Breast Cancer Essay -- Diseases/Disorders

Breast cancer is the second most common cancer in the world (Breast). Every three minutes a woman is diagnosed: one in eight women will have breast cancer (Walgreens, 2011; Chen, 2010). â€Å"I have to admit, like so many women, I always knew there was a chance. But like so many women, I never thought it would be me. I never thought I'd hear those devastating words: 'You have breast cancer.' â€Å"- Debbie Wasserman Schultz, a democratic representative of Florida (2011). Mutations turn genes on and off, activating diseases; all women have a chance of developing breast cancer (Understanding; Breast). Unhealthy cells divide and form a tumor. The tumor can be benign and not dangerous. Malignant tumors can become potentially dangerous (Understanding). The cancer becomes invasive when it spreads to other breast areas. Cancer that has not invaded other breast tissues remains noninvasive; noninvasive cancer can become invasive if not treated (Chen, 2010). If cancer cells get into the lymph nodes, the cells can get into the bloodstream and spread throughout the body (Understanding; Rosen, 2011). Ductal carcinoma cancer starts in the breast milk ducts (Chen, 2010). The milk ducts drain milk from the lobules to the nipple: 50-75% of breast cancer starts in the ducts (Understanding; Facts). Lobular carcinoma cancer develops in the lobules which produce milk: 10-15% of breast cancer starts in the lobules (Chen, 2010; Facts). Breast cancer starting in another area is rare (Chen, 2010). Rarely, a phyllodes tumor develops in the stroma or connective tissue of the breast (Rosen, 2011). Inflammatory breast cancer accounts for 1% to 3% of breast cancers. The skin of the breast looks red and feels warm with no lump: due to cancer cells blocking... ...greens. (2011, September 28). Behind The Scenes of Lifetime's FIVE [Video file]. Retrieved November 16, 2015 from http://www.youtube.com/watch?v=aeVZg2lWIlw Understanding Breast Cancer. Breastcancer.org. Retrieved November 25, 2015 from http://www.breastcancer.org/ About Breast Cancer. National Breast Cancer Foundation, Inc.. Retrieved November 25, 2015 from http://www.nationalbreastcancer.org/ Facts for Life. Susan G. Komen for the Cure. Retrieved November 25, 2015 from http://ww5.komen.org/BreastCancer/FactsForLife.html Breast Cancer Facts. The Breast Cancer Society Inc.. Retrieved November 25, 2015 from http://www.breastcancersociety.org/aboutbreastcancer/factsandstatistics/breastcancerfact.shtml Rosen, Leo and Rosen, Gloria. (2011).Learn About Cancer. American Cancer Society. Retrieved November 26, 2015 from http://www.cancer.org/cancer/breastcancer/index

Outline the Current Legislation and Organisational Requirements

Outline the current legislation and organisational requirements that governs(a) reporting, recording and confidentiality(b)health and safety(c)risk management(d)recording/reporting compliments and complaints(e) dealing with suspicions of disclosure of danger, harm and abuse. (ref. HSC22 q4. HSC21 q 4,5. Reporting, recording and confidentiality – The Data Protection Act 1998 relates to information held about an individual. This includes medical records or social services files – anything which is personal data (facts and opinions about an individual).All information, however it is stored, is subject to the rules laid down in the Act. Anyone processing personal data must comply with the eight principles of good practice. The Data must be: 1. Fairly and lawfully processed 2. Used for limited purposes 3. Not excessive but adequate and relevant 4. Not kept for longer than necessary 5. Accurate 6. Kept secure 7. processed taking into account the individuals rights 8. Not tran sferred to another country that cannot maintain the confidentiality of the information.Individuals are entitled to see information about themselves, but they cannot see any part of their record which relates to someone else. Individuals are entitled to be told if any personal information is held about them. Health and safety – The HSE (Health and Safety Executive) is the UK government body responsible for enforcing health and safety at work legislation. The HSE also plays a major role in producing advice on health and safety issues, and guidance on relevant legislation. The role of enforcement is split between HSE and local authorities depending on the business sector.In addition, HSE conducts research into the effectiveness of regulations and other health and safety issues, consults with employers and employees representatives, and advises legislators and government on health and safety. Health and Safety at Work Act 1974 Often referred to as HASAW or HSW, this Act of Parlia ment is the main piece of UK health and safety