Elizabethan Era Social Classes Essay Example

Elizabethan Era Social Classes Essay Example Elizabethan Era Social Classes Paper Elizabethan Era Social Classes Paper Elizabethan Family Life Family life during the Elizabethan period was largely determined by what class the family was in. As in how rich the family was. But the main exception to this was religion. It didnt matter whether the family was wealthy, poor, young or old, each family was expected to attend a protestant church service every Sunday. Each family member also wore different clothes. A wealthy family led a completely different life to one of a poor family and men led very different lives to women. The men had quite a lot of control over the lives of the women in the family during the Elizabethan times. The women were expected to always be ready to do whatever the men told them to do and were supposed to obey the men in all aspects of their life. In their religion, disobedience was seen as a crime or wrongdoing. The whole purpose for women to get married was to Increase the position and wealth of her own family and then to produce children. Love was not really considered as a reason to get married back then but may come In the marriage. Male children were preferred back In those times. There were no careers available to women and the girls did not receive an education either, so most of the females werent able to read or write. It was the womens job to keep the house tidy and in good shape. It was also the responsibility of the women to keep their family healthy by producing medicines from their available herbs. The Elizabethan men led a life of power, completely opposite to the women and much more favorable. The men made all the decisions and the women were expected to obey them. The men supported the family by going to work and they had a wide variety of occupations. The men were expected to Improve the positions of family members too by working with wealthier people and families than their own and patronizing with them. Boys had an education and went to school for 6 days a week. This meant they were literate, unlike the girls. When tobacco was introduced, smoking was very popular among men. The lives of the children during the Elizabethan times wasnt too different from how it is today. The children of the family had to serve and obey the adults of the family, including women. They were raised to obey and respect their parents. Children were very precious during the Elizabethan period because infant mortality was high. Just like the 21st century, children had toys to play with for entertainment. Some of those toys Included dolls, toy soldiers, hobbyhorses and many others. But unlike the Elizabethan times, children now have PCs and play stations to entertain themselves. Children were split in classes like the adults. The more high-class children were more punished more severely for bad behavior than the lower class children. The homes back in the Elizabethan period depended on how rich the family was. What the family did in and outside of the home was also determined by what time of day it was. Most of the Elizabethan houses were half built out of timber with black ND white styles The interiors had separate rooms and usually levels. The walls were made of wattle, which were daubed with mortar and later had whitewash applied to it. For an upper or middle class family, windows were constructed from glass, like today, but if the family was lower class then windows became wooden shutters. The houses had thatched roofs made of straw or reeds. Rushes were used to cover the floor for most families but marble or slate was used only for the very wealthy families. The chimneys were very high and made of stone. The houses didnt have running water so it had to be obtained through water pumps, owing this caused many people to get typhoid. Heat was produced by fires and lighting from candles and torches. Bubonic plague was spread easily as the thatched roofs made good homes for rats and mice (from which the disease was spread). The Elizabethan home was where families were able to find comfort. Education during the Elizabethan times was mainly for the boys of the upper and middle classes and girls of the upper class. Girls were usually not allowed in schools. The simplest form of education started at what was called a Petty School. This school was conducted for boys from 5 7 years of age. This type of school wasnt actually held in a school building but the teachers house. These petty schools ran for only a small fee and were conducted by a local and well- educated housewife. Reading and writing English and lessons about behavior were taught at these schools, as they were considered to be the fundamentals of education and must be taught early in childhood. From 7 14 years of age, boys not in the upper class would attend a grammar school. They were taught by ushers (senior students at grammar school) from 7 10 years of GE. They learnt slightly more advanced English writing and speaking skills and basic Latin. When the boys turned 10 they left their ushers to be taught by masters in more Latin, literature, Greek study, religious education and simple math. After grammar school, the boys left for university at an early age of 14. People ate different things in the Elizabethan period depending on their wealth and social status. During those times, meat was thought to be a luxury enjoyed by the rich. The poor would not have had much food varieties but the rich had plenty to choose from! Old eat are lamb, beef, mutton, bacon, fish, carrot, leeks and fruits. Many different kinds of food were introduced in the Elizabethan period, such as tomatoes, kidney beans and potatoes. Tutors also enjoyed eating dessert, obviously. They ate pastries, tarts, cakes, custard and cream. The food in those times werent actually too different compared to what we eat now. Family was very important back then and still is. Although life as a family was very strict and standardized, it was also vital to have close bonds as a family and to have good respect and obedience towards each other.

