Essays by American Minorities Essay Example for Free

Essays by American Minorities Essay 1. The Age of White Guilt by: Shelby Steele In this essay written by African American Shelby Steele, he tells of the hard times of his people. He leads the reader through his experiences in the civil rights movement and compares the life of an African American in the 1960’s and one in the present day. He writes that African Americans today would have to use ever ounce of their intelligence and imagination to find reasons for them not to succeed in today’s society. He goes on to say that African Americans use the harm done for them in the past and try to use it as guilt for the white Americans. It goes on to explain the importance in fighting for a cause in a group and not breaking off as individuals. 2. I’m Black, your white, who’s innocent? By: Shelby Steele In this essay by Shelby Steele, he tells about the inequality of blacks even in today’s society. I think it also shows the tenderness in the subject of racism and inequality even today. He also writes of how he used to use white liability against white Americans and how it gave him much guilt. He also tells how young African Americans still blame racial problems to be the motivation of many things done by African Americans. He says that an African American that points out white shame is showing power and that when whites respond with silence that that is also a gesture of power. He ends with saying that that whites and blacks truly fear the sacrifices that come with total racial harmony. 3. I hated Tonto by: Sherman Alexie In this essay written by Native American Sherman Alexie, he points out the racial stereotypes that accompany the Native Americans that were given to them by America and the rest of the world. He tells of how he used to accept the racial stereotypes of his people when he was a kid but now he understands how embarrassing the stereotypes were. 4. Why don’t we complain by: William Buckley This essay by William Buckley tells of the difficulties of society and how, instead of taking action when we are mistreated, we just stand by and let the violators have their way. It also tells of how people often wait on others to take action instead on doing so themselves. He says this is because we are afraid to make our voices heard and afraid that someone will get their feelings hurt. He also says that when we do complain, we shouldn’t do so in a calm voice like you are scared but in a bold, demanding voice that lets the person know that you mean business. He says that Americans are not comfortable taking actions in difficult situations because we live in an age of technology where we rely on machines and computers to do things for us, but in earlier times, if we needed something we got up and did it. 5. Just Walk on By by: Brent Staples This essay written by Brent Staples tells of the first time the author experienced a negative reaction from someone just because he was black. He tells of how he noticed signs of fear when people saw him and realized that most of Chicago’s rapists and muggers were black and that his appearance could cause fear. He tells of how society tells us that we should be tough and shouldn’t back down and how some young men take this literally and get into trouble. Essays on the Use and Power of English 1. Politics in the English Language by: George Orwell This essay written by George Orwell tells of the inaccurate and misuse of the English language in today’s society. He says that instead of â€Å"foolish thoughts† coming from language, language comes from foolish thoughts. He also says that metaphors and other types of figurative language used today do not lead to concrete ideas. He says that vagueness is the most common characteristic of the English language. 2. How English is Evolving into a Language we might not understand by: Michael Erard This essay by Michael Erard tells of how the English language is being used in many other countries including China but is not being thoroughly explained which leads to misuse of words and different pronunciations. He tells of how China and other Asian countries are making changes to the languages such as pronunciation of vowels and words. He also says that Asians will introduce tone to the English language which means if a word is pronounced with a different tone it means a different word. He tells the reader that there is nothing wrong with the language and it is just as proper as any other English and that it might even be more efficient. 3. Do Our Writers Abuse the English Language? by: Dr. Rossiter Johnson This essay written by Dr. Rossiter Johnson tells of the criticism from our cousins the English against American writers. It tells of how the British criticism is accompanied by their idea of our ignorance. It tells that the British believe that there is no way that American writers can possibly improve when it comes to proper use of the English language. Johnson then points out some British writers that have misused the language such as Grey and Dean Alford. He tells of the words of Sydney Smith, a British critic that said who reads American books? Who goes to an American play? Who looks at an American picture or statue? Who sleeps in American blankets? What do we owe to American surgeons and physicians? He responds to these words by telling of how Americans have surpassed these accomplishments and have proved Smith wrong. 4. Importance of English in India by: Rajesh Mohan. This essay by Rajesh Mohan is about the role of the English language in India and how it is the language that bonds all the other languages together in the Indian sub continent. The reason English bonds these regions together is because everyone understands it and so that makes it a common language to everyone. It also tells of how English is good for countries who are trying to expand and grow and that Indians recommend other countries to learn English. 5. How English Became a Global Language by: Jennifer Claerr This essay by Jennifer Claerr tells how English has become one of the most commonly spoken languages in the world. She says it is mostly because of its effectiveness. She says that the other reason the world is comfortable with English is because it uses a Romanic alphabet which is easier for Easterners to grasp than other alphabets. The English language is used heavily in television, movies, products, ads, and everything else that many non native speakers feel that they should learn it. So in conclusion this is the reason that English has over 1 billion speakers both native and non native.

