Brief #5 Assignment Example | Topics and Well Written Essays - 500 words

Brief #5 - Assignment Example According to the court, "[T]he prohibition of compelling a man in a criminal court to be witness against himself is a prohibition of the use of physical or moral compulsion to extort communications from him, not an exclusion of his body as evidence when it may be material†. While accessing the privilege under Fourteenth Amendment, the court also judged the withdrawal of petitioner’s blood against â€Å"the right of a person to remain silent unless he chooses to speak in the unfettered exercise of his own will, and to suffer no penalty†¦.for such silence†. The petitioner was driving with his companion and because of being intoxicated, he struck a tree due to which, he and his companion got injured. While having being treated for the injuries at the hospital, he was arrested on account of intoxication while driving. His blood sample for the test of intoxication was extracted against his will with the help of a physician because the officer found him drunk. The search and seizure was not unreasonable. The petitioner was informed about his right to get an attorney’s counsel, but blood sample was taken against his will. According to the petitioner, his rights under the Fourteenth Amendment, Fourth Amendment, Fifth Amendment and Sixth Amendment were violated due to which, the evidence of his blood sample should be rejected. However, the Appellate Department of California Superior court affirmed the conviction and rejected his contentions. According to the court, there is no ‘compelling communication’ or ‘testimony ’ that violate the petitioner’s rights and any compulsion with the support of which, ‘real or physical evidence’ is obtained about a suspect, is not a violation of privileges. The cases applicable here are Malloy v. Hogan, Holt v. United States (1910) and Miranda v. Arizona (1966). The Los Angeles Municipal Court of the Criminal offense decided that Schmerber was guilty of intoxicated driving

Women during the Italian Risorgimento Research Paper

Women during the Italian Risorgimento - Research Paper Example However, as Schwegman suggests in the book titled, Amazons for Garibaldi: women warriors and the making of the hero of two worlds, the role of the women in the uprisings are rarely recognized (417). To demystify this perception, Scwegman offers us classical examples on how women participated in the war, starting with the Garibaldi’s first wife Anita and others who joined the Red Shirts (432). The women offered themselves to serve the Italians, despite many hurdles such as lack of support from the male populations. This paper examines ways in which the women population contributed to the Risorgimento, either by participating in the armed struggle or through indirect means. Before going into the main subject area, it will be pivotal to revisit some background information. Background Italian reunification, otherwise known as the Risorgimento, describes the period when the Italian embraced a sense of nationhood. The events that took place during the Risorgimento are inspired the F rench revolutionary and Napoleonic wars, which resulted to the colonization of some of the Italian provinces. While reunification took place in 1870, before then, most of the states were under either the Austrian or French rule. The first attempt to re-unify the states came in 1848, but it failed while second attempt took place in 1859. The Italian leaders relied heavily on the help of Napoleon III to drive out the Austrians in exchange of Nice and Savoy. The war between Piedmont and Austria broke out in 1859. The re-unification of Italy was impeded by many factors, including dominance of the Austrian forces, which ruled Lombardy and Venetia states. On the other hand, the French forces controlled the Southern Italian Kingdoms, and to defeat this powerful army, the Italian forces had to amass substantial foreign aid. Some of the key leaders who played an important role during the reunification include Victor Emmanuel, Cavour, Mazzini and Garibaldi. In addition, the Italians had to se ize the moment after the French forces were withdrawn during the Prussian war. In May 1860, a small army led by Garibaldi led a revolution, which led to the capture of the island of Sicily. The role of Garibaldi in the re-unification efforts through his small army of Red Shirts is highly recognized. The army, which was mainly composed of volunteers from Romagna, Lombardy, and Venetia, set sail in May 1960 for Sicily. After arrival of the Red Shirts, the army registered huge success within the first two months, although they were ill equipped. The re-unification for Italy would not recomplete without the re-capturing of the province of Venetia, which happened 1866 and thereafter the Papal States. This was made successful through the help of the Cavour, who encouraged riots and uprisings, thus giving the troops an opportunity to capture the Papal States. By the end of 1960, most of the states had been captured except Rome and Venetia, which at the time were heavily guarded by the Fren ch troops. The opportunity to recapture, these remaining areas presented itself in 1870 after the Franco-Prussian war broke out. In 1871, Rome became part of the large Italy and was made the capital city. The role of women in the army The role of women in Risorgimento is well captured in the documentary titled, three women of the Risorgimento, which was created and directed by Alessandra Ciotti. One of the figures that are highlighted in this moving documentary includes Antonietta De Pace, who is recognized as a founder of the Female Poetical Committee of Napoli. The organization helped the Garibaldi’s army in the mobilization of resources and actual execution of the military campaigners against the Austrians. Other key figures whose efforts are

