Slavery in America Free Essays

One of the biggest conditions that separate the Southern Colonies from the New England and Middle colonies, is that they used to have a lot of slavery. The first African-American slaves were brought into Virginia, at about 10 slaves per year. But, when the Virginians really needed slavery, they made it legal. We will write a custom essay sample on Slavery in America or any similar topic only for you Order Now By the 1680s, they were being shipped in legions and being received at about 6,000 slaves per year. In fact, each slave had a different value, based on their strengths. Or example, a young, strong, healthy man would have a higher value than an older, weaker man. Even though colonists paid more money for better slaves, they earned it back in revenue. Many of the slaves worked for owners of agrarian businesses because the Southern Colonies had a farm economy. Some of the cash crops included rice, indigo, tobacco, sugarcane, and cotton. The soil in the South was perfect for farming and they had a longer growing season than in any other region. The Middle colonies were also a great place for farming, and they were called the â€Å"breadbasket.† The colonies had an overall warm climate with hot summers and light winters. Their geography in the western regions was mountainous, while they also had hilly, coastal plains. The planters of the Tidewater region had the best land and power, considering that they formed an oligarchy; but, the yeoman farmers’ outspoken independence was a constant warning to them. From 1770 to 1780, the southern colonies had an average population of 1,142,057. The majority of the population were Anglican, seeing that most of the original settlers from the Maryland colony were Catholic. Their economy wasn’t as diverse as the Middle colonies; but, they did have ethnic groups who were English, African and Native American. Do you know where the settlers lived when they couldn’t afford to live the plantation lifestyle? Well, they ended up moving further inland but it was very dangerous because of the wildlife and Native Americans. To keep themselves protected, they had to build forts. You now know all about the three regions that made up the Thirteen Colonies, which included the New England, Middle and Southern colonies. You’ve also learned about each region’s economy, population, government, political life, climate, geography, and religion. I got my evidence from the Mcgraw Hill Education book titled, Discovering Our Past: A History of the United States, Early Years – Florida Edition 2018. If you ever get stopped on the street and are asked a question about the Thirteen colonies, you’ll be able to give them a marvelous answer! How to cite Slavery in America, Papers

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Nuh-poh-lee-uhn} Essay Napoleon I, known as Napoleon Bonaparte before he became emperor, was probably the most brilliant military figure in history. Rising to command of the French Revolutionary armies, he seized political power as first consul in 1799 and proclaimed himself emperor in 1804. By repeated victories over various European coalitions, he extended French rule over much of Europe. He was finally defeated in 1814-15. Early LifeNapoleon was born on Aug. 15, 1769, to Carlo and Letizia Buonaparte (see BONAPARTE family) at Ajaccio, Corsica. His father secured a scholarship for him to attend French military school at Brienne (1779-84). Ostracized as a foreigner, he devoted himself entirely to his studies and graduated 42d in his class of 58. He then spent a year at the Military Academy in Paris before he was commissioned (1785) a second lieutenant in artillery. Assigned to the Valence garrison, he spent more than half of the next 7 years on furlough in Corsica, often without authorization. He came into conflict with the Corsican nationalist Pasquale PAOLI, and his family was forced to flee to Marseille in 1793. Bonaparte had welcomed the beginning of the FRENCH REVOLUTION in 1789, and in September 1793 he assumed command of an artillery brigade at the siege of Toulon, where royalist leaders had welcomed a British fleet and enemy troops. The British were driven out (Dec. 17, 1793), and Bonaparte was rewarded with promotion to general of brigade and assigned to the French army in Italy in February 1794. After the overthrow of the revolutionary leader Maximilien ROBESPIERRE in July 1794, Bonaparte was briefly imprisoned because he was identified with Robespierres faction. Released in September, he was assigned to fight a rebellion in the Vendee. He refused to go, however, working instead in the topographic section of the army, and eventually his name was stricken (Sept. 15, 1795) from the list of general officers. On Oct. 5, 1795 (13 Vendemiaire under the Revolutionary calendar), a revolt broke out in Paris, protesting the means of implementing the new constitution introduced by the National Convention. Paul BARRAS, who had been given full military powers, ordered Bonaparte to defend the convention, and aided by Joachim MURATs cannons, he routed the insurrectionists within four months. Bonaparte was rewarded by the new government, the DIRECTORY, with appointment (March 1796) as commander of the Army of the Interior. Before taking up that post he married (March 9) JOSEPHINE de Beauharnais, the 33-year-old widow of a republican general and erstwhile lover of a series of men, including Barras. Italian and Egyptian CampaignsLate in March 1796, Bonaparte began a series of operations to divide and defeat the Austrian and Sardinian armies in Italy. He defeated (April 21) the Sardinians at Mondovi (April 21), forcing them to conclude a separate peace by which Savoy and Nice were ceded to France. Then, in a series of brilliant maneuvers and battles, he won Lombardy fro m the Austrians. Mantua, the last Lombard stronghold, fell in February 1797 after a prolonged siege; Bonaparte had defeated four attempts to relieve the siege. As he crossed the Alps to advance on Vienna, the Austrians sued for an armistice, which was concluded at Leoben on Apr. 18, 1797. Bonaparte then personally negotiated the Treaty of CAMPO FORMIO (Oct. 17, 1797), ending the war of the First Coalition, the first phase of the FRENCH REVOLUTIONARY WARS. In addition to attending to his military operations in Italy, Bonaparte engaged in political affairs. He reorganized northern Italy to create (1797) the Cisalpine Republic and negotiated treaties with various Italian rulers. He also purloined invaluable Italian works of art and vast quantities of money, which were sent to Paris to enhance French museums and to bolster French