Rights of self petitioning applicants Thesis Example | Topics and Well Written Essays - 6750 words

Rights of self petitioning applicants - Thesis Example ...............................23 5.4.3 Personal Responsibility & Work Opportunity Reconciliation Act....................................................................24 5.4.4 Illegal Reformation & Immigration Responsibility Act...........24 5.4.5 Women Immigrants Safe Harbor Act.......................................24-25 5.5 Battered Women Immigrants Not Covered by VAWA........................25-29 CHAPTER 6: SUMMARY AND CONCLUSION.........................................30-31 LIST OF FIGURES Figure 1: Legal status of foreign-born population, 2002 ABSTRACT Violence against women has been a problem plaguing society since time immemorial. In the American society, this issue came to the fore in the advent of the civil movements in the 1980s when women had the opportunity to gather together and confer with each other. Thus, were born legislations protecting women from violence, including violence which occurs within the confines of their own homes. The most remarkable of these laws was the 1994 Violent Against Women Act (VAWA hereafter) which was subsequently reauthorized first in 2000 and then in 2005. This law was remarkable not only for the financial assistance it gave to women victims but also the circumvention of prior laws which require women immigrants married to US nationals or permanent residents to wait for a period of two years before jointly applying with their spouses for permanent residence. Statistics show that violence against women is more prevalent in the case of women immigrants than in US born women. The US is multiracial country - a melting pot of various ethnic origins and people coming from various cultures. There are, to date, about 34 million people, more or less, in the country who are foreign-born and many of...This law was remarkable not only for the financial assistance it gave to women victims but also the circumvention of prior laws which require women immigrants married to US nationals or permanent residents to wait for a period of two years before jointly applying with their spouses for permanent residence. Statistics show that violence against women is more prevalent in the case of women immigrants than in US born women. The US is multiracial country - a melting pot of various ethnic origins and people coming from various cultures. There are, to date, about 34 million people, more or less, in the country who are foreign-born and many of these are women immigrants who suffer at the hands of people who exploit and abuse them because of their immigration status and their social isolation brought about by their foreign surroundings, language deficiency, economic dependency, cultural ethnicity. Many of them are undocumented immigrants who came into the country without proper documentation. Since the VAWA provisions on battered immigrant women are specific only to a particular type of women immigrants, the implication is that many of these battered women are left out in the cold with no hope of aid from the government. Violence against women is a societal ill long been present but has only been recently acknowledged.

The Story of an Hour Essay Example for Free

The Story of an Hour Essay Mallard is feeling, and how the to contradict each other. An irony of fate occurs when there is difference in what a character realizes what they want and how they are treated in the end. Mrs. Mallard in this short story is the abyss of irony of fate. â€Å"When the doctors came they said she had died of heart disease – of joy that kills† (Chopin 170). Mrs. Mallard spends the first half of the short story feeling intense guilt and sadness with the news that her husband has died. Later on in the story Mrs. Mallard realizes that she is now free, without her husband she can do what she wants. When Mrs. Mallard has finally come to terms with her husband’s death and learned that it is a good thing, her husband walks in the door. Mrs. Mallard sees her husband alive and drops dead of a heart attack. Mrs. Mallard truly lives up to the irony of fate because instead of her husband being dead and her being free, Mrs. Mallard dies and her husband is the one who is alive and free. The metaphor, simile, and the irony of fate that Kate Chopin uses in The Story of an Hour help the reader follow Mrs. Mallard on her journey from grief to joy. The metaphor helps the reader understand the sadness she is feeling. The simile shows how Mrs. Mallard is dealing with her grief after hearing the news of her husband’s death. The irony of fate shows how after accepting that her husband’s death means freedom to her, she dies and it shows the reader the irony in it all. The three literary devices help illustrate the journey Mrs. Mallard takes when learning of her husband’s death. The simile and metaphor illustrate her sadness and then the irony of fate illustrates how her acceptance and joy of her husband’s death is her true end.

