Narcissistic Personality Disorder :: Narcissism Essays

There are two types of Narcissistic Personality Disorders. The individual whose surroundings supports his or her ego, and demands that he or she present their selfish behavior will develop to be a kind of an exhibitionistic narcissist. These types of person thinks that they are superior to others, but at the same time his or her personal feelings are ignored. To make his or her feelings of satisfaction, to come back, the person will attempt to make the environment support his or her enormous claims of superiority and perfection. On the other hand, if the environment feels threatened by the person's ego it will attempt to suppress the person from expressing him or herself. These kinds of persons learn to keep the ego hidden from others, and they will growth to be a closet narcissist. The closet narcissist will only reveal his or her feelings of fulfillment when he or she is convinced that such revelations will be safe.   Ã‚  Ã‚  Ã‚  Ã‚  Is our negative leveling of narcissism a defense against a demanding call of the soul to be loved?†   Ã‚  Ã‚  Ã‚  Ã‚   By denying our narcissistic tendencies and by labeling this part of our dark side as negative, we our only repressing the growth that our soul desires.   Ã‚  Ã‚  Ã‚  Ã‚  The more we push narcissism away from us by disowning it, the more self consumed we actually become. In my own life, self-love was one of the greatest and most valuable lessons learned through very difficult circumstances. I discovered that the importance of self-acceptance must first be established first from the inside our self if I was ever to sincerely receive love from another. Our potential does not create our attitude, but our attitude creates our potential. I think that when people change their perception of self, then their lives will for sure change as well.

Financing the Purchase of a Website - The Small Business Administration (SBA) :: Sell Websites Buy Websites

Financing the Purchase of a Website - The Small Business Administration (SBA) Reprinted with permission of VotanWeb.com One of the Small Business Administration's primary objectives is to help small businesses obtain financing. Although the SBA itself does not make direct loans, it has set up a number of loan programs to assist small businesses. In connection with most of these programs, the SBA provides guarantees to the private sector lenders who actually make the loans. With this guaranty in place, these lenders will generally make loans for the purchase of websites that they would not otherwise make. The discussion below focuses on those programs that are most commonly used by buyers in connection with financing the purchase of a website. Section 7(a) Program The Section 7(a) Loan Guaranty Program is one of the SBA's most important and widely used lending programs. Loans may be used for a wide variety of business purposes, including the purchase of websites and most other types of assets. Although in most cases, there is no limit on the size of the loan which can be requested from the lender, there is a limit on the amount of the loan that the SBA will guaranty. Generally the SBA will guaranty up to $1,000,000 and 75% (85% for loans under $150,000) of the loan. Thus, a $1,333,333 loan would be the largest fully guaranteed SBA loan under the Section 7(a) program. Eligibility for this type of loan guaranty is dependent on a number of factors. The website must be operated for profit, do business in the , and have a reasonable amount of equity invested by the owner. Note that all owners of 20% or more of the website must personally guaranty the loan. The size of the website must also be below certain size limits established by the SBA. These size limits vary by industry. Additional considerations include the website 's cash flow, and the owner's character, management capability, and equity contribution. Other details include: Loan Maturities - Term is based on the ability to repay, the loan purpose, and the useful life of the website. The maximum maturities are (i) the shorter of 25 years or the useful life for most hard assets and (ii) 7 years for working capital. Principal Repayments - Loan principal is structured to amortize over the period of the loan. Thus there is no "balloon" balance owing on the loan's maturity date. Interest Rates - Interest rates can be either fixed or floating, and are negotiated between the borrower and the lender. Financing the Purchase of a Website - The Small Business Administration (SBA) :: Sell Websites Buy Websites Financing the Purchase of a Website - The Small Business Administration (SBA) Reprinted with permission of VotanWeb.com One of the Small Business Administration's primary objectives is to help small businesses obtain financing. Although the SBA itself does not make direct loans, it has set up a number of loan programs to assist small businesses. In connection with most of these programs, the SBA provides guarantees to the private sector lenders who actually make the loans. With this guaranty in place, these lenders will generally make loans for the purchase of websites that they would not otherwise make. The discussion below focuses on those programs that are most commonly used by buyers in connection with financing the purchase of a website. Section 7(a) Program The Section 7(a) Loan Guaranty Program is one of the SBA's most important and widely used lending programs. Loans may be used for a wide variety of business purposes, including the purchase of websites and most other types of assets. Although in most cases, there is no limit on the size of the loan which can be requested from the lender, there is a limit on the amount of the loan that the SBA will guaranty. Generally the SBA