Slavery is The South essays

Slavery is The South essays Slavery played a dominating and critical role in much of Southern life. In the struggle for control in America, slavery was the Souths stronghold and the hidden motive behind many political actions and economic statistics. By dominating Southern life, slavery also dominated the economic and political aspects of life in the South from 1840 to 1860. By the 1840s and 50s the Southern economy had almost completely become slave and cash crop agriculture based. Without slaves in the south a person was left either landless and penniless or struggling to get by on a small farm. However, even though slaves dominated the southern economy, slaveholders only included about 2 to 3 percent of the population. This small percentage was the amount of people successful in a slave based, cash crop agricultural, Southern economy. Therefore, the Southern economy was controlled and dominated by those who did and did not have slaves. Furthermore, with the high demand for Southern items in Europe and Northern America more slaves were needed in the South to produce these cash crops. Without slaves there would be no cotton, tobacco, or sugar production and without these integral items the Southern economy would absolutely fail. The South depended on slaves to fuel their economy and therefore slavery dominated their economy. Between 1840 and 1860 many political issues, debates, and actions were inflamed by slavery. As America grew, the South wanted more slave states and the North wanted more free states to increase their hold in politics. One important act that fueled the slavery dominated political world of 1840 to 1860 was the Kansas and Nebraska act written by Stephen Douglas. This act repealed the Missouri Compromise of 1820 and called for popular sovereignty in Kansas and Nebraska which under the Missouri Compromise had been free. The Missouri Compromise was originally an act to ...

Plesiadapis Facts

Plesiadapis Facts Name: Plesiadapis (Greek for almost Adapis); pronounced PLESS-ee-ah-DAP-iss Habitat: Woodlands of North America and Eurasia Historical Period: Late Paleocene (60-55 million years ago) Size and Weight: About two feet long and 5 pounds Diet: Fruits and seeds Distinguishing Characteristics: Lemur-like body; rodent-like head; gnawing teeth About Plesiadapis One of the earliest prehistoric primates yet discovered, Plesiadapis lived during the Paleocene epoch, a mere five million years or so after the dinosaurs went extinct- which does much to explain its rather small size (Paleocene mammals had yet to attain the large sizes typical of the mammalian megafauna of the later Cenozoic Era). The lemur-like Plesiadapis looked nothing like a modern human, or even the later monkeys from which humans evolved; rather, this small mammal was notable for the shape and arrangement of its teeth, which were already semi-suited to an omnivorous diet. Over tens of millions of years, evolution would send the descendants of Plesiadapis down from the trees and onto the open plains, where they would opportunistically eat anything that crawled, hopped, or slithered their way, at the same time evolving ever-larger brains. It took a surprisingly long time for paleontologists to make sense of Plesiadapis. This mammal was discovered in France in 1877, only 15 years after Charles Darwin published his treatise on evolution, On the Origin of Species, and at a time when the idea of humans evolving from monkeys and apes was extremely controversial. Its name, Greek for almost Adapis, references another fossil primate discovered about 50 years earlier. We can now infer from the fossil evidence that the ancestors of Plesiadapis lived in North America, possibly coexisting with dinosaurs, and then gradually crossed over to western Europe by way of Greenland.

Literture Program for Preschool Classroom Essay

Literture Program for Preschool Classroom - Essay Example There is an abundance of story titles out in the market. However, it is important for a teacher to choose the most appropriate ones that truly meet the criteria for overall development of children. Books that focus on repetition are good choices, especially for toddlers who need to master their language. The repetitive lines give children the opportunity to participate in the story by saying them out loud when the story calls for it. Another point for story selection is how the book revolves around the needs of the specific children the teacher is working with (Giorgin & Glazer, 2008). For instance, very young children welcome stories that empower the characters that are limited in their skills because of their young age. A character who is considered â€Å"too little† to do many things may still have a healthy self-esteem by being able to set the table or change his own shirt. The characters in the story may be in situations that are relatable to the children. Simple plots su ch as going to school for the first time, managing to be friends with bullies, accepting the responsibility of being a sibling to a new baby or learning a new skill such as riding a bicycle capture the interest of children. Of course, the stories need to have a positive theme and a significant lesson to learn. The words used must be simple and understandable (Brewer, 2002) Giorgin & Glazer (2008) have identified the goals and strategies of children’s literature to support various areas of their development. The goals should support children’s language, intellectual, personality, social and moral, and aesthetic and creative development. The goals in quotation marks have been adapted from Giorgin & Glazer’s (2008) book. These reflect my philosophy on children’s learning and development. For language development, I want to adapt Giorgin & Glazer’s (2008) goal, â€Å"Children will communicate

