Evolution of British Policy in the Colonies 1750 to 1776...

Evolution of British Policy in the Colonies: 1750 to 1776 The relations between England and the British North American colonies could always be considered precarious. Prior to 1750 British essentially followed a policy of benign neglect and political autonomy in the American colonies. (Davidson p.97) The colonies were for the most part content with benign neglect policy, relishing in a â€Å"greater equality and representative government†(Davidson p.95) within the colonies. Competition among European Imperial nations began to effect British policy toward North America colonies causing rapid shifts from 1750 to 1776. During this period, the British Empire made a series of policy decision that sealed the fate of the British North American†¦show more content†¦(Davidson p.104) In the first policy changes, Pitt recalled Campbell and pledged to respect the colonial officers, he formed new alliances with the native Indian tribes. In addition, Pitt promised the colonies that London or England would bear the cost of the war. (D avidson p.104) These policies changes reenergized the war efforts and turned the tide in the war. Forming new alliances and opening diplomatic relations with native Indians was an imperative element for British victory. The Treaty of Paris signed in 1763, signified the end of the war and granted British title to all French Territory East of the Mississippi. The French lost all territory claims in North America, which was a significant victory for England and the British North American colonies. After all rights to expand into Ohio country is what the American colonies had fought for. Upon conclusion of the war the British made two minor decisions or policy shifts that would turn out to be significant. The British ceased their diplomatic relations with native Indians and left British troops in the colonies to â€Å"protect their new territory.† (Davidson p. ) As discussed the American colonists expected Ohio country to open for settlement upon signing the Treaty of Paris. Therefore, many Americans began migrating andShow MoreRelatedBritish Policy and The American Colonies Essay1247 Words   |  5 PagesChanges in British policies toward the colonies between 1750 and 1776 played paramount in the evolution of relations between British North America and Mother England. Tension between England and the colonies mounted from the conclusion of the Seven Years’ War to the signing of the Declaration of Independence as a result of the several implemented changes imposed by Parliament for the purpose of increasing income and tightening the grip on America. During the Seven Years’ War, William Pitt wasRead MoreModern Historical Debate Surrounding The Anglo-American1682 Words   |  7 PagesBlackburn offers perhaps the most extreme viewpoint in The Overthrow of Colonial Slavery, 1776–1848 and The Making of New World Slavery, contending that slavery not only enabled European capitalism, but also continued to permeate the cornucopia of European modernity long after abolition. While scholarship on the triangular slave trade between West African kingdoms, Great Britain, and her American and Caribbean colonies variably reflects its myriad and interwoven conceptions – not limited to but largelyRead MoreInstitution as the Fundamental Cause of Long Tern Growth39832 Words   |  160 Pagesare important because they inï ¬â€šuence the structure of economic Although some recent contributions to growth theory emphasize the importance of economic policies, such as taxes, subsidies to research, barriers to technology adoption and human capital policy, they typically do not present an explanation for why there are diï ¬â‚¬erences in these policies across countries. 1 1 incentives in society. Without property rights, individuals will not have the incentive to invest in physical or human capital

The Pomegranate

Question: Describe about make booking and technical specifications of three distinct systems. Answer: A detailed case entitled make booking The actor which is been identified in the above entitled make booking, is referring as tickets of The Playhouse Theatre. Without having tickets no one can enter in any theatre around the world (Mazer 479-481, 2011). The playhouse theatre has two auditoria- 1. The stearne and 2. The pomegranate. the ticket booking system of these two auditoria are same but their activities are different. tickets are collected from the auditorium doors and counted to provide the informations. The current ticket booking system is paper-based and very antiquated. Tickets may be purchased from the Theatre Box Office, during business or performance hours (Paterson, 2013). This involves either face-to-face transactions, or telephone sales. The Playhouse management also allocates