will guaranty up to $1,000,000 and 75% (85% for loans under $150,000) of the loan. Thus, a $1,333,333 loan would be the largest fully guaranteed SBA loan under the Section 7(a) program. Eligibility for this type of loan guaranty is dependent on a number of factors. The website must be operated for profit, do business in the , and have a reasonable amount of equity invested by the owner. Note that all owners of 20% or more of the website must personally guaranty the loan. The size of the website must also be below certain size limits established by the SBA. These size limits vary by industry. Additional considerations include the website 's cash flow, and the owner's character, management capability, and equity contribution. Other details include: Loan Maturities - Term is based on the ability to repay, the loan purpose, and the useful life of the website. The maximum maturities are (i) the shorter of 25 years or the useful life for most hard assets and (ii) 7 years for working capital. Principal Repayments - Loan principal is structured to amortize over the period of the loan. Thus there is no "balloon" balance owing on the loan's maturity date. Interest Rates - Interest rates can be either fixed or floating, and are negotiated between the borrower and the lender.

Case Studies for Management

While examples of guaranteed payment exist, the length ND size of the payments is considered uncommon. In 2005, the CEO received his guaranteed bonus while the amount of money allotted to the non-salaried employee bonus program decreased by 50 percent. Questions: 1 . How does expected performance relate to the current business outlook? 2. What are the results that need to be achieved In the short and long term? 3. Is senior management prepared to support and communicate this program or issue? 4. Are compensation committee members/board of director members familiar with similar programs or issues? . Has the compensation committee/board of directors reviewed animal compensation programs or Issues In the past? ENRON CORP. In the late sass and into 2001, Enron Corp.. Provided its executives with compensation packages that included equity stakes in business units. Although many companies use equity In rewards programs, the amounts provided to Enron executives were unusually large (greater than 5 percent) and not tied to long-term performance because executives were allowed to convert their equity into either than $310 million by converting equity stakes into cash.In addition to the equity stakes, Enron rewarded two executives large cash bonuses of $54 million and $42 million. The chairman/chief executive of a subsidiary allegedly received a 20-percent stake in his unit, thus becoming a minority owner. He eventually converted his stake into more than $20 million in cash before leaving the company. The executive's stake, however, was not listed on any company's proxy filings, despite the fact that the stake diluted the value of the shareholders' investments. 1 . Are there particular communities/social or political activists that will react to this plan? 2.To what extent do you want to match or differ from market pay practices? 3. Do you know what financial constraints may affect program design? 4. Has your accounting division reviewed this program design from an accou nting treatment perspective? 5. What are the results that need to be achieved in the short and long term? Case #28 KGB HOME The CEO of KGB Home departed in 2006 after an internal investigation revealed that he had backdated his own stock options. The company's internal investigation indicated that the CEO and head of HER had probably altered the dates of stock option grants between 1998 and 2005.As a result of the backdating, the company indicated a need to restate more than three years of financial results and incur an additional compensation expense of more than $41 million. Despite the scandal and ongoing investigation at the time of his departure, the terms of the Coo's employment agreement provided him with the ability to collect as much as $175 million in severance, pension and stock. Because of the backdated options scandal, the company adopted a new policy that all stock option grants and the terms of the grants be approved by the compensation committee.The company also appo inted a nonconsecutive chairman of the board, a chief compliance officer, and did not grant any stock options to executives in 2006. 1 . To what extent is the legal department involved in compensation planning, design, administration and disclosure? 2. Is the legal department comfortable with this design in the current legal/regulatory environment? 3. What is the likely perspective population perceive this program as fair? 5. How and when will you disclose this plan to shareholders? Case #29 WALT DISNEY CO. In 2003, Walt Disney Co. Warehouses filed a lawsuit relating to the $140 million severance package paid to the former the president. Shareholders contended that the directors knowingly or intentionally â€Å"breached their fiduciary duty of due care in approving (the president's) employment agreement,† and failed to consider the terms f the termination ? which was allegedly negotiated exclusively by the CEO. Although the court agreed with shareholders that the CEO had excl usively negotiated the deal and orchestrated the president's hire without input from the board of directors, it found that neither he nor the other directors breached their fiduciary duty.The court did, however, â€Å"criticize the members of the compensation committee for not doing more to inform themselves of the terms of Vita's employment agreement and to become involved in the review and approval process. 1 . What is the process for developing responses and communicating with Warehouses? 