Economic Globalization And Offshore Sourcing Management Essay

Economic Globalization And Offshore Sourcing Management Essay In tune with increased economic globalization and offshore sourcing, global supply chain management is becoming a vital subject for many businesses and Somerset Furniture is one of the companies facing the challenges when set up its global supply chain. The business strategy constitutes overall direction to achieve corporate objectives and goals in long term, but supply chain strategy focuses on driving down operational costs, streamlining procedures and maximizing efficiencies. However, most companies have wonderful business strategies but most of them are unlikely designed a seamless supply chain strategy which can result in great failure when doing business overseas. In this case study, Somersets current approach to manage its supply chain resulted in poor business performance, the visible hazards and other negative factors frustrated Somerset included poor logistics management, ineffective order system and inventory management as well as inconsistency of product quality. In adopting a value chain, Somerset must incorporate and execute a robust supply chain management strategy for best-fit suppliers selection, further establish on how to work with supply partners, distributors, suppliers, customers or even customers customers as a way to remain competitive. Otherwise, the company will not survive. As the marketplace changes rapidly and becomes very competitive, it is critical that Somerset reinforces existing relationships and work together internally and externally. That being said, a well-practiced supply chain strategy results in value creation for the whole organization. In a nutshell, supply chains have shifted from a cost focus to a customer focus, until currently to a strategic focus, scrutinizing the success of a strategy is just as good as the companys capabilities to fully and properly execute all. A great supply chain strategic approach, connected with operational excellence, can provide success for not only the company in crisis but also its partners and customers. 1. Introduction Somerset Furniture is an established ornate residential home wood furniture company with over 50 years history in USA, renowned for producing quality and affordable furniture with a practical range of innovative design. To cope with the fast growing U.S. market, Somerset has developed its marketing strategy by introducing new product lines every few years and successfully gained creditable reputation during the last half of the twentieth century. The company was a pioneer in furniture manufacturing processes and in applying TQM principles to furniture manufacturing. However, Somerset soon faced with thorny problems emerging in mid-1990s, such as stiffer competition, high labour rates, diminishing profits. As a result, the company downsized the domestic manufacturing facility and labour force through outsourcing several internal furniture product lines to China manufacturers, this led to be very successful in reducing costs and increasing profits initially. By 2000, Somerset closed entire manufacturing facility in the United States and outsourced all of its manufacturing to suppliers in China and then set up global supply chain, at which a series of chain-reacting problems raised and affected business. The primary focus of this paper is to find out outsourcing solution and rectify the global supply chain strategy to be very competitive. The evaluation of Somersets approach on managing current supply chain both from strategic and tactical viewpoint will be addressed in Chapter 2. The subsequent Chapter 3 and 4 respectively describes the new strategic supply chain approach and then explains the transformational requirements for changing Somerset supply chain effectively and efficiently. The conclusion will be made in Chapter 5 outlining the study points for readers. Evaluation of Somerset Furniture Companys Approach to Managing Supply Chain from both strategic and tactical viewpoints. Somersets Existing Global Supply Chain Process Map Figure 2.1 Somersets Global Supply Chain Logistic Flowchart Source: Adapted from Fawcett, Ellram and Ogden (2007, p.218) Foreign Competition While Somerset formulated a good strategic marketing plan for continually launching new product lines every few years during half of the twentieth century, simultaneously, experienced the positive effects of applying the TQM in its furniture manufacturing and popularly is known as high-quality yet affordable wooden furniture provider in domestic market. However, since the mid-1990s, the company suffered from the stiffer competition, high labour rate and decreasing profits. To get out of this situation, Somerset started outsourcing several furniture product lines to China that helped benefit from cost-effective and reduced operating costs. Another strategy was reducing the manufacturing facility and labour force, to keep the low costs in line with the pace of outsourcing. It was very successful initially in reducing costs and increasing profits for the company. By 2000, Somerset decided to set up global supply chain and closed entire manufacturing facility in the United States by outsourcing all of its manufacturing to suppliers in China. Shipments of Raw Materials and Inconsistency of Product Quality Somersets global supply chain facilitates the wood shipments from the United States and South America to manufacturing plants in China. This shipment itinerary takes a long time to arrive China, therell be unexpected delays for processing shipment which incurs customer complaints and orders cancellation. Despite of long shipping time, the costs of shipment to the final destination and the raw material from US and South America are apparently high that reduced the profits. As the manufacturing plants employed Chinese workers to produce products by hand in China, it will cause discrepancies in product dimension and quality. Customers would ask for exchange or refund as the quality is not assured by hand-made. Poor Distribution Network and Transportation Management The finished furniture products are shipped by containers from Hong Kong or Shanghai to Norfolk, Virginia, once arrived, the containers are transported by truck to Somerset warehouses in Randolph Country, where all of retailers stores located and installed the furniture to prevent from damage during transport. Ineffective