Application of Financial Statement Essay Example | Topics and Well Written Essays - 2250 words

Application of Financial Statement - Essay Example The Income Statement The income statement is â€Å"a financial statement listing all revenue and expenses for a fiscal period leading to net income or net loss: a statement that describes the operations of a business over a period of time (fiscal period)† (Kravitz, 1999 p63). The income statement is therefore a financial statement that shows the results of the operations of a business. This involves financial information about the income that a business makes and the expenditure that the business incurs over a given period of time. In effect, the income statement matches the revenue of a business with its expenses and provides the net income or net loss. In other words, the income statement provides an insight into the kind of revenue inflows and outflows that were incurred during the normal trading activity of the business. Another aspect of the income statement is that it is a period statement. In other words, it captures the financial picture of a business's trading activit ies over a defined period of time. This means that the income statement is mainly concerned with how a business performed in trade over the specified period of time. Tracey (2009) identifies that the main purpose of the income statement is to identify the profit or loss made by a business in a given period of time (p13). This means that the income statement identifies the performance of a business in terms of how much profits or losses that the business made over the specified period for which the accounts were prepared. This shows clearly that the income statement is mainly a tool for the measurement of the financial viability or otherwise of a given business in a stated period of time. â€Å"The income statement summarizes the sales revenue and expenses of a business for a period, usually 1 year† (Tracey, 2009 p13). This indicates that most businesses prepare their income statements over a period of 12 months. The GAAP and other legal statutes require businesses to prepare financial statements once every 12 months. However, in some instances, a business might opt to prepare an income statement for periods that are less or more than the 12 month period. If a business began trading in the middle of they year, they many prepare income statements for a period that is less than 12 months. Such a financial statement might be pro-rated for taxation and other financial purposes. This means that the number of months for which the accounts were prepared will be identified and divided by the 12 months period to find out the true worth for certain statutory purposes like tax. Typically, the tax rate that is invoked on such a business is calculated by identifying the number of months for which the accounts were prepared and dividing it by 12 before the figures are multiplied by the annual tax rate. The main motive is that income statements must be prepared over a given period and there should be definite cut offs within which the income and expenditure captured ar e compared. Tracey (2009 p13) identifies four main steps in the preparation of income statements. In the first step, the sales revenue is matched with the cost of goods or services that were sold. In other words, this involves the matching of income or payments made by customers to the business against the cost the business incurred in producing the goods sold.

Negligence Definition Essay Example for Free

Negligence Definition Essay A failure to behave with the level of care that someone of ordinary prudence would have exercised under the same circumstances. The behavior usually consists of actions, but can also consist of omissions when there is some duty to act (e.g., a duty to help victims of ones previous conduct). OVERVIEW Primary factors to consider in ascertaining whether the persons conduct lacks reasonable care are the foreseeable likelihood that the persons conduct will result in harm, the foreseeable severity of harm that may ensue, and the burden of precautions to eliminate or reduce the risk of harm. See Restatement (Third) of Torts: Liability for Physical Harm  § 3 (P.F.D. No. 1, 2005). Negligent conduct may consist of either an act, or an omission to act when there is a duty to do so. See Restatement (Second) of Torts  § 282 (1965). Five elements are required to establish a prima facie case of negligence: the existence of a legal duty to exercise reasonable care; a failure to exercise reasonable care; cause in fact of physical harm by the negligent conduct; physical harm in the form of actual damages; and proximate cause, a showing that the harm is within the scope of liability. Negligence is an actionable tort. This means that if one persons carelessness causes another personal injury, the injured party may sue to recover damages (money) for his or her injuries. The idea that a person can sue for negligence is a relatively new phenomenon, only about a century old. The reason for negligences late recognition is because common law traditionally recognized only intentional torts; that is, it held parties responsible for injuries that were the result of intentional acts. It was irrelevant that the actor did not intend to injure anyone, much less the injured party, but it only needed to be shown that the actor intended the action that caused the injury. In these cases, evidence of who caused what injury was affirmative, direct, and fairly objective. The concept of permitting someone to recover damages for injuries caused by someones lack of action or failure to do something was a revolutionary concept. Since its recognition as an action in tort, negligence has become a major source of very large jury awards. It is the root of all product liability cases. When  people complain about our legal system and the outrageous verdicts being awarded nowadays, they are speaking about negligence. Originally, negligence was recognized by the courts as part of the common law. Over time, as causes of action became more numerous and as damages became larger, various efforts were undertaken to limit the appeal of negligence lawsuits. The doctrine of contributory negligence eventually evolved, in some states, into a system of comparative fault that permitted recovery on a completely relative scale. Thus, in an accident one could be 90 percent at fault for ones own personal injury and still sue to recover the 10 percent of the damages suffered that were caused by the other party.

