Discuss the view that the impact of earthquake hazards depends primarily on human factors free essay sample

?Examine the view that the effect of quake perils relies basically upon human components (40) Plan: Intro â€What is a danger? Human and Physical Factors †How to make do with occasions Main †Natural Hazards †Human Factors †Management †Case Studies â€California 1994 â€Gujarat 2001 â€Indian Ocean Tsunami 2004 Earthquake Hazards happen when there are antagonistic impacts on human exercises. This can incorporate surface blaming, ground shaking and liquefaction. In this paper I will talk about the components that influence seismic tremors, regardless of whether human, for example, populace thickness, urbanization and quake relief or physical, for example, liquefaction, greatness, avalanches and vicinity to the core interest. Monetary Development is one of the best human factors that influence the effects. For instance, in the Northridge Earthquake, California in 1994 just 57 individuals passed on after the 6. 7 extent shake happened. Contrast this with a LEDC, for example, India, and the Gujarat Earthquake in 2001, we can perceive the amount of a distinction being created makes. The 7. 9 size shake on the 26th January 2001, Gujarat guaranteed 20,000 individuals and harmed a further 160,000, however in California, just 57 individuals kicked the bucket and there were just 1500 wounds. This is because of the improvement of the nation which includes factors, for example, cash to get ready for the shudder and furthermore cash for help after the tremor as well. As the USA’s GDP per capita remains at 49,965 USD and India’s is just 1,489 USD we can see this would influence the cash spent on shudder sealing structures, training for clearing and cash for help as well. Be that as it may, in India there is less monetary turn of events and thus there were unquestionably more fatalities and effects, for example, in the town of Bhuj, over 90% of all structures were harmed. One physical factor of a seismic tremor is the chance of swamp beach front regions being available to tidal wave dangers. The Boxing Day Tsunami of 2004, guaranteed 300,000 individuals because of the tremor of size 9. 0 setting off a slip in the plates. The center, off the northwest tip of Sumatra, permitted the waves activated by the shake to resound around the Indian Ocean, pulverizing waterfront zones of India, Sri Lanka, the Maldives and even the shorelines of eastern Kenya. Millions were made destitute by the gigantic waves that cleared houses and vehicles away. It was evaluated that the expenses to fix all harm would be at roughly $5 billion. Another human factor is the quake moderation through instruction and network mindfulness. Plans, for example, the one in Sichuan, China assisted with sparing a great many lives. The week after week time periods if there should arise an occurrence of a tremor, instructed youngsters and grown-ups of what to do when the shake struck. Clearing plans, for example, the window slides or stowing away under tables was accounted for to have spared thousands when the size 8. 0 hit the zone in 2008. In any case, some were not spared because of their reluctance to move and clear the territory. A few people of the town, remarkably the more unfortunate and older wouldn't leave as they didn’t need to abandon all they possessed. The closeness of settlements to a region of seismic movement and the development of urbanization are two increasingly human factors that influence the effects enormously. These elements can cause numerous fatalities, however the effects can be diminished by utilizing land use guidelines. These incorporate land use zoning and avoidance zones, where there are laws regarding the sort and size of structures ready to be worked here. This forestalls numerous fatalities dissimilar to in the Gujarat Earthquake, where it was evaluated that 800,000 structures were genuinely harmed. A last human factor is that of utilizing exacting construction standards with the goal that the quantities of fatalities are kept to a base. This was especially clear in Kobe Earthquake of 1995. At the point when the 6. 9 size struck, the fundamental urban territory of the CBD where the entirety of the high rises were arranged stayed standing. This was because of the construction regulations like the spring fabricated establishments utilized in the towers. The plan was an extraordinary accomplishment as it forestalled the loss of thousands of lives. Another model was in the Northridge shudder of 1994, California, where a decent extent of the 57 that kicked the bucket were because of breakdown of structures. Despite the fact that America does now actualize exacting construction laws, at that point, the structures were old thus when they were worked there were no codes. At last, the physical factor of land alleviation has a significant influence in affecting on individuals when a shudder strikes. For instance in the Haitian quake of 2010, despite the fact that there were more than 220,000 passings, very few of these were brought about by auxiliary impacts, for example, avalanches. Since Haiti is a low lying nation, there weren’t any chances to endure more fatalities through avalanches, be that as it may, in the lesser known shake in Iwate-Miyagi-Nariku, Japan there were numerous avalanches, the biggest of which was brought about by the 7. 2 greatness quake which happened on 14 June 2008. All in all, I imagine that it is hard to contend convincingly that the effect of human perils relies fundamentally upon human components on the grounds that for each situation there are consistently various variables that add to the degree of the seismic tremor. The simple course is contend that less evolved nations are affected all the more genuinely by tremors because of human factors, for example, ineffectively manufactured foundation and high populace densities be that as it may; this isn't really the situation in California where a portion of the effects were essentially subject to the human factors, for example, inadequately developed structures in the zone. In any case, all effects of any contextual investigation can't be demonstrated to be because of human components, in this way it is difficult to contend that the effects of seismic tremors dangers rely basically upon human variables. The significant word is â€Å"primarily†, and despite the fact that unmistakably the effects are influenced by human variables, they are not exclusively answerable for causing the entirety of the effects of any quake.

Interpersonal Communication in an Intercultural Setting :: essays papers

Relational Communication in an Intercultural Setting Social development in the twenty-first century has uplifted the accentuation on relational correspondence in an intercultural setting. As our reality develops, grows and turns out to be progressively more interconnected by different innovative advances, the requirement for powerful relational correspondence among varying societies has become very clear. Because of the headway of innovation in the present world, a world wherein some agents are engaged with exchanges with other agents in faraway nations, the call for information on intercultural correspondence inside this setting has become a reality. Relational correspondence is a type of correspondence that includes few individuals who can connect solely with each other and who in this way have the capacity to both adjust their messages explicitly for those others and to get quick translations from them (Lustig et al, 1993). Albeit relational correspondence is typically thought of as being perf! ormed in little, concentrated gatherings, a need to expand these gatherings and realize a general sentiment of social mindfulness has gotten obvious. In a specific way, all correspondence could be called relational, as it happens between at least two individuals. Be that as it may, it is helpful and pragmatic to limit the definition to recognize those connections that include a generally little gathering of individuals, for example, couples, families, companions, workgroups, and indeed, even study hall bunches from those including a lot bigger quantities of individuals, as would happen out in the open meetings or among monstrous TV crowds. In contrast to different types of correspondence, relational correspondence includes individual to-individual associations. Furthermore, the discernment that a social bond has created between the interactants, anyway questionable and transitory it might appear, is likewise a lot almost certain. Intercultural correspondence is an emblematic, interpretive, value-based, logical preparing apparatus with which individuals from various societies make shared implications (Berko et al, 1998). At the point when we address somebody with whom we share nearly nothing or no social bond, it is alluded to as intercultural correspondence. Our need to convey across culture can be beneficial by and by and expertly. Inside an intercultural setting, nonverbal and verbal correspondence are both predominant in accentuating the distinctions in societies. The way we act and the things we state decide if we have a place in a specific culture. Nonverbal correspondence frameworks furnish data about the significance related with the utilization of space, time, contact and signals. They help to characterize the limits between the individuals and nonmembers of a culture (Koester at al, 1993). So as to completely appreciate and profit from relational correspondence in an intercultural setting, one should initially increase a fu! ll, complete information on the deciding elements of culture.

