Battle of Agincourt - Hundred Years War

Battle of Agincourt - Hundred Years' War Battle of Agincourt: Date Conflict: The Battle of Agincourt was fought October 25, 1415, during the Hundred Years War (1337-1453). Armies Commanders: English King Henry Vapprox. 6,000-8,500 men French Constable of France Charles dAlbretMarshal Boucicautapprox. 24,000-36,000 men Battle of Agincourt - Background: In 1414, King Henry V of England began discussions with his nobles regarding renewing the war with France to assert his claim on the French throne. He held this claim through his grandfather, Edward III who begun the Hundred Years War in 1337. Initially reluctant, they encouraged the king to negotiate with the French. In doing so, Henry was willing to renounce his claim to the French throne in exchange for 1.6 million crowns (the outstanding ransom on French King John II - captured at Poitiers in 1356), as well as French recognition of English dominion over occupied lands in France. These included Touraine, Normandy, Anjou, Flanders, Brittany, and Aquitaine. To seal the deal, Henry was willing to marry the young daughter of the chronically insane King Charles VI, Princess Catherine, if he received a dowry of 2 million crowns.  Believing these demands too high, the French countered with a dowry of 600,000 crowns and an offer to cede lands in Aquitaine.  Negotiations quickly stalled as the French refused to increase the dowry. With talks deadlocked and feeling personally insulted by French actions, Henry successfully asked for war on April 19, 1415. Assembling an army of around, Henry crossed the Channel with around 10,500 men and landed near Harfleur on August 13/14. Battle of Agincourt - Moving to Battle: Quickly investing Harfleur, Henry hoped to take the city as a base before advancing east to Paris and then south to Bordeaux. Meeting a determined defense, the siege lasted longer than the English had initially hoped and Henrys army was beset by a variety of diseases such as dysentery. When the city finally fell on September 22, the majority of the campaigning season had passed. Assessing his situation, Henry elected to move northeast to his stronghold at Calais where the army could winter in safety. The march was also intended to demonstrate his right to rule Normandy. Leaving a garrison at Harfleur, his forces departed on October 8. Hoping to move quickly, the English army left their artillery and much of the baggage train as well as carried limited provisions. While the English were occupied at Harfleur, the French struggled to raise an army to oppose them. Gathering forces at Rouen, they were not ready by the time the city fell. Pursuing Henry, the French sought to blockade the English along the River Somme. These maneuvers proved somewhat successful as Henry was forced to turn southeast to seek an uncontested crossing. As a result, food became scarce in the English ranks. Finally crossing the river at Bellencourt and Voyenes on October 19, Henry pressed on towards Calais. The English advance was shadowed by the growing French army under the nominal command of Constable Charles dAlbret and Marshal Boucicaut. On October 24, Henrys scouts reported that the French army had moved across their path and was blocking the road to Calais. Though his men were starving and suffering from disease, he halted and formed for battle along a ridge between the woods of Agincourt and Tramecourt. In a strong position, his archers drove stakes into the ground to protect against cavalry attack. Battle of Agincourt - Formations: Though Henry did not desire battle due to being badly outnumbered, he understood that the French would only grow stronger. In deploying, men under the Duke of York formed the English right, while Henry led the center and Lord Camoys commanded the left.  Occupying the open ground between the two woods, the English line of men at arms was four ranks deep. The archers assumed positions on the flanks with another group possibly being located in the center. Conversely the French were eager for battle and anticipated victory. Their army formed in three lines with dAlbret and Boucicault leading the first with the Dukes of Orleans and Bourbon. The second line was led by the Dukes of Bar and Alenà §on and the Count of Nevers. Battle of Agincourt - The Armies Clash: The night of October 24/25 was marked by heavy rain which turned the newly plowed fields in the area into a muddy quagmire. As the sun rose, the terrain favored the English as the narrow space between the two woods worked to negate the French numerical advantage. Three hours passed and the French, awaiting reinforcements and perhaps having learned from