Order Management It is found that therere some critical flaws exist internally within Somersets global supply chain on its order processing and fulfillment system. Somerset processes orders weekly and biweekly and it takes 7-14 days to developing demand forecast and 12 -25 days for processing order which amount totally 22 to 45 days for purchase order to eventually complete. It requires another 60 days to produce product by hand when going into production. Poor Transportation Management As required by Chinese logistics, all finished furniture items have to be transported from the manufacturing plants to Chinese ports, which can take up to several weeks depending on trucking availability and schedules. Since 9/11, random security checks of containers will delay shipment for another one to three weeks and the trip overseas to Norfolk takes 28 days. Hence, from China to Norfolk port, it can take more than two months delivery time. Thereafter, clearing US customs can take another one to two weeks before local workers take another 1-3 days to unload containers and transfer the furniture onto truck to Somersets warehouse in Randolph County. Ineffective Inventory Management The variability of supply chain estimated is up to 40% for schedule deferment. Due to Somersets innovative conception to introducing new products frequently, it resulted in substantial excess inventories left over in warehouse where the obsolete furniture occupy precious space and increase high disposal and storage costs. Somerset proudly stands behind its products and customers can get a warranty period of 1 year from the date of purchase. It brought a serious problem for parts replacement, because China supplier is only able to provide these parts which are in production, but most of the parts are not produced anymore after 1-year guarantee period. Poor Product Quality Although quality auditors are employed by Chinese suppliers to perform quality audit every few weeks, Somerset still encounters several quality issues. Consequently, Somerset has to inspect every piece of furniture it receives from China due to retailers and customers complaints. 3. Development Justification of New Strategic Supply Chain Approach to be used by Somerset Foreign Competition Owing to fierce competition, Somerset has to close its entire US manufacturing facility and outsource all of its manufacturing to China to reduce costs and increases profits for the company. Outsourcing has become a common strategy that is adopted by all US companies and managing supply chains has now become a trend due to globalisation. It is felt that Somerset should have an outsourcing strategy which will continue to evaluate alternate low-cost furniture manufacturing plants around Asia or other regions. Depending on just low-cost China manufacturers which product its products by hand may not be a viable long term solution for its overall corporate or supply chain strategy. 3.2 Shipment of Raw Materials Consistency of Product Quality Somersets shipment of wood from the United States and South America to manufacturing plants in China is a costly and time-consuming process. Raw materials should be sourced from within China or from neighbouring countries around manufacturing facility to ensure low cost and better efficiency in materials movement. The China manufacturing plant produced all furniture products by hand, which is not only time-consuming, taking 60 days to finished the production, but also cause inconsistency of products quality. It is thus recommended that China manufacturing plant be ISO9000 certified, to provide Quality Assurance and invest in partial or fully automated machine to manufacture some of these furniture products so as to cut down the production lead-time and provide better consistency in products quality. In the meantime, the leader should take action of outsourcing another manufacturer in China to replace the current one, because the current plant may not have enough capital to purchase all necessary expensive equipment. Furthermore, the conversion from undeveloped factory to a qualified lean manufacturing facility cannot take place in one day since it is viewed as a long term transformation. Therefore, Somerset should outsource the production base to other China furniture manufacturing facilities, which comprise the following competencies: Lean manufacturing system implementation Lean manufacturing results in significant cost savings over a two to three year period. Specifically, manufacturing companies report significant reduction in raw materials, in-process inventories, setup costs, throughput times, direct labor costs, indirect labor costs, staff, overdue orders, tooling costs, quality costs, and the cost of bringing new designs on line (Swamidass 2002) ISO9000 certification Flexibility (refers to modification, design, machine, production lines and time flexibilities) Capacity (in terms of space, labor, equipment, IT and materials) 3.3 Better Distribution Network Transportation Management According to Chopra Meindl (2010), with regards to movement of products from factory to customer, there are six distinct distribution network designs for company to select one of them, as shown below: Manufacturer storage with direct shipping Manufacturer storage with direct shipping and in-transit merge Distributor storage with package carrier delivery Distributor storage with last-mile delivery Manufacturer/distributor storage with customer pickup Retail storage with customer pickup Somerset can select one of above distribution network to help in improving its distribution network. Choosing the manufacturer storage with direct shipping will help to eliminate the movement of furniture from Somerset warehouse to retail stores. This will have the advantages of better customers experience and lower inventory costs. Installation of hardware can therefore also be done at customers house instead of at retail stores. However, it has the disadvantages of higher transportation costs (because of increased distance and disaggregate shipping) and requiring investment in information infrastructure to integrate manufacturer and retailer. Another improvement in transportation is to eliminate export of raw materials from US to China by sourcing these materials from China or its neighbouring countries. This not only saves transportation time but also costs of materials. Purchasing department of Somerset will thus have the task to source for