finances. On his return to Paris, the Directory proposed that Bonaparte invade England. Instead he urged the occupation of Egypt in order to threaten British I ndia. On May 19, 1798, he sailed with an army of more than 35,000 troops on 350 vessels for Alexandria, Egypt. After seizing Malta en route, he reached Egypt on July 1, after evading the fleet of the British admiral Horatio NELSON. There he occupied Alexandria and Cairo, guaranteed Islamic law, and began to reorganize the government. On August 1, however, Nelson attacked and annihilated the French fleet at Abukir Bay. Thus cut off from France, Bonaparte continued his administrative reorganization and helped create the Institute of Egypt, a scholarly institution that began the methodical study of ancient Egypt. This study resulted in the publication of the monumental 18-volume Description dEgypte (1808-25). In February 1799, Bonaparte learned of the Ottoman Empires declaration of war against France. To forestall a Turkish attack on Egypt he invaded Syria but was halted at Acre by Turkish troops under British command. Suffering from the plague, the French army returned to Cairo in Jun e. In the meantime French forces in Europe were being defeated by the armies of the Second Coalition, and Bonaparte resolved to return to France. He sailed on Aug. 24, 1799. First ConsulOn Bonapartes arrival in Paris on October 14, he joined Emmanuel SIEYES in a conspiracy to overthrow the Directory. On November 9 (18 Brumaire), Bonaparte was appointed commander of the Paris garrison, the legislative assemblies were moved from Paris to Saint Cloud, and the five Directory members resigned. The following day Bonaparte, aided by his brother Lucien, used troops to disperse the assemblies and accepted appointment as one of three consuls, with Sieyes and Pierre Roger Ducos. Despite Sieyess plans to dominate the CONSULATE, Bonaparte gained the position of first consul. He appointed the members of the council of state, government officials, and judges of the courts, but he had little control over the Legislative Corps. The Consulate guaranteed law and order and maintained the political and social accomplishments of the revolution. Behind a democratic facade, however, Bonaparte concentrated power in his own hands. During the rule of the Consulate more formidable legislation was completed than in any other comparable period in French history. Order and regularity were established in every branch of the government. Bonaparte centralized local government, appointing the prefects and mayors and their councils; he pacified the rebellious regions of France and reconciled the royalists; he actively participated in drawing up the NAPOLEONIC CODE, a complete codification of the civil law; he initiated (1801) the CONCORDAT with Pope PIUS VII, which reestablished Roman Catholicism in France; and he created (1802) the order of the Legion of Honor to reward civil and military merit. Bonaparte also consolidated the national debt, restored the value of French bonds, balanced the budget, established the Bank of France, and centralized equitable tax collection. He created the Society f or the Encouragement of National Industry and undertook vast public works projects. By creating the Universite de France, in effect a state licensing body for teachers, he brought the entire system of higher education under centralized state control. His concern with cultural grandeur was also reflected in the enlargement of the LOUVRE, the transformation of the Hotel Soubise into the Archives Nationales, and the construction of neoclassical buildings around Paris. These internal achievements were balanced by the restoration of French supremacy abroad. In June 1800, Bonaparte defeated the Austrians at Marengo, Italy. Peace with Austria was concluded in the Treaty of Luneville (Feb. 9, 1801), and a year later the Treaty of Amiens (Mar. 27, 1802; see AMIENS, TREATY OF) ended war with Britain. In acknowledgment of his achievements, Bonaparte was recognized by plebiscite as consul for life on Aug. 2, 1802. With peace restored, Bonaparte extended French influence into Holland (the Batavi an Republic), Switzerland (the Helvetic Republic), and Savoy-Piedmont, which was annexed to France; he played the major role in the Imperial Recess (1803), by which the free cities and minor states of the HOLY ROMAN EMPIRE were consolidated; and he attempted to extend the French colonial empire, principally by recovering Haiti (see LOUISIANA PURCHASE). As a result of these policies and his refusal to grant trade concessions to Britain, war was renewed in 1803. Bonaparte organized an army of 170,000 to invade Britain, but his complex strategy to draw the British fleets away from Britain failed. Meanwhile, Austria also prepared to resume war, forcing Bonaparte to abandon his invasion plans. Any hope of a future invasion was ended when the British admiral Nelson destroyed most of the Franco-Spanish fleet in the Battle of TRAFALGAR on Oct. 21, 1805. EmperorIn February 1804 a British-financed plot to assassinate Bonaparte was uncovered by the former police minister Joseph FOUCHE (who rec overed his job as a result of this discovery). Of the leading conspirators, Jean Charles PICHEGRU died in prison, Jean Victor MOREAU fled the country, and Georges Cadoudal was executed. Another victim was the duc dEnghien, a Bourban-Conde prince who was kidnapped from the German state of Baden and executed in France. In the wake of these events, which revived royalist hostility, the Senate petitioned Bonaparte to establish a hereditary dynasty. On Dec. 2, 1804, therefore, Napoleon crowned himself emperor in a ceremony presided over by Pope Pius VII. Napoleon created a titled court that included many of his statesmen and generals as well as ex-royalists. Believing that family ties were more durable than treaties, in the next few years he placed members of his family on the thrones of several satellite statesNaples, Holland, Westphalia, and Spainand married his relatives to some of the most distinguished families in Europe. Dynastic considerations also caused Bonaparte to divorce Jose phine in 1809 because she had borne him no male heir. He then married (Apr. 2, 1810) Marie Louise, daughter of Austrian Emperor Francis I; within a year a son, the king of Rome, was born. In 1805, Britain organized the Third Coalition against France, but Napoleons new Grand Army swept through Germany into Austria destroying both Austrian and Russian armies at Ulm and AUSTERLITZ. Austria signed (Dec. 26, 1805) the Treaty of Pressburg, by which Venice and Dalmatia were annexed to Napoleons Kingdom of Italy, and in 1806, Napoleon