Leadership Essay Example for Free

Leadership Essay 1.Leadership as a process, is the use of no coercive influence to shape the group’s or organization’s goals, motivate behavior toward the achievement of those goals, and help define group or organizational culture; as a property, the set of characteristics attributed to individuals who are perceived to be leaders. 2.General Mandible is not a leader because he does not motivate the ants to achieve the colony’s goal, unless the goal was for all the ants to drown and die. He leaves all the ants to drown at the end of the movie. Leaders stick with the team all the way and do not try to kill their own team. 3.Zee is a leader because in a crises moment he does not get scared. At the end of the movie when all the ants are about to drown, he motivates all of them to build a ladder to the top, and his plan ends up saving all the ants. He is able to use nonaggressive force to motivate the ants. 4.The quote â€Å"Individualism makes us vulnerable† applies to ants where one ant alone is weak and small and can’t do much, but all the ants together can do anything. Like it takes all the ants to make the ladder at the end of the movie saving them from drowning, it is crucial to their survival that they stick together. This mostly applies everywhere, being in a team is better than being alone. 5.The Power Position is the physical position in the room for a business meeting, which supposedly has the most power. The leader in this position where he can see all entrances to the room and no activity is going on behind him. Three types of position power are: Legitimate Power- Power granted through the organizational hierarchy; it is the power defined by the organization that is to be accorded people occupying particular positions. Reward Power- The power to give or withhold rewards, such as salary increases, bonuses, promotions, praise, recognition, and interesting job assignments. Coercive Power- The power to force compliance by means of psychological, emotional, or physical threat. 6.A scene from the movie that illustrates the use of position power is when General Mandible is discussing about the colony with the Queen and the Queen tell him he can do whatever he likes because she trusts him that he will do everything for the good of the colony. She has legitimate power granted through the hierarchy, but then the General abuses his power and the works start to work hard because they don’t want to deal with the General because he uses Coercive Power. 7.Personal power is the power that comes from within to influence other it has nothing to do with the persons position. Two types of personal power are: Referent Power- The personal power that accrues to someone based on identification, imitation, loyalty or charisma. Expert Power- The person

