Questions On The Math Class - 934 Words

Wallace Middle school’s students are 51% males and 48% females. Of the 846 students, 65% are Latino, 27% are Caucasian, 3% are African American, and 1% are multi-racial. At Wallace Middle school I observe two classes, eighth grade Pre-AP Algebra and an eighth grade math class. The math class is composed of about 30 students and due to a lack of classroom management they are a handful, to say the least. After careful consideration, I opted to teach Mr. Gutierrez’s first period Algebra class. The learning environment in this class is solid. It is a small class with only 16 students, so they are relatively easy to keep on task. They are a polite and pleasant group of students. The class is primarily Hispanic, with ten Hispanics, two African Americans, and four Caucasians. There are four girls and 12 boys creating a 1:3 ratio of girls to boys. There is only one English language learner, but he has no apparent difficulty in the English department. This same student is also dyslexic, 504 allows him assistance with spelling, reading, and extra time to complete assignments. Due to only having one student who classifies as ELL and SPED modifications to my lesson plans were minimal. The most relevant factor to my pedagogical decisions was the student’s ages and maturity level. Upon reflection I realize teaching is not as easy as I have always assumed it would be. Lesson plans need to be meticulously planned and over planned. My first day of teaching I had not planned enough and myShow MoreRelatedComparative Study On American And Chinese Math763 Words   |  4 PagesAmerican and Chinese Math Teaching and Learning in Secondary Schools Research has shown that Chinese students generally score better on math tests than American students do at various grade levels especially in secondary schools. 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Financial Analysis of GE (General Electric) Example For Students

Financial Analysis of GE (General Electric) Fiscal Analysis of GE Introduction The three major subdivisions of the analysis are industry analysis, and house analysis. From turbines and TVs, to aircraft leasing and power workss, General Electric is plugged in to concerns that shape the modern universe. The company produces take a deep breath aircraft engines, engines and other transit equipment, contraptions, illuming, electric control equipment, generators and turbines, and medical imagination equipment. GE besides owns mega-financial company GE Capital, which offers commercial finance, commercial aircraft leasing, existent estate, and energy fiscal services. GE s other sections include Aviation, Home A ; Business Solutions, and Transportation. GE sold its contraptions concern to Electrolux in 2014. Economic Climate Economic clime is reviewed in relation to past, nowadays, and likely future conditions. GE is the universe s largest diversified company and operates globally. Therefore, economic clime must be considered in both planetary and domestic contexts. Industry Analysis GE participates in several industries ; hence, each of the industries in which the company participates wherein the activity of the company in that industry represents a significant proportion of entire company end product must be considered. GE is best known to most consumers for the company s line of family contraptions. Among industrial concerns, GE is best known for its aircraft engines and its industrial systems. In existent fact, nevertheless, the strongest part to the company s grosss and net incomes are those of the General Electric Capital Corporation, which contributes 41.5 per centum of entire corporate grosss ( GEC, 2000 ) . GE s subordinates, their parts to corporate grosss, and the primary industries in which they compete are presented in Exhibit 3, which may be found in the Appendix. GE is the largest and most profitable of the pudding stone companies runing in the planetary economic system. The steadfast ranks fifth in the Fortune 500. With regard to grosss, the company generates 68 per centum from the United States, 20 per centum from Europe, and 12 per centum from the remainder of the universe. With regard to net incomes, 76 per centum is generated from operations in the United States, 16 per centum from European operations, and 8 per centum from the remainder of the universe ( Hoover s Inc. , 2015 ) . The investing industry within which GE Capital operates is projected for continued growing, as is the assorted electrical merchandises industry, within which GE Industrial Products A ; Systems competes. Growth in the commercial aircraft production industry, upon which the aerospace ( major diversified ) industry depends, is projected through 2014. GE Aircraft Engines is a major rival in the aerospace ( major diversified ) industry. Growth is projected in each of