Revolutionary Choices essays

Revolutionary Choices essays Thomas Paines pamphlet titled Common Sense had me up in arms ready to fight for independence from England. Self government, anchored along with the whispered promise of protection from a constitution that made it clear that All men were to be created equal. I would have happily shed the yoke called "Duty" to King and Country. Having the opportunity to make choices, choices that would affect me and my familys future, and the future of all American mankind, I would have served as a Patriot without a second thought towards my Loyalist upbringing. In America's beginning, my ancestor's immigrated to this new world to seek asylum and peace. They brought with them a rich history of tradition and culture. They brought with them a sense of freedom. Unbeknownst to them they instituted the same ideas and laws that they were running from, into the minds of their children. The charismatic Patriots were very good at stating the obviousness of current affairs in the colonies, bringing controversial opinions to light. Encouraging all of us to sit up and take notice of what was really going on in our country. Apathy was the number one killer of free thinking. There were too many individuals that condemned the actual process of freedom. Young men and women were being protected by an antiquated way of life, shadowed by patriarchal control. The wars that were fought on our soil offered a fresh and often too realistic look at who was actually governing our country. Loyalist suspicions, against any one who tried to harness the thought of a fight for freedom, were whispered throughout our villages and towns. I heard those whispers and began to turn a deaf ear. Traditional religious views, although altered from the original design, accompanied my fore fathers to the new world. These beliefs could be used as a crutch for anyone who was afraid of change. Any free thinking, that turned young people away from the s...

Why Men Should Consider Becoming a Nurse

Why Men Should Consider Becoming a Nurse Nurses have always been in high demand. That’s as true today as it always was, and the number and scope of nursing jobs is expanding every day. Nurses are more critical to the health care process then ever, and there is currently a shortage of qualified nurses! (And a shortage of primary care physicians†¦ so nurses are even more in constant demand!) As health care demands continue to increase- along with costs- nursing will become even more crucial. In the past, a career in nursing hasn’t been on the radars of many professional men, as it is a career more traditionally filled by women. But really, why not even consider an entire booming career path, one with opportunity for great compensation, job security, and other benefits that might increase your quality of life?Here are some good reasons why men should roll up the sleeves of their scrubs and get involved.Why not?Would you tell your kid to overlook an entire in-demand and lucrative, rewarding career path just b ecause it’s traditionally been a field for one gender or the other? Of course not. So why would you overlook it? The biggest obstacle you’d have to clear as a dude entering the profession would be your own gender stereotypes. Nursing is a highly valued and very sturdy career choice. Why let tired gender stereotypes keep this work only for the ladies?If you’re reading this and considering nursing, congrats! You’re already over that hump! If you can be mentored and trained by highly competent women in a highly technical and demanding field, then you’re good to go.Show you’re an enlightened guy and join this under-appreciated field. Then join an organization like the American Assembly of Men in Nursing for extra support while you break into your new career.You can specialize.Whatever picture you have in your head for what a nurse’s job is like, you’re probably wrong. But probably you also didn’t realize just how wide the op tions are for specialization in the field. Try any number of fields, such as anesthesia, flight, emergency, trauma nursing. Even middle management, nursing education, nurse practitioner work, oncology, psychiatry, pediatrics, and administration.Find your interest, claim your niche, and pursue whichever part of this wide-ranging profession that interests you. Don’t get us wrong- you of course will have to start with the basics and build a solid foundation. But once you do, you have the freedom (and opportunity!) to make it your own.You will likely be well-compensated.Like in most professions, male nurses tend to out-earn female nurses.Hey, this might not be fair, but it’s true. Right out of the gate, you’re more likely to be compensated (more) fairly for your time and work. It’s a consistent and reliable career choice wherein you have a financial leg up. Just be sure once you get hired, you start fighting for fair pay for your female colleagues. After all, they’re just as qualified and overworked as you will be.

SUEERIZE Essay Example | Topics and Well Written Essays - 250 words

SUEERIZE - Essay Example Xavantes have since then, perfectly secured themselves from outside attacks, though the nature is too difficult to cope with. The economic strength of a nation restricts the conservation. Poor countries are not very conscious about environment and generally look for technological advancement and education, food, health and safety. International agencies help poor countries unite their conservation programs with their economy. Organization of the â€Å"debt for nature swap† in 1987 helped Bolivia get $650,000 as debt for 160,000 sq m of forest. These days, the very area serves as a biposphere reserve. There is a complete ecosystem whose central zone is so carefully controlled that interference is not possible. Nonetheless, it is permissible to conduct research in the transition zone. In order to provide the ecosystem with complete security, a buffer zone is added. Such ecosystems in the whole world are above 250 in number.

Time Managment Essay Example | Topics and Well Written Essays - 1250 words

Time Managment - Essay Example I definitely hoped that I would pick up some learning from this as I definitely did not want to waste time (that would have been truly ironic if that had happened. I was a tad bit skeptical as the seminar started, but the binder with the learning material caught my eye immediately. To allow oneself to be carried away by a multitude of conflicting concerns, to surrender to too many demands, to commit to too many projects, to want to help everyone in everything is itself to succumb to the violence of our times. Frenzy destroys our inner capacity for peace. It destroys the fruitfulness of our work, because it kills the root of inner wisdom which makes work fruitful.1 I was slightly taken aback because this seemed highly philosophical. And more importantly, what if I took on too many projects, all of them were properly scheduled and I made sure every hour of my working day counted. As the day went on I realized that this was not just about day planners and to do lists, this was about more than that. Indeed, both day planners and task lists play an important role in time management, but it was important to find out why we wanted to use time efficiently. Indeed if we were saving time what we were saving it for. We certainly could not bank time, so what was the end result there Both managing appointments and keeping to do lists were low hanging fruits. These had to be done anyway. But the purpose of this seminar was to show that there is a lot more to time management. All activities in our life could be put in one of four quadrants. They had to be either urgent and important, urgent and not important, not urgent and important, not urgent and not important. It was not about just getting things done it was getting the things which mattered done. Things which were urgent and important , are emergencies. A good time manager would avoid having too many items in this q uadrant. Plan out the important things so that they never become emergencies. Urgent and not important, these are time consuming non critical activities , they either should be ignored or atleast be moved to the back burner. A Ringing phone for example cries for your attention but you are in the middle of an important project. Let the voicemail get it. You can pick up and call all your voicemails at one time later on. Important and not urgent is the quadrant you want all your entire to do list. No emergencies and you are working only important things. Not important and not urgent. These are items which have to be tossed. They serve no purpose at all. After this we briefly went over the POSEC method. POSEC is an acronym. PRIORITIZE-Your time and define your life by goals. ORGANIZING-Things you have to accomplish regularly to be successful. (Family and Finances) STREAMLINING-Things you may not like to do, but must do. (Work and Chores) ECONOMIZING-Things you should do or may even like to do, but they're not pressingly urgent. (Past-times and Socializing) CONTRIBUTING-By paying attention to the few remaining things that make a difference. (Social Obligations)2. It was important to learn that managing was not just about managing individual minutes or hours. It was a big picture which was trying to be put together here consisting of numerous small elements. The numerous small elements in themselves meant nothing unless an overall big picture came into place. Continuing on the philosophy of time management , we made a small detour into

