America Between Dream and Reality Essay Example | Topics and Well Written Essays - 2000 words

America Between Dream and Reality - Essay Example The dream held that citizens had rights, including the right to life, the pursuit of happiness, and liberty. Such rights were believed to have come from God and were neither derived nor conferred by the state. The dream provided that every man was an air of dignity, legacy, and worth (Dyson, 2000). In reality, citizens have professed for great democratic principles, but have failed in the practice of such principles. America is still challenged in achieving its dream more than ever because the nation is not permitted for an anemic democracy. The price that America is obliged to pay for the perpetual oppression of minority groups, may lead to its own destruction. The existence of a dream is necessary to challenge America on the need to ensure justice, brotherhood, and love among the citizens. Martin Luther had declared his mission of saving America’s soul. He used protests and demonstrations in order to bring out redemptive measures that would heal America. His concerns were pa rticularly revolving around issues of race. The picture chosen describes Martin Luther King Jr. during his famous speech â€Å"I have a dream†. The way he was acting during his speech reinforced what he was saying as he had a very strong posture. You can see from Martin Luther King's body language that he was quiet and grounded as he conveyed his discourse. Despite the fact that you cant see his feet as he's talking, Id envisions him to be intensely planted to the ground, with a strong carriage that says, "Here I am. I'm not moving. Right away, you come to me." No one from the 200 000 people that were at the Washington rally could have stopped his speech or made put him off track if they tried because of how strongly determined he was during it.  

Abnormal Psychology Essay Example for Free

Abnormal Psychology Essay Abnormal psychology is a branch of psychology that deals with psychopathology and abnormal behavior. Abnormal behavior is disruptive in classes unable to control tempers and loud. Abnormal Phycology is when someone’s thoughts are causing them discomfort and they act on it. This will then allow someone to be diagnosed mentally Ill. Normal Psychology: See more: Satirical elements in the adventure of Huckleberry Finn essay Normal psychology is the study of the human behavior and the mind. It is stereotype in way that judge’s criteria are normal or abnormal. Normal psychology is a common way to diagnose behavior by the ability to be Maladaptive. Two aspects make this flexible and common. Maladaptive to one’s self is the inability to reach goals, and to adapt to the everyday demands of life. Also there is Maladaptive to society, the interference in social functioning.(Spoor 1999) Being in either of these categories someone would be diagnosed mentally ill. Comparison of Normal and Abnormal Psychology: Normal Psychology and abnormal psychology works together because they both are decisions made that people chose to react to. In a normal setting someone can be sitting and reading a book quietly. Then another person comes along and makes loud distracting noises that the person either chooses to adhere to or ignore. Abnormal psychology has worked out more problems that were associated with normal psychology. Therapies and treatments are advanced, illnesses and disorders are common and frequent, and studies are in depth. The root of normal psychology has attached itself to abnormal psychology. The study of how a person feels, thinks, interprets, and behaves is the root of both of these psychological paths and they are intertwined.

computer graphics :: essays research papers

Computer Graphics When I think of art I think of great artists of the past. Artists that have spent practically all their lives to produce visually stunning pieces of work. Artists such as Michelangelo, who spent 15 years of his life to finalize a painting on the ceiling of the St. Peter’s Cathedral. When I think of art, I think of the legendary sculptures of the classical era. Artists then envisioned a final work from a block of stone. However, It is very difficult for me to consider a person who sits in front of a computer and plays with a pre-programmed software as an artist. As narrow as that statement may sound, In my opinion, it seems true and to the point.   Ã‚  Ã‚  Ã‚  Ã‚  My sophmore year at Seton Hall I assumed an art class, Art of the Western World. I took the class because like most classes at the University, I needed it fulfill my requirements. However, by the end of the semester I was amazed about art, more so then I ever was. In fact, I have never cared about art before in my life. But the class acquired my eyes to appreciate artistic objects around me. I began to realize that art is a long and difficult process. A skill that requires great determination and perfection. Early painters had to face the difficulties of paint drying too fast or the paper fading. Besides that, I witnessed how the great sculptures imagined the final work before it was even begun. Initially, they started from a block of stone or marble, having to carve out each and every layer. I was amazed, I could not imagine how long or difficult this could be. How long it must have took to create certain final works was incredible and for what, the mere satisfac tion and thrill?   Ã‚  Ã‚  Ã‚  Ã‚  Maybe it is because artists of the past did not have breakthrough technology like we do today. Because if they did, then it is possible they would have taken easier routes to complete their work. But, today’s computer graphic designers have it much easier in my opinion. Granted, they too have to spend long hours learning the functions of a program. However, the software has been premade by other programmers. So how can u consider yourself an artist when you are using someone else’s program in which you are limited to what the programmer has installed.

