Analysis Of The Scarlet Letter - 1412 Words

In a novel that revolves almost solely around sin, the consequences of said sin, and redemption, there is no greater sin than that of revenge. No character in The Scarlet Letter is free of sin, but all gain some sort of redemption, save one Roger Chillingworth, who is arguably the greatest sinner of them all. Hester Prynne may have committed adultery, and Arthur Dimmesdale may have also committed adultery with Hester (as a priest, no less), but sins of passion are not the same as sins of vengeance and anger. These sins of revenge and madness are what Chillingworth is guilty of, ultimately making him the worst sinner in the entire book. Chillingworth is, honestly, just a very creepy character, for starters. He reunites with his wife, whom†¦show more content†¦He wants the people he will be tormenting to be alive and able to feel the full wrath of his revenge, which is just outright vindictive and evil. He is also manipulative, as shown in another part of Chapter Four: â€Å"‘It was my folly! I have said it. But, up to that epoch of my life, I had lived in vain. The world had been so cheerless! My heart was a habitation large enough for many guests, but lonely and chill, and without a household fire. I longed to kindle one! It seemed not so wild a dream,--old as I was, and sombre as I was, and misshapen as I was,--that the simple bliss, which is scattered far and wide, for all mankind to gather up, might yet be mine. And so, Hester, I drew thee into my heart, into its innermost chamber, and sought to warm thee by the warmth which thy presence made there!’† (Chapter Four) It is in this part of the chapter that Hester says she has wronged him, and Chillingworth goes on to say that it was he who had wronged her first, having taken away her youth to lie with his decaying, old self. This is all to make Hester feel guiltier about having done what she did, and this guilt-trip is only the beginning of Chillingworth’s revenge. Chillingworth’s plot for vengeance continues when Arthur Dimmesdale falls ill and the doctor takes up residence with the priest. He has his suspicions of the true nature of Dimmesdale

Capitalism Is An Economic And Political System - 1684 Words

Capitalism is an economic and political system in which a country s trade and industry are controlled by private owners for profit, rather than by the state. This leads to the constant competition within companies to make more profit. There are three characteristics of capitalism: Goods and services are privately held, limited government intervention, and prices are determined by supply and demand [Farrell 2015]. Due to capitalism companies are forced to make questionable decisions in order to stay ahead of their competition. The goal of these choices are to make more money and spend less of it. This often involves laying off workers because they often change their form of manufacturing, or relocating to another country for cheaper labor costs. These decisions can go on to affect their employees and the community in ways that they would never imagine. In the film Roger and Me, Director Michael Moore witnessed how the effects of capitalism ran a booming city into the ground. Flint, M ichigan was the home of eleven successful General Motors factories that employed a lot of the city and made the city a lot of money. While the factory was thriving Roger Smith, the CEO of GM at the time decided to close all eleven of the Flint factories in order to open up new factories south of the border in Mexico. When the factories went on to close it resulted in a loss of eleven-thousand jobs, and the morale of the city. Considering General Motors employed the majority of Flint withShow MoreRelatedCapitalism Is The Most Influential Economic And Political System Essay2012 Words   |  9 PagesCapitalism is the most influential economic and political system in the world today as it has had a large effect on some of the defining aspects of the world, from abolishing feudal rule as â€Å"feudal rulers were continually forced to turn for loans to their resident burghers†¦ by the way the leaders stood this was completely incompatible with feudal rule†. 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Forecasting Emergency Department Overcrowding †MyAssignmenthelp

Question: Discuss about the Forecasting Emergency Department Overcrowding. Answer: Introduction The success of organizations is determined by the operational efficiency of the organization in service delivery. Organizations strive to deliver quality services and products to their consumers in the most cost-effective way but keeping in mind the need to maintain the quality of the products or services. An organization can, therefore, be said to be operating at their maximum operational efficiency when it receives maximum output from the resources employed or the inputs. For operational efficiency to be achieved there is a need to ensure that there are adequate material and information flow in various organizational departments (Narasimhan, 2014, P. 216). Lack of operational efficiency in an organization contributes to increased costs, inability to meet the consumer demands as well as the overall decrease in the organization's revenues or profitability. This report, therefore, seeks to provide an understanding of how we can improve the operational efficiency and effectiveness of N SW Health Emergency Department and improve the quality of patient care. It will provide the techniques, principles, practices as well as Information technology solutions which can facilitate the improved process and information flow in the emergency department. Operation management