Flixbus

Flixbus In Munich we meet Jochen Engert, co-founder of the long distance bus marketing company Flixbus.Jochen talks about how he started the company while studying for his PhD, describes the business model and what makes it unique, and shares some insights in the problems and learnings of growing the company to now more than 120 employees.Interviewer: Hi. Today we are in Munich at Flixbus office with Jochen. Jochen, who are you and what do you do?Jochen: Hi. Welcome here. I am Jochen, one of the founders of Flixbus. I’m responsible for everything we do on marketing, sales and the finance part. I’ve been doing something completely different to the bus industry before, classical management consulting, started a PhD thesis which I had to beak up to start the bus business. Since the market was deregulated last year, this was just the opportunity for us to start the business.Interviewer: When did you have this idea of starting such a business?Jochen: We initially thought about it quite some t ime ago. It started in 2009 when the last government had written down their coalition contract where they said we are going to deregulate the market. And we were like that sounds interesting, how often does that happens that markets still get deregulated. We thought about it in the first place saying there is probably going to be Deutsche Bahn coming in and they’re just going to fill up the market and there is no chance to actually develop a new business. And then maybe a year or a year and half later, Deutsche Bahn said the market is not going to be attractive, it’s not profitable, we’re not going to do it. And we were like, oh, maybe it’s still there and we got back to the idea and started discussing business models again. In the end turns out to be a combination of classical online marketing e-commerce business of selling tickets online, and something that is very real â€" the bus is pretty real, as real as it can get. And the bus industry and company owners that we work with are very weird in a way but cool to work with. And that combination is unique for us, and that again in a market that recently got deregulated. So it was that once in a lifetime opportunity which we had to take.Interviewer: You started this company while you were studying for PhD, what was the final trigger that made you switch from being a student to becoming an entrepreneur?Jochen: Actually that phase took quite some time to go from having a well-paid job, the PhD part, finalizing the thesis, to saying, okay I have to leave all this behind and be an entrepreneur. But in the end we were like this is a once in a lifetime chance, we’re probably going to be pretty sad if we don’t do it, and we are always going to think that we missed out on something, so we just had to do it at some point.Interviewer: Let’s talk about the business model of Flixbus. Can you tell us briefly how it works?Jochen: Basically it’s pretty comparable to what franchises do, like the McDonald’s ou t there. We do everything that goes with the product, we do the scheduling, the network planning, we do the bus branding, we do all the marketing, communications, we do everything that goes with sales, IT, ticketing, etc., and we do all the service towards the customer. Once the customer calls in, he’s going to reach our colleagues, once he writes an e-mail he reaches us. We do the operations and the bus driving part pretty much together with the local partners. It’s medium sized private companies throughout Germany, we work with over 50 companies across the country, and they do the operations for us. They will bring in the assets, they bring in the drivers, they drive the buses for us, and they deliver the product the way we want them to deliver.On top of that, we have a revenue sharing model, so once a line goes very well they’re going to be very profitable, once it’s not going so well we’re going to share the risk of utilization with them. And that leaves us with a grea t incentive to do good marketing, to do good sales, to have our efforts focused on that part, and it leaves them with an incentive to deliver good quality, clean buses, friendly drivers, good quality service, and that is our business model.Interviewer: When you started with this business model, did you focus on specific roots, like Munich to Berlin or something like that?Jochen: Our approach was that we have to provide a nationwide network. So in whatever bigger city you’re looking for a connection to another city you have to find some offer on our website. That was the initial idea. And at the beginning we thought we can start with the whole network all at once, but obviously that usually doesn’t work. So we had to be a little pragmatic at the beginning. We focused on the bigger roots so we can connect bigger cities, such as Munich, Hamburg, Berlin, Frankfurt, Cologne, etc., and then develop the network over time. We started with only ten buses and now we are running over 150 b uses throughout Germany every day, also connecting cities in other countries across the borders. As I said, you’ve got to be pragmatic at some point. So we just had to start and get going, and in the end it turns out there is no chance we can start with the whole network at once, but you have to develop the processes over time and get into what the business model in all detail looks like.Interviewer: How did you acquire the first bus operator?Jochen: It’s pretty much like investors for us. It’s been a long time for us to visit them, we have been traveling throughout Germany to visit bus companies, talk to them, and say look this is the market, it’s going to develop, it’s going to be fast, it’s going to be really big, and it’s going to be attractive for all of us. We are going to concentrate on what we do best, which is marketing and sales, and you’re going to do the operations, don’t you want to work with us? And it’s usually been like an investor, you can imagin e it’s usually family-owned businesses, the father built up the company 50 or 60 years ago, the son took it over, and now he’s in the position to say I want to do something with the company. There is no growth in their core businesses, they’re doing travel, they’re doing local public transportation, and there is no growth in that, so they also have the chance to have their business developing. And then it’s really an investor pitch, you’ve got to persuade them to invest hundreds of thousands of Euros in parts, millions of Euros in the buses and the drivers and the operational costs. That takes a lot of discussion, a lot of arguments, a lot of persuasion to bring them to that point.Interviewer: So basically your pitch was like this, “Hey guys, you have your local business with your local buses, we can make you national. But in order for you to become national we need to invest in some buses with our brand name.”Jochen: Exactly. We said, look, you’re very good at ope rations, we’re good at marketing and sales, let’s bring that together and let’s build that big brand throughout Germany. We’re going to bring you together with different partners across the country, and we’re going to build what we do now, and Flixbus is providing over 1000 connections throughout Germany. In the end it appealed to enough partners to actually start the business.Interviewer: How much traction did you need in order to, let us say, fill up the buses sufficiently?Jochen: At the beginning there was a lot of PR and media around it, so that obviously helped us and helped the market to come to the awareness of the people. At the beginning â€" again, this is pretty common â€" there’s been early adopters like younger people, students, who tried it out and then they spread the word. And usually people are very satisfied with our services. It’s really low price, you can go Munich-Berlin for like 15 Euros if you book early, and there is no cheaper way to get there. And then people are usually surprised how comfortable the buses are today. When you think about buses you usually have in mind there was my granny going somewhere over the weakened, like it’s old-fashioned, but we also changed the image of going by bus. There’s free Wi-Fi on board, it’s really comfortable, usually the driver is quite friendly, and it’s quite nice service, and that changed the whole picture and image on buses. That still helps us to get traction on the whole thing.Interviewer: This is also related to that local operators bought new buses which have an economical advantage over the old buses?Jochen: Absolutely. Our bus feed I think on average is one and half years old at the most. They usually have brand new buses bought for us in our specifications, we define the life space you need to have there, obviously there’s toilets, there’s Wi-Fi, etc. And that also gives you an operation cost advantage, because they are much more efficient in long-distance operat ions than older buses.Interviewer: What are the key performance indicators that you’re trying to manage?Jochen: Obviously from a marketing and sales perspective, it’s the classical one, it’s CPO, it’s customer acquisition cost, it’s the overall marketing budget we spend there, it’s the service cost per ticket, these kinds of KPIs, and we measure traffic conversion, etc. Operationally, we look into how do we get line operations as cost-effective as possible, and that has a lot to do with the geography, where is the bus partner sitting, because you have certain limitations on bus driver availability, how long are they actually allowed to drive a bus, and when do they have to change.And that goes along with a really complex network planning. We have pretty, let’s call them, nerdy mathematics guys do the network planning, and that’s pretty complex, and we really focus on cost-efficiency there. So you look into how much does it cost to operate the bus between Munich and B erlin, how do we optimize that, and there’s a lot of KPIs in there, we usually measure that in Euros per kilometers, that’s what we optimize on. And then, again, prices are very important for us. We look into what do we earn per kilometer per ticket, and that’s the core KPIs that we look for.Interviewer: Let’s talk about the corporate strategy. One thing I would be very interested in is how you would try to generate a competitive advantage, and whether it is possible to make this business profitable on a low-scale, or whether you don’t really need a high scale?Jochen: It’s quite interesting, because in the market at the moment we’re playing against large corporations, we’re playing against Deutsche Bahn, again ADAC and Post and some other corporates as well. From a startup perspective, our advantage is to do good marketing and to be very efficient in what we do on online and performance marketing. That’s like the competitive advantage that we have as a startup. Als o we are very flexible with our partners, so we change routes every day, every week, we’re flexible to adjust in our offer. And on the other part you need a certain scale to be able to do that profitably, especially the part that we do with marketing and the sales has a lot of synergy as to the size you doing the business. So that leaves us with certain growth demand that we have, and we’re going to grow the business quite aggressively. We’re going to extend our offer till the end of the year and we’re going to still double it again.This also brings us to the point where we say is Germany going to be enough. Germany is the biggest mobility market in Europe, but we still think that also in other markets there is no business model that actually compares to what we do and the way we do it, coming from that online ecommerce part and bringing that to transportation coming, which are two very far away parts. So we are also going to do that in other countries, we are going to bring Flixbus at the beginning to other cities that are closer to Germany, so we’re going to connect Prague, we’re going to connect, Vienna, Amsterdam, Paris, etc. And then we’re going to bring the whole model also to other countries.Again that leaves you with a scale advantage on what to do on the over overhead parts, the marketing, sales, IT, etc. And also on the product side, if you look at other countries there are some bus services on okay quality, but in most countries it’s pretty shabby. We think we can bring a better product to the people there too.Interviewer: What I would be very interested in is how are the different markets close to Germany related to the bus or transportation in general?Jochen: Germany has been a train market ever since the law protected Deutsche Bahn from competition, it’s just been that way. So now that it has opened up the market it’s rapidly developing and it’s growing fast. But also in other countries the market structure is really what di fferentiates. If you look to France, for example, they have a situation that is comparable to Germany, about one or two years before deregulation, so you’re still not allowed to offer inter-city bus trips. We’ll see where that goes, it might be very interesting because we have a similar situation with the local train companies there.In Spain, for example, there is a bus network, there’s large players, but they’re more like corporates, slow, conservative. It might be interesting too. If you look into Italy, it’s very fragmented, you’ve a lot of small players that provide individual lines, there is no overall brand marketing. Different market situation, but also interesting.And then if you look into Eastern Europe, there’s loads of smaller providers too. The bus is that one means of transportation there, they usually don’t have very good train networks, so the bus market is very mature, the way that people buy the product is not very mature at all.Interviewer: And that is where you come into play.Jochen: That’s where we might come into play. So there’s different situations in all countries, and we’re thinking about what is our go-to market strategy in these individual counties, and what’s the timeframe in which we are going to do it. We are in the middle of that discussion, and we’re probably going to look into next year to take that expansion step towards other countries.Interviewer: In Europe, which market is the most developed? Because when I was in the UK I was traveling by bus from city to city, and it was quite cheap. So how big is the market in the UK, how much sales are the bus transportation companies doing?Jochen: UK is probably the most developed market if you look into bus services. There’s National Express and Stagecoach, they’re the two big players, and their total market value should be around 350 to 400 million. Germany is going to be like three times that size at least.Interviewer: Driven by what, why is the size in Germany supposed to be much bigger?Jochen: Because the structure is different. If you look at other countries, France is very Paris-centric, UK is pretty London-centricâ€"Interviewer: They don’t travel a lot.Jochen: Londoners don’t travel too much around the country, true. In German it’s different, you have a lot of centers, there’s Munich, there’s Berlin, there’s Hamburg, Frankfurt, Cologne, and there’s all this area. So there’s big cities, big centers, and people are traveling a lot more. So if you look into overall traffic volume and compare that to other countries, you can easily project how big the market is going to be. If we just take the share of the bus in other countries and take that to Germany, it easily comes to a volume of over a billion Euros.Interviewer: The next thing I would be very interested in is what is your forecast for the market development in countries like Italy or Germany in terms of fragmentation, whether there’s going to be some conso lidation cases. And the second thing, what would be your forecast for countries like France where they’re currently regulated, whether they will deregulate someone as well?Jochen: If I look at Germany, there is going to be a consolidation phase. There won’t be ten or fifteen players around because it just doesn’t make sense. As I said, you need a certain level of scale to be able to provide good service. So we are going to be seeing consolidation here. Timing-wise, it’s really difficult to say when it is going to happen. We are sure we are going to play a very active part in that. In other countries there has either already been consolidation, Spain has maybe one or two players dominating the market, UK is the same. In Italy we’ll where that goes. At the moment there’s a lot of players. Especially with the online and the marketing part there might be consolidation over the next years too. And then we will see where this is going.For us we think that in our business model we are one of the driving forces also for market development. So the demand is just there, the demand is growing, people will always look for a cheap mobility, and it’s just a question of how we approach that.Interviewer: And for the regulation in France, what would be your forecast?Jochen: Difficult to say. It’s always difficult to look into politicians too deep. We are looking at the market, we are closely following what’s happening, and there might be a comparable development to what’s happened in Germany. It’s not given that large transport companies are going to take the market, and the same with Germany, people were surprised and Deutsche Bahn is still very surprised how fast the market developed, and why shouldn’t that happen in the same way in France?Interviewer: I totally understand why Deutsche Bahn is moving very aggressively into this market, because they don’t want to cannibalize their core business.Jochen: That’s what they still say, that was the same speech that airlines gave fifteen years ago, why should we go into low-cost airlines, and now Lufthansa is working with Germanwings together, and you see that in other countries too, and Ryanair is the most profitable airline in the world. So they are underestimating the market still, and we’ll see how that develops over time.Interviewer: We always try to give our readers some kind of advice on how they can become better entrepreneurs. I would be interested in your advice for first-time entrepreneurs.Jochen: If I look into what we learned over time there’s probably two things that are most important. One is we have had a lot of senior advisers, we had business angels in the beginning, and they were just going to give us some advice, and we thought we know better anyways. It would be better to have his opinion , but we know better. And in the end it turns out they were always right. So my advice would be to really listen to what they’re saying. If you have senior guys that you trust â€" and we do trust them because they’re one of our first business angels, really cools guy, we really trust him, we should have listened in the first place and not make the same mistakes over and over again. So if you have senior advice, just listen to these guys and follow.Interviewer: That is one very good point, because when people ask me about this I always tell them you have two conditions that you need to test. First condition is, is the other guy in a position to know better than you? And the second thing is, does he want the best for you and wants to help you? And if both conditions, and only both conditions, are positive, then listen and follow this advice, please.Jochen: Absolutely true. There are some mistakes that you just have to make yourself to get the learning out of it, we’re doing it every day, we are living trial and error. Especially in the marketing side, we are trying out new things, measure if it works, if it doesn’t we just throw it away, if it w orks we continue doing it and scale it up. So trial and error is very important, but, as you are saying, there is no point in not listening to senior guys if you trust them and if they are in your favor, so why shouldn’t you do that.The other part is, as I said in the beginning, at some point you just have to be pragmatic and just go and do it. There’s always going to be difficulties and you never know if it’s going to work out or not, but at some point you just have to go and do it. We came to hate that guy called Murphy, if you know Murphy’s Law. We do a transportation company, and we didn’t estimate that dimension in that beginning, and we do processes today, we were like if this comes and that and that, this this not very likely that this happens and that, and then the process should be like that, and we’re like, it’s going to be exactly like that. The most unlikely event is still going to happen with us, because with the pure number of passengers we’re transport ing everything is going to happen. So we have to adjust our processes to that point, but still you’ve got to be pragmatic at some point, you’ve just got to start and just go and do it and then improve over time. That’s one of the most important learning we took.Interviewer: One other learning was also very interesting, because you convinced local operators to basically invest in your business, not really on your balance sheet, but at least they put some money the floor. What advice can you give for pitching or acquiring this kind of partners?Jochen: It’s very difficult. You need a certain seniority level, you need to talk to them on eye-level, that’s very important I think. And you need to be fair with them, if they feel you’re going to drag them over the table or try to cheat them or something, they’re not going to work with you. So you need to develop a really fair model that gives risk and chance to both parties in a fair and balanced way. That’s really key. Obvio usly there is some sort of symmetry between us and the operators, we have much more transparency on how the business goes, how the numbers are, etc. But in the end you’ve still got to find a fair and balanced way to work with them. That’s really key. If the other party has an impression â€" and it’s usually on a personal basis â€" that these guys treat me well and treat me in a fair way, then there is a high chance they’re going to work with you.Interviewer: Jochen, thank you very much.Jochen: You’re most welcome.