these new raw materials around Asia. 3.4 Effective Order Management The order processing and fulfillment system in Somersets global supply chain is too long and it is suspected that Somerset and Chinese manufacturing plant may not have the necessary information technology to enable the rapid sharing of demand and supply data. Per Harrison Hoek (2002), they mention that integration of demand and supply data so that an increasingly accurate picture is obtained about the nature of business processes, markets and consumers, can provide increasing competitive advantage. Figure 3.1 shows a conceptual model of how supply chain processes (supply, source, make, distribute and sell) are integrated together in order to meet end customer demand (cited by Harrison Hoek 2002, p.14): Figure 3.1 Integrating demand and supply chains Source: Harrison Hoek (2002, p.14) Another solution is to ensure that Somerset utilizes software for order processing which will automatically route for approval and issue purchase order in an efficient manner. There should also be policy in place to ensure that the approval routes are short and approving manager does not take too long to approve it. 3.5 Better Transportation Management Apparently, the Chinese logistics arrangement, depending on trucking availability and containers, causes wide times variability in shipment of finished furniture items from China ports to Norfolk. It is really critical for Somerset to have a good logistics/transportation manager to understand the root causes, select work with the Chinese suppliers to reduce this time and wide-variability to avoid delay shipment to customers. Langley et al. (2009) recommends proactive management approach to identify and solve transportation problems by reducing the number of carriers, negotiating with carriers, establishing carrier contracts with prescribed service levels, and modifying loading procedures. Hence, Somerset can negotiate and establish new contracts with Chinese suppliers or carriers to ensure that the finished products can depart China ports consistently at a shorter lead-time. In fact, Somerset should establish contracts with all transportation modes to ensure the required transportation service level and lead-times predictability. Other means of improvement and cost-effectiveness can be done through consolidating shipments and monitoring transportation service quality. 3.6 Effective Inventory Management It is highly recommended that Somerset adopts Just-In-Time (JIT) and Lean thinking concepts, as discussed by Harrison Hoek (2002), that can reduce delay, waste and inventory costs. Long-standing approaches to material control, such as reorder point stock control (ROP), economic order quantities (EOQ) and material requirements planning (MRP) can be made far more responsive by the application of JIT principle whereas lean thinking seeks perfection by gradually reducing waste from each of below four areas: Specifying value from the customer perspective Identifying the value stream ( through time-based mapping) Making the product flow through the supply network (by applying JIT principles) Letting the customer pull (through pull scheduling) Somerset may also adopt vendor-managed inventory (VMI) where it takes responsibility for monitoring sales and inventory in the retailers process. This information is used to trigger replenishment orders. As VMI is facilitated by willingness to share data, the use of integrated systems, and standard procedures, it is made more difficult by such factors as long replenishment lead times, inaccurate data, and unwillingness by either party to invest in systems support. Murphy Wood (2008) highlights tracking technology, radio-frequency identification (RFID) to keep track of inventory, which can further improve the efficiency in the supply chain network. 3.7 Better Product Quality The fact that Somerset has to inspect every piece of furniture it receives from China proves that China manufacturing plant must be ISO9000 certified and implement Quality Assurance System in-house. In addition, this will avoid the need to get quality auditors who are employed by Chinese suppliers to perform quality audit. A Quality Improvement Team should be formed in the China manufacturing plant and be trained so as to improve quality on a continual-basis. Somerset can also assist in the implementation of lean manufacturing for its outsourced China manufacturing plant or introduce Lean Six Sigma methodology to effectively control the process for better consistency in products quality. The requirements for the successful implementation of lean manufacturing, as per Swamidass (2002), are: All levels in the plant, from the production worker to the president must be educated in lean production philosophy and concepts. Top management must be totally committed to this venture and provide necessary leadership. Everyone must be involved in the change, and the internal customer must be empowered to play a vital role in this evolutional process. Everyone in the plant must understand that cost, not price, determines profit. The customer determines price, the plant determines the cost. Everyone must be committed to the elimination of waste. This is fundamental for becoming lean. The concept of standardization must be taught to everyone and applied to documentation, methods, processes as well as system metrics. 4. Evaluation Transformation Required In order to change the Somersets Supply Chain Philosophy from its traditionally position of functional independence to an integrated single entity, top management of Somerset has to ensure that conflicting functional objectives along the supply chain are reconciled and balanced. According to Barnes (2001), supply chain management requires a new approach to systems: integration is the key. Somerset must better manage its supply chain effectively through adapting the six building blocks for effective supply chain management (Harrison Hoek 2002) as follows: Develop a supply chain strategy Elements to be incorporated are: Customer service requirements Plant and distribution centre network design Inventory management Outsourcing and third-party logistics relationships Business processes Organizational design and training requirements Performance metrics and goals Gather supply chain information Enterprise resource planning (ERP) systems to facilitate the flow of information across their organization Develop effective partnerships