Daniel Erasmus and the strategic merging of internal and external planning within organisations The WritePass Journal

Daniel Erasmus and the strategic merging of internal and external planning within organisations Introduction Daniel Erasmus and the strategic merging of internal and external planning within organisations IntroductionReferences:Related Introduction Daniel Erasmus (2008), stated that, scenarios is the process which merge inside and outside planning within organisations in order to create a new strategic planning to the future. However, scenario planning created in 1960 by shell group planning ina; order to become the eyes that perceive the prospect of the world future outside the organisation, by showing the right direction that most influences the company environment. Therefore, it is described as a graphic with is detailed and probability view of how the business environment of the company will develop in the future according to the performance of the group and influences, (Lynch 2003). Moreover, (kotler 2003) also argues that scenario planning as the stability of creating possibility illustration of the company prospectively future in different theories about motivating the market as well differentiations suspicions. According to Kippenberger, (1999), private and public organisations both derive the business environmental that is diversity. Whereas, the companies have to be prepare in order to cope with variety changes internal and internal and they must to become to perceive the image about the changes in the future possibility within the business environment. Nevertheless, business must to consider using one scenario prospect as strategic planning, so it will then be possible to have visionary of what might happen and having the solutions to solve problems, this will allows the company to create their own business strategies. References: danielerasmus.com/publications_files/Introduction%20to%20Scenario%20Thinking_1.pdf