Crisis Communications Toyota UK’s sticky accelerator pedal

Crisis Communications Toyota UK’s sticky accelerator pedal Toyota UKs sticky accelerator pedal recall of January 2010 was considered by journalists as a disaster for its reputation with UK customers (Booth and Teather, 2010 and Hutton, 2010). Yet just three weeks after the crisis broke comments left by customers on the companys UK website revealed that they did not share this opinion. This essay will seek to understand these reactions, explain them and suggest ways Toyotas own crisis communication efforts may have helped and hindered them. After establishing the Toyota recall as a crisis, the essay will undertake a content analysis of customer comments to the companys UK website. The Situational Crisis Communications Theory (SCCT) of Coombs and Holladay (1996, 2001 and 2002) will then be applied to the results to start to explain these responses. The essay will then move on to assess how Toyotas own crisis communication efforts, as evidenced by a content analysis of company statements uploaded to Toyotas UK website, followed the tenets set o ut by SCCT. The aim will be to demonstrate how Toyotas crisis response strategies could have negatively and positively influenced these customer reactions. The essay will then conclude by suggesting further research needs to be done to prove any direct causal relationship between Toyotas crisis communication strategies and the resulting customer reactions. Before beginning this analysis it is important we give the essay a strong foundation by establishing that the Toyota accelerator recall was in fact a crisis and therefore warrants the application of crisis communications theory. Underpinning this process is the definition of a crisis as a an event or a perception of an event that threatens or violates important value expectancies of stakeholders and [where] stakeholders reactions can seriously impact the organizations performance and generate negative outcomes (Coombs, 1999, quoted in Tomasz and others, 2010, p. 637). Within this definition is the concept of stakeholders, which is interpreted as any group or individual who can affect or is affected by the achievement of the organisations objectives (Freeman, 1984, p. 46). In the case of Toyota this could include the customers who buy the cars; the staff, who make them and the shareholders, who finance the company. According to Tomazs and others (2010) the expectations mentioned in this definition above centre on what they perceive to be an agreement or promise by the organisation. These are formed from exposure to information about the organisation, published by the organisation itself and the media; societal norms and interpersonal interactions with the company and other parties. Tomasz and others (2010) go on to explain that an episode that threatens or violates these expectations can be considered a crisis. The result of which can make stakeholders change their attitudes towards the organisation and/or change their behaviours, thus negatively affecting profitability and stockholder value. How well a company is meeting expectations can be described as reputation (Coombs, 2004a). So, it is important that, before applying this theory to the sticky accelerator pedal recall, we ascertain Toyotas reputation. From Toyotas own corporate material (Toyota, 2010a and Toyota, 2010b) and media articles (The Telegraph, 2010) about the car marque, the brand promises are clear. By buying a Toyota customers are promised safety, reliability and quality. By applying the theory above to the accelerator recall, it is reasonable to suggest that if the sticky accelerator fault occurred, a car could become unpredictable thus making the vehicle unreliable and unsafe to drive, and threatening two key customers expectations As a consequence, because these issues had never occurred before, customers could begin to feel like the quality associated with the marque had diminished, thus potentially violating the third brand pillar. With Tomasz and others (2010) placing a direct link between the threat or violation of expectations and negative stakeholder behaviour, it is also reasonable to suggest that the recall episode could have some damaging consequences for Toyota and its business goals, including a potential drop in car sales as customers stopping purchasing the marque, which would then lead to a drop in the companys share price. This therefore shows that the sticky accelerator pedal recall defiantly fits into definition of a crisis, as outlined above. What was at stake was Toyotas relationship with its customers. That is why this essay will focus on looking at the crisis from their point of view, in particular its UK customers. In the next part of the essay I will seek to start to understand how customers reacted to this crisis by analysing messages this stakeholder group left on Toyotas UK website. The aim of this examination is to start to build a picture of what damage was done to the relationship between Toyota and its customers due to the crisis episode. This analysis is heavily influenced by the work of Tomasz and others (2010) and as a result breaks the possible harm into two categories; negative changes in customer attitudes to the organisation and negative changes to customer behaviours. With these categories in mind 400 posts were analysed that had been left on Toyotas UK website in reaction the companys pleas for Your Experiences of the Recall (Toyota, 2010c).Toyota uploaded this appeal to their blog two weeks after the countrywide fix of affected models began, therefore giving an indication of the final thoughts of customers. Firstly, these posts were coded as positive, negative or neutral in their attitude towards Toyota. Each post was then broken down further and coded for evidence that the customers perceived Toyota to be responsible for the crisis, that their opinion of the car marquee had been damaged and that the crisis had affected their purchase intentions. Reputation was examined by looking for evidence of the three stakeholder expectations, as established above. These results showed that only 16% of customers in this sample had a negative attitude towards Toyota and only 1.3 % blamed the car marque for what had happened (Purnell, 2010). As for the three pillars of Toyotas reputation, just 2.6% of the customers sampled thought Toyotas were now unsafe, 1.9 % considered them unreliable and 1.3 % thought quality had dropped (Purnell, 2010). However, most interestingly just 2.7 % said the crisis had put them off buying a Toyota (Purnell, 2010). It is therefore fair to say that overall the posts were positive, with