Up From Slavery essays

Up From Slavery essays Booker T. Washington, the author of Up From Slavery, is the subject of his novel as well. In Booker's autobiography, he tells the story of what life was like growing up as a colored person after the revolution. Where most slavery novels tell stories of hardships faced while in bondage, Booker tells the story from a different perspective - what life was like growing up as a free man. When Booker was but a boy of eleven years, he had allready been forced to work for most of his life. He knew nothing of the outside world, or what it felt like to experience every man's birthright: freedom. By day he worked in the fields; planting corn, carrying loads of hay to the barn, tilling the fields, and other tasks that no white man at the time would even consider doing himself. Young Washington considered it a special treat to recieve a small serving of Molassas every Friday, and to occasionally have some chicken or beef for supper, as his regular meals consisted of potatoes and gruel. One evening, the other slaves of the plantation overheard their masters discussing the matter of the Revolution. This had them very excited, as it meant they would be free if the North won the war. Soon enough, the North had won, and the negros were all set free. Their cries of joy soon dimmed as they realized they had no idea how to be free. They would have to work for themselves, provide food for themselves, educate themselves, all of which they had little or no understanding of. For the first few months, Booker and his small family, consisting of his mother and older brother, managed to survive by working in the cole mines day and night to provide what little money they could manage for the family. It was dangerous work - one could get crushed by rocks, inhale various deadly gasses, or be blown apart by faulty explosives. One day, Washington heard two black men talking about a school made specifically for colored people known as the Ha ...