Igno - Management of Human Resources Essay Example for Free

Igno Management of Human Resources Essay 1.â€Å"Borderless world, Diversity Management, and Knowledge power, are some of the overarching factors being encountered by the Human Resource Mangers of 21st century business world†. How do they affect the dynamics of Human Resource Management in today’s organizations? Explain with examples from the organization you are familiar with or have been working for. Briefly describe the organization, you are referring to. 2.â€Å"Each employee in an organization performs various roles. Role perception of a manager and an employee make a complex web as they interact†. Elaborate this statement in the light of socialisation factors in organizational socialization process. Outline the importance of initial Job socialization on the employee and the organization. Explain with the help of your personal experience and organizational experience with respect to the above concepts.Explain the situation and describe the organization, you are referring to. 3. Consider Potential Appraisal, Assessment Centres, and Career and Succession Planning in an organizational context. Describe the dynamics of these concepts, their interactional outcomes, and impact on overall functioning and management of the organization. Put down your experience with respect to the dynamics of these factors in totality as seen by you in an organizational situation or the situations which you are familiar with. Briefly describe the situation and the organization, you are referring to. 4.How do you see the role, presence, necessity, and impact of ‘Mentoring and Performance Coaching’ in organizational situations in Indian context in general? Critically describe the experience the organizations have with respect to these concepts, their applicability, effectiveness and prospect. You may like to compare few organizations you have known or familiar with or even you can come out with your own experience in organizational context. Describe the context, and the organization you are referring to.

Managing Operations Apple Inc Commerce Essay

Managing Operations Apple Inc Commerce Essay Apple Inc is a large multinational in the consumer electronic business that builds on its ability to innovate and use its strong flexibility in product development speed to create competitive capability in the market. Fortune named Apple as the most admired company in the world. However, Apple did not figure in the top ten companies on use of assets, social responsibility, and global competitiveness in this survey. This study explores the reasons for this insofar as they lie in management of operations in the company. A survey of literature reveals that there are few agreements on what constitutes lean or agile manufacturing and disagreement on the correct choice of operations management strategy. We examine whatever one can find in reports, literature, and the companys own publications and compare these to the gleanings from theory to arrive at some recommendations for Apple to consider for operations management strategy. Globalisation has increased complexity of supply chains that need to span several countries with diverse cultures, laws and regulations, and time zones. However, with increasing pressure on the need to conserve non-renewable sources of energy and to mitigate the impact of operations on the environment, globalisation is a process likely to reverse in the not so far future. Apple must prepare for this through innovative strategies in organisation and distribution. We recommend a strategy that simultaneously looks at lean when addressing use of resources and agile manufacturing in addressing customer needs, to meet competition on both, cost and product differentiation, fronts. In looking at lean manufacturing, we strongly recommend moderation in implementation to preserve flexibility and agility. Operations Management Apple Inc Contents Operations Management Apple Inc 1.0 Introduction Apple Inc is a large multinational in the consumer electronic business. The comment of James Collins, editor-in-chief of the T3 Consumer Gadgets Magazine, talking about the iPod exemplifies the image and sheer volume of market penetration achieved by the company; Collins says: Its cool across the board: everyone from my seven-year-old niece to my 60-year-old uncle has one. Norbert Reithofer, CEO of BMW adds to the image in his comment (in Bernasek, 2010): Apples customers are more than customers theyre fans. The whole world held its breath before the iPad was announced. Thats brand management at its very best. Apple builds on its ability to innovate and use its strong flexibility in product development speed to create capability in the market. Consider the fact that Apple introduced 7 different versions of its iPod within four and a half years of launch (Levy, 2006). Despite not being the first-to-market, it has used this capability to leverage its expertise in the iPod, iPhone, iTunes, iWorks suite of products and command a premium on all its products (Boddie, 2005). However, on the critical issues of use of assets, social responsibility, and global competitiveness it does not score favourably (money.cnn.com). As long as Apples products command a premium, and as long as it can continue introducing innovative new products this does not appear a serious concern. However, it is the contention of this report that despite these factors, Apple stands to gain tremendously by using modern operations management concepts such as Lean Manufacturing (which we alter to Lean And Green), Supply Chain Ma nagement, Quality Management etc. In this report, we look at these concepts in some detail to demonstrate how they can help Apple meet its commitments to its stakeholders and meet the need for Corporate Social Responsibility. 