organized the Confederation of the Rhine, a grouping of German states under French protection. Soon after, the Holy Roman Empire was formally dissolved. Prussia helped organize the Fourth Coalition against Napoleon late in 1806, but its forces were destroyed by Napoleon in the Battle of Jena-Auerstadt (October 1806). After defeating the Russians at Eylau (Feb. 8, 1807) and Friedland (June 14, 1807), Napoleon forced the allies to sign (July 7-9, 1807) the Treat ies of TILSIT, which resulted in the creation of the Grand Duchy of Warsaw and the Kingdom of Westphalia. Dominant in Europe, Napoleon was obsessed with Britains defiance and role as the commercial paymaster of Europe. To subdue Britain, Napoleon committed his most serious blunders. He imposed (1806) the CONTINENTAL SYSTEM, a blockade of British trade, on Europe to undermine the British economy. The refusal of Portugal to observe the blockade led to French intervention in Iberia and embroilment in the Peninsular War (see NAPOLEONIC WARS). While the Peninsular War raged, Austria mobilized and began the War of the Fifth Coalition. A series of hard-fought battles culminated in final French victory (July 5-6, 1809) at Wagram, and Austria lost Illyria and Galicia by the Treaty of Schonbrunn (Oct. 14, 1809). Although French control in Iberia was eroding by 1812, Napoleon invaded Russia on June 23-24 of that year. One major reason for the attack was the Russian refusal to accept the Contin ental System. The Russian armies withdrew, drawing Napoleon deep into Russia. Napoleon defeated them at Borodino on Sept. 7, 1812, and a week later reached Moscow. There he waited in vain for Emperor ALEXANDER Is surrender, while Russian arsonists set the city on fire. With reinforced Russian armies attacking his outlying positions and signs of winters approach, Napoleon ordered a retreat in October. Despite the deprivations suffered by his troops, the miserable weather, and the pursuing Russian army, Napoleon held the nucleus of his army together and managed to escape Russian encirclement. After crossing the Berezina River he left his ravaged army and hurried back to Paris on learning of an abortive coup in Paris by the demented general Claude Malet. After Napoleons Russian debacle the Prussians deserted their alliance with the French, and in 1813 the Sixth Coalition was formed among Prussia, Russia, Britain, and Sweden (ruled by the erstwhile Napoleonic general Bernadotte, later t o be King CHARLES XIV JOHN). Napoleon soon formed a new army and defeated the allies at Lutzen (May 2) and Bautzen (May 20-21). After a short armistice, hostilities again began in August, when Austria joined the coalition. Although Napoleon was victorious (August 26-27) at Dresden, the French were outnumbered two to one and defeated in the so-called Battle of Nations at Leipzig on October 16-19. Withdrawing across the Rhine, Napoleon refused to surrender any conquered territory, convinced that such a concession would cost him his crown in France. In 1814, France was invaded, and Napoleon again demonstrated his military genius by defeating each enemy army as it advanced on Paris. Hopelessly outnumbered he attempted to negotiate, but the allies continued to advance and took Paris on March 31. The Hundred DaysOn April 6, Napoleon abdicated in favor of his son. When the allies refused to accept this, he made his abdication unconditional on April 11. He then was exiled to the island of E LBA, where he was given sovereign power and introduced administrative, economic, and political reforms. Aware of Frances dissatisfaction over the restoration rule of the Bourbon dynasty, Napoleon decided to return to France in 1815. Landing at Cannes on March 1, he marched triumphantly through sympathetic areas of France and was greeted as the returning hero. King LOUIS XVIII fled abroad, and Napoleon occupied Paris on March 20, beginning the period called the Hundred Days. Although Napoleon proclaimed peaceful intentions, the allies, who were meeting in Vienna (see VIENNA, CONGRESS OF), immediately outlawed him and prepared for war. Before massive Russian and Austrian forces could reach France, Napoleon resolved to separate and defeat the Prussian and Anglo-Dutch armies in what is now Belgium. Despite several initial victories he was defeated by the duke of WELLINGTON and Gebhard von BLUCHER at Waterloo (see WATERLOO, BATTLE OF) on June 18, 1815. Napoleon returned to Paris, where h e abdicated for the second time on June 23. Fleeing to Aix, he surrendered to the captain of the British warship Bellerophon and was exiled to the island of SAINT HELENA. Living with his secretary and a few loyal friends, he dictated his memoirs, laying the foundation of the Napoleonic legend. He died on May 5, 1821. The Napoleonic legend was embellished by his followers in the succeeding decades of turbulent French politics. It facilitated the rise of Napoleons nephew, who eventually founded a Second Empire as Napoleon III in 1852. Allowing for the exaggerations of the legend, there remains no question that Napoleon I was a military genius. Although his ambition to dominate Europe cost France hundreds of thousands of lives, he left to that country many of the institutions that form its modern basis. His tomb in the Invalides in Paris is a national shrine. MacbethAnalysis of fear Essay

HRM Analysis †Childrens Hospital

Introduction The HRM practices embraced in Children’s National Medical Center (mostly known as Children’s Hospital) are diverse and strategic. Nonetheless, the hospital has gathered a momentous legacy since its inception in Washington, DC.Advertising We will write a custom term paper sample on HRM Analysis – Children’s Hospital specifically for you for only $16.05 $11/page Learn More The hospital provides exclusive pediatric cares due to its strategic human resource provisions, novel managerial tactics, and exemplary customer focus. It has served in this capacity for decades and has reaffirmed itself as a leader in the industry not just in terms of patient care, but also as a research and development center. It has also focused on a growth-centered business strategy in order to continue offering high quality healthcare services to its clients (Rotter et al., 2011). Formerly, the hospital realized that it needed to change its c ustomer care services, expertise, and human resource management so as to serve the increasing number of patients who were coming for medical services. With over 300 bed capacity and a huge potential to grow, the hospital focuses on capacity development and a profitable coexistence with other healthcare providers including Medstar Washington