Chechnya and Russia conflict Research Paper Example | Topics and Well Written Essays - 1250 words

Chechnya and Russia conflict - Research Paper Example However, the collapse of the Soviet Union allowed for separatist groups within Chechnya to place a renewed emphasis and focus upon independence; thereby drawing the Russian Federation to act as a means of protecting the sovereignty the sovereignty of its newly redefined borders. Chechnya naturally refers to the geographic region within Dagestan that represents and ethnically, culturally, and religiously diverse people. Whereas incorporation within the Russian Empire and subsequent Soviet Union had provided a great deal of commonality with regards to the vast geographic areas that could be defined as Russian or Soviet, Chechnya exhibited a strong will to independence from the time that it was first colonized up until the present. Accordingly, this region has become a flashpoint for both independence and radical Islam within Russia’s southern border. Whereas there are many other trouble spots within Dagestan and the southern Caucasus, Chechnya has become the focal point of these due to its strong cultural traditions and continual resistance to whatever Empire or Federation seeks to define it a given time. The pro-unification Chechen government refers to something of a puppet regime that was set up by the government of Vladimir Putin upon the conclusion of the Second Chechen War. Headed by Akhmad Kadyrov, the pro–unification government naturally sought a greater degree of integration within the Russian Federation. In such a way, the Russian Federation was able to utilize a pseudo-– democratic process to seek to ease tensions within the region. However, Akhmad Kadryov was assassinated by a bomb blast in 2004.3 His assassination prompted Moscow to promote his son Ramzan Kadyrov to represent the pro—unification Chechen government. The degree of success that this process has been able to integrate with regards to revolutionary violence within Chechnya has been marked. Although violent repression still continues to exist, the region has experienced a great deal of growth and rebuilding of formerly leveled cities have helped to integrate individuals within the framework of society. Although there are many who continue to push back against the pro—unification Chechen government, it exhibits a great deal of influence and provides the Russian Federation the level of power that has not been seen within Chechnya since the collapse of the former Soviet Union.4 Naturally, representing the flip side of this are the separatist rebels. The separatist rebels are drawn from a wide variety of backgrounds, cultures, and degree of appreciation and adherence to Islam. Ultimately, the separatist rebels failure can be seen as a function of the fact that they do not have a solitary voice. In such a way, the separatist rebels exhibit a weakness that is been able to be exploited by the Russian Federation as a means of subverting and subduing the movement that they represent. Regardless of this splintered nature, elements of the separatist rebels continue to promote radical revolution and ask of violence against both military and civilian assets of the Russian Fe deration. Naturally, in order to understand the situation, one cannot and should not discount the role that religion plays. Whereas the Russian Federation is almost exclusively Eastern Orthodox, Chechnya and other areas within Dagestan and the South Caucasus are exclusively Islam. Although individuals within the rebel movements of Chechnya cannot and should not be considered as solely motivated by radical interpretations Islam, the fact that matter is that Islam

New Coronary Intervention Codes in 2013 Essay Example for Free

New Coronary Intervention Codes in 2013 Essay Coronary Intervention Codes and Reimbursement: Two Decades of Effective Advocacy Why have interventional cardiologists’ salaries ranked at or near the top compared to other specialties for the past decade (1)? Long hours under high stress using extreme skills to perform dangerous procedures? Yes, but there is more. Effective advocacy by the Society for Cardiac Angiography and Interventions (SCAI) and American College of Cardiology (ACC) has played a large role. This is the story. Medicare, enacted in 1965, based reimbursement for physician services on the actual charge on the current bill, the customary charge over the past year, or the local medical profession’s â€Å"prevailing† charge over the past year, whichever was lowest (2). This system was chaotic and confusing. In response, the Omnibus Budget Reconciliation Act of 1989 switched Medicare to the Resource Based Relative Value System (RBRVS). This used Hsaio et al’s estimates of physician time and effort to assign Relative Value Units (RVUs) to physician services (3). In 1991, the Center for Medicare and Medicaid Services (CMS) convened a series of Technical Expert Panels (TEP) to refine Hsaio’s initial estimates of work for selected procedures. One of these was percutaneous transluminal coronary angioplasty (PTCA). A representative of the SCAI/ACC convinced the TEP to increase reimbursement for PTCA from Hsaio’s estimate of 9.5 RVU’s to 10.5 RVU’s. The 20 million or so coronary angioplasty and stenting procedures performed in the US since 1992 have all been reimbursed at a rate reflecting that 1 RVU increase granted by the TEP in 1991. Thus, this one instance of effective advocacy by SCAI/ACC increased reimbursement for these 20 million coronary intervention procedures over two decades. Now jump to 1994 when STRESS (4) and BENESTENT (5) compared elective stenting to balloon angioplasty, and a randomized trial compared then state-of-the-art Palmaz-Schatz and Gianturco-Roubin II stents (6). Elective stenting was just starting; most stents were placed to bail out failed balloon angioplasty. In this milieu a code for coronary stenting was developed. The expert panel that advised CMS on reimbursement estimated that the average stenting procedure required 120 minutes of physician time from first injection of lidocaine to last catheter withdrawn (diagnostic catheterization not included), 45 minutes of preparation time before the procedure, and 60 minutes of physician work after the procedure, for a total physician work time of 225 minutes per coronary stenting case. Thus, interventionists have been paid for coronary stenting at a rate based on almost 4 hours per procedure for the past 17 years. New Coronary Intervention Codes and Values For the past several years, CMS has attempted to curb Medicare expenditures by identifying and reducing payment for over-priced services. In 2011 CMS identified coronary stenting as possibly over-priced and required that it be re-valued. The value of a service depends on the time required to perform it, and to a lesser extent the intensity of the work. SCAI and ACC knew that invasive cardiologists were reimbursed for 4 hours of work per stent case since 1994, and that procedural times might have shortened since then. A re-valuation could significantly decrease the RVUs paid for a coronary stenting procedure. Interventional cardiologists were also keenly aware of problems with the existing coronary intervention codes (Table 1). Reimbursement for an emergency middle-of-the-night ST elevation myocardial infarction (STEMI) stent procedure was the same as for elective stenting of a healthy patient at noon. Stenting of complex left anterior descending bifurcation lesions requiring 3 stents was valued the same as stenting of a type A lesion requiring 1 short stent. SCAI/ACC experts decided that if interventional procedures were to be re-valued, it was time to get codes that recognized and reimbursed for the extra work of performing complex coronary interventions. SCAI/ACC experts developed a new set of codes that describe interventional procedures with greater detail (Table 2) and won their approval by the AMA Current Procedural Terminology (CPT) Panel. Then they had to be valued. This required several steps. The first step was a survey of practicing interventionists to estimate physician work and time required for each new coronary intervention code. As expected, practicing cardiologists estimated the skin-to-skin time required for coronary stenting to be much less than original 2 hours – 45 minutes to be exact. Without the new codes, reimbursement for coronary stenting would likely have been reduced proportionately, by over 50%. Fortunately, SCAI/ACC experts convinced the American Medical Association Relative Value Update Committee to recommend to CMS that the new complex coronary intervention codes be reimbursed at higher rates (by up to 25%) than simple coronary stenting. Overall, reimbursement for the family of coronary intervention procedures will drop 18-20%, much less than the 50% that might have occurred without the new codes. New Coronary Intervention Codes Solve Old Problems The new codes solve several longstanding problems. .1. For a decade interventionists have complained that they are not reimbursed for the intensity of STEMI PCI. Now they are. RBRVS rates intensity using units of â€Å"RVU’s per minute of procedure time†. The intensity of seeing patients in clinic rates.03, coronary bypass surgery rates.10, and emergency tracheostomy rates.26. Coronary intervention codes were previously rated at.10, but the new code for STEMI PCI has an intensity rating of .18. Intensity of other new coronary intervention codes is raised to the .13 – 15 range. .2. The extra work and stress of PCI of grafts and chronic total occlusions is now recognized and reimbursed higher, by 10% and 25% respectively. .3. Stenting preceded by atherectomy is now reimbursed at a higher rate (by 12%) than stenting alone. Previously there was no differential. .4. The additional work of performing PCI on multiple branches of a single artery is now recognized with separate codes. CMS refuses to pay for these, and SCAI and ACC are lobbying CMS reverse this decision. The good news is that CMS’ decision does not limit reimbursement because CMS bundled the value of the â€Å"additional branch codes† into payment for the base codes. SCAI/ACC still recommends that the â€Å"additional branch codes† be used because some private payers may choose to reimburse them. Interventional Coding Examples to Illustrate Basic Principles .1. Problem: Coronary angiography is followed by ad hoc coronary stenting of the right and circumflex coronary arteries. Solution: 93454 (coronary angiography), 92928 (stenting single coronary), and 92928 again (stenting circumflex). Principles: As before, catheterization is coded using the separate cardiac cath codes, which are paid at 50% when performed with coronary intervention. Also, the base code for coronary stenting (92928) is used for both vessels, whereas previously the base code was used once, along with an â€Å"each additional vessel† code which was retired in 2013. .2. Problem: Stenting of the circumflex is performed followed by atherectomy and stenting of the ramus. Solution: 92928 (stenting single coronary), 92933 (atherectomy and stenting single coronary). Principles: Previously CMS recognized and reimbursed for procedures in only 3 arteries (the left anterior descending, the circumflex, and the right) and might have denied reimbursement for the ramus PCI. Starting in 2013, CMS recognizes two additional arteries (the left main and ramus arteries) and will reimburse for PCI in all of them. Also, use the new â€Å"atherectomy + stenting† code (92933) offers higher reimbursement than the stent code (92928). . 3. Problem: A patient with non-ST elevation myocardial infarction has a 99% lesion with slow flow stented. Solution: 92941: (stenting of subtotal/total occlusion causing acute MI). Principle: This code can be used for any acute MI patient (STEMI or non-STEMI) with a â€Å"total or subtotal† lesion. CPT does not provide a definition of â€Å"total or sub-total†, so if the code is used an accurate description of the lesion to support this code should be included in the procedural report. .4. Problem: Bifurcation stenting of the left anterior descending is performed, with PTCA of the sidebranch ostium and stenting of the parent vessel. Distally, a separate diagonal sidebranch is rotationally atherectomized. Solution: 92928 (stenting of the LAD), 92921 (angioplasty, additional branch for the LAD diagonal bi9furcation), 92925 (atherectomy, additional branch). Principles: PTCA of the diagonal as part of the bifurcation stenting is now recognized. When a separate branch is treated, use a second â€Å"additional branch† code. .5. Problem: Intravascular ultrasound (IVUS) shows a significant left main lesion extending into the proximal LAD which is stented. Fractional flow reserve across a distal lesion is measured and is not significant. Solution: 92928 (stenting of the left main/LAD), 92978 (intravascular ultrasound), 93571 (fractional flow reserve). Principle: As before, IVUS and FFR codes are used as â€Å"add-on† codes in addition to the base coronary intervention codes. When a single stent is used to treat a lesion in the left main extending into the LAD or circumflex, it is coded with only one code.