Sales Management Essay Example for Free

Sales Management Essay In order to find a solution to his situation, Evans and those suffering from similar problems have to explore the factors that depress their sales. Diagnosing weaknesses in sales performance is the first stage in improving the level of sales. Sales management is about achieving specified goals. The main aim is to raise sales volume through with the use of certain techniques and methods. Evans, on the contrary, seems preoccupied with achieving goals on his own personal agenda, with little interest in the company’s prospects or his own sales record. Therefore, in order to increase his aptitude as a salesperson, Evans needs to make it a priority. Individuals all come to the workplace for the purpose of achieving their personal goals, something a good boss will always recognize. However, when these goals are incompatible with the goals of the company, the organization should either part with the employee or force him or her to reconsider those goals and their relative importance as compared to the working experience. Evans seems preoccupied with asserting his superiority over people he is selling to. He may be so much impressed with his past record as a technician if there was any that he is willing to compromise the opportunity to sell an item for the pleasure of confirming his superior knowledge. Alternatively, he may be longing for a career of a farmer deep inside and thus wants to see many times more that he is no less knowledgeable than his clients that actually use the machines. While the above is a matter for detailed psychoanalysis, Evans must in the first place find a solution to his problem. To make it happen, he must first of all recognize that there is a problem and establish a list of priorities. The first thing is to question oneself what is more important: being a good salesman or finding additional proof of one’s technical expertise? If good sales skills are a priority, then Evans has to question himself: what are the qualities he is missing in order to improve his sales skills? It is the ability to build rapport with the customer? Or aptitude to convert this good relationship into sales numbers? If he answers â€Å"yes† to the first question, he may then probe further into understanding what exactly alienates his clients about his behavior. As a way to overcome the harmful trend, Evans can be put in a situation where he relives the whole incident, viewing it from the opposite side – that of the client. Thus, the company may pay a salesman to approach Evans with a proposition of purchasing some technological gadget. As the conversation develops, the fake salesman demonstrates that his understanding of the offered technology is way above that of Evans. Evans will have a chance to try out his reaction to this kind of behavior in salespeople – see whether he will be willing to purchase the item or not.   Most likely, being a competitively minded individual, Evans will be hurt to find out that someone with comparable background is more knowledgeable in the field than he is. As a result, he will have a chance to reassess his own line of behavior towards his customers. As another way to combat the harmful tendency, Evans can get a chance to assert his superiority in a way that will corroborate his expertise once and forever and release him of the need to compete with each prospective client he needs. To do this, he may need more interaction with qualified technicians so that he could impress them with his knowledge. The company in which Evans works can organize a competition on technical expertise among salespeople in which Evans would undoubtedly be the winner. He can then carry this title to publicize it to the farmers: the qualification would impress the farmers and make them think that they are indeed talking to an expert, while Evans will not be forced to assert his knowledge every time. In fact, he may simply need to find more qualified people than farmers to discuss technological side of his profession with. For this purpose he can visit various exhibitions and technological fairs and talk to professionals there. Evans can come up with new suggestions to make modifications of the current models, suggestions that can be useful since they are advanced by someone close to the actual users of agricultural machinery. If Evans shifts his focus from self-assertion to finding out about the needs of the farmers, he can score points with them and improve his relationships with prospective buyers of his product. However, getting rid of personal problems that inspire Evans to turn his sales process into a contest is only the first step. The second step is to learn the intricacies of results-oriented sales management. Evans has to realize that in his work his main ambition should be to provide an efficient interface between the company and its customers and to reveal to them the opportunities opened up by new agricultural machinery. If he chooses to make his approach to sales more customer-oriented, Evans can boost both his personal and corporate results. To produce better results, Evans should try to downplay his weaknesses as a salesman and build on his potential strengths. Building on one’s unique strengths will give Evans the desired competitive advantage. Expertise and thorough understanding of the equipment he is selling may be one such strength. Evans has to learn to exploit this strength by turning it into an asset. For instance, he may stress that with his vast knowledge, he may be more helpful than other salespeople in preparing the farmer for the efficient use of the machinery, pointing out its minute details and revealing ways to extend the working life of the equipment. Besides, with his vast knowledge, Evans is the one to select the most suitable piece of machinery to perform the necessary task. He should also pay attention to his weakness that seems to lie in the inability to build a long-lasting relationship with consumers. The value of mutually beneficial relationships cannot be overrated in today’s business environment. This is especially true for markets like that for agricultural machinery, where a restricted number of customers make repeated purchases, with the cost of each being rather sizeable. Salespeople are at the forefront of the company and are directly responsible for generating long-standing seller-buyer relationships that will provide benefits to both sides. In their role as boundary spanners, salespeople are â€Å"the business-to-business marketers primary source of communication with customers† (Shwepker 2003). Aiming to build long-lasting relationships with customers, Evans will improve his sales orientation that will over the long term reflect in increases in his sales volume. To improve his sales orientation, Evans should be more interested in the potential customer. He needs to demonstrate his interest in the customer needs and success through asking questions related to the farmer’s business. So far Evans’s primary focus has been himself and his knowledge. Shifting the balance towards the customer, his or her business and personality can improve the relationship dramatically. Only then will Evans be able to convince the customer that he is genuinely looking for a good match between the customer and the product. Sales orientation is not only about building wonderful relationships; it should include the ability to convert these relationships into sales numbers. Thus, Evans should understand that he is in this business for selling, and the consumer is of primary interest to him as a potential buyer of his agricultural machinery. Everything that can discourage the decision to buy is taboo. On the contrary, every ethical way to induce such a decision is welcome. This rule obviously excludes contests aimed at humiliating the consumer through pointing out deficiency in his or her knowledge. Although raising some ethical issues, Evans can try to capitalize on his past mistakes by offering to repeat the contest to knowledgeable farmers who previously lost to him. If he succeeds in making them believe they won this time, this exhilaration can spur them on to buy his machinery this time. Overall, Evans needs to discard or solve his personal problems that motivate him to see a customer as a potential competitor on knowledge rather than a potential buyer. Making boost in sales numbers a priority, he will be able to improve his performance. To do this, he needs to turn his superior knowledge from a liability into an asset. Bibliography Schwepker, Charles H., Jr. â€Å"Customer-oriented selling: a review, extension, and directions for future research.† Journal of Personal Selling Sales Management (March 22, 2003).

