After the Revolutionary War Essay Example for Free

After the Revolutionary War Essay After the Revolutionary War, many Americans realized that the government established by the Articles of Confederation was not working. America needed a new form of government. It had to be strong enough to maintain national unity over a large geographic area, but not so strong as to become a tyranny. Unable to find an exact model in history to fit Americas unique situation, delegates met at Philadelphia in 1787 to create their own solution to the problem. Their creation was the United States Constitution. Before the Constitution could become the supreme law of the land, it had to be ratified or approved by at least nine of the thirteen states. When the delegates to the Philadelphia Convention signed the Constitution on September 17, 1787, they knew ratification would not be easy. Many people were bitterly opposed to the proposed new system of government. A public debate soon erupted in each of the states over whether the new Constitution should be accepted. More important, it was a crucial debate on the future of the United States. The Federalist Papers Nowhere was the furor over the proposed Constitution more intense than in New York. Within days after it was signed, the Constitution became the subject of widespread criticism in the New York newspapers. Many commentators charged that the Constitution diminished the rights Americans had won in the Revolution. Fearful that the cause for the Constitution might be lost in his home state, Alexander Hamilton devised a plan to write a series of letters or essays rebutting the critics. It is not surprising that Hamilton, a brilliant lawyer, came forward at this moment to defend the new Constitution. At Philadelphia, he was the only New Yorker to have signed the Constitution. The other New York delegates had angrily left the Convention convinced that the rights of the people were being abandoned. Hamilton himself was very much in favor of strengthening the central government. Hamilton’s Constitution would have called for a president elected for life with the power to appoint state governors. Hamilton soon backed away from these ideas, and decided that the Constitution, as written, was the best one possible. Hamilton published his first essay in the New York Independent Journal on October 27, 1787. He signed the articles with the Roman name Publius. (The use of pseudonyms by writers on public affairs was a common practice.) Hamilton soon recruited two others, James Madison and John Jay, to contribute essays to the series. They also used the pseudonym Publius. James Madison, sometimes called the Father of the Constitution, had played a major role during the Philadelphia Convention. As a delegate from Virginia, he participated actively in the debates. He also kept detailed notes of the proceedings and drafted much of the Constitution. Unlike Hamilton and Madison, John Jay of New York had not been a delegate to the Constitutional Convention. A judge and diplomat, he was serving as secretary of foreign affairs in the national government. Between October 1787 and August 1788, Publius wrote 85 essays in several New York newspapers. Hamilton wrote over 60 percent of these essays and helped with the writing of others. Madison probably wrote about a third of them with Jay composing the rest. The essays had an immediate impact on the ratification debate in New York and in the other states. The demand for reprints was so great that one New York newspaper publisher printed the essays together in two volumes entitled The Federalist, A Collection of Essays, written in favor of the New Constitution, By a Citizen of New York. By this time the identity of Publius, never a well-kept secret, was pretty well known. The Federalist, also called The Federalist Papers, has served two very different purposes in American history. The 85 essays succeeded by helping to persuade doubtful New Yorkers to ratify the Constitution. Today, The Federalist Papers helps us to more clearly understand what the writers of the Constitution had in mind when they drafted that amazing document 200 years ago.

Macbeth - Downfall Of Macbeth Essay -- essays research papers

We see in the play Macbeth that when the motivation to succeed in life becomes overpowering, other people may easily influence one and elements and one may decide on wrongful actions to achieve a goal. Some of the influences on Macbeth include the witches and the apparitions, Lady Macbeth, and lastly Macbeth's own insecurities and misguided attempts to control his future. The witches and their prophecies are the first major influence on Macbeth's actions. Macbeth seems happy and content with himself until the witches tell him he will be king. He begins immediately to consider murdering Duncan. "If good, why do I yield to that suggestion / Whose horrid image doth unfix my hair / And make my seated heart knock at my ribs, / Against the use of nature?" (I, iii. 144-147). Macbeth immediately writes Lady Macbeth. "'They met me in the day of success; and I / have learned by the perfectest report, they have more in / them than mortal knowledge." (I, v. 1-3). He obviously has great faith in the witches' words. Later on, the apparitions, called by the witches, influence Macbeth by making him believe he is invincible. "Rebellion's head, rise never, till the wood / Of Birnam rise, and our high-placed Macbeth / Shall live the lease of nature, pay his breath / To time, and mortal custom." (IV, i. 106-109). Lady Macbeth is a second major influence on Macbeth. As soon as Lady Macbeth learns of the witches' words from Macbeth's letter, we learn Macbeth is c...