their defeat at Crà ©cy, did not attack. Forced to make the first move, Henry took a risk and advanced between the woods to within extreme range for his archers. The French failed to strike with the English were vulnerable (Map). As a result, Henry was able to establish a new defensive position and his archers were able to fortify their lines with stakes. This done, they unleashed a barrage with their longbows. With the English archers filling the sky with arrows, the French cavalry began a disorganized charge against the English position with the first line of men-at-arms following. Cut down by the archers, the cavalry failed to breach the English line and succeeded in doing little more than churning the mud between the two armies. Hemmed in by the woods, they retreated through the first line weakening its formation. Slogging forward through the mud, the French infantry was exhausted by the exertion while also taking losses from the English archers. Reaching the English men-at-arms, they were able to initially push them back. Rallying, the English soon began inflicting heavy losses as the terrain prevented the greater French numbers from telling. The French were also hampered by the press of numbers from the side and behind which limited their ability to attack or defend effectively. As the English archers expended their arrows, they drew swords and other weapons and began attacking the French flanks. As a melee developed, the second French line joined the fray. As the battle raged, dAlbret was killed and sources indicate that Henry played an active role at the front. Having defeated the first two French lines, Henry remained wary as the third line, led by the Counts of Dammartin and Fauconberg, remained a threat. The only French success during the fighting came when Ysembart dAzincourt led a small force in a successful raid on the English baggage train. This, along with the menacing actions of the remaining French troops, led Henry to order the killing of the majority of his prisoners to prevent them from attacking should the battle resume. Though criticized by modern scholars, this action was accepted as necessary at the time. Assessing the massive losses already sustained, the remaining French troops departed the area. Battle of Agincourt - Aftermath: Casualties for the Battle of Agincourt are not known with certainty, though many scholars estimate the French suffered 7,000-10,000 with another 1,500 nobles taken prisoner. English losses are generally accepted to be around 100 and perhaps as high as 500. Though he had won a stunning victory, Henry was unable to press home his advantage due to the weakened state of his army. Reaching Calais on October 29, Henry returned to England the following month where he was greeted as a hero. Though it would take several more years of campaigning to achieve his goals, the devastation wrought upon the French nobility at Agincourt made Henrys later efforts easier. In 1420, he was able to conclude the Treaty of Troyes which recognized him as the regent and heir to the French throne. Selected Sources History of War: Battle of Agincourt

Tate & Lyle Sugar to Be Fair-Trade Case Study Example | Topics and Well Written Essays - 1000 words - 15

Tate & Lyle Sugar to Be Fair-Trade - Case Study Example It is evidently clear from the discussion that during the growth stages of a product, the product manufacturers should focus more on devising specific strategies for maintaining growth. During this stage; â€Å"more competitors will enter the market, companies increase the number of product offerings in order to differentiate themselves from competitors, the prices may begin to fall and the emphasis may shift from moderate to heavy advertising and promotion activities†(Planning: Middle Growth Stage, 2010). Tate & Lyle’s product Granulated white sugar is in the growth stage of its product life cycle and hence it may severe completion from the market as more and more competitors may enter the market for reaping the profit. It is difficult for Tate & Lyle to sell their product for a higher price even though the sales volume and public awareness may increase.  Tate & Lyle needs to elaborate on their distribution or logistics channels in order to reach more remote customer s during the growth stage of their product, Granulated white sugar. Moreover, the expenditure on promotional activities and advertising should be increased in order to tackle the efforts of competitors. Even though the sales of Granulated white sugar may increase during the growth stage, the expenditure for maintaining the growth phase would be more than any other stages of the entire life cycle of the product.