Winston Churchill :: Biography

Winston Churchill One of the most famous and loved men on the allied power side was Winston Churchill. Winston Churchill’s full name was Winston Leonard Spencer Churchill. He was born at Blenheim Palace in Oxfordshire, England on November 30, 1874. Churchill was the oldest son. His father was Lord Randolph Churchill and Winston, like his father, was British. Mr. Churchill was a statesman, a soldier, an author, and a journalist but the one job that he did best and was most important was Prime Minister. A Prime Minister was very responsible for war aspects, or things that go on during the war. Churchill, being Prime Minister in 1940, was good for England because he was a very confident person so he kept his people’s hopes up. Winston made sure that military aid on the allied power side was secure. In return, he got moral support from the United States. Churchill traveled around the world a lot to meet with other leaders and befriended them. Together they made up a strategy that defeated Adolf Hitler. By the end of World War II Churchill and the allied powers had defeated the axis powers. When people saw Churchill walk down the street they felt confident. This is because they saw their hero, Winston Churchill, walk with a big cigar in his mouth. But the one thing that they really liked about him was that he made his hands in the shape of a V for victory. Winston was Prime Minister from 1940 to 1945. The Labour party defeated him in 1945. The party stayed in power until 1951. This was when Winston Churchill regained power again. He stayed in power until April 1955, when ill health came his way and forced him to resign.