History of USS Intrepid World War II Aircraft Carrier

History of USS Intrepid World War II Aircraft Carrier The third Essex-class aircraft carrier built for the US Navy, USS Intrepid (CV-11) entered service in August 1943. Dispatched to the Pacific, it joined in the Allies island-hopping campaign and took part in the Battle of Leyte Gulf and invasion of Okinawa. In the course of the World War II, Intrepid was hit by a Japanese torpedo and three kamikazes. After serving with the occupation forces at the end of the war, the carrier was decommissioned in 1947. Fast Facts: USS Intrepid (CV-11) Nation: United StatesType: Aircraft CarrierShipyard: Newport News Shipbuilding CompanyLaid Down: December 1, 1941Launched: April 26, 1943Commissioned: August 16, 1943Fate: Museum ShipSpecificationsDisplacement: 27,100 tonsLength: 872 ft.Beam: 147 ft., 6 in.Draft: 28 ft., 5 in.Propulsion: 8 Ãâ€" boilers, 4 Ãâ€" Westinghouse geared steam turbines, 4 Ãâ€" shaftsSpeed: 33 knotsRange: 20,000 nautical miles at 15 knotsComplement: 2,600 menArmament4 Ãâ€" twin 5 inch 38 caliber guns4 Ãâ€" single 5 inch 38 caliber guns8 Ãâ€" quadruple 40 mm 56 caliber guns46 Ãâ€" single 20 mm 78 caliber gunsAircraft90-100 aircraft In 1952, Intrepid commenced a modernization program and rejoined the fleet two years later. The next two decades saw it serve in a variety of roles including as a recovery ship for NASA. Between 1966 and 1969, Intrepid conducted combat operations in Southeast Asia during the Vietnam War. Decommissioned in 1974, the carrier has been preserved as a museum ship in New York City. Design Designed in the 1920s and early 1930s, the US Navys Lexington- and Yorktown-class aircraft carriers were built to meet the limitations set forth by the Washington Naval Treaty. This agreement placed restrictions on the tonnage of different types of warships as well as capped each signatorys overall tonnage. These types of limitations were affirmed through the 1930 London Naval Treaty. As global tensions became more severe, Japan and Italy left the agreement in 1936. With the collapse of the treaty system, the US Navy began creating a design for a new, larger class of aircraft carrier and one which drew from the lessons learned from the Yorktown-class. The resulting design was wider and longer as well as included a deck-edge elevator system. This had been used earlier on USS Wasp (CV-7). In addition to carrying a larger air group, the new design mounted a greatly enhanced anti-aircraft armament. Construction Designated the Essex-class, the lead ship, USS Essex (CV-9), was laid down in April 1941. On December 1, work commenced on the carrier that would become USS Yorktown (CV-10) at Newport News Shipbuilding Dry Dock Company. That same day, elsewhere in the yard, workers laid the keel for the third Essex-class carrier, USS Intrepid (CV-11). As the US entered World War II, work progressed on Intrepid and it slid down the ways on April 26, 1943, with the wife of Vice Admiral John Hoover serving as sponsor. Completed that summer, the carrier entered commission on August 16 with Captain Thomas L. Sprague in command. Departing the Chesapeake, the Intrepid completed a shakedown cruise and training in the Caribbean before receiving orders for the Pacific that December. Island Hopping Arriving at Pearl Harbor on January 10, Intrepid commenced preparations for a campaign in the Marshall Islands. Sailing six days later with Essex and USS Cabot (CVL-28), the carrier began raids against Kwajalein on the 29th and supported the invasion of the island. Turning towards Truk as part of Task Force 58, Intrepid took part in Rear Admiral Marc Mitschers highly successful attacks on the Japanese base there. On the night of February 17, as operations against Truk were concluding, the carrier sustained a torpedo hit from a Japanese aircraft which jammed the carriers rudder hard to port. By increasing power to the port propeller and idling the starboard, Sprague was able to keep his ship on course. On February 19, heavy winds forced Intrepid to turn north towards Tokyo. Joking that Right then I wasnt interested in going in that direction, Sprague had his men construct a jury-rig sail to help correct the ships course. With this in place, Intrepid limped back to Pearl Harbor arriving on February 24. After makeshift repairs, Intrepid departed for San Francisco on March 16. Entering the yard at Hunters Point, the carrier underwent full repairs and returned to active duty on June 9. Proceeding to the Marshalls in August, Intrepid began strikes against the Palaus in early September. After a brief raid against the Philippines, the carrier returned to the Palaus to support American forces ashore during the Battle of Peleliu. In the wake of the fighting, Intrepid, sailing as part of Mitschers Fast Carrier Task Force, conducted raids against Formosa and Okinawa in preparation for Allied landings in the Philippines. Supporting the landings on Leyte on October 20, Intrepid became embroiled in the Battle of Leyte Gulf four days later. USS Intrepid (CV-11) during the Battle of Leyte Gulf, 1944. US Naval History and Heritage Command Leyte Gulf and Okinawa Attacking Japanese forces in the Sibuyan Sea on October 24, aircraft from the carrier mounted strikes against enemy warships, including the massive battleship Yamato. The following day, Intrepid and Mitschers other carriers delivered a decisive blow against the Japanese forces off Cape Engaà ±o when they sank four enemy carriers. Remaining around the Philippines, Intrepid sustained heavy damage on November 25 when two kamikazes struck the ship in the course of five minutes. Maintaining power, Intrepid held its station until the resulting fires were extinguished. Ordered to San Francisco for repairs, it arrived on December 20. Repaired by mid-February, Intrepid steamed west to Ulithi and rejoined operations against the Japanese. Sailing north on March 14, it commenced strikes against targets on Kyushu, Japan four days later. This was followed by raids against Japanese warships at Kure before the carrier turned south to cover the invasion of Okinawa. Attacked by enemy aircraft on April 16, Intrepid sustained a kamikaze hit on its flight deck. The fire was soon extinguished and flight operations resumed. Despite this, the carrier was directed to return to San Francisco for repairs. These were completed in late June and by August 6 Intrepids aircraft were mounting raids on Wake Island. Reaching Eniwetok, the carrier learned on August 15 that the Japanese had surrendered. Postwar Years Moving north later in the month, Intrepid served on occupation duty off Japan until December 1945 at which point it returned to San Francisco. Arriving in February 1946, the carrier moved into reserve before being decommissioned on March 22, 1947. Transferred to Norfolk Naval Shipyard on April 9, 1952, Intrepid began an SCB-27C modernization program which altered its armament and updated the carrier to handle jet aircraft. Re-commissioned on October 15, 1954, the carrier embarked on a shakedown cruise to Guantanamo Bay before deploying to the Mediterranean. Over the next seven years, it conducted routine peacetime operations in the Mediterranean and American waters. In 1961, Intrepid was redesignated as an anti-submarine carrier (CVS-11) and underwent a refit to accommodate this role early the following year. USS Intrepid (CV-11) recovers Gemini 3, March 23 ,1965. NASA NASA and Vietnam In May 1962, Intrepid served as the primary recovery vessel for Scott Carpenters Mercury space mission. Landing on May 24, his Aurora 7 capsule was recovered by the carriers helicopters. After three years of routine deployments in the Atlantic, Intrepid reprised its role for NASA and recovered Gus Grissom and John Youngs Gemini 3 capsule on March 23, 1965. After this mission, the carrier entered the yard in New York for a Fleet Rehabilitation and Modernization program. Completed that September, Intrepid deployed to Southeast Asia in April 1966 to take part in the Vietnam War. Over the next three years, the carrier made three deployments to Vietnam before returning home in February 1969. USS Intrepid (CVS-11) in the South China Sea, September 1966. US Naval History and Heritage Command Later Roles Made flagship of Carrier Division 16 with a home port of Naval Air Station Quonset Point, RI, Intrepid operated in the Atlantic. In April 1971, the carrier participated in NATO exercise before beginning a goodwill tour of ports in the Mediterranean and Europe. During this voyage, Intrepid also conducted submarine detection operations in the Baltic and on the edge of the Barents Sea. Similar cruises were conducted each of the following two years. Returning home in early 1974, Intrepid was decommissioned on March 15. Moored at Philadelphia Naval Shipyard, the carrier hosted exhibits during the bicentennial celebrations in 1976. Though the US Navy intended to scrap the carrier, a campaign led by real estate developer Zachary Fisher and the Intrepid Museum Foundation saw it brought to New York City as a museum ship. Opening in 1982 as the Intrepid Sea-Air-Space Museum, the ship remains in this role today.