and alliances Collaborative approach with key suppliers and customers for better decisions in procurement, production, inventory and fulfillment. Pilot new supply chain solutions Piloting initiatives on a small scale reduces risk and can encourage buy-in from others within the organization or supply chain. Elements to be included in any pilot projects are: Involvement of key stakeholders, suppliers, customers and employees. Selection of scope and environment Identification of critical success factors Organise for supply chain performance Organisational change for cross-functional instead of functionally based structures. Develop measurement system for supply chain performance Cross-supply chain instead of function focused measures: On time in full, outbound On time in full, inbound Internal defect rates New product introduction rate Cost reduction Order to delivery lead time Fiscal flexibility Somerset can also consider the proposal by Heinrich Betts (2003) to transform companys supply chain into adaptive business network. This new business model joins companies as partners, into an adaptable and flexible set of business relationships such that each company is able to respond more swiftly into changing market conditions and leverage the networks cumulative ability to: Plan and anticipate demand and supply. Execute plans efficiently and effectively. Sense events that affect the plans as those events occur, and analyze them for impact. Respond to and learn from ever-changing business conditions. Somerset can then move to an adaptive business network in four steps, as in Figure 4.1: Figure 4.1 The Four Steps of an Adaptive Business Network Step 1 Visibility: Sharing of information with partner companies. Many routine business processes with partners standardized. Information posted for common view on portal. Greater insight into business process and data accuracy problems. Step 2 Community: Moving day-to-day transactions to the portal. Establishment of minimum and maximum control thresholds. Reduction of inventory. Time savings via mechanizing transactions. Step 3 Collaboration: Sharing of customer demand data with members. Targeted replenishment of supplies. Responsibility transferred to supply replenishment vendors. Ability to reallocate inventory to fulfill maximum number of orders. Step 4 Adaptability: Time required for many tasks greatly decreased. Many tasks completely eliminated. Inventory and working capital dramatically reduced. New alliances, products, and revenue opportunities possible. Source: Heinrich Betts (2003, p.80) Harrison Hoek (2002) illustrates a number of transitional forces that need to be harnessed to give momentum to the change project, as structured in Figure 4.2 below: Figure 4.2 Transition forces Source: Harrison Hoek (2002, p.267) These 5 forces are described briefly as follows: Viability of current performance level Consider in light of market changes such as: Demographics Time-stressed customers One-to-one marketing The marketplace becomes the marketspace Perceived pay-off benefits from targeted performance Reap the potential benefits of e-business and benchmarking of improvement projects to quantify the potential benefits of making a change. Belief and enthusiasm Ability of project manager to communicate belief in the change process with enthusiasm. Ability to manage change Ability to plan the change, organizing the resources needed to make the change and managing the application of those resources in order to achieve the necessary outcome. Ability to operate in the new environment People in the organization must have the right skills, tools and techniques to operate the new process. The management of the new process will require a new set of performance measures to be in place so that its efficiency and effectiveness can be assessed. Specifically, there are several action items that are required to progressively (from Stage 1 to 3) change Somersets supply chain network to be effective and efficient, as illustrated in Table 4.1 below: Table 4.1 Action Items Required To Change Somersets Supply Chain Network Item Action Item Action To Be Taken Remarks 1 Foreign Competition Outsourced to China manufacturing plants Re-evaluate its capabilitycapacity Done 2 Shipment of Raw Materials from US Source raw materials in neighbouring countries of China Stage 1 3 Poor Distribution Network Manufacturer storage with direct shipping to customers Stage 3 4 Ineffective Order Management Integrating demand and supply data using technology Stage 2 5 Poor Transportation Management Re-negotiate new contracts with all transportation modes Stage 2 6 Ineffective Inventory Management Implement JIT approach and pull system scheduling Stage 3 7 Poor Product Quality Get China manufacturing plant ISO9000 certified Stage 1 However, the implementation of change in business is often frustrating and difficult, particularly in supply chains as it has to be undertaken in a coordinated manner across and between several organizations. It is therefore important to gain agreement from the top level of all companies involved before wide-scale changes can be made. 5. Conclusion In this case study, Somersets approach to manage its supply chain resulted in poor business performance. The visible hazards and other negative factors frustrated Somerset included poor logistics management, ineffective order system and inventory management as well as inconsistency of product quality. In adopting a value chain, Somerset must incorporate and execute a robust supply chain management strategy for best-fit suppliers selection, further establish on how to work with supply partners, distributors, suppliers, customers or even customers customers as a way to remain competitive. Otherwise, the company will not survive. In addition, top management of Somerset has to lead and motivate not only all internal functional teams, but also external suppliers and partners, to work as an integrated entity in the new strategic supply chain network, so as to achieve the overall corporate objectives. In a nutshell, supply chains have shifted from a cost focus to a customer focus, until currently to a strategic focus, scrutinizing the success of a strategy is just as good as the companys capabilities to fully and properly execute all. A great supply chain strategic approach, connected with operational excellence, can provide success for not only the company in crisis but also its partners and customers.