some tickets which to be returned to the theatre two days before the relevant performance. The current system only involves card tickets - so tickets purchased by phone must be collected physically from the box office. Tickets may be returned up to twenty-four hours before a performance, with a sliding scale of refunds. The theatre has the principle that disabled people should not have to pay more for special services, but there are availability restrictions. wheelchairs are available. in the stearne auditoria there are restricted 4 seats and in the pomegranate there are restricted 3 seats. apart from these there are few more section of people who dont need the tickets of playhouse. the persons are bab ies, playhouse members, students, elderly, children, and some sponsors. The achievement of the theatre is proud of probation of people with handicaps. 15% of the UK population is registered as disabled. the theatre has wheelchair facility in both the auditoria allocating few seats for the handicapped people. One problem with booking the four Sterne seats is that it involves physically removing the seat, the seat behind it, and that seat's in-aisle neighbor, - so each such booking removes three seats from the auditorium. Theatre policy is to keep these seats available until two weeks before a performance, and then let them go - so disabled people would probably not be able to book after that. Of course, many wheelchair users can use ordinary seats; but such seats are restricted to being at the end of rows and there is currently no system in force to reserve them in any way (Shimko and Freeman, 2012). The success of the scenario is the process that how the theatre sell their tickets. the buying processes of the theatre are by the cash or credit from the box office, agencies. in the pomegranate auditoria there are some process on the performance basis ("Book Reviews" 118-126, 2006). There are also have some returning and selling tickets within 24 hours of purchasing, before a performance. Technical specifications of three distinct systems They achieve a numbers of audience who can entertain themselves by just booking a ticket. they have few discounts of several sections of people. for the disable ones they have a particular facilities to entertain them. they have very simple way of booking their tickets. they have separate programmes for the two separate auditoria. they have their own process of cancelling the tickets and recalling them (Mure). The pre condition systems of booking a ticket were- by the cash or credit from the box office, agencies. in the pomegranate auditoria there are some process on the performance basis (Das, 2010). The people have to stand all day long just to book their tickets or they have to call up which was very expensive. there were no online system of booking the tickets. the people have to book the tickets by their own. It is so hard to be sure about the booking system status at present that tickets which could be sold often remain untaken and double-bookings often occur. Ancillary information on tickets is hard to make out and confusing at the same time. A web based booking system would be ideal. However the categories of discounts available are so complicated that this would be something of a challenge! The theatre management accept that the discount system has to be clarified. Reconciliation of agency returns with ticket sales is done by paper and hand and is a nightmare. Data on past sales and performances is urgently needed. The essential functions of this process is need to be well organized. so for that reasons these following functions need to be done. 1.An easy to use human interface for staff with minimal training (many of the staff are(temporary or voluntary). 2.On-line HELP facilities. Access control by username and password. Secure automatic daily back-up. 5.It is desirable that the system should port to other platforms (so that the Playhouse can sell it on). 6.The system should automate ticket production and remove most of the burden relating to issuing tickets just before performance. References "Book Reviews".The Pomegranate8.1 (2006): 118-126. Web. Das, Vinu V.Information Processing And Management. Berlin: Springer, 2010. Print. Mazer, Cary M. "IReimagining Shakespeare's Playhouse: Early Modern Staging Conventions In The Twentieth Century/I (Review)".Theatre Journal63.3 (2011): 479-481. Web. Mure, William.Anno Regni Georgii II. Regis Magnae Britanniae, Franciae, Hiberniae, Decimo Nono. London: Printed by Thomas Baskett, printer to the King, and by th assigns of Robert Baskett, 1745. Print. Paterson, R. "Box Office Poison?".Shakespeare in SA25.1 (2013): n. pag. Web. Shimko, Robert B and Sara Freeman.Public Theatres And Theatre Publics. Newcastle upon Tyne: Cambridge Scholars Pub., 2012. Print.