2.0 Background Apple Inc. (Apple) is a multinational consumer electronic corporation headquartered in Cupertino, California in America established in 1977. The company designs, manufactures, and sells hardware and software products for computers, entertainment, and portable music systems. Some of its best-known products include the iPod, the iPhone, its desktop and the MacBook Air line of laptops. Vital backup through software for computers and its iTunes virtual music store form important parts of its operations (google.com). Since its inception, the company did moderately well as a number of CEOs changed between 1977 and 1997 when Steve Jobs, the founder of the company, returned to take charge of the company. Steve has remained the CEO since then, except for short periods in 2004 and 2009 when Tim Cook charge during his absence on medical grounds. Since 1997, the company has grown phenomenally and presently employs 35,000 personnel and recorded revenue of $42.91 billion for the year ended September 26, 2009 (finance.yahoo.com). Young and Simon (2005) call Steves return and the growth of Apple following his return the greatest second act in the history of business in the subtitle of their book. Its stock prices dropped to a low of $82.33 on January 12, 2009 from the previous high of $193.91 on December 17, 2007 mostly in response to the economic turndown that affected all companies. Since then, the stock has risen steadily and traded at $226.60 on March 8, 2010 (ibid). Apple has established a unique image for itself through its characteristic advertising and the design of its products. The Fortune magazine named Apple the most admired company in the world in 2009 (Colvin, 2009). Again, in 2010, Fortune named Apple as the most admired company in the world (money.cnn.com [b]), based on a survey among industry leaders using nine criteria. Importantly, from the viewpoint of this report, Apple did not figure in the top ten companies on counts of: Use of Assets, Social Responsibility, Financial Soundness, Long Term Investment, and Global Competitiveness It rated No.1 and No. 4 on Innovation and Product quality respectively. The same report records that Apple have so far sold 250 million iPods, 43 million iPhones, and 32 million iPod Touch, and introduced the game changing iPad portable computer. In 2006, the Mail on Sunday carried a report that alleged Apples contract manufacturers in China, Foxcom and Inventec, were using sweatshop conditions for the production of the iPod (mailonsunday.com); The Washington Post followed washingtonpost.com [a]). Apple took immediate action to investigate and correct the situation (washingtonpost.com [b]). 3.0 Theories of Operations Management In the emerging scenario for manufacturing enterprises, three trends evident are the deployment of technology and effort towards lean and green manufacturing, quality management (TQM) and the impact of globalisation on the thought processes of business. In the following passages, we draw on existing research to discuss the points of convergence and the conflicts between different approaches to operations management. 3.1 TQM and Lean Pettersen (2009) says that it is very difficult to find a definition of lean despite this being a popular management concept. Some authors have attempted to define the concept while others have questioned whether it is indeed possible to understand the meaning of lean management through a narrow and restrictive definition (ibid). This researcher (Pettersen, 2009) carried out detailed investigation of lean and its closest relative TQM that threw up a number of observations that help us understand the concept of lean and TQM. The most important observation is that the two groups [,] human relations management and supply chain management are not definable characteristics of lean they are important (although not vital) parts of the lean concept (ibid: 132). On the other hand, TQM sees employees as components in the production process that cannot be trusted to produce good quality and focuses on removing possibilities of human error from the system. In addition, this author finds diverge nce in the general opinion that lean implies waste reduction, and says that lean aims at two different types of goals; those that are internally focussed, and those that look outward. While internally focused initiatives may look at cost reduction the externally focused may seek a goal of higher customer satisfaction. In addition, Pettersen (2009) finds divergence in the opinion that lean is a set of practical waste-reduction tools compared to others who believe lean is a philosophical approach to operations management. In his discussion of the similarities and differences between lean and TQM Pettersen (2009) points out that in lean quality is a secondary consideration and decreasing cost through waste reduction is an important concept to lean with some research saying that waste reduction adds to customer value. Waste reduction is a significant aspect of TQM, but under the banner of poor-quality-costs (ibid: 134). Perspectives of the two systems also differ. TQM focuses on the int ernal structure of the organisation while lean sees the need to address the entire supply chain where the internal organisation is one part of a value-creating stream. Another major point of departure between TQM and lean is that TQM strongly emphasises investigation of customer requirements while lean does not emphasise this as strongly. However, there appears to be convergence in literature that lean manufacturing implies a constant focus on reducing waste of all types, i.e. waste of materials, time, equipment, space, inventories, and human effort across