Hospital Center adjacent to it. In addition, HR management contributes credibly to the health systems, administration, and service provisions in this hospital (Home Facts, 2012). In order to manage HR in pediatrics properly, the hospital has structured its job execution provisions virtuously. This should consider the provisions of emergency cases. HRM is designed to uplift the clinical and non-clinical sectors in the quarters of healthcare. Currently, several healthcare systems across the world have put much of their attention in the human resources management.Advertising Looking for term paper on business economics? Let's see if we can hel p you! Get your first paper with 15% OFF Learn More In particular, they form great part of the health system contributions, budget making, and health services provisions in regard to pediatrics (Storey, 2007). Arguably, the management of the health sector depends entirely on knowledge and proper management of human resource persons in the health sector (involved in health services delivery). Additionally, the issues addressed by such professionals are dependent on their talents and inspirational aspects. It is vital to foster respect and boost self-esteem within the entire workforce. This constitutes proper management of the human resources within an organization in regard to pediatrics. In the context of employment, the jobs available at Children’s Hospital can be divided into two major groups: clinical jobs and non-clinical jobs. As the positions at Children’s Hospital vary widely, the organization naturally has an interest in drawing in a wide range of cand idates to fill the positions. While this is largely done by tapping the provincial labor market, some positions, at times, are filled by reaching beyond the local labor market and into the national labor market. Examples of positions such as these include high-level clinical occupations such as surgeons. Nevertheless, the labor market from which the majority of the staff is drawn is the labor market found in the Washington, D.C. Metropolitan area. Therefore, an assessment of the labor market from which Children’s Hospital draws candidates for open positions is essentially an assessment of the Washington, D.C. Metropolitan area labor market. Such an assessment reveals that out of 5.7 million people, 5.1% of the population are unemployed and in the market for a job (BLS, 2012). This is equivalent to approximately 300,000 people. This is the group of people which composes the core labor market from which Children’s Hospital and all other employers in the area have to choo se from.Advertising We will write a custom term paper sample on HRM Analysis – Children’s Hospital specifically for you for only $16.05 $11/page Learn More Casting overarching and blanketing adjectives on this large number of people to describe them would be misleading as the basic demographics, level of education, and required training for specific position would vary greatly from person to person. Keeping this in mind, it is more useful to systematically review the various characteristics which define the labor market. Developing a set of HRM practices viable for the Children’s Hospital Evidently, good HR practices are recommendable to promote viable human resources practices in the realms of recruitment, training, and evaluation of prospective employees. The paper discerns strategic HRM management practices that can be adopted by The Children’s Hospital to enhance its workforce provisions (Storey, 2007). This organization should fix most of its HR practices because some of them are either not in place, not defined, or not carried out effectively. As the HR manager, it is vital to understand that HR management aspects have numerous roles that influence the operations of any given national corporation in the health care sector. Similarly, it can affect the financial performance of this hospital; however, this might vary from one season to the next depending on the HR practices that the organization embraces. It is vital to recognize that the decisions that the Children’s Hospital makes on who to hire, what to pay, what training to offer, how employees’ performance is appraised, and other credible HR provisions directly affect employees’ motivation and ability to provide services that customers value. Consequently, Children’s Hospital must consider such factors through the HR department so as to realize credible organizational performance. Generally, HR manager’s roles in this MNC might eventually affect its prosperity, market relevance, and financial aspects.Advertising Looking for term paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The strategic HRM management practices chosen in this context incorporate recruitment, selection, training and development, compensation, employee relations, and performance management. However, three of them have been discerned in diverse ways so as to understand the novel HRM concepts that the hospital can establish and implement so as to remain relevant in the HR management arenas. They have been intertwined so as to emerge with a concrete management provisions that the hospital, through its newly managed HR department, should establish, implement and embrace to benefit the its pediatric clients. Children’s Hospital should implement various HRM management practices in order to remain relevant in the American and global healthcare market (Kocher, 2011). Due to its services and child care capacity, the organization demands novel HRM practices in the context of HR planning, recruitment of employees, selection criteria, training and development provisions, compensation plans, as well as performance management. Another credible provision is the establishment and ratification of diversity provisions within the hospital’s workforce. Cultural diversity is increasingly being a challenge and a captivating feature of both individual lives as well as the contexts in which companies and institutions operate. Because of the obvious challenges of the culturally-sensitive areas in which the hospital operates, it has to take credible policy initiatives to ensure that it attains its diversity tolerance initiatives. A policy herein refers to a statement of procedures guiding the stakeholders of an organization on how responsibilities should be conducted. Foremost, successful organizations apply diversity within their workforce to gain competitive advantages. Children’s Hospital should adopt policies that increase the cultural, gender, and racial variety within its workforce. To enhance its competitive advantage, diversity recruitment policies will propel the hospital to the