Purity Steel Corporation

Harvard Business School 9-197-082 rP os t Rev. February 15, 2000 Purity Steel Corporation, 1995 op yo â€Å"I’m no expert in high finance,† said Larry Hoffman, manager of the Denver branch for the Warehouse Sales Division of Purity Steel Corporation, to Harold Higgins, general manager of the division, â€Å"so it didn't occur to me that I might be better off by leasing my new warehouse instead of owning it. But I was talking to Jack Dorenbush over in Omaha the other day and he said that he's getting a lot better return on the investment in his district because he's in a leased building.I'm sure that the incentive compensation plan you put in last year is fair, but I didn't know whether it adjusted automatically for the difference between owning and leasing and I just thought I'd raise the question. There's still time to try to find someone to take over my construction contract and then lease the building to me when it's finished, if you think that's what I ought to do. † Purity Steel Corporation was an integrated steel producer with annual sales of about $4. 5 billion in 1995. The Warehouse Sales Division was an autonomous unit that operated 21 field warehouses throughout the United States.Total sales of the division were approximately $225 million in 1995, of which roughly half represented steel products (rod, bar, wire, tube, sheet, and plate) purchased from Purity's Mill Products Division. The balance of the Warehouse Sales Division volume was copper, brass, and aluminum products purchased from large producers of those metals. The Warehouse Sales Division competed with other producer-affiliated and independent steel warehousing companies and purchased its steel requirements from the Mill Products Division at the same prices paid by outside purchasers.No tC Harold Higgins was appointed general manager of the Warehouse Sales Division in mid1994, after spending 12 years in the sales function with the Mill Products Division. Subject only to the approval of his annual profit plan and proposed capital expenditures by corporate headquarters, Higgins was given full authority for his division's operations, and was charged with the responsibility to â€Å"make the division grow, both in sales volume and in the rate of return on its investment. † Prior to his arrival at division headquarters in St.Louis, the Warehouse Sales Division had been operated in a centralized manner; all purchase orders had been issued by division headquarters, and most other operating decisions at any particular warehouse had required prior divisional approval. Higgins decided to decentralize the management of his division by making each branch (warehouse) manager responsible for the division's activities in his or her geographic area. In Higgins's opinion, one of the key features of his decentralization policy was an incentive compensation plan announced in late 1994 to become effective January 1, 1995.The description of the plan, as presente d to the branch managers, is reproduced in Exhibits 1, 2, and 3. Monthly operating statements had been prepared for each warehouse for many years; implementing the new plan Do Doctoral Candidate Antonio Davila and Professor Robert Simons prepared this updated case based on an earlier version. Case material of the Harvard Graduate School of Business Administration is prepared as a basis for class discussion and not to illustrate either effective or ineffective handling of administrative problems.Copyright  © 1997 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685 or write Harvard Business School Publishing, Boston, MA 02163. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. 1 This docume nt is authorized for use only by Corrado Cuccurullo at Second University of Naples until October 2013.Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. 197-082 Purity Steel Corporation, 1995 rP os t required only the preparation of balance sheets for each warehouse. Two major asset categories, inventories and fixed assets (buildings and equipment), were easy to attribute to specific locations. Accounts receivable were collected directly at Purity's central accounting department, but an investment in receivables equal to 35 days' sales (the average for the Warehouse Sales Division) was charged to each warehouse.Finally, a small cash fund deposited in a local bank was recorded as an asset of each branch. No current or long-term liabilities were recognized in the balance sheets at the division or branch level. At the meeting in December 1994, when the new incentive compensation plan was presented to the branch managers, Higgins had said: tC op yo Howard Percy [division sales manager] and I have spent a lot of time during the last few months working out the details of this plan. Our objective was to devise a fair way to compensate those branch managers who do a superior job of improving the performance in their areas.First, we reviewed our salary structure and made a few adjustments so that branch managers do not have to apologize to their