Timeline of the Persian Wars 492-449

The Persian Wars (sometimes known as the Greco-Persian Wars) were a series of conflicts between Greek city-states and the Persian Empire, beginning in 502 BCE and running some 50 years, until 449 BCE. The seeds for the wars was planted in 547 BCE when the Persian emperor, Cyrus the Great, conquered  Greek Ionia. Before this, the Greek city-states and the Persian Empire,  centered in what is now modern-day Iran, had maintained an uneasy coexistence, but this expansion by the Persians would eventually lead to war.   Timeline and Summary of the Persian Wars 502 BCE,  Naxos: An unsuccessful attack by the Persians on the large island of Naxos, midway between Crete and the current Greek mainland,  paved the way to revolts by Ionian settlements occupied by the Persians in Asia Minor. The Persian Empire had gradually expanded to occupy Greek settlements in Asia Minor, and the success of Naxos at repelling the Persians encouraged the Greek settlements to consider rebellion.  c. 500 BCE, Asia Minor: The first revolts by Green Ionian regions of Asia Minor began, in reaction to oppressive tyrants appointed by the Persians to oversee the territories.  498 BCE, Sardis:  Ã‚  Persians, led by Aristagoras with Athenian and Eritrean allies, occupied Sardis, located along what is now the western coast of Turkey. The city was burned, and the Greeks met and were defeated by a Persian force. This was the end of the Athenian involvement in the Ionian  revolts.492 BCE, Naxos: When the Persians invaded, the inhabitants of the island fled. The Per sians burned settlements, but the nearby island of Delos was spared. This marked the first invasion of Greece by the Persians, led by Mardonius.490 BCE, Marathon: The first Persian invasion of Greece ended with Athens decisive victory over the Persians at Marathon, in the Attica region, north of Athens.  480 BCE, Thermopylae, Salamis: Led by Xerxes, the Persians in their second invasion of Greece defeated the combined Greek forces at the Battle of Thermopylae. Athens soon falls, and the Persians overrun most of Greece. However, at the Battle of Salamis, a large island west of Athens, the combined Greek navy decisively beat the Persians. Xerxes retreated to Asia.  479 BCE, Plataea:  Persians retreating from their loss at Salamis encamped at Plataea, a small town northwest of Athens, where combined Greek forces badly defeated the Persian army, led by Mardonius. This defeat effectively ended the second Persian invasion. Later that year, combined Greek forces went on the offensive to expel Persian forces from Ionian settlements in Sestos and Byzantium.  478 BCE, Delian League: A joint effort of Greek city-states, the Delian League formed to combine efforts against the Persians. When Spartas actions alienated many of the Greek city-states, they united under the leadership of Athens, thereby beginning what many historians view as the start of the Athenian Empire. Systematic expulsion of the Persians from settlements in Asia now began, continuing for 20 years.  476 to 475 BCE, Eion: Athenian general Cimon captured this important Persian stronghold, where Persian armies stored huge stores of supplies. Eion was located west of the island of Thasos and south of what is now the border of Bulgaria, at the mouth of the Strymon River.  468 BCE, Caria: General Cimon freed the coastal towns of Caria from the Persians in a series of land and sea battles. Southern Aisa Minor from Cari to Pamphylia (the region of what is now Turkey between the Black Sea and the Medit erranean) soon became part of the Athenian Federation.  456 BCE, Prosopitis: To support a local Egyptian rebellion in the Nile River Delta, Greek forces were besieged by remaining Persian forces and were badly defeated. This marked the beginning of the end of Delian League expansionism under Athenian leadership  449 BCE, Peace of Callias: Persia and Athens signed a peace treaty, although, to all intents and purposes, hostilities had ended several years earlier. Soon, Athens would find itself in the middle of the Peloponnesian Wars as Sparta, and other city-states rebelled against Athenian supremacy.