global limelight. The hospital should also understand the benefits of a diverse workforce. In this regard, the management should use training programs to elucidate the advantages of indulging diverse ideas within the hospital. Teamwork policies have been critical in most culturally diverse organizations (Storey, 2007). When adequately incorporated, the policy helps to develop the feeling and spirit of unity as well as togetherness towards a collective goal. In teamwork, the objective for a collective goal overrides the diversity of members. This forms a quality recipe for competitive advantage within organizations. The vision statements as well as the hospital’s policies should be sound and solid to enhance competitiveness amidst cultural diversity of its workforce. The corporate vision statement ought to be constructed in a manner that reflects the organization’s commitment to cultural diversity. This should be backed-up by a powerful vision. The c ompany’s time-off policies should also prop up cultural uniqueness for holidays as well as religious observances. Other policies should also outline the training of managers on cultural diversity sensitivity. The hospital needs high-caliber pediatricians to propel its services considerably. In this context, there are best practices employed by the HR department through the social media to attract such characters (Kocher, 2011). This is a considerable provision. Social media can be used to advertise the hospital in a positive manner. Potential doctors and other employees should be allowed to access viable information regarding the company through the available and widely used social media. Evidently, it is agreeable that the hospital’s HR departments should focus more of its resources in using social media in the staffing activities. This is because many people are connected through social media. It possible to advertise vacancies through the media and attract a large n umber of interested employees. Links to the hospital’s website can also be provided. As a modernized HR provision, cultural diversity training is important in the organizational context. To improve it, the training should contain racial embracement provisions, ethnicity tolerance, religion aspects, and cultural fusion among other aspects. This is important since it broadens the aspects of diversity beyond cultural barriers. Concurrently, the national shortage of competent nurses, especially those with the specialized skills needed to support Children’s specialized mission, need to be well documented and resourced. In this context, the role of nurses in paediatric care can be augmented through viable and effective plans for staffing, performance appraisal, and equality embracement. In this context, the decisions that Children’s Hospital must take are obvious despite their incomplete definition. The hospital must embrace expansion in both physical and organization al arenas (Our Leadership,2012). Currently, the composition of the labor market in the Washington area is varied. Contextually, as indicated by Home Facts (2012), there are nearly 60% African Americans, 30% Whites, 10% Hispanics, 3% Hispanics and 7% others with males dominating this market incredibly. It is important to note that the age of the age of those in the labor market ranges from 18-85 as at 2012. The hospital should cease this rich human resource to enhance its service provisions and quality management. In the context of technology, IT has brought both positive and negative impacts to the hospital’s HR management. Even though there are some few negative impacts, the positive impacts have counterbalanced them. Arguably, IT is vital in the development and organization of any business activity. The hospital currently embraces IT since it is both economical and faster (Williams Boren, 2008). It also prefers IT since the technology entails everything that the hospital n eeds ranging from expertise to customers and advertisements. Besides, it is important to the human resource management. It provides a suitable ground for recruitment purposes. Through the introduction of Information Technology (IT), the hospital can nowadays advertise jobs and organize for interviews online. IT is also helpful in keeping employee’s information. With IT, HRM can easily record and retrieve both patients and workers’ data when needed. In this context, it is possible to give employees job directives online based on their performance records. Besides, workers are able to perform more complicated tasks as well as improve the performance rates of their respective organizations. IT has also improved employees interaction with their organizations. Workers can easily interact and share their views/opinions without fear. Consequently, this improves the image of the HR managers and the entire company. They (resource managers) can easily and effectively keep, manag e and examine worker’s data with limited challenges (Yan, 2010). Through information technology, most managers can easily monitor the performance of the workers, carry out job analysis and recruit new employees as discussed earlier. Consequently, this will improve performance of both the organization and the human resources. It has also improved the level of transparency in the system as the information stored cannot easily be distorted. The accuracy and speed at which the managers and workers perform their duties has greatly improved. Moreover, it assists the human resource professionals to have information about current changes in policies and employment practices in the organization. By obtaining the relevant information mentioned above, the value and involvement of the resource managers is improved. They can easily interact with other professionals online to help improve their image and performances. Eventually, the performance and image of the hospital will be improved. Contextually, employees require diverse skills and management provisions to enhance their performance and growth in their respective careers (Children’s National, 2012). Another credible HR provision on how to manage human resources in the hospital is the establishment and preparation of young workers by providing them with relevant skills. This will eventually ensure that the retiring health workers are replaced with other competent young health personnel. Additionally, this will solve the problem of inadequate health practitioners in the hospital and continuously increase the HR management provisions. Through the development of numerous human resource initiatives, there will be increased efficiency in providing the healthcare facilities and proper management. Conclusion