Al Capone the businessman

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Al Capone those two words, instantly recognizable, conjure up many vivid images in the minds of people all across America. They however mean much more to the inhabitants of Chicago, "the city of broad shoulders" so aptly named after the man who once had an unquestionable hold upon the city and its surrounding communities. Capone is what every gangster desires to be. He is the vision of what a gangster blueprint looks like that is burnt into the minds of the people who experienced his reign firsthand. Young as they may have been at the height of Capone's legacy, they undoubtedly felt the effects of Capone's power and celebrity as his presence was impossible to ignore. Even people of today view Capone as the blueprint for gangster perfection, the greatest and most famed gangster of all time. Though the best evidence in supporting Capone's case as the blueprint; comes from other gangsters paying the ultimate compliment by attempting to emulate Capone's techniques and mannerisms. One might question as to how can Capone be the model for a member of organized crime considering that he was captured. My answer to that is that he at one time held more power than I can even comprehend, and even all these years later no gangster has made an impact on a city like Capone and most likely never will. Capone is the perfect gangster. He is the model, and this can be seen through all the facets of his criminal career, including his quick ascension through the ranks of the Chicago gang to the top of the food chain. The actions he took during his criminal career and the power that he held over the city of Chicago also lend credence to this theory. However, the one thing that made Capone the consummate gangster over anybody else was his understanding that blood is power and he was more than willing to spill a little blood if it was what was needed. Even today, the only mob boss whose fame and power came close to the heights that Capone reached would be John Gotti. But, when the extent of their power is compared "Da Don" falls far short of "The Big Guy."

Capone was only twenty years old when Johnny Torrio sent for him to leave New York and come to Chicago to be his prot g . Al arrived on the scene and was made the bouncer at Four Deuces night club, quick to offer you a handshake but at the same time ready to shake you down and break your hand. However, Johnny Torrio was not satisfied with the rough edges that surrounded the young man who had all the other tools that have the makings of an ideal gangster. Torrio personally set himself to work on improving Al's total package. He taught him the common social graces of the time, instructed him in the process of concealing one's thoughts and emotions from others, and the idea of a ready handshake and easy smile was reinforced on the hardened young man. Torrio had been the beneficiary of the death of "Big" Jim Colosimo who is credited with creating the vice and underground society in Chicago. It is believed by many that Colosimo's death was the first murder that Capone committed in the great lakes area. Then, in 14, the event that changed the face of organized crime forever and opened up the gates for what was to be a whole new breed of gangsters and alcohol delivery professionals, better known as bootleggers or beer barons. This event was the inception of Prohibition and it created an entirely new market for members of organized crime, including one Al Capone. After the initial dust settled, the bootlegging business though was divided into the two distinct north and south sides of town according to the Chicago River. The northern territory fell under the control of Dion O'Banion, and the southern territory belonged to none other than the infamous Torrio and his sidekick (soon to be successor) Alphonse Capone. O'Banion, having seen it all in his day, desired to hang up his guns and so offered the entire north side of Chicago to Torrio for the sum of five hundred thousand dollars. However, when Torrio went to make the exchange he found that he had been set up by O'Banion who was aware that the police were planning on raiding this business transaction. Due to the fact that it was another offense on a rap sheet that read a mile long Torrio was sentenced to jail time while O'Banion walked because it was his first offense. Oh yeah, O'Banion also kept the half million of Torrio's money, so as you could probably guess he was not long for the world long after Torrio was let out of prison. Then in 15 Torrio retired from the racket (due to a severe injury) and left all that he had over to his now tried-and-true apprentice who by then was more than ready to have a chance holding the reigns for a while. It was his time to shine, "for Capone was to revolutionize crime and corruption by putting both on an efficiency basis, and to instill into a reorganized gangland firm business methods of procedure" (Paisley 11). Capone was now at the top of the food chain and he had just begun to make his presence felt. Though his quick rise through the ranks of the family of organized crime was remarkably impressive, the true testaments to Capone's greatness come while he is at the top and these actions are what truly make him the "Blueprint."