Greek And Roman Architecture :: Architecture Greek Roman Essays

Greek and Roman Architecture   Ã‚  Ã‚  Ã‚  Ã‚  The Greeks thought of their Gods as having the same needs as human beings, they believed that the Gods needed somewhere to live on Earth. Temples were built as the gods' earthly homes. The basic design of temples developed from the royal halls of the Maycenaean Age. A Mycenaean palace consisted of a number of buildings often more than one story high, grouped around a central courtyard. It was brightly painted, both inside and out. In each palace there was a large hall called a megaron, where the king held court and conducted state business. Little remains of the megaron at Mycenae. This reconstruction is based on the remains from other palaces, which would have been similar.   Ã‚  Ã‚  Ã‚  Ã‚  The Romans took and borrowed a lot of things from the Greek culture. For example, the took the Greek Gods and renamed them. They also took the styles of Greek temples, but they changed them some. The temple was rectangular, with a gabled roof, with a frontal staircase giving access to its high platform. They used mainly the Corinthian style, but they also made combinations, for instance the Corinthian-Ionic style. The Romans also added a lot of details and decorations to their temples. The Romans also made what became the very common round, domed temple. The main temple of a Roman city was the capitolium. The Pantheon, the famous temple in Rome, was a sample for some of the modern day cathedrals and churches.   Ã‚  Ã‚  Ã‚  Ã‚  The Classical Period Temples became much larger and more elaborate. Parthenon, one of the most famous structures ever, was created during that period. The Greeks held many religious festivals in honour of their gods. The purpose of festivals was to please the gods and convince them to grant the people's wishes. Such as making the crops grow or bringing victory in war. In addition to religious events athletic competitions and theatrical performances took place at festivals too..   Ã‚  Ã‚  Ã‚  Ã‚  The early Greek architecture, from about 3000 BC to 700 BC, used mainly the post and lintel, or post and beam, system. Their main building material was marble. Classic Greek architecture is made up of three different orders that are most seen in their temples: Doric, Ionic, and Corinthian. All three had the same components, but had different types of details. The orders are known mostly by their column style. The Corinthian order was not as widely used as Doric and Ionic. It was fancier than the others, and had a lot more detail. The Greeks only used one order on one building, they never mixed. The basic temple followed these same rules.