the entire supply chain (Corbett Klassen, 2006). This focus leads to management of operations in such a way that helps improve quality, reduce costs, and improved service to customers located all over the globe. Pettersen (2009) also points to the many similarities in the two systems of TQM and lean. Both see quality as the responsibility of senior management and focus on removing the human factor to reduce errors. This requires management to concentrate on analysing and improving processes and training people to achieve better quality and cost reduction. Both also focus on continuous improvement through learning with a small difference, TQM looks to stimulate creativity and learning for the individual and quality a result of individual efforts while lean emphasises standardisation of work and collective learning. Both TQM and lean see the importance of supplier and internal worker team participation through long-term partnerships. 3.2 Globalisation, Green and Supply Chain Management Globalisation, provided impetus by the information technology revolution and the lowering of trade and other barriers by nation states, has witnessed increased and free movement of capital and labour across national boundaries. For manufacturing operations, this has meant offshoring of production, inventories, and suppliers as firms look to find customers across the world and to benefit from the differences in economies, infrastructures, and the regulatory mechanisms that exist in different countries and regions (Manuj Mentzer, 2008). These authors state that firms have restructured their supply chains to operate on a global basis to take advantage of the international product, factor, and capital markets (Manuj Mentzer, 2008: 133). Therefore, we can see globalisation as a strong influence on revenue generation by enabling entry into new markets and finding vendors who can supply goods of the same quality at cheaper prices and improved logistics for existing markets. Continuing tre nds since the last few years have seen companies shift their entire manufacturing lines to regions that offer competitive facilities to reduce manufacturing costs. These processes come with some serious downsides also as evident from the complexity of management of a supply chain that extends across several countries that have different laws and regulations, time zones, and cultures. In their drive to outsource production many companies, including Apple, find themselves accused of adopting work and labour practices completely unacceptable to western sensibilities but which are okay in those countries. In this last statement, we hasten to add, there is a fallacy in that it is not the acceptability of sweatshops in the host countries of the subsidiaries but more a question of poor monitoring and governance. An added dimension is the increasing stakeholder pressure to ensure sustainability of operations through restraints on the use of non-renewable natural resources, and controlling pollution and emissions that lead to climate change (Sarkis, 2001; Kovacs, 2008). This pressure to go green requires firms to work with their suppliers and customers to change production processes and promote recycling. Within the organisation, firm now need to analyse their operations and processes, and assume extended stewardship through the entire life cycle of their products to diminish impact on the natural environment through changes that reflect a positive attitude toward corporate social responsibility (Corbett Klassen, 2006). The difficulty remains on how to measure the environmental impact of the operations of a firm as no metrics, except for the ISO 14000 standard. This standard sets out the procedures for identifying environmental aspects of site operations, safe handling and disposal procedures for hazardous materials and waste, and compliance with relevant environmental legislation (Corbett Kirsch, 2001), but does little to provide a metric for measuring the environmental footprint of a multinational and multi-location firm. Where companies deploy outsourcing as a strategy they may face resistance from suppliers reluctant to adopt green practices as they see these as time consuming and expensive (Larson Greenwood, 2004) and requiring high upfront investment for changing manufacturing technologies on which the return on investment is low (Rothenberg et al, 2001). In implementing greener manufacturing firms need to look beyond mere cost efficiencies because such initiatives deliver benefits difficult to quantify into money earned, but are substantial nevertheless (Larson Greenwood, 2004). Friedman (2008) points to the example of Wal-Mart who found that their lean and green initiatives improved financial performance and earned them respect from customers. This respect translates to customer preference to buy from environmentally responsible firms and pay a price premium, which can finally influence the bottom line positively. However, having considered that going green holds a number of potential benefits for the firm; it is understandable that global suppliers, not into retailing, may not find these as plausible reasons to make investments for converting to a greener manufacturing technology. Gattiker et al (2008: 28) say that [. . .] it is difficult to ask suppliers to engage in environmental practices when the buying organization lacks (or is perceived to lack) environmental commitment and concrete practices. Thus, buyers may need to get their own house in order before requiring the same of suppliers, or vice versa. In the considerations that we have discussed above, one can see numerous conflicts that may arise. For example, lean manufacturing requires movement of materials within the supply chain based on demand. Earlier