in any organization or business is involved with the science of understanding business processes and identifying effective strategies to improve the processes. In this case, we refer operations management to the science of understanding the emergency department operations in NSW health Emergency Department and developing the methods to improve hospital efficiency in service delivery and quality health care (Matthias Buckle, 2015, P. 114). The hospital had experienced concerns over the continued demand from customers for the provision of quality services and at the lowest cost. The introduction of modern information systems led to the development of challenges in operational processes. The hospital has a burden of reducing medical errors and increasing patients safety in the emergency department through improved operational procedures and general information flow. Due to the overcrowding effect in the emergency department, there is a great need to develop effecti ve strategies and techniques to facilitate information flow Different emergency departments have embraced the use of different operation management practices in solving the problems facing them or in improving service delivery to their customers. One of the standard methods used in most emergency departments is the lean management practice or principle. The training seeks to improve the operational efficiency of the emergency departments by attempting to provide or meet the demands of the customers in a more efficient manner with little wastes (Amaral Costa, 2014, P. 4). The lean management practice emphasizes the creation of value to their services and products and argues that the emergency services and products should be designed to meet customer demands and expectations and set the right prices. The further outline that every step of the operational process in the emergency department should produce value for the customers by eliminating the wastage of resources. The Lean management practice/principle Lean management practice is designed to ensure that the system flows efficiently or without other intermediate processes of storage. However, the flow of material and information affects the operational process and is determined by the content being delivered The lean practice emphasized that the data or the operational process in the emergency departments must be flexible and centered on meeting individual consumer demands. This means that the executive management process in these departments should produce or provide their services based on consumers needs and not based on what the hospitals consider to be good for the consumers (Saghafian et al. 2015, P. 109). The primary emphasis of the practice is to achieve perfection by creating a constant review strategy to the operational processes in different hospital emergency departments from the floor and learning from the past mistakes as these are critical in enhancing quality health care and improving the hospital emergency. Another common practice and principle in operation management is the waiting time formula. This practice is employed in almost every emergency department and consists of providing an understanding of how long it takes to complete an operational process in the emergency department, the overall activity time, utilization rate as well as the variations in the methods (Song et al. 2015, p. 3045). The practice provides to the management of the hospitals with parameters which can be used to in improving the efficiency of the operations by reducing the waiting time. The crowding effect in most emergency departments has resulted due to lack of time management and delays in service provision. This practice or operation management principle has played a vital role in reducing delays and minimizing the time taken to provide a particular service or activity time. The efficient Frontier Practice/Principle Lastly, many emergency departments have adopted the principle or practice of efficient frontier. The method provides a comparison of the performance of emergency departments in delivering quality healthcare concerning two practical dimensions (Liebler McConnell 2016, p. 8). The first dimension is the responsiveness of the emergency departments towards consumer health care needs while the second dimension is the utilization rate of the operational processes in the emergency departments. The practice advocates for two strategies for improving efficiencies in emergency departments (Haddow et al. 2014). The management of the hospitals can either choose to apply this practice by moving along the efficient frontier. Such a move will require the managements efforts to increase the emergency department capacity without improving their efficiency. The management can, therefore, achieve this by hiring new staff and building more treatment spaces. However, studies have shown that having more areas for treatment does not necessarily lead to reduced crowding in the emergency departments but having the right systems controlled to enhance efficiency (Batt Terwiesch 2015, p. 44). Secondly, the practice holds that the management of hospital can also choose to move towards the efficient frontier which means that, they will be required to increase the efficiency of the emergency departments. Increased efficiency leads to increased utilization rates as well as the increased responsiveness of the departments to consumer demands (Brown et al. 2015, p. 367). This can be achieved by eliminating general waste, reducing the variability of the emergency operations or activities and increasing their flexibility. Such an initiative will eventually lead to improved efficiency of the emergency