The man that no one knew five years ago was soon to become, in the city of Chicago at least, the man who knew no equal. Capone's first order of business was to ensure that his bootleg business controlled completely all the flow of alcohol coming into the south side of the city. He accomplished this by sending out numerous teams of machine gunners to shoot down rival bootleggers and stubborn saloon keepers that did not buy Capone's beer. This type of action is what separated Capone from other gangsters; he was an expert at how to convince by terror and was not afraid to do so. He was a man that knew how to spread terror and it was this need to evoke fear that led to the introduction of a revolutionary way to do business in the underworld.

Capone's grip over the city of Chicago increased even more in the next few years with the introduction of the Tommy gun into the world of organized crime. The resulting image of terror that the Tommy gun gave the public yielded a much-larger-than-life Al Capone. It is quite safe to say that Tommy gun struck terror not only into the people of Chicago, but also made rival mobsters fear and respect Capone even more than they did before the advent of the weapon. The Tommy gun itself was the perfect killing machine, capable of firing 0 round magazines in less than a second (James). The Thompson submachine gun was developed for the military for use during the First World War as a trench sweeper. Though it was not particularly accurate it was more than capable for quick, devastating strikes. When the war ended before the first guns could be produced, Thompson was left with mass quantities of the Tommy gun and due to relaxed gun laws of the day it became available to the public, quickly becoming the favorite for Al Capone (James). The gun's military purposes aside, what made it particularly popular was its relatively small size, which made it very easy to hide. The gun also boasted armor piercing bullets so it was nearly impossible to escape an attack by the "Chicago Typewriter" as Tommy's infamy led the public to name it.

Capone's power could be seen even more clearly in the manner by which he controlled the elections of many public officials as if they were marionettes, easily swaying the publics vote in many creative, though painful ways. Capone had his definite preferences in mayors and he did whatever he could to keep William Hale Thompson Jr. in office since he seemed to look the other way when it came to Capone. It doesn't take being Elliot Ness to realize that Capone was the reason that Thompson's pockets were busting at the seams with money during his campaigns, in effect not even giving competitors a chance. The year 16 was one of heightened violence for Capone there were on record gang killings in less than six months. In 18 there were 6 different bombings attributed to Capone (Reid). Sandwiched between those two years is 17, regarded as the year in which the great Al Capone reached his peak of power. He made enormous amounts of money. In this year alone the IRS believes that he ticketed over 100 million dollars (Burdick), keeping about ten percent of that total while the rest went to his employees and to other expenses.

The north side of Chicago had meanwhile become the rightful property of George "Bugs" Moran. A war between Capone and Moran had been waging for the better part of three years, that began when the north siders hijacked a Capone owned shipment of whiskey. Capone would not stand for insubordination such as this and he dispatched the famed assassin Jack Mcgurn to arrange a faux police raid of Moran thugs at 1 North Clark St (Burdick). This fateful night will be forever known as the St. Valentine's Day Massacre, the single most brutal and notorious act ever orchestrated by Capone. A team of four men dressed as police officers entered the building as if they were going to bust the criminals within. What they did instead will forever live in infamy. They took all seven men, lined them up against the wall of the garage ordered them to put their hands above their heads, turn around and put their palms to the wall. The assassins then took a .45, a sawed off shotgun and two fully automated machine guns and ripped into the backs of the seven men. Less than thirty seconds later when the smoke cleared seventy two shots had been fired at the men, including two shots fired from the shotgun (Burdick). The plan went off without a hitch except that the intended target of the massacre "Bugs" Moran was not present. He was particularly lucky this day as he was caught up checking into a hotel as an alibi, and arrived late enough that he saw the "raid" and not wanting to be entangled in the affair, he got out of there as quickly as possible.

The failed attempt on Moran's life had a huge effect on Capone's celebrity as the publicity surrounding the incident was the most attention that any gang event had ever received. He was suddenly in the national spotlight as journalists and writers all over the country began writing books and articles on him. Capone loved the attention but President Herbert Hoover did not share his viewpoint. Hoover quickly ordered all the federal agencies to work on bringing down Capone and his associates. It was not long before the government had a strong case against the brash Capone, but he was reluctant to realize the trouble he was really in and instead of ducking out of the spotlight, he continued to live in the extravagant and very visible way that he normally did (Kelly). In his day nobody could compete with him. He was the consummate gangster and he lived above the law. No Mafioso's career lasts forever and the St. Valentine's Day Massacre marked the beginning of the end of the career of Al Capone. The Depression proved to be an obstacle not only for those with legitimate business ventures but also for those whose dealings were not necessarily legitimate. Capone slowly went down the river as the government tore hard into him with a federal tax evasion suit. He ended up being sentenced to eleven years in prison and he rotted away behind bars where one of his vices had gotten to him. He was infected with syphilis, contracted from his mistress (paisley). The disease ravaged his nervous system and eventually led to his death, an interesting way to go out for a man with as many enemies as he had but an end nonetheless.

