win the final fight and rule the Wizarding World once again? Will Harry survive? All is answered in this epic tale of Good versus Evil. Reasons Why to Read Gives an amazing end to the long running Harry Potter series that J.K. Rowling has been publishing for the past decade. Is the final book in the main series. The book is over 700 pages long and can keep you entertained for weeks. Has an epilogue that tells of the aftermath and what the world is like, nineteen years after the final chapter. Research Papers on Harry Potter and the Deathly Hallows EssayThe Masque of the Red Death Room meaningsThe Fifth HorsemanTrailblazing by Eric AndersonWhere Wild and West MeetUnreasonable Searches and SeizuresBook Review on The Autobiography of Malcolm XThe Hockey GameEffects of Television Violence on Children19 Century Society: A Deeply Divided EraComparison: Letter from Birmingham and Crito

Geographic and Environmental Factors Essays

Geographic and Environmental Factors Essays Geographic and Environmental Factors Paper Geographic and Environmental Factors Paper The early colonists had trouble passing over the Appalachian Mountains due to the extremely difficult environmental conditions that these mountains posed. The early colonists had to endure harsh and brutal surroundings (that they often didnt survive) in order to be able to reach the other side. The Appalachian chain is a barrier to east-west travel as it forms a series of alternating rigidness and oriented in opposition to any road running east-west (Wisped, 2013). This cross- mountain trek was imperative in order for early settlers to migrate westward and thus expand the united States. As a consequence of the serve conditions, the Appalachian Mountains kept westward expansion from occurring at a faster pace and is actually one of the reasons why colonies developed more rapidly in the east while the west came to be seen as a hostile territory by most colonists. This all changed with the discovery of Cumberland Gap. On the boards of the U. S. States Kentucky[->2], and Virginia[->3] is Cumberland Gap which is a pass through the Appalachian Mountains. : The moment colonists discovered the Cumberland Gap turned out to be an essential time in American history. With the formation of the United States, an important first phase of westward expansion in the late 18th century and early 19th century consisted of the migration of European-descended settlers westward across the mountains into the Ohio Valley through the Cumberland Gap and other mountain passes (Wisped, 2013). Even though the fact that the Cumberland Gap was guarded by Native American tribes when it was first discovered did not deter the westward bound migrants. This pass through the Appalachian Mountains was nonetheless proof that expansion westward was to as difficult as it had been previously and then the floodgates were opened to the migration of the colonists. It is estimated that between 200,000 and 300,000 migrants passed through the gap on their way into Kentucky[->4] and the Ohio before 1 810 (Wisped, 2013). The second environmental or physical geographic factors that contributed to the development or expansion of the United States were the Mississippi and Ohio rivers. Although many colonists wanted to go farther west, after finally making it to the other side of the Appalachian Mountains, in order to reach he Pacific Coast, some realized that the mid-west region of the United States represented an intriguing location. The area consisted of valuable nutrient rich lands that could be used in growing large areas of grain and raising of livestock. Concomitantly, colonists were impressed with the fact that they could also utilize the Mississippi and Ohio rivers for transportation fifths grown agriculture, for transportation of people, and for food for their tables. The colonists took into account that they could provide basic necessities for numerous individuals and multiple usages by monopolizing the Mississippi and Ohio rivers. By the sass, cotton, grain, pork, and other agricultural products floated down the Mississippi River to the citys docks. The rise of the steamboat brought trade upriver and opened the Midwest to settlers and goods (River Towns, River Networks, 2012). Settlers thus expanded long these rivers and built settlements. The Mississippi, Ohio, Missouri, Illinois, and other rivers knit together the American nation over the course of a century. In an era before widespread highways and railroads, the farms and industries of the Midwest poured their goods downriver to markets around the world (River Towns, River Networks, 2012). This made it possible for the colonies to experience rapid expansion westward and for colonists to significantly contribute to the development and expansion of the Un tied States. The geographical and environmental factors such as the Appalachian Mountains with its Cumberland Gap and factors such as the Mississippi, Ohio, Missouri, and Illinois rivers have significantly contributed to the development and expansion of the United States. The geographical features of the Appalachian are extremely important because of the literal barrier and roadblock that these mountains originally posed to be and then once Cumberland Gap was discovered it literally opened a floodgate to the westward expansion of America. The major river systems of the Mississippi, Ohio, Missouri, and Illinois rivers made possible the growth, development, and facilitated the explanation of the U. S. Because, People followed waterways, from canals to great rivers, to build businesses, communities, and new lives (River Towns, River Networks, 201 2) The most significant environmental or physical geographic factors that contributed to the development of the history and culture of the, Mesopotamia civilization is inextricably connected to the ebb and flow of the Tigris and Euphrates Rivers (Krebs, 2006). History shows that a citys or a civilizations geographic position always plays an important part in its ability to thrive and grow. The area of Mesopotamia neighboring the Euphrates and Tigris rivers provided people with the opportunity to settle in the territory and to build one of the most complex civilizations that existed until that time. In fact, the Mesopotamia civilization is responsible for establishing, developing, and implementing such things as higher social thinking, original agricultural technological methods, and development. This society is responsible and known as the birthplace of civilization; the original place for such things as religion, art, literature, science judicial order, agriculture and so much more. The most significant environmental and physical geographic factors that contributed to the development of the civilization of Mesopotamia were the Tigris-Euphrates river system. Because of its proximity and placement near these rivers, the society developed and grew primarily into a thriving agricultural society. As the muddy Tigris-?Euphrates river system flooded and receded, their silt built a plain with rich soil, ideal for agriculture in which this society of Mesopotamia flourished and capitalized on. Agriculture, thanks to the construction of irrigation ditches, became the primary method of subsistence (for Mesopotamia). Farming was further simplified by the introduction of the plow (Krebs, 2006). Because the rivers provided the environment ideal for agriculture, the Mesopotamia society developed into a rich, prosperous, and influential civilization that passed these developments on to other societys and groups of people. As humans, We are shaped by the world around us. The food we eat, the clothes we wear, even the languages we speak all have a connection to the geography of the world around us. From the first civilizations and cultures throughout history to our world today, people and their environments form complex relationships that can have a profound influence on every aspect of our lives (Geography and Development: Diffusion of Human Societies, 2006-2012). Some of the most important tools in history were first developed in Mesopotamia. The Sumerians were the civilization of people who lived in ancient Mesopotamia and developed tools for a variety of projects, from farming to fighting to transportation (Gabriel, 1999-2013). Through cultural diffusion over time these tools, such as the plow, and other agricultural concepts from the Mesopotamia society reached other regions. An area that these agricultural tools migrated to was the Nile River area (later known as Egypt) by migrations f people through different methods like trade routes and other cultural diffusion methods. Early tribal peoples migrated to the Nile River where they developed a settled agricultural economy and more centralized society (Egypt, 2012). The evolution of these concepts, tools, and knowledge were a significant to the development and growth of, first, the Mesopotamia society and then later the Nile River regions and societies. From there the agricultural concepts and ideas were then carried, spread, and diffused throughout the world.