Corporate Governance Essay

Conduct a review of the governance of your organisation (or one with which you are familiar) in the form of a report to the Chairman (or President) of the Governing Board of Directors. In the brief report use the concepts, tools and techniques learned in this subject to review the structure, process and effectiveness of the governance of the organisation and make recommendations for appropriate improvements. Executive summary This report sets out to review corporate governance at a private company, namely, Paramount Insurance Company. The specific objectives were to identify the relevant codes the organisation follows, why they are important and review the structure, process and effectiveness of the governance of the organisation. Throughout the report, it was evident from the findings that Paramount although once a successful organisation, had some governance issues that can and should be improved for the best interest of the company and its policyholders. Finally, several recommendations for improvement of the organisation’s governance were outlined. Introduction Corporate Governance has evolved from the early days of merchants and monopolists and the concept of corporate governance is as old as trade but the phrase is new. (Tricker 2011).At its simplest, corporate governance can be regarded as being ‘about promoting corporate fairness, transparency and accountability’ (Wolfensohn 1999). All corporate entities need governing however, good corporate governance that takes into consideration a variety of frameworks, including various perspectives such as the relationship, stakeholder, financial, and societal. This report will review the corporate governance policies of Paramount Insurance Company Limited (â€Å"Paramount†). Firstly I will supply an overview on the company’s profile and define corporate. Then the report will look at the composition and criteria for the Board of Directors of Paramount and demonstrate any corporate governance issues that the company may be facing. Finally recommendations are given for mod ifications or improvements in the company’s practices relevant to this business. Company profile Paramount was an insurance underwriter predominantly writing motor business for individuals in the United Kingdom. Based in Watford, Paramount Insurance Company Limited (â€Å"Paramount†) wrote motor insurance over a period of around forty nine years until May nineteen ninety six when it ceased underwriting. Initially, the company primarily provided motor package insurance, that later expanded into also writing some legal expenses cover. Paramount was incorporated in Guyana and therefore the company complied with the Insurance Act 1998 and the Companies Act 1998 of Guyana. These acts provided a guide to Paramount along with the Guyana Corporate Governance Code (GCGC) to some of its corporate governance practices. The Corporate Governance Code of Guyana is not mandatory or enforceable but simply provides a list of principles for best practice. Throughout this report, it is evident that Paramount has a number of issues in relation to corporate governance. This eventuated with issues for policyholders as was estimated that there may be 40,000 current policies at the time of the provisional liquidation. Definition of corporate governance The term â€Å"governance† is derived from the Latin â€Å"gubernare† which means â€Å"to  lead†, suggesting rather that â€Å"the governance† (Corporate, in this case) implies more the steering function than the control one. BALC et al. (2013, pp. 14-17). Corporate governance has many definitions as it is often used in a variety of perspectives, operational, relationship, stakeholder, societal, and a financial economics perspective. For the purpose of this report, corporate governance is defined as the relationship that exists between company management, stakeholders and the board. Objectives of the company are usually set, attained and monitored through the structure corporate governance provides. (Balgobin 2008).The Guyana Corporate Code of Governance is similar to the UK codes of corporate governance and the Organisation for Economic Co-operation and Development (OECD 2004).These principles serve as a reference point that can be used by companies to develop their own frameworks for corporate governance that reflect their own circumstances or situations. Composition and criteria at Paramount The Chairman and the Chief Executive Officer There is extensive research on board composition and the importance it places on different aspects of organisation performance. (Kang H, et al 2007). At Paramount the unitary board exists, where according to the textbook, a unitary board is when a company has a single governing body (Tricker 2009). A non- executive director is defined as a person who is not involved in the day to day management of an organisation but rather in business tasks such as strategic planning, and monitoring of executive directors. An executive director tends to be more involved in the managerial aspects of the company. The Chairman and four other directors are independent non-executives, and the CEO and one director are non- executives. Diversity of board members A diverse board is defined as a varied composition of a number of parameters for example, gender and age. ( Jhunjhunwala, S et al. 2012). It is often believed that women bring a somewhat different approach to leadership in an organisation. They are seen as better at building relationships, are perceptive in decision-making, etc. (Hughes et al 2012). Paramount’s board consists of one female executive director, Ann Estorffe, out of its eight members. She previously worked for one of the company’s subsidiaries in the  Caribbean and thus was deemed fit because of her experience, knowledge and competency on insurance and policymaking. In addition, there are no young directors on the board. According to the Company Secretary, all of the board members are in excess of sixty five years of age. This is well above the retirement age outlined by the company, which is 60 years. Some in the company may argue that it is risky to have appointed younger individuals on the board as th ey lack the experience that comes with age and they are higher risk takers. However, studies have shown that diverse boards may help in formulating strategies, improving productivity and creative problem solving. (Jhunhunwala & Mishra 2012).Appointment to the board and subcommittees Tricker et al. 2009 makes reference to two reasons why unitary boards create subcommittees: To enable independent directors to meet separately from the board as a whole, in order to fulfil their oversights roles; To delegate board activities to reduce the burden on the boards as a whole. All the directors are subject to re-election by policyholders every three years but this system is fraught with ineffectiveness to implicit pressure to re-elect the current directors. Paramount had several subcommittees consisting of the audit, remuneration, nomination, marketing, government and compliance committee, finance, and strategic planning subcommittees. This report specifically will be outlining the three committees, which are responsible for providing oversight to management. These are Audit, remuneration and nomination committees. (Tricker 2009) It is the impression of the Board that this power resides with them as they can choose the best person for the committee. In other words, some still feel that the right to appoint board members is the heart of corporate power. (Tricker 2009).Paramount’s audit committee considered and made recommendations to the board on rules, corporate governance codes, and the law. This committee also assists the company to comply with relevant accounting standards and legislation. Hence, this requires a company to have effective internal audit functions to manage the monies entrusted on them. The effectiveness of the audit is reflected in annual reports, with the intent to create transparency aimed at improving accounting and auditing standards and promoting good corporate governance. The Remuneration Committee of Paramount consisted of two independent nonexecutive directors and one chair. This committee is responsible for setting remuneration for  all executives and the chairman however; it is the board or the policyholders that determine the remuneration of non-executive directors. (Guyana corporate governance code 2011) It is said that the remuneration committee is where in interest of the shareholders conflict with that of management. (Carson 2002). The amount of remuneration received by directors and chairman are disclosed in the company’s annual reports In addition, this monitoring ensures that when profits are low, director’s remuneration can be adjusted and the issuing of incentive payments. Directors of Paramount were not viewed as self-serving and were viewed as effective in this aspect of corporate governance. Board performance evaluation One of the principles of Guyana code on corporate governance states that a board should have an annual evaluation of its own performance, its committees and individual directors. In addition, every three years this evaluation should be externally facilitated. This principle aligns with the UK corporate governance code. Studies have suggested that corporate governance markers such as the uses of sub-committees, independent directors, and an appropriate board structure may not be the best forecasters of board effectiveness. (Tricker 2009) In other words, a form of performance appraisal for directors may ensure they act in the best interest of the company and of the shareholders. Performance appraisals give feedback to individuals and facilitate changes or improvements. (Noe et al 2009). Corporate social responsibility (CSR) in essence can be defined as corporate entities acting as good citizens not evident within Paramount. UK Companies Act 2006 highlighted that quoted companies have to provide information on environmental matters, employees and social and community issues. Early attitudes towards corporate governance were a voluntary bureaucratic, expensive box-ticking exercise. Board members focused delivering on creating wealth not complying with principles. The changing expectations in the governance of organisations saw CSR strategies and policies developed, along with CSR competency frameworks created to increase shareholder value. Conclusion This report has given an account on corporate governance of a business in the private sector, namely the Paramount Company. The investigation first set  out to discuss the laws and corporate governance codes the company complies with and then reviews the governance in the organisation. The research suggested that organisations should have adapted to principles of corporate governance, however. These included the lack of a nomination committee, and an inactive performance evaluation board and the development of a ccorporate social responsibility framework. It was also apparent that the re-election of directors was ineffective and that retirement age seems not to apply to board members. This may be due to lack of proper succession planning or to the belief that people like similar minded people and in this case age was a commonality. If the above mentioned areas of opportunities were addressed earlier could this have prevented the outcome? That outcome being on the twenty first of May in the year nineteen ninety six the Department of Trade and Industry withdrew authorisation for Paramount to write new insurance business, and avoid having the directors of Paramount petitioning the court to wind the company up. The paper concludes that for too long emphasis of corporate governance has been around the relationship between managers, boards and shareholders and not so much on how corporations are financed and managed. There needs to be a multiple theoretical perspectives employed to allow for a better understanding of issues like allocation of resources and return and overall economic development. Recommendations Based on the report, there were a number of approaches that could have been actioned to improve governance at Paramount. Firstly, the organisation needed to embrace diversity, the acknowledgement that people are different and harnessing this diversity would have provided great benefit to Paramount. Promoting the health, well-being and opinions of staff, promotes individuals being valued. Fitness programs supported by the company with exclusive membership offers is an example of building a stay and thrive culture. This can be achieved through fair and transparent employment practices, regularly communicated to employees. Secondly, to eliminate the subjectivity of nominating board members and also the complacency. Developing a nomination committee consisting of independent nonexecutive directors, will help to establish criteria for selection of board members, which will help to ensure directors chosen, are truly independent to  contribute effectively to the board, to reduce the chances of a dominant director. Thirdly, Paramount should have developed a system to allow for the anonymous re-election of board members by not only outside policyholders but also inside policyholders e.g. employees as well. Fourthly to assist with CSR responsibilities and commitment a corporate policy statement can be generated, focusing on the six core characteristics of; Understanding society Building capacity Questioning ‘business as usual’ Stakeholder relations Strategic view Harnessing diversity Swire Pacific Ltd. developed a decentralized approach to generate its Sustainable Development Policy and appointed Director of Sustainable Development, Robert Gibson, in 2007. The intent was to create a long term approach to the sustainable development of their businesses and excel as corporate citizens. Finally, performance evaluation of board members is important to determine their effectiveness. Paramount took the initiative to form a sub-committee for this process however; it remained inactive for a number of years. This is an imperative function for a company to establish such a committee to see real long-term change and benefits in the governance of the organisation. Feedback on performance is critical for a board to improve any dysfunctional behaviour. References Tricker, B 2009, corporate governance principles, policies and practices, 2nd ed, Oxford University Press, Oxford. Balc, L, Ilies, R, Cioban, B, & Cuza, B 2013, ‘Corporate Governance. Conceptual Approaches’, Managerial Challenges Of The Contemporary Society, 5, Pp. 14-17, Business Source Complete, Ebscohost, Viewed 15 July 2014. Balgobin, RS 2008, ‘Board Characteristics that Promote Effective Governance: A Perspective on Trinidad and Tobago and Jamaica’, ICFAI Journal Of Corporate Governance, 7, 2, pp. 20-41, Business Source Complete, EBSCOhost, viewed 15 July 2014. Donaldson, L, & Davis, J 1991, ‘Stewardship Theory or Agency Theory: CEO Governance and Shareholder Returns’, Australian Journal Of Management (University Of New South Wales), 16, 1, p. 49, Business Source Complete, EBSCOhost, viewed 15 July 2014. Balgobin, RS 2008, ‘Board Characteristics that Promote Effective Governance: A Perspective on Trinidad and Tobago and Jamaica’, ICFAI Journal Of Corporate Governance, 7, 2, pp. 20-41, Business Source Complete, EBSCOhost, viewed 15 July 2014. Guyana Corporate Governance Code 2011, viewed on 9 July 2014 Kang, H, Cheng, M, & Gray, S 2007, ‘Corporate Governance and Board Composition: diversity and independence of Australian boards’, Corporate Governance: An International Review, 15, 2, pp. 194-207, Business Source Complete, EBSCOhost, viewed 13 July 2014. Jhunjhunwala, S, & Mishra, R 2012, ‘Board Diversity and Corporate Performance: The Indian Evidence’, IUP Journal Of Corporate Governance, 11, 3, pp. 71-79, Business Source Complete, EBSCOhost, viewed 12 July 2014. Hughes, R., Ginn ett, R. & Curphy, G 2012, Leadership enhancing the lessons of experience, 7th ed, McGraw Hill Irwin, New York Vafeas, N 1999, ‘The Nature of Board Nominating Committees and Their Role in Corporate Governance’, Journal Of Business Finance & Accounting, 26, 1/2, pp. 199-225, Business Source Complete, EBSCOhost, viewed 12 July 2014. Wolfensohn, J 1999, Financial Times, 21 June.