legislation. It places a duty on all employers â€Å"to ensure, so far as is reasonably practicable, the health, safety and welfare at work† of all their employees.Risk Management – This Risk Management Standard is the result of work by a team drawn from the major risk management organisations in the UK – The Institute of Risk Management (IRM),The Association of Insurance and Risk Managers (AIRMIC) and ALARM The National Forum for Risk Management in the Public Sector. In decision making, there's usually some degree of uncertainty, which inevitably leads to risk. By evaluating the risk involved with various options, you can determine whether the risk is manageable. Risk analysis helps you look at risks objectively.It uses a structured approach for assessing threats, and for evaluating the probability of events occurring – and what they might cost to manage. An organized and systematic decision-making process u sually leads to better decisions. Without a well-defined process, you risk making decisions that are based on insufficient information and analysis. Many variables affect the final impact of your decision. However, if you establish strong foundations for decision making, generate good alternatives, evaluate these alternatives rigorously, and then check your decision-making process, you will improve the quality of your decisions.Recording/reporting compliments and complaints – My aim is to listen to and act on the views and concerns of Individuals and to encourage discussion and action on issues raised before they develop into problems and formal complaints. My management welcome comments and suggestions from Individuals and their representatives, friends and relatives. Positive comments help to build on successes, but we can also learn from comments which are critical. It is best to look into all comments or complaints as quickly as possible and to provide a satisfactory resp onse.Dealing with suspicions of disclosure of danger, harm and abuse – Information about abuse I suspect, or situations I am working with which are ‘high risk’, must be recorded after being reported to my supervisor. My supervisor will be responsible for passing on the information, if necessary. Sometimes my information may need to be included in an individual’s plan of care or personal records, particularly if I have noticed a change in the way he or she is cared for, or if his/her behaviour could be an ‘early warning’ that the care team need to be especially observant.My workplace may have a special report form for recording causes for concern. If not, i should write my report, making sure I include the following: †¢What happened to make me concerned †¢Who I am concerned about †¢Whether this links to anything I have noticed previously †¢What needs to happen next I should discuss my report and my concerns with my superviso r and colleagues. I must report anything unusual that I notice, even if I think it is too small to be important. It is the small details which make the whole picture. Teamwork and good communication are vitally important.

Peer Group Essay

1. Peer group education in formal educational settings Peer group education in schools is initiated by the teachers with the aim to subsequently give over the responsibility of the programme to the students and pupils. During the process of the programme the role of the teacher changes from initiator and teacher to facilitator and consultant, in the ideal case, the teacher should eventually become redundant for the succession of the programme. In methodological terms, this could mean teacherless groups, pairing of students, proctoring (Keller, 1968) and the opening of formal educational settings to a wider public. (Project reference in section 5: The mediation programme in schools of the Jugendbildungswerk Offenbach, Germany) Definitions ‘Peer group. Technically a peer group is any collectivity in which the members share some common characteristics, such as age or ethnicity. It most commonly refers to age groups in general, but more specifically to adolescent groups where members are closely bound together by youth culture. Adolescent peer groups tend to have: (1) a high degree of social solidarity, (2) hierarchical organisation, (3) a code which rejects, or contrasts with, adult values and experience. From an adult perspective, peer groups are often deviant because delinquency is supported by the rewards of group membership.’ (A peer is a member of a peer group.) (Abercrombie, 1988) ‘Peer group education is a method of information transference or role modeling where a particular type of behaviour is promoted or information transferred. The peer educators closely match the target group in some manner; whether it is by age, sexuality, gender, etc.’