Understanding Bipolar Disorder in Children - 4023 Words

Understanding Bipolar Disorder in Children by Patricia Oakes November 6, 2012 TABLE OF CONTENTS ABSTRACT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..i INTRODUCTION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦1 FINDING AND CONCLUSIONS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..2 LIVING DAILY LIFE: HELPING YOUR TEEN AT HOME AND SCHOOL†¦Ã¢â‚¬ ¦2 HOW CAN YOU WORK TOGETHER WITH YOUR CHILD’S TEACHERS?....3 SCHOOL amp; THE CHILD WITH BIPOLAR DISORDER†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 DISORDERS THAT CAN ACCOMPANY BIPOLAR DISORDER†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.5 WORKING WITH THE SCHOOLS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..6 MEDICATIONS USED TO TREAT CHILD AND ADOLESCENT METAL DISORDERS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.7 PSYCHOTHERAPY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 CONCLUSION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.9 WORK CITED†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.10†¦show more content†¦It’s a natural phase in the evolution of your role as a parent. While your relationship with your teen will change, that doesn’t mean it becomes any less significant. In fact, your teen may need the security of your love and support more than ever now. The way you communicate with your adolescent and structure your family life can have a major impact on how your teen functions at home which can influence how your teen functions in other situations. The time and energy you devote to your other children, your significant other, and yourself can help keep the teen’s issues in perspective, a good thing for all of you. And the way you address school issues and advocate for your teenager’s educational needs can have a decisive impact on his or her success in school. All the while, you’ll be slowly but surely working toward one of the most difficult but ultimately gratifying tasks for any parent letting go. 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Diversification and Corporate Strategy McLaren Group Free Essays

Executive Summary This report is focused upon the corporate strategies adopted by McLaren Group over the years of its establishment. The McLaren Group was founded in 1963 and entered Formula One racing in 1966 achieving its first victory at the Belgium Grand prix in 1968. Today, after 181 Grand Prix victories, the group owns one of the world’s leading Formula One teams and has also expanded to include six separate companies in a variety of markets. We will write a custom essay sample on Diversification and Corporate Strategy: McLaren Group or any similar topic only for you Order Now This initial evaluation of the group’s growth strategy in mass car market indicates that McLaren has successfully established its unique niche market within the mass car market. Its partnering with renowned component suppliers has also ensured its successful mass car market entry. As part of its growth strategy, McLaren Groups has undergone both horizontal and vertical diversification over the years to exploit its corporate expertise and resources up to an optimum. In doing so, the group’s diversification strategy very much falls in line with the historical perspective of corporate diversification as discussed by Goold and Luchs (1993). This report will initially analyze how McLaren Group mitigated the challenges it faced in its bid for its mass car market entry using Michael Porter’s five forces framework. Following that, the report will analyze the level of diversification achieved by the group over the years. Finally, the report will discuss whether or not McLaren’s diversification strategies coincide with the historical perspective of diversification as presented by Goold and Luchs (1993). Mitigating Market Entry Barriers in Mass Car Market Bargaining Power of Suppliers One of the market entry barriers according to Michael Porter (2008) pertains to the supplier bargaining power. In the automobile business, the supplier bargaining power is very high in that there are very few specialized components providers that could confirm with the requirements of a brand. McLaren mitigated this barrier by entering into partnerships with various suppliers such as Ford, BMW and Mercedes. Bargaining Power of Consumers McLaren has uniquely positioned itself as an exclusive brand over the years. It is one of the well known brands of the world yet it remains very exclusive. By adhering strictly to a ‘pull strategy’ for marketing its road cars, the company has mitigated the buyers bargaining power in that its cars highly sought after. Threat of New Entrants McLaren had established its high brand equity through years of successful formula one racing and other competitive racing before entering into the high-end consumer car market. McLaren is only second to Ferrari in being one of the oldest active formula one racing team. This sort of brand image, experience and technical expertise possessed by the company mitigated the market entry barriers for McLaren. Since these capabilities are not easily duplicable especially in a high end consumer market, McLaren faces relatively low threat from other new entrants. Threat of Substitutes and Competitive Rivalry McLaren usually produces a small number of units of its consumer car variants. These cars are highly specialized road cars in that they resemble McLaren’s racing cars in their features. For these cars, McLaren has a specialized niche market which is less threatened by rivals or substitutes. Only recently, the company has decided to mass produce its MP4-12C sports car to reach 4000 units by 2015. Level of Diversification Shown by the McLaren Group Diversification as a Growth Strategy Business firms must undergo continuous growth and change in order to retain their relative position in the market and in order to improve their position, they must grow â€Å"twice as fast as that† (Ansoff, 1957, p.113). According to Ansoff, there are four growth strategies namely: market penetration, market development, product development and diversification. McLaren has extensively implemented diversification strategy for the group’s growth. It has diversified its product and service offering over the years to sustain and improve its position in the automobile industry. Starting from a Woking based McLaren Formula One Team in 1966, McLaren Group now comprises of 6 distinct companies, whom the International Herald Tribune referred to as ‘a small conglomerate’ (Brad, 2000). McLaren’s group of companies include: McLaren Racing; McLaren; McLaren Automotive; McLaren Electronics Systems (MES); McLaren Applied Technologies (MAT); McLaren Marketing and Ab solute Taste. Diversification strategy requires a firm to acquire new skills, new techniques, and subsequently new amenities. Resultantly, it often leads to a physical and organizational restructuring of a business which represents a divergence from its past business experiences (Ansoff, 1957). McLaren has similarly undergone such changes in achieving its existing level of diversification. Although the ‘McLaren’ brand is still centered on its Vodafone McLaren Mercedes Formula One Racing Team, McLaren Group has ventured in various business such as road car automobile business; electronic system business for formula one teams; applied technologies, marketing, and food and hospitality business. In its effort to house all these distinct businesses, McLaren Group has built its state of the art McLaren Technology Center (MTC). MTC is the group’s corporate and production headquarters (McLaren, 2013). Operating as a privately run business, McLaren has entered into partnerships and join t business ventures with several other individuals, brands and groups of companies like Vodafone and Mercedez, Bahrain Mumtalakat, TAG Group, to support it and finance its diversification strategy. Horizontal and Vertical Diversification Academic literature regarding diversification strategies suggests that firms undertake two types of diversification namely horizontal and vertical. Horizontal diversification (also referred to as related diversification) involves accumulation of related or similar products/services to the current product/service profile of a company (Charles and Bamford, 2010). It can be done by acquiring competitors or through developing new products/services internally. Companies usually aim to achieve economies of scale through horizontal diversification. Businesses can also expand their offerings and/or enter new markets. Vertical diversification (also referred to as conglomerate or un-related diversification) is when a company expands its operation into products or markets beyond its existing resources and capabilities (Cole, 2003; Charles and Bamford, 2010). This strategy is usually adopted when a firms existing business has either matured or reached its peak and started to decline. Moreover, firms undertake vertical diversification also in order to mitigate cyclical fluctuations in its sales and cash flows. McLaren has undergone both types of diversification over the years of its establishments. The company has ventured into related automobile business (horizontal diversification), in which the company developed a consumer car automotive business called McLaren Automotive. Since its early years, McLaren cars have been widely used by customer teams besides its own works team (Nye, 1988; William, 2009). McLaren’s Chairman Ron Dennis envisioned the company’s long-term future and insisted upon developing a high tech automotive production plant wherein high end consumer cars would be built. McLaren Automotive has since established itself as a worldwide brand and produced two iconic cars called McLaren F1 supercar and the Mercedes-Benz SLR McLaren in collaboration with Mercedes (William, 2009). McLaren Automotive also aims to coagulate its brand through its new MP4-12C car. In addition to its consumer car business, McLaren Group has also created a company called McLaren Electron ic Systems, which produces high-end electronics control unit (ECU) for formula one racing teams, as part of its horizontal diversification strategy. McLaren Electronic Systems creates some of the most advanced race telemetry and sensor equipments that provide innovative solutions to racing teams (McLaren, 2013). These horizontal diversifications are in line with Ron Dennis’s vision in which he observes that in the â€Å"21st Century to survive in F1 you need to have more than just a team† (Phillips, 2012). These diversifications provide the company with economies of scale in its core business and enable it to expand its avenue by capturing the high-end road car market. As part of its vertical diversification, McLaren has ventured into applied technologies. This business is involved in developing groundbreaking technological solutions in the field of sport, medicine, biomechanics and entertainment. McLaren has employed its overall technical know-how and channeled it extensively into a range of improved technological systems and solutions through its Applied Technologies business. The company’s solutions are aimed at improving performance, cutting costs or increasing efficiency, as well as introducing new approaches in a number of specialist fields (McLaren, 2013). Moreover, McLaren has established a marketing and advertising business which foresees its marketing activities in maintaining its global brand image whilst retaining its exclusivity. Moreover, McLaren has also established a food and hospitality business which attends to not only its customers at the formula one racing tracks but also other high-end customers around the world. This d iversification strategy can be attributed to the maturity of McLaren’s primary racing business in which the company has been operating for almost 5 decades. McLaren is the second oldest active team after Ferrari, having won 182 races, 12 drivers’ championships and 8 constructors’ championships (McLaren, 2013). With so much experience, technological and managerial expertise at its disposal, it is viable that the company utilized them in other areas of business which are indirectly related to McLaren’s core business. McLaren’s Diversification as a Reflection of the Historical Perspective on Corporate Diversification During 1950s and 1960s Most of the large corporation justified and adopted diversification corporate strategies during 1950s and 1960s mainly due to the competency of their managers in general management skills. During this period, there was much attention being given to basic principles of management which were useful for all managers and applicable in all kinds of enterprises. There was emphasis upon common problems and issues across different types of enterprises and how professional managers could manage any business with their general skills. For almost two decades, the faith in general management skills provided a justification for growth and diversification (Goold and Luchs, 1993). During the late 1960s, McLaren was relatively a small and new business and its top management was focused merely on winning races rather than deciding for a corporate diversification and growth strategy. The company had neither the resources nor general managerial expertise to embark upon any sort of diversification. Late1960s and 1970s During this period, there was a realization among management practitioners and academicians that different types of businesses had to be managed differently. The validity of general management skills as a rationale for diversification began to lose popularity. Many companies realized that by applying the same management practices in different businesses, they were minimizing the overall value acquired from those businesses. Many conglomerates were facing problems during this period in that they were making profitless growth. Resultantly, there was an increasing force upon managers to focus their attention on formulating ‘strategies’ for their companies. Numerous strategic management frameworks were developed by consultancy organizations and business corporations for business unit strategy. Portfolio management practices were adopted for defining an overall corporate strategy (Goold and Luchs, 1993). During this time, McLaren had established itself as a successful formula one team and was determined to continue its success as its core business strategy. It was still not focused on diversifying its product and services portfolio. 1980s and 1990s Following the focus upon corporate and business strategy, management practitioners were now under pressure to increase stakeholders’ value through their businesses. This led to the emphasis upon value-based planning. Realizing that un-related diversification often decreased the overall stakeholders’ value; organizations began to retreat back to their core businesses. Numerous management academicians such as Henry Mintzberg emphasized upon the need of having in-depth technological expertise, knowledge and experience in a particular business for ensuring the highest shareholders value rather than â€Å"thin and lifeless strategies that result from treating businesses as mere positions on a portfolio matrix† (Mintzberg, in Goold and Luchs, 1993). Confirming with this logic, McLaren, which had by now acquired in-depth expertise, knowledge and experience in formula one racing, and race and sports cars, was now embarking upon its high performance road car venture. Its road cars were very much similar to its formula one car and therefore McLaren was rightly justified in its diversification move. Post 1990s Following this period, there was a widespread focus upon how organizations could best exploit their corporate expertise. This led to the emergence of themes such as core competencies and dominant logic view. Both these themes are somewhat similar in that they underscore the importance of growth and diversification of companies in only those fields which require relatively same core expertise as those of their primary businesses and which fit within the managerial dominant logic of their corporate cultures (Goold and Luchs, 1993). Coinciding with this dominant business view, McLaren diversified its offerings in related and un-related areas within which it already had adequate competencies and which could be easily fitted within its existing management structure. McLaren had great know-how of the technical and information requirements of a formula one team which was utilized to create its innovative electrical control units business. The company’s vast mechanical and electrical engineering expertise were further exploited to create its applied technology business. As a global brand, McLaren was already engaged in marketing activities and likewise in catering its global clientele and fans attending formula one race. Both these capabilities were further explored to establish McLaren’s marketing and hospitality businesses. References Ansoff, I. (1957) Strategies for Diversification. Harvard Business Review. Vol. 35 Issue 5. Brad, S. (2000). TAG McLaren Group Revs Up Off Track. International Herald Tribune: 2000-06-24. p. 9. Charles E. Bamford, G. (2010). Strategic Management. Cengage Learning. Cole, G.A. (2003). Strategic Management. Cengage Learning. Goold, M. and Luchs, K. (1993) Why Diversify: Four Decades of Management Thinking. Academic of Management Executive. Vol. 7 No. 3 McLaren (2013) Vodafone McLaren Mercedes. Available from http://www.mclaren.com/formula1/page/mclaren-group (cited on 5th, March, 2013) Michael E. Porter. (2008). The Five Competitive Forces that Shape Strategy. Harvard Business Review, January 2008, p.86-104. Mintzberg, H in Goold, M. and Luchs, K. (1993) Why Diversify: Four Decades of Management Thinking. Academic of Management Executive. Vol. 7 No. 3 Nye, D. (1988) McLaren: The Grand Prix, Can-Am and Indy Cars. Guild Publishing. Phillips, A. (2012). Business Leaders: The master behind McLaren the super brand. Business Review Europe. Available from http://www.businessrevieweurope.eu/business_leaders/the-master-behind-mclaren-the-super-brand (cited on 5th, March, 2013) William, T. (2009). McLaren – The Cars 1964–2008. Coterie Press. How to cite Diversification and Corporate Strategy: McLaren Group, Essay examples