Definition Methods Of Data Collection And Analysis Dissertation

Definition Methods Of Data Collection And Analysis - Dissertation Example The study will involve both secondary review and primary survey to gather the required data (Bergman, 2008). The secondary data collection method in this study is necessary to give us the current position about the earlier studies carried on the topic. The literature search will be conducted for relevant articles published between 2000 and 2014. The comparative studies that reported such outcomes as error rates, radiologist productivity, and departmental productivity will be selected. The retrieved studies will be examined for quality and risk of bias (Hammersley, 2012). On the other hand, the primary survey using semi-structured interview will help carry out a fresh study using the shortfalls in the literature review to help balance the weakness of the literature. The primary survey will be the focus on such workflows as filmless with speech recognition, filmless with manual transcription, the film with manual transcription, the film with speech recognition. This is also necessary as it will incorporate the development that has taken place in the execution of the previous studies so as to remain updated. Two surveys will be submitted to the candidate sites. Here, the first survey will be used to determine the suitable available data for follow-up. The subsequent survey will request data for report turn-around times, report volume and full-time equivalent staffing levels (Bowling, 2009). Data will be gathered and stored in a Microsoft Access Database for the subsequent statistical analysis to be performed in Excel. The regression and correlation analytical tools will be used in analyzing the data gathered.

Law Essay Example | Topics and Well Written Essays - 250 words - 4

Law - Essay Example When conducting internet transactions, be careful to read the user agreements prior to reading them. Otherwise, one may find that they have granted fraudsters access to their personal information (Queensland Law essay Example | Topics and Well Written Essays - 2500 words Law - Essay Example Although the Board of Directors has powers over the affairs of the corporation, these powers are not absolute. To protect the company and the shareholder, the Companies Act 2006 included several provisions that limit the powers of the Board of Directors. These limitations are not in anyway meant to curtail the ability of the Directors to respond to matters involving the affairs of the company but rather, these limitations are meant to focus the attention of the Directors on the things that are beneficial to the company. Aside from the limitations set forth in the Companies Act 2006, common law also limit the powers of the Board of Directors. There are several cases decided by the House of Lords regarding the scope and limitations of the powers of the Directors. To give us a clear picture of the limitations of the powers of the company Board of Directors under English law, let us look into the provisions of the Companies Act 2006 and review some of the leading cases decided by the courts regarding the extent of limitations of powers of the Board of Directors. Section 170 paragraph 3 of the Act states that â€Å"The general duties are based on certain common law rules and equitable principles as they apply in relation to directors and have effect in place of those rules and principles as regards the duties owed to a company by a director†¦Ã¢â‚¬  The duties of directors are covered under Chapter II section 171 to 177. According to section 171 of the Companies Act 2006, â€Å"A director of a company must (a) act in accordance with the company’s constitution, and (b) only exercise powers for the purposes for which they are conferred.† In other words, the Board of Directors may only exercise its powers for a proper purpose at all times. According to the court in the case of Harlowe’s Mominees Pty v Woodside2, proper purpose in this case means legal and moral intentions that are beneficial

Good Samaritan Act - Reynoso v. Newman Essay Example | Topics and Well Written Essays - 500 words

Good Samaritan Act - Reynoso v. Newman - Essay Example With respect to the case, he was plaintiff and appellant. The defendant and respondent was Mr. Jeffrey L. Newman (FindLaw, â€Å"REYNOSO v. NEWMAN†). Outcome The Good Samaritan Laws are those that defend people who decide to serve others as similar to one who are injured or are ill. This law differs from one jurisdiction to another. The principles that pertains the Good Samaritan laws operate in countries such as Australia where the foundation of the legal system is the English Common Law. The case here is related to the Good Samaritan Act. Bruce Adams who was a DDS by his occupation had put his patient named Orlando Reynoso under general anesthesia. The reason behind this was that Mr. Adams wanted to perform oral surgery. According to the records, it is evident that San Diego county dentist has been administering the anesthesia as Reynoso was mentally retarded by birth. As a result he couldn’t sit calmly throughout the dental procedure. After Mr. Reynoso was sent to th e recovery room, it was recognized by the dentist that the oxygen saturation levels of the patient were low. Therefore, according to the recommendations of Dr. Lo, Reynoso was sent to the hospital for further treatment in which an aspiration related to blood might arise. Later Mr. Adams called up his friend, a physician named Jeffrey L. Newman, in order to gain second opinion. Mr. Newman arrived shortly after Mr. Adams called him.