Four Steps to Forecast Total Market Demand Essay

Such forecasts are crucial since companies must begin building new generating plants five to ten years before they are to come on line. But during the 1975–1985 period, load actually grew at only a 2% rate. Despite the postponement or cancellation of many projects, the excess generating capacity has hurt the industry financial situation and led to higher customer rates. ? The petroleum industry invested $500 billion worldwide in 1980 and 1981 because it expected oil prices to rise 50% by 1985. The estimate was based on forecasts that the market would grow from 52 million barrels of oil a day in 1979 to 60 million barrels in 1985. Instead, demand had fallen to 46 million barrels by 1985. Prices collapsed, creating huge losses in drilling, production, refining, and shipping investments. Bill Barnett is a principal in the Atlanta office of McKinsey & Company. He is a leader of the firm’s Microeconomics Center, and his client work has focused on business unit and corporate strategy. ? In 1983 and 1984, 67 new types of business personal computers were introduced to the U. S. market, and most companies were expecting explosive growth. One industry forecasting service projected an installed base of 27 million units by 1988; another predicted 28 million units by 1987. In fact, only 15 million units had been shipped by 1986. By then, many manufacturers had abandoned the PC market or gone out of business altogether. The inaccurate suppositions did not stem from a lack of forecasting techniques; regression analysis, historical trend smoothing, and others were available to all the players. Instead, they shared a mistaken fundamental assumption: that relationships driving demand in the past would continue unaltered. The companies didn’t foresee changes in end-user behavior or understand their market’s saturation point. None realized that history can be an unreliable guide as domestic economies become more international, new technologies emerge, and industries evolve. As a result of changes like these, many managers have come to distrust traditional techniques. Some even throw up their hands and assume that business planning must proceed without good demand forecasts. I disagree. It is possible to develop valuable insights into future market conditions and demand levels based on a deep understanding of the forces behind total-market demand. These insights can Copyright 1988 by the President and Fellows of Harvard College. All rights reserved. sometimes make the difference between a winning strategy and one that flounders. A forecast of total-market demand won’t guarantee a successful strategy. But without it, decisions on investment, marketing support, and other resource allocations will be based on hidden, unconscious assumptions about industrywide requirements, and they’ll often be wrong. By gauging total-market demand explicitly, you have a better chance of controlling your company’s destiny. Merely going through the process has merit for a management team. Instead of just coming out with pat answers, numbers, and targets, the team is forced to rethink the competitive environment. Total-market forecasting is only the first stage in creating a strategy. When you’ve finished your forecast, you’re not done with the planning process by any means. There are four steps in any total-market forecast: 1. Define the market. 2. Divide total industry demand into its main components. 3. Forecast the drivers of demand in each segment and project how they are likely to change. . Conduct sensitivity analyses to understand the most critical assumptions and to gauge risks to the baseline forecast. Defining the Market At the outset, it’s best to be overly inclusive in defining the total market. Define it broadly enough to include all potential end users so that you can both identify the appropriate drivers of demand and reduce the risk of surprise product substitutions. The factors that drive forecasts of total-market size differ markedly from those that determine a particular product’s market share or product-category share. For example, total-market demand for office telecommunications products nationally depends in part on the number of people in offices and their needs and habits, while total demand for PBX systems depends on how they compare on price and benefits with substitute products like the local telephone company’s central office switching service. Beyond this, demand for a particular PBX is a function of price and benefit comparisons with other PBXs. In defining the market, an understanding of product substitution is critical. Customers might behave differently if the price or performance of potential substitute products changes. One company studying total demand for industrial paper tubes had to consider closely related uses of metal and plastic tubes 4 to prevent customer switching among tubes from biasing the results. Understand, too, that a completely new product could displace one that hitherto had comprised the entire market—like the electronic calculator, which eliminated the slide rule. For a while after AT&T’s divestiture, the Bell telephone companies continued to forecast volume of long-distance calls by using historical trend lines of their revenues—as if they were still part of a monopoly. Naturally, these forecasts grew more inaccurate with time as end users were presented with new choices. The companies are now broadening their market definitions to take account of heightened competition from other longdistance carriers. There are several ways you can make sure you include all important substitute products (both current and potential). From interviews with industrial customers you can learn about substitutes they are studying or about product usage patterns that imply future switching opportunities. Moreover, market research can lead to insights about consumer products. Speaking with experts in the relevant technologies or reviewing technological literature can help you identify potential developments that could threaten your industry. Finally, careful quantification of the economic value of alternative products to different customers can yield deep insights into potential switching behavior—for example, how oil price movements would affect plastics prices, which in turn would affect plastic products’ ability to substitute for metal or paper. Analyses like these can lead to the construction of industry demand curves—graphs representing the relationship between price and volume. With an appropriate definition, the total-industry demand curves will often be steeper than demand curves for individual products in the industry. Consumers, for example, are far more likely to switch from Maxwell House to Folgers coffee if Maxwell House’s prices increase than they are to stop buying coffee if all coffee prices rise. In some cases, managers can make quick judgments about market definition. In other cases, they’ll have to give their market considerable thought and analysis. A total-market forecast may not be critical to business strategy if market definition is very difficult or the products under study have small market shares. Instead, your principal challenge may be to understand product substitution and competitiveness. One company analyzed the potential market for new consumer food cans, and it concluded that growth trends in food product markets were not critical to the strategy question. What was critical was knowing the value positions of the new packagesJuly–August 1988 elative to metal cans, glass jars, and composite cans. So the company spent time on that subject. Dividing Demand into Component Parts The second step in forecasting is to divide total demand into its main components for separate analysis. There are two criteria to keep in mind