the industries in which the staying GE subordinates compete. Further, the GE subordinates are either market leaders or major rivals in each of these industries ( Hoover s Inc. , 2015 ; GEC, 2000 ) . Firm Analysis The General Electric Company was established in 1892 as the result of a amalgamation between the Thomas-Houston Company and Edison General Electric Company. Thomas Edison was a member of the company s first board of managers. General Electric has ever been successful and has continually looked for variegation chances. GE was one of the original spouses in the Radio Corporation of America ( RCA ) , the developer of the National Broadcasting Company. GE divested its RCA equity in 1930 as a portion of an antimonopoly colony. GE reacquired NBC lock, stock, and barrel in the mid-1980s through its amalgamation ( acquisition ) of RCA. Throughout the 1990s, GE conducted an active acquisition and variegation scheme ( GEC, 2000 ) . In the early yearss of the 21st century, GE actively pursued the transmutation of its consumer-oriented concerns toward an e-commerce orientation. The company besides is seeking to spread out farther outside of North America ( GEC, 2000 ) . Cheating and Plagiarism May Lead to Expulsion Jour EssayOverall Summary of the Company s Financial Condition GE is a financially strong company. The failing in activity affecting plus bend, nevertheless, is a menace to the continued fiscal strength of the company. Further, the company s debt ratios are likely excessively high to prolong over the long-run and stand for a menace to future liquidness. Appraisal of the Market Price of the Company s Common Stock General Electric common stock closed Friday, 17 March 2014 at $ 139.875. That monetary value was up from $ 131.69 a hebdomad before, but remained good below the October-December 2012 norm market monetary value of $ 159.50. The company s P/E ratio is superior to that for the pudding stones industry. The company s common stock appears to be at about the right market monetary value degree in March 2014. Appendix: Exhibits Exhibit 1 Global Economic Growth: Actual and Projected Beginning: Hoovers Inc, 2014. Exhibit 2 Exhibit 3 GE A ; Subordinates: Revenue Contributions A ; Industries ENTITY REVENUE CONTRIBUTION PRIMARY INDUSTRY GE 100.0 % Pudding stones GE Capital 41.5 % Investing Firms GE Industrial Products A ; Systems 11.2 % Assorted Electrical Merchandises GE Aircraft Engines 10.3 % Aerospace Major Diversified GE Power Systems 8.5 % Turbines, Transformers A ; Other Electrical coevals Equipment GE Plastics 6.6 % Plastics A ; Fibers GE Appliances 5.6 % Appliances GE Technical Products A ; Services 5.3 % Medical Appliances A ; Equipment National Broadcasting Company 5.2 % Television Broadcasting Montgomery Ward Holding Co. 3.6 % Department Stores All Other ( Total of 19 ) 2.2 % Beginning: Hoover s Inc. , 2015. Exhibit 4 Common-Size Income Statement Analysis: GE 2012-2014 Item 2012 2013 2014 Grosss Gross saless of Goods 44.8 43.5 42.8 Gross saless of Servicess 14.0 14.8 14.6 Other Income 2.5.6.7 GECS Services Revenues 38.7 41.1 41.9 Entire Revenues 100.0 100.0 100.0 Costss A ; Expenses Cost of Goods Sold 34.0 31.6 31.0 Cost of Services Sold 10.1 10.4 10.2 Interest amp ; Charges 9.3 9.7 8.9 Insurance Losses 9.1 9.6 8.9 Provision for Losses 1.5 1.6 1.5 Other Costs A ; Expenses 23.5 23.4 24.2 Minority Interest.2.3.3 Entire Costs/Expenses ( 87.7 ) ( 86.6 ) ( 86.0 ) Net incomes Before Taxes 12.3 13.4 14.0 Provision for Taxes ( 3.3 ) ( 4.2 ) ( 4.4 ) Net Net incomes 9.0 9.2 9.6 Exhibit 5 Common-Size Balance Sheet Analysis: GE 2012-2014 Item 2012 2013 2014 Assetss Cash A ; Equivalents 1.1 1.2 2.1 Investing Securities 22.1 22.1 20.2 Current Receivables 2.5 2.3 2.1 Inventories 1.7 1.7 1.7 GECS Receivables 41.2 41.2 41.3 Fixed Assets 9.9 10.0 10.1 Other 21.5 21.5 22.5 Entire Assetss 100.0 100.0 100.0 Liabilities A ; Equity Short-run Liabilitiess 39.8 39.8 39.8 Long-run Liabilitiess 47.8 48.1 48.4 Entire Liabilities 87.6 87.9 88.2 Common Stock.2.2.1 Other Capital 3.4 3.6 3.8 Retained Net incomes 13.8 13.7 13.6 Treasury Stock ( 5.0 ) ( 5.3 ) ( 5.6 ) Entire Liability A ; Equity 100.0 100.0 100.0 Bibliography GENERAL ELECTRIC COMPANY Company Information. ( n.d. ) . Retrieved March 28, 2015, from hypertext transfer protocol: //www.hoovers.com/company-information/cs/company- profile.GENERAL_ELECTRIC_COMPANY.8e594783fd3e6c6e.html

Japanese Org. Culture Essays - , Term Papers