comments including not a major problem; not changed my loyalty ; will keep buying Toyotas and 11 out of 10 for Toyota acknowledging the problem and actually doing something about it. With percentages high in the not mentioned categories it is also interesting to stop for a moment and look at the topics that customers were concerned about. Many customers were concerned and confused about how they were affected by the way the recall had been handled. In the next section of the essay I will apply the tenets of SCCT as developed by Coombs and Holladay (1996, 2001 and 2002) to the sticky accelerator crisis in a bid to shed light on why customers may have reacted in the ways established above. The reason SCCT was chosen was because the core proposition of the theory is that during crisis situations organisations need to protect their reputations. The way they can do this is by developing crisis responses based on the specific circumstances of a particular situation. Successfully implementing such tailored responses will have a positive effect on stakeholder perceptions. The match between the situation and the response strategy is based on attribution of responsibility and different responses strategies imply different degrees of responsibility (Coombs and Holladay, 1996, 2001 and 2002). SCCT ( Coombs and Holladay, 1996, 2001 and 2002) suggests that a match between the Toyota crisis and the suggested crisis response strategy can be identified using a two step process, which involves determining the frame stakeholders use to categorise the crisis and then establishing if any intensifying factors are present. SCCT (Coombs and Holladay, 1996, 2001 and 2002) offers three frames, victim, accidental and intentional. The categories present increasing levels of attributions of responsibility and therefore threat posed by the crisis. Using this model in relation to the Toyota recall, reveals that the episode fits into the accidental crisis category which has a low attribution of crisis responsibility. This is because the situation was caused by the failure of a mechanism in certain models of their cars that could not be detected by normal inspection and could therefore be considered technical error product harm, one the subsets of the accidental crisis category. With this base level of threat established the next step is to look at whether any intensifying factors were present during Toyotas sticky accelerator pedal recall. SCCT identifies two intensifying factors, a crisis history and prior reputation (Coombs, 2004b). In SCCT if an organisation had a similar crisis in the past or is suffering from a poor reputation with stakeholders, the current crisis will be a much greater reputational threat because it will establish a pattern of behaviour by an organisation (Coombs and Holladay, 2004). In Toyotas case one of the two intensifying factors is present. The company, despite having a strong reputation with customers, had been having problems with product recalls since 12 months before the accelerator pedal problem. In January 2009, Toyota issued a global recall of 1.3million cars, including some in Britain, because of seatbelt and exhaust problems. The companys woes in this department were also exacerbated by the fact that two weeks into the sticky accelerator pedal crisis, the company issued another global recall for its Prius model because of suspected brake problems. SCCT (Coombs, 2007b) then combines these factors to evaluate the reputational threat presented by the crisis. Therefore Toyotas accelerator pedal recall rates as an accidental crisis, with minimal attributions of crisis responsibility but because of the intensifying factor it has the potential to produce greater reputation damage than would normally be for this category. This means that although customers see the event as largely out of the control of Toyota and unintentional, there is an increased chance that it will damage the companys reputation with customers The application of SCCT to the Toyota recall supports the results of the content analysis above and goes a long way to explain by customers reacted this way. A much stronger attribution of crisis responsibility and therefore threat would have been levelled at Toyota, if customers considered the product recall has been intentional, perhaps a human error crisis caused by someone not doing their job properly(Coombs, 2007a; Coom bs and Holladay, 2002). Although the SCCT model (Coombs, 2007a; Coombs and Holladay, 2002) starts to explain the customers reactions represented above, especially as to why they did not blame Toyota, what we cant forget is that SCCT to the predicts that the episode has the potential to create serious damage to Toyotas reputation with its customers in the posts analysed. It is reasonable then to expect to see a significantly larger proportion of negative feedback from this audience group. However, this is not evidenced, which suggested that Toyotas own crisis communications efforts may have helped to minimise the impact the crisis had on the companys relations with its customer base. The next section of the essay will analyse how well Toyotas own crisis communication efforts met the tenets of SCCT (Coombs, 2007a; Coombs and Holladay, 2002). By analysing statements made by the company on its UK website between January 28 2010- when the crisis began and February 10 when the company began fixing the affected v ehicles. On January 28 Toyota UK issued its first public statement explaining that the accelerator pedal problem currently affecting the US could now affect the UK and Europe (Toyota, 2010d). It focussed on explaining to drivers what signs to look out for and what Toyota was doing to rectify the situation. This is the type of message that SCCT would consider to be instructing information, i.e. information that would help affected people cope physically with the crisis. Instructing and adjusting information are the two types of information that SCCT suggests begin and are part of every crisis response strategy (Coombs, 2010). So it was entirely appropriate that Toyota began its crisis communication efforts in this way. But it is equally important that this hard work was sustained Organisations must protect their stakeholders to protect themselves (Coombs, 2010, p. 29). However, Toyota did not do this. Once the first statement was issued Toyota waited three days before issuing any further statement (Toyota, 2010 e) on their website or elsewhere, leaving customers with no instructing information during this period. To make matters worse there was also a complete lack of adjusting information. Adjusting information are