Medical Terminology free essay sample

Medical terminology is a language for accurately describing the human body and associated components, conditions, processes and process in a science-based manner. Medical terminology is important in the medical field because it allows healthcare professionals to interact at all levels and details of the patients can be discussed with ease. The benefits of knowing medical terminology are that one can document faster and easier and communicate faster about a patient’s records and illness. One health occupation that interests me is Physical therapists. I think it would be a very rewarding occupation. Physical therapists care for people of all ages who have functional problems. They oversee physical therapist assistants and aides and they consult with specialists, surgeons, etc. Physical therapists work with patients at having more active and healthy lifestyles, helping to prevent loss of mobility. Physical therapists set up plans with patients, help them set goals for themselves, and in some cases help them achieve their goals. We will write a custom essay sample on Medical Terminology or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Physical therapists definitely make a big difference in the medical field. Physical therapists typically work in clinics, nursing homes, hospitals, and private offices. In order to become a physical therapist, one would be required to have a postgraduate professional degree. Most programs require a bachelor’s degree for admission and many require specific prerequisites. Some important qualities one should have if going into this field are compassion, detail oriented, dexterity, interpersonal skills and physical stamina. Physical therapy is a very helpful part of the health field.

airframe essays

airframe essays I am interested in aircraft, especially airplane engines and structure. I have studied for five years in Japan about aviation maintenance at my high school and my college which have aeronautical engineering departments. Needless to say, I am majoring in the aviation maintenance technology. Aircraft are eminently related to physics. I therefore chose this book,  gAirframe h. I think that a person who is interested in aviation would feel interested in this book. I have already studied about some flight dynamics in Japan. I am therefore going to write about lift and a stall, wing curvature, axis of an airplane in flight, and my doubt in the book. The book gives an example of an airplane bound from Hong Kong to Dallas, TPA 545, which stalled on its way to Dallas. The circumstance was that the plane suddenly descended and went up, then it stalled and went down again. However, the pilots of the plane recovered the airplane fs balance and altitude, and the airplane made an emergency landing at Los Angeles airport. I am going to write about the reason why airplanes can fly before I write about a stall, because it is easy to understand a stall when the physics of flight are understood. Airplanes can fly by making use of lift. Air usually flows are both the upper and lower wing fs surfaces. There are differences in airspeed and air pressure between air flowing over the upper side and air flowing under the lower side of a wing. The air flowing over the upper side is faster than the opposite sides air, and the air pressure on upper side is lower than the opposite air pressure. The power to lift up, which is called lif t, therefore acts on the wing, and the phenomenon is known as Bernoulli fs principle. These are the reasons why airplanes can fly. A stall is caused by exfoliation of air on a wing. I think that there is some possibility of any airplane stalling from this phenomenon. In my opinion, the airplane was fall...

ol grande Essay

ol grande Essay ol grande Essay GURL I JUST NEED ANSWERS THNX FEWNNFEWFWFEFWEFFFEFEWWFW hakespeare stresses the point that humans can be polarized by reason and emotion. These two poles differ in all aspects, while both are gathered in man. Hamlet, the protagonist of Shakespeare’s greatest work, is the sample of this polarization. The emphasis in Hamlet on the control or moderation of emotion by reason is so insistent that many critics have addressed it. A seminal study is undertaken by Lily Bess Campbell in Shakespeare's Tragic Heroes, Slaves of Passion. John S. Wilks, in a masterful of examination of conscience, explores "the subsidence in Hamlet of virulent passion," and notes "his accession to a renewed temperance" achieved through "chastened self-control" (The Discourse of Reason: Justice and the Erroneous Conscience in Hamlet 139, 140). Shakespeare, thorough this character, tries to introduce and show this great feature of man which had been, is, and will be with human beings. As we shall find, though Hamlet is filled with references to the need for rational control of emotion, the play probes much deeper into the relation between reason and emotion-particularly with respect to the role of reason in provoking as opposed to controlling emotion. In this paper, it’s going to be noted how the task of controlling emotion by reason is problematized by Hamlet and other characters in the play. The concept of the sovereignty of reason over emotion derives from the classical definition, adopted by medieval Scholasticism, of man as the rational animal whose reason has the ethical task of rationally ordering the passions or emotional disturbances of what is formally termed the sensitive appetite (referred to by the Ghost as "nature" [1.5.12]) with which man, like all other animals, is endowed: "All the passions of the soul should be regulated according to the rule of reason . . . " (Aquinas, Summa Theologica I-II, question 39, answer 2, ad 1). Hamlet concurs, when praising Horatio "[w]hose blood and judgment are so well commeddled" (3.2.69): "Give me that