Management of Projects

This paper is aimed at examining several questions related to project management. In the first section, such a concept as stakeholder is examined. Furthermore, this section includes a strategy for communicating with different stakeholders. Additionally, this paper highlights the differences between agile management and PMBoK.Advertising We will write a custom assessment sample on Management of Projects specifically for you for only $16.05 $11/page Learn More Furthermore, it is important to evaluate their applicability to a specific project such as the construction of Wembley Stadium. Moreover, much attention is paid to project scope, especially the need to make a list of items that have be excluded. Finally, this report throws light on the problems associated with the management of multi-cultural teams and outlines the methods of addressing them. Within the context of project management, the word stakeholder can be defined as any individual or â€Å"org anisation that is actively involved in a project, or whose interests may be positively or negatively affected by execution or completion of the project† (Pries Quigley 2012, p. 84). This definition is more beneficial because it helps managers consider the interests of different people and agencies. It should be noted that sometimes, scholars focus only on those people who are involved in the completion of a project (Hill 2014; Gunsteren 2011). In other words, they can be viewed as the main beneficiaries of a certain business activity. Nevertheless, this interpretation does not enable people to consider a wide range of impacts produced by a certain project. A more inclusive definition of this term is important for identifying the main risks associated with the activities of businesses and governmental agencies. This is one of the details that should be taken account. Overall, stakeholder management is critical for effective implementation of various projects. For instance, by interacting with different managers, business administrators can identify the problems or weaknesses of a project. Additionally, these people can offer valuable recommendations regarding its implementation. One should keep in mind that sometimes, people may object to a project. For example, one can speak about infrastructural projects that may require the use of eminent domain. So, it is critical to consider the concerns of these people and find ways of reconciling conflicts. This is why this element of project management should not be overlooked.Advertising Looking for assessment on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More Managers need to develop the strategy for communicating with different stakeholders. In particular, these people should be divided into two large groups, namely internal and external stakeholders. Some of them have a vested interest in the execution of a project. For example, one can speak about investors. In turn, other people may want to know whether a specific project can infringe on their interests in any way. This argument is particularly relevant if one speaks about the use of land belonging to the residents of the community. Additionally, one should identify their information needs and develop communication methods that can satisfy these needs (Sanghera 2007). Furthermore, the communication strategy should distinguish different types of documents that can be shared with external and internal stakeholders. For instance, investors or customers may want to learn about the way in which capital is used. Additionally, it is important to single out communication channels that are necessary for the interactions between stakeholders. For example, managers and employees can communicate with the help of such tools as emails, phone, Intranet sites, video chats, and so forth. Moreover, the management can interact with external stakeholders with the help of press releases such as Internet publications. Apart from that, it is necessary to show how different stakeholders can get in contract with the main decision-makers. Overall, one should adopt the so-called open door policy which implies that different workers can communicate with managers and senior executives without facing any bureaucratic difficulties (Ward 2011, p. 291). These people may need to express concerns about the implementation of a project. These are the main elements of this communication approach. Overall, this strategy is designed for a project that can influence various members of the community. Thus, it may potentially produce negative externalities on other people. It is possible to identify several strengths and weaknesses of this strategy. The main advantage is that it shows how stakeholders and managers can interact with each other. In particular, it does not exclude external stakeholders who may want to know about various impacts of the project. It is critical to ensure that the int erests of these people are not disregarded; since this neglect can lead to significant problems such as lawsuits. Additionally, this strategy can eliminate bureaucratic barriers through the adoption of open-door policy. This principle is important for identifying possible risks at the early stages (Ward 2011, p. 291).Advertising We will write a custom assessment sample on Management of Projects specifically for you for only $16.05 $11/page Learn More Admittedly, there are some