Conclusively, it is recommendable for the Children’s Hospital to promote viable human resource practices in the realms of recruitment, training, compensation, and evaluation of prospective employees. The report focused on Children’s National Medical Center in the context of strategic HRM management practices that can be adopted by the hospital to enhance its workforce provisions. Children’s National Medical Center should implement various HRM management practices in order to remain relevant in the American and global Health Care market. Due to its medical provision capacity, the hospital demands novel HRM practices in the context of HR planning, recruitment of employees, selection criteria, training and development provisions, compensation plans, as well as performance management mentioned before. It has a rich history and service provision capacity that can be harnessed for the benefit of the country. References BLS (Bureau of Labor Statistics). (2012). Local area unemployment statistics. Unemployment rates for Metropolitan Areas. Web. Children’s National. (2012). Children’s National Medical Center. Web. Home Facts (2012). Washington, D.C. Demographi cs. Web. Kocher, R. (2011). Hospitals’ Race to Employ Physicians—The Logic Behind a Money-Losing Proposition. New England Journal of Medicine, 364(19): 1-67. Libraries, 29(2), 87-92. Our Leadership. (2012). Children’s National Medical Center. Web. Rotter, T. et al. (2011). Methods for the evaluation of hospital cooperation activities. Systematic Reviews, 1(11): 1-5. Storey, J. (2007). Human Resource Management: A Critical Text. London: Thomson. Williams, F., Boren, S. (2008). The role of the electronic medical record (EMR) in care delivery development in developing countries: a systematic review. Ohio, OH: Cengage Learning. Yan, H. (2010). On the Clouds: A New Way of Computing. Information Technology Primary Care, 16(2), 139-145. 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Diagnosis and Treatment Essay

Diagnosis and Treatment Essay Diagnosis and Treatment Essay Week Eight: Assignment Diagnosis and Treatment Introduction to Behavioral Science Instructor: Anxiety disorder is a type of psychological disorder. It is said that anxiety disorders are one of the more common types of psychological disorders. As defined in our textbook â€Å"Anxiety disorders can be subdivided into several diagnostic categories, including specific phobias, panic disorder, and other anxiety disorders, such as generalized anxiety disorder, obsessive–compulsive disorder, and disorders caused by specific traumatic events† (Morris & Maisto 2010). Phobias are one type of anxiety disorders. Phobias are placed into three categories. The first being a specific phobia which is a type of anxiety disorder described as extreme, paralyzing fear of something common. Common specific phobias may include needles, confined spaces, spiders, snakes, and heights. Almost 10% of Americans suffer from at least one specific phobia, (Morris however when these fears begin to restrict their ability to function in their day to day living environment, social phobia disorder may be diagnosed. One examples of social phobia is the fear of public speaking. The last type of phobia is agoraphobia. As defined in our textbook, â€Å"Agoraphobia is an anxiety disorder that involves multiple, intense fears of crowds, public places, and other situations that require separation from a source of security such as the home (Morris & Maisto 2010). Those who suffer from agoraphobia may have the fear of being alone, and may never leave their homes. Treatment options for those diagnosed with phobia disorders would best respond with classical conditioning. One type of classical conditioning is systematic desensitization, a method for gradually reducing fear and anxiety, is one of the oldest behavior therapy techniques (Wolpe, 1990). Systematic desensitization works by slowly introducing a new response, such as relaxation with the anxiety- causing stimuli. Numerous studies show that systematic desensitization helps many people overcome their fears and phobias (Hazel, 2005; D. W. McNeil

English literature Essay Example | Topics and Well Written Essays - 1500 words - 2

English literature - Essay Example both Oedipus from Oedipus the King by Sophocles and the character’s daughter Antigone from Antigone by Jean Anouilh are each protagonists driven by the passion of pride and how this largely contributes to their own downfall. The opening actions of both tragedies illustrate this pride. In Oedipus the King, Oedipus is approached by plague-stricken masses asking help from him. When he sees his people gathered around him like a god, his response to them is â€Å"What means this reek of incense everywhere, / From others, and am hither come, myself, / I Oedipus, your world-renowned king†1. Although the people of Oedipus’ day did turn to their kings to cure all societal ills, Oedipus here is taking on the persona of a god. His pride in his role is evident in the words he speaks. His last line, referring to himself as the â€Å"world-renowned king† helps to underscore that streak of pride. It is also obvious, with a touch of foreshadowing, that he is not secure in his position by his tendency to repeat his greatness. Personal experience has shown when people insist on being known by their title, they are not overly secure about its authority. Antigone, on the other hand, enters the scene in a rage after learning that the new king, Creon, has forbidden to allow one of her brothers to be buried. She decides to go against the king’s orders, arguing that burying the dead is the right thing to do. Her pride in family makes it impossible for her to drop the issue. It is clear she’s outraged that the king would tell her what to do when she is talking to her sister at the very beginning of the play: â€Å"That’s what people say the noble Creon / has announced to you and me – I mean to me†2 . The repetition of â€Å"I mean to me† indicates she cannot believe someone else would tell her what to do, showing excessive pride in her own judgment. As her sister reminds her, women do not have any power in their culture, but Antigone does not listen. In the end, it

How the French and Indian War affected the outcome of the 7 years war Research Paper