Exploring To Kill a Mocking Bird :: To Kill a Mockingbird Essays

Exploring the American Novel To Kill a Mocking Bird Good Morning I have been given the task of speaking to you about American literature and the impact that specific books may have on Australian readers. In particular my main focus today will concentrate on the issue of racial prejudice. One of my favourite books comes to mind when discussing this topic because it effectively argues for multi-ethnicity from different vantage points. â€Å"To Kill a Mocking Bird† is a Pulitzer Prize winning novel by Harper Lee, based on the defence of an obviously innocent African-American man, charged with raping a young white girl. One of the books important themes involves the threat that hatred, prejudice and ignorance poses to the innocent. Though society has changed greatly since the release of this book, the strength of the issues relayed in classics such as this one will never lose their appeal. While reading the American novel â€Å"To Kill a Mocking Bird†, it was obvious to me that this book was an example of one instance when right does not triumph. As uncertain as the political climate may be in parts of the world today, it was extremely more volatile in the 30’s, which was when To Kill a Mocking Bird was set. The book takes place in a small Alabama town, where racial equality was non-existent. The novel begins with Scout Finch, who is now an adult remembering the summer when her brother, Jem broke his arm and recalling the incidents that led to this event. She introduces her hometown Maycomb Alabama, her father Atticus Finch, attorney, Calpurnia their â€Å"Negro† cook and housekeeper, Dill and various neighbours. Despite the fact that Calpurnia was a Negro she was very influential in the character building of the two children. She was like a mother figure to them and taught them tolerance that took them beyond the prejudices of Maycomb society. She treated the children as her equal, rather than a black or white person. Calpurnia wanted the children to experience a different attitude towards race and prejudice. Therefore she took them to her church where and they sang and prayed. They felt welcomed by the black community and knew that this acceptance was probably due to the fact the their father, Atticus had supported Tom and believed in his innocence. While there are plenty of civil rights injustices to be found in the news headlines today, our attitude towards race relations has changed dramatically. The book however, reveals that to live in the 1930’s and be black meant living a life as an inferior being. The attitude of the townsfolk in this book was to let things stay as they had

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.