You Should Have a Business Plan Before You Buy a Website :: Sell Websites Buy Web Sites

You Should Have a Business Plan Before You Buy a Website Reprinted with permission of VotanWeb.com OK, you have formed your limited-liability company and you have your tax-identification number. You are ready to buy a website, right? Wrong! If you intend to spend more than a trivial amount of money purchasing a website then you should have a business plan. A business plan is your personal vision for your website, your roadmap to success. At the very least, a good business plan will include an executive summary, a description of the website, the competition, marketing plans, background of the management and financial information including a balance sheet, income and cash-flow projections. You also may want to include tax returns and contracts if you intend to use this information to obtain financing. The business plan does not need to be a book. A straightforward business plan for a small website might be only ten pages in length. The executive summary should be straightforward and clear, or else your reader may not have enough interest to get into the details. The financial section is extremely important and the most complex. Projecting cash flow may require some professional help, but you can start with some educated guesses. You should certainly discuss how you plan to direct traffic to your site. All business plans include research on the targeted market. You can find most the information you need for free online. Online business publications have a lot of useful information, but you may have to pay a fee to access their archives. You should also visit the websites of all industry trade groups that are relevant to your target market.

Collective Strategy Development Essay

JSTOR’s Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www. jstor. org/action/showPublisher? publisherCode=jwiley. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor. org. John Wiley ; Sons is collaborating with JSTOR to digitize, preserve and extend access to Strategic Management Journal. http://www. jstor. org Strategic Management Journal, Vol. 9, 375-385 (1988) AND COMPETITIVE MATCHING COLLECTIVE RUDIK. F. BRESSER Baruch College, The City University of New York,New York,New York,U. S. A. This paper discusses possibilities for combining collective and competitive strategies. Combinations can be problematic if competitive intentions are disclosed through the information links resultingfrom collective strategies. After describing how different collective strategies may lead to an uncontrolled disclosure of strategic information, a typology evaluating the feasibility of strategy combinations is developed. The typology’s implications for research and managerial practice are discussed. A recent development in the business policy literature is a concern with strategic planning at a collective level. Collective strategies are attempts by sets of organizations to manage their mutural interdependence and the system dynamics of their interorganizational environments (Astley and Fombrun, 1983a; Bresser and Harl, 1986; Thorelli, 1986). In managing interdependent and dynamic environments, collective strategies can be reactive by absorbing movement within an environment, or they can be proactive by forestalling the unpredictable behavior of other organizations. Firms can use collective strategies in combination with competitive strategies. This paper discusses the extent to which such combinations are feasible. MANAGING INTERDEPENDENCE Organizational interdependence exists whenever one organization does not entirely control all the conditions necessary for achieving a desired action or outcome (Pfeffer and Salancik, 1978). In addition to environmental movement, interdependence can cause problems of decision-making uncertainty for focal organizations. This occurs because the success of activities chosen by any interdependent organization depends on the activities selected by other organizations. Consequently, an interdependent organization may need to consider other organizations’ actions, and it faces decision-making uncertainty if it is aware of its interdependence and has difficulties in controlling the activities of other organizations. Decision-making uncertainty is most likely to be perceived among horizontally interdependent organizations operating in oligopolistic markets. Under these conditions all organizations are aware of their mutual interdependence and have considerable difficulties in controlling each other’s behaviors as they compete with one another for market share (Fombrun and Astley, 1982; Pennings, 1981). Business firms can use both competitive and collective strategies to manage their interdependencies. The literature distinguishes three major dimensions of competitive strategies: price, promotional, and product competition strategies (Khandwalla, 1981). Competitive strategies manage interdependence successfully if they result in advantageous competitive positions, thus forestalling interdependence and reducing decisionmaking uncertainty (Pennings, 1981). For Received 20 October 1986 Revised 21 July 1987 ? 0143-2095/88/040375-11$05. 50 1988 by John Wiley & Sons, Ltd. 376 R. K. F. Bresser Table 1. Coordination mechanisms for collective strategies Coordination mechanism Regulative legislation Contracting Mergers Joint ventures Interlocking directorates Trade associations Collusion and industry leadership Degree of formalization High High High High Moderate Moderate Low instance, product differentiation can create a protected domain for a focal organization with boundaries hard to penetrate by other competitors. However, in complex business environments interdependencies often are obscured from focal organizations so that individually coping with the dynamics of these environments becomes problematic (Emery and Trist, 1965). In these situations, collective strategies can supplement competitive strategies as a means of coping with the variation of interdependent environments (Astley and Fombrun, 1983a). CONCEPTIONS STRATEGY OF COLLECTIVE CONFLICTS BETWEEN COMPETITIVE AND COLLECTIVE STRATEGIES Bresser and Harl (1986) described the dynamic relationship between competitive and collective strategies as being composed of two strategic perspectives that are dialectically related to one another. For instance, when competitive strategies prevail within a market the resulting turbulence and decision-making uncertainty eventually will encourage organizations to use more collective forms of strategizing. However, when collective strategies prevail and create dysfunctions (such as reductions in strategic flexibility, amplified impacts of external disturbances, and attraction of innovative outsiders) which also cause environmental movement and decision-making uncertainty, competitive strategies may again be considered the more attractive methods for coping with interdependence. The dialectical relationship between competitive and collective strategies implies that organizations should remain alert to potential dysfunctions developing from their operating strategies, and that they should maintain a capacity to alternate between more collective and more competitive forms of strategizing (Bresser and Harl, 1986). However, some conflicts between competitive and collective strategies can be anticipated and should be considered before a particular strategy mix is adopted. This paper evaluates combinations between competitive and collective strategies in light of a potential conflict arising from the need to both share and conceal strategic information. Whenever organizations attempt to use both types of strategies simultaneously, i. e. competitive The term ‘collective strategy’ has been defined in two different ways (Astley and Fombrun, 1983a; Bresser and Harl, 1986). On the one hand a collective strategy is defined as a larger interorganizational network which emerges unintendedly. As individual organizational actions aggregate into interorganizational networks an unintended collective strategy emerges that none of the participating organizations could have foreseen. Developments in the telecommunications industry exemplify the emergence of an unintended collective strategy (Astley and Fombrun, 1983b). On the other hand a collective strategy can also be voluntary and intended. Such a collective strategy results from the purposive collaboration of organizations attempting to manage their mutual interdependence. This paper focuses on voluntary collective strategies, developed by oligopolists to manage their horizontal interdependence. Voluntary collective strategies can be based on different coordination mechanisms. Table 1 presents these mechanisms using degree of formalization as the distinguishing criterion (Bresser and Harl, 1986; Fombrun and Astley, 1983). Regulative legislation (resulting from collective lobbying) and contracting represent coordination forms with high levels of formality. Collective strategies based on interlocking directorates or trade associations are characterized by moderate levels of formality, and collusion as well as industry leadership can be classified as informal coordination mechanisms. Matching Collective and Competitive Strategies strategies in one business area and collective strategies in others, a potential for contradictory activities or conflicts arises, because the major advantage of a collective strategy is a major disadvantage from a competitive point of view. With regard to managing interdependence the major advantage of a collective strategy is that it establishes linkages and communication channels through which information about other interdependent organizations can be obtained. Through this information the behavior of other organizations becomes predictable. This makes an environment more stable and less threatening for a focal organization, and thus reduces decision-making uncertainty (Fombrun and Astley, 1983; Pennings, 1981). Precisely this advantage of a collective strategy (stability through predictability) is a disadvantage if organizations wish to use competitive strategies to further their growth goals. Successful competitive strategies require that organizations maintain the secrecy of their strategic plans to forestall imitation (Starbuck and Nystrom, 1981). However, this need for secrecy is jeopardized if interorganizational linkages and communication channels resulting from a collective strategy allow organizations to predict and anticipate one another’s moves in areas where they wish to compete. Thus, organizations face a risk of uncontrolled information disclosure when using collective and competitive strategies side by side. Risk of uncontrolled information disclosure is defined as the likelihood that a disclosure of strategically sensitive information will occur, where the process of disclosue is uncontrolled from a focal organization’s point of view and damaging to its competitive plans. The potential damage resulting from an uncontrolled disclosure of information is particularly salient in oligopolies (the dominant US market structure) because in such markets ompetitors typically are in a position to use sensitive information to exert control over each other’s fates (Pennings, 1981; Scherer, 1980). Evaluating the risk of uncontrolled information disclosure emanating from collective strategies is important for two reasons. On the one hand, such information disclosure tends to render competitive strategic intentions ineffective. On the other hand uncontrolle d information disclosure tends to aggravate problems of strategic inflexibility. Bresser (1984) and Bresser and 377 Harl (1986) argued that organizations adopting collective strategies limit their strategic flexibility because, by agreeing to abstain from certain types of competitive behaviors such as price competition, they curtail their repertoire of available strategic tools. When considering the problem of uncontrolled information disclosure, losses in strategic flexibility resulting from a