Choose one Essay Example | Topics and Well Written Essays - 500 words - 3

Choose one - Essay Example Parents should show their children the value of improving the innate talents. Children have different mindsets and temperaments since some are shy while other display self-confidence. According to the ethical principle of common good, parents should allow their children to attain both spiritual and human flourishing by encouraging the development of innate talents (Gill 98). The society should also allow each human being to fulfill his vocation by offering an enabling environment for the development of talents. For instance, Josh Waitskin started playing chess at six years and won the first championships at age of age. Josh followed his innate talent and his learning process. Josh’s mother never discouraged his child to start playing Chess despite his young age. According to Josh, parents should encourage children to express their own unique individual personality. Parents have the ethical duty to instill confidence and assist their children develop the talents. According to t he principle of distributive justice, every human being in the society should be accorded human dignity and respect notwithstanding his quality of judgments. Parents should allow their children the opportunity to learn from their own experiences (Gill 110). Sadly, Josh Waitzkin lost his passion for Chess at 19 years due to pressure to meet other people’s expectations. Josh advises school authorities and parents to encourage children to listen to their â€Å"own natural voice and help the kids to develop their innate gifts (Josh, Waitzkin YouTube video)† On the other hand, opponents assert that parents should control the choices of their children regarding the development of innate talents. They argue that children have no ability to make informed decisions thus lack the right to choice. Parents should make decisions on the choices of their children regarding the development of innate gifts. Parents should set high and realistic goals for their

Case 4 Assignment Example | Topics and Well Written Essays - 750 words

Case 4 - Assignment Example These factors, and other, have contributed to a shortage of quality leaders coming through the ranks. At the current pace, this article points to the reality that many fear there will be a shortage of leadership talent in the coming decades that could be quite dire. Brown advocates implementing procedures now to locate, secure, and properly train future leaders. This begins with the idea that all existing managers become talent scouts. In order to effectively accomplish this task, managers must then be given tools that enable them develop the talent that they do find. This is a type of grooming that is sorely lacking today in corporate America. It involves giving ‘new talent’ opportunities to practice newly developed skills. They should also be given opportunities that allow them to complete special projects or rotations in an effort to get their feet wet and get a taste of what being an effective leader entails. During this entire process, the managers of today should b e providing emotional support and encouragement to new acquired acquired talent, in addition to providing them with constructive feedback designed to facilitate further growth and improvement. Critique Who’s Next in Line? Develop Tomorrow’s Leaders Today It is certainly plausible to consider that a looming talent gap exists at some point in the near future, should current trends not reverse themselves. As this synopsis effectively points out, it seems that too many managers today are not concerned with training quality new leaders to one day take over the reigns of various departments within an organization, or even to rise to through the executive ranks themselves at some point in the future. Rather, the focus seems to be on maintaining their own job security and well-being, as opposed to looking out for the best long term interests of the organization as a whole. With this in mind, then, it is important to be constantly looking for ways to attract, recruit, train, an d maintain quality staff that will take on larger leadership roles in the future. This is similar to college athletics. The teams that dominate year in and year out are not satisfied with the current ‘winning’ season. They constantly have one eye pointed towards the future and are actively recruiting the ‘new’ team of the future. As it should be with any successful business or public entity. The organization that is effective today is likely there because of its structure of leadership. Such personnel, however, will one day depart the agency and leave a leadership gap unless steps are put into place to make sure there are people already trained and ready to take their place. This is critical. A sudden retirement or loss of talent can leave an organization scrambling for answers. To combat this reality, Brown (2011) purports that, â€Å"In today’s environment, leaders need to accelerate the preparation of a pool of qualified successors for any level of their organization† (p. 95). This certainly appears to be a valid assumption, not only because of the growing numbers of current leaders set to retire in the near term, but also due to the increasing globalization existent in the world today. America no longer holds a monopoly on strong leadership. There is a fierce competition being

