Timeline History Of Russia 1533-1991 Essays - Marxist Theorists

Timeline History of Russia 1533-1991 1533-1584 The Russian Empire, covering over one-sixth of the world, is governed by the sovereignty of Czar Ivan the Terrible. The feudal system oppresses every man, woman and child as the Czar releases "Tax Collectors" to maintain support for the nobles in the land. Brigands and financial extortionists persecute any lower class citizen who refuses to help contribute to the Czar's regime. 1682-1725 Under Czar Peter I (Peter the Great), the Russian Empire begins to flourish with traces of traditional social structure modifications in the country. Observing the radical advances of western civilizations, Peter orders the modernization of the army, creation of a navy, encourages mercantilism and foreign trade, and gives women more rights. Nevertheless, the Empire remains stricken in poverty over slow reforms and the overbearing presence of feudalism. 1825-1861 The feudal system begins to fail when the goals and desires of the common peasant cannot be achieved through such an archaic doctrine. Various successive Czars attempt social reforms which do not leave an impact on the country's well-being. In December of 1825, an uprising from the populace occures when they demand changes to the economic system. With the development of the American, French and Spanish constitutions, the serfs now demanded the abolishment of the monarchy dictatorship, communal ownership of land and many other civil and social reforms. Unfortunately, their rebellion was quickly dismantled by the Czar's military faction and the system remained in tact. 1861-1905 Czar Nicholas II finally realized that his current economic monarchy was holding back the development of the empire. He therefore created a parliamentary system in 1905 which would decrease the number of strikes and violent outbursts generating from the peasants. This representative assembly (called a Duma) was convened a total of four times during the first World War and gave legitimacy to other political factions within the empire and would hopefully increase civil rights. 1917-1924 World War I led to the abdication (resignation) of the Czar as the people revolted against his useless monarchy. Famine, disease and death were spreading like wildfire as the Russians aided France against the militia of Germany during World War I. The population lost its faith in the monarchy and installed a provisional government that would keep the country from disintegrating. However, this government refused to intervene during the fragile years of the war and lost its power to a communist party called the Bolsheviks. The Bolsheviks, led by Vladimir Ilyich Ulyanov (Nikolai Lenin), overthrew the provisional government and implemented their style of authority to the empire. Their objectives were to lead the Russian empire into prosperity while utilizing Karl Marx's proposed doctrine for a communal, classless environment where the workers will be using their abilities to satisfy their own needs. The Union was now born and the Communist Manifesto was finally going to be activated. The C zar and his family were captured and executed, thus ending the oppressive autocracy that had befallen the empire for hundreds of years. Eventually, the central government was overtaken by Lenin and his military leaders, Leon Trotsky and Josef Stalin. Although a minority party, the Bolsheviks decided to implement capitalistic modifications to the fragile economy in order to aid the communistic backlash that would follow. The New Economic Policy (NEP) created by Lenin would allow peasants to keep a certain amount of profit for themselves, rather than having the government subsidize all of it. Unfortunately, Lenin died just as his policy had started to work. 1925-1953 The two apparent heirs to Lenin's regime were Josef Stalin and Leon Trotsky. Although Trotsky was better suited for the position (with his strong political inclinations towards reasonable social adaptability), Josef Stalin assumed controlled and subsequently ordered the exile of all apposing cabinet ministers, including Trotsky. Anyone in the Union who objected to his decisions was sent to Siberian prison camps or murdered. He now had full control without any intervention from other liberal or moderate parties. He decided to concentrate on improving military strength and building on improving the Soviet economy, rather than follow Lenin's revolutionary goal of dominating the world. In order to obtain the immense amount of money needed to maintain his militia, he began a series of five year programs which would force