concepts of safety stocks, bulk purchases to avail discounts, and inventory holding have become passà © as firms focus on Just-in-time (JIT) inventory management. However, this requires purchase, production, packaging, and transport of ever reducing batches of materials that can adversely affect the green approach. Christopher and Lee (2004) discuss this conflict at length to conclude that, in the context of global supply chains, lean manufacturing results in longer lead times and more inventories that contradicts lean management principles. In this, they extend the findings of an earlier research by Levy (1995) that concluded that globalisation of the supply chain results in higher levels of pollution because of the longer transport routes and smaller batches. Rothenberg et al. (2001), in their investigation of the automobile industry, also point to the fact that implementation of lean processes, waste reduction measures do not add to environmental performance or pollution reduction, and that the relation is negative. This contradiction requires the firm to rethink its approach to overcome the negatives of JIT operations and find innovative solutions that may involve re-useable packaging and reduced container sizes and product mix to decrease package volume. It is difficult to identify such strategies for global supply chains. 4.0 Operations Management Theories and Apple Inc How Apple manages its global supply chains is not readily discernible from company literature and research documents. The only mention found is on page 16 of the Industrial Engineer magazine that quotes Mike Janes talking of Tim Cook the fill-in chief executive of Apple in the absence of Steve Jobs away on medical leave. Mike says, Supply chain management, which seems so incredibly unsexy, is very sexy when you look at your bank account and you have managed the product transitions perfectly. Thats the thing that Tim is absolutely a master at. à ¢Ã¢â€š ¬Ã‚ ¦ Tim is an amazing, brilliant mind when it comes to operational excellence and is really a master of execution Tim Cook is right at the top of the list. Apple enjoys a unique position in the market in that it does not look to measure and investigate customer requirements but looks to create customer needs by offering innovative and feature-rich products, which at first sight the customer do not require but soon become a need through use of the product. Another issue that most research in the area of operations management seen in the light of globalisation and environmental pressures misses is the need to think local while going global. The reducing quantities of available natural resources, especially oil, and the disagreement on use of nuclear energy, the only viable alternative and increasing pressure on issues related to climate change require companies to rethink their strategies. Apple, in its manufacturing processes emitted 3.87 million tonnes of greenhouse gases in 2010, added to this is the 5.40 million tonnes that the use of their products by their customers added to the burden. These together represent 91% of the total emissions of pollutants for which Apple is responsible (apple.com[a]). While Apple, in various statements on its website, says that they are taking proactive action on these issues and are industry leaders in this respect, we believe Apple has to keep an eye on the future and use its strengths of innovation and agile management to initiate action that will help it and the industry. Steve Jobs says that Apple is far ahead of competitors in these areas and by 2010 Apple will be recycling about 28% of its product in America compared to Dell or HP who achieve about 10%. A reason behind this, Steve explains, is the use of high quality materials that recyclers look for (apple.com[b]). Apple has taken a number of actions on its own and in compliance with government regulations to mitigate its impact on the environment. Some of the salient actions are the phasing out of lead batteries in 1991, stoppage of use of CFCs in manufacturing, and implementation of the ISO 14000 quality standards in 1996 (apple.com[e]). In 2000, all its manufacturing sites were ISO 14001 certified (calrecycle.ca.gov). 5.0 Conclusions and Recommendations Morrison (2010) uses an analysis of the success factors at Apple to recommend a set of four mantras that other companies could emulate. The first is that one needs to avoid following the herd, a strategy Apple adopted in avoiding the building of a miniature laptop and instead came out with the ultra-thin Air, a product in line with the Apple image. Next, he says is that a company should not back out from fights it can win, a strategy Apple displayed when it pulled NBCs television programs from the iTunes Store in 2007. NBC backed off within days and now other media companies hesitate to face Apple on pricing. Third, says Morrison is to flatten hierarchies within the organisation, as deep vertical structures tend to dither when it is time to act. Finally, and most relevantly to the context to quality management, Apple has never looked at market research or to emulate its competitors but goes by its own feel to create products like the iPod and the iPhone, which create their own market . While several companies have adopted some of these strategies, none of them has used all four together. The result is the spate of innovative products that make Apple the most valued company in the world. Morrison says Apples culture has codified a habit that is especially valuable for firms that make physical things: Stop, step back from your product, and take a closer look. Without worrying about how much work youve already put into it, is it really as good as it could be? Apple asks that question constantly. Hallgren and