collective strategy may be even more encompassing. If the managements of organizations realize that the communication links provided by a collective strategy allow for an uncontrolled disclosure of strategic plans, they may be reluctant to pursue competitive strategies even in those business areas that are not subject to a collective agreement. PROCESSES IMPAIRING SECRECY Since potential combinations between competitive and collective strategies face the risk of uncontrolled information disclosure resulting from collective strategy links, they raise the issue of strategic fit (Venkatraman and Camillus, 1984). In order to minimize problems of uncontrolled information disclosure it is necessary to obtain some degree of compatability among possible strategy combinations. Attaining a fit between competitive and collective strategies requires first of all an appreciation of the processes that may impair an organization’s desire to maintain the secrecy of its strategic plans. Table 2 summarizes for each type of collective strategy the particular processes that may lead to an impairment of secrecy, and it assesses the risk of uncontrolled disclosure of information. If collective lobbying leads to protective regulation the activities of regulators may impede competition (Pennings, 1981). Regulators often collect and disseminate a wealth of information about regulated industries. Through these information flows, regulators can allow competitors to forecast each other’s moves even in areas that are not subject to regulatory control. For example, Litwak and Rothman (1970) suggested that the Federal Communications Commission had provided the broadcasting networks with so much information about the broadcasting industry that the networks were able to anticipate their competitors’ behavior and, as a result, effective competition was not possible. The autonomy of 378 R. K. F. Bresser Table 2. Processes impairing secrecy and risk of uncontrolled disclosure by type of collective strategy Type of collective strategy Impairment of secrecy Risk of uncontrolled information disclosure Regulative legislation Contracting Mergers Joint ventures Interlocking directorates Trade associations Collusion and industry leadership Regulators collecting and disseminating information Contracts contingent on information Dissatisfied employees (defectors) Mediation of information Passing on of information due to multiple and indirect communication links Distribution of trade statistics Informal communication High Low Low Intermediate High Intermediate Low regulatory agencies in their information-gathering activities results in high risk of uncontrolled disclosure. Contracting refers to the negotiation of formal agreements among organizations (Thompson, 1967). In general, the information exchanged as a result of contractual negotiations will be focused, avoiding the disclosure of sensitive competitive aspects. However, some contracts such as bank loans may require that focal organizations provide extensive information about their competitive plans. This raises the possibility that information leaks within the information-seeking institution will be exploited by a focal organization’s competitors. Since he disclosure of sensitive information in the context of contractual negotiations is not very common, the risk of uncontrolled disclosure can be considered low. Mergers and joint ventures are two special forms of contracting. Mergers, with the exception of hostile takeovers, are contracts through which two or more organizations comneunder common control. Joint ventures can be viewed as partial mergers which preserve the autonomy of the org anizations involved. Often mergers are accompanied by a host of administrative problems (Lubatkin, 1983). For example, departments and operations must be consolidated and initial inequities in compensation have to be resolved. If such administrative problems remain unresolved, inefficiencies will result, as well as employee dissatisfaction and turnover. The merger between Kennecott Corp. and Carborundum Co. is a case in point (Business Week, 1983). The two companies’ managements quarreled over administrative problems and, after a short period of infighting, most Carborundum executives jumped ship. There is danger that defecting executives may disclose strategically sensitive information concerning the merging firms when they join other organizations within the same industry. However, the risk of uncontrolled disclosure resulting from a merger is considered low. This is because senior executives leaving merging firms often receive generous severance compensation for which they promise continued confidentiality. Additionally, since merging firms often develop new strategic concepts, the information available to departing executives is likely to be quickly obsolete. If a collective strategy is based on a joint venture the risk of uncontrolled disclosure is considered to be at intermediate levels. Although the cooperation provided by a joint venture is restricted to specific, mutual business problems, the regularity and longevity of interactions typical of a joint venture may allow participating firms to improve their intelligence about each other’s competitive strategies. For example, firm representatives engaged in joint ventures can develop friendship ties where they feel free to discuss more general strategic issues. During such discussions sensitive information may be disclosed inadvertently. Interlocking directorates result from organizational co-optation activities whereby organizations appoint external representatives to their Matching Collective and Comnpetitive Strategies boards of directors. Since many directors sit on the boards of two or more companies (Bunting and Barbour, 1971), interlocking directorates emerge which can be used as instruments for managing interdependence and uncertainty by encouiraging cooperation and the formation of collective strategies (Aldrich, 1979; Pennings, 1980, 1981). However, the risk of uncontrolled disclosure is high because the scope and the intensity of intra-industry communication facilitated by direct and indirect interlocks is beyond the control of individual organizations. Therefore, it is very difficult for individual organizations to conceal their competitive strategies when their directors have membership in a network of interlocking directorates. Trade associations provide member organizations with special services at low costs. For instance, they may distribute trade statistics, provide credit references on customers, offer legal and technical advice, or help collect bills (Olson, 1965). In addition, associations can aid in removing decision-making uncertainty resulting from interdependence. Since trade statistics generally include prices quoted in recent sales transactions as well as cost developments, member organizations have the opportunity to coordinate their market behavior and thus implement a collective strategy (Scherer, 1980). The dissemination of statistical information provided by trade associations may impair the desire of focal organizations to maintain secrecy their competitive strategies. While firms regiarding are often in favor of price and cost reporting activities, they run the risk that other sensitive information concerning their competitive strategies may also be disclosed. Trade associations sometimes analyze industry trends regarding product development or marketing strategies, and thus allow competitors to anticipate each others’ moves. A focal organization may have little control over the kind of information being disseminated because trade associations are often dominated by a few powerful organizations. Olson (1965) described the National Association of Manufacturers as largely financed and controlled by a few big corporations, although the association had several thousand members. There is the possibility that such domination leads to activities favoring a handful of member organizations rather than the majority. In addition, the selective services provided by 379 ssociations function as subtle forms of coercion restricting a firm’s flexibility. The exclusivity and low costs of legal, financial or other services operate as strong incentives for joining or remaining within an association even if a focal organization disagrees with some association activities. Thus, when using trade association activities to enforce a collective strategy, a moderate risk of uncontrolled information disclosure is likely. The term collusion denotes express agreements, open or secret, that have the purpose of restricting competition. Most collusive agreements are outlawed in the United States because they encourage monopolistic pricing behavior. Nevertheless, collusive practices are widespread and often effective means of managing interdependence. Their attraction is associated with their high degree of informality which makes it difficult for outsiders to detect conspiratorial agreements (Khandwalla, 1981). Industry leadership is a tacit version of collusion based on imitation. It describes a situation where a specific firm is the acknowledged leader in setting prices, and other firms follow. As opposed to collusive agreements, industry leadership has the advantage of not being contrary to the antitrust laws. It is considered legal as long as it is grounded on voluntary imitation rather than explicit communication (White, 1981). Since collective strategies mediated by collusive agreements are based on informal communication and, in the case of industry leadership, on imitation, the risk of uncontrolled disclosure is low. Colluding firms will share information only in areas where they wish to cooperate while maintaining the secrecy of their competitive plans. The above risk assessments imply that uncontrolled information disclosure is always damaging for the success of a focal organization’s competitive plans. While the dynamics of oligopolistic markets would tend to support this assumption (Scherer, 1980), the degree of damage resulting from uncontrolled disclosure can be viewed as contingent upon several situational variables. Specifically, four situational variables appear important: breadth of information disclosure, quality of information disclosure, asymmetry in interdependence, and event control. These situational variables can facilitate the combination of a ‘high-risk’ collective strategy with competitive strategies, and they can make the adoption of a 380 Matching Collective and Competitive Strategies dimensions. This is relevant for evaluating strategy combinations because an uncontrolled disclosure of information is less troublesome if competitors are unable to capitalize on the information due to their inability to respond rapidly to a focal organization’s competitive moves. Table 3 presents a typology of possible combinations between competitive and collective strategies, and evaluates their feasibility from the perspective of individual firms. Generally, a strategy combination is considered feasible if (1) the risk of uncontrolled information disclosure is low. Feasibility evaluations also take into account (2) the degree of competitor responsiveness typical for a competitive dimension, and (3) typical characteristics of specific collective strategies, namely the number of participants involved and the stability of an agreement. Considering typical characteristics of collective strategies is important because such characteristics can modify feasibility ratings that are based on assessments of the risk of uncontrolled information disclosure and the level of competitor responsiveness. Situational variables, described above, may mediate the damage resulting from uncontrolled information disclosure but do not lend themselves to generalizations and therefore are excluded from considerations leading to the typology shown in Table 3. However, in using the typology, situational variables will have to be taken into account, as is shown in the implications section. In Table 3 the competitive dimensions