departments and impact positively on the provision of quality healthcare. Impact of Operation management practice and principles on the process and information flow Successful implementation of these practices and policies should result in the definite improvement of the operations of the emergency department and improve the quality of healthcare provided by meeting consumer demands. The methods should give the management of the hospitals with an opportunity to impact the operations of the emergency departments (DAndreamatteo et al. 2015, p. 1202). The lean management practice helps in improving efficiency in the emergency department by ensuring that the management is determined in meeting consumer demands through the provision of services which create value for the consumers. The practice, therefore, provides the control with an opportunity to continually review its operational management activities and learning from their past mistakes. The waiting time formula has dramatically impacted and contributed to the reduced crowding effect in most emergency departments. Through designing systems to control the time taken for every activity in the emergency department, the management has to be able to reduce time wastage for the consumers as well as enhance their levels of efficiency regarding increased responsiveness to consumer demands (Fagel 2016, p. 12). The practice or principle provides the management with an opportunity to reduce the time and the length of stay at the emergency department by regulating various parameters such as the utilization rate or the activity time. Lastly, the efficient frontier practice or principle has enhanced the effectiveness of emergency services through improved efficiency and responsiveness to consumer demands (Hillman, 2014, p. 492). It provides the management with an opportunity to examine which approach best suits their goal and may decide on whether to use the strategy of moving alo ng the frontier or moving towards the efficient frontier. In this case, running towards the frontier is more useful as it leads to increased efficiency through increased utilization rates and responsiveness. The supply chain and inventory management concepts can be instrumental in developing the process of health care or hospitals emergency departments. The ideas involve the efficient integration of some players in the industry or business such as the manufacturers, the suppliers, distribution agents, warehouses among others (Kadri et al. 2014, p. 107). The main aim of integrating these players is to ensure that good and services are produced and distributed in the right quantities, are delivered to the correct locations, the delivery is done in time in a manner that minimizes the operational costs and offers satisfactory services to the consumers. The concept is beneficial in the healthcare sector due to the number of players involved in providing health care to consumers. The healthcare supply chain can be designed to include product manufacturers, the purchasers of the products and the healthcare providers (Skinner 2016, P. 8). For the hospital emergency department to improve their ef ficiency in service delivery and in meeting consumer demands, there is a need to integrate these players by developing an effective healthcare supply chain and inventory management strategy. Inventory Management Concepts The central inventory concepts which can be used to improve the efficiency of the emergency department include; the adoption of the just in time or stockless inventory management systems to reduce waste, outsourcing the inventory management systems as well as the use of new models to improve patients scheduling decisions which help in lowering crowding effect. The management can also create better demand forecasts (Kang DeFlitch 2014, P. 3974). The primary goal however of the inventory management, as well as the supply chain concepts in health care, is to reduce the operational costs of the facility and general health care and still maintain the quality of service provided by improving service efficiency and increased the productivity of the system. For improved efficiency and effectiveness of NSW Health Emergency Department, there is need to adjust the operations of the department from registry or admission of patients in emergency treatment. The waiting time formula systems will help in enhancing the prioritized queue systems in the departments. The major problems experienced in achieving efficiency and effectiveness of emergency departments include increasing the flexibility of the emergency healthcare systems. Some hospitals still use the traditional emergency response systems and have been reluctant in adopting the new policies. The modern emergency centers have also faced a challenge in increasing the flexibility of these systems in meeting consumer demands. In responses to these issues, it is essential to for the operation management of the emergency department to design systems which are flexible or customized to meet consumer increasing demands. Flexibility will ensure that there are increased efficiency and utilization rates as well as the department responsiveness to consumer needs (Wylie et al. 2015, p. 98). With the increased technological advancements in the health sector, it is essential for the management also to adopt modern technologies and inventory as well as supply chain systems to help in improving their service delivery. The significant barriers expected in the implementation of these strategies can either result from resource capabilities of the hospital and especially in adopting or implementing the modern operation management systems. It