Henry Clay's views of slavery Essay Example | Topics and Well Written Essays - 1000 words

Henry Clay's views of slavery - Essay Example To put action to words, he, of his own free will, freed his slaves, many years before the Civil War and the emancipation (NPR para 4). Clay was one of the people who President Lincoln admired a lot, and his drive for the emancipation must have emanated from this. In fact, Clay and Lincoln seem to have shared the same socio-political philosophy when it came to leadership. For instance, Clay is quoted as having said that he would rather be right than president. This was indication of how his view on slavery was hindering his political career. There have been conflicting arguments on how the abolition of slavery affected the economy of the United States. Some feel that the abolition was a big loss to the economy, especially the southern parts of America which were too dependent on slave labour for their extensive agricultural activities. Slave labour was fundamental in allowing the southern farmers to be able to continue being large-scale producers. In fact, although the southern parts constituted only about thirty percent of the population at the time, it was able to produce a majority of the agricultural products such as cotton which was in great demand, and other food crops. With the abolition of the slaves, these farmers could not access the cheap and affordable labour the farmers were getting from the slaves. The economic impact of the abolition of slavery can also be considered in terms of the productivity of an individual. The question in this case would be, were slaves more productive while in slavery than they were while free? In one way, it can be argued that slaves, due to the fact that they were to work constantly, were more productive. A free person on the other hand, can do work in one day which will give him enough income to help his family for three days. In this regard, such a person may end up being idle for the rest of the days. This argument has however been countered, especially by modern research on human motivation. For instance, Abraham Mas low, a psychologist, established that human motivation changes from time to time in a hierarchical manner depending on the various levels of human needs. These conflicting issues of slavery can be best seen in Henry Clay’s attitude towards slavery. Henry was a representative who influenced a lot of issues in USA politics and economics and at one time was openly opposed to slavery. Yet, in spite of his stand on slavery, he himself owned slaves (NPR, 2010). This is an indication that although opposed slavery on moral grounds, he still could appreciate the economic importance of slavery. The other way in which the impact of emancipation can be considered is by looking at the value of a slave. Although the actual value of a slave could not have been calculated accurately, it can be estimated. A slave was bought at about $200 and was estimated to have a value of $800 to $100 when future value of his work is considered. It is estimated that there were four million slaves, giving a value of $400 of the slaves who lived during the time of emancipation. This would mean that this value of the economy was destroyed just by freeing the slaves. However, this argument is valid only in theory but falls short in practice. Freeing a slave did not nullify his or her economic value but only shifted the value from one owner to another (from the slave master to the slave). In this regard, it cannot be said that freeing the slaves nullified their

Staff in the roasting plants are highly Essay Example for Free

Staff in the roasting plants are highly Essay Whether working as a part-time employee, full-time employee, or supplier, Starbucks is one of the best companies to work for. Their dedication to their product and the employees speaks for themselves in their numbers. Sales for 2004 totalled, in millions, are $5, 294. 2, which represents a 29. 9 percent increase over 2003 (Murry 2005). Starbucks carries very little debt, which makes it an even stronger company. It was also sitting on $380 million in cash in the summer of 2004 (Rosato 2004). As Rosata said, â€Å"Starbucks, with little long-term debt and about $380 million in cash, has a stellar balance sheet. † The company finances their new outlets from their own cash reserves (Rosato 2004 p. 124). Not only does Starbucks say their employees are their most important asset, they go out of their way to show it. Background With more than 8,500 coffee shops spanning 30 different countries, Starbucks Corporation, headquartered in Seattle, Washington, is the largest specialty coffee retailer in the world (Murray 2005). Howard Schultz first joined the Starbucks team in 1982 after visiting them on a business trip as a supplier for kitchen equipment. He knew that he wanted to be part of Starbucks at the beginning, and spent the next year talking with the current owners before joining (Thompson et al. 2006). After spending time in Europe and seeing the upbeat and trendy market for coffee houses in Milan, he developed a vision of North Americans sitting in a Starbucks, drinking a speciality coffee and reading a paper or chatting among friends. His ideas however, were not shared by the other members of Starbucks who did not want to enter into the restaurant business, and were happy with being a retailer of speciality coffee (Thompson et al. 2006). Everything Starbucks does is designed to enhance the quality and ambience of the great smell and taste of their coffee. From the farms to the brewing of the coffee, and every process in between, set standards and values that have been put in place by top management to ensure quality and consistence (Thompson et al. 2006). Until recently, every Starbucks store was completely owned by the parent corporation. Schultz did not believe that franchising the stores will