families for the regular pay check they bring home. Next, we worked out a simple growth incentive to recognize that one part of our job is simply to sell steel, although we didn't restrict it to steel alone. But more importantly, we've got to improve the profit performance of this division. We established 5% as the return-on-investment floor representing minimum performance eligible for a bonus.As you know, we don't even do that well for 1994, but our budget for next year anticipates 5% before taxes. Thus, in 1995 we expect about a third of the branches to be below 5%? and e arn no ROI bonus? while the other two-thirds will be the ones who really carry the weight. This plan will pay a bonus to all managers who help the division increase its average rate of return. We also decided on a sliding scale arrangement for those above 5%, trying to recognize that the manager who makes a 5% return on a $10 million investment is doing as good a job as one who makes a 10% return on only a half million dollars.Finally, we put a $50,000 limit on the ROI bonus because we felt that the bonus shouldn't exceed 50% of salary, but we can always make salary adjustments in those cases where the bonus plan doesn't seem to adequately compensate a branch manager for his or her performance. No After the telephone call from Larry Hoffman in May 1996, quoted in the opening paragraph, Harold Higgins called Howard Percy into his office and told him the question that Hoffman had raised. â€Å"We knew that we probably had some bugs to iron out of this system,† Percy responded. Let me review the Denver situation and we'll discuss it this afternoon. † At a meeting later that day, Percy summarized the problem for Higgins: Do As you know, Larry Hoffman is planning a big expansion at Denver. He's been limping along in an old multistory building with an inadequate variety of inventory, and his sales actually declined last year. About a year ago he worked up an RFE [request for expenditure] for a new warehouse which we approved here and sent forward. It was approved at corporate headquarters last fall, the contract was let, and it's to be completed by the end of this year.I pulled out one page of the RFE which summarizes the financial story [Exhibit 4]. Larry forecasts nearly a triple in his sales volume over the next eight years, and the project will pay out in about seven and a half years. Here [Exhibit 5] is a summary of the incentive compensation calculations for Denver that I worked up after I talked to you this morning. Larry had a very high ROI last year, and received one of the biggest bonuses we paid. Against that background, I next worked up a projection of what his bonus will be in 1997 assuming that he moves into his new facility at the end of the year.As you can see, 2 This document is authorized for use only by Corrado Cuccurullo at Second University of Naples until October 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Purity Steel Corporation, 1995 197-082 rP os t his ROI will drop from 17. 3% to only 7. 2%, and even on the bigger investment his bonus in 1997 will go down substantially. Finally, I dug out the file on New Orleans where we're leasing the new warehouse that was completed a few months ago.Our lease there is a so-called operating lease, which means that we pay the insurance, taxes, and maintenance just as if we owned it. The lease runs for 20 years with renewal options at reduced rates for two additional 10-year periods. Assuming that we could get a similar deal for Denver, and adjusting for the difference in the cost of the land and building at the two locations, our lease payments at Denver during the first 20 years would be just under $250,000 per year. Pushing that through the bonus formula for Denver's projected 1997 operations shows an ROI of 7. %, but Larry's bonus would be about 15% less than if he was in an owned building. op yo â€Å"On balance, therefore,† Percy concluded, â€Å"there's not a very big difference in the bonus payment as between owning and leasing, but in either event Larry will be taking a substantial cut in his incentive compensation. † As the discussion continued, Larry Hoffman and Howard Percy revisited the formula for ROI: Net Income Return-on-investment = Investment in Operating Assets Net Income Sales x Sales Investment in Operating Assets = ( Return on Sales) x (Asset Turnover) No tC = DoBoth wondered whether the proposed bonus plan needed further revision or clarification. 3 This document is authorized for use only by Corrado Cuccurullo at Second University of Naples until October 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. 