Soil Mechanics by Jerry Vandevelde

SOIL MECHANICS (version Fall 2008) Presented by: Jerry Vandevelde, P. E. Chief Engineer GEM Engineering, Inc. 1762 Watterson Trail Louisville, Kentucky (502) 493-7100 1 National Council of Examiners for Engineering and Surveying http://www. ncees. org/ 2 STUDY REFERENCES †¢ Foundation Engineering; Peck Hanson & Thornburn †¢Introductory Soil Mechanics and Foundations; Sowers †¢NAVFAC Design Manuals DM-7. 1 & 7. 2 †¢Foundation Analysis and Design; Bowles †¢Practical Foundation Engineering Handbook; Brown 3 Soil Classification Systems * Unified Soil Classification System * AASHTO Need: Particle Sizes and Atterberg Limits 4Particle Sizes (Sieve Analysis) (Well Graded) (Poorly Graded) 0. 1 5 Atterberg Limits Liquid, Plastic & Shrinkage Limits Plasticity Index (PI) PI = Liquid Limit – Plastic Limit (range of moisture content over which soil is plastic or malleable) 6 UNIFIED SOIL CLASSIFICATION SYSTEM ASTM D-2487 7 8 Ref: Peck Hanson & Thornburn 2nd Ed. Effe ctive Size = D10 10 percent of the sample is finer than this size D60 = 1. 6mm D30 = 0. 2mm D10 = 0. 03mm 0. 1 0. 1 9 Uniformity Coefficient (Cu) = D60/D10 Coefficient of Curvature (Cz) = (D30)2/(D10xD60) D60 = 1. 6mm D30 = 0. 2mm D10 = 0. 03mm 0. 1 10 Well Graded – Requirements 50% coarser than No. 00 sieve Uniformity Coefficient (Cu) D60/D10 >4 for Gravel > 6 for Sand Coefficient of Curvature (Cz) = (D30)2/(D10xD60) = 1 to 3 11 Is the better graded material a gravel? 81% Passing No. 4 18% Finer No. 200 0. 1 0. 1 12 Gravel if > 50 Percent Coarse Fraction retained on No. 4 sieve % Retained on No. 200 = 82% 1/2 = 41% 19% (100-81) retained on No. 4 sieve (gravel) 19< 41 half of coarse fraction 81% Passing No. 4 18% Finer No. 200 ? sand 0. 1 (â€Å"S†) 13 Well Graded Sand? Uniformity Coefficient (Cu) > 6 = D60/D10 Coefficient of Curvature (Cz) = 1 to 3 = (D30)2/(D10xD60) 14 D60 = 1. 6mm D30 = 0. 2mm D10 = 0. 3mm 0. 1 Well Graded Sand? Uniformity Coefficient (Cu) D60/D10 = 1. 6/. 03 = 53 > 6 D60 = 1. 6mm D30 = 0. 2mm D10 = 0. 03mm Coefficient of Curvature (Cz) = (D30)2/(D10xD60) = 0. 22/(. 03Ãâ€"1. 6) = 0. 83 12% Passing No. 200 sieve: GM, GC, SM, SC 0. 1 >12% passing No. 200 sieve Since = â€Å"S† ? SC or SM 16 What Unified Classification if LL= 45 & PI = 25? From sieve data SC or SM 0. 1 A) â€Å"SC† B) â€Å"SM† C) â€Å"CL† or D) â€Å"SC & SM† 17 Unified Classification Answer is â€Å"A† ? SC 18 AASHTO (American Association of State Highway and Transportation Officials) 19 What is the AASHTO Classification? 65% Passing No. 10 40% Passing No. 0 18% Finer No. 200 1) 18 % passing No. 200 sieve 2) 65% passing No. 10 sieve 3) 40% passing No. 40 sieve 4) assume LL = 45 & PI = 25 20 18 percent passing No. 200 sieve; 65 percent passing No. 10 sieve 40 percent passing No. 40 sieve; assume LL = 45 & PI = 25 21 AASHTO Classification 1 2 3 4 4 1) 18 % passing No. 200 sieve 2) 65% passing No. 10 sieve 3) 40% passing No. 40 sieve 4) assume LL = 45 & PI = 25 22 AASHTO Group Index 23 Mass-Volume (Phase Diagram) †¢ Unit volume of soil contains: Total Volume Va Air Total Vt Vv Vw Vs Water Ww Ws Weight Wt Soil – Air (gases) – Water (fluid) – Solid Particles 24 Moisture Content = ? eight of water/ weight of dry soil ? = Ww/Wd water loss/(moist soil weight – water loss) ? = Ww/(Wm-Ww) and ? =(Wm-Wd)/Wd 25 Mass – Volume Relationships Density or Unit Weight = Moist Unit Weight = ? m ? ?m = Wm/Vt = ? d + ? ?d ? = (? m – ? d )/ ? d ? ?d + ? d = ? m ? m= (1+ ? ) ? d ? d = ?m/(1+ ? ) b 26 Total Volume = ? Volume (solid + water + air) = Vs+Vw+Va ? Va = Vt – Vs- Vw Total Volume Va Air Total Vt Vv Vw Vs Water Ww Ws Weight Wt Soil 27 Relationship Between Mass & Volume Volume = Mass/(Specific Gravity x Unit Weight of Water) = Ws/(SGxWw) Va Total Volume Air Total Vt Vv Vw Vs Water Ww Ws Weight Wt Soil 28Specific Gravity = weight of material/ weight of same vol ume of water Soil Specific Gravity Typical Range 2. 65 to 2. 70 Specific Gravity of Water = 1 29 Saturation = S expressed as percent S = volume of water/ volume of voids x 100 Total Volume Va Air Total S = Vw/Vv x 100 Ww Ws Weight Vt Vv Vw Vs Water Wt Soil Always ? 100 30 Porosity n = volume of voids/ total volume n = Vv/Vt Void Ratio e = volume of voids/ volume of solids e = Vv/Vs Total Volume Va Air Total Vt Vv Vw Vs Water Ww Ws Weight Wt Soil 31 What is the degree of saturation for a soil with: SG = 2. 68, ? m = 127. 2 pcf & ? = 18. 6 percent A) 88. 4 Total Volume VaAir Total Vt Vv Vw Vs Water Ww Ws Weight B) 100. 0 Wt Soil C) 89. 1 32 What are the porosity and degree of saturation for a soil with: SG = 2. 68, ? m = 127. 2 pcf & ? = 18. 6 percent = 107. 3pcf ?d = ? m/(1+ ? ) = 127. 2/(1. 186) Total Volume Va Air Total Vt Vv Vw Vs Water Soil Ww Weight Wt Ws Ww = ? m- ? d = 19. 9 pcf Vw = Ww/62. 4 = 0. 319 cf Vs = ? d /(SGx62. 4) = 0. 642 cf Va = Vt – Vw – Vs = 1- 0. 319 – 0. 642 = 0. 039 cf Vv = Vw + Va = 0. 358 cf 33 What are the porosity and degree of saturation for a soil with: SG = 2. 68, ? m = 127. 2 pcf & ? = 18. 6 percent Vw = 0. 319 cf, Vs = 0. 642 cf, Vv = 0. 358 cf Total VolumeVa Air Total Degree of Saturation = Vw/Vv x 100 Ww Weight Wt Ws Vt Vv Vw Vs Water = 0. 319/0. 358 x 100 = 89. 1% Soil Answer is â€Å"C† 34 Ref: NAVFAC DM-7 35 Borrow Fill Adjustments Borrow Material Properties: ?m = 110 pcf & ? = 10% Placed Fill Properties: ? d = 105 pcf & ? = 20% How much borrow is needed to produce 30,000 cy of fill? How much water must be added or removed from each cf of fill? Total Volume Va Air Total Vt Vv Vw Vs Water Ww Ws Weight Wt Soil 36 Borrow Fill Adjustments Borrow Material Properties: ?m = 110 pcf & ? = 10% ?d = ? m /(1+? ) = 110/(1. 10) =100 pcf; Ww = 110-100=10 lbs Placed Fill Properties: ? = 105 pcf & ? = 20% Ww = ? x ? d = 0. 2x 105 = 21 lbs Total Volume Va Air Total Vt Vv Vw Vs Water Ww Ws Weight Wt Soil 37 Borro w Fill Adjustments Borrow Properties: ? m = 110 pcf, ? d =100 & ? = 10% Placed Fill Properties: ? d = 105 pcf & ? = 20% Since borrow ? d =100pcf & fill ? d =105pcf, 105/100 =1. 05 It takes 1. 05 cf of borrow to make 1. 0 cf of fill For 30,000 cy, 30,000 x 1. 05 = 31,500 cy of borrow Total Volume Va Air Total Vt Vv Vw Vs Water Ww Ws Weight Wt Soil 38 Borrow Fill Adjustments Borrow Material Properties: Ww = 10 lbs Placed Fill Properties: Ww = 21 lbs Water supplied from borrow in each cf of fill = 10 x 1. 5 = 10. 5 lbs; 21 lbs – 10. 5 = 10. 5 lbs short/1. 05 cf 10. 5lbs/1. 05 cy = 10 lbs of water to be added per cf borrow Total Volume Va Air Total Vt Vv Vw Vs Water Ww Ws Weight Wt Soil 39 Proctor: Moisture Density Relationships Establishes the unique relationship of moisture to dry density for each specific soil at a specified compaction energy MOISTURE-DENSITY RELATIONSHIP 108. 