Use of Violence as the Main Reason for Mussolinis Consolidation of Pow

Use of Violence as the Main Reason for Mussolini's Consolidation of Power from 1922-1928 Introduction  · Several reasons why Mussolini was able to consolidate his power between 1922 and 1928, such as Mussolini?s actions and strategy, co-operation from the elite and the failure of his opposition.  · However, I believe the most significant reason was the use of violence. Paragraph 1: Use of Violence  · July 1923: The Chamber, surrounded by Blackshirts, passed the Acerbo Law. This said that the party gaining the most votes in an election, provided that they obtained at least 25% of the votes, would take two-thirds of the seats.  · April 1924: Militia violence during the election. 1 Socialist candidate killed; meetings were stopped; hostile voters were intimidated and the Blackshirts stood next to the poling stations to frighten people into voting for the Fascists. Some Fascist voters were allowed to vote many times each. The ras had a virtually free hand in intimidating opponents in the small towns in the provin...

Training plan for employees

Recruitment, selection, training and evaluating employees Section A I have been hired by Laurent Bank of Canada, as a consultant to assist in hiring employees for the Commercial Banking Branch located In Montreal, Quebec. Laurent Bank Is a Quebec regional bank that has been In operation since 1846 and their head office Is located In downtown Montreal. The bank offers retail and commercial financial services. I will be consulting for the hilling of employees working at a new commercial branch located next to Concordia University, in Montreal.These employees will be working as Commercial Account Managers in the banking industry. The Laurent Bank Commercial Banking sector offers different types of loans for small business owners such as Credit Lines, Term Loans and Business VISAS. The Bank makes a profit by collecting the interest they have charged on each of their loans. The Bank is looking to hire 3 employees who have had previous experience working in the banking Industry as well as an educational background in Finance or Accounting, preferably at a University level (I. E. Bachelor's Degree).The newly hired employees will be responsible for managing a portfolio of existing business clients. They will also be required to bring In new clients to the Bank. Section B I will conduct the following job analysis to obtain Information on the skills, knowledge and ablest required for the Job: Identify and Isolate the component tasks Involved Examine how the tasks are performed Identify the main areas of responsibility Identify the working conditions I will use the 3 following methods to gather data from existing employees or sources to conduct my Job analysis: 1 .Interviewing existing Account Managers: I would meet with a few current employees working in Commercial Banking and ask them specific questions about their Job. 2. Perform an online search: I would search inline on Commercial Account Managers in order to gain knowledge on the field and specific requirements. 3. I would obtain access to the weekly activity logs: All Account Managers are required to submit a weekly actively log to their superiors. This log contains detailed Information on the work that was done during the week.Job Description: The Account Manager is responsible for structuring credits and addressing perceived risk. This includes completing necessary due diligence, establishing pricing and terms of credit, and also producing ongoing credit reviews and risk ratings that fleet knowledge of Bank policies and procedures. With respect to business development The Account Manager continually develops and broadens relationships with existing customers by cross-selling relevant and value added financial products and services. It is also a priority to build new relationships through referrals from customers and other sources.Section C I will recruit prospective employees by posting the Job description on Social Networking sites such as Linked and Faceable. I will also use job search we bsites also post the available position in the careers section of the corporate website of Laurent Bank. Social Networking sites are good way to attract Job seekers since almost everyone use Linked and Faceable. The majority of the population is using a smart phone nowadays with these applications already installed. Faceable would help me do a background check on applicants by having access to their network of friends, activities and hobbies.It would not, however give me much information on their education, skills or work experience. Linked is a more useful application for recruiters because its main use is to connect professionals through their work experience. Linked is an excellent calibration tool to help me assess the depth of the potential talent pool. The following 3 selections techniques will be used: I will compare the credentials from each candidate's profile or posted resume; I will personally message