is also expected that the hospitals may be resistant in embracing the changes due to organizational culture and structure since most hospitals have remained conservative to their practices and even their operational processes. Conclusion Operational efficiency and effectiveness in emergency departments can be achieved through the development of effective strategies. However, sound management of the operating processes in the emergency departments is very vital in the reduction of waste and inventory costs. It will also be able to improve the department operational efficiency and bring about a significant impact on the quality of patient care provided in the facility. List of references Amaral, T.M. and Costa, A.P., 2014. Improving decision-making and management of hospital resources: An application of the PROMETHEE II method in an Emergency Department. Operations Research for Health Care, 3(1), pp.1-6. Batt, R.J. and Terwiesch, C., 2015. Waiting patiently: An empirical study of queue abandonment in an emergency department. Management Science, 61(1), pp.39-59. Brown, C.A., Bair, A.E., Pallin, D.J. and Walls, R.M., 2015. Techniques, success, and adverse events of emergency department adult intubations. Annals of emergency medicine, 65(4), pp.363-370. DAndreamatteo, A., Ianni, L., Lega, F. and Sargiacomo, M., 2015. Lean in healthcare: A comprehensive review. Health policy, 119(9), pp.1197-1209. Fagel, M.J., 2016. Principles of emergency management and emergency operations centers (EOC). CRC press.pp. 12 Haddow, G., Bullock, J. and Coppola, D.P., 2017. Introduction to emergency management. Butterworth-Heinemann. Hillman, A., 2014. Why must I wait?The performance of legitimacy in a hospital emergency department. Sociology of health illness, 36(4), pp.485-499. Kadri, F., Harrou, F., Chaabane, S. and Tahon, C., 2014. Time series modelling and forecasting of emergency department overcrowding. Journal of medical systems, 38(9), p.107. Kang, H. and DeFlitch, C., 2014, January. Identifying Emergency Department Efficiency Frontiers and the Factors Associated with their Efficiency Performance. In IIE Annual Conference. Proceedings (p. 3974). Institute of Industrial and Systems Engineers (IISE). Liebler, G. and McConnell, C.R., 2016. Management principles for health professionals. Jones Bartlett Publishers.pp. 8 Matthias, O. and Buckle, M., 2015. Accidental lean: performance improvement in an NHS hospital and reflections on the role of operations strategy.PP. 114 Narasimhan, R., 2014. Theory development in operations management: Extending the frontiers of a mature discipline via qualitative research. Decision Sciences, 45(2), pp.209-227. Saghafian, S., Austin, G. and Traub, S.J., 2015. Operations research/management contributions to emergency department patient flow optimization: Review and research prospects. IIE Transactions on Healthcare Systems Engineering, 5(2), pp.101-123. Skinner, J., 2016. Forecasting Emergency Department Overcrowding. SPNHA Review, 12(1), p.8. Song, H., Tucker, A.L. and Murrell, K.L., 2015. The diseconomies of queue pooling: An empirical investigation of emergency department length of stay. Management Science, 61(12), pp.3032-3053. Wylie, K., Crilly, J., Toloo, G.S., FitzGerald, G., Burke, J., Williams, G. and Bell, A., 2015. Emergency department models of care in the context of care quality and cost: A systematic review. Emergency Medicine Australasia, 27(2), pp.95-101.

Organizational Structure and Culture free essay sample

Organizational structure can be defined as the establishment of authority and responsibilities between different positions in the company. It can be either horizontal or vertical. Organization structure also facilitates transparency in the organization (Luthans, 1998). My organization is Saint Joseph’s Hospital, which is a leading magnet facility here in Atlanta Georgia. Saint Josephs was the first hospital in the Southeast to perform open heart surgery, the first to develop a cardiac cath lab and the first to perform balloon angioplasty. The hospital was also the first to open a pace maker clinic and the first in Georgia to implant an artificial heart. Saint Josephs is also regarded as one of Georgias early pioneers in vascular surgery. Saint Josephs is a true innovator and attracts some of the nations finest physicians, nurses and medical support personnel http://www. stjosephsatlanta. org. Patient ratings of Saint Josephs nurses are among the highest reported year after year. We will write a custom essay sample on Organizational Structure and Culture or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Therefore, organizational structure and culture is of utmost importance to our leadership. Executives, directors, managers and supervisors have the responsibility to promote a culture that supports compassion, honesty, respect, responsibility, integrity, teamwork and stewardship among employees and physicians. This requires the promotion of open communication; zero tolerance of fraud, abuse and waste; encouragement of educational and training sessions; and cooperation with requests for information on a timely basis. Each member of the management team is accountable for setting an example that supports the hospital’s culture and structure. Our facility is structured using a team-based type of structure to create an environment of ownership among the stakeholders. This structure supports our organizations plan because it relies strongly upon collaboration, shared goals, common assessments, and other aspects of cooperation to achieve its various plans and missions. It is also a structured system of tasks, workflows, reporting relationships, and