0 106. 0 104. 0 D ry D ensity (pcf) 102. 0 100. 0 98. 0 96. 0 94. 0 92. 0 90. 0 88. 0 8. 0 10. 0 12. 0 14. 0 16. 0 18. 0 20. 0 22. 0 24. 0 26. 0 28. 0 Moisture Content (%) 40 Proctor: Moisture Density Relationships †¢ 4† mold 25 blows †¢ 6† mold 56 blows Standard – 5. 5 lb hammer – dropped 12 in – 3 layers Standard: ASTM D-698 AASHTO T-99 Modified: ASTM D-1557 AASHTO T-150 †¢ Modified – 10 lb hammer – dropped 18 in – 5 layers 41 PROCTOR COMPACTION TEST Maximum Dry Density – Highest density for that degree of compactive effort Optimum Moisture Content – Moisture content at which maximum dry density is achieved for 42 that compactive effort Proctor: Moisture Density Relationships MOISTURE-DENSITY RELATIONSHIP 108. 0 106. 0 104. 0 Dry Density (pcf) 102. 0 100. 0 98. 0 96. 0 94. 0 92. 0 90. 0 88. 0 8. 0 10. 0 12. 0 14. 0 16. 0 18. 0 20. 0 22. 0 24. 0 26. 0 28. 0 Moisture Content (%)What density is required for 95% Compaction? What range of moisture would facilitate achieving 95% compaction? 43 Proctor: M oisture Density Relationships MOISTURE-DENSITY RELATIONSHIP 108. 0 106. 0 104. 0 Dry Density (pcf) 102. 0 100. 0 98. 0 96. 0 94. 0 92. 0 90. 0 88. 0 8. 0 10. 0 12. 0 14. 0 16. 0 18. 0 20. 0 22. 0 24. 0 26. 0 28. 0 Moisture Content (%) 104 x . 95 = 98. 8 pcf A 95% B Range of moisture is within the curve A to B (14 to 24 %) 44 Proctor: Zero Air Voids Line Relationship of density to moisture at saturation for constant specific gravity (SG) Can’t achieve fill in zone right of zero air voids line ZMOISTURE-DENSITY RELATIONSHIP 108. 0 106. 0 104. 0 Dry Density (pcf) 102. 0 100. 0 98. 0 96. 0 94. 0 92. 0 90. 0 88. 0 8. 0 10. 0 12. 0 14. 0 16. 0 18. 0 20. 0 22. 0 24. 0 26. 0 28. 0 Moisture Content (%) 45 Proctor: Moisture Density Relationships MOISTURE-DENSITY RELATIONSHIP 108. 0 106. 0 104. 0 Dry Density (pcf) 102. 0 100. 0 98. 0 96. 0 94. 0 92. 0 90. 0 88. 0 8. 0 10. 0 12. 0 14. 0 16. 0 18. 0 20. 0 22. 0 24. 0 26. 0 28. 0 Moisture Content (%) If SG = 2. 65 & moisture content is 24% What dry density achieves 100% saturation? A) 100. 0 pcf B) 101. 1 pcf 46 Proctor: Moisture Density RelationshipsMOISTURE-DENSITY RELATIONSHIP 108. 0 106. 0 104. 0 Dry Density (pcf) 102. 0 100. 0 98. 0 96. 0 94. 0 92. 0 90. 0 88. 0 8. 0 10. 0 12. 0 14. 0 16. 0 18. 0 20. 0 22. 0 24. 0 26. 0 28. 0 Moisture Content (%) X ?d=SG62. 4/(1+? SG/100) ? d=2. 65Ãâ€"62. 4/(1+24Ãâ€"2. 65/100) ? d=101. 1 pcf Answer is â€Å"B† 47 Ref: Peck Hanson & Thornburn Static Head 48 Calculate effective stress at point x Ref: Peck Hanson & Thornburn Saturated Unit Weight ? sat 5’ ? sat = 125 pcf Moist Unit Weight ? M Dry Unit Weight ? Dry 7’ Submerged (buoyant) Unit Weight = ? sat – 62. 4 x 49 Calculate effective stress at point x Ref: Peck Hanson & ThornburnTotal Stress at X 5’ ? sat = 125 pcf = 5 x 62. 4+ 7x 125= 1187psf Pore Pressure at X 7’ = 12 x 62. 4 = 749 psf Effective Stress at X = 1187-749= 438 psf x or (125-62. 4) x 7=438 psf 50 Ref: Peck Hanson & Thor nburn Downward Flow Gradient 51 Downward Flow Gradient 3’ Total Stress at X = 5 x 62. 4+ 7x 125= 1187psf Pore Pressure at X ? sat = 125 pcf 7’ = (12-3) x 62. 4 = 562 psf Effective Stress at X = 1187-562 = 625 psf 5’ x or 438 + 3 x 62. 4 = 625psf see previous problem 52 Upward Flow Gradient Ref: Peck Hanson & Thornburn 53 One Dimensional Consolidation ?e/pn 54 Primary Phase Settlement (e log p) ? H = (H x ? )/(1+eo) eo ? H H 55 Consolidation Test Pre-consolidation Pressure Cc = slope of e log p virgin curve est. Cc = 0. 009(LL-10%) Skempton Rebound or recompression curves 56 56 e- l o g p Calculate Compression Index; Cc 1. 50 1. 40 1. 30 Void Ratio (e) 1. 20 1. 10 ksf 0. 1 1 4 8 16 32 (e) 1. 404 1. 404 1. 375 1. 227 1. 08 0. 932 1. 00 0. 90 A) 0. 21 B) 0. 49 57 0. 80 0. 1 1 10 100 Pr essur e ( ksf ) Cc is the slope of the virgin e-log p e- l o g p Cc = -(e1-e2)/log (p1/p2) 1. 50 Cc=-(1. 375-1. 227)/log(4/8) Cc = 0. 49 Answer is â€Å"B† ksf 0. 1 1 4 8 16 3 2 (e) 1. 404 1. 404 1. 375 1. 227 1. 08 0. 932 1. 40 Cc Void Ratio (e) . 30 1. 20 1. 10 1. 00 0. 90 0. 80 0. 1 1 10 100 Pr essur e ( ksf ) 58 Permeability Constant Head Conditions †¢ Q=kiAt †¢ Q= k (h/L)At †¢ k=QL/(Ath) 59 If Q =15cc & t = 30 sec what is the permeability k=QL/(Ath) 10cm 5cm A) 0. 01 cm/sec B) 0. 01Ãâ€"10-2 cm/sec 25cm2 C) 0. 1 cm/sec 60 Constant Head Permeability Calculate k Q =15cc & t = 30 sec †¢ k=QL/(Ath) †¢ k= 15(5)/(25(30)10) †¢ k= 0. 01 cm/sec Answer is â€Å"A† 10cm 5cm 25cm2 61 Falling Head Permeability †¢ k=QL/(Ath) (but h varies) †¢ k=2. 3aL/(At) log (h1/h2) †¢ where a = pipette area †¢ h1 = initial head †¢ h2 = final head 62 If t = 30 sec; h1= 30 cm; h2 = 15 cm L= 5 cm; a= 0. cm2; A= 30 cm2; calculate k A) 2. 3Ãâ€"10-3 cm/sec B) 8. 1Ãâ€"10-6 cm/sec C) 7. 7Ãâ€"10-4 cm/sec 63 Falling Head Permeability k=2. 3aL/(At) log (h1/h2) k= 2. 3 (0. 2) 5 /(30Ãâ€"30) log (30/15) k= 7. 7Ãâ€"10-4 cm/sec Answer is â€Å"C† 64 †¢Flow lines & head drop lines must intersect at right angles †¢All areas must be square †¢Draw minimum number of lines †¢Results depend on ratio of Nf/Nd Flow Nets 6ft 2ft 65 Q=kia=kHNf /Nd wt (units = volume/time) w= unit width of section t=time Flow Nets 6ft 66 What flow/day? assume k= 1Ãâ€"10-5 cm/sec =0. 0283 ft/day Q= kH (Nf /Nd) wt Q= 0. 0283x8x(4. 4/8)x1x1 Q= 0. 12 cf/day 2ft Flow Nets ft 67 Check for â€Å"quick conditions† pc =2(120)= 240 psf (total stress) Flow Nets Below water level use saturated unit weight for total stress ?= 2(62. 4) = 124. 8 (static pressure) = 1/8(8)(62. 4)= 62. 4 (flow gradient) = 240-(124. 8+62. 4) 2ft 2ft 6ft p’c = pc -(? + ) p’c = 52. 8 psf >0, soil is not quick ?sat=120 pcf 68 Stress Change Influence (1H:2V) For square footing z=Q/(B+z)2 69 If Q= 20 kips, Calculate the vertical stress increase at 7 feet below the footing bottom 5’ 8’ 7’ 70 If Q= 20 k ips, Calculate the vertical stress increase at 7 feet below the footing bottom 5’ 8’ z = 0000 (8+7)(5+7) 7’ z = 111 psf 71 Westergaard (layered elastic & inelastic material) If B= 6. 3’ in a square footing with 20 kips load, what is the vertical stress increase at 7’ below the footing bottom? 72 Westergaard Q = 20 kips B = 6. 3’ Z = 7’ z = ? 73 Westergaard 7’/6. 3’ = 1. 1B z = 0. 18 x 20000/6. 32 = 90. 7 psf 74 Boussinesq (homogeneous elastic) Q = 20 kips B = 6. 3’ Z = 7’ z = ? 75 Boussinesq Z/B = 1. 1 z = 0. 3 x 20000/6. 32 = 151 psf 76 Thanks for participating in the PE review course on Soil Mechanics! More questions or comments? You can email me at: [email  protected] com 77