197-082 Purity Steel Corporation, 1995 I. Branch Managers’ Compensation Plan, Warehouse Sales Division Objectives rP os t Exhibit 1 The Warehouse Sales Division has three major objectives: A. To operate the Division and its branches at a profit. B. To utilize efficiently the assets of the Division. C. To grow.This compensation plan is a combination of base salary and incentive earnings. Incentive earnings will be paid to those managers who contribute to the achievement of these objectives and in proportion to their individual performance. op yo II. Compensation Plan Components There are three components to this plan: A. Base Salary Base salary ranges are determined for the most part on dollar sales volume of the district(s) in the prior year. The higher the sales volume, the higher range to which the manager becomes eligible. The profitability of dollar sales or increases in dollar sales is an important consideration.Actual salaries will be established by the General Manager, Warehouse Sales Division, and the salary ranges will be reviewed periodically in order to keep this Division competitive with companies similar to ours. tC B. Growth Incentive If the district earns a net profit before federal income tax for the calendar year, the manager will earn $1,750 for every $500,000 of increased sales over the prior year. Proportionate amounts will be paid for greater or lesser growth. C. Return-on-Investment Incentive No In this feature of the plan, incentive will be paid in relation to the size of investment and the return-on-investment.The manager will be paid in direct proportion to his effective use of assets placed at his disposal. The main emphasis of this portion of the plan is on increasing the return at any level of investment, hi gh or low. Do III. Limitations on Return-on-Investment Incentive A. No incentive will be paid to a manager whose branch earns less than 5% return-oninvestment before federal taxes. B. No increase in incentive payment will be made for performance in excess of 20% return-on-investment before federal taxes. C. No payment will be made in excess of $50,000 regardless of performance. 4This document is authorized for use only by Corrado Cuccurullo at Second University of Naples until October 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. 197-082 Exhibit 1 (continued) IV. Calculations on Return-on-Investment Incentive rP os t Purity Steel Corporation, 1995 Exhibit 2 is a graphic presentation of this portion of the incentive. Since all possible levels of investment and return-on-investment cannot be detailed on the chart, exact incentive figures cannot be determined. However, a rough estimate can be made by: A.Finding the approx imate level of investment on the horizontal scale. B. Drawing a line vertically from that point to the approximate return-on-investment percent. op yo C. Drawing a line horizontally from that point to the vertical scale which indicates the approximate incentive payment. The exact amount of incentive can be determined from Exhibit 3 by the following procedure and example. Example: Investment: ROI: Step 1. $8,263,750 7. 3% Subtract 500,000 from the last six digits of investment figures if they are above 500,000. tC EXAMPLE: 263,750 is below 500,000; nothing is subtracted.Step 2. Divide the number from step 1 by 500,000. The result is a percentage. EXAMPLE: 263,750/ 500,000 = . 5275 No Step 3. Do Step 4. In the 1% Column in Exhibit 3, take the difference between the next highest investment and next lowest investment. EXAMPLE: Investment 1% $8,000,000 $2,100 Difference $50 $8,500,000 $2,150 Multiply the result of Step 3 by the result of Step 2 and add to the 1% Column figure for the nex t lowest investment. EXAMPLE: $50 x . 5275 = $26. 37 + $2,100 = $2,126. 37 Step 5. Multiply the result of Step 4 by the actual ROI%. EXAMPLE: $2,126. 37 x 7. = $15,522. 54 Incentive Payment 5 This document is authorized for use only by Corrado Cuccurullo at Second University of Naples until October 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Purity Steel Corporation, 1995 Exhibit 2 Incentive Payments at Various ROI Percentages 50 20% 45 40 15% 35 30 Series1 25 10% 20 15 10 5 0 0. 5 1. 5 2. 5 3. 5 op yo Incentive Payment ($ thousands) rP os t 197-082 4. 5 5. 5 6. 5 7. 5 8. 5 Series2 Series3 Series4 5% 9. 5 10. 5 11. 5 12. 5 13. 5 14. 5 Do No tC Investment ($ millions) This document is authorized for use only by Corrado Cuccurullo at Second University of Naples until October 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Purity Steel Corporation, 1995 Ince ntive Payments at Various Investments and ROI Percentages Investment 5% 10%No incentive will be paid for less than 5% ROI. 7 This document is authorized for use only by Corrado Cuccurullo at Second University of Naples until October 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. This document is authorized for use only by Corrado Cuccurullo at Second University of Naples until October 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. No (24) Payback period 300,000 2,612,500 1,059,650 100,000 153 Add back depreciation and relocationAnnual return of funds $ 7. 