those who I have selected and inform them on my decision to pursue an i nterview; I will also perform background reference checks on the candidates.Comparing profiles between candidates will enable me to narrow down my search; however there is the possibility that I choose one candidate over another strictly based on the presentation of their online profile or resume. Sending a personal message to chosen candidates is good ways of letting the applicant know that we are interested. However, this method can also backfire when the applicant refuses to respond to the message in a timely manner, resulting in wastage of time. Background checks are always a good source for gaining insight on the applicant's past work experience.However, it is important to make sure you are speaking with the right person. It is not always easy to contact a candidate's previous boss due to availability. Old Boss' are not always eager to take the time out and speak about a past employee. Section D Once hired, the employees' performance will be evaluated on a weekly basis. The Men tor or personal in charge of training the employee will be required to fill out a performance form. The form will contain several sections about the different tasks required for the role of an Account Manager.The Mentor will grade each section with the following: A (achieved), F (failed), AN (non-applicable) and IP (in progress). This weekly evaluation will serve as an indicator of the employee's progress. It will also clearly indicate the areas where the employee needs improvement. The following training methods will be used: 1 . Job Shadowing with an existing Account Manager. This will enable the new employee to gain insight on the day-to-day activities of an account manager. It will also give the employee to ask questions on specific tasks.However, it can slow down the efficiency of Account Managers if they spend too much time answering questions. 2. Helping Account Managers with their portfolios. This will be both beneficial to the new and existing employees. New employees will gain experience by analyzing credit applications and financial statements. While the existing Account Manager will have more time work on other tasks and duties. However, the work submitted by the new employees will have to be revised by the Account Manager before submission. Section E The following 3 training programs will be used: 1 .Moody Analytics Account Manager. New employees will be required to complete the Commercial Lending program that involves online lessons on the specific skills needed for this role. Financial statement analysis, risk management and business development are the three topics covered in the lessons. After every lesson, employees are required to complete an examination testing their skills learned. The scores from these exams ill be sent directly to the Mentor. This will teach the employee on the three most important skills needed for an Account Manager.However, employees must be trusted to not consult other employees when answering the exam questions. 2. Financial Statement Analysis New employees will be given financial statements from new and existing clients to analyze. They will be required to calculate key ratios in order to determine the performance of the company in the current and past year. Financial statement analysis is a skill that must be mastered in order to be a successful Account Manager ND this is a good way to practice. The employee, however, might feel discouraged at first since all financial statements are different and can be very confusing at first. . Case Discussion New employees will be given the opportunity to discuss the risk associated with lending to the clients they have analyzed through financial statement analysis and job shadowing with an Account Manager. This will give a chance to new employees to express themselves and share their ideas. Some new employees, however, might feel too intimidated or shy to fully express their opinion. PART 2: Company Culture Section F I will advise leaders to help employ ees reach personal and organizational goals by pointing out the paths they should follow and by providing them with the means to do so.They would need to show concern and support for subordinates. The leader should use a transactional leadership style, where they can clearly identify the needs of their followers and give rewards in exchange for performance. They can set goals and expectations, reward effort and provide feedback. Section G Commercial Account Managers often work out of the office, visiting clients, checking out loan applications, and soliciting new business. Account Managers may be required to travel if a client is out of town, or to work evenings if that is the only time at which a client can meet.Employees in this role have the flexibility to work from home as well. Normal business banking hours are Monday to Friday from mamma to pm. An Account Manager manages his/her portfolio; therefore they usually manage least 37. 