Employment Relations Essay

In the last 20 years, there has been a shift in the importance of Unions in New Zealand. The introduction of the 1991 Employment Contracts Act and the following Employment Relations Act 2000 allowed employees and employers the freedom to negotiate in a Good Faith Bargaining environment without the involvement of the Government. And therefore the unions and collective agreements were no longer mandatory to guarantee good work conditions. This year, a big example of Employment Relations involving Union and employers disagreements is the AFFCO plants lockout. Since February 2012, 1250 union members have been involved in 6 AFFCO plants lockouts due to disputes between New Zealand Meat Workers Union (NZMWU) and AFFCO. The disagreement finally ended in late May with an arrangement between the parties. This case study will use the Employment Relations theories to explain the relevance of the dispute between a fast growing company and the union trying to protect its member’s rights in the current employment environment. Earlier this year the media spotlight turned to the dispute between AFFCO, a meat processing organisation and the New Zealand Meat Workers Union. It brought up a radical side of unionism that does not reflect the majority of Union activities in New Zealand. Who are the parties involved? And what is the conflict that caused grief to employees and employers really about? On one side of this dispute is AFFCO, a meat processing organization owned by the Talley’s family since 2001. In 1936 a Yugoslav immigrant, Ivan Talijancich, opened a fish shop in Motueka and bought a boat to supply it. His sons, Peter and Michael, took over the business when he died in 1964. Since then the business has grown and the family is now worth $300 million and Talley’s Group owns: eight meat plants in New Zealand (AFFCO), four fish processing plants, vegetable farms, 53% majority of milk processor Open Country, Ice-cream factory in Motueka and the Rutherford Hotel in Nelson1. On the other side of the dispute is the New Zealand Meat Workers Union. The NZMWU was created in 1971 in an attempt to form a National Union to support meat workers and related trades. In the 1990s, however, another union was formed in the North Island, the Meat and Related Trades Workers Union of Aotearoa (MUA), allowing workers the freedom to choose between the two different unions. In 2005 a decision was made to disband all the members from MUA to NZMWU forming one single union to represent meat workers over the entire country. Since then sacrifices were made by its members through strikes and negotiations to achieve the good working conditions of today2. In February this year the meat processor AFFCO locked out more than 760 unionised employees in 5 of its North Island plants over a contract dispute3. Some unionised workers were kept in some strategic operational areas while the more radical union members were locked out. The union claimed that the lockout was illegal and it was an attempt by AFFCO to break the collectivism and reduce workers memberships, they accused the Talley’s family of being anti-unionism. In March AFFCO announced that all the union members that were still engaged at work would get paid holidays over Easter as long as they did not participate on strikes planned by the union. The lockout continued over the Easter Holidays. After the holidays all the unionised workers that were still allowed in the plants, including workers from the other unaffected AFFCO plants went on a 5 day strike. In May 2012 the Employment Court put the dispute under investigation in an attempt to end the 3 month lockout. The dispute finally ended late May when AFFCO and the New Zealand Meat Workers Union implemented a new collective agreement. Overall, the dispute over a new collective agreement lasted for 12 weeks with both parties unwilling to give up their power of negotiation. AFFCO had offered a pay rise of 4. 3 per cent over the following two years, but the union also wanted to protect its members from AFFCO’s efforts to implement new technology and flexibility in staffing levels. What later came to light, the New Zealand Meat Workers Union took AFFCO to the Employment Court over â€Å"illegal† random drug testing. According to AFFCO the drug testing was a way to protect its employee’s safety while working in â€Å"sensitive areas† of the meat processing plant. They showed the media photos of drug paraphernalia found on site. The AFFCO lockout is not the only case of a breakdown of management of Employment Relations to be highlighted by the media this year. Another example is the Port of Auckland versus the Maritime Union that led to its members striking and causing shipment delays over the whole country. Both of these cases show two different sides to the Conflict Theory Frame of Reference as described by Rasmussen, 20094. Each party has an opinion about how they work. In the case of AFFCO the Unitarism model is followed, and, in the other second case, the New Zealand Meat Workers Union follows the Radical model of the Conflict theory. The Unitarism model adopts the idea of all members of an organisation working towards its goals; therefore the conflict with the union upset the path of development. The workers are viewed as resources to the process and the management as the authority. AFFCO is a big privately owned company that is driven by competitiveness to achieve success. Being slowed down by negotiations over collective agreements with the union and being stopped to develop new technologies and systems to improve production and lower costs, AFFCO believed that the NZMWU were trouble makers