communication channels that link the diverse parts of an organization. Team-based approaches benefit from the collective and shared decision-making, planning, goal setting, and overall collaborative nature. On the other hand, some negatives are that this approach is often arduous, time consuming, and even cumbersome since it takes a long time to reach consensuses. Any structure should both allocate tasks and provide for the coordination of performance results. Unfortunately, it is easier to talk about good structures than it is to actually create them. This is why you often read about restructuring, the process of changing an organization’s structure in an attempt to improve performance. Activities of an organization are the combination of some functions like planning, organizing, directing, controlling, etc. All these functions have an impact on the structure of the organization. Planning is a very important function for an organization. It is a determination of the future course of actions for the company. Planning includes determination of specific objectives, programs, policies and strategies. Structure is designed according to the plans of the organization. Any change in the plan causes a change in the structure of the organization. Organizing is the process of dividing the tasks and duties to different groups, and departments. Organizing function increases the efficiency of the organization. All authorities and responsibilities are divided in such a manner that goals of the organization can be achieved. Organizational structure is designed and changed according to the task divided among the employees. Directing is a process of communicating to the subordinates by the superiors. Each employee of the organization is directed by his superiors. Superiors give continuous guidance to the subordinates. Changes in the duties and responsibilities of the superiors and subordinates also affect the structure of the organization because directing process also includes communicating, leading and motivating process. Controlling is the process in which a manager compares the actual results from the predetermined objectives. If any variation is found, some corrective actions are taken by the manager. Corrective actions include changes in the policy, plans or any strategy of the organization. All these changes also affect the structure of the organization. Structure is changed according to new plans and policies of the organization (Prasad, 2008). During this project I discovered that the organizational chart at my facility has undergone significant change. We no longer have the traditional organizational chart which is best illustrated by the shape of a pyramid with board of trustees on top, CEO, CFO, COO then upper management, followed by middle management, then front line people and at the bottom with the argest area, the customers. It shows that top management has the power over those situated below it. Now we have a modern customer-oriented organizational chart, that is an inverted pyramid where the customers are on top occupying the largest area followed by the front line people, middle management and at the bottom, the top management with the smallest area. There are arrows pointing upwards showing that customers are now the primary focus of the organization hence, it is customer-oriented. I have learned that an organizational chart for our unit shows us the division of work via positions and titles which show how work responsibilities are assigned. Supervisory relations with levels of management, let staff members know who reports to whom. Communication channels direct the formal reporting process through the chain of command. Whenever someone speaks of the way we do things here, for example, they are talking about the organizational culture. Although culture is not the sole determinant of what happens in organizations, it is an importance influence on what the members accomplish and how. Therefore, internal and generational differences have the potential to shape attitudes, reinforce common beliefs, direct behavior, establish performance expectations, and create the motivation to fulfill them. In my facility the younger nurses have varied beliefs whereas the older generation pride themselves on their core beliefs about the right way to do things. They have different ways of looking at things based on their traditions and values. They dress differently and express themselves in different ways. I enjoy the cultural differences of my workplace environment but I’ve come to discover that I’m managing the diverse needs of our employees, not their cultural differences. Diverse, yet very common needs, such as child care, flextime, working at home, leave to take care of elderly parents, paternity leave as well as maternity leave. Those needs are in the workplace, and it has nothing to do with a persons cultural difference. Collectively these differences and similarities all influence the organizational culture of the workplace. In conclusion, the potential advantages of team structures begin with better ommunication across all disciplines. Teams are the building blocks of the new and more horizontal organizations. Our organizational structure formally designates and uses permanent and temporary teams extensively to accomplish tasks. References http://www. stjosephsatlanta. org/ Luthans, F. (1998). Organizational Behavior, (8th Ed. ). New York: Irwin McGraw-Hill. Pras ad, L. M (2008), Organizational Behavior (3rd Ed. ), New Delhi: Sultan Chand and Sons. Sullivan, E. J.. Decker, P. J. (2009). Effective Leadership and Management in Nursing (7th ed. ). Upper Saddle River, NJ: Pearson Prentice Hall.