5 hours per week. Employees will be eligible for 4 weeks of vacation annually, however weeks must be reserved in advance to avoid too much vacancy at once. The office will be well located in central downtown Montreal. This will give employees the opportunity to take public transportation instead of driving their vehicles. It will also enable Account Managers to easily penetrate the commercial market.The office building will be connected to an underground metro station, which will facilitate travel during winter. All account managers will be provided with their own work space in the form of an open concept cubicle. This will encourage teamwork and also enable employees to interact with each other more frequently. There will be private rooms that can be reserved for client meetings. Upper Management will have private closed offices. There will also be a board room for meetings and presentations. The thermostat will be electronically adjusted to provide ideal temperatures for winter and summer.The lighting will be sufficient for des k work and each workstation will have its own computer, printer and telephone. There will also be a cafeteria open to all employees with a fridge and microwave. This will encourage employees to interact during lunch hour. I would be aware of the following psychological and social concerns: Job Autonomy and Harassment. I would assess the degree of satisfaction an employee has with their current role because it will be reflected in their reference. If the employee is not fully satisfied, they will feel exhausted with their role and eventually would not care to perform.This could eventually lead to the employee leaving their Job. Harassment is very serious and must be handled severely. Employees who face harassment might be too intimidated to report it. If it is not handled immediately, it can lead to serious lawsuits towards the organization. The policies on harassment will be clearly explained to all employees upon Joining the organization. Section H Stress in the workplace often coi ncides with the following behaviors in employees: rower productivity, reduced motivation, increased errors, and increased turnover.The role of an Account Manager often results in the following stresses: Role Overload. Employees feel there are too many tasks in too short time period. I would attempt to minimize stress using the following 3 programs: Improve communication 0 Share information with employees to reduce uncertainty about their Jobs and futures. Clearly define employees' roles and responsibilities. 0 Make communication friendly and efficient, not mean-spirited or petty. Consult Employees 0 Give workers opportunities to participate in decisions that affect their Jobs. Consult employees about scheduling and work rules. Be sure the workload is suitable to employees' abilities and resources; avoid unrealistic deadlines. 0 Show that individual workers are valued. 0 Offer rewards and incentives. As Employee of the Month. 0 Provide opportunities for career development. 0 Promote an â€Å"entrepreneurial† work climate that gives employees more control over their work. Cultivate a friendly social climate 0 Provide opportunities for social interaction among employees. 0 Establish a zero- tolerance policy for harassment. 0 Make management actions consistent with organizational values.

The Uae Food & Drink

â€Å"How Near-Term Demand Weakness Is Reshaping Company Strategies† A New Report from Business Monitor international (BMi) The UAE Food & Drink Competitive Intelligence Report Competition for market share in the UAE continues to intensify as food and drink firms battle against the conflicting interests of limited growth prospects but appealingly-high spending levels and as local players seek to ward off the ever growing threat of multinational competition.Responding to our clients’ requests, BMI’s food and drink analysts have just produced The UAE Food & Drink Competitive Intelligence Report, analysing and comparing the strategies adopted by major players as they seek to exploit opportunities and mitigate risks in a rapidly changing environment. Whether you are a food and drink manufacturer, investor or supplier to the industry, you will benefit from the following key features of this report: the UAe food & drink competitive intelligence report pUblished by bUsi ness monitor internAtionAl Company Profiles on the UAE’s 10 leading food and drink companies, containing Company overview, latest Company Developments, Product information, local/regional/Global operations,SWot analysis, Company Strategy and Financial Performance. Each profile provides hard-to-get competitive intelligence with which to benchmark the growth and risk management strategies of your competitors, peers, partners and clients. List of companies profiled: †¢ †¢ †¢ †¢ †¢ Al Ain Water Al Ain Dairy Al Rawabi Carrefour Dubai Refreshments †¢ †¢ †¢ †¢ †¢ EMKE FoodCo Masafi Spinneys Unilever www. usinessmonitor. com 9 BMI’s Investment Risk-Reward Rating ranks the uae’s attractiveness for industry investors compared to its regional peer group (Bahrain, egypt, israel, Kuwait, lebanon, oman, Qatar, saudi arabia). 