Introduction to Beaux Arts Architecture

Introduction to Beaux Arts Architecture Beaux Arts is an opulent subset of the Neoclassical and Greek Revival architectural styles. A dominant design during the Gilded Age, Beaux Arts was popular but short-lived in the United States from roughly 1885-1925. Also known as Beaux-Arts Classicism, Academic Classicism, or Classical Revival, Beaux Arts is a late and eclectic form of Neoclassicism. It combines classical architecture from ancient Greece and Rome with Renaissance ideas. Beaux-Arts architecture became part of the American Renaissance movement. Beaux Arts is characterized by order, symmetry, formal design, grandiosity, and elaborate ornamentation. Architectural characteristics include balustrades, balconies, columns, cornices, pilasters and triangular pediments. Stone exteriors are massive and grandiose in their symmetry; interiors are typically polished and lavishly decorated with sculptures, swags, medallions, flowers, and shields. Interiors will often have a grand stairway and opulent ballroom. Large arches rival the ancient Roman arches. In the United States, the Beaux-Arts style led to planned neighborhoods with large, showy houses, wide boulevards, and vast parks. Because of the size and grandiosity of the buildings, the Beaux-Arts style is most commonly used for public buildings like museums, railway stations, libraries, banks, courthouses, and government buildings. In the US, Beaux Arts was used in some of the public architecture in Washington, DC, most notably Union Station by architect Daniel H. Burnham and the Library of Congress (LOC) Thomas Jefferson building on Capitol Hill. The Architect of the Capitol describes the LOC as theatrical and heavily ornamented, which is perfectly suited to a young, wealthy and imperialistic nation in its Gilded Age. In Newport, Rhode Island, the Vanderbilt Marble House and Rosecliff Mansion stand out as grand Beaux-Arts cottages. In New York City, Grand Central Terminal, Carnegie Hall, the Waldorf, and the New York Public Library all express Beaux-Arts grandeur. In San Francisco, California, the Palace of Fine Arts and the Asian Art Museum made the California Gold Rush a reality. Besides Burnham, other architects associated with the style include Richard Morris Hunt (1827-1895), Henry Hobson Richardson (1838-1886), Charles Follen McKim (1847-1909), Raymond Hood (1881-1934), and George B. Post (1837-1913). The popularity of the Beaux-Arts style waned in the 1920s, and within 25 years the buildings were considered ostentatious. Today the phrase beaux arts is used by English-speaking people to attach a dignity and even a frivolity to the ordinary, such as the volunteer fundraising group named Beaux Arts in Miami, Florida. Its been used to suggest luxury and sophistication, as the Marriott hotel chain expresses with its Hotel Beaux Arts Miami. Its also part of a famous poem, Musà ©e des Beaux Arts, by W.H. Auden. French in Origin In French, the term beaux arts (pronounced BOZE-ar) means fine arts or beautiful arts. The Beaux-Arts style emanated from France, based on ideas taught at the legendary LÉcole des Beaux Arts (The School of Fine Arts), one of the oldest and most esteemed schools of architecture and design in Paris. The turn into the 20th century was a time of great growth throughout the world. It was a time after the American Civil War when the United States was truly becoming a country- and a world power. It was a time when architecture in the US was becoming a licensed profession requiring schooling. These French ideas of beauty were brought to America by American architects fortunate enough to have studied at the only internationally known school of architecture, L’Ecole des Beaux Arts. European aesthetics spread to wealthy areas of the world that had profited from industrialization. It is found mostly in urban areas, where it can make a more public statement of prosperity or an embarras sment of riches. In France, Beaux-Arts design was most popular during what became known as the Belle Époque, or the beautiful age. Perhaps the most important if not best-known example of this French opulence within a logical design is the Paris Opà ©ra house by the French architect Charles Garnier. Definitions of Beaux-Arts Architecture Historical and eclectic design on a monumental scale, as taught at the Ecole des Beaux Arts in Paris in the 19th cent.- Dictionary of Architecture and Construction, Cyril M. Harris, ed., McGraw- Hill, 1975, p. 48 The Beaux Arts is a classical style with the full range of Greco-Roman elements: the column, arch, vault and dome. It is the showy, almost operatic, manner in which these elements are composed that gives the style its characteristic flavor.- Louisiana Division of Historic Preservation To Hyphenate or Not Generally, if beaux arts is used alone, the words are not hyphenated. When used together as an adjective to describe a style or architecture, the words are often hyphenated. Some English dictionaries always hyphenate these non-English words. About Musà ©e des Beaux Arts The English poet W. H. Auden wrote a poem called Musà ©e des Beaux Arts in 1938. In it, Auden describes a scene from a painting by the artist Peter Breughel, a piece of art that Auden observed while visiting the Museum of Fine Arts in Brussels, Belgium. The poems theme of the commonplace of suffering and tragedy- how it takes place / While someone else is eating or opening a window or just walking dully along- is as relevant today as it ever was. Is it ironic or on purpose that the painting and the poem are paired with one of the most visibly ornate styles of architecture in an era of conspicuous consumption? Sources Richard Morris Hunt, Beaux-Arts Architectural Drawings The Architecture of the Ecole Des Beaux-Arts by Arthur Drexler, 1977 The Beaux Arts Style by Jonathan and Donna Fricker, Fricker Historic Preservation Services, LLC, February 2010, Louisiana Division of Historic Preservation (PDF) [accessed July 26, 2016]; Beaux Arts Architecture on Capitol Hill, Architect of the Capitol [accessed April 13, 2017]

Best Practice Approach in Marketing Essay Example | Topics and Well Written Essays - 2000 words