Olhager (2009) find that in intensely competitive markets, the firm has the option of choosing to distinguish itself on price or on product differentiation, and the choice of operations management must align with the chosen strategy. Lean management is good where the firms aims at cost leadership where processes are repetitive, require adherence to predetermined schedules, a steady flow through the production process. Conversely, where high customisation, changing variety of products, and agility to introduce new products is the determinant of competitive strategy, the firm should choose agile manufacturing. Examining the internal and external factors these researchers (ibid) use a comprehensive review of literature that lean and agile manufacturing differ in the results, one helps cost leadership and the other can significantly raise costs to obtain agility. Examining the case of Apple, it is evident that the correct strategy must consist of agile manufacturing. However , we do not agree with Hallgren and Olhager (2009) that lean and agile are mutually exclusive strategies. In this, we find support in the earlier work of Katayama and Bennett (1999) who proposed that a combination of lean and agile is mandatory for long-term competitiveness. These writers see the need for a firm to think lean when addressing resources and agile when looking to build capabilities to meet customer requirements. We recommend this strategy to Apple. Chen et al (2009) discuss lean concepts and point to potential pitfalls that an overzealous implementation can cause. They emphasise that lean management aims to eliminate waste, effectively manage personnel, distribute design among entities that are best at each stage, work with the supply chain, manage customers, and wisely manage the organizations finances. Their (ibid) paper draws attention to the fact that in addressing elimination of waste the firm may risk elimination of creative time that is so essential for innovation. Focussing on short-term value creation through cost reductions may threaten competitive ability that can only come through radical and disruptive innovations. Similarly, when a company focuses on building a lean supply chain they risk disruptions of the processes that late or faulty shipments and failure of any of the links in the supply chain (Chen et al, 2009).In these warnings, we see echoes of the very strengths that Apple relies on to lead competition. Using the recommendations of Chen et al (2009), we can see that in order to derive maximum benefit from lean operations Apple needs to maintain a high flexibility and agility in its design and manufacturing capabilities linked to the innovative spirit exemplified in its motto Think Different. However, this does not imply that Apple has no use of the concept of lean; it is through careful and moderate application of its principles that the company can build strength to meet the stress of economic and political disruptions, and most vitally meet the growing competition brought about by rapid globalisation. Word Count: 3483

The Digitial Millenium Copyright Act Essay -- Copyrights Copyrighting

The Digitial Millenium Copyright Act As current lawsuits unfold and the history of the Internet progresses, the debate over the future of the Digital Millennium Copyright Act thrives. The Digital Millennium Copyright Act, signed into law by President Clinton on October 28, 1998, was written in an attempt to strike a balance between the rights of a work’s creator to receive adequate compensation and society’s fundamental right to freedom of information. The bottom line is that the objective of the Digital Millennium Copyright Act is to prohibit all Internet users from accessing copyrighted materials on the Internet. The most renowned case where this is currently happening is A&M Records, Inc v. Napster Inc (Downing 2). The reason the DMCA creates such controversy is that many people believe that the Act puts all of the control into the creator’s hands, which, in truth, is not a balance at all. However, one cannot blame this lack of balance entirely on artists because the reality is that most artists do not own the right to their work, but the company with which they signed their contract owns the rights. The question remains as to how to word the DMCA in a way that will not only promote the rise of Internet business, but will protect people’s fundamental rights. The Act, as is, will not suffice, rather changes must be made before society allows their rights to be controlled by the big-money corporations that own most copyrights to influence the government with their money. If society remains ignorant about the provisions of this law, then not only are we allowing the very people who profit from the Internet to restrict who views it, but we are sitting idly by as the government strips us of our rights. "Eliminate it" or "Lea... ...It will also help the service meet the needs of its expanding user base in a manner that is consistent with Napster’s values and the Digital Millennium Copyright Act (napster.com). There has to be a way that people can have access to copyrighted information on the Internet. There is an incredible wealth of information to be learned in this world, and it should not be denied as a result of a fear of losing a profit. We cannot develop stringent copyright laws on the Internet until such time that the entire world is ready to accept and follow these laws as well. It is useless to make law in one country when it could easily be broken in the next. Until the Digital Millennium Copyright Act is provide a solution that works for both the people and the creators, and is suitable for worldwide application, then it is useless to write a law just for the sake of having one.