expressions of compassion and the efforts the company is making to prevent a repeat of the crisis (Coombs, 2010) Such information makes victims feel better about the crisis and hold less animosity toward the organisation (Cohen, 2002). Yet until day five of the crisis, February 1(Toyota, 2010e), Toyota had not expressed any sympathy towards those affected and had not announced what steps the company was making to prevent a reoccurrence. This evidence shows that during the initial stages of their crisis response Toyota broke both of the basic tenets set out by SCCT, which Coombs ( 2010) would suggest meant that the company failed in helping customers deal practically or psychologically with the crisis. Although this was not a strong start Toyotas efforts from February 1(Toyota, 2010e) were significantly better. They regularly updated their website with instructing information, including confirming what vehicles were affected, that a fix had been found and how the fix process would work (Toyota, 2010f, Toyota, 2010g, Toyota, 2010h, Toyota, 2010i, Toyota, 2010j, Toyota,2010k, Toyota, 2010l and Toyota, 2010m). This instructing information was also supported by a steady flow of adjusting information, including comments by President and CEO of Toyota Motor Europe, Tadashi Arashima, on February 1( Toyota, 2010e), which expressed regret that it( the crisis) was causing concern; and a statement by the world-wide President of Toyota, Akio Toyoda, on February 5( Toyota, 2010i), which indicated that the company deeply regretted the inconvenience and concern caused to our customers(by the crisis) and confirmed that he would lead a special quality task force to address the problems. This demonstrates a strong use of both instructing and adjusting strategies, but Toyotas crisis response efforts did not stop there. The companys January 28 release also shows the start of a third strategy (Toyota, 2010d). Toyota explains that the accelerator problem only occurs in rare instances which this author interprets as the beginning of what SCCT theorists would consider a diminishing strategy. This strategy continues in subsequent posts and is Toyotas bid to minimise the seriousness of the crisis. This strategy continued throughout the crisis, as evidenced by statements such as Toyota is not aware of any accidents resulting from this condition in Europe (Toyota, 2010e) and that the recall is merely a precautionary measure to guarantee the highest quality standards to all customers (Toyota, 2010e). These efforts are in line with the SCCT tenets for crises which attract minimal responsibility but have an intensifying factor. The use of such strategies significantly strengthene d Toyotas efforts and these are further bolstered by correct application of reinforcing strategies alongside these primary strategies, as suggested by SCCT (Coombs, 2006). These are demonstrated through the use of comments such as those made by MD of Toyota GB, Miguel Fonseca, on February 4 (Toyota, 2010g), which state that customer safety has been and will remain our top priority. These seek to add positive information about the organisation and remind people of its past good works. In summary then, it is reasonable to say that, despite a weak start, Toyotas crisis responses efforts did follow the tenets set out by SCCT (Coombs, 2010) and should therefore have worked to minimise the possible damage the recall had on the companys reputation, by positively influencing customer opinions. It is interesting at this point to return to the findings of the content analysis of customers reactions ( Purnell, 2010), which showed that minimal damage had been done to Toyotas relationship with important stakeholder group and where there was negative feelings towards to company, these reflected the areas of weakness subsequently found in Toyotas crisis response strategies. An example of this is that the lack of information and detail about the product recall and how the fix would be handled that occurred in the first few days of the crisis. The company then paid for this weakness, with many of the negative customer comments expressing confusion and worry about how the recall a ffected them and frustration about how the process was being handled. These findings are very useful because they strongly point to the fact that the weaknesses in instructing and adjusting information at the start of Toyotas response strategy did have an ultimate affect on customer perceptions. With this in mind, it is also reasonable to suggest that where Toyotas efforts correctly followed the tenets of SCCT (Coombs 2010), these may have had a positive effect on customer impressions of the organisation. But, although this analysis strongly suggests such a direct relationship, it far from proves one. It is therefore suggested that further research is needed to substantiate such claims and prove that Toyotas strategies actually influenced the resulting customer reactions and therefore definitely diminished the impact of the crisis episode had on the company. In conclusion, this essay would like to propose that, despite media warnings to the contrary ((Booth and Teather, 2010 and Hutton, 2010), the sticky accelerator recall of 2010 was not a disaster for Toyotas reputation with UK customers. Critical to understanding why this occurred is the recognition that despite threatening to violate customer expectations, the product recall did not actually do so. Insight into why this did not occur can be found by applying SCCT (Coombs, 2007a; Coombs and Holladay, 2002) to the episode. This predicted that Toyota customers would attribute minimal responsibility to Toyota because the episode was caused by a technical fault; something that goes a long was to explain why so few customers blamed Toyota for the episode. But, nevertheless, SCCT (Coombs, 2007a; Coombs and Holladay, 2002) points out that the recall still remained a substantial threat, because of Toyotas crisis history. This essay proposes that this threat was successfully minimised by Toyot as own crisis communication response. Despite weaknesses in the provision of instructing and adjusting information, the brand successfully followed the tenets of SCCT (Coombs, 2010) and used diminishing and reinforcing strategies to minimise the negative effect the recall had on customer perceptions. However, despite customer reactions appearing to mirror the strengths and weaknesses of Toyotas strategy, how they influenced them remains unconfirmed. It is therefore suggested that further research in undertaken to try to prove a direct causal relationship between Toyotas strategies and the resulting customer responses.