allow Starbucks to control the quality and customer service that Starbucks had built their clientele around (Thompson et al. 2006). As of 2003, Starbucks currently has approximately 2700 stores within the US and internationally which are licensed and pay royalties. These agreements allowed Starbucks to enter into market areas such as hotels and university campuses which were not previously attainable (Thompson at al. 2006). The prevailing leadership style seems to be one of allowing autonomy to managers and collaboration insofar as managers, or at least some managers, seeking input from employees. Product Starbucks has always taken pride in their quality of their products. Quality starts right at the potential farming locations where Starbucks purchases their beans. Scheduled visits are maintained to insure that the highest quality of bean is sent to their roasting facilities (Thompson et al. 2006). Staff in the roasting plants are highly trained and able to identify quality by the colour and sound of the roasted beans. Automated roasting systems, and high-tech testing equipment ensures that the beans meet the highest standard, with entire batches of product thrown out which do no pass quality testing (Thompson et al. 2006). Starbucks has also mastered the transportation of their coffee by packaging in a vacuum-sealed container, with a one-way valve that allows gasses to escape, but prevents air and moisture from getting in. This has help increase the shelf life of the product (Thompson et al. 2006). The company consistently looks for ways to improve quality of their product and service. For example, Starbucks innovated a prepaid card, which customers can load with $5 to $500 (Cardline 2004). The card can be automatically refilled on a monthly basis from the customer’s debit or charge card. In October 2004, there was $1 billion on 35 million customer cards (Cardline 2004). Starbucks also began offering a gift card in 2004, which can also be reloaded automatically with a minimum of $20 per month (Cardline 2004). Customers listen to previews of musical selections and the store burns a CD with the selections. The music is from new, promising artists (Starbucks Mixes Mochas 2004). Currently Starbucks coffee and be purchased at selected grocery and department stores. From the beginning, Starbucks had offered a mail-order catalogue, targeted at customers who had moved away from the Seattle area, and wanted to continue enjoying the product. In 2003 the program was discontinued with the drop in sales and the ability to purchase the products at most supermarkets. (Thompson et al. 2006). Globalization Currently Starbucks has over 12,000 stores, with more than 3000 of those outside of the United States. Although issues have been brought up with concerns of stores opening up in China, they now boast over 400 stores in that country alone, making it one of their largest non-US markets. With a goat set for over 40,000 stores in the near future, they plan on focusing their expansion into countries such as India, Russia, China, Brazil, and Egypt (Starbucks to Doubles North America Stores 2006) With their social and conscious efforts for individual countries, Starbucks has a simple system for expanding into new territories which is not change anything, or as little as possible. The main focus is to be able to walk into one of their stores, and not know where you are by looking at it. Although there are some cultural difference with certain products that do not sell well in other countries, to them it is all just coffee (Yunker 2006). Staff Development The corporate principles have not changed since its foundation, and everyone is expected to live by them. Management fads are attractive to companies because they tend to offer quick solutions, inflated results, easy implementation, and use flashy buzzwords to sell the idea. They tend to die off quickly when an organization tries to implement one, which makes them easy to identify from a useful management tool (Miller Hartwick 2002). Authors and analysts consistently report the company actually does live by their principles every day (Stopper 2004). Not only are employees reminded of the principles daily, there is a hotline for employees to report any violations of the principles. The fist two principles are: Provide a great work environment and treat each other with respect and dignity, and Embrace diversity as an essential component in the way we do business (Stopper 2004). Loyalty Perhaps the most remarkable thing about Starbucks is the loyalty of its employees. Analysts report the average annual turnover rate for quick-service restaurants is 200 percent; at Starbucks, the turnover rate for employees is 80 percent and for managers, 20 percent (Weber 2005). This is a definite reflection of the company’s attitudes towards actual treatment of employees. Employees are called â€Å"partners,† which sends a hidden message of autonomy and respect (Weber 2005). Schultz had a belief that if you took care of all your employees that they would take care of you. When negotiating with the insurance carrier to include part time employees, Schultz belief is philosophy strong, â€Å"More than half of our retail sales force is part-time workers. That tells me that the majority of our customers are coming into contact with part-timers. How we treat our people is directly related to how we treat our customers and to the quality of our product. Its inarguable that our part-timers are key to the companys success. † (Rothman 1993). Compensation In 1987, Starbucks became the first company to offer part-time employees the same benefits package as is offered to full-time employees, and they offer spousal benefits to same-sex couples as well as opposite-sex couples (Weber 2005). The company pays approximately 75 percent of the health care premiums. Other benefits include a free pound of coffee each week and a stock option plan where employees can purchase stock at 85% of the market price (Weber 2005). They begin with a wage that is above the minimum wage, and although the company will not divulge its salary and benefits scale, and employee in Boston reported a salary beginning at $8 per hour, where minimum wage is $6. 