Methamphetamine essays

Methamphetamine essays In the last decade, methamphetamine use has dramatically increased throughout the United States. This growing epidemic raises concerns for a variety of reasons. First, methamphetamine is extremely addictive and often leads to compulsive use. Secondly, this is particularly problematic because as the abuse problem continues to rise, a growing body of research is demonstrating a wide range of neurotoxic effects that can result from the drug. Methamphetamine administration in laboratory animals has been proven to cause profound and long-lasting toxicity of the brain, most notably to dopamine terminals (Volkow, et al. 2001, p. 377). Recent studies have confirmed that methamphetamine abuse exerts similar effects on dopaminergic systems in humans as well, in addition to other structures of the brain. Dopamine is an essential neurotransmitter that plays a role in memory, mood, and motor coordination (Imaging Studies, 2001, p. 12). Damage to dopamine-related structures is linked to numerous l ong-term consequences, including memory impairment, motor deficits, mood disorders, psychiatric symptoms, anxiety problems, and increased aggressive tendencies. In a recent study conducted by Volkow and her colleagues, certain brain areas of methamphetamine users were compared to a control group using positron emission tomography (PET). All of the users met the DSM-IV criteria for dependence on the substance. Their length of abstinence from the drug ranged from 2 weeks to 35 months, and none had a prior history of drug addiction. The comparison group consisted of healthy volunteers with no past history of drug use. The focus of this study was to assess memory and motor impairments due to dopamine transporter reductions in methamphetamine abusers. Researchers were also interested in determining whether the drug produced any significant effect on portions of the brain not innervated by dopamine. A similar study was conducted by Sekine and his...