The Ancient Greeks Belief in the Underworld Essay -- Greek mythology,

A dark, silent, formless void, a perpetual abyss without orientation, this is essentially what the Greeks believed was the origin of the world. The ancient Greeks while trying to further explain the world, invented beguiling myths (Evie). From these myths a world of human like gods and goddesses was formed (Evie). Through narratives, legends, and myths this world justified various abstract ideas, thus creating Greek mythology (Evie). A central element in Greek mythology is the underworld. The underworld is considered to be the place where one’s soul goes to after death. The underworld has played a vital role in Greek culture by serving as an incentive to live a virtuous life, which in turn has affected all aspects of Greek life. The world of the dead or the underworld was viewed as a subterranean realm (Joe). The ancient Greeks believed that almost all mortals would reside in the underworld after their death. Those fortunate few that did not either gained a place at Mount Olympus or became gods or goddesses themselves (Joe). The underworld was ruled by Hades although there were many other deities in the underworld. Hades acquired the underworld when he and his two brothers, Zeus and Poseidon, divided the universe (Joe). Zeus received the sky, Poseidon received the sea and Hades received the underworld. The underworld was divided into several regions. There were five subterranean rivers which flowed through the underworld (Joe). They were Acheron (Woe), Cocytus (Wailing), Lethe (Forgetfulness), Phlegethon (Fire), and Styx (Abhorrence) (Joe). All souls would have to travel through the five rivers before they were judged and sent to their final residing place to wander for all eternity. The underworld also consisted of two mai... ...ir gods and goddesses they would be virtuous. The stories and myths of the underworld and those unfortunate souls left to wander for eternity gave incentive to be righteous and please their deities. The Greeks would live their lives accordingly so that they may truly be at peace in the afterlife. To avoid being sentenced to wander aimlessly in the after life the Greeks took every possible precaution. The underworld in Greek mythology served to encourage the Greeks to live a righteous life. In the desire to please the gods and goddesses and to prevent eternal wanderings in the underworld the Greeks changed their lives. Within the changes to their traditions, practices, and daily lives, the Greeks altered their culture. The mythologies of the dark, ominous underworld created a thriving Greek culture with many of its only practices, traditions, and rituals.