expressing employee’s greed. This ideology was relevant to small, family owned companies in New Zealand where team work and loyalty to the group were for a long time valued above individual achievement (Rasmussen, 2009, p. 9). However today, as Alan Fox suggested, a number of factors had conspired to make the unitary view inappropriate for analysing the realities of employment relations policy and practice (Fox, 1973, p. 192)5. These factors included urbanisation, the increasing size and complexity of work organisations, the weakening of traditional attitudes towards authority, the growing power of unions, and a greater personal assertiveness and striving for individual achievement and success (Rasmussen, 2009, p. 29). Therefore, for a period of time between the 1960s to the 1980s the pluralist and radical models found more favour. The recent attitude of the New Zealand Meat Workers Union however, is described by Rasmussen 2009 as a radical model. This ideology assumes that there is no balance of power between employees and employers. It focuses on the social and class structures and on the attitudes and behaviours of the parties involved. The conflict between AFFCO and the New Zealand Meat Workers Union is a great example of this frame of reference. Even when AFFCO agreed with a pay increase of 4. 3 per cent over 2 years, the NZMWU did not settle, they wanted more for their members under the assumption that the negotiating power was still in the meat processor’s hands. Both of these reactions seem somehow to be â€Å"prehistoric†. Since the 1990s a lot of the relationship between unions, employees and employers has changed. First, with the introduction of the Employment Contracts Act 1991 making unionism voluntary and giving employees the options of personal grievance procedures. And then, with the following Employment Relations Act in 2000 that kept many key points from the previous act and added the promotion of collective bargaining and unionism (Rasmussen 2009 p. 102-103). With the introduction of the Employment Relations Act 2000, the legislative employment relations framework appears to be less controversial and surrounded by something of a consensus (Rasmussen 2009 p. 123). The main issue during collective bargaining in the last 20 years has been the communication between the parties involved, as reported by Leeanne Templer, 20116. Therefore, the ERA also creates the environment for Good Faith Bargaining. The Good Faith Bargaining reinforces employment relationships based on trust and good faith. Now, by law, an understanding between employers and employees (with or without their unions) must be clear, respectful and with open exchange of information. As described by Rasmussen, 2009, Good faith collective bargaining requires at least the following things: * That the parties have to agree on a bargaining process; * That the parties must meet each other; That they have to consider and respond to bargaining proposals; * That they must recognise and respect the bargaining authority of the other side and avoid undermining this authority; * That the parties will provide the necessary information to substantiate claims; * That they must take into account relevant good faith codes, the proportion of employees who are union members, and the circumstances of employer and union. As can be seen from the media coverage of the bargaining conflict between AFFCO and the New Zealand Meat Workers Union, it appears that a few of the GFB points were ignored. For example, the introduction of the random drug testing was not communicated appropriately between the parties involved and the agreement on a bargaining process was then rejected. While the act introduces the Good Faith Bargaining, it also allows lawful strikes and lockouts. In this particular case, the legality of the AFFCO lockout is debatable. The Union argued that AFFCO’s owners, the Talley’s family, are using this action to undermine collective bargaining and to retaliate against the court actions bought by the NZMWU. The New Zealand Meat Workers Union also felt that Talley’s wished to force its employees to relinquish their union memberships. The Employment Relations Act defines that strikes and lockouts are lawful if: * Thy are in support of a collective agreement; and * The employees concerned are not bound by a current collective agreement; and * The parties involved have already negotiated for at least 40 days; and * In the case of the essential services listed in the act, the notice requirement has been met. Overall, the recent Employment Relations Act has achieved a safe guideline for employments issues negotiations between employees and employers. Conclusion (not quite finished yet) The Employment Relations in New Zealand is supported by legislative set of rules that can be used to resolve disputes between workers and their employers. These disputes can be in individual or collective actions as demonstrated by AFFCO and New Zealand Meat Workers Union’s 3 month conflicts. The long lasting dispute occurred because either AFFCO or NZMWU were willing to compromise its negotiation power. Each one had their own frame of reference theories. AFFCO was defending its own rights as an organisation to have its goals followed by its employees. And NZMWU was purely defending their members against AFFCO’s process developments that would lead to staffing flexibility. Changes in the Employment Acts allowed the grievances of employees and employers to be negotiated between the involved parties without the government’s input. It also created a Good Faith Bargaining environment which reinforces employment relationships based on trust and good faith.