2. To what degree does the compensation philosophy align with corporate strategy, culture and organizational resources? 3. What are shareholder expectations about your compensation programs and how do they affect program design? 4. Is senior management prepared to support and communicate this program or issue? . Tools and processes are in place to support compensation committee decision making (e. G. , tally sheets)? Between 2000 and 2002 World CEO Bernard Beers obtained unsecured loans amounti ng to 20 percent of the firm's cash, allegedly at interest rates well below the market rates for large margin loans. Upon leaving the organization, Beers still owed $408 million. World subsequently entered bankruptcy and the share price dropped dramatically. Beers was then unable to pay back the loan by selling his shares, as he had allegedly planned.If the compensation committee had secured the loans, Beers' shares might have been seized in order to sell them to cover the loan when the stock price was still high enough to do so. 1 . Do you have the necessary systems to operational and administer this program? 2. Are there key stakeholders or influences (HER, legal, tax) that need to be part of the program development process? . Is your finance/accounting department prepared to support any special reporting requirements for this program? 4. What is the role of finance/accounting in plan design? . What is the company's position on appropriate level of transparency (disclosing more th an is required, simplification of written communications)? Case #31 Is Raja in needs of Remedial Training? Raja Sahara has been employed for six months in the accounts section of a large manufacturing company in Abridged. You have been his supervisor for the past three months. Recently you have been asked by the management to find out the intrusions of each employee in the Accounts Section and monitor carefully whether they are meeting the standards set by you.A few days back you have completed your formal investigation and with the exception of Raja, all seem to be meeting the targets set by you. Along with numerous errors, Raja's work is characterized by low performance – often he does 20 percent less than the other clerks in the department. As you look into Raja's performance review sheets again, you begin to wonder 1 . As Raja's supervisor can you find out whether the poor performance is due to poor training or to some other cause? . If you find Raja has been inadequately trained, how do you go about introducing a remedial training programmer? . If he has been with the company six months, what kind of remedial programmer would be best? 4. Should you supervise him more closely? Can you do this without making it obvious to him and his co-workers? 5. Should you discuss the situation with Raja? Case #32 SONS AND ARPA COMPANY The Sons and ARPA Company manufactured wooden toys of various kinds; wooden animals, pull toys, and the like. One part of the manufacturing process involved spraying paint on the partially assembled toys. This operation was staffed entirely by women. The toys were cut, sanded and partially assembled in the wood room.Then they were dipped into shellac, following which they were painted. The toys were predominantly two colored; a few were made in more than two colors. Each color required an additional trip through the paint room. For a number of years, production of these toys had been entirely and work. However, to meet the tremendou sly increase in demand, the painting operation had recently been re- engineered so that the eight operators (all women) who did the painting sat in a line by an endless chain of hooks. Those hooks were in continuous motion, past the line of operators and into a long horizontal oven.Each woman sat at her own painting booth so designed as to carry away fumes and to backstop excess paint. The operator would take a toy from the tray beside her, position it in a Gig inside the painting cubicle, spray on the color according to a pattern, then release the toy and hand it to the hook passing by. The rate at which the hooks moved has been calculated by the engineers so that each hook before it passed beyond her reach. The operators working in the pain room were on a group bonus plan. Since the operation was new to them, they were, receiving a learning bonus, which decreased by regular amounts each month.The learning bonus was scheduled to vanish in six months, by which time it was expected t hat they would be on their own, that is, able to meet the standard and to earn a group bonus when they exceeded it. By the second month of the training period. Trouble had developed. The employees learned more slowly than had been anticipated, and it began to look as though their production would stabilize complained that they were going by too fast, and that the time study man had set the rates wrong. A few women quit and had to be replaced with new operators, which further aggravated the learning problem.The team spirit that the management had expected to develop automatically through the group bonus was not in evidence except as an expression of what the engineers called â€Å"resistance†. One woman whom the group regarded as its -leader (and the management regarded as the ring-leader) was outspoken by voicing the various complaints of the group before the foreman; the Job was messy one, the hooks moved too fast, the incentive pay was not being correctly calculated, and it was too hot working so close to the drying oven. A consultant who was brought into this picture worked entirely with and through the foreman.After many conversations with him, the foreman felt that the first step should be to get the employees together for a general discussion of the working