Health & Safety Management Essay Example | Topics and Well Written Essays - 3500 words

Health & Safety Management - Essay Example Examples of chemical hazards include benzene, hydrogen sulphide, etc. Ergonomic hazards arise when there is a mismatch between the task being performed and the human abilities. Examples of ergonomic hazards include lifting or pushing heavy objects. Physical hazards are forms of energy that can adversely affect the health and safety of an employee by their interaction with the human body. Examples of physical hazards include noise, radiation, etc. Psychosocial hazards arise by interaction of employees with peers or other people. Examples of psychosocial hazards include stress. Occupational health hazards, such as the ones described above have chronic effects and symptoms often take long time to develop or become apparent. Examples of adverse health effects arising from such hazards include asbestosis; a form or lung cancer that develops from inhalation of asbestos fibres, noise induced hearing loss; a permanent form of loss in hearing caused by prolonged exposure to noise, repetitive strain injuries; a form of musculoskeletal disorders caused by repetition of strenuous work, stress; caused by social interaction, or illness caused by E. coli infection. Some health effects, such as asbestosis or noise induced hearing loss take long time to become apparent and are often late for remedial action. Other risks exist in the working environments that have acute effects on the health and safety of employees. These hazards arise from unsafe conditions that exist in the working environment. Examples of such hazards include trips and falls, accidents, etc. Health and Safety Executive (HSE) has reported cases of adverse health effects from virtually every hazard that exists in the working environment. These hazards not only adversely affect the health and safety of employees, but also cause lost time to employers and costs in terms of compensation or treatment. Many of these hazards have caused fatalities and permanent disabilities. Such losses affect the

Organisational Culture The Case Of Daimler Management Essay

Organisational Culture The Case Of Daimler Management Essay Introduction Organizational or corporate culture is deliberated as one of the vital conflicts and dilemmas as well as subjects that are relevant in academic research as well as education giving deliberation on the corporate and business theory and management applications. The main basis and grounds behind this is the notion that the determinant and attribute of the culture is deliberated as valuable in entire life of corporations and business. Even in those corporate and business where in cultural conflicts and dilemmas take delivery of little precise deliberation, how individuals in a firm perceive, experience, analyze as well as operate are all presented and forwarded by diverse ideologies, sense, significance and also customs and elements of a cultural nature. Whether management perceive that culture is deliberated as too soft or too hard to worry about or whether there is no limited and confined corporate culture, does not lessen the essence of culture (Alvesson 2002). Accordingly, senior corporate management are almanners, in one manner or another, manage and administer culture and deliberated as the most significant notion to be implicated by an industry. Those corporations and industries that are working numbers of diverse management may help in the expansion of building up and copying a culture that will honor and observe the indicator of performance as well as the operations and functions about the process of handling of these. In most of the modern business organization, corporate culture deliberates different types of attention that is deliberated as crucial. The issues is that management are often missing of a deeper comprehension about own individuals and corporate and business will function concerning the culture. It is significant to deliberate the notion that culture is a vital and complex because it is very complex to comprehend and apply in the thoughtful manner. Awareness of and attention in culture can be adjusts between management as well as automotive industry. However, it is still considered hard to get hold of a high level of cultural awareness direct actions (Alvesson 2002). Primarily, the principal objective of this report is to assess the organizational culture of Daimler and identify the issues and problems faced by the management of the automotive industry concerning cultural and diversity issues. Since one of the most talked about Cultural diversity management is the one which Daimler and Chrysler has considered, it is best to analyze the issues that cultural diversity have brought the industry after the Cultural diversity management. Organizational Culture There is no broad concurrence concerning on what the expression organizational or corporate culture explains as well as delivers. The term has been considered in diverse manners, which consist: as a metaphor, as a principle body that relays and associates to the corporate and business as a whole or a set of behavioral or cognitive characteristics. Furthermore, It also visible and evident in diverse determinant and attributes which consist determinant and attributes, symbols, myths, languages, norms of behavior, beliefs, customs, values, ethical codes, legends, as