How to Address Someone in German Properly

How to Address Someone in German Properly You is not always you, especially when youre speaking a foreign language.   One thing you need to learn quickly is how to correctly use you in German. Modern English is the only Indo-European language that has just one form of you. In German there are three: Du,  the Informal Address This form is only for those with whom youre on familiar or intimate terms, such as family, close friends, children, pets, and in prayer. In Germany, the word friend isnt used as liberally as in America, or at least it doesnt carry quite the same meaning. Ein  Freund/eine Freundin is used more to denote what we call here a close friend, whereas the word ein Bekannter/eine Bekannte is the preferred term used for casual friends and acquaintances. Ihr, Informal Plural Ihr is the plural form of du. Its the equivalent of yall in the Southern United States. For example: Wo seid ihr? (Where are you guys?)   Sie, the Formal Address This polite form implies a certain formality between people and takes into account social considerations. Sie is used for those people we address as Herr, Frau and with other formal titles. Usually, its used for older people, professionals and shop clerks. It might also be a good strategy to address co-workers as  Sie at first  until they offer you the du. Its better to call someone  Sie  and have them correct you with  du than to assume you can use the formal address and offend someone.  Ã¢â‚¬â€¹ Duzen and Siezen The verb that describes using Sie to address someone is siezen. To utilize du with someone is duzen.  Its best to use the Sie if  you are not sure which to use.   More About You in German Other important points about  Sie,  du and  ihr  are: The formal Sie  is always capitalized. There are no exceptions to this rule. The du  and ihr  are usually written in lower case, but some older Germans capitalize them. That was the rule about 20 years ago, before they had the Rechtschreibreform.  Sie remains written as Sie whether you are using it in the plural or singular sense. For example, if you are formally addressing one or two Germans, you wont see a difference in writing:Woher kommen Sie? (Where are you from, sir/madam?)Woher kommen Sie?(Where are you from, sirs/madams?)Sie (you, formal)  takes the same verb form as sie (they),  which is why in conjugation tables, you will find both words at the bottom together. Chart of You in German In a nutshell: Singular Plural English meaning du trinkst ihr trinkt you or yall are drinking Sie trinken Sie trinken you (formal) or you (plural) are drinking Common Problem: There Are Four Sies  and Four Ihrs Many German-language students have trouble initially with ihr. This could be because there are two ihrs. There are also multiple versions of sie, which can be complicated.  Take a look at the following examples:   Hey, kommt ihr heute Abend? (Are you guys coming tonight?)Ist das nicht ihr neuer Freund? (Isnt that her new friend?)Entschuldigen Sie. Ist das Ihr Auto vor meiner Ausfahrt?  (Excuse me, sir/madam, is that your car in front of my driveway?) Note that the Ihr  is capitalized as it is formal.Entschuldigen Sie. Ist das  Ihr  Auto vor meiner Ausfahrt? (Excuse me, sirs/madams, is that your car in front of my driveway?) Here are three examples for sie/Sie: Woher kommen Sie? ( Where are you from, sir/madam?)Woher kommen Sie?  Ã¢â‚¬â€¹(Where are you from, sirs/madams?)Woher kommt sie?  (Where is she from?)Woher kommen sie?  (Where are they from?) Du, Ihr, and Sie Declensions Keep in mind that like with all other pronouns, du, ihr and Sie will also have genitive, dative and accusative forms that you must memorize.

Ecotourism in China Term Paper Example | Topics and Well Written Essays - 3250 words

Ecotourism in China - Term Paper Example Some of the core areas where ecotourism intends to operate are: facilitating environmental sustainability and ecological conservation of different types of habitats that may exist in a certain geographical region. In addition to this, ecotourism pre-dominantly accentuates upon the social aspects and dimensions of tourism, rather than focusing on acquiring commercial and monetary gains only. Different agendas and programs, which are launched and initiated under the banner of ecotourism policies, intend to launch schemes and awareness programs. By the help of these programs, they can educate and inform people at a massive level. This education looks at different ways through which people can play a proactive role in bettering their very own environment. At the same time, it also urges them to make efforts through which sustainable development of environment is possible. Case of Yixian valley and Ecotourism in China The Yixian Valley is located about 450 km from Shanghai, in the south o f Anhui Province and close to Huangshan. It’s famous for "Yellow Mountains", landscapes and pleasant weather. This valley is a member of the global network of UNESCO Geoparks. By the end of 2004, benefiting from very high investments, the region implemented 290 projects in eight key programs. These programs were aimed at the development of ecotourism, organic farming, and preservation of scenic beauty, energy enhancement, water work industry, development planning and transport. The key selection criteria due to which Yixian has been selected, is the fact that it is one of those places in the country where some serious and high level efforts for the development of ecotourism have taken place in recent years. This place has also been a centre of ecotourism investment, even for... The paper describes some of the fundamental organizations which are playing a proactive part and role in ensuring the sustainability of ecotourism in China. An important company to mention in this context is Wild China. This company was founded in 2000 by entrepreneur Zhang Mei, a Chinese native of Yunnan Province, who was educated in the United States. The company decided to help the government of the province to develop its tourist economy while preserving the beauty of places and cultures. Since its founding, Wild China is naturally oriented towards ecotourism. It started by organizing custom tours for individual travelers and has always proposed routes outside areas traditionally popular with mass tourism. It deliberately started its operations in the western provinces, such as Qinghai and Gansu, where no one was operational in 2000. At that time, all agencies were facing east, the most developed region of China. From the very beginning, the company only worked with local guides, train and paying tourists. It was a revolution since many guides in China are poorly paid and are forced to pay commissions to stores from where they take groups. It also marketed on saving paper by printing brochures on recycled paper and refraining from using plastic in its operations. In places like Beijing, they tried to take tourists to areas less frequented and organized meals with the residents, as well as the traditional tai-chi workshops. Since then, that unique business proposition of Wild China has been copied! For them, the goal is not to "make China" but to meet Chinese people.