weaknesses that should be considered. In particular, project managers are the main agents guiding communication process. This strategy does not support the interaction between community members and employees working on the project. However, managers have to coordinate the interactions between different stakeholders. This is why they play the most prominent role. Furthermore, the restrictions included in this strategy are necessary to preserve confidential information. So, these li mitations have to be accepted. These are the main details that can be singled out. There are several popular approaches to implementing projects; among them, one can distinguish such techniques as agile management and PMBoK (Project Management Body of Knowledge). They represent different perceptions of the way in which different tasks can be performed. It should be mentioned that PMBoK describes project implementation as a linear process incorporating such stages as â€Å"initiating, planning, execution, controlling, and closure† (Sobh 2008, p. 378). These parts can be viewed as sequential stages, and in most cases, their order cannot be reversed or rearranged in any way. In contrast, agile management lays stress on the importance of change as an inseparable part of project management (Cobb 2011). This model implies that the initial requirements can evolve considerably in the course of project implementation (Sobh 2008, p. 378). In many cases, clients need to see the prototyp e in order to identify requirements and describe functionality (Nicholas, Steyn 2012). These are the main distinctions between these methods. It is possible to illustrate the way in which project managers can evaluate the appropriateness of these approaches. This case can be better examined by looking at such a project as the construction of Wembley Stadium. One can say that agile management was not fully appropriate for the needs for constructors. Instead, they applied the techniques which were more compatible with PMBoK approach1. At first, one should mention that the construction of stadiums represents the area that has been well examined. In this case, researchers and engineers have already identified a set of best practices (John, Sheard Vickery 2007).Advertising Looking for assessment on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More Thus, clients can understand the attributes of the final product almost at the begining. In contrast, agile methodology implies that initial requirements may not coincide with the attributes of the final product (John et al 2007). In most cases, this approach is applied to the design of software, rather than infrastructural development (Sobh 2008). This is one of the details that should be considered. Additionally, one keep in mind that in this case, planners were able to identify the main uses of the stadium. For example, it had to host football or rugby matches. Furthermore, it was expected that Wembley would become one of the largest concert venues in London. Additionally, construction projects are highly regulated by various governmental agencies. These organisations want to make sure that safety requirements are met. Thus, many of the design and construction decisions are often standardised. This is another reason why the main functional requirements could be identified at the stage of planning. Apart from that, one should bear in mind that the modification of construction projects can be very expensive and time-consuming. These difficulties are particularly dangerous if an organisation has to meet stringent deadlines and budget restraints (Fish 2012). Attempts to bring changes at the stage of execution can be particularly challenging because many of the resources have already been used. Furthermore, one can speak about the conflicts between clients and contractors. As a rule, such disputes occur due to increasing costs of the project. In many cases, these disagreements may result in legal conflicts. This is why the use of agile management is not fully suitable.  Certainly, there were some difficulties which emerged during the implementation of the projects. In particular, one should speak about delays during construction. Nevertheless, such difficulties are widespread, and they can be mitigated with the help of effective scheduling and time management. Furthermore, one should bear in mind that there were some technical problems and it was necessary to change one of subcontractors. Moreover, changes were made in the scope of the project and some functional attributes had to be removed. Yet, the scope was modified at the early stages. However, at the very beginning, the planners could clearly the main project requirements. Overall, the selection of PMBoK was quite appropriate for the needs of this project. One should not suppose that the principles of agile management are completely inapplicable to this case. For example, one can speak about the need to involve users in project implementation. These people can identify possible problems at the early stages. However, in this case, it is impossible to ensure frequent delivery of products that are parts of this project. This is one of the details that should be taken into account. On the whole, this case illustrate that the choice of the project management technique depends on various criteria such ability of customers to identify the attributes of the final