Capone was the most ruthless gangster to ever walk the streets of the Windy City, and he contributed to over 1,000 mob slayings of which only two were ever solved (Paisley). He was the ideal gangster. It was Capone's unpredictability that kept others from trying to infringe on his territory or test him. No one ever knew what Capone was going to do next or how he will react to a problem, this is what made Capone so dangerous and is what made him the greatest gangster ever. He kept an entire city at bay citizen, rival, government official alike with his brash, effective form of business. No one to this day has yet to neither match the success of Capone nor display the flair that he exhibited and until that day when a superior example of a gangster exists I would have to say that Al Capone deserves the title of ideal gangster. Capone is the man who all other gangsters strive to emulate, he is what every member of organized crime wants to be, he is the "Blueprint."

Abadinsky, Howard. Organized Crime .

Chicago Nelson-Hall, 185.

Reid, Ed. Anatomy of Organized Crime in America The Grim Reapers

Chicago Henry Regenery Company, 16

Homer, Frederic D. Guns and Garlic- Myths and Realities of Organized Crime

West Lafayette, Indiana Purdue University Press

Gage Nicholas. Mafia USA

Chicago, Illinois Playboy Press, 17

Kelly, Robert J. Organized Crime- AGlobal Perspective

Totowa, New Jersey Rowman & Littlefield, 186

Paisley, Fred D. Al Capone- The Biography of a self-made man

Freeport, NY Books for Libraries Press, 171

Burdick Harmon, Melissa. "Badfella the Life & Crimes of Al Capone."

Biography, 5 (001) 100

Kelly, Jack. "Gangster City"

American Heritage, 46- (15) 65

James, Gary. "The Story of the Thompson Sub machine gun"

(001) The unofficial Tommy Gun Site. http//www.nfatoys.com/

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Panama Canal

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After America acquired the Philippines and Puerto Rico, they needed a fast way to sail from ocean to ocean. After they thought about it, they decided to build a canal through Panama. Columbia, who was in charge at the time, rejected the idea. The U.S. then helped the panama people over throw Columbia. After the people of Panama over threw Columbia, they were granted permission to build the canal.

When the offer was rejected by Columbian rule, the U.S. began to make negotiations. During this time, a Panamanian rebellion was being organized against Columbia for their independence. The U.S. negotiated a treaty that guaranteed they would get what they wanted. So, in 10 the U.S. sent in armed naval forces to help overthrow the Columbian government. When the new government was in place, they immediately agreed to the building of the Panama Canal.

Before the building of the Panama Canal, there were a few problems between the United States and Columbia. Why is this? Well, Panama at that time was owned by Columbia. The United States wished to connect the oceans so they could protect their territories in the Philippines and Puerto Rico. So the United States offered to lease the land from Columbia and build the canal through Panama. The offer was rejected by the Columbian Senate.

In the early 100's, Panama's government allowed the U.S. to build what is known as the Panama Canal. The canal was completed in 114. In 11, the U.S. paid Columbia for the right to the Canal Zone. Nearly 400 million dollars was the amount for the time spent in building the canal. There were more than 5,000 workers and over half of them were African American.Write my Essay on Panama Canal for me

On August 15, 114, the canal opened for business. More than 1,000 merchant ships used the waterway during its first year. Control of the Panama Canal enhanced the power of the U.S. In 11, Congress paid Columbia 5 million for the loss of its territory. Financial factors drew the U.S. further into Latin American affairs.

Please note that this sample paper on Panama Canal is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Panama Canal, we are here to assist you. Your cheap custom college paper on Panama Canal will be written from scratch, so you do not have to worry about its originality.

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Make ur own luck.

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five luck skills

challenging assumtions.