Case Study - Consulting Essay Example | Topics and Well Written Essays - 1000 words

Case Study - Consulting - Essay Example The physician in this site should ensure that he assesses every client’s motor skills and record them down electronically. Since assessing the motor skills is mandatory, the centre should employ elaborate programs that will ensure the physicians follow the correct procedures. This policy may be ensured by the introduction of the Electronic Health Records system. This system will advocate for the recording of relevant report and charts regarding the patient. This system allows patients to create and maintain their own portal accounts(AHA & CHME, 1981). These portal accounts give patients control about information regarding their health and the different evaluations being done by the physicians. The portal also allows the patients to share various diagnosis materials, schedule hospital appointments, as well as update patient information. The update of the patient’s progress is important and it is carried out on a secure platform. By introducing a patient portal into the s ystem, the patient ensures that the physician carries out every activity that is required of him or her. The Residential Chemical Dependency Program for Adult Women is governed by the Joint Commission and the State standards. The policies found therein require that treatments plan be completed in two weeks of admissions. However, this site does not maintain any treatment plans for the patients. It is important that the site maintain create treatment plans for the adult women in order to help them with their recovery process. The site needs to employ physicians that will carry out the processing of relevant information to be used in the treatment plan. These physicians should also identify the various needs and problems that each specific patient requires. Every patient has different requirements. The site should also employ clerks in order to ensure the information given by the patients is fed online where

Summarizing Very Short and Sweet Assignment Example | Topics and Well Written Essays - 250 words

Summarizing Very Short and Sweet - Assignment Example Grant underlines the importance of buy-in for all stakeholders through a good communication program. The strengths of the summary are that it mentions the main components of the article and its purpose. The summary describes the components of core concepts for integrated system. It also points out Grant’s purpose in writing the article, which guides readers on what they can expect from the article. However, the summary could have at least mentioned the particular core concepts of integrated system in the summary to improve its content. The summary should also clearly highlight the benefits and challenges of integrated care. For instance, Grant argues that integrated care is complex, but it can be done through the designing of the organization’s communication plan and encouraging stakeholder participation. The summary should also include the benefits of integrated care that Grant discussed in more specific terms, instead of just saying that it cuts costs and improves outcomes, so that those who read the summary can clearly picture what integrated care’s benefits are to