Literaty Anaylsis Essay Example | Topics and Well Written Essays - 500 words

Literaty Anaylsis - Essay Example The essay tries to make a literary analysis of Frost’s poem â€Å"Birches† laying special emphasis on its theme and the literary devices employed in it. One of the major themes of the poem is that of imagination versus reality. The poet, like the birch swinger, tries to fly into an imaginary world, but he ultimately realizes that â€Å"one must remain within the natural world itself and that complete escape into the world of the imagination is impossible† ("Birches: Themes"). The poet finds the birch tree â€Å"bend to left and right† and he understands the reality that it is the result of ice-storms. However, his imagination goes beyond the actual reason and concludes that some boy would be swinging on the birches. Thus, the tension between â€Å"the real world and the world of the imagination, runs throughout Frosts poetry and gives the poem philosophical dimension and meaning far greater than that of a simple meditation on birch trees† ("Birches: Introduction†). Later the poet himself identifies with the boy and considers himself to be a birch swinger. The poet is of the opinion that when one is â€Å" weary of considerations† and life seems to be â€Å"a pathless wood†, he/she is quite likely to â€Å"to get away from the earth awhile†. Thus, the climbing of the boy in the poem symbolizes man’s escape from the real world to the world of imagination or illusion and his coming down to earth suggests coming back to the world of reality. For the poet, the escape from the earth is only momentary and this occasional climb to the world of imagination provides one with the inner strength to face the real world. As Frost himself puts it: â€Å"Id like to get away from earth awhile / And then come back to it and begin over†. At the end, the poet comes to the realization that the â€Å"earth is the right place for love† and that he cannot find a better place than this. Thus, the poem can be rightly understood as a conflict of the soul

Canon's international market Essay Example | Topics and Well Written Essays - 3000 words

Canon's international market - Essay Example Research identifies, further, little to no influence in the country of origin effect for this brand. 1.0 Introduction Canon, founded in 1937, is a Japanese multinational brand that focuses on several different markets. The brand specialises in the production of photocopiers, digital and movie production cameras, printers and household camcorders. In 2012, Canon maintained nearly 21 percent market share among competition for sale of copiers and computer printers (Tonerfabrik 2013). It is through innovation, rather than standardisation, that Canon is able to capture such high market share in computer hardware and peripherals, consistently making improvements to product design and functionality in order to achieve target market interest. Canon operates in a very competitive international market, with major brand-recognised names such as Nikon, Hewlett-Packard, and Samsung maintaining the most prominent competitive forces. Furthermore, Canon provides products to Japanese, Chinese, Europe an and North American consumers, with each market maintaining different needs for functional camera and computer peripheral equipment. Additionally, the businesses’ medical equipment customer segments are drawn to Canon’s recent innovations in providing pioneering medical imaging products which is changing the scope of Canon’s production systems and emphasis on product output. In order to compete successfully in a dynamic and very saturated international market, Canon must identify opportunities to better serve diverse consumers and business customers and consistently innovate as part of multinational strategy. 2.0 Canon 4P marketing analysis This section describes Canon’s approach to the marketing mix that determines its market position among competing brands. 2.1 Product Canon cannot adopt a standardised marketing philosophy as the lifestyles and needs of consumers vary according to cultural characteristics, usage patterns for the products provided by C anon, and their level of price sensitivity. Japanese consumers, according to Geert Hofstede, a famous and respected cultural researcher, score very highly in uncertainty avoidance on Hofstede’s Cultural Dimensions scale (Hofstede 2010; Fernandez et al. 1997). As such, consumers purchasing Canon’s computer hardware and cameras will want to be ensured of quality, a proven product superiority that will justify the majority of their decision-making when comparing other technology brands. In Japan, Canon produces products for consumer markets that are largely undifferentiated, meaning that competition continues to replicate existing innovations that make products, competitive, rather homogenous. It is necessary for Canon to position the business as a quality leader for this consumer market, consistently reinforcing that the company continues to produce superior output. Figure 1: Illustrative example of Canon product advertising in Japan Source: Laman, T. (2013). Tim Laman à ¢â‚¬â€œ Wildlife journalist. [online] Available at: http://timlaman.com/#/published-work/commercial/11Canon_Ad-Female_Ibis_2 (accessed 18 May 2013). As illustrated by Figure 1, Canon illustrates the image quality that will be attained by its camera products,