well as attitudes, basic assumptions or event the past of the corporations and businesses. As mentioned by Morgan (1997), the corporate culture has basically four significant strengths. The first strength emphasizes the attention on the human side of corporate and business condition and life. On the other hand, another strength gives consideration on the significance of harmonious internal relations among the members of the corporate and business, that in turn will result to the attainment of objectives and goals. It also makes the members, specifically the corporate and business leaders to analyze themselves in terms of the implications they have on the group. The last one is it develops the corporate and business relationship not only internally but also externally with the implications of the behavior on the outside environment. Various studies such as White (1998) and Hibbard (1998) have given emphasis more on defining values as the core foundation of corporate culture. Whilst such values are significant determinants or determinants of corporate culture, other studies and investigations have shown that corporate as well as business differ more on practices rather than on their values (Hofstede, 2001, p. 394). Such contrary results were determined and found among national culture. In the study by Hofstede (2001), the author has been able to explain that values are derived from an individuals early life, chiefly from his or her own family. This then supports the notions that corporate culture is founded by industrial and institutional practices. Typically, values are not openly apparent for staffs and management. However, in some part, values are expressed through industrial practices. Hence, they can be obtained from emerging corporate and business practices found within the corporate and business, its depar tment or individual work units. It also relays and associated on the outline of attitudes, principles as well as academic manners of adjusting with knowledge that have enhanced during the manner of the record of the corporations and business, which have a propensity to be visible and obvious in its material aspects as well as in the performance and function of the members. Hence, it is deliberated as the outline of valuable statements that have proceeded well sufficient to be able to be deliberated as suitable, hence, it is vital to be trained to latest members as the precise technique to differentiate and identify, reflect and experience in connection to dilemmas and issues of outer variation and inner collaboration(Maier 2004). Based on this, it is deliberated as the shared values, customs and norms and also the expectations that guide the manner in which individuals approach their work, at the same time collaborate with one another. Organizational or corporate culture is diverse from that of the world culture; t his is due to those associated on the shared histories, foods, languages, beliefs which are deliberated as the basis and foundation of the identity of an individual. The personal culture influences how a person is deciding on a specific happening as well as conditions that they are encountering. Identifying the organizational or corporate culture entails being able to give emphasis on the identification of the universal references of the corporations and business. Organizational or corporate culture has been measured as a compound events and happenings. It is very apparent and clear in the behavioral traditions and backgrounds, concealed statements and also as human nature. Furthermore, the value and worth of presenting corporate and business culture from diverse levels, together with idea and creations, values as well as fundamental postulations (Oden, 1997). The extend in which organizational or corporate culture is consciously as well as overtly rather than unconsciously and covertly manifest, implicates how easily organizational or corporate culture can be changed and managed. When organizational or corporate culture change involves changing surface-level behavioral norms as well as object and piece, it can happen with connected easiness. At the authentic levels of organizational or corporate culture, purpose suppositions, ideas, as well as human nature, it is very complex and consuming to consider changes in organizational or corporate cu lture. The process of considering and varying organizational or corporate culture is being influenced by diverse level of corporate and business culture under deliberation (De Witte Muijen 2000). Overview of Daimler One of the successful automotive industries in the global market is Daimler AG. Having its divisions of brands such as Daimler Trucks, Mercedes-Bens Vans, Mercedes Bens Cars, Daimler financial services, Daimler Buses, the industry is considered to be one of the biggest manufacturers of premium cars and vehicles as well as the biggest producers of the commercials automotive vehicles with a global market reach. On the other hand, the Financial Services division of the automotive industry offers their clients with a full range of automotive financial services which include leasing, financing, insuring and fleet management. The founders of the industry have been able to create a history by inventing the automotive in 1886. Being the pioneer for automotives, the automotive industry continues to mold the future of mobility. Daimler group of automotive industry