9 BMI’s Business Development Directory gives you direct access to senior decision-makers and pur chasers at leading food and drink manufacturers and suppliers operating in the uae’s food and drink market – providing a powerful business development and networking tool to source new clients, partners and suppliers.The UAE Food & Drink Competitive Intelligence Report is available to industry professionals, strategists, trade bodies, government and regulatory agencies and international investors on preferential terms for a limited period only – Saving you 15% on your report order (see back page special Discount order Form). BMI’s clients, who include over 400 of the Global Fortune 500 companies rely on our competitive intelligence analysis and data to benchmark competitors and peers at leading multinational and local companies operating across Middle East & African food and drink markets.CLIENT LIST †¢ Carlsberg MW Brewery †¢ Coca Cola †¢ Maersk †¢ Mars GCC Fzc †¢ Mitsubishi Corporation †¢ Pepsico International †¢ Price waterhouseCoopers †¢ Red Bull †¢ The Boston Consulting Group †¢ Unilever North Africa & Middle East REpoRT CoNTENTS SECTION 1 – CoMpETITIvE LANDSCApE ANALySIS 1. Company-comparative analysis of the leading food, drink and grocery retail companies, CoMpANy pRoFILES ExTRACTS: DuBaI REfREShmEnTS examining sales, market share and main product areas and facilitating the identification of successful investment strategies and themes. nd our broader macroeconomic growth forecasts. Company strategies are also examined in relation to key operational, macroeconomic and political risks. 2. Company comparisons are made within the framework of our industry growth forecasts â€Å" SECTIoN 2 – CoMpANy pRoFILES Companies Profiled: †¢ †¢ †¢ †¢ †¢ Al Ain Water Al Ain Dairy Al Rawabi Carrefour Dubai Refreshments †¢ †¢ †¢ †¢ †¢ EMKE FoodCo Masafi Spinneys Unilever Key PepsiCo franchise bottler Dubai Refreshments Company (DRC ) is to invest in a AED400mn (US$108. 9mn) plant in the UAE to come on stream in 2012.The plant is expected to boost DRC’s annual capacity nearly threefold to 150mn cases and should, in our opinion, allow the firm to launch a number of new drinks as the wider soft drinks industry speeds up its transition away from traditional low-cost carbonates to higher value segments†¦ † Company Profile Contents 1. Company Overview: Date established, ownership structure, main business units, core maSafI business operations, leading products, market share. 2. Latest Company Developments: M&a, joint ventures, divestment/investments, projects, ontracts, new product launches, regulatory issues, announcements. â€Å" 3. Product Portfolio: leading brands and new product development initiatives. 4. Local, Regional & Global Operations: Domestic sales, main regional/global export markets, foreign purchases, JVs and strategic partnerships. 5. SWOT Analysis: analysis of company strengths, Weaknesses, opportunities and threats allowing for an examination of factors – both internal and external – that will affect future company performance. 6.Company Strategy: Analysis of company responses to fast-changing local market conditions, ranging from distribution network expansion to exploring new markets and from portfolio diversification to widen sales reach to research and development investment to secure future growth prospects. growth y-o-y, set against historic 5-year financial performance; covers revenues, operating profit, net profit, Basic EPS and EBITDA. Masafi aims to strengthen its market position by introducing new products and developing manufacturing and marketing strategies.It has a wide range of products, ranging from a twolitre mineral water bottle to a sizeable juice range. The company also promotes itself as highly socially responsible, entering into partnerships with international humanitarian and medical relief organisations. Masafi has al so been looking abroad for growth, with overseas sales now accounting for nearly 30% of its business†¦ 7. Financial Performance: BMI’s analysis of latest-available company financials and % † EmKE GRouP Financial Performance Table estle 5-year (2005-2009) financial information (chfmn, or % chg y-o-y for growth statistics) 2005 Sales Sales Growth EBIT EBIT Growth Net Profit Net Profit Growth Capital Expenditure CapEx Growth Earnings Per Share EPS Growth Source: Nestle Investor Relations 2. 08 3,375 8,081 11,876 91,115 2006 98,458 8. 1 13,302 12. 0 9,197 13. 8 4,200 24. 4 2. 39 14. 9 2007 107,552 9. 2 15,024 12. 9 10,649 15. 8 4,971 18. 4 2. 78 16. 3 2008 109,908 2. 2 15,676 4. 3 18,039 69. 4 4,869 -2. 1 4. 87 75. 2 2009 107,618 -2. 1 15,699 0. 1 10,428 -42. 2 4,641 -4. 7 2. 92 -40. 