My Leadership Style Essay Example for Free

My Leadership Style Essay Abstract Leadership is defined as a social influence process in which an individual seeks the participation of subordinates in an effort to research organizational goals. (Kinicki-Kreitner (p.346). My personal leadership style is based on the situational theory of leadership. Based on the type of situation my ability to adapt my leadership style is what makes me an effective manager. My Leadership Style Leadership is defined as a social influence process in which an individual seeks the participation of subordinates in an effort to research organizational goals. (Kinicki-Kreitner p.346) Being a leader in today environment is even challenging than ever. This is due to the pressure for increased transparency due to corporate greed, government pressure and individual corruption. There are great leaders throughout our history such as Martin Luther King, George Washington, and Jack Welsh. However, great leaders don’t have to be good. Barbara Kellerman notes that â€Å"leaders are like the rest of us are: trustworthy and deceitful, cowardly and brave, greedy and generous†. (Kinicki-Kreitner p.346) Hitler, Mussolini, and Stalin are examples of great leaders that use their influence for their own personal gain. Kinicki-Kreitner states that â€Å"to assume that all leaders are good is to be willfully blind (p.346). There are many different leadership styles and different leadership theories that individuals and corporations use. My personal leadership style is based on the Situational Theory. It is also transactional and adaptive compassionate and open. The situational theory of leadership is based on the effectiveness of a particular style of leader behavior depends on the situation. As the situation changes, so does the leadership style of the leader. As a retail manger managing 103 employees, my leadership styles changes on a daily basis. Things are always changing in this fast pace environment. Rules,  regulations, personal challenges, customer issues, are some of the many challenges that my managers and I face on a daily basis. I relate very well to Fiedlers’ situational model of leadership. His model is based on two factors. The first factor is that the degree which the situation gives the leaders control and influence is the likelihood the leader can successfully accomplish the job (Kinicki-Kreitner p.352). The second factor is based on how the leader is motivated. Is he or she motivated for accomplishment of the task or for close and personal relations? (Kinicki-Kreitner p.352) Based on these assumptions, my leadership style is based on build relationships. I value building relationships with people. I believe that building structured relationships with my employees will give them confidence in me and my ability to lead them. Making hard decisions such as hours reduction was easier to communicate to my employees because of the relationship that I built with them. They were able to understand and accept that this was necessary for the greater good of keeping the store open and profitable. This leads me to believe that I have a high amount of situational control within my environment. Situational control refers to the â€Å"amount of control and influence a leader has in his or her environment† (Kinicki-Kreitner p.352) There are three dimensions of situational control. They are Leader member relations, task structure and position power. I relate to all three dimensions with leader-member relations being the highest. Due to the relationships that I have built within my organization, I have the support, loyalty and trust of my assistant managers and my hourly employees. Leaders in today’s economic and political conditions must me servants and not dictators. Robert Greenleafs servant-leadership approach emphasizes â€Å"increased service to others† through a holistic approach.(Spears p.1) Larry Spears in â€Å"Practicing Servant-Leadership† states that the â€Å"great leader is first experienced as a servant to others work, promoting a sense of community, and a the sharing of power in decision making† (p.1) Being a servant-leader is a approach that I use within my organization. By holding daily huddles and having my employees state their opinion on any issues allows them to feel involved in the daily operation of running the store. Having an open heart is also an important aspect to my leadership ability. Ronald Heifetz and Marty Linsky in â€Å"Leading with an Open Heart†, states that  if we â€Å"lose our capacity for innocence, curiosity, and compassion. Our innocence turns to cynicism, our curiosity turns into arrogance and our compassion turns into callousness†. (p.2) Being a leader in my organization is very challenging. However, the situation theory allows me to adapt to each and every challenging situation on a daily basis. Managing with an open heart and being a servant leader will allow me to take on any challenges without becoming a dictator or being resentful in the decisions that I make. The ultimate key to my leadership style is building relationships. Building structured relationships allows loyalty, respect and confidence that I get from my employees knowing that I will lead them in any situation. References Kinicki, A., Kreitner, R. (2009). Organizational Key concepts, Skills, Best Practices. (4th ed.). Ashford University Heifetz, R. Linsky, M (2002) Leading with an Open Heart. In the Leader to Leader Journal Retrieved February 10, 2010 from http://www.leadertoleader.org/knowledgecenter/journal.aspx?ArticleID=127 Spears, L. (2004 Practicing Servant-Leadership. In the Leader to Leader Journal Retrieved February 10, 2010 from http://www.leadertoleader.org/knowledgecenter/journal.aspx?ArticleID=51.