buy custom Boston Massacre essay

buy custom Boston Massacre essay The Boston Massacre expressed the peoples discontent at the kind of rules that the colonialists wanted to implement in America. It was also called the the bloody massacre in the King Street and the state street massacre. The street shooting that led to the loss of human lives was such a dramatic occurrence that caused the American Revolution. The massacre has sparked a lot of debate on the person or authority to be held liable for the bloody killing, whether it was the soldiers who violated the colony laws, which ruled out firing at the people, or the civilians who insulted the soldiers.Therefore, the research focuses on the background of issues leading to the confrontation, an account of the event, trial, and aftermath of the event, then a conclusion. Despite the position taken regarding an individuals views, the Boston Massacre is still considered a typical landmark of the American Revolution. Background The Boston massacre occurred on 5th march, 1770 when the British regulars murdered five Bostonians in the confrontation that occurred on the King Street.Typically, the killings resulted from the tension that the appearance of the royal troops in Massachusetts had caused. Notably, the troops presence was to impose the tax burden that the Townshend Act had imposed in the area. Also, they were to restore the British law and order that was deteriorating in the region. As the Americas colonial power, Britain had to ensure that order was maintained and the people had to follow the laws to the latter. The colonial master had to deal with the apparent difficulties that the soldiers had to go through. Notably, the soldiers kept on patrolling on King Street and were to maintain peace. Still, there was no abuse of any kind. Moment later, a crowd of people gathered at the street, but, was unarmed. The only notable thing is that they had sticks and were expressing distress at the perceived military roughness in the city.However, there was no call for firearms use. Account of the events The first troops from Britain reached Boston in 1768.Notably, their arrival triggered hostility between the soldiers implementing the Kings rule and the civilians in Boston. Indeed, it was the Boston Importers who ignored the custom duties that they were required to pay, who caused the trouble. Some of the Bostonians were not happy with the soldiers because they were implementing what the people regarded as impressments laws. Under such laws, the civilians could be seized forcefully and incorporated in the British Navy. In discomfort to the rules, clashes began to arise between the civilians and the soldiers. A consequential fight erupted on 2nd March, 1770 between John Grays employees and the soldiers.One employee insulted a soldier, who invited fellow soldiers to retaliate the insult. The fight attracted a large crowd that had similar discomfort, at the manner in which the soldiers did their work. Therefore, the soldiers were forced to use the weapons in defense. The second fight followed a disputed bill that a British officer had failed to settle his bill at a wig-maker shop, located at the King Street.The officer was confronted and forced to pay for the debt. Indeed, the confrontation attracted a large crowd that became hostile, leading to a heavy fight. As the fight continued, another confrontation ensued between Redcoats and the civilians. There was also a third crowd carrying clubs and matching towards the Dock Square. Soldiers tried to repel the crowd that turned violent. Trouble was increasing all around the city and attracted a large crowd that jammed the King Street and became rowdy.The crowd started throwing coal chunks, snowballs and oyster shells at the soldiers. Then, the crowd was ordered to disperse, but turned deaf ears at the call. The crowd intensified their match towards the soldiers and one of them grabbed a soldier and banged him down. In response, the soldier unloaded the musket pointing at the crowd and started firing. Then the soldier shouted fire, and the others joined him in firing at the crowd.Despite firing, the large crowd did not retreat, but, matched to the soldiers. The soldiers continued to fire in response to the jostling crowd. At that time, five civilians died on the street and several others sustained serious injuries. The crowddid not give up due to their determination to fight and the soldiers did not wait. They loaded the guns once more and ready to open fire. This made the captain to shout, Stop firing. The acting governor of the town, Thomas Hutchinson heard the shooting incident while at his home in North Square and rushed to the scene.He found the captain and the angry crowd still at the embattled street. He talked to the captain and asked him, Do you know, sir, you have no power to fire on anybody of the people gathered, except you have a civil magistrate with you to give orders.The captain replied, I was obliged to, to save the sentry.Then governor proceeded to the Town House, where he guaranteed the council members who had gathered that justice would take its course. He also assured the crowd that he would do all to ensure justice is done and asked them to remain calm. The Trials According to Linder, the authority agreed that Captain Preston had to face trial separately from the other eight soldiers. However, the soldiers objected this in a letter that they wrote to the court. The letter stated that, the distressed prisoners begged to be let free to have their trial when Captain Prestons case was being heard. This is because the soldiers carried out orders from the captain, and those who disobeyed the orders could be confined or shot. Linder further stated that, the soldiers feared that Prestons defense lay in refuting that he gave orders to fire, while the soldiers knew that their defense lay in making the claim that they strictly, followed their captains orders. The soldiers knew that if Captain Preston proceeded for trials first, their defense could be compromised. As a result, the conflict that occurred between Preston and the soldiers presented attorney John Adams with a dilemma because he had accepted to defend both parties. According to best practices, John should have made a decision to represent either the eight