Best Practice Approach in Marketing - Essay Example Marketing is the social process by which individuals and groups obtain what they need and want through creating and exchanging products and value with others. Marketing is a process in which an organization identifies the need of a customer and brings to the market a product which satisfied that need, the customer buys the product for satisfaction of the need which results in profit for the organization. It is mutually beneficial process. Marketing is very dynamic function and its definition has been evolving through time. In 1985, The American Marketing Association defined marketing as â€Å"Marketing is the process of planning and executing conception, pricing, promotion and distribution of goods, ideas and services to create exchanges that satisfy individual and organizational goals.† In 2004 the definition was changed to â€Å"Marketing is an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing custo mer relationships in ways that benefit the organization and its stakeholders.† And again as marketing grew into a broader term in 2007 the AMA defined marketing as â€Å"Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.† This definition defines marketing as a process that creates something of value for anybody who has a need of that value. Target market is a very key marketing element. An organizational cannot produce enough to satisfy all the needs of all the people. It has to target the customers whom it feels it can satisfy through its organizational processes in a mutually beneficial way.... ting is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large." This definition defines marketing as a process that creates something of value for anybody who has a need of that value. Elements of the Marketing Concept (200) Target market is a very key marketing element. An organizational cannot produce enough to satisfy all the needs of all the people. It has to target the customers whom it feels it can satisfy through its organizational processes in a mutually beneficial way. It has to evaluate itself and the market to find who it can cater too The second key element of the marketing concept is trying to satisfy the needs and wants of the customers of the selected target market. For this purpose 4 elements are identified and called the marketing mix. (Frederick Crane, 2003) These are controllable variables which are used to increase the level of satisfaction for the customer. These elements are: 1- Product- It is what the organization wants to sell to the customer considering the value and benefits it will produce for the customer. 2- Price- It is the price that the customer will have to pay to attain the product to satisfy his needs. 3- Place- It is where the product is going to be sold, in retail stores, in exclusive stores, what distribution channel will be used to make the product accessible. Place should always be selected as per the convenience of the customer. 4- Promotion- It is the type of promotional tools used to promote the product, like advertising, package design, sales techniques and personal relations tactics. Promotion should be able to communicate things that needed to be told to the customer, very well. Coordinated

HR Research Paper Example | Topics and Well Written Essays - 1500 words

HR - Research Paper Example The company’s vision is to become one of the leading diversified oil companies in the world, characterized by a highly motivated workforce, as well as, safe operations. The company’s mission is to enhance profitability and safety in mining and supplying of hydrocarbon fuels and feedstock. The company as well focuses on contributing to development of the nation. One of the company’s key goals is fulfilling the country aspired standards for quality assurance, as well as, environmental protection. Because of global warming, there are set standards both locally and internationally, for environmental conservation. Because of the level of environmental degradation associated with mining companies, the company faces extremely high standards. Additionally, because of sensitivity of oil products, the products’ set standards are as well high. The company as well is committed to implementing a couple of national policies meant to increase employment opportunities for the citizens. One of the key external factors that affect the company is the political factor. Over the last a couple of decades, there have been a series of political unrest in a couple of Middle East countries. This has been a threat to the stability of the company’s profitability. One of the key reasons behind this is the fact that the company serves a couple of countries in the Middle East. Another key factor is the economic factor. The global economic cycles affect the company’s profitability as well. For example, during the 2008 global financial crisis, the company registered a decline in profitability. On the other hand, when the global economy is doing well, the company registers increased profitability. Technological factor as well affect the company. For example, the company has taken advantage of the ever-changing technology to automate most of its oil production operations. This has enhanced efficiency in

Isolation and Society in Bartleby, the Scrivener Essay -- Bartleby Scr

Isolation and Society in Bartleby, the Scrivener      Ã‚  Ã‚  Ã‚  Ã‚   Herman Melville's Bartleby is a tale of isolation and alienation. In his story, society is primarily to blame for the creation and demise of Bartleby.      Ã‚  Ã‚  Ã‚  Ã‚   Throughout the story, the characters -- Bartleby in particular -- are isolated from each other or from society. The forester's office, which can be interpreted as a microcosm of society, was teeming with walls to separate the head ranger from his employees and to separate the employees from one another. There was one large crushed-glass wall which separated the lawyer from his sycophants (although he was still able to see their shadows due to the nature of crushed glass). The other workers put up a folding green screen to hide Bartleby because of his hideous appearance, who was also alienated from the rest of the workers. The Ranger and his employees were also isolated from the outside world; their window faced a wall of trees ten feet away, with a sewer-like chasm ...