0 â€Å"UAE-based conglomerate EMKE Group, owner of the Emirate’s leading Lulu branded supermarkets and hypermarket will invest SAR1bn (US$267mn) in Saudi Arabia over the next eigh teen months – a decision we believes makes sense given our view that Saudi Arabia houses the Gulf region’s most promising mass grocery retail (MGR) industry on a number of counts†¦ † SECTIoN 3 – MARkET ATTRACTIvENESS FoR INvESToRS Market overview analysis of sector maturity, industry expenditure, foreign investment, GDP contribution, key industry players, regulatory environment, imports and exports. SWoT Analysis trengths, Weaknesses, opportunities and threats analysis covering government policy and foreign investment environment, local manufacturing standards, growth and demand trends, demographic and macroeconomic trends, distribution infrastructure and supply chain standards and the competitive landscape. â€Å" RISK-REWARD RATINg ExTRACT: BMI’s Investment Risk-Reward Rating BMI’s Investment Riskreward rating allows investors to weigh up the attractiveness of the uae as an industry investment opportunity relative to its regional peer s: Bahrain, Egypt, Israel, kuwait, Lebanon, Oman, Qatar, Saudi Arabia.Food and Drink industry and Country reward and risk scores (out of a total of 100) are weighted and combined to illustrate potential investor returns, as compared to other markets and to the regional average. middle east food & drink risk/reward ratings rewards Bahrain UAe Qatar Kuwait Egypt Saudi arabia oman Lebanon *Israel 53 51 50 46 49 45 39 38 45 risks 68 69 65 69 57 63 67 48 73 risk/reward rating 57. 3 56. 5 54. 7 52. 6 51. 0 50. 8 47. 7 40. 8 53. 2 The UAE’s reward score is the region’s second highest behind Bahrain.However, its industry reward score is the lowest of the top three ranked markets, emphasising the relative maturity of the UAE market, with high existing per capita consumption levels. Although strong per capita food consumption growth is not forecast, which is the main card Bahrain has in its favour against the UAE, premiumisation opportunities have yet to be exhausted despite ong oing real economy weakness (mostly in Dubai) inflicted by the 2009 economic downturn†¦ † *Israel has been included for comparative purposes only. Had it been ranked, it would have scored fourth.Source: BMI. Scores out of 100, with 100 highest. For full methodology see Appendix at the back of our Food & Drink Quarterly Reports, or visit our online service SECTION 4 – BUSINESS DEvELopMENT DIRECToRy The UAE Food & Drink Business Development Directory Primary research, conducted in Q3 2010, brings together latestavailable, accurate data on top decision-makers at the UAE’s leading supplier companies, including ownership structure, company size and sales volume, expansion strategy, key partners and main products and services.Providing direct access to top industry decision-makers and purchasers, the directory represents a powerful tool to source new clients, partners and suppliers, and benchmark competitors. Sample Directory Listing Nestle Middle East FZE PO Box 1 7327 Jebel Ali Free Zone Dubai UAE Tel: xxxxxxxxxx Fax: xxxxxxxxxx E-mail: xxxxxxxxxx Website: www. nestle. com KEY PERSONNEL Chairman & CEO: xxxxxxxxxx Finance Director: xxxxxxxxxx Communication & Marketing Services Director: xxxxxxxxxx Sales Director: xxxxxxxxxx Head of Human Resources: xxxxxxxxxx LOCAL STATISTICS Annual sales volume: US$ xxxxxxxxxx No. f employees: xxxxxxxxxx BUSINESS ACTIVITY Nestle Middle East has 17 factories and 37 offices in the region and in March 2010, opened a new multi-million dollar facility devoted to manufacturing powdered milk and packaging imported Mackintosh’s Quality Street chocolates. The complex, based at TechnoPark, Dubai, also plans to manufacture chocolates and wafers from the new expanded facility later this year. Nestle Pure Life bottled water will also be produced and distributed from the facility.Nestle Middle East also sells brands such as Nido, Kit Kat, Quality Street, Nescafe and Maggi. INDUSTRY CLASSIFICATION Food & Drink NATIO NALITY / TRADE AFFILIATION Switzerland SUBSIDIARY OF Nestle SA, Switzerland NEWLY RESEARCHED IN Q3 2010 Core Company Dataset †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Company name, web and postal address email, telephone and fax numbers Year of local registration employee size and sales volume (estimates) Main business activities, products and services Industry classifications nationality Global and regional HQsSpecial Discount order Form 15% Discount on The UAE Food & Drink Competitive Intelligence Report oR up to 50% discount for all 13 Food & Drink Competitive Intelligence Reports place your order online at: www. businessmonitor. com/bfr/australia Place your order online at: www. businessmonitor. com/dm/cir/food/uae Please tick the box(es) below, complete your payment details and fax back the form to us within 30 days latest on +44 (0)20 7248 0467 Intelligence Report at the 15% discount rate of â‚ ¬695/ US$975 (down from â‚ ¬820/ US$1,150).This include s 3 FREE quarterly updates, airmail and email delivery. i would also like to purchase the following Food & Drink Competitive Intelligence Reports at the special discount rates below: [ ] australia [ ] China [ ] egypt [ ] india [ ] indonesia [ ] Malaysia [ ] russia [ ] All 13 Food & Drink Competitive Intelligence Reports [ ] saudi arabia [ ] singapore [ ] south africa [ ] thailand [ ] Vietnam [ ] yES! i wish to order The UAE Food & Drink CompetitivePrefix / Full Name †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 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Quebrada Jaguay - Terminal Pleistocene Archaeology