25, and one is San Francisco began at $8. 62, where minimum wage is $8. 50 per hour (Weber 2005). Training The company has a strong and comprehensive 24-hour orientation training program for new employees. Company executives attribute their ability to grow fast to having a stable workforce. Store managers and assistant managers go through a 10-week management training program (Weber 2005). Employee training goes far beyond basic coffee making skills. It includes customer service, brewing the â€Å"perfect cup†, learning how to specialize customer orders, and important housekeeping skills. At the end of the training, employees will know how to properly pronounce the different names, take personal responsibility in the cleanliness of the stores, and will able to sell customers home espresso machines (Thompson at al. 2006). Although many companies in a similar business would find this amount of training extensive and too costly, Starbucks has the advantage of a low turnover rate which allows for this large amount of training. Staff who are better trained are likely to be more satisfied and remain at a job, then those who are not (Anthony et al. 2005) Managers also received extensive training lasting 8 to 12 weeks long. Not only did their training include areas of store operation, procedures, and information systems, but more importantly how to manage people. The training given by other store and regional managers was designed to train a new manager to understand the value, culture and social responsibility that Starbucks considered part of their corporate culture (Thompson Gamble 1997) Conflicts in Staffing Starbucks is not without challenges. Managers in both California and Florida sued the company for overtime pay, claiming they were performing duties not related to management. The company settled the lawsuit in California, not agreeing they really owed the money to the managers but to avoid prolonged litigation (Ouchi 2005). Furthermore, as with all non-unionized companies, the union has attempted to invade the company to get a foothold in Starbucks on a regular basis (Holmes 2005). In June 2005, Industrial Workers of the World (IWW) filed a complaint alleging the company used illegal tactics to keep employees in new Starbucks from joining the union. The employees of the Starbucks located at 36th and Madison Ave. in Manhattan formed their own union in 2004, which is independent and not recognized by any other organization or agency. The leader of this union says it has won higher starting wages at their store as well as â€Å"recognition of repetitive stress injuries† (Holmes 2005). Culture and Social Responsibility Problems aside, it would seem that Starbucks treats its employees a whole lot better than other companies in the same industry, e. g. , how many offer full benefits to part-times employees? The company has a dramatically lower turnover rate than other companies, which suggests employees feel that they are being treated fairly. The corporation has shown the culture at Starbucks, which is one of support and open communication, respect and values. On September 11, the company closed all stores across the country to allow employees to be home with their families (Blassingame 2002). They established crisis management teams, frequent communications to all employees via email, counselling was made available to all employees, upper management flew from Seattle to New York, and they extended their benefits to employees who served in the military (Blassingame 2002). Diversity at Starbucks is without question. The company is not only supportive of gender, racial, and ethnic diversity, it goes much further to â€Å"diversity of opinion, age, cultural experiences, family status, and sexual orientation† (Nagae 2005). They practice what they preach. The company has a very strong social responsibility division and give back to all communities in which they are located (Starbucks 2005). Farmers in developing nations that supply Starbucks with their beans are insured long-term agreements, and sufficient payments that provide a higher level of living standards, and guarantees of financial security (Thompson et al. 2006). Environmental Responsibility As a partner of Conservation International, Starbucks has promoted coffee cultivation methods that protect a healthy environment (Thompson et al. 2006). Farmers do no use pesticides, herbicides, or chemicals and clean ground water is used to protect ecosystems. Farming techniques are also used that develop higher yields in smaller fields that help protect against soil erosion on mountainsides (Thompson et al. 2006). Within the corporation, Starbucks has an Environmental Committee, and a Green Store Task Force which looks at ways to minimize waste, conserve energy, and assist with local environmental efforts (Thompson et al. 2006). Customers are also offered a 10 cent discount off coffee purchases for supplying their own mug (Thompson et al. 2006). Starbucks environment policies also extend to suppliers who are encouraged to use energy-efficient products and eliminate unnecessary packaging. (Thompson et al. 2006). Although it is widely considered in business that profits and the environment are considered to be separate from each other, and caring for one often means hurting the other, Starbucks seems to look at the long-term aspect of this issue. Conclusion Customer service is a top priority for Starbucks, and they understand that proper training, low turnover rates, employee empowerment, and employee satisfaction are all key factors in providing customers the service desired. Not