Boadicea Essay -- essays research papers

Boadicea was she a powerful ruler, or a merciless general? Many questions arise when you begin to explore her accomplishments or many would even say failures. Most of the information on Boadicea has been derived from myths and most of what is written about her is from the words of her Roman enemies. During the creation and rule of the Roman Empire, Rome would constantly be aiming to take over the entire known world. Consequently Boadicea and her people of Britannia clashed. Julius Caesar was the first to take over Britain; he forced 6 powerful barbarian tribes to become a part of the Roman Empire. Iceni was amongst them, which happened to be the tribe of the famous Boadicea and her husband Prasutagus. However, Caesar and his army left that same year because they found the conditions too cold. Later in 43 AD Claudius Nero came into power. A man who was both cruel and pitiless, in his lifetime he managed to not only kill both his wives, his brother, and his mother but was known to go around the streets at night killing random men. Nero who wanted so badly to earn the respect of his Roman citizens decided to retake Britain. Boadicea was born into aristocracy in the year 30 AD she then married the ruler of the Iceni tribe. She had two daughters during their marriage. When the Roman army invaded her city her husband Prasutagus agreed to leave all his accumulated wealth to the Roman Emperor. Prasutagus did this in the hope that his country would be taken in piece but Nero did no...

Montana 1948

Practise Essay Montana 1948 â€Å"Don’t blame Montana! † He said, â€Å"Don’t ever blame Montana! † Who is to blame for the events of 1948? Discuss Montana 1948, by Larry Watson is novel set in American mid-west that raises a question who was to blame for the tragic events that occurred that summer. David Hayden the narrator of Montana re-collects powerful information that uphold his father Wesley Hayden losing control of himself and his emotion to his daughter-in-law due to the fact, she commented it was the â€Å"wild west† who was to blame.It became vibrant to the reader, that in response to Wesley’s actions that Montana was truly important to him and he would not accept anyone that held Montana responsible from the events the occurred within the summer of 1948. By clearly stating that Montana was not to blame, Sheriff Hayden means that it was the whites in Montana as well as his family and himself who were held responsible from the events that arose within the summer of 1948. The whole white population within Mercer County were partly responsible for the terrible events of Montana 1948.The social environment was one that favoured the white people’s value and discriminated against the Indians. The Indian’s lived away from the whites in little reservations allowing the Indians to have little or no contact with the white people. This had already proved the racial treatment within Montana. Furthermore Ollie Young Bear was an Indian but he was accepted from the whites because he lived as white. He was successful through every aspects of life and married a white woman. But the Indians, on the other hand had regard believing that Ollie young bear wouldn’t â€Å"be happy until he was white. The white societies within Montana were all well aware of the crimes committed by Frank against the Indians. When Wesley and Gail were to take action on the claims made by Marie about Frank’s wrongdoings, Dav id heard a remark made by Daisy McAuley saying â€Å"Just the squaws though. † Daisy comment showed a racial statement about Indian women. It appeared that Daisy was justifying against Franks actions, because in her eyes Indian women were worthless and deserved the way they were being treated.After the conversation between Gail and Daisy, Gail informed Wesley that it was â€Å"around town more than you realize. † Gail’s statement proved that a lot of the citizens within Montana knew of Franks activities but choose to â€Å"look away† just like Len, Deputy Sheriff chose to do. It was the racial treatment of the white people that overlooked Frank’s actions which led them responsible for what occurred within the summer of 1948. Julian Hayden is the head of the family and holds great power within his family and the community.Therefore Wes has a boundless deal of obedience and loyalty towards him. When Gail informs Wes of Frank’s actions, Wesâ₠¬â„¢ first response was â€Å"I don’t want this getting back to my father. † This showed how important it was to Wes, that his father doesn’t not