Japanese Org. Culture Organizational Culture ?Japanese culture is very different from ours. For one thing, it consists almost entirely of Japanese people. (Barry, 43) Perhaps that seems an obvious statement, but how true it is. The culture of any business, organization, or even government is made up of the people that make the organization. Throughout this paper we will use the culture of the Japanese government as a medium, to see how culture affects the management and decision-making processes. Specifically we will look at how the culture affected the decisions of the government, and how those decisions affected the very lives of the Japanese people on a very dreadful day just over six years ago. A 20-second earthquake, measuring 7.2 on the Richter scale, devastated the city of Kobe, Japan on the morning of January 17th, 1995. Many were still sleeping at 5:46 when the earthquake struck, but they would soon awaken to find great frustration as the lack of public and personal transportation, communication lines, and open roads became increasingly apparent. Indeed, Japan's 6th largest city was facing a problem, and one that needed to be addressed immediately. (Adamson, par 1) q Is America an Autocracy? You have probably read in a newspaper, or watched on television a documentary about a natural disaster on American soil. It could be anything from an East-coast hurricane, to a Mid-west tornado, to a California earthquake. Typically, by the time you are just hearing about the event, the President of the United States will have already declared a state of emergency. Local and national armed forces are immediately dispatched to help assist in any way possible. The way that the President took the information available at the time, and promptly made the decision reflects an autocratic leadership style, as defined by Dessler. (301) Why wasn't there a session of congress held to determine if it was really necessary to declare the emergency? Why weren't the citizens allowed to vote whether or not they deemed it wise spending of their tax-dollars? The President of the United States (obviously, by his title) has the authority to make decisions that affect the United States. Our culture allows him to have the power that he does, whether he is backed by congress or not. We allow him to declare a state of emergency because our culture defines a state of emergency as a problem that needs to be fixed. We do not define it as an international embarrassment, nor do we define it as an internal breakdown of part of our society. q Culturally defining the problem The Japanese government happened to define their problem a little differently. They looked at the disaster as a weak link to their strong nation. They were embarrassed and unwilling to accept help from foreign nations who readily offered. As a matter of fact, due to cultural boundaries, response time to this whole disaster was so bad that it took over 5 years to finally fix all the damage. There was no immediate response when the quake subsided. Four hours passed before the governor of the Hyogo Prefecture asked for help from the Japanese Defense forces. It took the JDF another 5 hours to respond and a full two days before they arrived in Kobe in force. Japanese Prime minister Tomiichi Murayama all but confessed that a lack of preparedness and bureaucratic bungling significantly delayed recovery efforts. Teams of doctors arrived only to be held up at the airport for three days because they did sot have the necessary license to practice in Japan. It took 2 days to get necessary permission to have 50,000 blankets shipped in from the United States. ?Of the 60 nations that offered assistance to the Japanese government, only 20 offers were accepted.(Nevola, par. 5) q All in favor? Perhaps a closer look at the leadership style implemented would help explain why the reaction time was so bad. Most social, moral, and governmental standards are based around conformity. It was understood by foreigners living in the country, that meeting scheduling was apparently a great process that slowed everything. Unconfirmed reports state the before any issues directly related to the earthquake were resolved, absolute conformity had to be reached as pertaining to when the committee would be able

Free Essays on War & Peace

â€Å"All’s fair in love and war† said Francis Edward Smedley. Such could be the summarization of – according to critics – the greatest classic of our time, L.N. Tolstoy’s War and Peace. Themes of dedication to one’s homeland, war strategies, fate, bravery, rebirth, religion and love are portrayed in the novel as seen both through the eyes of the aristocracy and the peasantry. The theme that carries throughout the entire novel is the coming together of the classes to protect their motherland. â€Å"There were some that adopted all the army procedures and had infantry, artillery, a staff, and the conveniences of life; some consisted only of Cossack cavalry; others were scratch groups of foot and horse, of landowners and peasants, and remained unknown. A deacon commanded such a band, which captured several hundreds prisoners in the course of a month. There was also Vasilisa, the wife of a village elder, who slew hundreds of the French.