product, costs, time restraints, and so forth. The scope of the project can be defined in different ways. In particular, this term can be described as the main tasks that team members should do in order to create a certain product which has certain attributes (Vargas 2007). Apart from that, this notion is used to refer to the main functional characteristics of the final product (Vargas 2007). The second definition is usually more useful because it can be applied to measure that progress that a team has made during a certain period. In turn, the first interpretation is not closely related to the results that should be attained. This is one of the limitations that should be distinguished. Additionally, researchers note that managers should draw a distinct line between deliverables and activities involved in the project at the very beginning (Greer 2002). This is one of the issues that should not be overlooked. On the whole, scoping decisions have significant implications for the costs of a project and its duration (Schwalbe 2008). It is important to identify those features that have been excluded from the scope. Although many project managers focus on the items or functional characteristics that should be delivered, but it is also vital to pinpoint those deliverables that will not be included. At first, this step can be important for reducing the costs of a project. If designers and construction companies can clearly understand customers’ expectations, they will be able to work more efficiently and minimise delays (Schwalbe 2008). More importantly, in this way, one can avoid conflicts between clients and organisations that are responsible for the implementation of a project (Shephard 2006). Sometimes, customers may assume that their expectations are self-evident. Furthermore, they can ask why a certain deliverable was not included in the project (Schwalbe 2008; Greer 2002). Thus, they can blame contractors or designers. As a result, there is a significant risk of legal conflicts that can hinder the implementation of a project or even completely undermine it. This risk becomes particularly dangerous at the time when the project has already reached the stage of execution. Furthermore, the reputation of both clients and constructing companies can be damaged significantly. As a rule, planners have to exclude certain deliverables at the point when certain technical and financial problems arise. These issues should be clarified at the initial stages. These are some of the issues that should be addressed as quickly as possible. This argument is relevant if one speaks about the construction of Wembley Stadium. Initially, it was expected that this venue could host athletic competitions that are a critical part of the Olympic Games. Nevertheless, later it became clear that a single venue could not adequately accommodate for rugby, football, and athletic competitions ( Virginov, 2013, p. 52). At the stage of design, it became obvious that this goal could not be achieved due to time constraints and lack of space. Additionally, the designers and constructors clearly stated that Wembley Stadium could not accommodate a hotel (Lowe 2013). One should bear in mind that some constructing companies strive to make sure that a stadium can incorporate a hotel in its structure (Lowe 2013). This design choice can be important for increasing returns on a project and attracting a greater number of tourists. Thirdly, one should mention that the project planners decided to limit the expansion of hospitality suits. These choices were made by governmental agencies when it became clear that the project would too expensive. Furthermore, the construction process could become too time-consuming. These are the main rationales underlying these decisions. Thus, the scoping exclusions were necessary to avoid the failure of the project which was critical for the Olympic Games . This case demonstrates the construction projects can lead to different complexities that can take origins in technical or budgetary limitations. Finally, time constraints can be viewed as another important barrier that should be taken into account. Overall, this discussion indicates that scoping decisions can have profound implications for the implementation of any project. They can be critical for avoiding such pitfalls as excessive costs, delays, and legal disputes that can produce disastrous effects. In many cases, scoping exclusions have to be made at the time when designers and planners identify potential barriers to the implementation of a project. At this point, they need to identify the objectives that will not be attained. These are the main details that can be distinguished since they have profound implications for the work of large organisations and vital projects. A project manager, who works in a multi-cultural environment, may have to deal with several challenges. At first, one should consider the problems resulting from the differences in values and attitudes. For example, in some countries, the power distance between managers and employers is rather short (Ting-Toomey 2012; Binder 2012). Therefore, workers may be reluctant to take initiatives without asking the permission of senior executives. This argument is partly relevant if one speaks about some Asian countries such as China. In contrast, in Europe or North America, this power distance is much shorter, and