3 years 4,072,150 5,534,549 96 (177) Less 35% tax Net income $ (220) (53) (273) Less depreciation Total return over 8 years (in dollars) Capital expenditures required (in dollars): Land Building Equipment Relocation expenseForecast Additional Sales, Expenses, and After-Tax Profits Due to New Facility (doll ars in thousands) Gross profit dollars Service income Total income Less expenses excluding depreciation Sales dollars Exhibit 4 Do Purity Steel Corporation, 1995 Return-on-investment and Incentive Compensation (in dollars) rP os t Exhibit 5 197-082 Denver Branch 1997 Projected Total Warehouse Sales Division 1995 Investment at Year-end Land $ Buildings (net of depreciation) 5,144,500 $ 13,950,500 Equipment (net of depreciation) 124,500 $ 300,000 $ – 1,010,425 1,010,425 481,000 3,879,385 1,010,425 50,000 1,382,500 ,568,960 32,000 21,817,000 Accounts receivable Building 50,000 50,000 op yo Subtotal Leased Building 324,500 2,722,000 Cash fund Owned Actual 1995 Actual – Total year-end investment Investment at start of year 22,517,500 Less: depreciation Less: lease payments Net pre-tax profit 3,466,250 4,904,500 8,782,135 5,913,175 5,263,500 8,395,650 5,483,150 100,404,000 5,084,000 8,588,895 5,698,150 4,147,310 917,870 710,000 710,000 (40,000) (92,765) (49,225) (648,705) (4 20,565) $ tC Return on investment 1,386,500 3,466,250 99,795,500 Profit before depreciation & taxes 1,386,500 3,132,000 101,012,500Average investment during year 1,241,500 55,295,500 Inventories 3,078,040 – $ 3. 07% 877,870 $ 17. 27% (243,200) 617,235 $ 417,575 7. 19% 7. 33% Incentive Compensation Sales volume increase (decrease) $ Bonus @ $1,750 per $500,000 ROI bonus: $ – 1,565,000 $ 1,565,000 8,500,000 5,500,000 2,150 1,810 60 Difference to next base 5,478 1,750 Value for 1% column, Exhibit 3 5,478 5,000,000 Base investment No (870,000) 50 65 25. 76 Interpolated portion 10. 08 8. 89 Total value per percentage point 1,760 2,159 1,836 30,392 15,515 13,453 ROI bonus Total incentive compensation $ 30,392 $ 20,993 $ 18,931Assumptions used for 1997 projections at Denver: Old facility and equipment sold at the end of 1996, proceeds remitted to corporate headquarters. Depreciation on new facilities in 1997 is $43,540 (60 years, straight line) and $49,225 on equipment (vario us lives, straight line). Year-end investment in receivables and inventory will approximate 1995 relationship: receivables at 10% of annual sales, inventories at 25% of annual sales. Average total investment assumes that new fixed assets are acquired on December 31, 1996, and that other assets at that date are the same as at the end of 1995.Profit taken from RFE (Exhibit 4) as $995,000 less $185,000 first-year decline, less $100,000 relocation expense. Additional mill profit of $65,000 does not reflect on divisional books and was used only at corporate headquarters for capital expenditures evaluation purposes. Do 1. 2. 3. 4. 5. 9 This document is authorized for use only by Corrado Cuccurullo at Second University of Naples until October 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860.

Union Dues And Initiation Fee - 1406 Words

Unions had a place in the business environment at one point in this nation’s history. Unions helped get workers medical insurance, increased wages, and many other benefits. So what place do unions have in our current business economy? According to Larry Keller, â€Å"Union dues and initiation fees. Dues can range from $200 to several hundred dollars per year, partially offsetting higher wages.† This carries an extra burden for the American worker. Even though the unions push for higher wages, the front line worker has to pay for representation so the impact to the take home pay is minimal. Unions grew in size with the manufacturing sector, the industrial age in America. When most of the business owners did not care about the front line worker just about the bottom line. Workers lost fingers, limbs, and even lives. At this point and time the worker needed someone on their side someone who would have their best interest in mind. They organized and created specific unions to protect their jobs, wages, and personal well-being. Historically speaking, â€Å"The labor movement in the United States grew out of the need to protect the common interest of workers. For those in the industrial sector, organized labor unions fought for better wages, reasonable hours and safer working conditions. The labor movement led efforts to stop child labor, give health benefits and provide aid to workers who were injured or retired.† (â€Å"Labor Movement†) This shows how and why the unions were created andShow MoreRelatedReasons For Joining A Union925 Words   |  4 PagesA uni on is an organization of workers that work together to achieve common goals. Common goals may include working conditions, rules, benefits, wages, promotions, safety, hiring, and firing. There are many reasons why one may want to join a union, but before they do they should know the pros and cons of being in a union. To start, Americans should know some essential facts about our countries unions. Unions act as representatives of workers through collective bargaining. They began forming in theRead MoreThe Antitrust Laws Are Really Competition Laws That Are Aimed At Protecting The Consumers From Predatory Businesses1132 Words   |  5 Pagesits business strategy by