Service Before Self Essay -- essays research papers

English Composition/ Illustration Final Draft Service Before Self   Ã‚  Ã‚  Ã‚  Ã‚   The day I finally signed up to join the military I knew I was taking a risk in my life. I believe it is important to take risks in life to move into bigger and better things. My first huge decision I made in my life was to join the United States Air Force. My uncle was the main person who put the idea in my head but my dad and my friends thought otherwise. My parents were divorced when I was young and I didn’t have the privilege like my friends to sit down and talk their decisions through with their parents. My father was excluded from the draft after he got in a car accident and I didn’t think he was very fond me joining the service. The main reason I chose to go into the military was make the decision to serve the country. The major decision in my opinion to join the military is to have the privilege to serve your own country. I think it is great for young men and woman to have ambition to serve and it can change a person into very motivated individual. My uncle and m y mother were both very supportive and thought that it would be a great decision in my life. My mother knew it would be hard to see me go but was excited of the idea of coming to visit me in Texas. I knew it was taking a big risk being on my own but I was ready for a change in my life.   Ã‚  Ã‚  Ã‚  Ã‚  With all the excitement of joining the military everything was moving very fast and it was already S...

Business Strategy Kerry Group Essay

In 1972 Kerry Group started its operation in Listowel, Co. Kerry. In 1974 Kerry Group has been formally established as Kerry Cooperative Creameries Limited in County Kerry, Ireland. The company grew in less than 30 years from this small provincial dairy for one of the world leaders in specialty food ingredients producers and distributors. During the 1970s, the company expanded to include a large number of dairy farms and processing plants in the counties of Cork, Killarney, Galway and Limerick. Between 1979 and 1985, Kerry has built a lot of confidence in their abilities and technologies. During the 1980s the business strategy of the organization was based on organic growth with a focus on diversification. With that Kerry began branching out from its core dairy products in other categories of food. The company had its growth through acquisitions including a number of manufacturing facilities and other food processing, located throughout Ireland and Northern Ireland. In 1986 with Denis Brosnan as chief executive, the cooperative decided to become a full-fledged company, listing its shares on the Irish Stock Exchange. The newly public company reported strong growth after its first  full year of operations, with revenues nearing IR £ 300 million, and net profits of nearly IR £ 6.3 million. Before the end of the decade Brosnan managed to double the sales of the company maintaining its Expansion in Ireland with the acquisition of 1986 Snowcream Moate Dairies, and the formation of a division of convenience foods, bringing the company into this increasingly prominent market. Alongside this movement was the intensification of business Kerry special ingredients. At the same time, Kerry also established presence in the United States, the opening of a processing facility dairy product, Jackson, Wisconsin in 1987. In the 1990s Kerry Group continued to expand its business into the UK from the acquisition of new businesses to the already existing portfolio company. Kerry’s acquisition drive continued into the late 1990s, bringing the company into France, Italy, Poland, Malaysia, Brazil. Two important acquisitions highlighted Kerry’s expansion. The first came in 1994 when the company acquired the business of food processing DCA, bringing the company to a position outstanding among North America’s specialty ingredients producers. The DCA purchase also introduced it to the Australian and New Zealand markets. The opportunity for renewed expansion came in February 1998, when the Kerry Group announced its agreement to purchase the food ingredients businesses of the U.K.’s Dalgety PLC. Kerry acquired Dalgety Food Ingredients’ plants in the United Kingdom and in Hungary and the Netherlands–new markets for Kerry well as plants in France, Italy, and Germany. The Dalgety acquisition firmly established Kerry as the top specialty ingredients producer in Europe, and one of the world’s leaders in its specific categories. Kerry was now turning its attention to two new markets: the Far East and South America both markets represent a huge potential new customer, both for the company’s products and food brands, and products for their  ingredients. Company’s initial forays into these markets include acquisitions of plants in Malaysia and Brazil, while the company predicted that these markets are reaching some 25 percent of the company’s revenue at the beginning of the next century. Strategic Levels According to Porter & Porter in Montgomery (1998) corporate strategy is the general plan for a diversified company, which has two levels of strategy: the strategy of the business unit (or competitive), and corporate strategy (or entire corporate group). To Christensen in Fahey & Randall (1999), corporate strategy is one that is concerned with three major issues to be faced by the managers of the corporation: 1. The corporate scope: that complex business corporation should attend? 2. The relationship between its parts: on what basis the business units of the corporation should relate to each other? 3. Methods for managing the scope and relationships: that specific methods – acquisitions, strategic alliances, divestitures, and others – will be adopted to effect specific changes in corporate scope and relationships?