Is questioning what most people see as the truth or status

quo.It's examining your believe systems,asking why things

Help with essay on make ur own luck.

are always done in a certain way,seeking new alternatives,

and developing a number of solutions.there is often more

than one right answer.

Recognizing opportunities

Is perceiving patterns,seeing things in new ways,and

making connections between seemingly unrelated ideas,

objects or events.try creating order out of chaos,seeing the

common place with fresh perceptions,and looking at the

differences and similarities with new eyes.and, once you

recognize opportunities,take advantage of them.

using chance

Is taking advantage of the unexpected.It is overcoming

procrastination by seeing chance as a call for action,

following through to leverage opportunities,and under-

standing that the window of opportunity for luck is time-

sensitive.

building networks

Is forming linkages between people to exchange ideas,

information,connection and encouragement.A net is

stronger than its separate stands.Networking requires

being active and visible,ask for help when you need it

(since other people are not mind readers),taking initiative,

following up,and for help and contacts.Networking is a

way of life,not something you just do when you help or

a job.Luck by design particularly thrives in a strong

networks of contacts and resources.

taking risks.

Is daring to try new ways with no control over the

outcome.it's not being afraid to be wrong,make

mistakes,look foolish or fail.it's developing risk tolerance

by initially taking small risks and being willing to take long

shots for a worthwhile outcome.taking risks becomes easier

when you ask yourself,"what's the worst thing that can

happen?"and then deciding you can live with the worst or

strategizing to lower the chance of it happening

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Principles of training

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Within athletics, and many other sports, distinct seasons can be identified and different types of training can be written into a programme with respect to the training phase at which the athlete is in. This is done by examining the needs of the athletes event and then by examining how the particular athlete compares to the needs of his or her event.

When examining a specific event, you need to look at how the following contribute to its performance

•the muscles involved;

Custom Essays on principles of training

•the energy system(s) involved;

•the speed of movements; and

•the specific needs of the event.

Determining which muscles are involved in an event will help to prioritise what needs to be developed during a training program. In general, track events involve the muscles of the lower body, with the abdominal/lower back muscles being important for posture, and the muscles of the upper body adding to the speed of movement.

Track events also involve exerting force against the ground. This means that track event training programs should focus on lower body/core training. They should also consist of training which applies force to the muscles in a way that forces them to exert force against the ground (i.e., squats, snatches, lunges etc.).

Understanding the energy system involved in 00m sprinting will help determine what kind of volume, intensity, and rest/recovery are necessary in the athletes training. By developing the correct energy system, the athlete will be training in a way that is designed to enhance their performance. Focusing on the correct energy system will allow the athlete to focus on what is important during training.

The energy system involved in 00m sprinting is ATP-PC system and Lactic Acid system. These are both anaerobic systems, which means oxygen is absent in the production of energy.

Speed is derived from genetics, psychology, physical condition (strength, endurance) and speed training. In order to become faster the athlete needs to work on three elements maximum effort runs, resistance running, increased capacity running. These are different means to build speed and need to be done at maximum effort. Sprint work done at maximum effort is needed to increase speed. The distances run, should be similar in length to the distance experienced in the 00 metres. A long enough rest is needed between sets so that each exercise is done at full speed. The athlete's body and mind needs to get used to running at these speeds, so the exercises should be done at maximum effort.

Resistance running is also very helpful in building strength for speed. Some exercises include running up hill, dragging an object (tire, weights), using parachutes, two person rubber band runs and others.

Another important exercise is increased capacity running, which is running beyond normal speeds. The athlete can do this by running down slight declines or with strong winds. This gives the muscles and the mind the memory of faster speeds. It allows the muscles to work faster than normally possible and the mind (psychologically) to experience the increased speed.

The specific needs for sprinting are;

Technique without correct technique performance will be impaired.

Speed is the maximum rate at which the athlete is able to move his/her body over a specific distance.

(Davis, Bull, Roscoe, 14)

Strength is the amount of force which a muscle or muscle group can generate against resistance.

(R.Hazeldine, 1)

Power is a combination of strength and speed.(Davis, Bull, Roscoe, 14)

Flexibility is the range of movement at a joint or at joint complexes.

(R.Hazeldine, 1)

High % Fast Twitch Fibres quick-sprint type which contract rapidly but fatigue

easily.