Victorian Schoolmistress :: Victorian Era

Victorian Schoolmistress Education It was preferred that the schoolmistresses were certified, particularly to work in the better schools during the latter half of the 19 th century. To become certified they were tested in grammar, geography, history, math, and writing from dictation. Additionally, their handwriting was analyzed for readability (Jackson). Appearance of Schoolhouse The focus on the appearance of the schoolhouse was mainly limited to the private schoolhouses, which wanted to attract the best students. Schoolmistresses decorated the school so that they looked relatively well-off, and conducted the school to give the appearance of a family/domestic setting. Unlike the public schoolhouses, the private schoolhouses aimed to attract a small number of the best students, whereas the public schools wished to attract enough students so as to collect an adequate amount of money for their salaries and other extraneous fees (Pederson 142). Salaries Generally, the pay was rather poor, barely ever being more than  £300 per annum. From this, lodging fees, repairs, taxes, and payment to assistants was removed, causing the profit for personal expenses to be well below  £100. Their salaries were garnered from the payments of their students. At the best boarding schools,  £70 for boarders and  £20 for day students was average. Conversely, in the poorer boarding schools,  £3 to  £10 was the average (Pederson 141). Public vs. Private School Lessons The public schools looked towards the public sphere for inspiration and trained students to be productive in the world and focused on their academics. On the other hand, the private schools tended to celebrate a life of leisure in the private setting. However, in public and private schools, music, French, arithmetic, writing and reading were the core subjects. Greater emphasis was put on domestic subjects and lessons were only taught to the point of being satisfactory in a social setting (Pederson 138, 144). The Typical Day in a Girls’ Boarding School 7:00 – Wake Up 8:00 – Breakfast is Ready, Usually Including Meat 9:00 or 9:30 – Day’s Studies Begin Noon – Girls Take a Walk After Having a Slice of Bread and Butter Dinner Follows the Walk 3:00 – Studies Continue Until 5:00 or 5:30

Religious Faith vs Science and Reason :: Essays Papers

Religious Faith vs Science and Reason Throughout history, conflicts between faith and reason took the forms of religion and free thinking. In the times of the Old Regime, people like Copernicus and Galileo were often punished for having views that contradicted the beliefs of the church. The strict control of the church was severely weakened around the beginning of the nineteenth century when the Old Regime ended. As the church's control decreased, science and intellectual thinking seemed to advance. While the people in the world became more educated, the church worked harder to maintain its influential position in society and keep the Christian faith strong. In the mid-nineteenth century, the church's task to keep people's faith strong became much harder, due to theories published by free thinkers like Charles Darwin, Charles Lyell, David Friedrich Strauss, and others. These men published controversial theories that hammered away at the foundation on which the Christian church was built. As the nineteenth century progres sed, more doubts began to arise about the basic faiths of the Christian church. The impact these men had on religious thought was tremendous. Some of them are the starting points for many of the controversies existing today. Of all the scientists, historians, and philosophers in the nineteenth century, the most influential and controversial was Charles Darwin. Born in 1809, Charles Darwin always had an interest in the nature, so he chose to study botany in college. His strengths in botany led him to become the naturalist on the H.M.S. Beagle. On a trip to South America, he and the rest of the crew visited the near by Galapagos Islands in the Pacific Ocean. It was there he noticed many different variations of the same general plants and birdshe saw previously in South America. He also observed ancient fossils of extinct organisms that closely resembled modern organisms. By 1859, all of these observations inspired him to write down his theories. He wanted to explain how evolution had occurred through a process called natural selection. In his published work, On th e Origin of the Species by Means of Natural Selection, or the Preservation of Favoured Races in the Struggle for Life, or On the Origin of Species for short, Darwin stated that, "new species have come on the stage slowly and at successive intervals."(1) He also said, "old forms are supplanted by new and improved forms," and all organisms play a part in the "struggle for life. Religious Faith vs Science and Reason :: Essays Papers Religious Faith vs Science and Reason Throughout history, conflicts between faith and reason took the forms of religion and free thinking. In the times of the Old Regime, people like Copernicus and Galileo were often punished for having views that contradicted the beliefs of the church. The strict control of the church was severely weakened around the beginning of the nineteenth century when the Old Regime ended. As the church's control decreased, science and intellectual thinking seemed to advance. While the people in the world became more educated, the church worked harder to maintain its influential position in society and keep the Christian faith strong. In the mid-nineteenth century, the church's task to keep people's faith strong became much harder, due to theories published by free thinkers like Charles Darwin, Charles Lyell, David Friedrich Strauss, and others. These men published controversial theories that hammered away at the foundation on which the Christian church was built. As the nineteenth century progres sed, more doubts began to arise about the basic faiths of the Christian church. The impact these men had on religious thought was tremendous. Some of them are the starting points for many of the controversies existing today. Of all the scientists, historians, and philosophers in the nineteenth century, the most influential and controversial was Charles Darwin. Born in 1809, Charles Darwin always had an interest in the nature, so he chose to study botany in college. His strengths in botany led him to become the naturalist on the H.M.S. Beagle. On a trip to South America, he and the rest of the crew visited the near by Galapagos Islands in the Pacific Ocean. It was there he noticed many different variations of the same general plants and birdshe saw previously in South America. He also observed ancient fossils of extinct organisms that closely resembled modern organisms. By 1859, all of these observations inspired him to write down his theories. He wanted to explain how evolution had occurred through a process called natural selection. In his published work, On th e Origin of the Species by Means of Natural Selection, or the Preservation of Favoured Races in the Struggle for Life, or On the Origin of Species for short, Darwin stated that, "new species have come on the stage slowly and at successive intervals."(1) He also said, "old forms are supplanted by new and improved forms," and all organisms play a part in the "struggle for life.