workers are usually more encouraged to take independent initiatives. Under such circumstances, employees may be more willing to act as decision-makers. These differences can lead to delays or conflicts between executives and managers. In order to avoid such problems, one should clearly identify the rules of communication. In particular, a project manager should develop a communication strategy that enables team members to get in contact with one another as quickly as possible. This iss ue is important for the discussion of possible changes, recommendations, difficulties, and so forth. Furthermore, a project manager should identify those cases when a person can act independently. By empowering workers, one can make sure that minor problems can be addressed as quickly as possible. Thus, the efficiency of cooperation can be significantly increased. It is also important to mention that people representing different cultures may have different attitudes towards conflicts. For example, some employees may believe that a conflict or a disagreement can be beneficial in many cases, since very often it can help people understand the strengths and weaknesses of the current business practices. However, in some cultures, people prefer to avoid conflicts since they are mostly associated with rudeness and disrespect (Witoszek Trà ¤gà ¥rdh 2002). This difference can lead to significant problems such as groupthink or unwillingness to critique the opinions of the majority (Hetzel 2013). In order to overcome this difficulty, the manager should implement the so-called open-door policy which encourages people to discuss the most urgent issues as quickly as possible. Secondly, the manger may ask team members to offer their suggestions or critique via email, if they do not want to enter into a direct conflict with their colleagues. Certainly, managers should not assume that existing theoretical frameworks can always predict the behavior of people representing different cultures. One should keep in mind that cultures can change significantly in the course of their interactions with one another (Jais 2007). Thus, a manager should avoid stereotypes while working in multicultural teams. These are some of the main suggestions that should be considered.  Additionally, one should bear in mind that cultures can differ in term of gender relations. This issue becomes particularly acute if one speaks about the role of women and their status in the workplace. Furthermore, there is a risk of hostilities between the representatives of different religious or ethnic groups. In order to minimise the risk of such problems, the manager must clearly state that any discrimination on the basis of gender, ethnicity, religion, or any other criteria is utterly inadmissible. Furthermore, it can immediately result in the termination of contract. Although such measures may seem to be rather harsh, they are very useful for reducing the risk of discrimination in the workplace.  Furthermore, possible difficulties can arise at the time when team members are located in different countries or even continents. For example, these people can be located in different time zones, and their cooperation can be significantly impaired. This problem can be addressed in different ways. To some degree, this problem can be resolved through careful planning and allocation of duties. Additionally, one should make sure that workers are able to work autonomously. If this goal is achieve d, the risks of delays will be significantly reduced. Furthermore, one should apply various communication technologies such as Intranet sites, emails, VoIP (voice over IP) technologies, and so forth. These are some of the technical problems that project managers should not overlook. Yet, the impact of these challenges can be mitigated.  Overall, these examples show a project managers should be skilled in cross-cultural management. These professionals should understand how the values and worldviews of people can influence their workplace behaviors. This person should bear in mind that cultural difference should not be confused with incompetence, carelessness, or rudeness. Such an assumption can produce disastrous effects on the work of teams and hinder the implementation of any project. Appendix References Binder, J., 2012. Global Project Management: Communication, Collaboration and Management. New York: Gower Publishing. Cobb, C., 2011. Making Sense of Agile Project Management: B alancing Control and Agility. New York: John Wiley Sons. Fish, A., 2012. Knowledge Automation: How to Implement Decision Management in Business Processes. Boston: John Wiley Sons. Greer, M., 2002. The Project Manager’s Partner: A Step-by-step Guide to Project Management. New York: AMACOM. Gunsteren, L., 2011. Stakeholder-oriented Project Management: Tools and Concepts. New York: IOS Press. Hetzel, J., 2013. Does Groupthink Lead to Crisis Situations? New York: GRIN Verlag. Hill, G., 2014. The Complete Project Management Methodology and Toolkit. New York: CRC Press. Jais, S., 2007. The Successful Use of Information in Multinational Companies: An exploratory study of individual outcomes and the influence of national culture. New York: Springer Science Business Media. John, G., Sheard, R., Vickery, B., 2007. Stadia: A Design and Development Guide. New York: Routledge. Lowe, D., 2013.Commercial Management: Theory and Practice. New York: John Wiley Sons. Nicholas, J., Steyn, H., 2012. Project Management for Engineering, Business and Technology. New York: Routledge. Pries, K., Quigley, J., 2012, Total Quality Management for Project Management. New York: CRC Press. Sanghera, P., 2007. PgMP: Program Management Professional Exam Study Guide. New York: John Wiley Sons. Schwalbe, K., 2008. Introduction to Project Management. 