soldiers or Captain Preston, however, in the 1700s such kind of conflicts were viewed differently. Unfortunately, the soldiers plea to have a joint trial was denied without clarification. Captain Preston was the first person to face trial for murder. The trial lasted for ten days, from October 24th to October 30th at the Queen Street Courthouse. Samuel Quincy who was the solicitor general and Robert Paine a prominent Boston lawyer led the prosecution. John Adams was assisted by Josiah Quincy in defending Preston. The issue during the trial was whether Preston ordered the soldiers to fire civilians. Moreover, Linder asserted that Preston steadfastly denied that he ordered the soldiers to fire the civilians. Three defense witnesses supported Prestons account in denying that he gave orders to fire the civilians while four witnesses supported the prosecution that, indeed, Preston gave the order. Calef Daniel was the only prosecutions eyewitness whose statements were convincing. Daniel claimed that he was present at the firing, and in fact he heard one of the guns rattling. He said further that he turned around, and heard the officer who stood on the right order the soldiers to fire. The officer was wearing a yellow jacket, redcoat, a hat with silver lace, and an untrimmed coat. Daniel swore that he saw his face because the moon was shining Sadly, copies of the trial do not exist even though the trial was written in shorthand. The testimony of Preston was surmised from the evidence that he gave during the advance trial. Preston submitted an account of how some people asked him if the guns were charged and he replied with a yes answer. Conversely, when the same people asked him if he intended to order his men to fire, Preston vehemently denied. Nevertheless, while Preston was still speaking with the civilians, one of the soldiers who had reeceived a blow stepped aside on one side and fired. When Preston turned around to ask the soldier why he had fired, he (Preston) was also struck on the arm with a club. This prevented him from using the arm for sometime, he lamented had the blow found his head it could have destroyed it. He went on saying that the attack was carried out on the civilians by using snowballs and clubs; hence, his life was also in danger. As everyone struggled to get a haven, some of the civilians called on the soldiers to fire. Immediately about four soldiers fired sequentially during the confusion. John Adams doubted the jurors minds, whether Preston ordered the soldiers to fire. The twelve man jury made deliberations for a few hours and finally acquitted Preston of all the charges that were labeled against him. After eight weeks, the soldiers faced trial. The witnesses testified on the clashes between military and civilians on what happened three days before the massacre as well as the events that took place during the night of the massacre. From the prosecutors side, the most damning evidence was that of Samuel Hemmingway who stated that Private Killroy Samuel who had been identified earlier by another witness actually shot John Gray. Killroy could not miss an opportunity to fire the inhabitants because he always wanted to shoot civilians from the first time he arrived. The defense lawyers presented testimonies to support the theory that soldiers merely fired in self-defense. One of the defense witnesses called James Bailey presented a photograph of a rowdy gang. Bailey explained how the soldiers were pelted with chunks of ice and other crude objects. In addition, Bailey testified that he saw Attucks Crispus hit Private Montgomery using a cord wood stick. Adams questioned the jury if they could stand still in such a situation and allow the mob to knock their brains. The Aftermath of Boston Massacre According to Reid Philip, Captain Preston and the four men that were in the Custom House were indicted on the 27th of March. The government gave the soldiers a fair trial so as to prevent retaliation from the British as well as to avert alienation of the moderates from the patriots cause. In defending the soldiers, Adams argued that if the soldiers lives were in danger because of the Negroes, saucy boys, molattoes, jack tarr, and Irish teagues, then the law allowed the soldiers to fight the civilians. Reid further says that John Adams blended eloquence and law in concluding his defense. He told the jury that this was a case of self defense. Justices Oliver and Trowbridge instructed the jury. Trowbridge told the Boston men that, malice distinguishes murder from every other homicide. On the other hand, Oliver asked Carr to determine whether a man who steps into eternity should not be believed, particularly in favor of those who he had lost his life to. Finally, Reid documented that after the deliberations, the six soldiers were acquitted of all the charges, however, Montgomery and Killroy were found guilty for an offense of manslaughter. The two soldiers appeared in court on the 14th of December to give the reason for not being liable for the killings and not face death sentence, they invoked the benefit of clergy. Ultimately the soldiers punishment was turned into thumb branding from imprisonment. The jurys decision was based on the belief that soldiers felt threatened by the civilians. Conclusion In summary, it is the peoples discontent that led to the resistance to the rules that the colonial masters wanted to impose on the people. However, the killing of the unarmed Protestants was regrettable. Thus, if the soldiers were provoked and no threat occurred in their lives, they were guilty for a charge of manslaughter. Finally, the judges verdict was inclined to one side, in support of the soldiers. Buy custom Boston Massacre essay

How to Move Up Retail Career Ladder Without College