Abenaki Indians As Environment :: Free Essay Writer

Many people are under a false impression that early Native Americans are the original environmentalists. This is an impression that many people share. The Abenaki tribes that resided in Maine from 3700 BP were not by our traditional definition, environmentalists. In fact they were far from ecologically sound. This paper is meant not to criticize the Native Americans of the age, but to clarify their roles in the environment. To better understand this subject some background is needed.   Ã‚  Ã‚  Ã‚  Ã‚  The Abenaki People of the Northeast led a non-permanent exististance based mostly on the seasonal flux in the region. The area of land now referred to as Maine especially. Maine has always had abrupt seasons and the Abenaki used these seasons to their advantage. Their culture is one of direct appropriation with nature. This meaning that they were a culture in which nothing was permanent. Their survival depended on mobility. The Abenaki did not utilize storage as we do now, or even as the early Europeans of the time did. For each of the four seasons they stayed in areas where they would successfully survive. For instance, the summer months were spent on the coastal regions fishing and foraging while in the winter they pulled back into the interior forests for protection and hunting. However, they did return to the same part of the forests, coasts and waterfalls where their former camps had been.   Ã‚  Ã‚  Ã‚  Ã‚  Although the Abenaki culture bent to the seasons, they dramatically shaped their surrounding environments. The Abenaki tribes would change the location of the campsites every ten to fifteen years due to a variety of reasons. The southern Abenaki tribes who performed some sort of agriculture would experience severe soil exhaustion after a decade of farming that particular piece of land. The Abenaki required enormous amounts of wood for campfires, smoking meat, building homes and cooking to name but a small few. Pest infestation was also another reason that the Abenaki would move the camp. Fleas and vermin would become extremely bothersome after time had gone by and they had become accustomed to environments. They practiced a form of clearcutting known today as anthropogenic fire, anthro meaning “human'; and pogenic meaning “induced';. They would purposely ignite massive forest fires around their encampment for a variety of reasons. These areas would bur n underbrush and smaller trees but not ignite the foliage of the huge trees. This burning was good for some forms of agriculture.

Case Marriot and Flinder Valves Essay

1. Why is Marriott’s CFO proposing the Project Chariot? To improve the financial performance of the firm, by re-structuring the company in two separating activities to distinguish those that require a large fixed assets (Real estates ownership) and those with relative low amount of assets (Management services and others). By dividing in this way, the large amount of debt will go with the real estates ownership called Host Marriott Corp. (HMC), whereas the rest of activities will go to Marriott International (MII). Doing so, the value of the 2 firms combined will exceed this year’s book value, according to expectations (see appendix 1). 2. Is the proposed restructuring consistent with management’s responsibilities? It is, as it clearly separate the activities and focus on management services rather than owning the hotels. Furthermore, it improves the cash flows from the existing structure (see appendix 1), this improvement will allow HMC to meet its debt responsibilities ( a total cash flow projected of $771 million in 1992 versus $478 million in 1991. The DCF in HMC assuming a worst case scenario will exceed current value of the firm’s assets $5,218 million versus $4,600 million, which indicates that the firm will improve as its assets will appreciate. 3. The case describes two conceptions of managers’ fiduciary duty (page 9). Which do you favor: the shareholder conception or the corporate conception? Does your stance make a difference in this case? We agree upon favoring the shareholder conception, as this provides an improvement on cash flows, as this condition is met, other financial gaps can be covered, plus it revalues the total firm based upon the expected cash flows. In this particular case, by having this improvement on cash flow, debt responsibilities can be covered inside HMC or by using the line of credit guaranteed by MII. On regards of the bondholders, the option is to increase the return as bonds will reduce the grade to junk bonds, for the calculation on DCF we assume a return of 10.81 assuming the highest risk for bonds. This action will compensate bondholders for the action. 4. Should Mr. Marriott recommend the proposed restructuring to the board? Yes, as it increase the value of the combined firms, focus activities per company and provides better cash flows.