† All mingled, rich and poor, those who were armed and those who were not properly equipped fought with equal fervor. A rising of the nation in such a manner, a merging into an indivisible strength and will in war strongly contrasted the division of classes in peace. At war, â€Å"the gulf between the ‘two nations’, the gentry and the peasantry, and between the patriotic and unpatriotic elements of the gentry was greatly narrowed.† Tolstoy revered this idea because he believed in patriotism, brotherhood, and spreading of wealth. Tolstoy overthrows the idea of war strategies and leaves everything to fate and spirit, â€Å" †¦ the strength of an army depends on its spirit.† The spirit does not recognize boundaries of classes, but sweeps the entire nation and creates a mass of fighting peasants and counts, women and children. Tolstoy tenaciously held on to his belief that â€Å"the common people, wo... Free Essays on War & Peace Free Essays on War & Peace â€Å"All’s fair in love and war† said Francis Edward Smedley. Such could be the summarization of – according to critics – the greatest classic of our time, L.N. Tolstoy’s War and Peace. Themes of dedication to one’s homeland, war strategies, fate, bravery, rebirth, religion and love are portrayed in the novel as seen both through the eyes of the aristocracy and the peasantry. The theme that carries throughout the entire novel is the coming together of the classes to protect their motherland. â€Å"There were some that adopted all the army procedures and had infantry, artillery, a staff, and the conveniences of life; some consisted only of Cossack cavalry; others were scratch groups of foot and horse, of landowners and peasants, and remained unknown. A deacon commanded such a band, which captured several hundreds prisoners in the course of a month. There was also Vasilisa, the wife of a village elder, who slew hundreds of the French.† All mingled, rich and poor, those who were armed and those who were not properly equipped fought with equal fervor. A rising of the nation in such a manner, a merging into an indivisible strength and will in war strongly contrasted the division of classes in peace. At war, â€Å"the gulf between the ‘two nations’, the gentry and the peasantry, and between the patriotic and unpatriotic elements of the gentry was greatly narrowed.† Tolstoy revered this idea because he believed in patriotism, brotherhood, and spreading of wealth. Tolstoy overthrows the idea of war strategies and leaves everything to fate and spirit, â€Å" †¦ the strength of an army depends on its spirit.† The spirit does not recognize boundaries of classes, but sweeps the entire nation and creates a mass of fighting peasants and counts, women and children. Tolstoy tenaciously held on to his belief that â€Å"the common people, wo...

American Privateers in the Revolutionary War

American Privateers in the Revolutionary War American Privateers in the Revolutionary War Before the Revolutionary War began, the Continental Congress showed little interest in creating a navy for the new nation (Nelson 62). Congress was reluctant to supply the funds to purchase or build ships, purchase supplies, or pay sailors to man the ships. When the Revolution began, however, Congress realized it was important to have American ships patrolling the coasts of the new nation, especially because Britain’s naval force was the most powerful at the time (Frayler). Consequently, the Americans turned to privateering. Privateer ships were privately owned vessels and were similar to pirate vessels. Unlike pirates, privateers were authorized by the government to attack ships belonging to an enemy. Privateering during the Revolution financially benefited both sailors and colonists alike and it assisted the Continental Army by providing supplies. American privateers, commissioned by the Continental Congress and the colonies, played an important role in the development of the United States and the outcome of the Revolutionary War. Beginning in 1775, soon after the beginning of the Revolutionary War, the Continental Congress and individual colonies began commissioning privateers (Konstam 148). In November of 1775, the Massachusetts General Court approved â€Å"An Act For Encouraging the Fixing out of Amed Vessels† (Patton 27). This act allowed citizens to â€Å"equip any vessel to sail on the seas, attack, take and bring into any port in this colony all vessels offending or employed by the enemy† (qtd. in Patton 27). Additionally, it outlined the proper procedure for obtaining commissions and creating prize courts to distribute the captured wealth. The Continental Congress passed an act on March 23, 1776, which formalized the commissioning process and established rules of conduct for privateers (Frayler). The act required owners of privateering vessels to post monetary bonds in order to verify that they would adhere to