pricing, advertising and promotion, and product innovation are distinguished for each of the seven collective strategies summarized in Tables 1 and 2. Within each of these competitive dimensions, organizations can relate to each other by using either competitive or collective strategies. Thus, six strategy combinations are possible for each type of collective strategy,’ leading to a total of 42 combinations presented in Table 3. I Since only two values are possible within each competitive dimension, and since the extreme cases (competitive or collective strategies across all competitive dimensions) are irrelevant as they do not represent combinations of collective and competitive strategies, the total number of strategy combinations C for each type of collective strategy can be calculated by collective strategy with low or moderate risks of uncontrolled disclosure problematic. For example, the potential damage resulting from uncontrolled disclosure may be considered low, and thus can facilitate the adoption of a collective strategy where the risk of uncontrolled disclosure is high, when the competitive information that could be disclosed is not very encompassing (breadth of information disclosure), or of questionable quality regarding its reliability and/or timeliness (Adams, 1976; Smart and Vertinsky, 1977). Similarly, if interdependence is asymmetric, with some organizations being in a relatively powerful competitive position (e. . due to their size), uncontrolled information disclosure may not be very troublesome for these powerful organizations because they know that other competitors lack the resources to exploit the disclosed information (Pfeffer and Salancik, 1978). Likewise, damage may be low and containable, if organizations can rapidly and effectively counteract events leading to uncontrolled information disclosure, for example, by changing perso nnel or the content of a collective strategy (Pfeffer and Salancik, 1978). Implications for evaluating the feasibility of strategy combinations resulting from the role of situational variables are discussed below. COMBINATIONS OF COMPETITIVE AND COLLECTIVE STRATEGIES Apart from an understanding of how collective strategies can lead to uncontrolled information disclosure, an assessment of what types of combinations between competitive and collective strategies are feasible requires that different competitive strategies also be distinguished. Three distinguishing dimensions of competitive strategies are pricing, advertising and promotion, and product innovation (Khandwalla, 1981). These dimensions can be classified according to their degree of ‘competitor responsiveness’ (Ansoff, 1984). The term competitor responsiveness refers to the speed with which competitors can respond to variations in competitive conditions. While price cuts usually can be matched instantly, it takes much longer to organize retaliations to a heavy advertising campaign, and even longer to respond to product innovations (Khandwalla, 1981; Scherer, 1980). Thus competitor responsiveness decreases along these three competitive C = (2†³1- 2) where d is the number of competitive dimensions considered. For d=-3 dimensions the number of possible strategy combinations is C=6. R. K. F. Bresser Table 3. Combinations of competitive and collective strategies and their feasibility Dimensions of competition Types of strategy Pricing combinations 1. 1 1. 2 1. 3 1. 4 1. 5 1. 6 2. 1 2. 2 2. 3 2. 4 2. 5 2. 6 3. 1 3. 2 3. 3 3. 4 3. 5 3. 6 4. 1 4. 2 4. 3 4. 4 4. 5 4. 6 5. 1 5. 2 5. 3 5. 4 5. 5 5. 6 6. 1 6. 2 6. 3 6. 4 6. 5 6. 6 7. 1 7. 2 7. 3 7. 4 7. 5 7. IL Competition Regulation Regulation Competition Regulation Competition Competition Contracting Contracting Competition Contracting Competition Competition Merger Merger Competition Merger Competition Competition Joint Venture Joint Venture Competition Joint Venture Competition Competition Interlocks Interlocks Competition Interlocks Competition Competition Trade Association Trade Association Competition Trade Association Competition Competition Collusion/IL Collusio n/IL Competition Collusion/IL Competition Advertising and promotion Regulation Competition Regulation Competition Competition Regulation Contracting Competition Contracting Competition Competition Contracting Merger Competition Merger Competition Competition Merger Joint Venture Competition Joint Venture Competition Competition Joint Venture Interlocks Competition Interlocks Competition Competition Interlocks Trade Association Competition Trade Association Competition Competition Trade Association Collusion/IL Competition Collusion/IL Competition Competition Collusion/IL 381 Product innovation Regulation Regulation Competition Regulation Competition Competition Contracting Contracting Competition Contracting Competition Competition Merger Merger Competition Merger Competition Competition Joint Venture Joint Venture Competition Joint Venture Competition Competition Interlocks Interlocks Competition Interlocks Competition Competition Trade Association Trade Association Competition Trade Association Competition Competition Collusion/IL Collusion/IL Competition Collusion/IL Competition Competition Feasibility of strategy combination Low Low Intermediate Intermediate Intermediate Intermediate Intermediate High High High High High High High High High High High Intermediate Intermediate High High High High Low Low Low Low Low Low Low Intermediate Intermediate Intermediate Intermediate Intermediate Intermediate Intermediate Intermediate Intermediate Intermediate Intermediate Industryleadership The first group of (six) strategy combinations uses competition in one or two competitive dimensions in conjunction with regulation as the basis for enforcing a collective strategy. The feasibility of all six combinations is rated either at low or intermediate levels. The first two combinations (1. 1 and 1. 2) have a low feasibility rating. If organizations use regulation to harmonize their promotional and product innovation activities, and have competitive flexibility in the area of pricing (combination 1. 1), their chances of competing successfully are slim. This is because 382 R. K. F. Bresser an industry may remain intense. In fact, often firms merge to obtain strategic advantages in the areas of price competition, promotion or product innovation wlhich may increase rather than decrease competitive interactions. When joint ventures serve as mechanisms to enforce collective strategies, feasibility ratings for strategy combinations are similarly favorable. This form of collective strategizing also tends to involve only a few organizations, allowing for competition within a particular area in spite of joint venture activity. fHowever, joint ventures carry a higher risk of uncontrolled information disclosure than contracting or mergers. Thus cautious feasibility evaluations seem appropriate when a focal organization engages in joint ventures in more than one comnpetitivearea, and when the only competitive dimension not subject to collective coordination is characterized by relatively high levels of competitor responsiveness (combinations 4. 1 and 4. 2). In these situations the relatively high number of information links among firms participating in several joint ventures multiplies the risk and potential damage of uncontrolled disclosure. If organizations choose interlocking directorates to coordinate intra-industry activity, they constantly run a high risk of uncontrolled information disclosure. Co-opted directors may intentionally or inadvertently, directly or indirectly, pass on sensitive information to a focal organization’s competitors. Thus, relying on interlocks to enforce collective strategies while simultaneously attempting to maintain some competitive flexibility does not appear feasible. The predominant feasibility rating assigned to the group of strategy combinations using trade associations as a means to develop collective strategies is ‘intermediate’. Although experience demonstrates that the coordination provided by trade associations mostly does not go beyond price and cost reporting (Scherer, 1980), the possibility of trade associations collecting and reporting other sensitive information is always acute. Often individual organizations cannot oppose such uncontrolled reporting of industry developments, especially if the association is dominated by a few powerful corporations. If trade associations do not engage in price reporting, but are used to develop collective strategies in the areas of advertising and promotion, and product innovation (combination 6. 1), a low uick competitor responsiveness can be expected with respect to the pricing dimension, and regulators are likely to disclose sensitive information concerning advertising and innovations. A similar argument applies to combination 1. 2, where competitive conditions exist only with regard to advertising and promotion, a dimension characterized by intermediate levels of competitor responsiveness. Since competitors usually need considerable time to respond to product innovations, combination 1. 3 (with regulation in the other two dimensions) is not quite as problematic as the first two combinations. However, the distinct possibility of uncontrolled information disclosure through regulator activities makes combination 1. 3 feasible only at an intermediate level. Combinations 1. 4 through 1. allow for competition in at least two dimensions. While these combinations provide organizations with a larger arsenal of competitive tools than the first three combinations, they also are considered feasible only at intermediate levels because of the risk of uncontrolled disclosure through regulators. The feasibility of strategy combinations involving contracting as a form of collect ive strategizing generally is considered high because the risk of uncontrolled information disclosure tends to be low. In addition, often (and in contrast to regulation) only few organizations participate in a particular contractual agreement, thus limiting the extent to which competition is constrained. If, within an industry of say eight oligopolists, three contract to standardize product designs, competition with the remaining five oligopolists in the area of product innovations is still possible and likely. The only strategy combination where a less favorable (intermediate) feasibility rating is assigned is combination 2. 1. If extensive contracting in the areas of advertising/promotion and product innovation has considerably lowered the participating firms’ strategic flexibility, relying on price competition as the sole competitive tool does not appear sensible. Price competition is likely to face a high degree of competitor responsiveness. The third group of strategy combinations, using merger activity to realize collective strategies, has high feasibility ratings throughout. The risk of uncontrolled information disclosure is low, and the number of firms involved in a merger is usually quite small, so that competition within Matching Collective and Competitive Strategies feasibility rating seems appropriate. Again, in this situation firms would maintain competition only in an area where high competitor responsiveness is likely. Combinations of competitive and collective strategies using the various forms of collusion and industry leadership are not as problem-free as the risk evaluation in Table 2 might suggest. Although collusive agreements are not burdened with the problem of uncontrolled information disclosure, their combination with competitive strategies appears feasible at an intermediate level at best. Since collusive agreements are informal and difficult to enforce, individual firmns have a strong incentive to chisel-that is to increase their profits by secretly deviating from the agreement (Stigler, 1964). Secret deviations cannot be concealed for long periods of time, and frequently result in collusive conspiracies breaking down and touching off bitter rivalries such as price wars (Scherer, 1980; Weiss, 1961). It is likely that the tendency of collusive agreements towards breakdown will be aggravated if colluding organizations decide to compete in some competitive areas rather than displaying ‘gentlemanly’, non-competitive behavior across all competitive dimensions. A firm’s successful competitive behavior in one area will encourage less successful firms to chisel in other areas that are subject to collusive coordination. Thus combinations of competitive and collective strategies can be expected to be volatile when collusion serves as a means for enforcing collective strategies. This volatility results from the particular characteristics of collusive agreements, and exists regardless of the risk for uncontrolled information disclosure or the level of competitor responsiveness. 