only have they created the staff development model, but the corporate culture has been developed to fully promote a strong working relationship between management and employees, giving the employees the empowerment to provide unsatisfied customers with a free coupon for a coffee no matter what the issue (Thompson et al. 2006). Starbucks has been able to build a brand name that is recognizable around the world which represents quality, style, and customer care. Despite some short fallings in some of Starbuck’s financial decisions, many companies should look at how Starbucks treat their staff, their suppliers and the environment, and make it their vision to develop a business model around the same values. Their growth throughout the United States, and internationally has been unstoppable since the start, which is all due to the belief that every dollar you spend on your employees shows up on the bottom line (Rothman 1993). The company is growing and there seems to be no stopping it. It just expands dramatically each year and it is offering new services and products to keep the consumer coming back. Their belief in employee benefits and strong labour-management has lead to turnover rate that is far superior to those other companies in the same category as Starbucks. The company quickly realized that the financial cost of employee turnover far outweighs the extra cost of benefits. Combined with solid negotiations with insurance providers, and a younger, healthier work force, Starbucks is able to provide viable coverage at minimal costs (Rothman 1993). The advantage that Starbucks has over their competitor is that the value of their employee has existed from the very beginning of the company, unlike others that try to follow management trends and fads. What makes Starbucks truly different than most companies, and the â€Å"Best Company to Work For† is their belief in doing what they preach. Many other company have stated similar values, developed equally in-depth training modules, put social and economic responsibilities in their mission statements, and state that their â€Å"employees are their greatest resource. † While these companies use these terms and goals only at face value, and do not make the commitment to follow through on their promise for a better company, they in fact neither have the commitment nor the desire to implement a positive work environment which they can be proud of. Very few companies can equate the cost of additional support and training for their employees to the company’s bottom line. More importantly, although such things at additional training have a high short-term cost, they typically have long-term benefits with financial gains. Bibliography Anthony, W. , Kacmar M. , Perrewe, P. 2005, Human Resource Management: A Strategic Approach. Thomson Corp. Mason, OH Blassingame, K. 2002. ‘Starbucks displays HR values after tragedy. ’ Employee Benefit News, February 2002. Available from: http://www. benefitnews. com/work/detail. cfm? id=2433 [December 6, 2006] Cardline. 2004. ‘Starbucks Card will have $1 Billion in Balances This Month’ Available from: www. cardforum. com [December 6, 2006] Holmes, S. 2005 â€Å"A bitter Aroma at Starbucks,† Business Week, June 62005 Miller, D. , Hartwick, J. 2002 ‘Spotting Management Fads,’ Harvard Business Review. October 2002 Vol. 80 Issue 10, p26 Murray, B. 2005, Starbucks Coporation. Hoover’s Inc. , Austin Nagae, P. 2005. ‘How General Counsel Support Their CEOs Diversity Efforts,’ Diversity and the Bar. May/June 2005 Ouchi, M. S. 2005. ‘Starbucks told to turn in names in overtime-pay lawsuit,’ The Seattle Times, May 13, 2005-08-27 Rosato, D. 2004. ‘When it Pays to Pay up’. Money Magazine, August 1, 2004, p124 Rothman, M. 1993 ‘Into the Black: How Starbuck’s comprehensive employee-benefits package adds to its bottom line,’ Inc Magazine, Jan 1993. Available from: www. inc. com/magazine/19930101/3340. html. Starbucks Corporation. 2005. Available from: www. starbucks. com [December 6, 2006] Starbucks to Double North America Sales 2006. Available From: MSNBC October 5, 2006 Stopper, W. 2004. ‘Establishing and maintaining the trust of your employees,’ Human Resource Planning, June 2004, p21 Tan, J. 2005. ‘Starbucks to Open 1800 Stores in 2006,’ Insis, August 2, 2005. Available from: www. ebizasialink. com/news. asp? ArticleID=3765SID=48 Techweb, 2004. ‘Starbucks Mixes Mochas and Music with CD Burning Service’ Available From: www. techweb. com [December 6, 2006] Thompson, A. , Gamble J. 1997. ‘Starbucks Corporation’ McGraw-Hill Available from: www. mhhe. com/business/management/thompson/11e/case/starbucks-2. html Thompson, A. ,Gamble J. , Strickland A. J. 2006. Strategy: Winning in the Marketplace. McGraw-Hill, New York Weber, G. 2005. ‘Preserving the Counter Culture,’ Workforce Management, February 2005, p28 Yunker, J. 2006. ‘Starbucks CEO on Globalization: Don’t Go Changing,’ Business Globalization Available From www. globalbydesign. com/2006/12/03/starbucks-ceo-on-globalization-dont-go-changing [December 6, 2006]

Why Did The Soviet Union Not Invade Poland History Essay