Congress’s regulations. (Frayler). Applications for commission required the applicant to supply a sum of money as much as $10,000 as a promise to treat captives with â€Å"the greatest humanity and tenderness† (Patton 98). Applicants were charged $5,000 if the vessel weighed less than 100 tons and $10,000 if it was larger (Kuhl 86). In another act, passed on April 3, 1776, Congress issued instructions for the commanders of privateering vessels. The act authorized the commanders to â€Å"by Force of Arms, attack, subdue, and take all Ships and other Vessels belonging to the inhabitants of Great Britain on the High Seas,† and â€Å"by Force of Arms, attack, subdue, and take all ships and oth er Vessels whatsoever carrying Soldiers, Arms, Gun powder, Ammunition, Provisions, or any other contraband Goods, to any of the British Armies or Ships of War employed against these Colonies† (qtd. in Salem Maritime National Historic Site). As Massachusetts’s act suggested, any vessel could become a privateer (Patton 27). Although this quickly increased the number of privateers on the seas, it made it possible for ships of any condition to become privateering ship. When Washington, a large Continental schooner, was captured by the British, the Royal Navy deemed it to be unsuitable for sea or for war, suggesting that not all privateer ships were in the best condition when they were commissioned (Patton 32-33). The physical state of a ship was important, but the size of a ship was equally significant. The largest ship was the Caesar, a 600-ton, 26-gun ship and the smallest was the 8-ton Defense (Frayler). The most prevalent ships were two-masted schooners and brigantines. By early 1776, ships of all sizes were cruising the Atlantic Ocean, Caribbean Sea, and the Canadian coast (Konstam 148). In order to become a privateer, the owner of the ship had to be issued a letter of marque and reprisal. These documents promised that the bearers would not be prosecuted as pirates by their home nation (History Channel). If a ship attacked another ship but did not have a letter of marque, the attackers were considered pirates and could be hung for their crimes (Kuhl 12). Letters of marque provided extra protection to the bearer because it guaranteed that captured privateers would be treated as prisoners of war rather than criminals by the foreign nation (History Channel). The documentation from this time is incomplete, but about 1,700 Letters of Marque were provided on a per-voyage basis to Revolutionary privateers (Frayler). Although letters of marque were supposed to protect the privateers, the promises made by the Congress were never fully accomplished because the British passed the Pirate Act in March of 1777 (Patton 34). Under this act, privateers were regarded as pirates, and were denied both due process in British courts and the opportunity for prisoner exchange. As a result, many captured American privateers were jailed and had only three options to get out: join the Royal Navy, escape, or die. Even before the Pirate Act was passed, the British often treated their prisoners poorly (Kuhl 43). However, it is worth noting that many British citizens disagreed with the poor conditions that American privateers were subject to and many opponents called the Pirate Act â€Å"cruel, persecuting† and â€Å"shocking to humanity† (qtd. in Patton 142). In December of 1777, about one hundred Londoners met together and raised  £1,300 to be allocated to American inmates so they could purchase goods that were otherwise unavailable to them (Patton 143-144). Three members of the House of Lords also contributed money to the cause and charities and churches donated food and other supplies. The risk of capture, imprisonment, or death did not deter sailors and citizens from rushing to become privateers. Men continued to join privateering vessels because of the promise of riches. Although privateers received no pay for their service other than the spoils they stole from British ships, many men signed up to become privateers because they could quickly earn a large sum of money (Konstam 148). Privateering was so lucrative that it was possible for a man to make more money in a month as a privateer than he could earn in another occupation in an entire year (Patton xvii). There is at least one known instance of a sailor, Joseph Peabody, who rose from a lowly deckhand to a privateer investor by participating in just nine voyages between 1777 and 1783 (Patton 115). In August of 1776, John Adams observed, â€Å"Thousands of schemes for privateering are afloat in American imaginations. Out of these speculations many fruitless and some profitable projects will grow† (qtd. in Patton 113). When a ship was captured by privateers, it was usually taken to a friendly port (Kuhl 33). Crews on a privateer tended to be larger than normal because part of the crew