Case Study of Innovation: Jack Welsh

Case Study of Innovation: Jack Welsh Jack Welchs Innovates the Innovators at GE The sources and research used in the following paper come from a variety of sources, including mostly the internet, a GE annual report, and newspaper articles on GE and Jack Welchs management styles, leadership, and beliefs. When Jack Welch became CEO of General Electric in 1981, he was only the 11th CEO the company had seen in its 120 years of existence. Although GE was a $13 billion a year company, it began showing signs of necessary change as it had reached the stage between maturity and decline. After 20 years at the helm, Jack Welch had turned General Electric (GE) into one of the worlds most successful companies. Welch increased GEs market value from $13 billion to over $300 billion in 2001. He guided the once struggling company to what was then the biggest corporation in the entire world as well as the most profitable. Through the use of goal setting, empowerment, and communication Welch transformed the gigantic and complacent company into an energized multi-national organization ready to face world competition. Through an analysis of the techniques employed by Welch, one can gain a better understanding of how to motivate outstanding performance in any organization. In 1981, the industry environment in which GE was involved was in a downward spiral. GE was also suffering from low productivity growth (1%-2%) as well as a lack of innovations. Another issue facing Welch as he took control was that the company was still organized as it had been when GE was founded near the turn of the century. GE was suffering from a lack of strong leadership and the existence of to much bureaucracy. As Welch took over, he found that structure and struggle to change made it impossible to perceive an effective environmental change when change was necessary to remain an industry leader. In fact, if GEs massive cost structure was not dramatically restructured, analysts projected that GE would become unprofitable by the end of 1982. When Welch took over as CEO, he quickly identified several major areas that were in need of his immediate attention. The first problem he identified was that the organizational structure was represented by an overwhelming nine layers of management between the shop floor and the CEO. This lead to an unresponsive, inward focused company thats employees found great difficulty in communicating with one another. At the same time, the numerous layers of middle management gave employees comfort. The company was divided into 150 units. Welch saw this and believed that GE was overly diversified. They were simply involved in too many different ventures. GE was a financially strong company, but its growth rate was close to the companies GNP (Gross National Product). From his previous 21 years of experience with GE, Welch also knew that there were issues involving the employees. Once he took control, he worked on establishing a number of change management processes to combat the problems that the company faced with isolation, low morale, and negative attitudes toward the workplace. Welch knew that the company was too large to fail, yet GE was too unwieldy to adapt for further growth. Welchs grand scheme in reinventing General Electric involved two separate phases. These phases were referred to as the â€Å"hardware† and â€Å"software† phases. Over the next five years, General Electric under the command of Welch would go through some extensive changes. In September 1981, in an internal GE publication, Welch articulated the corporate strategy that each division would be number one or number two in their industry, and that GE would remain lean, agile and able to respond to changes in its environment. Welchs early priorities would be e xtensive restructuring of General Electrics infrastructure. Welch began selling those business in GEs portfolio that faced no potential return in the future and retained and added some with the potential to be number one or number two in that industry. This could bring GEs operation into economies of scale and then lock out the potential competitors. During the 80s, GE had bought 338 businesses and product lines for $11.1 billion and sold 232 for $5.9 billion during the 1980s. Among his most noble feats was restructuring the companys 350 businesses into twelve divisions of the company and reducing the management structure from twenty-nine levels to only six. By 1989, 12 out of 14 GE units were leading their markets both in the U.S. and abroad. His first years were also marked by destaffing, or reduction of the workforce. He did this by removing unnecessary layers of middle management and laying off thousands of employees. By 1984, he had reduced the workforce by almost 100,000 in order to streamline the company and to increase efficiency. Each year he would terminate the bottom 10% of his managers. However, he would reward the top 20% with bonuses and stock options. At the end of 1980, GE had 411,000 employees and by the end of 1985, GE had 299,000 employees By the late 80s, Welch was confident that that hardware part of his restructuring was almost complete so he wanted to begin focusing on the software phase. Welch admitted his priorities were changing, â€Å"A company can boost productivity by restructuring, removing bureaucracy and downsizing, but it cannot sustain high productivity without cultural change.† Welchs approach for this phase focused on three main areas. These areas of focus would include goal setting and competition, empowering employees, and increasing corporate communication. An underlying theme for Jack Welchs tenure as CEO of GE was his use of goal setting to motivate higher levels of achievement throughout the company. Welch set company wide goals, as well as specific performance objectives for individual companies and divisions. He often supplemented his goal setting by creating a sense of competition within the organization, as well as against all competitors. Welch preached a philosophy he called â€Å"planful opportunism,† whereby GE employees were given an over-reaching stretch-goal and permitted to do whatever it took to reach the target. Welch use d this same technique in an effort to improve product quality. This led Welch to introduce GE to Six Sigma, a defect reduction program. Six Sigma is a process, which consists of the rigorous application of statistical tools to improve profits, reduce costs and improve speed. It begins by asking hard questions regarding level of defects, time required to perform operations, and customer expectations. It is a quality control process, which brings robust changes unlike other process. This program relies on teamwork to propel quality to the highest level. GE had been operating at 3.5 sigma, but that was not enough for Welch, he wanted six sigma (nearly twice the national standard). Welch consistently set far-reaching goals in an attempt to move the company in the direction he wanted. While not all goals may be reached, Welch reinforced the notion that advancing towards those goals was still considered success and rewarded managers accordingly. Welch realized that he could motivate highe r levels of performance by setting goals that were much higher than the managers would have set for themselves. These â€Å"stretch-goals† often caused the managers to outperform their original targets. Because Welch set such extreme stretch-goals, he needed to incent effort toward these seemingly unattainable targets. He rewarded people by giving bonuses if they