My Personal Experience As The Victim Of An Injustice Essay

In my life I have been very fortunate that I have not been exposed to confrontational injustice. Nobody directly came to me and told me that I have for instance, not been chosen for a position because of my skin color, my age or any other characteristic of mine that makes me who I am. However, I do know that after 911 individuals, which look like people from the Middle East and or Middle Eastern names are being looked at very differently than before. Before 911 I was commonly referred to as the â€Å"prince of Persia† in my high school. After 911 I was even by good friends jokingly called a terrorist. Growing I have lived next to an airport and used to take my dog to walk around the Hamburg airport in Germany. We went for a walk at all times and I especially enjoyed going there after dusk because of all the airport lights. Lufthansa airlines has a major mechanical facility hanger on the airport. After time I developed a great passion for airplanes. I would read anything and everything about airplanes. I would make my father take me to any air show that would be within reasonable driving distance from us. I have had spent countless hours studying the mechanics of airplanes just so I could start a career as a Lufthansa mechanic. Once I graduated High School in Germany I applied for an internship with Lufthansa. After a while I received an invitation, for a networking event for all internship applicants. Before I arrived I could have not been more ecstatic about finally meeting individuals who were just as excited about airplanes as me. May they have been master mechanics or fellow a pplicants. After settling in I kept on having the feeling that people were staring at me. I didn’t know why but after a while I felt very uncomfortable being there and couldn’t figure out why until I overheard applicants making terrorist jokes about me. Once I brought it up to one Lufthansa employees, he told me that they shouldn’t have said exact those words but that they had made a great point. He went on  to explain to me that I would never stand a chance of becoming an air plane mechanic because I am Persian. 911 just happened but I would have never thought on my own that I would be connected in any way or form to 911. From that moment on I always became very aware of the way I look and what my heritage is. I strongly believe that injustice has been done to me on that day because I did change very much the path I have taken in my life and I stopped pursuing my dream. I don’t think that the offender has had experienced anything negative or will experience anything negative unless someone just suits him. Even though the recruiter may has not been racist and may just sincerely wanted to help me, he made me learn that I could be excluded from things because of things I do not have any type of control over like the color of my skin. I do have to say though that I have grown personally from that experience and do not let anybody stop me from doing anything just because somebody has a wrong opinion about life, like how people from Middle Eastern decent should not be employed by airlines working on their airplanes. I am fortunate enough that I have come to understand this now but while I was younger and just heard that person say that and somehow confirming what he said in blogs it affected me very much negatively. My personal experience as the offender of justice I think that the biggest injustice I have done in my life has been, to adopt a puppy. I adopted Dino when me and my wife first got married in Atlanta and I thought that we would live the rest of our life there. I also thought that I would be able to start my career in Atlanta within the finance industry. Unfortunately nothing worked out as I planned. While my wife and I continued to grow our love for Dino, I continued to search for a job. I finally decided that Atlanta’s job market had nothing to offer and that we had to move to Chicago. Our new landlord would not accept pets and therefore we had to give our baby (Dino) for adoption. My wife and I had many arguments over that decision. Finally, we did move to Chicago and gave Dino up for adoption. My wife has been very much upset about giving up Dino and to this day misses him. Therefore, I believe that I have done my wife a huge injustice by making her give up on Dino. Looking back we didn’t have to move and we didnâ⠂¬â„¢t have to move in to that apartment. We could have had looked longer and maybe even find a place that would have let us keep Dino but my  rush decision prohibited that, which I didn’t comprehend back then. I must say that I have learned from both instances and therefore become a more mature and patient person. I have learned that although I should still base my decisions on logic rather than emotion I should not totally leave out emotions either. It is rather ironic thinking back, that emotions rather than logic has been the reason why I stopped pursuing becoming a mechanic at Lufthansa.