get upset. However, it turned out Julian already was well aware of his favourite son’s wrongdoing but took it as a joke by stating â€Å"I wouldn’t be surprised if there weren’t some young ones out on the reservation who look a lot like your brother. Julian chose to side with Frank, as he thought very little of the Indians as he considered them to have lower status compared to the whites. Julian challenged Wes’ arrest of his brother by saying â€Å"Some Indian thinks he put his hands where he shouldn’t and you’re pulling out your badge? † Furthermore Frank also holds some responsibility to what happened in Montana. He abused his power as a doctor which led him to murder Marie Little Soldier and eventually commit suicide.Frank’s status in the community was that he was a genuine war hero and a doctor but sadly, he misused his status by molesting Indian girls and in some cases raping innocent women during private medical sessions. Frank was smart, because he knew no one would comfort him for his action because of the reputation of his family name and by the fact he had power. When he went to examine Marie at Wesley’s house, he made an assumption about Indian and how â€Å"they are used to being treated by the medicine man. But a doctor comes around and they think he’s the evil spirit. Throughout the novel, Wes makes a deal with Frank for him to stop what his doing and he wouldn’t press charges, but when Frank murdered Marie just to ‘get rid’ of his past and all the evidence, Wes doesn’t hesitate to arrest his brother. Thus, Julian and Frank hold a countless obligation to the events that occurred within the summer of 1948. Finally, the keepers of the law, Sheriff Wesley Hayden and his deputy Len McAuley must hold responsibility for what events went wrong during the summer on 1948. As sheriff, Wes had a duty to ensure the law was being upheld equally for both races.He failed to do this for a long time, first by denying his brother’s offences â€Å"I’m sure he does things to all his patients† and later by denying his arrest, â€Å"he’ll have to meet punishment in the hereafter. I won’t do anything to arrange it in this life. † Due to his lack of responsibility it led to the heartbreaking death of Marie and David’s entry fee of having to see his Uncle Frank at their house on the day of her death, this impacted Wesley to act upon his brother Frank. As a result of Wes arresting Frank, it causes further complications within the family.Julian responded by trying to free Frank by using violence and then Frank taking his life. Wesley finally realized that postponing justice from an earlier stage of the events had himself in some contribution to the tragic deaths of Marie and Frank. It was Wes himself, who failed to uphold the law, had failed Marie and all the Indian women; therefore he must be blamed for the tragedy, not Montana itself. However, Len failed to uphold his role as Deputy Sheriff, which acted upon his role in the tragedy.He obligated the Hayden’s, it was them that gave him his position as deputy â€Å"I have this job. Deputy Sheriff, which I owe to your granddad and your dad†, therefore he believed in â€Å"knowing when to look and when to look away. † Therefore, Len was both powerless and unwilling to challenge Wes’s inactions. Together, both these representatives of the law hold a responsibility to the events which occurred within Montana 1948. Montana 1948 clearly states that the events that occurred within the summer could not be blamed on the state itself.The Hayden was part of a culture that distinguished against the Indian people and overlooked crimes against these people . Due to the racism treatment the Indians coped from the white people it led Frank to get away with his corruptions. It seemed that the power, wealth and influence the Hayden had within the community was much more important than the rights of the Indians to receive justice and respect. Julian and Frank also take part of the blame due to them taking benefit of the power they had.In delaying justice for so long in order to protect his family, Wesley found himself denying justice towards the Indians and having obligation in the deaths of Marie and Frank. Wesley obviously admits that Montana shouldn’t be blamed for the events the occurred within the summer of 1948, when he attacks his daughter-in-law by defending a topic that meant a lot to him. He indicates that the white citizens that lived in Montana at the time, his family and he himself were the ones who were to blame for the tragic events that occurred within Montana 1948.