Shareholder Activism Essay

Can shareholder activism actually deliver the desired change? Introduction The increasing awareness of shareholders and their level of importance to the modern organisation have raised multiple questions as to the potential role which shareholders can play in influencing the decision making of the management team and their willingness to engage with a broad range of stakeholders. Where shareholders have an impact to any degree, this is referred to as shareholder activism and is largely described as being the role that shareholders play in dominating the decisions made by management teams (Bainbridge, 1995). Whilst it is readily accepted that shareholders own the company, whereas directors manage the company, there has historically been a misapprehension that shareholders are simply interested in the financial profits that the company produces. It is argued in this paper that this is not the case and shareholders are becoming much more involved in ensuring a balanced approach and that organisations have a wider awareness of issues such as corporate social re sponsibility (Schacht, 1995). The purpose of this paper is to consider whether or not this type of shareholder activism can actually be seen to be delivering a positive change, specifically in the area of corporate social responsibility. In order to look at this issue and the development of CSR, shareholder activism in its entirety needs to be looked at, before then considering the legal regime which encourages such activism and any specific cases that are relevant, before drawing conclusions on the key question. Shareholder activism – the Theoretical Perspective The management of an organisation has, for a long time, accepted that the performance of a business is down to them and that, if the shareholders are unhappy about the performance or the returns of the business they may potentially walk away from the organisation or the position of the manager may be in jeopardy. Where shareholders take this type of action on board, it can be suggested that shareholder activism is in operation. Broadly speaking, there are several key reasons why which investors may pursue the shareholder activist approach. Firstly, shareholder activism occurs in order to procure a better return on shareholder investment; secondly, to ensure that the company pursues a different corporate strategy that will ultimately improve performance and profitability, a key example of this being the suggestion that the company should demerge; thirdly, to make changes in the management team; fourthly in order to pursue some form of special interest, such as a social and ethical agenda (it is this agenda which will be looked at in more detail in the paper below). Finally, shareholder activism is undertaken to influence the outcome of some form of corporate agenda that has already been pursued (Tarrow, 1994). Shareholders have always had the option of essentially voting with their feet, when they disapprove of the decisions of the management team. For example, they can simply sell their shares, where traditionally the criticisms of management decisions would take place in private, with shareholders simply moving away when they were displeased. Although the concept of shareholder activism is not necessarily new, in recent years, it has certainly increased in its operation and become much more prevalent. Examples of recent shareholder activism include action by an institutional investor, Knight Vinke Asset Management which lobbied for changes in the HSBC strategy, or in Tesco where shareholders became involved in demanding changes in working conditions relating to clothes’ suppliers in Asia. Interestingly, shareholder activism does not depend on the size of the market, with shareholder activism being a tool that can be used in any type of organisation. Those holding shares are also potentially able to act in this way and therefore this lends a considerably more diverse meaning to the notion of shareholder activism, which can be derived from a much broader range of sources (Roe, 2003). With this potential diversity in mind, the next step is to look at the tools that are available for the activist shareholder and to identify the statutory basis upon which such action can take place. Legal Basis One of the key statutory powers which are available in order to support shareholder activism is that of the Companies Act 2006 (the Act). This Act lays down the legal framework which enables a shareholder to exercise any of their legal rights when they are pursuing an activist agenda. The precise options available to the shareholder will depend on the type of company in which they hold shares; for example, there are different rights attached to public companies. For the purpose of this analysis, all potential legal rights will be looked at and it should be borne in mind that these may not always be available, particularly to shareholders of private companies (Warneryd, 2005). In accordance with sections 303 to 305 of the Act, shareholders are able to call a general meeting. This is a strong element of the shareholder activism as it provides members with a platform in which they can make their requirements known. In the aftermath of the Shareholder Rights Directive 2009, members and groups of shareholders representing a minimum of 5% of the public companies voting rights are able to demand that the directors call a general meeting