2nd Edition. New York: Cengage Learning, Shephard, R., 2006. Quantifying Environmental Impact Assessments Using Fuzzy Logic. New York. Springer Science Business Media. Sobh, T., 2008. Advances in Computer and Information Sciences and Engineering. New York: Springer Science Business Media. Ting-Toomey, S., 2012. Communicating Across Cultures. London: Guilford Press. Vargas, R., 2007. Practical Guide to Project Planning. New York: CRC Press. Virginov, V., 2013. Handbook of the London 2012 Olympic and Paralympic Games: Volume One : Making the Games. New York: Routledge. Ward, J., 2011. Dictionary of Project Management Terms. 3rd Edition. New York: ESI International. Witoszek, N, Trà ¤gà ¥rdh, L., 2002, Culture and Crisis: The Case of Germany and Sweden. New York: Berghahn Books. Footnotes 1 Please refer to the Appendix to see the decision tree. This assessment on Management of Projects was written and submitted by user Sunset Bain to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Free Essays on Shirley Jackson

Shirley Hardie Jackson was one of the greatest authors of the twentieth century who wrote over one hundred short stories, novels, plays, and articles. Through the years Shirley’s writing habit’s progressed. In college she began writing articles for the campus magazines. After college Shirley got married and began her writing career, writing short stories for popular magazines. Eventually Shirley became a mother of four. She played the role of a housewife, a mom, and an author. As the years went by Shirley spent time between both her children’s activities and in her writing. As time went on Shirley’s life began to slow down. She wasn’t able to produce as much writings as she use to. She eventually died in her sleep Shirley Hardie Jackson was born into an upper middle-class family on December 14, 1919 in San Francisco, California. Her father, Leslie Hardie Jackson was a British born Lithograph company executive. Shirley’s mother, Geraldine Bugbee Jackson was a descendant from a family of very well known architects. (Alessio 114). Just two years after she was born her parents had another child named Barry. When Shirley was six and her brother was four, the Jackson family moved from San Francisco to a suburban town 30 miles away called Burlingame (Hall 18). Shirley’s first exposure to literature was with her grandmother who would read her Edgar Allan Poe stories. Shirley became interested in literature and started to go to the library quite often (Alessio 115). At the age of twelve, Shirley won a prize for her poem â€Å" The Pine Tree† which was entered into a contest for the â€Å"Junior Home Magazine†. (Hall 18) When Shirley was in junior high, she began to keep a diary where she kept all of her writing’s (Burn 378). â€Å"She wrote about her daily activities, including time spent playing the piano and with her best friend, Dorothy, as well as her desire to be thinner and kinder to others. Shirley also recorded her earliest... Free Essays on Shirley Jackson Free Essays on Shirley Jackson Shirley Hardie Jackson was one of the greatest authors of the twentieth century who wrote over one hundred short stories, novels, plays, and articles. Through the years Shirley’s writing habit’s progressed. In college she began writing articles for the campus magazines. After college Shirley got married and began her writing career, writing short stories for popular magazines. Eventually Shirley became a mother of four. She played the role of a housewife, a mom, and an author. As the years went by Shirley spent time between both her children’s activities and in her writing. As time went on Shirley’s life began to slow down. She wasn’t able to produce as much writings as she use to. She eventually died in her sleep Shirley Hardie Jackson was born into an upper middle-class family on December 14, 1919 in San Francisco, California. Her father, Leslie Hardie Jackson was a British born Lithograph company executive. Shirley’s mother, Geraldine Bugbee Jackson was a descendant from a family of very well known architects. (Alessio 114). Just two years after she was born her parents had another child named Barry. When Shirley was six and her brother was four, the Jackson family moved from San Francisco to a suburban town 30 miles away called Burlingame (Hall 18). Shirley’s first exposure to literature was with her grandmother who would read her Edgar Allan Poe stories. Shirley became interested in literature and started to go to the library quite often (Alessio 115). At the age of twelve, Shirley won a prize for her poem â€Å" The Pine Tree† which was entered into a contest for the â€Å"Junior Home Magazine†. (Hall 18) When Shirley was in junior high, she began to keep a diary where she kept all of her writing’s (Burn 378). â€Å"She wrote about her daily activities, including time spent playing the piano and with her best friend, Dorothy, as well as her desire to be thinner and kinder to others. Shirley also recorded her earliest...