Western Heritage 8th Edition

Brittney Henley Pd. 2A Chapter 12: Age of Religious Wars Key Topics; -War between Calvinists and Catholics in France. -The Spanish occupation of the Netherlands. -Struggle for supremacy between England and Spain. -The devastation of Central Europe during the Thirty Years’ War. Vocabulary |Notes | | | | |Counter Reformation- A movement within the Rome |Renewed Religious Struggle | |Catholic Church that sought to revitalize the |Peace of Augsburg (1555)- A regions rule would determine its religion, However it | |church and oppose Protestantism. did not recognize Non Lutheran Protestants | | |Geneva became a refuge for persecuted protestants and an international school for | |Baroque Art- 3 dimensional display of life and |protestant leaders | |energy. | | | | |Politiques- Ruler who urged tolerance and |French Wars of Religion | |moderation and compromise on religious matters |Anti-Protestant Measures and the struggle for political power | | |French Protestants are known as Hu guenots. | |They were persecuted by the French, when King Charles of Germany / Spain captured | |Huguenots- French Protestants. |Frances King’. To pacify King Charles, France persecutes the Huguenots in the | | |hopes of gaining the freedom of the King of France. | | | | |Edict of Fontainebleau—Subjected French Protestants to the inquisition | | |France remain hostile to the protestants until King Henry of Navarre gains the | | |throne | | | | | |3 competing fraction for the Kings (Francis II) ear in France | | |Bourbons- power in the south and west | | |Montmorency-Chatillons- controlled the center of France | | |Guises- dominate in eastern France / Strongest power and had more influence over | | |the king due to family connection | | |Bourbons and Montmorency-Chatillons developed strong Huguenot sympathies | | | | | |Conspiracy of Amboise (1560) – Bourbons and Montmorency-Chatillons plotted to | | |kidnap the king of France (Frances II) | | | | | |Appeal of Calvinism | | |Huguenots were in important geographic areas and were heavily represented among | | |the more powerful segments of French society. They wanted to establish sovereignty| | |with in France. | | | | | |Catherine De Medici and the Guises | | |Catherine mother to 15 year old Frances II becomes the regent of France upon the | | |death of her husband Henry II. | |On the death of Frances II her younger son Charles IX becomes king where she | | |resides as regent. Catherine fears the power of the Guiles family and sought | | |alliances with the Protestants. | | |She issues the January Edict which allows protestants freedom to worship publicly | | |outside of towns. | | |Duke of Guise surprised a protestant congregation at Vassy, Champagne and | | |massacred the worshipers.This is the beginning of the French wars of Religion | | |March 1562 | | | | | | | | |Peace of Saint-Germain-en-Laye (1570) | | |Ended the thirty year war, the crown acknowledging the power of the Protest ant | | |nobility, granted Huguenots religious freedoms within their territory. | | |Catherine fearing the mounting power of the other two families and Protestants she| |Coligny: leader of the Huguenots, Charles IX most|cultivates the support of the Guise. | |trusted advisor. | | | |The Saint Bartholomew’s Day Massacre | | |Catherine tried to have Coligny assassinated by a bullet.Fearing the fallout from| | |the attempt, she convinces King Charles that the Huguenots were attempting to | | |attack Paris | | |On Saint Bartholomew’s Day August 24, 1572, Coligny and 3000 Huguenots were | | |massacred in Paris. Within 3days another 20,000 were executed | | | | | |The Rise to Power of Henry Navarre | | |Henry III sought the middle ground and gained support from a growing body of | |Protestant Resistance Theory: |neutral Catholics and Huguenots. | | | |John Knox- wrote First Blast of the Trumpet |Peace of Beaulieu (May 1576)- granted the Huguenots almost complete religio us and | |against the Terrible Regiment of Women |civil freedom. It was later recanted because of political pressure of the Catholic| |-He declared removal of a heathen tyrant was |League. Both religious orders pick up arms. | |permissible | | | |Henry Navarre led the Protestant army. Henry III brother-in-law) | |Francois Hotman- wrote Franco-Gallia | | |-Humanist argument that representative Estate |Day of the Barricades –Henry III surprise attack on the Catholic League (Spain | |General held more authority then the French king |Supported) and failed. Henry then assassinated the Duke and Cardinal of Guise. | | |Reprisal from the League was fierce causing Henry III to join forces with Henry | |Theodore Beza- wrote On the Right of Magistrates |Navarre. Henry