when choosing segments: make each category small and homogeneous enough so that the drivers of demand will apply consistently across its various elements; make each large enough so that the analysis will be worth the effort. Of course, this is a matter of judgment. You may find it useful in aking this judgment to imagine alternative segmentations (based on enduse customer groups, for example, or type of purchase). Then hypothesize their key drivers of demand (discussed later) and decide how much detail is required to capture the true situation. As the assessment continues, managers can return to this stage and reexamine whether the initial decisions still stand up. Managers may wish to use a ‘‘tree’’ diagram like the accompanying one constructed by a management team in 1985 to study demand for paper. In this disguised example, industry data permitted the division of demand into 12 end-use categories. Some categories, like business forms and reprographic paper, were big contributors to total consumption; others, such as labels, were not. One (other converting) was fairly large but too diverse for deep analysis. The team focused on the four segments that accounted for 80% of 1985 demand. It then developed secondary branches of the tree to further dissect these categories and to determine their drivers of demand. It analyzed the remaining segments less completely (that is, via a regression against broad macroeconomic trends). Other companies have used similar methods to segment total demand. One company divided demand for maritime satellite terminals by type of ship (e. g. , seismic ships, bulk/cargo/container ships). Another divided demand for long-distance telephone service into business and residential customers and then subdivided it by usage level. And a third segmented consumer appliances into three purchase types—appliances used in new home construction, replacement appliance sales in existing homes, and appliance penetration in existing homes. In thinking about market divisions, managers need to decide whether to use existing data on segment sizes or to commission research to get an independent estimate. Reliable public information on historHARVARD BUSINESS REVIEW July–August 1988 ical demand levels by segment is available for many big U. S. industries (like steel, automobiles, and natural gas) from industry associations, the federal government, off-the-shelf studies by industry experts, or ongoing market data services. For some foreign markets and less well-researched industries in the United States, like the labels industry, you may have to get independent estimates. Even with good data sources, however, the readily available information may not be divided into the best categories to support an insightful analysis. In these cases, managers must decide whether to develop their forecasts based on the available historical data or to undertake their own market research programs, which can be timeconsuming and expensive. Note that while such segmentation is sufficient for forecasting total demand, it may not create categories useful for developing a marketing strategy. A single product may be driven by entirely different factors. One study of industrial components found that consumer industry categories provided a good basis for projecting total-market demand but gave only limited help in formulating a strategy based on customer preferences: distinguishing those who buy on price from those who buy on service, product quality, or other benefits. Such buying-factor categories generally do not correlate with the customer industry categories used for forecasting. A strong sales force, however, can identify customer preferences and develop appropriate account tactics for each one. Forecasting the Drivers of Demand The third step is to understand and forecast the drivers of demand in each category. Here you can make good use of regressions and other statistical techniques to find some causes for changes in historical demand. But this is only a start. The tougher challenge is to look beyond the data on which regressions can easily be based to other factors where data are much harder to find. Then you need to develop a point of view on how those other factors may themselves change in the future. An end-use analysis from the commodity paper example, reprographic paper, is shown in the accompanying chart. The management team, using available data, divided reprographic paper into two categories: plain-paper copier paper and nonimpact page printer paper. Without this important differentiation, the drivers of demand would have been masked, making it hard to forecast effectively. In most cases, managers can safely assume that demand is affected both by macroeconomic vari5 Components of Uncoated White Paper Making Up Total Demand (thousands of tons) End-Use Category Business Forms Commercial Printing Reprographics Envelopes Other Converting Total Demand Stationery and Tablet Books Directories Catalogs Magazines Inserts Labels Reviewed in Depth Percent of Total 1985 Demand 25% 25 20 10 5 5 5 1 or less ables and by industry-specific developments. In looking at plain-paper copier paper, the team used simple and multiple regression analyses to test relationships with macroeconomic factors like white-collar workers, population, and economic performance. Most of the factors had a significant effect on demand. Intuitively, it also made sense to the team that the level of business activity would relate to paper consumption levels. Economists sometimes refer to growth in demand due to factors like these as an ‘‘outward shift’’ in the demand curve—toward a greater quantity demanded at a given price. ) Demand growth for copy paper, however, had exceeded the real rate of economic growth and the challenge was to find what other factors had been causing this. The team hypothesized that declining copy costs had caused this increased usage. The relationship was proved by estimating the substantial cost reductions that had occurred, combining those with numbers of tons produced over time, and then fashioning an indicative demand curve for copy paper. See the chart ‘‘Understanding Copy Paper Demand Drivers. ’’) The clear relationship between cost and volume meant that cost reductions had been an important cause of past demand growth. (Economists sometimes describe this as a downward-shifting supply curve leading to movement down the demand curve. ) Further major declines in cost per copy seemed unlikely because paper costs were expected to remain flat, and the data indicated little increase in 6 price elasticity, even if cost per copy fell further. So the team concluded that usage growth (per level of economic performance) was likely to continue the flattening trend begun in 1983: growth in copy paper consumption would be largely a function of economic growth, not cost declines as in the past. The team then reviewed several econometric services forecasts to develop a base case economic forecast. Similar studies have been performed in other industries. A simple one was the industrial components analysis mentioned before, a case where the total forecast was used as background but was not critical to the company’s strategy decision. Here the team divided demand into its consuming industries and then asked experts in each industry for production forecasts. Total demand for components was projected on the assumption that it would move parallel to a weight-averaged forecast of these customer industries. Actual demand three years later was 2% above the team’s prediction, probably because the industry experts underestimated the impact of the economic recovery of 1984 and 1985. In another example, a team forecasting demand for maritime satellite terminals extrapolated past penetration curves for each of five categories of ships.