Colonial Unity essays

Colonial Unity essays The American colonists, on the eve of the Revolution were very concrete in their identity as well as their unity. The colonists had endured many years of far off governance by the mother country, as well as intercolonial problems that could only be solved by coming together as one close knit colonial unit. The colonists had made their decision; that they were not going to be governed by the far off, and tyrant mother country of England, and they were going to come together as one to defend their beliefs. The colonies had been exposed to many different instances in which they had to deal with a harsh suppression put on them by England. The Proclamation Act of 1763 was the first, and more would follow. The Quartering Act of 1765, The Stamp Act of 1675, and later the Townsend Acts. Mather Byles posed the question in his publication ...which is better, to be ruled by one tyrant three thousand miles away, or by three thousand tyrants not a mile away. He simply, but strongly makes the point that the colonists were becoming tired of being governed by some far off land. Colonists, because of this harsh suppression began to strengthen their beliefs that this governance by England was not going to meet the needs of the colonists without raising some extreme controversial. In the Declaration for the Causes of Taking up Arms in July of 1775, it was obvious that the colonists were not initially looking for the separation to happen, but because of Englands harshness, they had no choice. ...we assure them that we mean not to dissolve that union which has so long and so happily subsisted between us, and which we sincerely wish to see restored... All colonists in these beliefs would begin to strengthen their colonial unity. The Revolution was the most prominent event in which it was necessary for all the colonists to be united for the same cause. The cartoon in the Pennsylvania Gazette in 1754, drawn b...

Major General Robert E. Rodes - American Civil War

Major General Robert E. Rodes - American Civil War Robert E. Rodes - Early Life Career: Born March 29, 1829 in Lynchburg, VA, Robert Emmett Rodes was the son of David and Martha Rodes.   Raised in the area, he elected to attend the Virginia Military Institute with an eye towards a military career.   Graduating in 1848, ranked tenth in a class of twenty-four, Rodes was asked to remain at VMI as an assistant professor.   Over the next two years he taught a variety of subjects including physical science, chemistry, and tactics.   In 1850, Rodes departed the school after failing to secure a promotion to professor.   This instead went to his future commander, Thomas J. Jackson. Traveling south, Rodes found employment with a series of railroads in Alabama.   In September 1857, he married Virginia Hortense Woodruff of Tuscaloosa.   The couple would ultimately have two children.   Serving as the chief engineer of the Alabama Chattanooga Railroad, Rodes held the post until 1861.   With the Confederate attack on Fort Sumter and beginning of the Civil War that April, he offered his services to the state of Alabama.   Appointed colonel of the 5th Alabama Infantry, Rodes organized the regiment at Camp Jeff Davis in Montgomery that May. Robert E. Rodes - Early Campaigns: Ordered north, Rodes regiment served in Brigadier General Richard S. Ewells brigade at the First Battle of Bull Run on July 21.   Recognized by General P.G.T. Beauregard as an excellent officer, Rodes received a promotion to brigadier general on October 21.   Assigned to Major General Daniel H. Hills division, Rodes brigade joined General Joseph E. Johnstons army in early 1862 for the defense of Richmond.   Operating against Major General George B. McClellans Peninsula Campaign, Rodes first led his new command in combat at the Battle of Seven Pines on May 31.   Mounting a series of attacks, he sustained a wound in his arm and was forced from the field.    Ordered to Richmond to recover, Rodes rejoined his brigade early and led it at the Battle of Gaines Mill on June 27.   Not fully healed, he was force to leave his command a few days later prior to the fighting at Malvern Hill.   Out action until late that summer, Rodes returned to the Army of Northern Virginia as General Robert E. Lee commenced his invasion of Maryland. On September 14, his brigade mounted a stiff defense at Turners Gap during the Battle of South Mountain.   Three days later, Rodes men turned back Union assaults against the Sunken Road at the Battle of Antietam.   Wounded by shell fragments during the fighting, he remained at his post.   Later that fall, Rodes was present at the Battle of Fredericksburg, but his men were not engaged. Robert E. Rodes - Chancellorsville Gettysburg: In January 1863, Hill was transferred to North Carolina.   Though the corps commander, Jackson, desired to give command of the division to Edward Allegheny Johnson, this officer could not accept due to wounds sustained at McDowell.   As a result, the position fell to Rodes as the senior brigade commander in the division.   The first division commander in Lees army to not have attended West Point, Rodes repaid Jacksons confidence at the Battle of Chancellorsville in early May.   Spearheading Jacksons audacious flank attack against Major General Joseph Hookers Army of the Potomac, his division shattered Major General Oliver O. Howards XI Corps.   Severely wounded in the fighting, Jackson requested that Rodes be promoted to major general before dying on May 10. With the loss of Jackson, Lee reorganized the army and Rodes division moved into Ewells newly-formed Second Corps.   Advancing into Pennsylvania in June, Lee ordered his army to concentrate around Cashtown in early July.   Obeying this order, Rodes Division was moving south from Carlisle on July 1 when word was received of fighting at Gettysburg.   Arriving north of the town, he deployed his men on Oak Hill facing the right flank of Major General Abner Doubledays I Corps.   Through the day, he launched a series of disjointed attacks which suffered heavy losses before finally dislodging Brigadier General John C. Robinsons division and elements of XI Corps.   Pursuing the enemy south through the town, he halted his men before they could assault Cemetery Hill.   Though tasked with supporting attacks on Cemetery Hill the next day, Rodes and his men played little role in the rest of the battle. Robert E. Rodes - Overland Campaign: Active in the Bristoe and Mine Run Campaigns that fall, Rodes continued to lead his division in 1864.   In May, he helped opposed Lieutenant General Ulysses S. Grants Overland Campaign at the Battle of the Wilderness where the division attacked Major General Gouverneur K. Warren V Corps.   A few days later, Rodes division took part in the savage fighting at the Mule Shoe Salient at the Battle of Spotsylvania Court House.   The remainder of May saw the division participate in the fighting at North Anna and Cold Harbor.   After reaching Petersburg in early June, Second Corps, now led by Lieutenant General Jubal A. Early, received orders to depart for the Shenandoah Valley. Robert E. Rodes - In the Shenandoah:         Tasked with defending the Shenandoah and drawing troops away from the siege lines at Petersburg, Early moved down (north) the valley sweeping aside Union forces.   Crossing the Potomac, he then sought to menace Washington, DC.   Marching east, he engaged Major General Lew Wallace at Monocacy on July 9.   In the fighting, Rodes men moved along the Baltimore Pike and demonstrated against Jug Bridge.   Overwhelming Wallaces command, Early then reached Washington and skirmished against Fort Stevens before withdrawing back into Virginia.   The efforts of Earlys troops had the desired effect as Grant dispatched sizable forces north with orders to eliminate the Confederate threat in the Valley. In September, Early found himself opposed by Major General Philip H. Sheridans Army of the Shenandoah.   Concentrating his forces at Winchester, he tasked Rodes with holding the Confederate center.   On September 19, Sheridan opened the Third Battle of Winchester and commenced a large-scale attack against the Confederate lines.   With Union troops driving back both of Earlys flanks, Rodes was cut down by an exploding shell as he worked to organize a counterattack.   Following the battle, his remains were taken back to Lynchburg where he was buried at the  Presbyterian Cemetery.         Ã‚   Selected Sources VMIs Civil War Generals: Robert E. RodesGettysburg Generals: Robert E. RodesNPS: Robert E. Rodes