III was killed; Henry IV (Navarre) is the next successor to the | |Over their Subjects |throne. |-Permissible for lower authorities to overthrow | | |tyrannical rulers |Protestant as king, the League wants France to be Catholic but politically weak so| | |Spain sends in troops to help achieve this goal in hopes of putting his daughter | |Philippe du Plessis Mornay- Defense of Liberty |on the throne. | |Against Tyrants |The French rallied behind their king disbanding the League and outing the Spanish. | |-Princes, Nobles and magistrates are guardians |Henry IV turns Catholic.Ending the war of religion in France | |and to take up arms against tyranny in other land| | | | | | | | | |Edict of Nantes | | |Proclaimed a formal religious settlement it recognized minor religions in an | | |official Catholic country | | | | | |Treaty of Vervins -ended hostility between France and Spain | | | | | |Imperial Spain and the Reign of Philip II | | |Gold Silver and bullion were being imported from Spain’s colonies in the New | | |World. | | |The increased wealth and population in large cities in Europe triggered inflation. | | | | | |Fewer jobs, less food, wages stagnated and greater coinage in circul ation while | | |prices increased. | | | | |The Revolt in the Netherlands- | | |Antoine Perrenot- Cardinal Granvelle. | | |Perrenot hoped to break the local autonomy of the Netherlands providences and | | |establish a centralized royal government directed from Madrid, and religious | | |conformity to Catholic. | | |Granvelle proceeded to reorganize the Netherlands. | |William of Nassau (Prince of Orange) & Count of Egmont organized the Dutch | | |nobility in opposition, which had Granvelle removed from office | | | | | |The Compromise- | | |Margaret (Regent of Spain) spurned the protesters. Leads them to call for aid and | | |rebel against Spain; however the nobility does not support the rebellion. | | |Duke of Alba-sent to the Netherlands to gain control back. | | |He had several thousand suspected heretics publicly executed. | | |He then taxed the people of Netherlands to pay for the suppressing of the revolt. | | | | |Pacification of Ghent- | | |November 4 1576: Spanish mercen aries ran amok in Antwerp killing 7000 people in | | |the streets known as the Spanish fury. | | | | | |Pacification of Ghent (November 8, 1575)- Catholic regions and Protestant regions | | |in the Netherlands unified to oppose Spain. | | | | | |Perpetual Edict- provided for removal of all Spanish troops from the Netherlands | | |within 20 days. | | | | | | | |Netherlands Independence- | | |King of Spain Phillip II declared William of Orange an outlaw. | | |December 1580 William of Orange publicly denounced Phillip as a Heathen and tyrant| | |and should not be obeyed. | | |Known as The Apology. | | |Peace of Westphalia in 1648 – Netherlands is fully recognized | | | | | | | | | | | | | | | | | | | |England and Spain 1553-1603 | | |[pic] | | | | | |Jane Grey (granddaughter to Henry), 3rd Queen | | | | | | | | | | | |Mary I – reign lasted 5 years | | |Edward VI died. | | |Lady Jane Grey tried to ascend to throne. | | |Mary Tudor was the rightful heir. Grey-9 days Queen then beheaded. | | |Mary marries Prince Philip II of Spain. Mary | | |Had Parliament repeal the Protestant laws.Mary | | |Decreed all of England Catholic, burned Protestant leaders at the stake. | | |Dies 1558 | | | | |The Compromise: A solemn pledge to resist the |Elizabeth I – takes throne 1558 | |decrees of Trent and the Inquisition. |Daughter of Henry and half sister to Mary. | | |Advisor William Cecil. | |Passed laws for religious toleration | | | | | |Act of Supremacy 1559- Repealing all anti-Protestant legislation of Mary Tudor. | | | | | |Phillip II seeks marriage with Elizabeth. | | |Mary Stuart, Queen of Scots seeks England throne. | | |Supporters claim Elizabeth is illegitimate. | | |Queen of Scots is the granddaughter to Henry the VIII’s sister Margaret. | |Raised French and Catholic. | | | | | |Deterioration of Relation with Spain | | |Spanish Duke of Alba (1547)- marched troops into the Netherlands; England sees | | |this as a threat du e its close proximity to England. | | |Elizabeth allows pirating of Spanish vessels. | | | | |Mary Queen of Scots | | |Elizabeth executes Mary Queen of Scotts (second cousin) for plotting against the | | |crown. | | |Mary’s husband is killed by her lover, who is acquitted, and then marries Mary. | | |This causes outrage from her people. | | |Mary surrenders her throne to her one year old son James VI, who later becomes | | |Elizabeth’s heir to throne. | |The pope authorize Spain to invade England for the killing of Mary who was their | | |hope to turn England Catholic | | | | | |The