was required to board the captured ship and sail it. Goods captured by privateers, called prizes, were usually subject to judgement in an admiralty court (Kuhl 12). The admiralty court decided if the captors were eligible for payment and if they had followed the correct protocols (Kuhl 87). In order to receive payment, the prize had to arrive in port with the correct paperwork and whole cargo; it had to have been captured from an enemy; and the prisoners could not be harmed and their personal belongings could not be confiscated. However, in some cases of extreme need, supplies could be sent to the Army without being invoiced (Patton 120). In the case of the cargo ship Lively, the load of clothing and blankets were sent directly to American troops, and the captors did not receive payment for the supplies, which were estimated to be worth  £25,000. When the admiralty court decided that the crew had followed the correct protocols, the prize would then be auctioned off and the crew would be paid (Patton 121). Once they were paid, privateers tended to equally divided the payment between crew and owners (Kuhl 51). In some cases when the military was bidding on supplies, the public would sometimes refrain from bidding (Patton 121). Although this saved the government money, it lessened the payment that the crew would receive. Once the auction had ended, the winning bidder was usually required to immediately pay five percent of the purchase price (Patton 118). In its infancy, Revolutionary privateering was a disaster. The first privateering ship, the Hannah, would cause numerous problems for Congress (Nelson 87). The captain of Hannah was reluctant to sail far from port so he frequently seized merchant ships belonging to fellow Americans (Patton 30). The first ship captured by Hannah was Unity, a continental transport belonging to a member of Congress. Although Unity had been captured by the British, Hannah’s crew received no payment for the recapture of the transport ship. As a result, thirty-six members of the angry crew mutinied and were punished when the mutiny was eventually subdued (Patton 31). The next seven ships captured by Hannah also belonged to Americans, and damages had to be paid out of Continental funds for the merchandise that the crewmen stole. Another early privateer ship, Washington, captured only one legitimate prize (a load of hay) before being captured by the British after only eight days of service (Patton 3 2). Despite the discouraging beginnings, not all privateering ventures were disastrous. Lee, a small schooner crewed by 50 men, was able to capture Nancy, a transport ship that was four times the size of Lee (Patton 35). Despite Nancy’s size, Lee was able to capture the transport ship because Nancy’s crew was disoriented after sailing through a storm and they had mistaken the Lee for a Royal Navy ship. The British ship was loaded with precious supplies: tons of ammunition, thousands of weapons, and a three-thousand-pound mortar were all seized for use by the Continental Army. The cargo had an estimated worth of  £10,000 to  £30,000. In 1776, the Continental schooner Franklin intercepted the three-hundred-ton British transport, Hope (Patton 44). Hope carried numerous cannons and muskets as well as seventy-five tons of powder, making it the most valuable prize captured during the Revolution. When Hope and the cargo were finally auctioned off, they would be sold for more than $1.5 million (Patton 118). A Salem privateer ship named the Rattlesnake captured more than $1 million worth of prizes in a single cruise (Konstam 148). The Connecticut privateer Defence successfully captured two British transports, George and Annabella, and a third ship within a period of a few days (Kuhl 41-42). The captured ships carried necessary equipment, including tent supplies, blankets, cooking supplies, clothing, and small arms and bayonets (Kuhl 44). Washington immediately demanded that these supplies be sent to the Continental Army stationed in New York. Sailors were not the only people to profit from government-endorsed piracy against British fleets. Many ports, including the ports at Salem, Baltimore, and particularly Boston, benefitted from the privateers that operated off their coasts (Konstam 148). General Washington praised Bostonians for â€Å"the valuable prizes that have been lately brought into your port. We stand in need of all your activity to increase our supplies by these means† (qtd. in Patton 107). Rhode Island benefitted as well, and an estimated  £300,000 worth of prizes were brought into Providence between April and November of 1776 (Patton 91). Sailors of privateer ships often pledged future earnings to creditors as a way to settle debts (Patton 79-80). If the sailor’s earnings exceeded the debt amount, the agreement allowed the creditor to keep the difference. Investors