Developing Policies for Avian Flu in Bangladesh

Developing Policies for Avian Flu in Bangladesh Introduction: Highly pathogenic H5N1 was first reported in 2007 and since then the disease has devastated effect on poultry industry of Bangladesh. Since its introduction into Bangladesh, the H5N1 has evolved continuously. H5N1-H9N2 co-infection and reassortment event in H5N1 has been documented in Bangladesh. All those provide evidence of emergence of novel viruses, due to reassortment, in Bangladesh. For example H7N9 has been reported as a reassortant strain which have pandemic potential i.e deadly for human life (1). Objectives of the project: To develop policies for both low and high pathogenic avian influenza viruses present or at risk of entering Bangladesh, The economic analysis for the high pathogenic strains assume that their economic effects are similar to those of H5N1. In this review I emphasized on the population at risk and occurrence and distribution of HPAI and LPAI in Bangladesh. Population at risk: H5N1 has been reported in chicken, duck, pigeon, goose, quail, turkeys, pet birds (2-10) and wild bird (2, 11) such as lesser whistling ducks (4) and crow (5, 10). H5N1 has also been documented in the poultry samples of live bird market (LBM) (12), commercial farms (FAO classified the farming system: three (3)) (13) and local chicken (14). In LBM, chicken, ducks and quail were the three species of LBM from H5N1 has been isolated most (4). AI virus has been reported also from environmental samples (4-6). In human (15), H5N1 has been documented in children (16, 17) workers of poultry market (18-20) and poultry farm (19). H7N9 has been reported in chicken, quail, goose, duck and pigeon (8). H9N2 was reported in chicken (Parent stock (layer) (21)), duck, goose, pigeon and quail (8). A study reported that H9N2 was more prevalent in chickens while H5N1 was reported dominantly in ducks and goose in compare to chicken (8). Occurrence and distribution Geographic distribution in your country: HPAI H5N1 and LPAI H9N2 is an endemic poultry disease in Bangladesh and has been occurred throughout the country (2, 4, 20, 22). Those two HPAI and LPAI two have been circulated together at poultry market since 2008 (4). LPAI H9N2 has been circulated persistently in bird markets (4) while H5N1 have sporadic infection among LBM workers in Bangladesh (20). The disease has been distributed in retail market such as live poultry market, pet bird market, commercial farms (4, 6, 12, 13, 20) and wetland of Bangladesh such as Baikka Beel Hakaluki hoar, Tanguar Haors of Sylhet division and Jahangirnagar university lake of Dhaka division (11, 23). In Bangladesh, clade 2.3.2.1 was in reported from crow and bird market (4, 5) whereas clades 2.2.2 was reported in bird markets (4). Clade 2.2 reported in northwest–southeast direction whereas clade 2.3.2.1 reported mainly in north–south direction of central Bangladesh(24). Jamalpur district (Sarishari upazilla) reported as the HPAI outbreak epicentre for indigenous poultry in Bangladesh (25). H5N1 has followed Northwest–Southeast oblique line during phase I outbreak. The disease has reported nearly from all over the country with an exception in south region in phase II outbreak. In phase III outbreak, the disease has been extended to new areas from where there was no HPAI has been reported in earlier two phases (11). Fig.: Distribution H5N1 HPAI between 2007 and 2012 (1) Geographic distribution in other countries where epidemiology of the disease is likely to be similar: Khan et al. (2014) found close similarities in avian influenza virus clade 2.3.2.1 of Bangladesh, India, Nepal and Myanmar and proposed a common AI antecedent in the area (5). Three clades such as clades 1, 2.3.4 and 2.3.2.1 has been linked with human outbreak in Vietnam (18) and there was a changes in clade circulation over the time in Vietnam and also in China (26). In other countries, H5N1 has been reported commonly from Red River Delta area and sporadically from highland areas of Vietnam(27). H5N1 has been reported in live bird market workers of Vietnam (18) and Hong Kong (20). H5N1 has also been reported in lower-Northern of Thailand (27). In India, the AI occurred mostly in backyard chicken of West Bengal (97%) and Assam (94%) states, while in Tripura state the AI reported only in 37% of backyard chicken (28). Prevalence in your country: Overall 0.87%-22.05% samples were positive for Avian influenza virus (AIV) Type A in Bangladesh (2, 3, 6, 8, 14, 23). AIV has been documented in migratory bird (3.93%), LBM chicken (7.06%), duck (1.68%-39.76%) (2, 3, 8, 23), pigeon (5.26%) (2), quail (8.5%)(3) and goose (9.09%) (8) of Bangladesh. Among chickens, AIV has been reported in broiler (12%-12.5%), layer (15%-62.5%) and local (0%-25%) chicken (8, 29). One study documented higher AI prevalence in hens (10.83%) in compare to cocks (8.65%) (14). AI was more prevalent in >34 weeks bird (12.80%) than 8-16 weeks birds (14). Avian influenza Type A virus was detected with Antigen test kit and reported, prevalence was high in Dhaka district and Gazipur district while lowest was reported in Mymensingh (0.0%) (29). H5N1 antibodies has been documented at low level in wild birds (0.09%) of wetlands such as Tanguar Haor and Hakaluki Haor (23). A study reported 5% H5N1 seroprevalence in live bird market (LBM) worker (20) while another study documented no farm workers and bird market worker in positive for H5N1 in Bangladesh even though they had history of regular contact with sick and moribund poultry (19). About 2% seroconversion per year has been documented in poultry worker of Bangladesh (20). Khatun et al. (2013) documented the AIV type A winter season sero-prevalence during December 2009-February 2012 period and documented highest rate in December 2009-February 2010 (43.8 9%) which followed by December 2010-February 2011 (38.50% ) and December 2011-February 2012 (34.8 3%). The seasonal prevalence of AIV type A from Dec’2009-Feb’2010 (26 .89%), Dec’2010-Feb’2011 (18.50%) and December 2011-February 2012 (18.33%) respectively (page 3). The overall sero-prevalence of AIV type A in three successive winter seasons was recorded as 39.76% (23). In Feni district, overall 0%-25% AIV type A seroprevalence has been documented at union level (14). Co-infection (H5N1-H9N2) in poultry has been reported in Bangladesh (4, 6). For example, a study isolated 975 H9N2 and 66 H5N1 from a total of 19897 samples (4) while another study isolated H5N1 (92), H9N2 (734) and 62 other strain such as from 17,438 samples in Bangladesh (23). Of 22 avian influenza sample, a study identified 8 sample positive for H5N1, 4 samples positive for H7N9 and 10 samples positive for H9N2) positive samples (8). H10N7, H1N2, H1N3, H4N2, H3N6 and H3N8 has also been detected in duck population of Bangladesh (4, 23). Avian influenza virus Type A co-infected with new castle virus (9.90 %) has also been documented in Bangladesh (23). Prevalence in other countries where epidemiology of the disease is likely to be similar: Nasreen et al. (2013) H5N1 seroprevalence in bird market worker of Bangladesh study findings had similarities with Nigera, Indonesia and Vietnam study findings where no farm workers and bird market worker were found positive for H5N1 (19). AI was more prevalent in >34 weeks poultry (12.80%) than 8-16 weeks poultry in Bangladesh (14). Similar pattern has been documented in duck of Nepal for example duck >1 year older was 2 times more seropositive to AI virus than duck 7). Incidence: In Bangladesh, Nasreen et al. (2015) estimated that â€Å"the H5N1 incidence: 7 cases per 100 bird worker–years and annual incidence 50 cases per 721 enlisted poultry workers† (20). Biswas et al. (2011) estimated the higher mortality rate in backyard chickens (0.0703/day) followed by broiler (0.0341/day), breeder (0.0215/day), layer (0.0179/day) and suggested that higher mortality in backyard chicken due to scavenging feeding and co-infection with other disease. In addition Biswas et al. (2011) stated that the findings did not provide evidence to the people faith that local chickens are less prone to H5N1 infection than hybrids chicken (30). Reference 1.Islam MR. Global and local challenges in the control of avian influenza. 9th International Poultry Show Seminar; Dhaka, Bangladesh: World Poultry Science Association-Bangladesh Branch; 2015. p. 5-14. 2.Rahman MH, Giasuddin M, Islam MR, Hasan M, Mahmud MS, Hoque MA, et al. Bio-molecular Diagnosis of Avian Influenza Virus from Different Species of Birds in Bangladesh. Immunology and Infectious Diseases. 2015 2015;3(1):7-10. 3.Shanmuganatham K, Feeroz MM, Jones-Engel L, Walker D, Alam S, Hasan M, et al. Genesis of avian influenza H9N2 in Bangladesh. Emerging Microbes Infections. 2014 2014;3(12). 4.Marinova-Petkova A, Feeroz MM, Alam SMR, Hasan MK, Akhtar S, Jones-Engel L, et al. Multiple introductions of highly pathogenic avian influenza H5N1 viruses into Bangladesh. Emerging Microbes Infections. 2014 2014;3(2). 5.Khan SU, Berman L, Haider N, Gerloff N, Rahman MZ, Shu B, et al. Investigating a crow die-off in January–February 2011 during the introduction of a new clade of highly pathogenic avian influenza virus H5N1 into Bangladesh. Archives of virology. 2014 2014;159(3):509-18. 6.Shanmuganatham K, Feeroz MM, Jones-Engel L, Smith GJD, Fourment M, Walker D, et al. Antigenic and molecular characterization of avian influenza A (H9N2) viruses, Bangladesh. Emerging infectious diseases. 2013 2013;19(9). 7.Karki S, Lupiani B, Budke CM, Manandhar S, Ivanek R. Cross-sectional Serosurvey of Avian Influenza Antibodies Presence in Domestic Ducks of Kathmandu, Nepal. Zoonoses and public health. 2014 2014;61(6):442-8. 8.Haque ME. Detection and differentiation of avian influenza and newcastle disease viruses from healthy farm birds in bangladesh by conventional and molecular techniques. Mymensingh, Bangladesh: Bangladesh Agricultural University; 2014. 9.Khaleda S, Murayama Y. Geographic Concentration and Development Potential of Poultry Microenterprises and Value Chain: A Study Based on Suitable Sites in Gazipur, Bangladesh. Social Sciences. 2013 2013;2(3):147-67. 10.Islam MR, Haque ME, Giasuddin M, Chowdhury EH, Samad MA, Parvin R, et al. New introduction of clade 2.3. 2.1 avian influenza virus (H5N1) into Bangladesh. Transboundary and emerging diseases. 2012 2012;59(5):460-3. 11.Parvin R, Kamal AHM, Haque ME, Chowdhury EH, Giasuddin M, Islam MR, et al. Genetic characterization of highly pathogenic H5N1 avian influenza virus from live migratory birds in Bangladesh. Virus genes. 2014 2014;49(3):438-48. 12.Monne I, Yamage M, Dauphin G, Claes F, Ahmed G, Giasuddin M, et al. Reassortant avian influenza A (H5N1) viruses with H9N2-PB1 gene in poultry, Bangladesh. Emerging infectious diseases. 2013 2013;19(10). 13.Biswas PK, Rahman MH, Das A, Ahmed SSU, Giasuddin M, Christensen JP. Risk for Highly Pathogenic Avian Influenza H5N1 Virus Infection in Chickens in Small-Scale Commercial Farms, in a High-Risk Area, Bangladesh, 2008. Transboundary and emerging diseases. 2011 2011;58(6):519-25. 14.Nooruddin GM, Hossain MT, Mohammad M, Rahman MM. Sero-epidemiology of avian influenza virus in native chicken in Bangladesh. Int J Poult Sci. 2006 2006;5:1029-33. 15.Kerkhove MD. Brief literature review for the WHO global influenza research agenda–highly pathogenic avian influenza H5N1 risk in humans. Influenza and other respiratory viruses. 2013 2013;7(s2):26-33. 16.icddr b. First confirmed human infection with avian influenza A (H5N1) virus in Bangladesh. Health and Science Bulletin. 2008;6:1-6. 17.Brooks WA, Alamgir ASM, Sultana R, Islam MS, Rahman M, Fry AM, et al. Avian influenza virus A (H5N1), detected through routine surveillance, in child, Bangladesh. Emerging infectious diseases. 2009 2009;15(8). 18.Dung TC, Dinh PN, Nam VS, Tan LM, Hang NLK, Thanh LT, et al. Seroprevalence survey of avian influenza A (H5N1) among live poultry market workers in northern Viet Nam, 2011. Western Pacific surveillance and response journal: WPSAR. 2014 2014;5(4). 19.Nasreen S, Khan SU, Azziz-Baumgartner E, Hancock K, Veguilla V, Wang D, et al. Seroprevalence of antibodies against highly pathogenic avian influenza A (H5N1) virus among poultry workers in Bangladesh, 2009. PloS one. 2013 2013;8(9). 20.Nasreen S, Khan SU, Luby SP, Gurley ES, Abedin J, Zaman RU, et al. Highly Pathogenic Avian Influenza A (H5N1) Virus Infection among Workers at Live Bird Markets, Bangladesh, 2009–2010. Emerging Infectious Diseases. 2015;21(4):629-37. 21.Jannat N, Chowdhury EH, Parvin R, Begum JA, Giasuddin M, Khan MA, et al. Investigation of an Outbreak of Low Pathogenic Avian Influenza in Poultry in Bangladesh. International Journal of Livestock Research. 2013 2013;3(4):21-32. 22.Loth L, Gilbert M, Osmani MG, Kalam AM, Xiao X. Risk factors and clusters of highly pathogenic avian influenza H5N1 outbreaks in Bangladesh. Preventive veterinary medicine. 2010 2010;96(1):104-13. 23.Khatun A, Giasuddin M, Islam KM, Khanom S, Samad MA, Islam MR, et al. Surveillance of avian influenza virus type A in semi-scavenging ducks in Bangladesh. BMC veterinary research. 2013 2013;9(1). 24.Osmani MG, Ward MP, Giasuddin M, Islam MR, Kalam A. The spread of highly pathogenic avian influenza (subtype H5N1) clades in Bangladesh, 2010 and 2011. Preventive veterinary medicine. 2014 2014;114(1):21-7. 25.Biswas PK, Christensen JP, Ahmed SSU, Barua H, Das A, Rahman MH, et al. Avian influenza outbreaks in chickens, Bangladesh. Emerging infectious diseases. 2008 2008;14(12). 26.Haque ME, Giasuddin M, Chowdhury EH, Islam MR. Molecular evolution of H5N1 highly pathogenic avian influenza viruses in Bangladesh between 2007 and 2012. Avian Pathology. 2014 2014;43(2):183-94. 27.Paul MC, Gilbert M, Desvaux S, Andriamanivo HR, Peyre M, Khong NV, et al. Agro-environmental determinants of avian influenza circulation: A multisite study in Thailand, Vietnam and Madagascar. PloS one. 2014 2014;9(7). 28.Dhingra MS, Dissanayake R, Negi AB, Oberoi M, Castellan D, Thrusfield M, et al. Spatio-temporal epidemiology of highly pathogenic avian influenza (subtype H5N1) in poultry in eastern India. Spatial and spatio-temporal epidemiology. 2014 2014;11:45-57. 29.Rahman S, Rabbani MG, Uddin MJ, Chakrabartty A, Her M. Prevalence of Avian Influenza and Newcastle Disease Viruses Using Rapid Antigen Detection Kit in Poultry in Some Areas of Bangladesh. Acta Microbiologica. 2012 2012;3(1). 30.Biswas PK, Christensen JP, Ahmed SSU, Barua H, Das A, Rahman MH, et al. Mortality rate and clinical features of highly pathogenic avian influenza in naturally infected chickens in Bangladesh. Rev sci tech Off int Epiz. 2011 2011;30(3):871-8. 1