conditions. He took this step with some hesitation, but he took on his own volition. The first meeting, held immediately after the shift was over at four o'clock in the afternoon was attended by all the eight operators. They voiced the same complaints again: the hook sent by too fast, the Job was too dirty, the room was hot and poorly ventilated. For some reason, it was this last item that they complained of most.The foreman promised to discuss the problem of ventilation and temperature with the engineers, and he scheduled a second meeting to report back to the employees. In the next few days the foreman had several talks with the engineers. They and the superintendent felt that this was really a trumped-up complaint, and that expense of any effective corrective measure would be prohibitively high. The foreman came to the second meeting with some apprehensions. The operators, however, did not seem to be much put out, perhaps because they had a proposal of their own to make.They let that if several large fans were set up so as to circulate the air around their feet, they would be much more comfortable. After some discussion, the foreman agreed that the idea might be tried out. The foreman and the consultant discussed the question of the fans with the superintendent, and three large propeller-type fans were purchased. The fans were brought in. The women were Jubilant. For several days the fans were moved about in various positions until they were placed to the satisfaction of the group.The operators seemed completely satisfied with the results, and the relations between them and the foreman improved visibly. The foreman, after this encouraging episode; decided that further meetings might also be profitable. He asked the operators if they would like to meet and discuss other aspect of the work situation. They were eager to do this. The meeting was held, and the discussion quickly centered on the speed of the hooks. The operators maintained that the time study man had them at an unreasonably fast speed and that they would never be able to reach the goal of filling enough of them to make a bonus.The turning point of the discussion came when the group's leader frankly explained that he point wasn't that they couldn't work fast enough to keep up with the hooks, but they couldn't work at that pace all the day long. The foreman explored the point. The employees were unanimous in their opinion that they could keep up with the belt for short periods if they wanted to. But they didn't want because if they showed they could do this for short periods they would be expected to do it all day long. The faster or slower depending on how we feel†. The foreman ag reed to discuss this with the superintendent and the engineers.The reaction of the engineers to the suggestion was negative. However, after several meetings it was granted that there was some latitude within which variations in the speed of the hooks would not affect the finished product. After considerable argument with the engineers, it was agreed to tryout the operators' idea. With misgiving?, the foreman had a control with a dial marked ‘low, medium, fast' installed at the booth of the group leader; she could now adjust the speed of the belt anywhere between the lower and upper limits that the engineers had set.The operators were delighted and spent many lunch hours deciding how the speed of the belt should be varied from hour to hour throughout he day. Within a week the pattern had settle down to one which the first half-hour of the shift was run on what the operators called a ‘medium' speed (a dial setting slightly above the point marked ‘medium'). The next t wo-and-a-half hours were run at ‘high' speed the half-hour before lunch and half hour after lunch were run at ‘low' speed.The rest of the afternoon was run at ‘high speed' with the exception of the last 45 minutes of the shift, which was run at ‘medium'. In view of the operators' reports of satisfaction and ease in work, it is interesting to note that the constant speed at which ,the engineers has originally set the belt was slightly below medium on the dial of the control that had been given to the women. The average speed at which they were running the belt was on the high side of the dial. Few, if any empty hooks entered the oven, and inspection showed no increase of rejects from the paint room.Production increased, and within 2 weeks (some 2 months before the scheduled ending of the learning bonus) the operators were operating at 30 to 50 per cent above the level that had been expected under the original arrangement. Naturally their earnings were correspo ndingly higher than anticipated. They were collecting their base pay, a considerable piece-rate bonus, and the learning bonus which, it will be remembered, had been set to decrease with time and not as a function of current productivity. The operators were earning more than many skilled workers in other parts of the plant. 1 .From the angle of Job enrichment, which core Job dimension or Job characteristic was most influenced by new system of group regulated speed? Evaluate the reported success of the case against the principles of Job Enrichment. 