Why Did The Soviet Union Not Invade Poland History Essay This essay will primarily analyse the factors that prevented the Soviet Union from intervening in Poland in 1981, when faced with political opposition by the Solidarity movement. There are four main reasons as to why the USSR decided against the invasion of Poland: StanisÅ‚aw Kanias involvement in the decision making process, the USAs pressure on the Soviet government, domestic factors affecting the Soviet Union and Wojciech Jaruzelskis successes in crushing the opposition. When combined, these factors worked as obstacles to the Soviet Unions decision to invade Poland. The Polish crisis officially burst onto the scene in August 1980. Under the leadership of Lech Walesa, some 10 million poles joined the solidarity movement which immediately set off alarm bells for the communist government in charge. Solidarity was an umbrella organisation which consisted of political and social organisations that wanted a change in the state of affairs in Poland. Solidarity aimed to hold the regime to its communistic promises of government by the people and less work for more pay. Furthermore it demanded free elections and called for a referendum on the replacement of the communist government. Solidarity was so influential that it was allowed to register as a political organisation which encroached on the monopoly of power that the communist government had normally enjoyed. The sheer numbers in Solidaritys ranks and position of relative power it held as a political opposition group caused panic in the Moscow Kremlin. The Soviet military reserves were called up and w arships were sent to ports in Poland. Furthermore a special commission was set up by the Kremlin headed by Mikhail Susolov to investigate the roots of the crisis as well as a remedy to tame the uprising. This background to the Polish crisis gives a solid foundation upon which analysis can take place as to why the invasion of Poland did not take place. StanisÅ‚aw Kania played a crucial role in delaying the intervention till a time when the Polish government had proved itself incapable of handling the political opposition. In the early days of 1981 the Soviet Union had drawn up plans for military intervention in Poland. Soviet, East German and Czechoslovak troops would enter Poland, with 18 divisions remaining in close proximity to the city. The short but effective campaign was set to crush the solidarity movement and restore the communist governments supremacy in Poland. This campaign would have no doubt been complete humiliation for the Polish regime and its leaders, who would be viewed by the rest of the world and, Warsaw pact member alike, as a government incapable of controlling its own people. Furthermore this intervention would have left the Polish government with few supporters and a huge loss of faith from the general population. Kania, being a member of the ruling class in Poland, was determined not to let this h appen and thus played a vital role in delaying the Soviet intervention. On December the 5th during the Moscow summit Kania addressed Brezhnev and fellow Warsaw pact leaders of the critical condition of administrative affairs in his country. He acknowledged the threat that Solidarity posed to communist power in Poland however he emphasized that intervention was not the answer. He stated, If there were to be an intervention there would no doubt be a national uprisingà ¢Ã¢â€š ¬Ã‚ ¦ which would leave socialist ideas swimming in blood. His open and truthful manner of addressing his countries problems gained the confidence of Leonid Brezhnev. At the end of the summit Brezhnev concluded that the intervention would be postponed in order to give Polish officials a chance to regain the confidence of the public and tame the political opposition. Hence Kanias influence proved a crucial obstacle to the Soviet intervention of Poland in 1981. The USA used its influence as the other global hegemony to great effect in deterring the Soviet Union from invading Poland. The USAs constant threats to the Soviet Union, under the Carter administration, leading up to 1980 are often seen as rather inadequate. Upon hearing that the Soviet Union planned to intervene in Poland, Jimmy Carter put out a press release stating that non intervention of Poland would have clear benefits for the USSR and US- Soviet relations. The Carter administration also had an informant within the Polish borders, who updated them on all Soviet military advancements. When informed of the Warsaw Pacts build up of troops around the Polish border, Carter promptly disclosed the information to the press and the Solidarity movement, thus denying the invaders the element of surprise. Although these threats and actions did have some effect on the Soviet decision making process, they were more useful as a foundation upon which the Reagan administration were able to bui ld their own intimidating tactics. Upon its inauguration into office the Regan administration stated that Soviet intervention in Poland would have dire consequences on US- Soviet relations and strongly advised them to stay out of Polish affairs. Furthermore Reagan emphasised that if Polish forces were to intervene in Poland it would be a, Polish matter in which the US would stay out. Rather than just target threats at the Soviet Union, the USA also provided economic incentive to make the Polish crisis a solely Polish affair. Regan ordered the rescheduling of Polands enormous debt to its creditors in order to enable a relatively peaceful political solution, as opposed to a violent military one. This debt postponement meant that the Polish regime could not focus more resources towards crushing the political uprising thus giving Soviet officials a major reason to leave the Polish crisis to Polish officials. Reagans tactics worked in intimidating the Soviet Union; the Soviet Union would ultimately factor in US relations as a big reason to stay out of Poland. The state of domestic affairs and the importance of public opinion are quite naturally seen as the biggest reasons for the Soviet decision to not intervene in Poland. In the 1980s Soviet leaders had a new found sensitivity towards public opinion. In order to continue the spread of communism, especially in the third world, the Soviet Union needed to portray itself as a progressive nation with the peoples best interest at heart. The Polish crisis had cropped up at a time when the USSR was engaged in a failing war in Afghanistan, with a faltering economy based on deteriorating terms of trade and the dà ©tente having all but ended. Yuri Andropov addressed the politburo on the 10th of December stating that it was an enormous risk to go into