Franklin Pierce - 14th President of the United States

Franklin Pierce - 14th President of the United States Franklin Pierces Childhood and Education: Pierce was born on November 23, 1804 in Hillsborough, New Hampshire. His father was politically active having first fought in the Revolutionary War and then served in various offices in New Hampshire including being Governor of the State. Pierce went to a local school and two academies before attending Bowdoin College in Maine. He studied with both Nathaniel Hawthorne and Henry Wadsworth Longfellow. He graduated fifth in his class and then studied law. He was admitted to the bar in 1827. Family Ties: Pierce was the son of  Benjamin Pierce, a Public Official, and  Anna Kendrick. His mother was prone to depression. He had four brothers, two sisters, and one half-sister.  On  November 19, 1834, he married  Jane Means Appleton. the daughter of a Congregationalist Minister. Together, they had  three sons all of whom died by the age of twelve. The youngest, Benjamin, died in a train accident soon after Pierce was elected president. Franklin Pierces Career Before the Presidency: Franklin Pierce began practicing law before being elected as a member of the New Hampshire legislature 1829-33. He then became a U.S. Representative from 1833-37 and then Senator from 1837-42. He resigned from the Senate to practice law. He joined the military in 1846-8 to fight in the Mexican War. Becoming the President: He was nominated as the candidate for the Democratic Party in 1852. He ran against war hero Winfield Scott. The main issue was how to deal with slavery, appease or oppose the South. The Whigs were divided in support of Scott. Pierce won with 254 out of 296 electoral votes. Events and Accomplishments of Franklin Pierces Presidency: In 1853, the U.S. bought a stretch of land now part of Arizona and New Mexico as part of the  Gadsden Purchase. In 1854, the  Kansas-Nebraska Act  passed allowing settlers in Kansas and Nebraska territories to decide for themselves whether slavery would be allowed. This is known as  popular sovereignty. Pierce supported this bill which caused great dissension and much fighting in the territories. One issue that caused a lot of criticism against Pierce was the Ostend Manifesto. This was a document published in the New York Herald which stated that if Spain was not willing to sell Cuba to the U.S., the United States would consider taking aggressive action to get it. As can be seen, Pierces presidency was met with much criticism and dissension. Therefore, he was not renominated to run in 1856. Post-Presidential Period: Pierce retired to New Hampshire and then traveled to Europe and the Bahamas. He opposed secession while at the same time speaking in favor of the South. Overall, though, he was antiwar and many called him a traitor. He died on October 8, 1869 in Concord, New Hampshire. Historical Significance: Pierce was president at a critical time in American History. The country was becoming more polarized into Northern and Southern interests. The issue of slavery became once again front and center with the passage of the Kansas-Nebraska Act. Obviously, the nation was headed towards a confrontation, and Pierces actions did little to stop that downward slide.

How to write for non-accountants - Emphasis

How to write for non-accountants How to write for non-accountants Finance is a murky place for many people. Money comes into the bank account and it goes out again. And the process in between is something of a mystery. But even if your clients are financially savvy, it can still be difficult to explain money matters. Accounting has its own language and is often riddled with jargon that even experienced business people can sometimes find difficult to understand. (I know: Im one of them.) Writing financial information in accountingese can waste time and money. If your clients are unclear about what your figures mean, theyll ask for further clarification. A single document could lead to several hours of unnecessary (and frustrating) follow-up phone calls. Thats one reason why the tide is turning in the financial industry. Leading firms such as Deloitte, Ernst Young and Grant Thornton have commissioned specialist writing training programmes. And more accounting firms are following suit, adopting plain English in all their written communications. The other is that the Financial Services Authority keeps a watchful eye on adverts for financial products and services that are misleading. So as a finance professional, you still have to make sure your writing is not just legal, but effective. Here are six steps to clear client communication. One: put your reader first Many accountants overestimate the knowledge their clients have. Even if you have been working with a client for many years, theres no guarantee they really understand the nuances of finance. Get back to basics by asking yourself the following questions: What is the document about? Who will read it? How much do they already know about the subject? What do they absolutely need to know? How important is the subject to them? How interested are they in the subject? Use the answers as a guideline for the amount of detail that you need to include in your document. Two: avoid a mind-dump of ideas Whether youre writing an email, contract or report, do plenty of ground work before putting pen to paper. Brainstorm all your ideas using a mind map and then put your points in order of importance. If youre having trouble getting started, ask yourself the questions: Who? What? Where? When? and Why? Becoming clear in your thinking helps you to create clearly structured documents that are easy to follow. Three: communicate technical terms in plain English Financial abbreviations and other technical terms can be useful when communicating with colleagues but they can confuse clients. For example, the term accrual rate may seem simple but it still needs to be accompanied by an explanation of how the interest is built up. Similarly, never assume that your clients will understand terms such as smoothing, arbitration and cap and collar rate. You dont need to dumb down your writing, just make sure you provide clear, concise explanations. Four: avoid verbosity Often though its the words in between the jargon that cause the problem. Never add in redundant words into your writing. For example, I herein enclose details of your asset classes for the aforesaid investment, as requested sounds complicated, archaic and stilted. A much simpler way of writing it is, I enclose details of your investments, as requested. Five: opt for verbs instead of nouns Verbs help to give sentences movement and life. So write, We will decide on our next steps on Monday, rather than A decision will be made on our next steps on Monday. The word decide is more powerful than decision. And the first sentence is also written in the active voice, so it is punchier. Six: keep sentences short and sweet Aim for your sentences to be a maximum of 20 words. If you make your sentences longer, its likely your readers will have trouble making sense of what you mean. Remember, clear language makes sound business sense. It sends out the message that you have nothing to hide and that your words are as transparent as your financial dealings. Robert Ashton is the Chief Executive of Emphasis.