2. Comment on the method of payment to the operators. How good do you think such a system is? 3-4. Would you consider the initial discontent of the operators as a grievance? Why or why not? 5. How would you characterize the involvement of the operators after the introduction of group-regulated speed? OLD ORDER CHANGED? Modern Industries Limited (MIL) in Bangor is an automobile ancillary industry.The company started manufacturing automotive components over two decades ago in a small way and has grown steadily over the years, employing over 4,000 persons at present with the turnover exceeding RSI. 100 scores. Its products are selling well and earning a sizeable amount of profits. The company is controlled and managed by an industrialist family. Known for their shrewdness and business acumen. They are among the first generation industrialists who started their industrial ventures in a modest way, during the early phase of industrialization in the country and along with the growth of automotive industry, MIL also grew up.The present Chairman, Mr.. Surest Shah had been with the company right from its inception; He started his career as an engineer trainee, rose to the position of the Managing Director and in 1983 became the company's Chairman. As a result, he is acquainted with every minute detail and also with every employee who has been in the company for long. He continues to keep in close touch with them and is easily accessible to all of them, overruling hierarchy. A high premium is placed on their loyalty and their long services are valued.The Chairman of the company firmly believes that each one of them has contributed significantly towards the growth of the company. In the light of the fact that the company maintained a â€Å"strong utilitarian culture† all along, the contribution of each and every employee had to be substantial and they were rewarded accordingly. At the same time, there were many instances, where the services were terminated due to inadequate performance. Mr.. Kandahar Taker owned MIL as a training instructor, over two decades ago. Prior to that, he served as an instructor at an Industrial Training Institute.He had himself obtained the craft instructors' certificate from IT'. He was 35 years old and his main task was to recruit young persons as trainees, either under the Apprentices Act or as company trainees and then train them as craftsmen. Most of these trainees we re absorbed to meet the growing needs of the company, and Mr.. Shah used to personally involve himself in the process of recruitment and training of craftsmen. Mr.. Taker was directly reporting to Mr.. Shah, despite the vast gap in the hierarchy. Mr.. Taker was promoted to the rank of training Superintendent in 1980, though there was not much change in his Job content.The growing phase of the company was practically over by that time, and the Apprentice training became a mere statutory activity. The company did not have the vacancies to absorb the trained apprentices, and therefore, Me. Became a subsidiary activity and was not given much importance. The winds of change were blowing through MIL also. Mr.. Nail Shah, the son of the founder industrialist took over as the Managing Director of MIL in 1983, whereas Mr.. Rammers Shah continued to be the Chairman of the company. The young MD was full of new ideas.He wanted to revivalist the company from all aspects and diversify into high t echnology areas. He wanted to modernize the present plant and change the management style from the traditional direct control approach to a systems controlled approach. A modern computer was bought and computerizing was introduced. The company had to face many problems while introducing these changes. One of the major hurdles was the problem of a number of senior employees, who were not adequately qualified or developed, but had grown into senior positions. Earlier the touchstone was loyalty and hard work rather than impotence.In the light of this situation, new competent professionals had to be hired to introduce the changes. MIL was well-known for its aggressive personnel policies. Anyone who Joined the company had to struggle hard for his survival as the company was ruthless in sacking those who were not meeting the requirements. It was particularly so in case of the new appointees, which in turn necessitated them to be ruthless in their work The older employees felt threatened a nd resented the changes and the consequent pressures. Therefore, they collectively approached the Chairman and requested him to intervene and safeguard their interests.The Chairman, who was not himself happy with all the changes, issued instructions to the MD, to the effect that no old employee be dislocated. The new MD had no other option but to comply with the order. The MD was interested in trying out the HARD approaches to train all the employees, particularly employees who were turning out to be deadwood's. He hired Mr.. Kumar in 1984 as a Training Manager. Mr.. Kumar was basically an engineer but had considerable experience with a multinational company in the field of HARD, particularly in Training and Management Development. He reorganized the training set up by inducting two Assistant Managers.Mr.. Taker was next to the Assistant Managers in the hierarchy ‘and reported to Mr.. Kumar directly and continued to manage the affairs related to apprenticeship training. Until Mr.. Kumar came along, Mr.. Taker had enjoyed the position of the head of the training division, though there was no other training activity apart from apprenticeship training. He was operating independently and was reporting directly to the MD. He continued to do so even after the organization have grown in proportion. Mr.. Taker felt demoted in the new set up. Fie lost his position and individuality in the organization, and his pride was seriously hurt.He was not prepared to accept Mr.. Kumar as his boss . And he started behaving in an irrational manner. He resented the vast gap created between him and the top man in the new structure. Mr.. Kumar tolerated him with the hope that Mr.. Taker would reconcile himself to the changes, in time. Unfortunately, he continued to behave in the same way and there was no improvement even after one year. When Mr.. Kumar tried to counsel him, Mr.. Taker demanded to be promoted to the level of