383 SUMMARY AND IMPLICATIONS This paper extends the literature advocating the development of voluntary collective strategies as means to manage environmental turbulence and interdependence (Astley and Fombrun, 1983a; Bresser and Harl, 1986). It assesses the possibilities of combining competitive with collective strategies from the perspective of individual organizations. Such combinations may be problematic because an organization’s ability to maintain the secrecy of competitive strategic plans may be jeopardized by information links established through different forms of collective strategy (Fornbrun and Astley, 1983a; Starbuck and Nystrom, 1981). After discussing how collective strategies may lead to an uncontrolled disclosure of strategically sensitive information, combinations of competitive and collective strategies are classified according to their varying degrees of feasibility. A comparison of the ratings presented in Tables 2 and 3 makes apparent that the feasibility of strategy combination tends to be inversely related to the risk of uncontrolled information disclosure. If the risk and the feasibility ratings are expressed numerically with the values of ‘low’ equaling 1, ‘intermediate’ equaling 2, and ‘high’ equaling 3, a correlation coefficient can be calculated on the basis of all 42 strategy combinations. The resulting coefficient is r = -0. 70, indicating that within the present classification scheme about 50 percent of the variance in feasibility evaluations is accounted for by the risk of uncontrolled information disclosure. However, high risks of uncontrolled disclosure do not generally lead to low feasibility ratings, and low risks do not necessarily imply high feasibility scores , as is demonstrated by the combinations involving collective strategies based on regulation and collusion respectively. The unexplained variation in feasibility ratings suggests additional factors are important in assessing the feasibility of strategy combinations, notably the degree of competitor responsiveness and the particular characteristics of the type of collective strategy employed. Further variation in feasibility ratings can be expected when situational variables such as breadth and quality of information disclosure, asymmetry in interdependence, and event control are considered (Adams, 1976; Pfeffer and Salancik, 1978; Smart and Vertinsky, 1977). This is so because these situational variables can contain or amplify the potential damage resulting from uncontrolled infornmationdisclosure. While situational variables were not considered in the development of this paper’s typology of strategy combinations, they have implications both for research and managerial decision-making that can originate from the typological classification given in Table 3. The existence of situational variables highlights a feature common to all typologies or organi- 384 R. K. F. Bresser information disclosure is of little relevance? 7. How rapidly and effectively can events of uncontrolled information disclosure be counteracted? Answers to these and similar questions can help executives to apply the information provided by Table 3 situationally before adopting a specific combination of collective and competitive strategies. From this process the selection of compatible strategies should result. This paper’s discussion has concentrated on oligopolistic markets because, typically, in such markets competitors are aware of their mutual interdependence, have incomplete control of each other’s moves, and yet the success of each oligopolist’s strategic intentions depends considerably on the activities chosen by other competitors (Pennings, 1981). Obviously, within such a context, the damage resulting from an uncontrolled disclosure of sensitive information is potentially high. While the theory of oligopoly has been developed mainly for domestic, nondiversified enterprise (Stigler, 1964), the issues and ideas discussed in this paper can also be of relevance to multinational and diversified corporations. Due to the dominance of oligopolies, both multinational and diversified firms will often find themselves operating in different national or regional oligopolies. Additionally, managing a match between collective and competitive strategies may be more difficult in interindustry and international arenas than in intraindustry environments because the number of interdependent segments representing a particular coporation’s domain is larger and more complex (Bresser and Harl, 1986; Hawkins and Walter, 1981). Thus, anticipating factors such as the risk of uncontrolled information disclosure and the potential damage resulting from such disclosure may be even more important for multinational and diversified firms than for domestic oligopolists. zational phenomena. Classifications of the type developed in Table 3 are ideal types, based on generalizations derived from common knowledge and common sense (Blau and Scott, 1962; Pugh, Hickson and Hinings, 1969). However, the strategy combinations distinguished represent 42 separate hypotheses regarding the opportunities and risks organizations might encounter when utilizing competitive and collective strategies side by side. The accuracy of any particular feasibility evaluation is an empirical question open to resolution through historical research, where the mediating role of situational variables has to be included in the research design. From a managerial point of view a typology of strategy combinations with varying levels of feasibility can aid in strategic decision-making. The strategic options evaluated in Table 3 can serve as a guide to managers considering a particular strategy combination. In attempting to extrapolate easibility evaluations, decisionmakers would have to assess whether the variables leading to the feasibility ratings shown in Table 3 are of the assumed magnitude, and to what extent deviations would lead to different feasibility assessments. In addition, decision-mak ers would have to evaluate the extent to which situational variables require changes in feasibility ratings. For example, a firm intending to implement a strategy mix similar to combination 4. 3 would have to consider the following questions before deciding whether the feasibility of such a combination is high: 1. Is the risk of uncontrolled information disclosure resulting from the planned joint venture activity really at moderate levels, and how can it be contained? 2. Is there really a low degree of competitor responsiveness to product innovations within this industry? 3. Is competitive flexibility in pricing and promotional strategies maintained in spite of joint venture activity within these competitive dimensions? 4. How encompassing is the information that could get disclosed? 5. How reliable and timely is the information that competitors could obtain? 6. Does asymmetrical interdependence typical for this industry favor our firm so that REFERENCES Adams, J. S. ‘The structure and dynamics of behavior in organizational boundary roles’. In Dunette, M. (ed. ), Handbook of Industrial and Organizational Psychology, 1175-1199. Rand McNally, Chicago, 1976, pp. Matching Collective and Competitive Strategies Aldrich, H. E. Organizations and Environment, Prentice-Hall, Englewood Cliffs, NJ, 1979. Ansoff, H. I. Implanting Strategic Management, Prentice-Hall, Englewood Cliffs, NJ, 1984. Astley, W. G. and C. J. Fombrun. ‘Collective strategy: social ecology of organizational environments’, Academy of Management Review, 8, 1983a, pp. 576-587. Astley, W. G. and C. J. Fombrun. ‘Technological innovation and industrial structure: the case of telecommunications. In Lamb, R. (ed. ), Advances in Strategic Management, vol. 1, JAI Press, Greenwich, CT, 1983b, pp. 205-229. Blau, P. M. and W. R. Scott. Formal Organizations, Chandler, San Francisco, 1962. Bresser, R. K. The captives of collective strategies’, Proceedings of the American Institute for Decision Sciences, Toronto, 1984, pp. 383-385. Bresser, R. K. and J. E. Harl. ‘Collective strategy: vice or virtue? , Academ. y of Management Review, 11, 1986, pp. 408-427. Bunting, D. and J. Barbour. ‘Interlocking direct orates in large American corporations, 1896-1964’, Business History Review, 45, 1971, pp. 317-335. Business Week. ‘How Kennecott has mismanaged Carborundum’, 23 May, 1983, pp. 127-130. Emery, F. E. and E. L. Trist. ‘The causal texture of organizational environments’, Human Relations, 18, 1965, pp. 21-32. Fombrun, C. J. and W. G. Astley. ‘The telecommunian institutional cations community: overview’, Journal of Communication, 32(4), 1982, pp. 6-68. Fombrun, C. J. and W. G. Astley. ‘Beyond corporate strategy’, Journal of Business Strategy, 4(1), 1983, pp. 47-54. Hawkins, R. G. and I. Walter. ‘Planning multinational operations’. In Nystrom, P. C. and W. H. Starbuck (eds), Handbook of Organizational Design, vol. 1, Oxford University Press, New York, 1981, pp. 253-267. Khandwalla, P. N. ‘Properties of competing organizations’. In Nystrom, P. C. and W. H. Starbuck (eds), Handbook of Organizational Design, vol. 1, Oxford University Press, New York, 1981, pp. 409-432. Litwak, E. and J. Rothman. ‘Towards the theory and practice of coordination between formal organizations’. In Rosengren, W. R. and M. Lefton (eds), Organizations and Clients: Essays in the Sociology 385 of Service, Merrill, Columbus, OH, 1970, pp. 137-186. Lubatkin, M. ‘Mergers and the performance of the acquiring firms’, Academy of Management Review, 8, 1983, pp. 218-225. Olson, M. The Logic of Collective Action, Harvard University Press, Cambridge, MA, 1965. Pennings, J. M. Interlocking Directorates, Jossey-Bass, San Francisco, 1980. Pennings, J. M. ‘Strategically interdependent organizations’. In Nystrom, P. C. and W. H. Starbuck (eds), Handbook of Organizational Design, vol. 1, Oxford University Press, New York, 1981, pp. 434-455. Pfeffer, J. and C. R. Salancik. The External Control of Organizations, Harper and Rowe, New York, 1978. Pugh, D. S. , D. J. Hickson and C. R. Hinings. ‘An empirical taxonomy of structures of work organizations’, Administrative Science Quarterly, 14, 1969, pp. 115-126. Scherer, F. M. Industrial Market Structure and Economic Performance, 2nd edn, Rand McNally, Chicago, 1980. Smart, C. and I. Vertinsky, ‘Designs for crisis decision units’, Administrative Science Quarterly, 22, 1977, pp. 640-657. Starbuck, W. H. and P. C. Nystrom. ‘Designing and understanding organizations’. In Nystrom, P. C. and W. H. Starbuck (eds), Handbook of Organizational Design, vol. 1, Oxford University Press, New York, 1981, pp. ix-xxii. Stigler, G. J. A theory of oligopoly’, Journal of Political Economy, 72, 1964, pp. 44-61. Thompson, J. D. Organizations in Action, McGrawHill, New York, 1967. Thorelli, H. B. ‘Networks: between markets and hierarchies’, Strategic ManagementJouirnal,7, 1986, pp. 37-51. Venkatraman, N. and J. C. Camillus. ‘Exploring the concept of â€Å"fit† in strategic management’, Academy of Management Review, 9, 1984, pp. 513-525. Weiss, L. W. Economics and American Industry, John Wiley, New York, 1961. White, L. J. ‘How organizations use exchange media and agreements’. In Nystrom, P. C. and W. H. Starbuck (eds), Handbook of Organizational Design, vol. 2, Oxford University Press, New York, 1981, pp. 440-453.