Quebrada Jaguay - Terminal Pleistocene Archaeology Quebrada Jaguay (designated QJ-280 by its excavator) is a multi-component archaeological site, located on an  alluvial terrace within the coastal desert of southern Peru, on the north bank an ephemeral stream near the town of Caman. At the time of its earliest occupation, it was about 7-8 kilometers (4-5 miles) in from the Peruvian coast and today is about 40 meters (130 feet) above sea level. The site was a fishing community, with a Terminal Pleistocene occupation date between about 13,000 and 11,400 calendar years ago (cal BP), based on a large suite of radiocarbon dates. Terminal Pleistocene sites are known in  Andean chronology as Preceramic Period I). The site is one of about 60 sites which have been found along the coast of Peru in this region, but it is the only one containing the Jaguay Phase occupations, and it is the earliest site in the region found to date (as of 2008, Sandweiss). The closest site with the same date is Quebrada Tacahuay, some 230 km (140 miles) to the south. It, like Quebrada Jaguay, is a seasonally-occupied fishing village: and those sites and many others extending from Alaska to Chile support the Pacific Coast Migration Model for the original colonization of the Americas. Chronology Late Preceramic Period, 4000 cal BP, Manos PhaseHiatus, 4000-8000 cal BPEarly Middle Preceramic Period, 8000-10,600 cal BP, Machas PhaseEarly Preceramic Period, 11,400-13,000 cal BP, Jaguay Phase During the Jaguay phase, the site was a seasonally-occupied coastal base camp for hunter-gatherers and fishermen who targeted mostly drum fish (Sciaenae, corvina or sea bass family), wedge clams (Mesodesma donancium), and freshwater and/or marine crustaceans. The occupations apparently were confined to the late winter/early summer months; the rest of the year, the people are believed to have moved inland and hunted terrestrial animals. Based on the size of the fish, the people were net fishing: the Machas phase occupations contain a few specimens of knotted cordage. The only terrestrial animals recovered from the site were small rodents, which were not likely food for the residents. Houses during the Jaguay phase were rectangular, based on the identification of postholes, and contained hearths; the houses were reconstructed several times in the same location but slightly different positions, evidence for seasonal occupations. Food remains and abundant lithic debitage were also recovered, but there were almost no finished tools. Poorly preserved plant remains were restricted to a few prickly pear cactus (Opuntia) seeds. The vast majority of the raw material for the stone tools (lithics) were local, but Alca obsidian identified by Instrumental Neutron Activation Analysis had been brought from its Pucuncho basin source in the Andean highlands some 130 km (80 mi) away and 3000 m (9800 ft) higher in elevation. Machas Phase The Machas Phase occupation at the site contains neither prickly pear nor obsidian: and during this period there are many more such villages in the region. The Machas phase occupation included several bottle gourd rind fragments; and a single semi-subterranean house, about 5 m (16 ft) in diameter and built with a foundation of mud and stone. It may have been roofed with wood or other organic material; it had a central hearth. The house depression is filled with a shell midden, and the house was also built on top of another shell midden. Archaeological Discovery Quebrada Jaguay was discovered by Frà ©dà ©ric Engel in 1970, as part of his investigations into the preceramic epoch along the coastline. Engel dated charcoal from one of his test pits, which came back to a remarkable 11,800 cal bp, unheard of at the time: in 1970, any site in the Americas older than 11,200 was considered heresy. Excavations were conducted at the site by Daniel Sandweiss in the 1990s, with a team of Peruvian, Canadian and U.S archaeologists. Sources Sandweiss DH. 2008. Early Fishing Societies in Western South America. In: Silverman H, and Isbell W, editors. The Handbook of South American Archaeology: Springer New York. p 145-156. Sandweiss DH, McInnis H, Burger RL, Cano A, Ojeda B, Paredes R, Sandweiss MdC, and Glascock MD. 1998. Quebrada Jaguay: early South American maritime adaptations. Science 281(5384):1830-1832. Sandweiss DH, and Richardson JBI. 2008. Central Andean Environments. In: Silverman H, and Isbell WH, editors. The Handbook of South American Archaeology: Springer New York. p 93-104. Tanner BR. 2001. Lithic Analysis of Chipped Stone Artifacts Recovered from Quebrada Jaguay, Peru. Electronic Theses and Dissertations: University of Maine.