Assistant Manager, as he happened to be the senior mos t people in the department. Kumar promised to look into his demand.On a careful analysis of the personal docket of Mr.. Taker and all the previous the Job that he was doing. Leave alone being entitled for further promotion, Mr.. Taker was not even fit for his present position. The company did not have a formal performance appraisal system. Its products were selling well, the profitability was good and accordingly all the employees were rewarded well. Promotions and extra increments were given arbitrarily based on the personal likes and dislikes of the top man, rather than on any objective analysis of performance or potential of an individual.No formal manpower planning or organizational planning existed. No efforts were made to forecast implications of such a system in future. On the whole, the company did not have any formal projection for the future. The company followed the practice of giving long service . Certificates and awards to all those who had completed 20 years of servic e in the company. Mr.. Taker had got his certificate only recently. There were several employees belonging to Mr.. Thacker's category. All of them united and met both formally and informally to discuss their strategies and demands. They used to put up their grievances to the management collectively.They had established a very strong rapport with the Chairman, Mr.. Shah. Mr.. Kumar presented all the facts to Mr.. Taker to convince him that his promotion was not possible. As the latter was not used to the kind of logic presented by Mr.. Kumar, he dismissed all his arguments as sophisticated Jargon, irrelevant to the context of his company. He was particularly bitter about the fact that his promotion was turned down whereas there were several people with similar background who have got their promotions. Therefore, there was further deterioration in his behavior. He started ignoring the directions of Mr..Kumar and worked as per his own whims and fancies, behaving arrogantly. He even wen t to the extent of challenging Mr.. Kumar that he could neither promote him nor demote him in the prevailing situation. So long as he was protected by the Chairman of the company, there was nothing for him to worry about and his Job was practically secure. Mr.. Kumar optimistically hoped that Mr.. Taker could overcome his frustration and anger over a period of time. Unfortunately, even after another six months there was no sign of any progress. In fact, the situation deteriorated further with Mr..Taker becoming more confident in his belief that' Mr.. Kumar was powerless to deal with him. He turned out to be a drag in the department, purposely creating problems for Mr.. Kumar. In MIL the annual increments and general raises were given as a policy to every employee who is termed as. The â€Å"Kanata raise† Mr.. Taker was quite sure that he would get his Kanata raise and reconciled himself to that. Mr.. Kumar tried to stop this raise but could not do so. There were several bulli es belonging to Mr.. Thacker's category in the organization and one of the tasks of the Training Manager was to handle such people.Though he had organized a few training workshops in the behavioral areas, it had not brought about the required attitudinal changes. Right under his nose he had a person whose behavior he was not able to amend. Mr.. Kumar realized that the desired changes were not possible, so long as the â€Å"flat security† was there. Due to a change in the governmental policy, there were several new competitors to MIL and the MD felt there was a strong need and urgency to bring in changes in the organization, to make it more dynamic and competitive. It was no longer possible to carry on the organizational dead woods. Mr.. Kumar was under great pressure to look

It is Worth the Struggle essays

It is Worth the Struggle essays In the autobiography I Know Why The Caged Bird Sings, by Maya Angelou, a question is posed about growth and outlooks on life based upon surroundings alone. If society is formed based on its ethics, then the people in them have no choice but to be caged birds. The main character Marguerite, also known as Maya, pushes the false images of struggle and hardship out of her way, blossoming into a strong and prosperous young woman. The sounds of the new morning had been replaced with grumbles about cheating houses, weighted scales, snakes, skimpy cotton and dusty rows. In later years I was to confront the stereotyped picture of gay song-singing cotton pickers with such inordinate rage that I was told even by fellow blacks that my paranoia was embarrassing. But I had seen the fingers cut by the mean little cotton boils, and I had witnessed the backs and shoulders and arms and legs resisting any further demands. (Angelou 7) Stamps, Arkansas was Mayas cage. At a young age she truly knew nothing else but the perch of prejudice she stood on. However she knew it was wrong, and it was not the place she wanted to be. Mayas eyes are wide open to the prejudices around her, not the ones placed by white people, but from black people themselves. He must have tired of being crippled, as prisoner tire of penitentiary bars and the guilty tire of blame... and the looks he suffered of either contempt or pity had simply worn hi m out, and for one afternoon he wanted no part of it. Maya spoke of Uncle Willy. I understood and felt closer to him at that moment than ever before or since. (Angelou 11) This one image is what I believe ignites the fire within her to say I can. to anyone who stands in her way. Uncle Willy was not as prominent a male figure in Mayas life as her brother Bailey. One year her senior, Baileys strength adheres to Maya and begins forming her into an intelligent and ...