consider innovative and green technologies to be able to generate safe as well as superior automotives that fascinate as well as sa tisfy their clients. Due to the development of alternative drive determinant and attributes, the automotive industry is noted to be the only producer of vehicles that invests in hybrid drive, electric motors as well as fuel-cell approaches, with the objective of attaining emission-free mobility for the long run. Such is just one of the examples of showing how the automotive industry eagerly accepts and considers challenge of meeting their corporate social responsibilities for the environment and the society. The automotive industry is selling their services and vehicles in nearly all the nations in the global market and has manufacturing plans and facilities on the five continents. The current brand portfolio involve, as part of the global masters most valuable automotive brands, Mercedes-Benz, the brands smart which includes the Fuso, Setra, Western Star, Maybach, Feirghtliner, Thomas Built Buses and Orion. Part of the technique and approach of the automotive industry is to merge and acquire different automotive industry to position the industry in the global market and to grasp competitive position in the world market. PEST Analysis It can be noted that the automotive industry has been dependent on global business climate as well as its cycles. Accordingly, the car industries have boomed through 1990s, but due to the Asian crisis as well as the beginning worldwide recession for the new generation, there was a slight slump which has been predicted. To comprehend the organisational culture of Daimler, Pest Analysis will be considered. The following figure shows the analysis of the political, economical, socio-cultural and technological determinant and attributes affecting Daimler. Figure 1 PEST Analysis One of the political factor that affects Daimler is the different taxations surrounding European market which lead to re-imports. Herein, the vehicles are being bought abroad, re-imported to the local market which affects the prices. In the period of economical problems, clients do not substitute their cars. On one hand, there are some brands and cars which are common in the market which express a new way of lifestyle. In terms of technological determinant and attributes, automotive industry nowadays are becoming quick in terms of business standards and consider shortened product life cycles. On one hand, to be able to cope with the environmental aspects, further consolidation of the automotive industry are expected. Aside from PEST analysis, the automotive industry will also be analyzed through the consideration of Porters five Forces model. Figure 2 Porters Five Forces Model Consequently, it can be considered that the most critical are the relations to buyers and suppliers. In Germany, for instance, the supplier of Fords for door-locks is Kieckert which stopped its supply to be able to force ford to pay more which paralysed the production of the automotive industry. On one hand, the buyers from different parts of the world tend to change from one brand to another, due to the differences in the model and look as well as other features. Cultural Issues In Strategic New management and corporations In order to position them in the global market, Daimler Benz has acquired American Chrysler. Accordingly, the sudden acquisition of Daimler Benz to Chrysler has happened because most of the leaders and the management of Chrysler have chosen to retire or leave. Aside from this, most of the functions and operations of the Daimler have been moved to Germany. Consequently, due to this decision the new automotive industry has encountered different cultural issues due to the cultural diversity. One of the most essential determinant and attributes to consider is the organisational cultural determinant and attributes. Consequently, it can be considered that since Daimler and Chrysler was based in different countries with different culture (Germany and America), these automotive industries have some cultural variations, diversities and differences. Though the automotive industry does not almanners hire new staffs and management, the standards of the corporation including its beliefs, practices and purpose, can powerfully affect the staffs and management and its managements. Relevant studies have claimed that strong cultures help the generation as well as maintenance of corporations competitive edge and stability. In the case of Daimler and its acquisition with a new corporation, it can consider that due to the cultural diversities and differences, the diversity management has not been successful. Due to their diversities, both automotive industries have lacked commitment with the Cultural diversity management. With this, many on the German staffs and staffs and management from Daimler saw this acquisition as a temporary determinant and attribute; hence, they did not even bother of improving relationship with their American counterpart. The cultural consequences become specifically apparent in cross national operations, mergers as well as acquisitions, where not only diverse corporate cultures but also corporate cultures rooted in various national cultures meet like in what happened with Daimler. The inability of the staffs and management to comprehend the culture of each other has lead to disruptive tensions which