Class Identity in Feudal Japan - Fun Facts and Examples

Class Identity in Feudal Japan s Feudal Japan had a four-tiered social structure based on the principle of military preparedness. At the top were the daimyo and their samurai retainers. Three varieties of commoners stood below the samurai: farmers, craftsmen, and merchants. Other people were excluded entirely from the hierarchy, and assigned to unpleasant or unclean duties such as leather tanning, butchering animals and executing condemned criminals.  They are politely known as burakumin, or people of the village. In its basic outline, this system seems very rigid and absolute. However, the system was both more fluid and more interesting than the short description implies. Here are some examples of how the feudal Japanese social system actually functioned in peoples daily lives. If a woman from a common family got engaged to a samurai, she could be officially adopted by a second samurai family. This circumvented the ban on commoners and samurai intermarrying. When a horse, ox or other large farm animal died, it became the property of the local outcasts. It did not matter if the animal had been the personal property of a farmer, or if its body was on a daimyos land; once it was dead, only the eta had any right to it. For more than 200 years, from 1600 to 1868, the entire Japanese social structure revolved around support of the samurai military establishment. During that time period, though, there were no major wars. Most samurai served as bureaucrats. The samurai class basically lived on a form of social security. They were paid a set stipend, in rice, and did not get raises for cost-of-living increases. As a result, some samurai families had to turn to the manufacture of small goods like umbrellas or toothpicks to make a living. They would secretly pass these items on to peddlers to sell. Although there were separate laws for the samurai class, most laws applied to all three types of commoners equally. Samurai and commoners even had different kinds of mailing addresses. The commoners were identified by which imperial province they lived in, while samurai were identified by which daimyos domain they served. Commoners who tried unsuccessfully to commit suicide because of love were considered criminals, but they could not be executed. (That would just give them their wish, right?) So, they became outcast non-persons, or hinin, instead. Being an outcast wasnt necessarily a grinding existence. One headman of the Edo (Tokyo) outcasts, named Danzaemon, wore two swords like a samurai and enjoyed the privileges normally associated with a minor daimyo. To maintain the distinction between samurai and commoners, the government conducted raids called sword hunts or katanagari. Commoners discovered with swords, daggers or firearms would be put to death. Of course, this also discouraged peasant uprisings. Commoners were not allowed to have surnames (family names) unless they had been awarded one for special service to their daimyo. Although the eta class of outcasts was associated with the disposal of animal carcasses and the execution of criminals, most actually made their living by farming. Their unclean duties were just a side-line. Still, they could not be considered in the same class as commoner farmers, because they were outcasts. People with Hansens disease (also called leprosy) lived segregated in the hinin community. However, on the Lunar New Year and Midsummers Eve, they would go out into the city to perform monoyoshi (a celebration ritual) in front of peoples homes. The townspeople then rewarded them with food or cash. As with the western Halloween tradition, if the reward was not sufficient, the lepers would play a prank or steal something. Blind Japanese remained in the class to which they were born - samurai, farmer, etc. - so long as they stayed in the family home. If they ventured out to work as story-tellers, masseurs, or beggers, then they had to join the blind persons guild, which was a self-governing social group outside of the four-tier system. Some commoners, called gomune, took on the role of wandering performers and beggers that would normally have been within the outcasts domain. As soon as the gomune stopped begging and settled down to farming or craft-work, however, they regained their status as commoners. They were not condemned to remain outcasts. Source Howell, David L. Geographies of Identity in Nineteenth-Century Japan, Berkeley: University of California Press, 2005.