Essay on Latin American Politics

Essay on Latin American Politics Essay on Latin American Politics Has the argument against immigration reform changed? It seems that immigration has always been a big issue since the United States of America was founded. In Peter Schrag’s book, Not Fit For Our Society Immigration and Nativism in America, he describes how the arguments against immigration reform have not changed. One of the more recent immigration reform that caught national headlines for being unjust, is that of which Arizona’s Maricopa County, Sheriff Joe Arpaio enforced. â€Å"Early in 2009, Arpaio’s deputies marched some 220 immigrant detainees, shackled and in striped prison uniforms, none convicted of any crime, through the streets of Phoenix on their way to the sheriff’s tent-city detention center.† (NY Times, 81) That is just one example of the many ways Sheriff Joe Arpaio is notorious for enforcing Arizona’s immigration reforms. Among other things, he and his deputies under his command are accused of racial profiling. Demanding ver ification of residency and turning them over right away if they fail to provide proper documentation. In 2003 local governments started training local cops to work with immigration, this program is now known as ICE or Immigration and Customs Enforcement. And in 2006 ICE agents started performing sweeps of local businesses. In one of those sweeps, â€Å"ICE agents arrested both executives and some 1,100 illegal workers at eight IFCO Systems plants that made crates and pallets for produce shipping in a half-dozen states. In another instance, called Operation Wagon Train- ICE raided six Swift meat packing plants in the West, Southwest, and Midwest and detained nearly 1,300 illegal aliens† (188) Many of these illegal immigrants had obtained stolen identification to work in the United States. Which lead their case to not only be an immigration issue but also a felony for the stolen identity, making ICE’s case more important to Americans. People went as far as comparing ICE to a modern day Salem Witch Hunt, where ICE, would go on there â€Å"sweeps† of different businesses and location where they believed harbored illegal immigrants. Proposition 209 in California is another example of how immigration reform has not changed. Proposition 209 prohibits the use of race in any public schools, employment, and contracting. â€Å"Proposition 209 almost certainly also reflected public reaction against the extension of affirmative action preference to Latinos. African Americans, who had been affirmative action’s original beneficiaries, were indisputable victims of three centuries of slavery and Jim Crow. Latinos, on the other hand, had come here voluntarily, were often recent arrivals, and this had far more dubious claims to the amelioration of the lingering effects of historic discrimination.† (174) soon followed the removal of most bilingual education classes in public school where Proposition 209 had been passed. After the horrors of World War II many Europeans found themselves in refugee camps from their homes and villages being destroyed form when Hitler and his Nazi dominated Europe. Eight million Europ eans were crowded into in few refugee camps. Having won the war of the worlds, President Harry S. Truman passed the Displaced Person Act of 1948, allowing two hundred thousand Europeans over two years to settle in to the United States. However, â€Å"the law also drew such tight limits that Truman only signed it, he said, â€Å"with great reluctance.† The legislation, Truman charged, â€Å"discriminates in callous fashion against person of the Jewish faith. This brutal fact cannot be obscured by the maze of technicalities in the bill by the protestations of some of its sponsors.† (151) we won the war we restored peace. But, with eight million Europeans displaced, President Truman only reluctantly opened the doors to those few less than half displaced Europeans. Not only did they suffer genocide, but

The Skulking Way of War by Patrick M. Malone essays

The Skulking Way of War by Patrick M. Malone essays "The Skulking Way of War" is an examination of the culture of warfare of the Native Americans in Southern New England during the period of 1600-1677. This academic work is mainly a chronicle of the technological developments and advancements of the Southern New England Native tribes and how European influence and trade acted as the catalyst. Moreover, it investigates the military tactics used by the Natives during this period and how they developed over time with the arrival of the Europeans and how their influence transformed the Indian concept of war. At the beginning of this book, Malone states that technology has been the most influential component in shaping warfare from the beginning of time. It has had a dominant