How the Constitution Limits the Power of Government

The Founding Father of America believed that freedom is a cornerstone of the nation. Therefore freedom had to be protected from any kinds of abuse including abuse by the Government. In order to achieve this purpose the Constitution has been designed in a manner that allowed to limit the powers of governing authorities and protect human rights. This paper shall investigate some of related constitutional provisions and demonstrate how the Constitution limits powers of the Government. First and foremost powers of the Government are limited by the American Bill of Rights which includes inalienable rights of every citizen which under no circumstances can be terminated. These rights include a right of free speech, right to carry arms, right to privacy etc. In fact the Bill of Rights does not limit the Government, yet it provides abilities for individuals to protect themselves from abuse by the Government [1]. The second feature that allows to limit power is principle of separation of powers. There are three branches of power: legislative power represented by the Congress, executive power headed by the President and judicial power vested by the Supreme Court. Neither of the branches has absolute power and each of them has certain rights and obligations together forming the checks and balances system – a second guarantee against abuse of powers[2]. The third opportunity to limit the Government is federalism. The principle of federalism means separation of powers between the central power and the states. Federalism restricts exercising absolute power by the Government because some powers can be exercised exclusively by the States. On the other hands, some powers can be exercised exclusively by the central government, so power of the Government and power of the States are mutually limited[2]. The fourth opportunity to limit powers is a right of citizens to elect their governments (both Federal and State). The Government which abuses human rights and misuses it’s powers would simply not be elected for the next term, thusly being deprived of opportunity to further infringe it’s powers[3]. Works Cited: 1. Constitution of the United States of America. Amendments 1-10 (American Bill of Rights). Available at: http://www.usconstitution.net/const.html (last viewed: May 3, 2008) 2. Cooray Mark The Australian Achievement: From Bondage To Freedom. Available at: http://www.ourcivilisation.com/cooray/btof/chap174.htm   (last viewed: May 3, 2008) 3. Jacob G. Hornberger (2000) The Constitution: Liberties of the People and Powers of Government. Available at:   http://www.fff.org/freedom/0900a.asp   (last viewed: May 3, 2008)   

Reed College Essays - Reed College, Reed, Second Class Citizen

Reed College Essays - Reed College, Reed, Second Class Citizen Reed College How did you first become interested in Reed and why do you think Reed might be an appropriate place, both socially and academically, to continue your education? I could tell you a heartfelt, sentimental, poignant story about first seeing a Reed College refrigerator magnet (my uncle got it at a reunion, I think) and feeling first deep emotions stirring somewhere inside my spleen. Or I could meticulously paraphrase the numerous brochures and articles about Reed that I have perused. Yet another option would be to rent a small airplane and skywrite, "I want to go to Reed," in colorful pollutants. And I probably would resort to one of these strategies, had I not some real incentives to attend Reed College. They are based on what I have learned from The Princeton Review, general knowledge, conversations I have overheard, and other miscellaneous tidbits of information sent to me by friends and relatives. First of all, I must express my admiration to the people who have decided that education is, after all, the purpose and responsibility of a college and established the precedence of academics over sports at Reed college. I'd like to attend a school where I, a debater, will not be viewed as a second-class citizen by football players. Secondly, the notoriety of great educational standards has reached me all the way in Vancouver (OK, so it is only across the river) and enticed, attracted, and urged me to apply to Reed. Rumors of the "side effects" of avalanches of homework and sleepless nights have crept here, too, but I'm up to the challenge. After two years of juggling high school, college, and extracurricular activities, receiving assignments only at one place just might be paradise. Lastly, Reed's geographical location is just like pretty wrapping paper and a big red bow on a present that's already great ( forgive the allusions to the Haagen-Dasz commercials). Living in Portland, I would be simultaneously away from my family in Vancouverand as close as I might need to be! Not only would I have the opportunity to become better acquainted with Portland, but also to judge at debate tournaments for my old high school! The possibilities are mouthwatering. Jokes aside, I believe that attending Reed will be one of the most sensible things I might do in my whole life. Learning is what I do best, and at Reed I will have the perfect opportunity to excel at it.

Description and History of AK-47 Assault Rifle

Description and History of AK-47 Assault Rifle AK-47 Specifications Cartridge: 7.62 x 39mmCapacity: 10-75 rounds depending on magazine usedMuzzle Velocity: 2,346 ft./sec.Effective Range: 330-440 yds.Weight: approx. 9.5 lbs.Length: 34.3 in.Barrel Length: 16.3 in.Sights: Adjustable iron sights,Action: Gas-operated, rotating boltNumber Built: approx. 75 million, 100 million AK-47-style weapons Development The evolution of the modern assault rifle began during World War II with the German development of the Sturmgewehr 44 (StG44). Entering service in 1944, the StG44 provided German soldiers with the firepower of a submachine gun, but with better range and accuracy. Encountering the StG44 on the Eastern Front, Soviet forces began looking for a similar weapon. Utilizing the 7.62 x 39mm M1943 cartridge, Alexey Sudayev designed the AS-44 assault rifle. Tested in 1944, it was found to be too heavy for widespread use. With the failure of this design, the Red Army temporarily halted its search for an assault rifle. In 1946, it returned to the issue and opened a new design competition. Among those who entered was Mikhail Kalashnikov. Wounded at the 1941 Battle of Bryansk, he had begun designing weapons during the war and had previously entered a design for a semi-automatic carbine. Though he lost this competition to Sergei Simonovs SKS, he pushed forward with an assault weapon design that drew inspiration from the StG44 and the American M1 Garand. Intended to be a reliable and rugged weapon, Kalashnikovs design (AK-1 AK-2) sufficiently impressed the judges to advance to the second round. Encouraged by his assistant, Aleksandr Zaytsev, Kalashnikov tinkered with the design to increase reliability across a wider range of conditions. These alterations advanced his 1947 model to the front of the pack. Testing progressed over the next two years with the Kalashnikov design winning the competition. As a result of this success, it moved to production under the designation AK-47. AK-47 Design A gas-operated weapon, the AK-47 utilizes a breech-block mechanism similar to Kalashnikovs failed carbine. Employing a curved 30-round magazine, the design is visually similar to the earlier StG44. Created for use in the severe climates of the Soviet Union, the AK-47 possesses relatively loose tolerances and is able to function even if its components are fouled by debris. Though this element of its design enhances reliability, the looser tolerances decrease the weapons accuracy. Capable of both semi- and fully-automatic fire, the AK-47 is aimed with adjustable iron sights. To enhance the AK-47s lifespan, the bore, chamber, gas piston, and the interior of the gas cylinder are chromium-plated to prevent corrosion. The AK-47s receiver was initially made from stamped sheet metal (Type 1), but these caused difficulties in assembling the rifles. As a result, the receiver was switched to one made from machined steel (Types 2 3). This issue was finally resolved in the late 1950s when a new stamped sheet metal receiver was introduced. This model, dubbed the AK-47 Type 4 or AKM, entered service in 1959 and became the definitive model of the weapon. Operational History Initially used by the Red Army, the AK-47 and its variants were exported widely to other Warsaw Pact nations during the Cold War. Due to its relatively simple design and compact size, the AK-47 became the favored weapon of many of the worlds militaries. Easy to produce, it was built under license in many nations as well as served as the basis for numerous derivative weapons such as the Finnish Rk 62, Israeli Galil, and Chinese Norinco Type 86S. Though the Red Army elected to move to the AK-74 during the 1970s, the AK-47 family of weapons remains in widespread military use with other nations. In addition to professional militaries, the AK-47 has been utilized by a variety of resistance and revolutionary groups including the Viet Cong, Sandinistas, and Afghani mujahedeen. As the weapon is easy to learn, operate, and repair, it has proven an effective tool for non-professional soldiers and militia groups. During the Vietnam War, American forces were initially stunned by the volume of fire that AK-47-equipped Viet Cong forces were able to bring to against them. As one of the most common and reliable assault rifles in the world, the AK-47 has also been utilized by organized crime and terrorist organizations. During the course of its production, over 75 million AK-47s and licensed variants have been built. Selected Sources Wired: The AK-47, An All-Purpose KillerMilitary Factory: AK-47