How the French and Indian War affected the outcome of the 7 years war - Research Paper Example Overview Even though the root of the conflict in Europe was the competition between Austria and Prussia for possession of Silesia, the prevailing subject of the clash between France and Britain was power over trade and commerce with the colonies in North America, Africa, and India.1 The specific target of both these nations was the very lucrative Atlantic trade system. This trade system transported slaves from Africa to the New World to work in the cultivation of specific agricultural goods, such as lumber, cotton, rice, and sugar.2 The raw materials were afterward transported to Europe for manufacturing and consumption. Processed goods that were not bought in Europe were returned to the American colonies and Africa for another trade or use.3 Although France controlled the production of sugar in the Caribbean, Britain supervised the goods produced in the North American colonies. The same competition between the two nations was present in India for cotton, spices, and tea. This econom ic competition between Britain and France in North America motivated the Seven Years’ War.4 By 1753, French colonists had started inhabiting the Ohio River Valley. The French had strong, positive ties with the Native Americans and aimed to enhance trading relations with them. The British settlers, who refused to be restricted to the Atlantic coastal areas, saw this French attempt as a danger to westward expansion and responded with aggression.5 Virginia’s governor deployed a group of mercenaries headed by George Washington to support the British cause in the Ohio River Valley and to contest the attempts of France toward expansion. Constructing a small fortification nearby modern-day Pittsburgh, the militia of Washington failed in their attempt to assault the French at Fort Duquesne.6 The British forces were resisted and pushed to retreat to their fort, where the French attacked them. After incurring heavy casualties, Washington was compelled to lay down arms. This figh t is regarded to be the first of the French-Indian part of the Seven Years’ War.7 With the collaboration between France and the natives in North America, the battle emerged quickly in Europe. In early 1756, through the Convention of Westminster, Britain took Prussia as its ally. The French directly allied with Austria. The coalitions of the War of Austrian Succession were upturned, with Prussia and Britain going against Austria and France.8 Sweden and Russia eventually entered the Franco-Austrian coalition. The influence of the French-Indian War on the outcome of the Seven Years’ War was worldwide. The impact of the war was also enduring, with its consequences still felt and seen in the 21st century.9 The French and Indian War Implication for the Seven Years’ War Because of the war, both Britain and France incurred heavy financial loses at the end of the Seven Years’ War, with serious long-term consequences. The war further raised the national debt of Bri tain. The Crown, trying to find ways to settle the debt, obliged its colonies to pay additional taxes.10 The colonies responded to these measures with more intense resistance, until forces were deployed to make sure that the Crown’s agents could safely carry out their obligations. These steps finally resulted in the American Revolutionary War. Likewise, the financial problem and military

Application White-listing With Bit9 Parity

Application White-listing With Bit9 Parity K.PADMAVATHI I. Introduction Antivirus is a requirement for a host of compliance standards and is championed to be a critical component for any security baseline (PCI-DSS 3.0-5.1). A recent google search for â€Å"Cyber Security Breaches† in Google News shows 16,700 results in Google News. Even NIST has stated that that AV is not an adequate control. The basis for this argument is that AV, even with heuristics, looks for methods or signatures that are known to the specific AV vendor. Bit9 Parity goes a step further and restricts the execution of any executable or applications to those only allowed by the product (Bit9 Datasheet, 2013). Parity has a host of benefits as well as some significant drawbacks, but with proper and careful implementation, a deployment of Parity can be successful. Parity has multiple methods to manage and control an environment. Parity is deployed with a server, database and console to control and manage Parity Agents. The deployed agents are a package of executables and configurat ion files that contain a kernel module that sits on the hardware layer and proxies the raw system calls from the user layer to those resources. For this reason it makes manipulation of the agent from the user layer very difficult. There is also a management console to manipulate the server that controls all agents on endpoints. II. Pre-Deployment During pre-deployment, the first thing that must be decided is where it will be deployed. Bit9 would recommend that the product be deployed on all systems in an environment. However, this is not feasible as the cost of the product and the complexity of most environments makes 100% immediate deployment difficult. Parity takes a default deny approach (Bit9 Data Sheet, 2014). This is a good method for protection but can make deployments difficult. To deal with this situation it is a good idea to deploy the product in homogenous environments first. Therefore, in planning deployment it is best to identify and group environments by their similarity and their levels of criticality. The most critical could be where the protection needs to go first. However an additional risk of deploying the product in critical environments is that by description they are critical to the business. So the product must deployed with care, proper planning and testing. III. To Protect the Environment (Client-side) Protection and prevention is absolutely ideal when it comes to deployment of Parity. When working with dynamic and non-homogenous environments the product should be deployed in this mindset. An excellent environment for deploying to protect would be a desktop or laptop (client side) environment. IV. To Control the Environment In order to protect an environment administrators and security personnel must control andunderstand their environment. However methods of deployment can differ with these underlying goals in mind. Deploying to control should be applied in specific environments that have rigorous change control and a low level of change. This would be server environments or other systems that are running on end-of life operating systems, such as Supervisory Control and Data Acquisition (SCADA) systems, as well as some Point of Sale Systems (POS). V. Deployment After deciding what environment to start, it is time to build out the Parity Server and console. According to the Bit9 installation guide, the server should have a SQL server available or a new SQL server database, either 2005 or 2008 deployed and configured prior to