made great progress towards the goals, even if they did not reach them. This succeeded in driving people to work beyond their original goals and even if they did not reach the stretch goals Welch often recognized them for superior performance. When Welch took over GE, he had a vision of creating an organization where people at all levels could be held responsible for their own work, and in the end make decisions for the betterment of their job. The goal was not to control workers, but instead to liberate them. Welch characterized this as creating a boundary-less organization in which empowered employees were self-directed and motivated to reach their goals. Welch addressed this issue by eliminating whole layers of management, consolidating overlapping jobs and business units, and forcing employees at every level to take more responsibility for their own work. In the plant, equipment operators became responsible for the quality of their own work, reducing the need for inspectors. In effect, employees were given the ability to eliminate those aspects of their job that were unproductive and thus unnecessary. An important aspect of this has been the Work-Out. Work-Out had been an empowerment concept greatly favored by Welch. T housands of GE employees get an opportunity to get together and share their ideas, thoughts and expertise, while building and fostering a more creative and team oriented atmosphere. The Work-Out encourages communication and accountability with the ultimate goal being to drive above average team performance. By providing each team member with the opportunity to contribute his ideas to the decision making process, Welch hoped to stimulate individuals to constructively challenge their bosses and promote a more motivated workplace. All Work-Outs included follow-up meetings where previous commitments were discussed and accountability was enforced. Employees received the satisfaction of being able to air their concerns, while the company has greatly benefited from insights shared. Under Welch, GE began to realize that human beings are not machines and that each person has the potential to enhance productivity. Knowing how to use this resource cannot only give the company a competitive edg e, it can make each employee feel more important in the production process and thus more motivated. It helped to eliminate vertical and horizontal barriers and forever changed the way people behaved at the company. This process assisted Welch to achieve workable unity within the organization, creating an environment of trust and openness that had not existed before. By empowering people, an organization gives employees the ultimate responsibility for their own work. If they share the companys goals, they do not need much supervision. Costs will be reduced and layers of management will become unnecessary. This can also lead to employees becoming more motivated to perform their jobs optimally, which in turn leads to large productivity improvements and allowing the organization to be able to implement new ideas faster and be more responsive to market changes. â€Å"Boundary-less behavior† and the elimination of unnecessary communication filters are the key phrases to describe Ja ck Welchs attitude towards communication. To facilitate goal setting and empowerment within GE, Welch needed to establish clear lines of communication in the organization. He realized that employees come to GE with many different experiences and backgrounds. He did not want to take away from the benefit of those various backgrounds, as much as reshape them with GE philosophies. One of his objectives was to motivate people to think outside the box and challenge the status quo. Open communication channels between Welch and his employees have been an important tool in this regard. These channels work in both directions, giving employees the ability to air their concerns and work towards a consensus for action. He encourages direct communication with employees, including he, himself having face-to-face meetings with subordinates as often as possible and participating in the Work-Out. Welch himself was characterized as inpatient, blunt and ill tempered towards his dependent and would strive to build self-confidence in his managers, but his communication style would often cause people to lose self-confidence instead. Open communication channels work well when they are used to motivate performance and increase employee morale, but when they are used to intimidate they will have the opposite effect, causing low self-esteem. This â€Å"brashness† has also contributed to the criticism over the years for an apparent lack of compassion for the middle class and working class. Some industry analysts claim that Welch is given too much credit for GEs success. They contend that individual managers are largely responsible for the companys success. Jack Welch changed his management style based on the needs of GE during a particular time. He was Neutron Jack when he needed to be. GE was sluggish and slow, layered with cumbersome management, and needed to â€Å"trim the f at† and make middle management less of a burden. We may have taken less of a hardnosed approach by providing benefits and education opportunities to employees that were let go to ease the burden on the families, especially those employees with a number of years at GE. The rationale that Jack used to make decisions was based solely on where the company was, and where it needed to be. He was able to change his management style based on the condition of the company. He needed to be Neutron in the early 80s because the company was fat and sluggish. Middle management needed to be trimmed to save time and money. There was no other choice but to adopt a very directive style and portray a hard attitude. As GE slimmed, it became apparent that GE needed to be coached and inspired for better productivity and simpler process. Jack was able to adapt his leadership style into that of a coach with a â€Å"you can do it† communication style. As GE evolved into the late 90s Jack understood that it was now time for the GE employees to be empowered to share ideas for best practices, and teach back to management tricks of the trade that would take the company to the next level. By implementing the â€Å"boundary-less† philosophy, Jack was sending a message to the entire company that employees are valued, have great ideas that they need to share, and they would be rewarded rather than punished for speaking up. This was the last empowering style of leadership that Jack employed before his retirement. Works Cited Byrne, J.A. (1998). How Jack Welch runs GE: a close-up look at how Americas #1 manager runs GE. Business Week. Byrne, John, How Jack Welch runs GE Business Week, 8 June 1998. General Electric Annual Report, 1997. Jack Welch on Leadership. New York, NY. McGraw-Hill Companies, Inc. 2004. Time Warner Newsroom. November 01, 1999. Time Warner. July 01, 2006. Kornik, J. (2006). Jack Welch: a legacy of leadership his secrets revealed.http://www.trainingmag.com/msg/search/article_display.jsp?vnu_content_id=1002839049imw=Y . The 360-Degree Leader. Nashville, Tennessee: Thomas Nelson Inc., 2005. Slater, Robert. 29 Leadership Secrets from Jack Welch. New York, NY. McGraw-Hill Companies, Inc. 2003. The Times (London, England), September 2004, 9. â€Å"Jack Welch The Gurus Boiled Down.† Welch, Jack, and Suzy Welch. Winning. New York, NY: HarperCollins Publishers, Inc., 2005 Welch, Jack, Byrne, John (2001). Jack: Straight From the Gut. New York, NY: Warner Books, Inc.