Antitrust Practices and Market Power Essay Example | Topics and Well Written Essays - 750 words

Antitrust Practices and Market Power - Essay Example Standard oil firm counts among one of the firms that was investigated on the antitrust act. The firm has an oligopoly structure dominated by small number of sellers. The main reason that seeked to investigate the firm was to establish whether it posed a barrier for other companies’ entry into the market. With the expansion of oil across the globe, the oil factories were involved in poor disposal of waste products into the water system and adoption of poor methods of oil distribution. For instance, it was observed that oil could be passed through leaked pipes which posed a great danger to the society. The establishment of the oil company firm was to see an improvement in the field of oil and refinery. As a natural monopoly company, it developed proper infrastructure within the American region which could see proper distribution and proper disposal of oil without causing any damage to the environment. This saw it rise above other companies in a quest to benefit the economy (Utto n, 2003). In the case of the oil company, the court adopted Sherman Antitrust act so as to regulate the monopoly. This act was coined by John Sherman viewed to be an appropriate for prevention of abusive monopolies from exploiting the consumers. The standard oil firm was estimated to be in control of about 90 percent of oil facilities in America. The oil firm faces imperfect competition as a result of existence in low number of people as prospective sellers. Through government monopoly, power was vested in the American Congress to regulate the economy through tax collection. The main provision of this act was that any person responsible for monopolizing will be held guilty and so be subjected to punishment. The year 1911, the Supreme Court in America established that standard oil company was structural monopoly that was responsible for taking part in unfair practices in the field of business (Utton, 2003). Monopolies are believed to have originated during the colonial period of admi nistration. This case saw huge companies and firms in the United States endowed with the responsibility of receiving huge contracts deals. Monopolies can be seen in form of capitalism characterized by lack of competition; this eventually leads to high fluctuation of products prices and poor quality products. For instance, monopoly is known to supply at a very low output and charging higher prices for its products which may eventually lead to a dead weight loss in the society. In this regard, it will seek to maximize its economic profits and take control of the market demand curve. Monopolies are also at a very better place of enjoying the economies of scale which comes as a result of production of goods in large quantities. In this essence, there are tendencies to be a decline in cost of production resulting to increase in monopolies profits. It has been cited that the loss in economic welfare that arises from exploitation of monopoly power has made the government to take upon some measures in order to regulate some monopolies (Wall et al 1988). In other cases some firms that practiced monopoly were able to rise to power since they had positive effect on the economy of the American government. It was estimated that some of the profits gained through monopolists were used to conduct a research viewed to be beneficial to the society. Through research, consumers were able to learn more about the products that were being sold in the monopoly market and the benefits

Cybersecurity Coursework Example | Topics and Well Written Essays - 500 words - 6

Cybersecurity - Coursework Example g to the increasing significance of technology in the daily lives of mankind, many people share their personal information on the internet which can at times prove dangerous due to web hackers who can misuse the data due to immoral practices. Anonymity helps to maintain the secrecy of individual’s identity. This also helps to protect specific actions performed by the individuals. For instance, anonymity helps protecting funds and monetary transfers made by individual over internet. It has often been observed that people feel uncomfortable to share banking or personal information on the internet as it might hamper their personal interests. Anonymity is often regarded as the option which can be useful in such situations as it creates a sense of security and helps to protect privacy by a large extent. There are many negative effects of anonymity on individuals as well. To be illustrated anonymity also helps people who have malicious intentions to hamper the interests of other users and escape without being identified. It also creates misrepresentation about the user’s profile on internet. In the recent phenomenon, the most apparent negative effect of anonymity can be identified as cyber crime. Hence, as it can be observed from the above discussion, to a certain extent, the negative impacts of anonymity tend to be stronger and more effectual than its benefits, which in turn outweigh its advantages. Question: 2 Are non-literate internet users at a higher risk for experiencing identity theft? Explain specifically how end-user tracking and recording technologies may either increase or reduce cyber security risks for non-literate users when using the internet, or when shopping at a brick and mortar establishment The non-literate internet users have a high risk because of the increasing cyber crime, as they tend to share personal information without having proper knowledge of the website. At times, the information of those non-literate users is hacked by the cyber