affects the new management of both automotive industries. These have been described in terms of the concepts of acculturative stress or culture clashes. The dilemmas mostly result from the introduction of new management approaches that are incongruent with the values underlying the emerging practices, which happens in Daimler and Chrysler. Even both automotive industries have been aware of the cultural diversity between German Engineering and Cowboy Independence, both companies often compromised instead of considering digital decisions. Accordingly, cultural clashes happen because there are no clear guidelines and roles in the industry about who had accountabilities and who not. Research and development units have been separated for a long time. Issues happened because of the inability of the management to fulfill one of the crucial aspects. Since it is part of the business cultures in German to give commands instead of discussing it with other members, the managers from Germany have decided in most cases, leaving the management of the acqu ired corporation staggered. Figure 3 Alternative Solution From the definition of change management and organizational cultural, the relation between the two have become very significance, particularly, the management of change in a corporation may involve changes in terms of practices, leadership, technology as well as operations of the corporation. These determinants on the other hand are founded by the conventional culture, values and beliefs of the corporation. They are then greatly affected by the corporations culture. Hence, bringing about transitions and modifications to these activities will not be efficient if the core values or culture of the corporation is not identified first. Understanding that the original principles that make these corporation functions work will then make change implementation easier and more efficient. As mentioned by Ramsey (2004) various management principles that are part of a corporations culture, should be taken into consideration for change management. generally these principles consider and involve values such as ethics, trust and loyalty, communication, leadership which include subsidiary, delegation, accountability, self-management) involvement which considers participative and consultative decision-making and work procedures which considers task integrity, work-based management, client-focus, maximization of variable skills, learning. In considering changes in the corporation, management should be able to understand what relations should be observed between the management as well as employees as well as among colleagues. In this regard, the employees will be able to comprehend their responsibilities contributions to the changes planned by the corporation. This will also enable in maintaining harmonious relations among the personnel and employees despite the introduction of changes. The leadership principle is also essential as this will enable Daimler to identify the approach that will be relevant to the issues in terms of cultural differences. Within the context of the automotive industries, globalisation trends have lead to excessive competition between and among industries that adhere to the demands and requirements on car and automotive products and services. In this regard, it can be sad that the multi-level and large-scale operations among automotive industries like Daimler led to the formation of new business approaches that regards the entirety of the conventional business processes. The search for continuous as well as sustainable developments, increased client satisfaction, and faster return on investments as well as the issues and considerations regarding cultural, differences, Cultural diversity management, shorter product life cycle, innovation, and more sophisticated client specifications needed and mostly the issues of cultural diversities needed the call for extensive change management of business goals as well as performance objectives to be able to meet the demands of the existing market economies along wi th aims to gain competitive edge and stability over industry competitors. In this regard, more and more automotive industries try to stay in the competitive environment by considering the management of cultural diversities in the industries. Cultural diversity management have been recognised to be one of the strategic manners in business operation growth as well as expansion in the global market. In line with the technique and approach of automotive industries, it can be considered that the used of Cultural diversity management to be able to solve the issues of cultural differences because of the collaborative venture or merger and acquisition which has been considered by Daimler with Chrysler. Cultural diversity management facilitates automotive industries to grow both internally and externally because through this Cultural diversity management, the partnerships of the family of the acquired automotive industry have increased, not only in its local operation but also in global environment. In addition, through the efficient use of Cultural diversity management, DaimlerChrysler acquisition, are able to gain competitive edge and stability among its rival automotive industry. Competitive edge and stability only arises from establishing differentiation. Although this Cultural diversity management have been successful, there are some