History of the Malaysian Constitution Essay

The foundation of the Constitution of Malaysia was laid on 10 September 1877. It began with the first meeting of the Council of State in Perak, where the British first started to assert their influence in the Malay states. Under the terms of the Pangkor Engagement of 1874 between the Sultan of Perak and the British, the Sultan was obliged to accept a British Resident. Hugh Low, the second British Resident, convinced the Sultan to set up advisory Council of State, the forerunner of the state legislative assembly. Similar Councils were constituted in the other Malay states as and when they came under British protection. Originally playing an advisory role, the function of the council was later extended to include both legislative and executive functions. This continued until 1948 when the Federation of Malaya was formed by two agreements, namely the State Agreement and the Federation of Malaya Agreement. The State Agreement was of great significance to Malaysia’s constitutional development. By virtue of this agreement, the Malay Rulers with the advice and concurrence of the traditional chiefs and elders of the states promulgated their respective State Constitutions except for Johor and Terengganu where Constitutions had already been in place since 1895 and 1911 respectively. The Rulers were also required to distinguish the legislative power in their respective states from the executive power, by constituting a legislative body, called the Council of State and State Executive Council whose advice he was required to obtained. The Federation of Malaya Agreement that served as the core for the current federal system of central government was concluded as a compromise to the much-opposed Malayan Union. The Federation consisted of the Federated Malay States (FMS), the Unfederated Malay States and the Straits Settlements of Penang and Melaka. The FMS consisted of Perak, Selangor, Pahang and Negeri Sembilan while the non-FMS were Kedah, Perlis, Kelantan, Terengganu and Johor. The federal government comprised the High Commissioner, an Executive Council and Legislative Council. The agreement also provided for a Conference of Rulers with its own elected chairman. Each of the states had its own Executive Council and Council of States to deal with all matters not specifically reserved to the Federation. The Federal Government was responsible for defence, the police, and the railways, labour, broadcasting, post and finance. This 1948 Constitution remained in force with some essential amendments, until 1957 when the Federation of Malaya gained its ndependence. A constitutional conference was held in London from 18 January to 6 February 1956 when the British promised Independence and self-government to the Federation of Malaya. It was attended by a delegation from the Federation of Malaya, consisting of four representatives of the Malay Rulers, the Chief Minister of the Federation (Tunku Abdul Rahman) and three other ministers, and also by the British High Commissioner in Malaya and his advisers. 1] The conference proposed the appointment of a commission to devise a constitution for a fully self-governing and independent Federation of Malaya. [2] This proposal was accepted by Queen Elizabeth II and the Malay Rulers. Accordingly, pursuant to such agreement, the Reid Commission, consisting of constitutional experts from fellow Commonwealth countries and headed by Lord William Reid, a distinguished Lord-of-Appeal-in-Ordinary, was appointed to make recommendations for a suitable constitution. The report of the Commission was completed on 11 February 1957. The report was then examined by a working party appointed by the British Government, the Conference of Rulers and the Government of the Federation of Malaya and the Federal Constitution was enacted on the basis of its recommendations. [4] The Constitution came into force on 27 August 1957 but formal independence was only achieved on 31 August however. The constitutional machinery devised to bring the new constitution into force consisted of: In the United Kingdom, the Federation of Malaya Independence Act 1957, together with the Orders in Council made under it. The Federation of Malaya Independence Act, 1957 passed by the British Parliament gave parliamentary approval to Her Britannic Majesty Queen Elizabeth II to terminate her sovereignty and jurisdiction in respect of the Straits Settlements of Melaka and Penang and all powers and jurisdiction in respect of the Malay States or the Federation as a whole. The Federation of Malaya Agreement 1957, made on 5 August 1957 between the British High Commissioner on behalf of Queen Elizabeth II and the Malay Rulers. The Agreement contained the new Constitution of the Federation of Malaya (and the new constitutions of Penang and Melaka). In the Federation, the Federal Constitution Ordinance 1957, passed on 27 August 1957 by the Federal Legislative Council of the Federation of Malaya formed under the Federation of Malaya Agreement 1948. The new constitutions of the Federation as well as Penang and Melaka were given the force of law by the Ordinance. In each of the Malay states, State Enactments, and in Melaka and Penang, resolutions of the State Legislatures, approving and giving force of law to the federal constitution. The Federal Constitution was significantly amended when Sabah, Sarawak, and Singapore joined the Federation to form Malaysia in 1963.