Fascism Compared To Communism Essays - Totalitarianism, Antisemitism

Fascism Compared To Communism Essays - Totalitarianism, Antisemitism Fascism Compared to Communism Analyze the similarities and the differences between single party rule in Hitler's Germany and Stalin's Russia between 1933 and 1945. Answers should consider: methods of dealing with opposition, control of media and education, control of the economy, and war time planning. - Why is it that Germany's fascism lasted a relatively short time compared to Russia's communism? The regimes established under Hitler and Stalin were incredibly similar with respect to the rise and control of the state. Both systems were based on entirely different ideology and goals. Hitler's Mein Kampf established the superiority of the German race and the need to expand as wanted by God. Hitler wanted the world. The government in Russia established by Lenin was based on a book called Communist Manifesto by Karl Marx, a call to the proletariate to unite and rebel against their selfish employers. It is my belief that Lenin had entirely good reasons for doing as he did, and felt he was helping the world as apposed to Adolf Hitler. Immediately after Lenin's death, a man very much the same in nature as Hitler, Stalin, came to control the Bolsheviks and throw Russia in a civil war in a quest for power. You now have two men of equal aspirations soon to be in control of two very similar governments. In any rise of power, there needs to be a period of careful planning requiring much thought. These two men had very little history with which to work with which to model their revolutions. Times had been changing rapidly, technological improvements in the fields of manufacturing, transportation, and communication made this period of time very different from any other. Hitler spent his time imprison writing his book, Mein Kampf, filling it full of warped ideas of conquest and superiority of one race over another. I think it is strange that such works would go unnoticed with nobody left to watch a man with such dangerous ideas. Lenin planned his revolution while in exile in Switzerland. Then he made a deal with the German government whereby he was hid on a train and passed through enemy Germany to Russia. The conclusions with respect to methods of acquiring power and controlling it when they did get it were very much the same. Both rulers had full run of their respective governments. Stalin was already dictator of Russia with his power and loyalty of the people guaranteed by the secret police, the Cheka. This entity provided Stalin with an easy means of destroying the opposition and weeding out the undesirable to be sent to prison camps in Siberia, a virtual death sentence. For Hitler to ascend to that level of power he rammed the Enabling Act through the German Congress which gave him the power to enact laws. Under Article 1 of his new power, Hitler decreed the only existing party shall be the NSDAP. With Article 2 he declared all association of, collaboration with, and support of other parties would result in imprisonment in camps similar to Russia's labor camps. With Hitler's Gestapo, secret police, he enforced those rules and used existing policies to get rid of other unfit Germans. Political prisoners, homosexuals, Jews and other people sent to the concentration camps were given different colored symbols for easy identification. At this point, no one dared speak against their country even in the privacy of one's home lest their children let something slip at school. If you control people's thoughts, you control them. Propaganda was an important tool used by both Germany and Russia. Hitler appointed a man by the name of Joseph Goebbles to head the Ministry of Public Enlightenment in Germany. This man used newspapers, magazines, and radio to spread Nazism. Even if a man bathed in thoughts of discontent at home, he was bombarded with propaganda in public, and at the workplace. Banners hung from building, posters on almost every sign or lamppost. Anyone with a suspicious look on their face was first detained, and the sent to a prison camp. It was no longer just desirable to be a Nazi considering the benefits like government contracts or being able to ezd first in line, but necessary for employment. Russia

Life Experiences and My Career of Choice essays

Life Experiences and My Career of Choice essays When my parents first came from India 30 years ago, my family shared a one-bedroom house with my aunt, uncle and their three children. Growing up while living in a small house in Daly City, CA with nine other family members, I learned very early in life the necessity of working with others. I grew up in a value system of hard work, team effort, and cooperation. These life lessons are some of the reasons I believe that a career in radiation oncology is right for me; it's a field where collaboration with other specialties is very important to the patients care. As a future radiation oncologist, I look forward to being a part of an integrated oncology team which will determine the best treatment options for a particular cancer patient. The specialty will give me exposure to oncology, physics, and medical biology. The field offers a nice combination of clinical work, treatment planning, and procedures such as brachytherapy. It is a part of medicine which has constantly advanced techno logy and an unmeasured potential to treat many different diseases with radiation therapy. But above all, I look forward to working with cancer patients and improving their lives by either curing their disease or providing palliation. My desire to improve peoples lives guided me to establish the first national South Asian community service fraternity, Delta Phi Beta, during undergraduate at U.C. Berkeley. As a founding member, I would help organize activities such as fundraising for earthquake relief to India and volunteering at local soup kitchens. I have continued to make time during medical school to assist underserved people. I evaluated and treated patients at the volunteer-run Clinica Tepati. Also, it was real pleasure for a group of my friends and I to help renovate the home of an underprivileged family in East Palo Alto through Christmas in April. I organized and coordinated the vaccination booth at the first Ulezi Childrens...