of the company. Similarly, where the directors choose to convene a general meeting there are rules associated with giving notice to the individual shareholders. This allows shareholders the opportunity to bring a platform upon which to discuss their own issues. Secondly, in accordance with sections 314 – 317, members with a shareholding of at least 5% or shareholders or that have at least 100 shares with an average of at least ?100 per member are entitled to demand that the company circulates a statement to shareholders of up to 1,000 words regarding a proposed resolution or any other business that is going to take place at the meeting. This again provides the shareholders with the information that they need in order to be potentially active. It is also noted that beneficial owners of shares can count towards the threshold in order to meet the 5% trigger (Belloc and Pagano, 2009). As well as the ability to gain access to the meeting and information in relation to the meeting, shareholders are also entitled to be active within the meeting itself. In accordance with section 338, shareholders holding a total of 5% shares can propose a resolution, a strategy that was used by the investor â€Å"efficient capital structures† but they required a resolution as part of the 2007 AGM of Vodafone plc to pursue a specific strategy. Furthermore, section 168 provides shareholders with the ability to propose the removal of the directors. Arguably, this is one of the greater sanctions available to shareholders, from the perspective of the individual directors. Where this process is being initiated, special notice of 28 days must be given of the intention to propose this resolution and to reasonably work in line with the articles of association of the company (Filatotchev, et al 2006). Importantly, section 116 of the Act allows any shareholders to gain access to the shareholder register which then may offer them the opportunity for the shareholders to join forces in order to deal with a particular agenda, making the ability to reach the 5% thresholds somewhat easier. There are, however, requirements for shareholders to ensure that when they are canvassing support they are doing so for the proper purpose. There are certain thresholds which allow shareholders to have rights, with 5% offering the opportunity to propose a resolution, to require an independent report in the case of quoted companies, the power to require companies to publish audit concerns, again in quoted companies, and also the power to include a matter that should be considered at AGM. When the required percent of the shareholders join forces, the power becomes much more threatening to the management team, as this is the requisite amount required a specific resolution. For example, at 75%, the shareholders can require a special resolution to be passed. The regime associated with proxies can play a very important role when it comes to shareholder activism with the 2006 Act making changes as to the way in which proxies can operate, allowing the property to be much more effective. For example, members have an absolute right to appoint a proxy who can attend a meeting and vote on their behalf. Another key area of shareholder activism emerged from the ability to use corporate representation, rather than using a proxy, as this allows shareholders a much greater degree of practical flexibility when they are unable to comply with proxy deadlines, or some other form of formality. Corporate shareholders are also able to appoint representatives by virtue of their own board resolution. Finally, it is worth noting that shareholders’ rights can be utilised by indirect investors. For example, under the 2006 Act, it is possible for the beneficial shareholders holding shares to enjoy information rights, i.e. to obtain information in relation to the company and in many cases the beneficial shareholders can count towards reaching the 5% thresholds. Although this goes beyond the scope of the discussion here, it is worth noting that these beneficial shareholders can have a direct impact on any agenda for shareholder activism.Examples of Shareholder ActivismIn order to gain an understanding of just how effective these legal provisions can be, the situation in Tesco can be looked at. In 2007, the poverty charity â€Å"War on Want† used the fact that it held a 5% shareholding in order to present a resolution at the 2007 AGM, with a view to ensuring a better deal for suppliers, in particular across Asia. The matter did not rest there and in June 2008 Tesco was tar geted once again by a group of shareholders who were headed by an individual high- profile shareholder, to look at the living conditions of chickens, prior to their purchase by Tesco for sale. The shareholders in both these cases used section 338 of the Companies Act 2006, in order to demand resolutions relating to their individual issues. Once this resolution had been demanded, the company was required to circulate information relating to the resolution, as well as any supporting statements (Aguilera, 2005). This type of shareholder activism was seen to be successful in these individual cases and provided a real forum for the shareholders with a relatively minimal percentage to change the strategy and activities of the organisation itself. Tesco is not alone in facing these types of issues and many other large companies have also faced action from minimal shareholders, relating