Using the Spanish Verb Echar

Using the Spanish Verb Echar Echar may primarily mean to throw, but the reality is that it has literally dozens of possible translations that vary wildly with the context. Fast Facts Although it is usually defined first in dictionaries as to throw, echar is an extremely flexible verb than can refer to many types of giving something motion, either literally or figuratively.Echar is the verb in a wide array of idiomatic phrases.Echar is conjugated regularly. In its simplest usage, echar means to throw or, more generally, to move (something) from one place to another. See how the way you understand and translate the verb depends on what is being moved and how: Echà ³ el libro a la basura. (She threw the book in the garbage.)Echar una cuchara de aceite de oliva. (Add a spoonful of olive oil. While throw works in the sentence above, it obviously doesnt here.)Angelita echà ³ la carta al correo. (Angelita sent the letter in the mail.)Echà ³ el vino en una copa. (He poured the wine into a glass.)Este dragà ³n es monstruo que echa llamas de fuego por la boca. (This dragon is a monster that breathes fire from its mouth.)Esa mquina echa chispas. (That machine gives off sparks. You also could use throw here: That machine throws sparks.)Le echaron de la escuela. (They tossed him out of the school. Note that, as in English, this sentence can be understood literally, meaning he was physically removed, or figuratively, meaning that he was expelled.)Zupo les echà ³ la charla a sus jugadores. (Zupo gave the talk to his players.) Idioms Using Echar Because echar can be so broadly understood, it is used in a variety of idioms, many that you probably wouldnt associate with the concept of throwing. For example, echar la culpa, which might literally be understood as to throw blame, typically would be translated simply as to blame. Example: Y luego me echà ³ la culpa de arruinarle el cumpleaà ±os. (And later he blamed me for ruining his birthday.) Here are some other idioms using echar: echar un vistazo a (to glance at)echar de menos a alguien (to miss someone)echar abajo (to pull down)echar la llave (to lock)echar el freno (to put the brakes on)echar a perder (to ruin or demolish)echarse atrs (to back out)echarse un novio (to get oneself a boyfriend)echar ganas (to put forth much effort)echar a suertes (to make a decision by random means such as tossing a coin or drawing straws)echar el alto (to order someone to stop)echar un ojo (to watch or look at)echar balones fuera (to sidetrack)echar las campanas al vuelo (to shout out the news)echar el cierre (to close or shut down)echar algo en falta (to miss something)echar la buenaventura (to tell a fortune)echar la vista atrs (to look back)echar por tierra (to ruin or spoil)echar una siesta (to take a nap or siesta)echar sapos y culebras (to rant and rave)echar una mirada (to take a look)echar sal (to salt)echar en saco roto (to do something in vain)echar el resto (to go for broke)echar un pulso (to challenge someone, t o arm wrestle) echar pestes de alguien (to run somebody down)echar una pelà ­cula (to show a film)echar la primera papilla (to vomit)echar una mano, echar un capote (to help out, give a hand)echar leà ±a al fuego (to add fuel to the fire)echar el guante a alguien (to catch somebody)echar una cana al aire (to let ones hair down. A cana is a gray or white hair.)echar una cabezada (to nap)echar chispas (to give off sparks, to rant)echar una bronca a alguien (to tell off someone)echar agua al vino, echar agua a la leche (to water down) Also, the phrase echar a followed by an infinitive often means to begin, as in these examples: Cada vez que oà ­a la cinta me echaba a llorar. (Each time I heard the tape I would burst into tears.)Prà ©stame tus alas y echarà © a volar. (Lend me your wings and I will begin to fly.) Conjugation of Echar Echar is conjugated regularly, following the pattern of hablar. Here are the most common indicative tenses: Present: yo echo, tà º echas, à ©l/ella/usted echa, nosotros echamos, vosotros echis, ellos echanPreterite: yo echo, tà º echas, à ©l/ella/usted echa, nosotros echamos, vosotros echis, ellos echanImperfect: yo echaba, tà º echabas, à ©l/ella/usted echaba, nosotros echbamos, vosotros echabais, ellos echabanFuture: yo echarà ©, tà º echs, à ©l/ella/usted ech, nosotros echaremos, vosotros echarà ©is, ellos echaran.

A Practical Guide to Teaching, Training and Learning Assignment

A Practical Guide to Teaching, Training and Learning - Assignment Example Short-term memory is also one of the reasons. Some of them were unable to remember previous days lessons or unable to grasp features of learned lessons quickly. Due to the above-mentioned reasons teachers should be responsible towards the students. They should employ different teaching methods so that students could easily grasp the subject. Student oriented and student concentric activities should be encouraged. Assessing student's abilities and disabilities is the major factor and teachers should strive to identify these issues. By identifying their strengths and weaknesses one can easily work on these issues. Self-confidence plays an important role in everyone's lives. It is the deciding factor that decides a winner and a loser. Like in any other department catering department also needs to work on the above-mentioned reasons so that most of the students were benefited. The classes were conducted as per the schedule. Eight students a day attend the classes on different days of a week. Each batch of the students has to attend classes 4 days a week. Classes had been classified into theory and practical. During these 4 days 3 hours of practical lessons and 1 hour of theory lessons would be conducted. More number of hours was allotted to practical lessons because students could gain hands on experience with the tools and the methods that would be employed during the course process. Theory lessons were also as important as practical lessons. In theory classes discussions would be held, future plans could be discussed and many other things could be employed. Students attending these classes may suffer from learning disabilities. The onus is on lecturers or on the teaching staff. They should shoulder the responsibility of improving student's abilities and make them believe in themselves.In catering care should be taken about following the health standards. The students should be taught about the basic heath, safety and hygiene rules. The teaching staffs have to ensure that every student follows the safety standards prescribed by the health department. Negligence regarding health and standards should be treated severely. If violated counselling of students should be conducted. All the safety measures should be up to date and checks has to be done on safety equipment. Since kitchen is not a safe place first aid and emergency telephone numbers should be kept in an easily accessible place.In theory classes teachers should employ different methods of teaching so that students can grasp easily. There should a constant interaction between stude nt and teacher. This kind of interaction eases the tension in the classroom and student feels at home and shows signs of interest in the subject.The Q & A session tests the ability of a student. Through Q & A teacher comes to know whether a student has understood the lessons or still facing any problems with the subject. Teaching staff should encourage the students to involve in discussions. This kind of discussions could help in clarifying their doubts and improve the assessment skills. This formative assessment is very much important before doing any assessment on summation. Methods like quiz and solving puzzle would be helpful in making the students to understand the concepts very easy. Programmes like

Their Eyes Were Watching God Essay Example | Topics and Well Written Essays - 500 words - 5

Their Eyes Were Watching God - Essay Example The plot of this novel is set in a postwar era when it was difficult to accumulate wealth, but Logan still managed to offer physical security and shelter. This paper, therefore, analyses the difference between Nanny and Janie’s worldviews in relation to the theme of Love and Relationship versus independence as presented in chapter three scene. Janie perceives Nanny as a former slave who had no independence and, therefore, she would have such a perception. Her life has been characterized by hardship and poverty, and any progress to acquire material wealth has been derailed by her skin color. Therefore, according to her perception, Logan who owns his own land and has financial independency is the ideal husband she could dream of when she was still young. However, according Janie, a woman in her current age should pursue something more than material wealth from a man. She is looking for some kind of completion that offers both emotional connection and passion. Emotional and physical connections are significant in her life and inseparable from her understanding of love. This is the reason she describes Logan as â€Å"ugly† and â€Å"he doesn’t speak beautifully to her† (Hurston 27) when explain why she does not love Logan. This implies that she neither feels physical, nor intellectual, nor emotional conne ction to him. In the pursuit for physical and emotional connections to a man, she decides to run away with Jody. She believed that her real man was hiding somewhere. Janie believes â€Å"God tore down the old world every evening and build a new one by sun-up. It was wonderful to see it take the form with the sun and emerge from the gray dust of its making† (Hurston 32). This is a sign of Janie’s romantic desires. She is even ready to compromise or abandon these desires for the possibility of change. In conclusion, the conversation between Nanny and Janie, in Chapter

Innovation Systems Essay Example | Topics and Well Written Essays - 2750 words

Innovation Systems - Essay Example This phenomenal demand and growth of renewable forms of energy has resulted because of the need for finite fuel prices and petroleum reserves. As such, the revolution for renewable energy increases as wind energy is no longer considered an alternative source of energy, but as sustainable, profitable and cost-effective (Spera, 2009). The French dynamic industry has become host for more than 140 companies involved in the construction, foundry, electronics, electric-engineering, and industrial services necessary for the production, commissioning and operation of wind turbine facilities. Onshore and offshore wind resources The French offshore wind power development programme which was commissioned under the "Grenelle de l'environnement" initiative in May 2007 led to the adoption of two important laws in August 3 2009 and July 12 2010 categorized under "Grenelle I" and "Grenelle II" laws. These laws were fundamental for the implementation of the environmental engagements adopted in the in itiative. Consequently, it was expected that the Directive 2009/28/EC stipulated the national plan aims for renewable energy development to reach 6,000 MW by 2020 from offshore wind farms generations and other marine energies. To the French consumers, this represents approximately 1,200 wind turbines generating 3.5% of the total grid consumed (Sathyajith, 2006). In order to meet the target, the offshore offshore wind power development programme anticipates a 20 billion investment by 2020, to be covered by a 4% increase of the "contribution au service public de l'electricite" (CSPE) between 2015 and 2020. This CSPE will be an additional charge on the electricity bill that end-customers pay. To the industry, however, the tendering of the offshore projects benefits will be taken into consideration including jobs to be created within the projects sites. As a result, some of the companies that have positioned themselves within the offshore wind power market include Compagnie du Vent, EDF Energies Nouvelles, Nexans and EADS Astrium. Other relatively minor companies in the industry have participated through acquisitions, partnerships and mergers to be eligible for the joint offers required in the 2011 round of tendering. The policies also stipulated the duration over which the offshore farms will occupy the maritime public domain. Once established under a concession, the offshore wind farms will be expected operate within 30 years and provide a financial guarantee for the full duration of the project. Throughout the concession period, the guarantee will enable reversibility of any change to the natural environment through restoration of the site and decommissioning of the facilities of the site at the end of the concession term. The estimated restoration and decommissioning costs will determine the computation of the guarantee amount (Macaulay, 1999). In comparison on the basis of production costs of wind power production, offshore wind farms will cost 3.5million eur os per megawatt against 1.5 million euros per megawatt for onshore. The costs are escalated due to the offshore facility installation; masts designed to withstand corrosion, force of currents and waves; as well as the resultant maintenance costs. However, except for the costs, off the coast winds cannot compare to the onshore with the technical characteristics.