charging customers a fee to send the film, process it and deliver it. The company was required to license the colouring process to third parties. The decrees remained in effect until 1994 when a court terminated them due to changing international economic conditions. Question #4 Generally, wages are going to be higher where the demand of labour is greater than the supply. Wages maybe differ in an identical job or different due for the main reasons which may include but notRead MoreAccrual Basis Of Accounting Over Cash Basis1534 Words   |  7 Pagesaccrual basis accounting. The paper also briefly discusses the recent accounting scandal of Tesco Plc. which showed that profits of the company were overestimated by approximately 250 million and resulted in suspension of eight employees as well as an initiation of investigation by Serious Fraud Office (SFO) UK. The paper finally concludes that the substantial risks and costs associated with accrual basis are yet to be justified to encourage its adoption. Discussion Numerous business transactions have effectsRead MoreA Case Sajjan Singh V State of Rajasthan2250 Words   |  9 PagesCitation:  AIR2009SC84, JT2008(11)SC150, 2008(4)KLT306(SC), (2009)3MLJ929(SC), (2008)41OCR708, 2008(13)SCALE76, (2008)13SCC518IN THE SUPREME COURT OF INDIAWrit Petition (C) No. 369 of 2008Decided On:  29.09.2008Appellants:  Baby Manji Yamada Vs. Respondent:  Union of India (UOI) and Anr.Honble Judges:   Dr. Arijit Pasayat  and  Mukundakam Sharma  , JJ.Subject:  CivilCatch WordsMentioned INActs/Rules/Orders:   Commission for Protection of Child Rights Act, 2005 - Section 13;  Constitution of India - Article 32CaseRead MorePmp Sample Questions21907 Words   |  88 PagesSCOPE MGT 1. Of the following, which is not part of project scope management? A. Scope planning B. Scope verification C. Quality assurance D. Initiation 2. You are probably going to be the project manager for the HGD Project and will need as many inputs to the initiation phase as possible. Of the following, which is the best source of information for your project? A. Business plans B. Historical information C. WBS D. The project charter 3. You are a project manager for your organization. SarahRead MoreOrdinance Act Poland56376 Words   |  226 PagesPROVISIONS Article 1. This Act shall regulate: 1) tax obligations; 2) tax information; 3) tax proceedings, tax control and inspection acts; 4) fiscal secret. Article 2.  § 1. The provisions of this Act shall apply to: 1) taxes, charges and non-tax dues to the State budget and to the budgets of territorial self-government units, for whose assessment or determination tax authorities are authorized; 2) repealed; 3) stamp duties and charges referred to in the provisions on local taxes and charges; Read MoreEssay on American Women Leaving the Home and Going to Work2200 Words   |  9 Pagesfull citizens, finally receiving the right to vote in 1920. The attitudes of the women in the work force also changed as time progressed. At first, they struggled for even the opportunity to work. As the century progressed, they became more active in union activities and, as newspapers from the period demonstrate, they fought to achieve better working conditions and better wages. By 1900, many poor and working-class young women, mostly of Northern white extraction, were leaving the confines and moralRead MoreP.E.S.T Analysis of the Indian Telecom Industry4512 Words   |  19 PagesGo-ahead to the CDMA technology INDIA Private players were allowed in Value Added Services National Telecom Policy (NTP) was formulated 1992 1994 1997 Independent regulator, TRAI, was established NTP-99 led to migration from high-cost fixed license fee to low-cost revenue sharing regime 1999 2000 2002 BSNL was established by DoT ILD services was opened to competition Internet telephony initiated Reduction of licence fees 2003 Calling Party Pays (CPP) was implemented Unified Access Licensing (UASL)Read MoreInternational Business Competing in the Global Marketplace 8th Edition Charles W. L. Hill5106 Words   |  21 PagesSEVEN 23 24 THE MANAGEMENT OF FINANCIAL INSTITUTIONS 568 Risk Management in Financial Institutions Hedging with Financial Derivatives 568 590 Glossary G-1 Index CHAPTERS ON THE WEB 25 26 Savings Associations and Credit Unions Finance Companies I-1 Contents in Detail Contents on the Web Preface About the Authors PART ONE xxvii xxix xxxix INTRODUCTION Chapter 1 Why Study Financial Markets and Institutions? Preview Why Study Financial Markets? Read More Online Dating Essay2916 Words   |  12 Pagesbefore......in fact, its only a mouse-click away. Of course, dating hasnt always been so convenient. In the early 19th Century, marriages were arranged with little emphasis on romance or love. Marriage itself was considered to be an economic union, and without a good family name and large plot of land, it was difficult for anyone to find a suitor. Colonel Fitzwilliam says it best in the 1813 novel Pride and Prejudice, stating, there are not many in my rank of life who can afford to marry without