to specific issues such as wages for staff or supplier issues. This shows a clear indication of the willingness of shareholders to become much more active in putting their points forward and being willing to take on corporations by forcing resolutions to be placed and information to be provided to the broader shareholding (Hendry et al 2007).Analysis and ConclusionsThe question presented here is to consider whether or not shareholder activism can truly have an impact on organisations, when it comes to encouraging changes and improving corporate social responsibility within the organisation. By looking at the history of shareholder activism and the way in which shareholders are becoming much more willing to engage in the operation of the company, as well as examining the provisions of the 2006 Act which provide shareholders with the ability to un dertake these activities, it is argued here that shareholder activism is a growing and real threat to management teams of all sizes. In particular, the 2006 Act offers a considerable opportunity for shareholders to demand information and to have certain items discussed at the AGM. By merely providing this platform for discussion, shareholders can become more active in order to ensure their ultimate agenda is not pursued. By looking at this and using a company such as Tesco as an example, it can be seen that groups of shareholders are gaining real attention and are able to have a direct and dramatic impact on the decisions made by the management teams, particularly when faced with the ultimate sanction that shareholders can request the removal of those directors who fails to comply (Gillan and Starks, 2000). It is concluded here, therefore, that shareholder activism is a real and direct method whereby shareholder groups can encourage changes in the strategy of the organisation relating to both corporate, social responsibility and any other relevant issues. References Aguilera, R.V. (2005) ‘Corporate governance and director accountability: An institutional comparative perspective’ British Journal of Management, 16: S39–S53. Bainbridge, S. M. (1995) The politics of corporate governance, Harvard Journal of Law and Public Policy, Vol. 18 (3), pp. 671-735. Belloc, M. and Pagano, U. (2009) Co-evolution of politics and corporate governance, International Review of Law and Economics, Vol. 29 (2), pp. 106-114. Filatotchev, I., Jackson, G., Gospel, H., and Allcock, D. (2006) Key Drivers of ‘Good’ Corporate Governance and the Appropriateness of UK Policy Responses The Department of Trade and Industry and King’s College London. Gillan, S.L. and Starks, L.T (2000) ‘Corporate governance proposals and shareholder activism: The role of institutional investors’ Journal of Financial Economics, 57 (2): 275- 305. Hendry, J., Sanderson, P., Barker, R. and Roberts, J. (2007) ‘Responsible ownership, shareholder value and the new shareholder activism’ Competition & Change,11 (3): 223-240. Roe, M.J. (2003) Political Determinants of Corporate Governance: Political Context, Corporate Impact Oxford University Press. Schacht, K.N. (1995) ‘Institutional investors and shareholder activism: Dealing with demanding shareholders’ Directorship, 21 (5): 8-12. Tarrow, S. (1994) Power in Movement: Collective Action, Social Movements, and Politics in Marens, R. (2002) ‘Inventing corporate governance: The mid-century emergence of shareholder activism’ Journal of Business & Management, 8 (4): 365. Warneryd, K. (2005) Special issue on the politics of corporate governance: Introduction, Economics of Governance, Vol. 6 (2), pp. 91-92.

Organizational Culture Is The Key Values, Beliefs And...

Organizational Culture: Organizational Culture is the key values, beliefs and attitudes shared by the members of an organization. Organizational culture includes an organization s expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and expectations for the future. A key source of organizational culture is usually its founder. It can be sustained by creating and spreading organizational stories and organizational heroes. London Drugs has had a strong culture since it was founded 70 years ago. Their culture was originally focused on entrepreneurship and is very original. A big part of their culture focuses on taking care of their people and helping out communities. London drugs does this by providing family assistance program to its employees. An example of this family assistance program is where employees are helped during their hard times like funerals. Keeping the environment clean is another important element of London Drugs culture. They have created the â€Å"What’s the Green Deal?† program, which ensures everything in the company is done in a way which does not harm the environment. According to the Vice President of London Drugs, the best part of the company’s culture is that you get a very open, familial feeling when you are working. The reason behind is that everyone knows how to treat each other and support each other. A big part of the culture is to focus onShow More RelatedOrganizational Culture Within A Hospital Setting1693 Words   |  7 Pages There is a tremendous amount of literature regarding Organizational Culture as it relates to corporate business. Peters and Waterman (1982) book, In Search of Excellence: Lessons from America’s Best Run Companies, became the blueprint for organizational success. 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