How to Move Up Retail Career Ladder Without College Huge numbers of young people at all levels of education currently work in the retail industry- tons of Millennials between the ages of 19 and 30 work in retail sales positions,  often starting at a low hourly wage right out of high school. If you find yourself on the bottom rung of a retail career and would like to advance, here are a few strategies to get yourself to the next level. 1. Know where you’re going.You can’t make real progress without a target in mind. Have an idea for where you want to end up. What’s your career goal? Then start taking steps to get there. Direction is a good and grounding thing. Observe the people you work with and learn from them: what are they doing that you like? Can you ask them to help you get to where they are? Find a mentor and follow his or her advice.2. Find the right company.Find a place to work where you can reasonably expect to achieve your goals. Take extra care to pick a company you genuinely like, whose business prac tices mesh with your ideals. It’s much easier to demonstrate your passion for work if you can muster up some genuine enthusiasm for where you work.3. Consider a degree.Most stores don’t require a degree for an entry-level sales position, but you might need some postsecondary training (at least) to advance beyond sales and get anywhere else you want to go in your field. Consider an associate’s degree in retail management, with courses in accounting, conflict resolution, or business communication. You might even consider a bachelor’s degree in Economics, if that’s viable for you.4. Think management.Research jobs in retail management and devote yourself to acquiring the skills you’d need to be considered for those positions. Start tweaking your resume to emphasize your leadership expertise and strengths. Look around for companies that are looking to expand and are likely to have management openings for a hungry striver such as yourself.5. Impre ss your boss.If you constantly prove yourself to be an asset to your supervisors, and you constantly make her look good with your performance, then you’re well on your way up. Put in the extra work to impress who you need to be impressing. Be open to feedback and constructive criticism. Ask for advice on what might be holding you back and how you can improve and grow. Go above and beyond.6. Know your value.What do you bring to the table that your co-workers or competitors don’t? How can you show yourself to be an asset to a company- either where you are now, or where you’d like to be? Figure that out and then figure out how to communicate it in a job interview or annual review.7. Keep at it.If you know where you want to go, and what you need to do to get there, then the battle is half won already. Persist in your pursuit. Keep learning and pushing yourself. Keep paying attention to what others are and aren’t doing. Your level of commitment will determine how fast you advance.

Debt in the firms balance sheets Essay Example | Topics and Well Written Essays - 1750 words

Debt in the firms balance sheets - Essay Example The paper presents ordinary shares that can be simply defined as shares which are not preferred shares and which do not offer fixed dividend amounts. As Nevin states, an ordinary share directly indicates equity ownership in a company and it entitles the owner to voting rights in various crucial affairs of the company in proportion to their percentage of shareholding. Ordinary shareholders are entitled to receive dividends on their investment only if anything left after all liabilities are paid. In contrast, debt is an obligation owed by one party (debtor) to another party (creditor). In case of debts, lenders have no rights on the firm’s operations and are unable to take part in determining major strategic issues. Organisations and businesses across the world use debt to finance their day to day operations and other particular projects. The levels of debt are fundamental macroeconomic data and it they largely vary from company to company. Generally, levels and flows of public debt are given central importance while levels and flows of private debt are not considered as a major cause of concern. Stocks and flows are two important tools of debt measuring. Stocks are levels of debt and they have units of currency whereas flows change in debt levels and have units of currency/time. All credit is debt and it is created by lenders who agree to lend money for the exchange of adequate future returns. Lundgren reflects that the amount of money lent is considered to be the asset of the creditor while it becomes the liability of the debtor. Debt is often issued along with a specific repayment plan; and the debt maturity time or period of repayment may range from a few days to 50 years or longer. According to the maturity period, debt is classified into three categories such as short term, medium term, and long term debt. In order to accurately calculate total debt of a business, it is necessary to take off-balance sheet debt into account as all debt items may not s how up on the balance sheet. As Shearn (2011, p. 116) states, these debt items may include lease obligations, warranties, purchase contracts, unfunded pension liabilities and any other contractual obligation. However, this type of debt is generally disclosed in the footnotes attached to the financial statements. White, Sondhi & Fried (2006, p. 323) indicates that the liability amount shown on the balance sheet may not always represent total cash flow required to meet the debt. Business houses only record the present value of the future cash flow. To illustrate, if a firm borrows $1,000 at an interest rate of 12%, total amount payable at the end of that period becomes $1,120. However, the balance sheet will only represent the present value of the future payment or $1,000. Factors affecting levels of debt As Crane, Knoop, and Pettigrew (1977) point out, different firms have varying strategies in maintaining their debt levels and this strategic differences cause debt level variances in firms’ balance sheets. A firm considers an array of factors before framing its debt level strategies. In the words of Long and Ravenscraft (1993), no firm would allow its debt level to grow beyond its repayment capacity as this condition may adversely affect the feasibility and market repute of the business. More precisely, a firm’s debt level heavily depends on its borrowing policies. â€Å"Tthe capacity to borrow depends on several factors such as profitability, stability, relative size, asset competition, and the industry position of a business† (Shearn, 2011, p.115). Hart (1995, p. 142) argues that profitability plays a pivotal role in determining the debt level of a business house. General trends indicate that level of debt will be in an