Business plan Assignment Example | Topics and Well Written Essays - 1500 words - 2

Business plan - Assignment Example Our exclusive patent pending oven provides the required high temperature baking environment for our pizza to develop the gourmet flavor profile, aroma, and level of caramelization that only a high temperature brick oven can provide. All our pies use the best natural ingredients, such as whole wheat in our flour blend and a 24 hour cold natural wild yeast fermenting process for our sourdough pizza dough utilizing our exclusive wild yeast sourdough starter. We also make our special recipe pizza sauce everyday fresh, using the best plum tomatoes from Italy and California and our pies use a special 4-cheese blend featuring, premium Provolone, Mozzarella, Muenster and genuine Italian Pecorino Romano cheese. Only a few high end pizza parlors in the United States actually use a real high temperature brick oven due to many operational factors, such as their huge size and weight, high purchase and operational costs. Quick Pizza has designed a fully equipped mobile Neapolitan style pizza parlor that incorporates three of our modular, lightweight, extremely efficient, high temperature patent pending gas hybrid brick ovens in a small custom designed modular pizzeria, all inside a 5’ x 6’ footprint trailer. The custom oven design of the exclusive pizza oven allow each unit to reach internal temperatures of over 1000F, while maintaining a extremely high level of thermal efficiency and very low operating costs due to our patent pending oven design. Our exclusive franchising concept will bring a world-class quality pizza experience at an affordable price for to all our customers. According to the 2011 Pizza Power Report, an annual analysis of the pizza industry published by the most respected trade publication in the industry PMQ magazine, over 90% of Americans on average eat pizza at least once a month with over 25% of Americans consuming pizza at least once a week. The latest count of pizza establishment determined