essential determinant and attributes which the management of automotive industries can be considered when going into a Cultural diversity management. It can be considered that creating a successful Cultural diversity management between two automotive industries should be able to concentrate on logistical planning as well as operational integration. Unlike local and national corporations, global Cultural diversity management are tasked with higher accountabilities which made them highly accountable to every decision as well as policy they make. The vast influence as well as significant implications of the decisions as well as laws that result from intensive deliberations of member representatives of the World Bank and the World Trade Corporation are normally faced with cultural challenges that threaten the stability as well as sustainability ty of the Cultural diversity management which subsequently may lead to complex realisation of the goals of the corporation. The dilemmas and issues which arise from differing cultural interpretation should be in the reality of consistent evaluation and adjustment. Resolving immediately the differences which hinders the effective and efficient function of global Cultural diversity management should be crucially reviewed in order to promote development as well as growth of every member. Conclusion The context of Cultural diversity management as one of organizational approaches to reach efficient organizational culture, may be assessed in different underlying determinants; these include the objectives of the Cultural diversity management, the logic as well as the technique and approach used for the Cultural diversity management and cultural diversity. The predictability of Cultural diversity management in considering the increasing automotive competition addresses the situation and considerations that industries must give consideration onto before considering Cultural diversity management. In the case of automotive industry such as Daimler, the automotive industry can consider cultural diversity managements to stay in the competitive market and perform better within the global market environment with harmonious and smooth relationship with the staffs, by giving innovative and new products in terms with automotives and car manufacturing through the ideas that the management gain due to Cultural diversity management with other automotive industries. It presents that without such technique and approach, the automotive industry may not be able to expand its business portfolio and solve the issue of cultural diversity. It can be concluded that Cultural diversity management, along with the contexts of strategic management and other efficient marketing technique, can make a automotive industry to succeed in achieving its goal of providing quality products with their target audience and ensuring good corporate or organizational culture all throughout.

An Inspector Calls by J.B. Priestley Essay examples -- Papers

An Inspector Calls by J.B. Priestley I am the director of the play 'An Inspector Calls'. I am writing this essay to advise the actors how to portray their characters in the final act. I will help them to deliver their lines appropriately for each character, to express the mood and personality to the audience. This essay will be focused on Sheila, Gerald, Eric and Mr and Mrs Birling. Context ======= The play is set in 1912. The Birling family are celebrating the engagement of their daughter, Sheila to Gerald. Inspector Goole then arrives during the celebrations and starts asking the Birling family questions about the death of a young girl, Eva Smith. She had committed suicide. Slowly, the inspector makes the family aware that they have played a large role in her suicide. We learn from the characters reactions and responses, what kind of people they really are. Sheila, Eric and Gerald realise their mistakes and how their attitudes and behaviour affect other people. Mr and Mrs Birling seemed convinced that they played no part in this tragedy. At the end of act 2, the inspector is questioning Mrs Birling about why she didn't give money to Eva Smith, who was in trouble. The family also found out Eric was the father of Eva's unborn baby. In the beginning of act 3, Eric arrives to the scene. The inspector starts to question Eric about his relationship with Eva. At the end of the play, we discover that inspector Goole is not a real police inspector, and we are left wondering who is. Stage Layout ============ The stage is going to be set out into two rooms, a living room and a drawing room. The ... ... the play he distances himself from the events and finds an acceptable explanation for what has happened to the Birling family. Gerald also admits to his mistakes and Sheila respects him for his sincerity. Mrs Birling congratulates him for unmasking the inspector. In this way, he manages to please the whole family. 'That man wasn't a police officer'. You have to show this expression slow and clearly because it suddenly changed the mood of the play. He knows this will bring great relief to the Birling family. You should be standing quite anxiously and with your hands it your pockets. You should have a grin on your face, and then burst out the good news. Conclusion ========== I hope you understand how to play your part. The importance of the stage directions is crucial. I hope enjoy playing your character.