Armanda | | |May 30 1587 -130 ships with 25,000 sailors sent to invade England. | | |Spain wanted the ships to dock in France before continuing the invasion. | | |France prohibits the ships from leaving and a fog roles in around the channel. | | |England has advantage and wins. | | | | |Thirty Year War | | |Preconditions for War | | |Germany = Holly Rome | | |Germany consists of 360 a utonomous entities. | | |Each had its own tolls, taxes, coins and religion, making it difficult to travel | | |and do business | | | | |Four Periods of War- | | |Bohemian (1618-1625) Swedish (1630-1635) | | |Danish (1625-1629) Swedish-French (1635-1648) | | | | | |Bohemian Period- | | |Ferdinand ascends to the throne and wants to return the region to Catholicism. | | |He revokes the religious freedoms of the Bohemian Protestants. | | | | | |Defenestration of Prague- Protestant nobility in Prague throw Ferdinand III’s | | |regents out of window in reaction to the revoke of religious freedoms. They did | | |not die, landed on manure which cushioned their fall. | | | | |Ferdinand was managed to subdue the Protestants and re-Catholicize Bohemian | | | | | |Danish Period- (1625-1629) | | |Lutheran King Christian IV of Demark picks up Protestant banner-invades Germany | | |and loses. | | |Ferdinand attacks Demark and breaks Protestant resistance. | | |Causes fear among all Protestants. | | | | | |Edict of Restitution in 1629- Calvinism is illegal and orders the return of all | | |church lands acquired by the Lutherans. | | | | | | | |The Swedish Periods (1630-1635) | | |Gustavus Adolphus king of Sweden | | |Was a unified Lutheran nation, bankrolled by France, an wished to keep the | | |Habsburg armies tied down in Germany. | | |Adolphus won several battles due to a lighter army and better weapons. | | |Adolphus is killed on the battlefield. | | | | |Peace of Prague in 1635- majority of the Protestants states reached a compromise | | |with Ferdinand, barring the Swedes | | | | | |Peace of Prague plunged them into the fourth war. | | | | | |The Swedish-French Period (1635-1648) | | |The French join the war in 1635. | | |Dragged on for 13 years with Spanish, French and Swedish soldiers looting Germany. | | | | |About 1/3 of the German population died as a direct result of the war. | | | | | |Treaty of Westphalia- | | | | | |The Treaty of Westph alia 1648 -brought all hostilities within the Holy Roman | | |Empire to an end.Ended Edict of Restitution and reasserted the Peace of Augsburg,| | |which allows each ruler to determine its religion. | | | | | |German princes become supreme over their principalities. | Summary: From Martin Luther’s death in 1546 until the middle of the seventeenth century, European life was dominated by religiously and politically inspired violence. France descended into nearly 50 years of civil war before emerging with a united monarchy under the terms of the Edict of Nantes in 1598. Spain escaped civil strife and remained firmly Catholic.Spain’s American empire provided immense wealth, but Spain failed to subdue Protestant nationalism in the Netherlands and suffered defeat of its Armada naval fleet at the hands of the English. As a result, Spain’s position in international affairs declined. Unlike the French, the English managed to avoid civil war under the inspired leadership of Queen Elizabeth I. In Germany, the original center of the Reformation, Lutherans and Catholics had come to tolerate each other. But in the early seventeenth century the temporary compromises collapsed. The resulting free-for-all, known as the Thirty Years’ War (1618–1648), consumed much of Europe’s energies until it was resolved in the Peace of Westphalia. ———————– Elizabeth I 4th, Queen Mary I 2nd, Queen Edward VI 1st, King Henry VIII King

Suggestions on the strategic quality Assignment Example | Topics and Well Written Essays - 500 words

Suggestions on the strategic quality - Assignment Example In this case the prospector strategy. Prospector strategy involves active programs that enable a firm expand into new markets stimulating new opportunities. An organization following this type of prospector strategy should be highly innovative and continuously seeking new markets and prospects (Sun, 2006). The firm should be conversant with growth and should be able to take risks (Millington, 2015). KFC should use prospector strategy because they are a growing market and need to experiment regularly with potential responses to environmental trends that are emerging from the new market that they are creating. Instead of KFC centering their focus on the young generation, they can develop a new idea that should be serving different categories of customers with different meals. It can