Milton’s Paradise Lost :: Paradise Lost

Milton’s Paradise Lost Critics of the Romantic Period have claimed that John Milton was unconsciously allied with the forces of evil. In Paradise Lost Milton’s accounts of â€Å"Devils & Hell† are much more elaborate and awe inspiring than those of â€Å"Angels & God.† Hell and Satan are portrayed extensively whereas the reader is given brief and inconclusive glimpses of Heaven. The apparent dichotomy is explained by William Blake: â€Å"The reason Milton wrote in fetters when he wrote of Angels & Gods, and at liberty when of Devils & Hell, is because he was a true Poet and of the Devil’s Party without knowing it.† Milton’s adherence to orthodox views resulted in an uninspired portrait of Heaven. Hell, in contrast, was greatly developed; the vivid imagery of the volcanic and desolate terrain gave Hell a genuine ambience. Milton described Hell as a â€Å"lake of fire† (280) and commented on the â€Å"Floods and Whirlwinds of tempestuous fire† (77). He indicated that darkness is given off instead of light: â€Å"No light, but rather darkness visible† (63). The devils, especially Satan, were characterized in more detail than the angels or God. The first two books of Paradise Lost featured the fallen angels’ debate regarding their future plans. As a â€Å"true Poet† Milton sought to appeal to the emotions of his readers. The natural human inclination towards evil inspired Milton’s powerful description of Hell as opposed to his unimaginative view of Heaven. Milton held strongly antipathetic views with regard to tyrannical authorities. He created numerous pamphlets to protest the regime of unjust rulers such as King Charles I. Blake suggested that Milton’s opposition to tyranny was also applicable to the authority of God. Both Satan and Milton expressed similar rebellious sentiments. In Paradise Lost, Satan speaks of God’s unjust rule, which parallels Milton’s philosophy regarding tyrannical princes and kings of his day. For example, Satan says to his followers that â€Å"All is not lost; the unconquerable Will / And study of revenge, immortal hate / And courage never to submit or yield† (106-108).