Booker T Washington Essay

Booker T. Washington founder of Tuskegee Institute, he was a well know black educator. Tuskegee provider industrial training to African American. He believed that African Americans would gain respect from the white community if they had trade skills. Washington also believed that trade skills were key to economic security. He thought that economic progress was sufficient and that blacks can tolerate inequality. Booker urged blacks to accept discrimination and focus more on elevating themselves , educating themselves in crafting and industrial farming skills . W. E.B Du Bois was more of a political thinker a intellectual scholar . He help found NAACP, he also published a book called The Souls of Black Folks . Bois believed that academic education was more than trade education. He felt like Booker T. Washington was keeping the African Americans trapped in a lower social and economic class with is emphasis on industrial education. Du Bois wanted the black race to expand their mind in ar ts and science, he wanted blacks to work hard no matter of their career . They both was for African American to get their education and wanted us to have the same equal rights as whites.They both had different political views Du Bois encourage blacks to demand their equal rights ,Washington believed that it was important for blacks to develop good relationships with whites ignoring discrimination . Booker T. Washington had a more rational strategy it was more planed out. Washington plan was to change how other race perceived African American. His overall goal was to demonstrate to other race that African American were capable of being civilized, educated, and productive man and women in the work force.Although, DuBois and Washington had the same goal their methods of achieving their goals were completely opposite. Dubois felt that African Americans should demand respect because they deserved it. However, Washington stance was that African American should earn their respect by showin g the world that they weren’t ignorant, thieves, or anything else negative that was commonly used to describe blacks. I agree with Washington approach because his strategy demands that black people become active in their own advancements.I think African American have to get back connect to their root before we can advance as a race in today society . Booker strategy can be modify because not everybody was book smart , but their some people who could work magic with their hands . If blacks could take advantage of the thoughts and ideas of our ancestors we can grow as a race . Ida B. Wells a civil right activist, she expressed herself about lynching through writing and her speeches . She help reduce the amount of lynching in the south. Ida B. Wells demanded that the whites murders of the innocent people be held accountable of their actions.She also was involved in many creation of several organizations encouraging the advancement of women and other minorities . Wells wasnâ€⠄¢t afraid to speak her mind she was determine to make away for the black race . Mary Church Terrell was born into wealth, she was the first black women appointed to the District of Columbia Board of education . Mary was a charter member and first president of the National Association of Colored Women. She was nationally known for her support of women’s suffrage and opposition to racial segregation .Mary had many contributes, she taught at a black secondary school , worked with Fredrick Douglass and spent two years studying in Europe . She was a leader of a large protest against segregated eating places, and she was the only black women to speak at the International Congress of Women in 1904 that was held in Berlin, Germany. She was a powerful woman back in her days, took the steps that was necessary to succeed . Anna Julia Cooper was part of the feminist movement, she published a book call â€Å" A Voice from the South by a Black Women of the South â€Å".She is an African American scholar, she was the fourth black women to earn a doctoral degree. Anna help found the Colored Women’s League in Washington D. C, she was one of the few black women invited to speak on the Pan-African Conference in London. She was committed to the race and gender equality Cooper lived her life as an active vocal participant in the Women Era. Anna Julia Cooper believed that intelligent women’s voices brought balance to the struggle for the human race . Black women today should look as these women as role models, they lead the way for many generation.It’s up to us as women to take a chance to be heard and fight for what we believe in. No matter the outcome Ida, Mary and Anna took a stand as women and make sure their voice were heard that alone say a lot about their character . Many women of our generation is scared to speak out on the thing they believe afraid of being judge. Women are more powerful than they know , I think women can still uplift the bla ck race if we came together to fix the things in the black community and work together instead of tearing each other down. If we change our mindset we can change the world.

Dear Professor Wiesel

Dear Professor Wisest, My name is (name here), a (grade) at Esters (School). My English class had Just finished your book â€Å"Night†, and I must say it was one of the most interesting books I've read in awhile. I was extremely excited when my teacher first proposed the idea of reading a survivors story of the Holocaust. I had found it very fascinating to hear a story coming from you, being a survivor of the Holocaust. First, after analyzing details of the book â€Å"Night†, I feel several things need to be read and acknowledge by every human being in order to prevent future mass encodes such as the Holocaust.It seems to me that genocide starts as Just a small idea and in no time it spreads Just as a wild fire would, it grows rapidly. It's absolutely disgusting to know discrimination amongst differences still exists in today's society and eventually leads to the same conclusion. â€Å"Night†, I feel is a great attempt to end discrimination and genocide which is why I truly admire what you have done by reliving your horrific experience in order to teach the world more about the Holocaust from a different perspective.Next, having to live in such a such confined place such as Auschwitz with little food and water is hard enough, but having to cope with such pain from seeing your whole family die along with friends and family for no reason is Just speechless. I had a real tough time coping with a family member death who passed away from old age. Just thinking of what I'd do if I found out my parent's or sister were dead is unimaginable, let alone seeing them die. I honestly don't know how you did it. What did you look up towards? What were you thinking of doing?Being alive now must be official at some points from the terrifying memories that run through your head. In conclusion, I really want to thank you for having the courage to write this story in such great details. You've not only changed others perspectives on discrimination and genocide, you've change mine as well. There was so many details that I feel I could reread this book multiple times and pick up something new each time. Thanks for facing the terrible time in your life in order to teach others and giving us a closer look at humanity's darkest hours. Thanks, (name here) Dear Professor Wisest By motorbike

International Business Chapter 2 Quiz - 2684 Words

Chapter 2—Understanding Politics, Laws, Economics TRUE/FALSE 1. Formal and informal policies are popularly known as the rules of the game. ANS: T PTS: 1 DIF: Moderate REF: p. 20 OBJ: 2.1 NAT: AACSB: Tier 1 Communication | Tier 2 Legal Responsibilities 2. Two pillars—the regulatory and the normative pillar—support informal institutions. ANS: F PTS: 1 DIF: Easy REF: p. 21 OBJ: 2.1 NAT: AACSB: Tier 1 Reflective Thinking | Tier 2 Legal Responsibilities 3. Informal institutions include laws, regulations, and rules. ANS: F PTS: 1 DIF: Easy REF: p. 21 OBJ: 2.1 NAT: AACSB: Tier 1 Communication | Tier 2 Legal Responsibilities 4. An important source of transaction cost is opportunism, defined as seeking†¦show more content†¦20 OBJ: 2.2 NAT: AACSB: Tier 1 Communication | Tier 2 Strategy 5. The institution-based view of global business focuses on the dynamic interaction among: a.|Institutions|c.|Firm behaviors| b.|Firms|d.|All of these answers| ANS: D PTS: 1 DIF: Easy REF: p. 22 OBJ: 2.3 NAT: AACSB: Tier 1 Analytic | Tier 2 Group Dynamics 6. Democracy is defined as a(n) ____ in which citizens elect representatives to govern the country on their behalf. a.|Economic system|c.|Political system| b.|Legal system|d.|Emerging economy| ANS: C PTS: 1 DIF: Easy REF: p. 24 OBJ: 2.4 NAT: AACSB: Tier 1 Communication | Tier 2 Legal Responsibilities 7. ____ had been embraced throughout Central and Eastern Europe and the former Soviet Union until the late 1980s. a.|Communist totalitarianism|c.|Tribal totalitarianism| b.|Theocratic totalitarianism|d.|Right-wing totalitarianism| ANS: A PTS: 1 DIF: Moderate REF: p. 24 OBJ: 2.4 NAT: AACSB: Tier 1 Diversity | Tier 2 Legal Responsibilities 8. Political risk is associated with political changes that may negatively impact domestic and foreign firms. Which statement about political risk is correct? a.|Political risk only exists in communist countries.| b.|Firms operating in democracies never confront political risk.| c.|Firms operating in democracies are subject to political risk.| d.|PoliticalShow MoreRelatedMgt 496 – Strategic Warehouse Management /Complete Class1652 Words   |  7 PagesValue Chain MGT 496 Week 1 DQ 2 Demand Methodology MGT 496 Week 1 Quiz MGT 496 Week 2 DQ 1 The Yogurt Company and Security MGT 496 Week 2 DQ 2 Live Racking at B.M.W MGT 496 Week 2 Quiz MGT 496 Week 3 DQ 1 System Implementation MGT 496 Week 3 DQ 2 Occupational Safety Health Administration (O.S.H.A.) 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