come out with a family package that serves the whole family KFC can also come out with new products and including them in their menu. They can also venture into catering services and functions like after school parties and site selling for outdoor events. It should also encourage its employees to develop new ideas and products so as to excel in the business market (Millington, 2015). Organizations that adopt the defender strategy are companies that produce a restricted set of products directed at a very constricted section of the total market (Sun, 2006). These organizations ignore trends and progress outside their distinct area and their growth is often based on market penetration (Marek, 2014). Firms with this kind of strategy try to avert other companies from entering their market. McDonald’s has a global, extensive presence and acclaimed products. It is an already established company and can use this strategy to deter other firms from entering its market by lowering prices that their competitors would fail to meet in regards to making profits. McDonald’s is a capital intensive company ranked at the top in terms of sales and assets. It can, therefore, use

National Issue Research Paper Example | Topics and Well Written Essays - 1750 words

National Issue - Research Paper Example The first and far most important consideration in this connection however, remains the worker and his needs. The needs are subjective and may have a variation of meanings for various cultures and individuals. The technological advancement and a change in human life style have a profound impact on working hour averages in first world countries like United States of America. The fast pace life of these social setups require specialized solutions for issues like maximum hours that an employee should work to earn his livings and to ensure the maintenance of social system. Despite being personal in nature the issue is no more a private concern and living societies have to address it in a collaborative and collective manner. The communal effect of the issue makes it a candidate for legal authenticity and legitimacy. However, Fleck (2009, p.3) has wisely inquired, â€Å"The number of hours individuals work stimulates debate on the quality of life in an international context: do some societ ies live to work while others work to live?† 40-Hours Week a Balanced Approach The human history in terms of labor rights protection has not been very bright. Specially extended working hours from the emergence of industrial revolution have received the stanch criticism of social reformists. â€Å"The widespread poverty and harsh labor and living conditions of the working class spurred those interested in economic and social reforms to develop new ideas to change how the industrial society functions† (Weiner, Mark & George, 2008, p.36). Apart from any idealist stance we have to acknowledge that the standard of 40-hours week is a not only acceptable but a balanced approach to address the concerns of all stakeholders. The presence of two extreme end workers in this age of globalization; those working more then 40-hours a week and a majority working below this limit, still suggest that 40-hours work week is the balanced, wise and practical approach to the issue. However, t here is a need to bridge the gap between two extreme end workers. Amendments and improvements should be suggested to bring into effect a harmonized system with more comforting arrangement for the working class while keeping the working hours cap at 40-hours a week. A Social Indicator A debate on the suitable limit for maximum working hours is essentially a debate on the standard of life people enjoy not only in local context but in the context to other nations of the world. The international organizations constantly review their statistics in this regard to establish the living conditions in a society and issue reports that are largely referred to gauge the standard of life in a particular region of the world. It may be surprising for many people that American workers work more hours than their European counterparts. â€Å"The OECD data series showing that U.S. workers work more hours per year, on average, than their European counterparts appears to be slightly inflated because of differences in sources and methods, but the difference is nonetheless real.† Fleck (2009, p.27). Despite some inherent biases, the comparison has international acceptance and should be honestly used to learn our lessons as liberal nation. â€Å"The evidence presented in this article confirms that biases are inherent in data sources used to measure hours worked.† Fleck (2009, p.27). We have to decide whether the Fair Labor Standards Act 1938 can still govern