earned money by owning and trading privateers shares (Patton 80). The value of these shares depended on the quality of the ship and the competency of the crew. A sixteenth of a share in a small privateer ship cost  £56 during the war (Patton 91). Manufacturing companies in the colonies profited as well. One cannon company owned by the Brown family in Providence, Rhode Island, sold their cannons for  £35 per ton (Patton 88). Congress ordered sixty twelve- and eighteen-pound cannons for their privateering vessels and a former member of Congress ordered twenty-six cannons (Patton 89). However, because many of the guns manufactured by the Brown’s company were set aside for private ships who would pay in advanced and pay extra for weapons, customers like Congress had to wait a long period of time for their guns to be produced (Patton 90). Although privateers helped the American cause by supplying the Continental Army with goods and weapons, privateering had a downside: privateers were owned by individuals, rather than the Navy or government, so they were not obligated to fight enemy ships (Nelson 285). While this helped maximize profits for the privateers, it limited their usefulness in the war. However, targeting merchant vessels did help the Revolutionary cause by applying financial pressure to English merchants (Kuhl 51). The Americans knew that if they harassed the British merchants enough, the merchants would in turn pressure Parliament and the king into ending the war. The popularity of privateering also decreased the number of men fighting in the Continental Army (Patton 124). Naval sailors were especially attracted to privateering, and they frequently deserted the Navy. While the Continental Navy offered many of the same benefits as privateers (such as a doubled prize share for the first sailor to spot an enemy vessel and a tripled share for the first sailor to board an enemy vessel), privateers had no regulations against cursing and did not require sailors to attend a religious service twice a day (Patton 78). As a result, the government began to place embargoes on the privateering industry (Patton 124). Before a privateer or merchant ship could leave its home port, the town had to fulfill the military manpower quotas for the town. Unsurprisingly, businessmen openly protested the embargo. John Adams opposed the embargo as well, stating, â€Å"I am sorry the embargo was ever laid. I am against all shackles upon trade. Let the spirit of the peo ple have its own way† (qtd. in Patton 124) As the Revolutionary War progressed, the success of the privateers began to dwindle. In 1777, British Parliament authorized their own anti-American privateers (Patton 107). Parliament had been initially been reluctant to authorize anti-American ships because it would acknowledge America as a legitimate country. As a result of Parliament’s decision, more than a thousand loyalist ships were launched from Britain and the West Indies and another one hundred warships launched from New York. Some estimates claim that admiralty courts in New York were inundated with up to 2,600 requests for privateer commission and letters of marque (Patton 147). It is difficult to calculate the number of American privateers killed, but records show that 832 Continental seaman (not including privateers) had died at sea during the Revolutionary War (Patton 111). During the Revolution, American privateers had captured more than three thousand British merchant ships (Konstam 148). Other sources state that eight hundred vessels that were commissioned as privateers have been credited with capturing or destroying about six hundred British vessels (Frayler). The British lost an estimated  £6 million annually as a result of privateering during the war (Patton, 43). Maritime diminution in the West Indies alone by mid-1777 were calculated at  £2 million (Patton 135). Additionally, American privateers caused an estimated $18 million (a little more than $302 million today) worth of damage to British ships (Frayler). In fact, shipping losses caused by privateers were a part of the reason in Britain’s decision to surrender (Konstam 148). Privateering was initially a disaster but many ships were very successful in capturing British vessels. Although privateering was dangerous, it was an extremely profitable venture that many Americans benefitted from. Sailors benefited by quickly earning money, merchants supplied weapons and other necessary items to privateers, and investors could earn money by trading stock in privateer ventures. Most importantly, privateers helped supply the Continental Army with captured British goods, such as clothes, blankets, weapons, and gunpowder. Privateers, regardless of their successes and failures, played a crucial role in the development of the United States and the outcome of the Revolutionary War.