Media influence on decision-making, ethical and unethical practices Research Paper

Media influence on decision-making, ethical and unethical practices - Research Paper Example More than subliminal messaging, media utilizes various other techniques to present information; the public in general lack understanding of even these techniques and fall easy prey, thus taking decisions that they would otherwise not. Pharmaceutical marketers argue that advertising and promoting drugs allows for the patients to be more informed and know their options when it comes to therapy or medication (Buckley 4). More than often the media and marketers have been known to presents information in a manner which can be misleading. In a survey conducted in USA in 2012 it was reported that 60% of all Americans do not trust the media to report the news completely and accurately (Morales). When it comes to news the media is only having an effect on the opinion of the people but when it comes to health marketing and communication it is the health and lives of people and consumers which are at stake. Media Pressure and Persuasion Media pressure means to exercise influence over the ideologies, practices, opinions and values of people (CYH). Hirsch & Gandolf believe that health care advertising agencies use a lot more than budgets allocated for media advertising and innovative ideas; persuasion and its various techniques are employed to market healthcare products to the medical community in specific and public in general. Persuasion has been a strong technique to influence control over the people by controlling and manipulating their behavior (Shanti).

Antr1007wk3w15 Essay Example | Topics and Well Written Essays - 1250 words

Antr1007wk3w15 - Essay Example They sought to pacify the â€Å"savages† by converting them to Christianity and many felt sincerely that this was what God wanted them to do. However they were not conscious of the negative effects this had on their culture. They acquired land from the Indians by negotiating treaties in exchange for services and products such as medical although many treaties were broken when the Europeans felt they had sufficient power to overcome any Indian resistance. When Canada became a country in 1867 this paternalistic attitude was continued by the federal government as it organized the remaining Indian population, decimated by war with the invaders and deadly European diseases, under the Indian Act. In keeping with the government’s paternalistic attitude, they micromanaged Indian life under the Department of Indian and Northern Affairs with no input from the aboriginals.(Hanson) This authority has ranged from overreaching political control such as imposing government structures on Indian communities in the form of land councils to control over the rights of Indians to practice their culture and traditions. The Indian Act has also enabled the government to determine the land base of these groups in the form of reserves and even define who qualifies as an Indian in the form of Indian status. Although reserve Indians do not have to pay federal taxes, they do not have the right to vote in federal elections. The original Indian Act was passed in 1876 as a consolidation of the Gradual Civilization Act and the Gradual Enfranchisement Act. The primary aim of this legislation was to do away with the tribal system and assimilate Indians with other inhabitants of Canada as the melt ing pot theory in the US until recently attempted to assimilate immigrants. The primary difference of course is that in Canada the Indians, although in the minority, were the original inhabitants and the Europeans the immigrants. In any

Media influence on decision-making, ethical and unethical practices Research Paper

Media influence on decision-making, ethical and unethical practices - Research Paper Example More than subliminal messaging, media utilizes various other techniques to present information; the public in general lack understanding of even these techniques and fall easy prey, thus taking decisions that they would otherwise not. Pharmaceutical marketers argue that advertising and promoting drugs allows for the patients to be more informed and know their options when it comes to therapy or medication (Buckley 4). More than often the media and marketers have been known to presents information in a manner which can be misleading. In a survey conducted in USA in 2012 it was reported that 60% of all Americans do not trust the media to report the news completely and accurately (Morales). When it comes to news the media is only having an effect on the opinion of the people but when it comes to health marketing and communication it is the health and lives of people and consumers which are at stake. Media Pressure and Persuasion Media pressure means to exercise influence over the ideologies, practices, opinions and values of people (CYH). Hirsch & Gandolf believe that health care advertising agencies use a lot more than budgets allocated for media advertising and innovative ideas; persuasion and its various techniques are employed to market healthcare products to the medical community in specific and public in general. Persuasion has been a strong technique to influence control over the people by controlling and manipulating their behavior (Shanti).

Banning of gun ownership in the united states Research Paper

Banning of gun ownership in the united states - Research Paper Example There is a high correlation and strong relationship between higher levels of firearm ownership and higher firearm homicide rates. The states with higher levels of firearm ownership have disproportionally larger number of lethal gun incidents from firearm-related homicides. Gun incidents reported daily through the various mass media channels also accumulate aggressive relationship among hundreds of millions of other Americans. The fear of becoming one of the gun victims acts destructively on society, and people tend to underestimate the risks of gun ownership at home. An idea of self-protection with a gun fails to be successful as a vortex of emotions often doesn’t allow sensibly assess the situation. In addition to the above stated factors, the study reveals that gun ownership right also has oblique economic consequences as governments, companies, and individuals are paying medical expense premiums, escalated due to inflated prices of medical, life, and disability insurance. I n addition to medical and insurance expenditures, firearm also results in increased costs of the work of various regulatory bodies. For today, gun ownership regulation in the United States is relatively lax due to its â€Å"permissive† position and the right for private gun ownership guaranteed by law. There are some obvious gaps and leakage in the gun control regulation and until all the issues are solved and severely regulated, right for gun ownership should be banned. List of illustrations I. Chart 1. Total Number of Gun Deaths in the United States, 1999-2011†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.....10 II. Chart 2. Total Number of Gun Homicide Rates in the United States, 1998-2011†¦...10 III. Chart 3. Handgun Homicides in the United States, 1999-2011†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...11 IV. Table 1. Overview of the Mass Gun Massacres in the United States†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..15 Table of Contents Letter of transmittal†¦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‚¬ ¦Ã¢â‚¬ ¦5 Introduction†¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦....6 The Second Amendment – a Trigger for Gun Violence†¦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‚¬ ¦....7 Lax Gun Regulation in the United States†¦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‚¬ ¦..8 Suicide and Homicide Rates†¦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‚¬ ¦..9 Correlation between Gun Ownership and Homicide and Suicide rates†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...12 Overview of Mass Gun Massacres†¦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‚¬ ¦...13 Negative Impact on Society†¦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‚¬ ¦.17 Economic Impact of Gun Ownership Rights†¦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‚¬ ¦.....18 Conclusion†¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦19 Bibliography†¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.20 Letter of transmittal Date: 03/12/13 Professor†¦ Assistant Professor,†¦ Department of †¦ †¦..university (or other organization) Dear Sir: Subject: Submission of research proposal on â€Å"Ban of Gun Ownership Right in the United States† Here is the research proposal that has been completed by the knowledge that had been gathered through the secondary research method of literature review. I

Readers response to The Last Library Essay Example for Free

Readers response to The Last Library Essay The narrative ‘The Last Library’, by A. K. Benedict is a collision between real life and fantasy where meaningful past treasures can often be forgotten and disregarded in a fast paced world. In a way it invokes thought about a current issue in North American society today, the progression of new technologies and how we have become dependent on these new technologies as a source of entertainment. Modern day culture has been immersed in a craze of technology allowing immediate access to information and entertainment. Smart phones, tablets, social media sites, and all the vast  information of the internet that is only clicks of a mouse away has caused people to forget the wonders that a library can hold. Much of Society has forgotten how to entertain itself through imagination by reading stories. The text is slightly ambiguous I feel, as though the author wants us to create our own meaningful interpretation of the story. ‘The Last Library’ is a narrative that critiques the idea of how modern day North American culture has seemed to have forgotten about the many wonders of past treasures. The story does this by focusing on the exaggerated view of a young girl, using fiction entwined with real life problems to help us as readers to reflect on the magic places your imagination can take you when reading a book. Interpretation of the written word is shaped by the reader’s own experiences and steers each reader, ambiguously at times, towards a meaning which will differ for each reader as his or her mind interprets specific moments. The author puts forth clues in helping the reader to determine the implied reader of this text; I would consider myself to be closer to the implied reader. The implied reader can be defined as the reader imagined by the text (Grinnell 21). I have lived in a time where libraries were the primary and often times the sole source for knowledge and entertainment, as am I part of modern society entrenched in our current time of modern technology. The Guide’s (Maggie) comment referring to the last library being â€Å"Old exhibit. It’s not interactive† (Benedict 217) makes me reflect on how libraries have become obsolete in our current technological age because they are not interactive in the way  smart phones and tablets allow a person to be. This quote demonstrates a specific feeling I can sympathize with where technology, because it is so interactive, has become the dominant source of information and entertainment. A reader’s own experiences shape the interpretation of the written word. In the story the young girl thinks to herself, â€Å"Her mind is always full of stories, and now there are more outside her† (Benedict 220). This makes me ponder my own childhood and all the wonderful books such as Harry Potter or  old favorite The Saggy Baggy Elephant and all the magical stories from childhood that are treasures I will always hold inside and have helped shape who I became. The meaning of this story can seem vague at moments as the story is more fable than real life, but it does incorporate real life issues. We live in a fast paced world where progress dominates. Simple treasures are often passed over or forgotten for the sake of progress and money, and libraries are an endangered treasure. The Guide’s comment â€Å"It’s a rare event for the museum but they have to  make way for other last things. That’s progress† (Benedict 221) when the books are to be destroyed enforces this thought of â€Å"Out with the old in with the new†, which is the meaning I would take from this story. This narrative â€Å"The Last Library† creates as sense of how North American culture tends to forget the past when seeking new and exciting things. The story focused on the library but also made mention of other past things such as the Dodo or Cuckoo clock; both things we now only see in a  museum or archival instances as their time and place in history have passed. â€Å"The last museum in itself† mentioned in this short story grips the imagination and conjures up wonder if one day â€Å"will anyone care about the past? † Works Cited Benedict, A. K. The Last Library. Paraxis 2011. Rpt. in Custom Course Materials: ENGL 153. Ed. George C. Grinnell. Kelowna: U of British Columbia, Okanagan Campus, 2014. 217-224. Print. Grinnell, George C. Critical Practice: Critical Approaches to Narratives English 153.