Poland that would most likely end in catastrophe. He stated that the USSRs priorities had changed since the 1950s and that they no longer needed Poland to maintain their influence. In addition he addressed the economic and political sanctions that the West would surely impose upon them which would prove an even greater strain on the already waning Soviet economy. On the other hand public opinion was of great importance to both the USA and the USSR and whichever side was deemed to be winning the battle would no doubt be in a better position to influence world affairs. Andropov addressed this point as well by clearly stating, that an invasion in Poland was out of the question because, World public opinion will condemn us [USSR]. These claims by Andropov were well found because the USSR was at a crossroads where they needed to focus on their own countries interests above all others. Ultimately the communist regime being replaced by Solidarity would have only proved a small obstacle for the USSR. The USSRs position of power and influence would have been enough to prevent the downfall of communism in Poland to be mirrored in the rest of the empire. In bordering East Germany and Czechoslovakia the polish crisis was received with relat ively neutral opinions. Their firmly rooted conservative regimes did not fear their respective populations to follow suit. This was mainly due to the fact that the populations of the two countries looked down on Poland for their massive debt and economic backwardness. If a large scale war were to have broken out between communism and capitalism, the USSR would have had no trouble in marching through Poland and reclaiming it and thus the leaders of the politburo concluded that there would be no immediate intervention in Poland. In making this decision Brezhnev remarked, Okay we wont go in, although if severe problems occur we would. Hence in this way the Soviet Union proved to be more concerned with long term western pressure and world public opinion than short term loss of a Warsaw pact member. Jaruzelskis success in imposing martial law is, in my opinion, the most crucial reason as to why the Soviet Union did not invade Poland in 1981. In the final weeks of 1981 it seemed as though the Soviet Unions decision not to invade Poland rested solely on the success of martial law in Poland. In the early days of December Jaruzelski held a conference directed towards Solidarity and other opposition groups where he said, If Polish forces do not manage to break resistance by Solidarity they [the public] could expect other countries to introduce armed forces in Poland. On December the 12th, the night prior to the proclamation of martial law, Warsaw Pact forces in neighbouring countries were put on alert in the case of a large scale public uprising that the Polish authorities would be unable to manage. The imposition of martial law on December 13th 1981 caught Solidarity and other opposition groups off guard. All political organisations, such as solidarity, were banned, a curfew was put in place and all telephone and postal mail were subject to censorship. The initial resistance to martial law proved to be weak and no match to Jaruzelskis military patrols that roamed the streets. Over 90 people were killed in the initial uprising which showed that Jaruzelski was liable to resort to extreme brutality in order to ensure that the nation was once again firmly under the grip of the communist regime. Furthermore in order to further hamper the opposition, all known solidarity members were rounded up for interrogation and Lech Walesa, Solidaritys leader, amongst other opposition leaders was arrested. Jaruzelskis tactics were working in the mere weeks after martial law was imposed. Special military courts were set up which had an outstandingly high rate of conviction. Jaruzelski instilled fear within the population to the magnitude that they refused to go on strike because they were likely to lose their jobs and be detained without trial. Underground Solidarity leaders att empted to rally the population to go on strike at their places of work, in response to this water tanks and armoured cars were sent to large factories and mills to combat any opposition. An underground Solidarity leader said, It was too much to ask of workersà ¢Ã¢â€š ¬Ã‚ ¦ without specific strategy it was unfair to ask workers to risk their jobs. The public began to fear assembling in opposition to the government because they feared the over used police brutality and were no longer certain about receiving a free and fair trial. Lack of strong and organised opposition put Soviet intervention in Poland out of the question. Brezhnev no longer saw the need to intervene in a country where the communist regime had seemed to, at least temporarily, have the public and opposition under control. In the early 1990s Jaruzelski gave an interview to justify his proclamation of martial law in Poland, where he stated that martial law was the lesser evil in the given scenario. Had he not imposed it the Warsaw pact forces would have inevitably invaded the country. Thus the success of martial law stands as the biggest reason for Soviet non-intervention of Poland in 1981. The four main reasons that stood in the way of the Soviet Union intervening in Poland, all have their respective merits. However it is in the last two reasons, internal problems in the Soviet Union and Jaruzelskis success in crushing the opposition, that stand out as the most crucial. Had Solidarity taken power in 1981, all obstacles preventing the USSR from invading Poland would have vanished and an army would have ultimately been sent into Poland. However in my opinion Jaruzelskis success in imposing martial law was the only factor that gave the Soviet Union a finality about their decision to not invade Poland and must thus stand as the main point of analysis when considering the given question.