Communication in the Corporate World Research Paper

Communication in the Corporate World - Research Paper Example The survey found that 96% of the executives reported that today's employees must have good communication skills to get ahead (Ann Fisher, Fortune Magazine, December7, 1998. pp. 244) New studies show there is a high correlation between communication skills and income. Even among college graduates, those with higher scores in literacy (use of printed and written information) earn 47 percent more than lower scoring graduates earn (Paul T. Decker et al., Education and the Economy: An Indicators Report (Washington, DC Government Printing Office. 1997, pp. 131) "The ability to write and communicate your thoughts clearly in a presentation is the most essential skill you need to achieve any success in business. If you have a great mind and great thoughts, but you are not able to express them, it's very hard to be successful." The Wall Street Journal comments additional support to the importance of communication, "To stand out from the competition, you must demonstrate the unwritten requirements that are now most in demand: leadership and communication skills." (D. Perry. "Do You Have the Skills Most in Demand Today" Career Journal from 'The Wall Street Journal', 2002) Peter Drucker, recipient of the Presidential Medal of Freedom and one of the most respected management consultants, educators, speakers, and writers of our time, made those observations about communication: "Colleges teach the one thing that is perhaps most valuable for the future employee to know. But very few students bother to learn it. This one basic skill is the ability to organize and express ideas in writing and speaking. As soon as you move one step from the bottom, your effectiveness depends on your ability to reach others through the spoken or the written word. And the further away your job is from manual work, the larger the organization of which you are an employee, the more important it will be that you know how to convey your thoughts in writing or speaking. In the very large organization..the ability to express one's own is perhaps the most important of all the skills a person can possess" Peter Drucker They are just a few quotes and researches. The list is long. From this point onwards, it should be clear that good communication skill is one of the most important reasons for achieving success in your professional life. Whatever position you have in business, your performances will be judged largely by your ability to communicate. If you perform (and communicate) well, you are likely to be rewarded with advancement. And the higher you advance, the more you will need your communication ability. Communication enables human beings to work together. In a business, it is the vehicle through which management performs its basic functions. Managers direct through communication, coordinate through communication, and staff, plan, and control through communica

US covert action Essay Example | Topics and Well Written Essays - 2000 words

US covert action - Essay Example programs and policies abroad that are not apparent or acknowledged publicly. Whether it is a realistic expectation for U.S. to continue with covert action? There is no realistic expectation that U.S. can continue with covert actions without been discovered. Covert action remains a third option for American foreign policy beyond the initial two options of diplomacy and combat. On covert action, the CIA can be regarded as damned when they do, and damned when they do not. Can one expect the U.S. hand to remain "hidden" even if the action is discovered? Covert actions details activities of the U.S. government to influence political, military, or economic conditions abroad. The U.S. government conceals its responsibility based on the justification that the U.S. responsibility would render an operation infeasible. The core objective of covert action rests on influencing events overseas secretly and in support of U.S. foreign policy.2 The U.S. would be overly optimistic for its hand to rema in â€Å"hidden† even if the action is discovered.... For instance, if Israel was to admit having a nuclear program, such an action can trigger a nuclear arms race within the Middle East, who may feel threatened by Israel. Plausible deniability or the non-attribution to the U.S. for its covert operations makes it impossible to trace back to their point of origin. Plausible deniability is pertinent in protecting the U.S., and it operatives’ from the consequences of disclosures. Measures to make covert action a continued viable policy? Covert action is a necessary, but controversial instrument for U.S. foreign policy. The government should undertake covert actions only if: the intentions and objectives are concisely spelled out, just, and reasonable; there is a reasonable possibility of success; the methods envisaged are commensurate with the objectives; and, due deliberation undertaken with the full knowledge and concurrence of appropriate constituents. Question 2: (A) What was the objective of each operation? The overthrow of Mos sadeq in Iran (1953) arose when Kermit Roosevelt and few other CIA operatives orchestrated a successful coup against Iranian Prime Minister Mohammad Mossadeq the U.S perceived as becoming allied with Iran’s Soviet-dominated Tudeh Party. Roosevelt secured the hesitant support of the Shah dismissing Mossadeq. Zahedi, a highly ranking officer, selected to lead the coup.5 In the wake of the success of the Iranian operation, the CIA also orchestrated a combination of both military and psychological pressures to force leftist Guatemala president, Jacobo Arbenz from office in 1954. The operation (labeled as Operation BPSUCCESS) utilized an invasion by a ragtag â€Å"liberation† army, fictional arms drops, psychologically effective CIA air attacks, and disinformation disseminated to prompt