installation. (Parity 6.0 Deployment Guide, 2013) The server will also need .net framework 3.5 and a host of other web application Microsoft requirements. All should be included with a current version of Server 2008. Prior to installation ensure that all servers meet local hardening procedures. VI. Configuration After the server has been installed, it should be simple to browse to the https://localhost which will direct to the Parity console if logging on locally. Browsing from another system to https://server name which will direct the administrator to the Parity console. The default credentials should be username admin and password admin. As always, best practices, change immediately. VII. Bit9 Knowledge Base Another critical component is the Bit9 knowledgebase. The Bit9 knowledgebase is one of the single largest collection of known good executables available commercially. This will require outbound connectivity to the Bit9 knowledgebase servers on port 443 from the Parity server. It will also require a license from Bit9 knowledgebase. There is an open API to query the data through a restful API. (Script attached – Appendix B) The knowledgebase can be configured in the Administration tab > Licensing >Parity Knowledge Activation. VIII. Other System Administration On the system administration tab there are a host of other setup actions that can be accomplished on this tab as well. On the mail tab, the SMTP settings for alerts can be configured to send alerts for status of systems. The advanced options has the ability to back-up the database, configure automated updates, log out times for the parity console, file uploads configuration, old computer cleanup, software rule completion, and certificate options. Most of these options are not of much concern, however the cleaning up of old agents should be configured. IX. Policy Configuration Designing the policies in Parity is absolutely critical to having a successful deployment. The default policies that come with the product are a good place to start. â€Å"Default Policy† which is designed for the agents to go to once the agent is initially installed. The â€Å"Local Approval Policy† which is designed to approve any running executables on the system. The â€Å"Template Policy† which is designed to be copied and configured for new policies. Initially four new policies need to be created for management of agents. â€Å"Lockdown Policy† must be created to replace the Default Policy and to be the final stop for agents during configuration. â€Å"Lockdown Reporting† policy which will be configured on systems to report as if they were in lockdown without actually blocking, and a â€Å"Monitoring Policy† to start hashing and collecting execution information on systems. â€Å"Disabled Policy† should also be created to for the installation of the agents, and removal of the agents if necessary. X. Deploying Agents After all the agent configuration policies have been created and some basic software rules like the .net software rule, it is time to start deploying agents. The agents can be downloaded from https://parityserver/hostpkg/. It is best to start with an agent disabled policy.Installing the agent can be done on all systems through multiple methods, GPO, software packaging and through scripting. Scripting is beneficial, because it can be scheduled and the output can be collected for error checking. See appendix B for an example installation script. Installing the agents is a slow process which requires getting a list of all devices, verifying in the Parity Console the assets are available and the communication level of the agent. Something to consider is that any Windows version after Server 2008 and Windows 7 should deploy the agents without the need for a reboot. However older versions will require a reboot. If the agents are not communicating with the Parity Server ensure that agents can reach the server on TCP port 41002 or reboot the system if necessary. XI. Locking Down the Agents After ensuring that all agents are deployed it is time to start locking down agents. This can be accomplished by selectively moving agents into the â€Å"Monitoring Policy†. This step in the installation process has the most impact on the system therefore it is best to move agents into this policy during times of less usage and only move a few agents at a time. XII. Policies and Procedures Before moving any systems into lockdown (other than testing systems) it is time to ensure there is a process for addressing blocked executables that users/administrators need to run on the systems. It is likely that any organization that is going to deploy Parity will have methods and processes for IT workflow. This is an ideal method for dealing with end user issues with Parity blocks of potentially useful and needed executables. This should be communicated with the user population to ensure that users know where to go in case they have Parity block. XIII. Operational Uses for Parity There are many other uses for Parity other than just to protect the environment. It is an excellent source of information showing exactly what is running in an environment. By querying the data in Parity, a Security Analyst could research to find if a downloaded malicious file actually reached the endpoint system or not. An Analyst could also upload a hash from doing analysis on another system to Parity to block across the install base. The server actually has a very simple SOAP API utilizing JSON that can be called very simply from web posts. XIV. Conclusion When evaluating any technology technologist and security practitioners should carefully analyze with due care the technologies, especially those that will require employee time and energy as well as significant capital expenditure. Bit9’s Parity will take significant time, funds, and energy to deploy. It will take a concerted effort from senior leadership to decide on the product and then organizational push to deploy it. The approach that Application-White listing takes is a simple one, trust only what is known and all other executables and binaries are not trusted and are not allowed to run. If an organization believes that they may be targeted by an advanced actor then the advanced protection provided by an approach like Application-White listing should be evaluated. The decision is a risk decision, the protections Parity offers are significant. If deployed properly, malware will not be able to gain a persistence on a network, as well a huge number of other attacks will be mitigated. If an organization deems that they need the level of security, the costs and energy that Parity takes to deploy are well worth the efforts.