Leading marines

Identify the author's mission (task and purpose) in writing this book. The author's purpose in writing this book was to explain the role of the ‘leader' in the Marine Corps. To accomplish this the author used examples of corps values, ethos, individual courage and unit spirit. 2. What part of the book was the most effective in accomplishing the author's mission? What part of the book was the least effective? The part of the book that I think is most effective at accomplishing the author's mission is chapter three: Challenges. Friction dominates war, it makes simple tasks hard'. The author touches on how friction affects us anywhere from the marine-air- ground task force down to the most forward fghting positions and how getting over the brick wall that is adversity is key to being able to lead marines. 3. What does the author assume to be true in order to accomplish his mission? Does the author validate these assumptions in the book? The author really shows the importance of th e lessons we learned in boot camp and OCS as the basis of what is needed to accomplish any mission.The author validates these assumptions as he goes back to what we learned in training as xamples of how we should carry ourselves as leaders and Marines. 4. The part of the book that is most relevant to what I / we do is: The part of the book that is most relevant to what â€Å"we do is chapter three. The author talks about Friction and overcoming challenges in everyday life such as physical challenge and the importance of being combat effective. This is relevant to me because I think physical fitness is key to anyone in the Marine Corps who wants to be a leader. . Identify the author's specific and implied conclusions. What I took as an implied conclusion was that there's a bigger purpose for veryone and you won't know what that purpose is unless you take risks to find that purpose. What part ot the book was the most ettective in accomplishing the author's The part of the book that i s most relevant to what l/we do is chapter three. The ground task torce down to the most torward tgnting positions and now getting over purpose. 1.Identify the author's mission (task and purpose) in writing this book. ground task force down to the most forward fighting positions and how getting over The part ot the book that is most relevant to what I / we do is: 6a. With respect to the author's conclusions (either specified or implied), I / we ccept or agree with the following: I agree with the implied conclusion that the fundamentals of leading marines is engraved in each of us as marines in boot camp or OCS and that those fundamentals are the basis of being a leader and a Marine. b. With respect to the author's conclusions (either specified or implied), I / we reject or do not agree with the following: There was nothing that I did not agree with. 7a. This book made a favorable impression on me and it will change the way I approach: This book will definitely make me think back to the basics when I am approached with adversity.

Critical Issues in Policing - 1107 Words

Critical Issues in Policing Lisa Harbin CJS/210 Timothy Murphy Critical Issues in Policing There are several critical issues in policing. The main critical issues of policing are: use of deadly force, police deviance, police prejudice and discrimination, violence, substance abuse, and police brutality as well as other police misconduct. Not only do law enforcement agencies have to deal with critical issues within their agencies, they also have to deal with critical issues that pertain to the public. Officers put their lives at risk every day. When they put on their uniforms and go out into the field they are faced with danger and they have to be prepared to handle the situations they come face to face with. â€Å"When you are in a†¦show more content†¦Just as they do with lethal weapons, officers have to be careful how, when, and where they use less-than-lethal weapons. There is a chance that an innocent bystander could be hit by one of these weapons if they are not used correctly. There is also the chance of the suspect dying or getting seriously injured if the appropriate less-than-lethal weapon is not used correctly or used at close range. Officers have to be trained on how to use the weapons, and they have to be prepared to use them, know how to use them, know when to use them, and what weapon is appropriate to use when certain situations arise. They need to be able to judge, correctly, what method would be best to use. The situations officers are put in can be very dangerous, and sometimes they do have to use deadly force to stop the criminal, but they try to use less force as much as possible. They are trained to deal with or handle all kinds of situations. No matter what situation an officer is put in or whatever new technology advances, they will always be faced with danger and they will need to be able to handle the critical issues that come along with policing. The dangers they are faced with range from getting shot to coming in contact with contagious diseases. They have the chance of wrecking when pursuing a vehicle, obtaining poor eating habits and other health concerns, and gettingShow MoreRelatedCritical Issues in Policing Essay949 Words   |  4 PagesCritical Issues in Policing Critical Issues in Policing Brian Riley CJA/214 May 31, 2012 Bobby Sheppard Police Agencies in modern society are a part of the American fabric to serve and protect the American public. The United States currently have more than 15,000 police agencies, (Walker Katz, 2011). Police Departments across the United States face similar critical issues policing. 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