Listening carefully to the use of the female voice, research the Essay

Listening carefully to the use of the female voice, research the womans silence, articulateness, and her scream with regard to Carson and Choins claims about - Essay Example This is reflected in the new stories that we make up in our films and on television. However, this does not mean that these concepts can’t change. As the ideas surrounding the female voice have been explored by Hollywood during the course of its history, the female voice, and ideas about it, is seen to be undergoing a subtle shift, gradually acknowledging that the woman’s voice has greater strength than she has been given credit for or been permitted to use. To gain a greater understanding of the female voice, a brief history of the voice will be explored as foundation for discussion of current views which will be applied to specific films emerging from Hollywood either created or depicting different time periods. From very early history, women have been defined as a sort of sub-human who existed only on the margins of civilization yet strongly contained within this civilization. In discussing the role of women in ancient Greece, Anne Carson () illustrates how Alkaios uses the women’s voices around him to illustrate his isolation and exile. Alkaios writes that he is among the wolves, which are animals associated with the outlaw because they exist on the fringes of the community, living in the wild off of the leavings or extraneous elements of civilization. â€Å"Women, in the ancient view, share this territory spiritually and metaphorically in virtue of a ‘natural’ female affinity for all that is raw, formless and in need of the civilizing hand of man. So, for example, in the document cited by Aristotle that goes by the name of The Pythagorean Table of Opposites, we find the attributes curving, dark, secret, evil, ever-moving, not self-contained and lacking its own bounda ries aligned with Female and set over against straight, light, honest, good, stable, self-contained and firmly bounded on the Male side† (Carson: 124). Part of the origins