Marlon Brando, Littlefeather, and the Academy Awards

Marlon Brando, Littlefeather, and the Academy Awards The social turbulence of the 1970s was a time of much-needed change in Indian country. Native American people were in the bottom strata of all socioeconomic indicators, and it was clear to American Indian youth that change was not going to happen without dramatic action. Then came Marlon Brando to bring it all to center stage  - quite literally. A Time of Unrest The Alcatraz Island occupation was two years in the past by March of 1973. Indian activists had taken over the Bureau of Indian Affairs building the year before and the siege of Wounded Knee was underway in South Dakota. Meanwhile, the Vietnam War showed no end in sight despite massive protests. No one was without an opinion and some Hollywood stars are remembered for the stands they would take, even if they were unpopular and controversial. Marlon Brando was one of those stars. The American Indian Movement AIM  came about thanks to Native American college students in the cities and activists on the reservations who understood all too well that the conditions they were living under were a result of oppressive government policies. Attempts were made at non-violent protests - the Alcatraz occupation was completely nonviolent although it lasted well over a year - but there were times when violence seemed like the only way to bring attention to the problem. Tensions came to a head on the Oglala Lakota  Pine Ridge reservation in February 1973. A group of heavily-armed Oglala Lakota and their American Indian Movement supporters overtook a trading post in the town of Wounded Knee, the site of the 1890 massacre. Demanding a regime change from the U.S.-backed tribal government that had been mistreating the reservations residents for years, the occupiers found themselves in a 71-day armed battle against the FBI and the U.S. Marshal Service as the eyes of the nation watched on the evening news. Marlon Brando and the Academy Awards Marlon Brando had a long history of supporting various social movements dating back to at least 1946 when he backed the Zionist movement for a Jewish homeland. He had also participated in the March on Washington in 1963 and he supported the work of Dr. Martin Luther King. He was even known to have donated money to the Black Panthers. Later, however, he became critical of Israel and supported the Palestinian cause. Brando was also highly dissatisfied with the way Hollywood treated American Indians. He objected to the way Native Americans were represented in the movies. When he was nominated for an Oscar for his infamous portrayal of Don Corleone in The Godfather, he refused to attend the ceremony. He instead sent Sacheen Littlefeather (born Marie Cruz), a young Apache/Yaqui activist who had participated in the Alcatraz Island occupation. Littlefeather was a budding model and actress, and she agreed to represent him. When Brando was announced as the winner, Littlefeather took the stage dressed in full native regalia. She delivered a short speech on behalf of Brando declining acceptance of the award. He had actually written a 15-page speech explaining his reasons, but Littlefeather later said that she had been threatened with arrest if she attempted to read the entire speech. Instead, she was given 60 seconds. All she was able to say was: Marlon Brando has asked me to tell you, in a very long speech which I cannot share with you presently because of time but I will be glad to share with the press afterward, that he must ... very regretfully cannot accept this very generous award.And the reason [sic] for this being ... are the treatment of American Indians today by the film industry †¦ excuse me†¦ and on television in movie reruns, and also the recent happenings at Wounded Knee.I beg at this time that I have not intruded upon this evening and that we will, in the future ... our hearts and our understanding will meet with love and generosity.Thank you on behalf of Marlon Brando. The crowd cheered and booed. The speech was shared at a press conference after the ceremony and was published in its entirety by the New York Times. The Full Speech Native Americans had virtually no representation in the film industry in 1973, and they were primarily used as extras while lead roles depicting Indians in several generations of Westerns were almost always awarded to white actors. Brandos speech addressed the stereotypes of Native Americans in films long before the subject would be taken seriously in the industry. In his original speech as printed by the New York Times, Brando said: Perhaps at this moment you are saying to yourself what the hell has all this got to do with the Academy Awards? Why is this woman standing up here, ruining our evening, invading our lives with things that dont concern us, and that we dont care about? Wasting our time and money and intruding in our homes.I think the answer to those unspoken questions is that the motion picture community has been as responsible as any for degrading the Indian and making a mockery of his character, describing his as savage, hostile and evil. Its hard enough for children to grow up in this world. When Indian children watch television, and they watch films, and when they see their race depicted as they are in films, their minds become injured in ways we can never know. True to his political sensibilities, Brando also minced no words about Americas treatment of American Indians: For 200 years we have said to the Indian people who are fighting for their land, their life, their families and their right to be free: Lay down your arms, my friends, and then we will remain together ...When they laid down their arms, we murdered them. We lied to them. We cheated them out of their lands. We starved them into signing fraudulent agreements that we called treaties which we never kept. We turned them into beggars on a continent that gave life for as long as life can remember. And by any interpretation of history, however twisted, we did not do right. We were not lawful nor were we just in what we did. For them, we do not have to restore these people, we do not have to live up to some agreements, because it is given to us by virtue of our power to attack the rights of others, to take their property, to take their lives when they are trying to defend their land and liberty, and to make their virtues a crime and our own vices virtues. Sacheen Littlefeather Sacheen Littlefeather received phone calls from Coretta Scott King and Cesar Chavez as a result of her intervention at the Academy Awards, congratulating her for what shed done. But she also received death threats and was lied about in the media, including allegations that she wasnt Indian. She was blacklisted in Hollywood. Her speech made her famous literally overnight and her fame would be exploited by Playboy magazine. Littlefeather and a handful of other Native American women had posed for Playboy in 1972, but the photos were never been published until October 1973, not long after the Academy Awards incident. She had no legal recourse to contest their publication because she had signed a model release. Littlefeather has long been an accepted and highly respected member of the Native American community despite lingering speculation about her identity. She continued her social justice work for Native Americans from her home in the San Francisco Bay area and worked as an advocate for Native American AIDS patients. She committed herself to other health education work as well and worked with Mother Theresa doing hospice care for AIDS patients.

Swifts A Modest Proposal Essay Example | Topics and Well Written Essays - 250 words

Swifts A Modest Proposal - Essay Example The writer begins by ruing the prevalence of beggars and impoverished children and proposes to submit a â€Å"cheap and easy method of making these children sound and useful members of the common-wealth† (Swift, para 2, 1729). Starting on this apparently straightforward note, Swift adopts a tone of practical economics and moral righteousness, which prompts the reader to expect him to list some realistic solution. Swift couches his proposal in terms of apparent objectivity, economic calculation and statistical data. However, the reader tends to be uncertain about the writer’s true motivation, and there is a suspicious undertone of irony in the passage where Swift declares â€Å"we neither build houses nor cultivate land† (para 6, 1729). This suspicion is further strengthened when he goes on to speak of young children in terms of a â€Å"saleable commodity† (para 7, 1729). However, Swift succeeds in hiding his real agenda. As the reader is lulled by his argumentative tone, the â€Å"surprise ending† of Swift’s proposal comes as an unexpected jolt: he proposes that poor children be sold on the market as food for wealthy landlords. Although the â€Å"surprise ending† of the writer’s proposal is unexpected, Swift is unable to validate his suggestion. It is now evident that the writer is using satire as a weapon and the piece is not to be taken at its literal or face value. Swift’s proposal is an attack on the prevailing social relations in Ireland, the widespread poverty, the indifference of absentee landlords, and their exploitation of the peasants, and British oppression of the Irish nation. The reader is quick to grasp that Swift’s actual proposal to alleviate the misery of Ireland is stated in paragraph 29: taxation of absentee landlords, use of locally manufactured goods, nationalism, unity and virtue. Swift’s â€Å"A Modest Proposal† is a satirical attempt to rouse the conscience of the reader to the plight of the impoverished