role in sculpting and evolving the way military's have fought and will fight wars between each other. Those who lack the technological superiority in battle will have the disadvantage, and most likely will be wiped out. Technology is a limiting factor. That is, warfare is limited by a militarys technological abilities. Malone introduces one more component that shapes warfare and is especially cardinal when examining the Southern New England Indian warfare, and that is geography. In the exploration of the transformation of Native warfare in New England, Malone integrates two major wars between the colonists and the New England Indians: the Pequot War and King Philips War. Through analysis of these two wars, a distinction can be seen in the way in which they were fought by the Indians and the true impact European technology and tactics had on Indian warfare. Before Malone dives into the real analysis, he describes the trouble in such exploration of the past and the affect it has on a study like this. Unlike the English, The Native Americans in New England had no written accounts of their lives which would help us understand truly their way of thinking when it came to warfare. Although archaeologica...

Investigative Procedures Assignment Example | Topics and Well Written Essays - 1250 words

Investigative Procedures - Assignment Example The allegations against the accused must be verified independently to ascertain reasonable grounds for further investigations. Once this is done, the CEO and CFO must be informed. Using a suitable team for instance the manufacturing plants' accounts department, documents should reviewed for any evidence. Investigations should then proceed to neutral persons then to third parties to corroborate evidence. Care should be taken not to violate suspect’s rights or break the law in seeking evidence and the truth. Introduction Internal fraud is becoming a common problem in organizations today because the employees have knowledge of the internal mechanisms and procedures for the organization. Some are in charge of divisions and so influence decisions and can manipulate by abusing their positions to commit internal fraud and thefts and still be able to cover their tracks. The employees may also leak information to outsiders who then use that information to commit frauds and the employee gets a payoff for their services. Employee fraud incidences have been on a steep incline especially during and immediately after the global financial crisis. The US for instance reported employee fraud that cost firms a total of $ 994 billion. The UK CIFAS data show that staff fraud increased by 40% since 2008 and the trends are interesting because it is the younger employees who are reportedly committing more crimes (Cohen, 2011). The same report also showed a 63% increase in staff fraud in 2011, compared to 2008 with fraud statistics in 2010 showing that staff fraudsters were mostly youngsters with 29% being under the age of 21 years while those aged between 41 – 50 years making up just 30% while no instance of internal fraud was reported for those above age 50 (Cohen, 2011). This paper will answer various questions and thereafter make a conclusion 1. Given the situation, discuss some of the options the company has for handling this situation.   This is obviously a preca rious situation since the plant manager gets a lot of respect from the CEO and CFO and their families are very close. However being close to the CEO and CFO should not stop investigations from taking place since this would amount to complicity and cover-ups by the top management. The investigator should be a senior manager for instance the Human Resources manager or the Legal advisor; since the crime is just alleged at this point. Certain facts should be ascertained to meet a specific threshold before in depth investigations can be carried out with the plant operator being interviewed and maybe being forced to go on leave pending investigations. To avoid upsetting the existing relations and causing too much friction, the signs and evidence of internal fraud must be established. These include accounting anomalies, weaknesses in internal controls, analytical symptoms, lifestyle symptoms, behavioral systems and employee tips and complaints. From the given scenario, Mr. Reynolds should consider the case serious and warranting an investigation since he has already received a tip from an employee in that plant, that the plant operator is exhibiting an erratic personal behavior while his lifestyle has changed beyond his normal means. Care must be taken to protect the identity of the informer (Goldman, 2007). Mr. Reynolds should then obtain prior evidence from the relevant person’s incognito and write a report, and request a report from the informer. An auditor or accounts