Business Law in Canada for Vicarious Liability †Free Samples

In order to ensure that clients are protected by businesses, their is the need to ensure that there is a clear structure that has been put in place to guarantee the same. Vicarious liability is one of the doctrines that has been put in place in order to ensure that mistakes that are made by employees while in the course of their duty are placed on the businesses. This ensures that employers are able to manage their employee effectively in order to ensure that no mistakes are realized as a result of the same. As it has been noted above, vicarious liability does not place too much liability to businesses. It is essential for employers to ensure that their employees effectively handle their clients in order to minimize any risk that may be imminent. It must also be understood that   bouncers do not have equal power to police officers. Therefore, they should not be allowed to harass people while on duty to a point whereby damage is realized. This should be blamed on the employer who should be able to train their employees on how to behave and handle clients. Nickels, W. G., McHugh, J. M., McHugh, S. M., Cossa, R., & Sproule, B. (2010). Understanding Canadian Business.  McGraw-Hill Ryerson, Toronto, ON. Yates, R. A. (2012).  Legal Fundamentals for Canadian Business. Pearson Education Canada. Fudge, J., Tucker, E., & Vosko, L. F. (2003). Employee or Independent Contractor-Charting the Legal Significance of the Distinction in Canada.  Canadian Lab. & Emp. LJ,  10, 193. Yates, R., Bereznicki-Korol, T., & Clarke, T. (2002).  Business   law in Canada. Scarborough, Ont.: Prentice Hall. Tardif v.  Wiebe 1996 Carswell B.C. 2438  (B.C.S.C.) Bowal, P., & Bontorin, L. (2014). Vicarious Liability: The Legal Responsibility of Employers.

A Change Management Issue Term Paper Example | Topics and Well Written Essays - 2500 words

A Change Management Issue - Term Paper Example Such organizations spent years to develop and establish their business traditions – the traditions they believe have led them to their current position and the ones they are not always willing to alter. However, the conditions of doing business change continuously, and the postmodern business reality imposes new diversity demands on organizations and businessmen. For many of them, to become more diverse means to produce a profound shift in organizational mentality, consciousness, and culture. Yet, once implemented, diversity has the potential to move the organization further to its performance and organizational highs. As long as I can remember myself working for that organization, our staff had been mostly comprised of white males working for the financial department and dealing with the most controversial issues in the field of organizational finance. I must say that the organization had spent years in the market and had been able to achieve considerable success and organizational stability. Its name was well recognized by customers and competitors, whereas its financial staff was believed to be at the core of the organization’s continuous success. The company was extremely careful about all staff members’ following the organization’s cultural and business traditions, and its success and competitiveness in the market made it increasingly reluctant to change anything in its attitudes toward diversity and hiring. However, the business realities were changing, demanding similar changes in our finance department. Our organization had to hire new people, including two black women and one Asian man. All three displayed remarkable performance results but they seemed to experience serious difficulties in their striving to adjust to the new conditions of work.  

Radical Reconstruction Essay Example | Topics and Well Written Essays - 500 words

Radical Reconstruction - Essay Example Congress passed the Civil Rights Act of 1866, established the Freedmen’s Bureau intended to stop the lawmakers in the South from passing discriminatory legislation. President Johnson angered Radical Republicans by vetoing these laws but both were overridden by Congress which then rejected the Supreme Court decision in the Dred Scott case that denied citizenship rights to freed slaves by passing the 14th Amendment. In addition, it provides that no state can â€Å"deprive any person of life, liberty, or property, without due process of law.This Amendment also gave the right to black men aged 21 and over to vote and run for public office. However, despite these reconstructive legislative efforts white on black violence became increasingly commonplace in the South.Ex-Confederate troops and southern loyalists formed paramilitary organizations to fight the Union Army to kill all blacks and any whites that opposed their cause. White vigilante organizations derailed Reconstruction and re-established ‘home rule,’ a term used to describe whites only in the government and legal system. Blacks were terrorized and threatened not vote and certainly not run for office. The devastated South never received economic help that had been previously promised by Lincoln thus never fully recovered economically. The oppression of Blacks likely continued to a greater degree and for a longer period of time due to Lincoln’s assassination. The cumulative amount of human misery caused by Johnson is incalculable.