(R.Hazeldine, 1)

Coordination - is the ability to perform smooth and accurate motor tasks often involving the use of the senses and series of correlated muscular contractions affecting the range of joints and therefore relative limb and body positions.

(Davis, Bull,Roscoe, 14)

Skill the learned ability to bring about pre-determined results with maximum certainty, often with the minimum outlay of time and energy or both.

Are all positive factors

Body Composition refers to the proportions of lean body mass and body fat. High body fat will deter performance.

Fatigue diminished work capacity, a state of tiredness, discomfort and decreased efficiency resulting from prolonged or excessive exertion.

(R.Hazeldine, 1)

Poor general fitness

Are all negative factors

When setting a training programme for an athlete it is important to have an understanding of each of the training principles;

"LAW OF SPECIFITY"

Training programmes should be devised to meet the specific needs of the event in which the athlete is participating in.

"LAW OF VARIATION"

Any training needs to be long term to achieve any worthwhile physiological adaptations. Variety is a key element to prevent boredom and to maintain motivation and stimulate interest from the athlete.

LAW OF OVERLOAD

If an increased workload (overload) is applied to the body, the body will adapt. This loading/adapting cycle usually takes about four weeks. This cycle is the basic microcycle.

PROGRESSIVE OVERLOAD

This is the key to a successful training program. Overload, adapt, overload, adapt as a continuing process. Each microcycle should have an increase in load volume or intensity.

LAW OF REVERSIBILITY

If the training load is reduced or removed, the body will adapt to a lower level of fitness in line with the then current training load.

"F.I.T.T"

Frequency refers to the number of training session the athlete is participating in per week, month or year.

Intensity refers to level at which the athlete is being overloaded.

Time This is the time spent in one single session of training to provide sufficient overload to a particular system.

Type - The activity which the athlete is participating in.

"PERIODIZATION"

Divides training into microcycles, mesocycles and macrocycles. The process incorporates a progression of training from general to specific while incorporating the principles of specificity, individuality, reversibility and progressive overload. The microcycle is about one week in duration. Several microcycles link to create a mesocycle and in turn several mesocycles link to create the macrocycle. The microcycles and mesocycles are defined by goals set by the athlete. In a macrocycle an athlete can peak to 4 times. These peaks are often for races and while an athlete may enter other races those races are approached as part of the training. For an athlete, there are normally four distinct and ordered mesocycles of training

Conditioning

When elements of fitness such as strength and endurance are trained.

Preparation

When specific preparation for the event is carried out. This involves elements such as skill, speed and psychological preparation.

Competition

Within which the competition or series of competitions takes place. The athlete must peak and retain form during this mesocycle.

Recovery

From the previous effort or competitive season.

As with the macro and mesocycles, the microcycles can be of any length although they are most commonly a full week each.

The image below shows how microcycles, mesocycles and macrocyles come together in training

(Fiona Hayes 15)

THE TRAINING PROGRAMME

When setting the training program for the specific area of improvement (mesocycle) it is important to set an overall goal for the macroclycle and mesocycle goal so that the athlete can have something to motivate them in training performance.

For the athlete who I am going to look at the goal for the macrocycle is to improve PB by 1 sec, the goal for the mesocycle which I intend to look at is to achieve greater speed. To increase the athletes speed. I will need to cover;

Speed training

Strength training

Flexibility training

Power training

This is an example of a macrocycle for an athlete whose major competition is sometime in July/August.

OctNovDecJanFebMarAprMayJunJulAugSep

Mesocycle

1

Mesocycle

Mesocylce

Mesocylce

4

Mesocycle 1- Conditioning

Mesocycle - Preparation

Mesocycle - Competition

Mesocycle 4 - Recovery

The mesocycle that I will be looking at is mesocycle training during February and March. It will consist of 6 microcycles.

The training methods used within this mesocycle will be;

Strength Training using;

Resistance Training working at % of 10rep max. Rep max is the maximal load at a set number of repetitions in one set before fatigue. Training this way is designed to increase strength , power and muscular endurance.

Plyometric Training are training drill which are designed to develop explosive power. Exercises that begin with rapid stretching (eccentric contraction) followed by shortening of the same muscle (concentric contraction)

Circuit Training - improves muscular endurance, general fitness, muscular strength and speed. This type of training involves performing a number of different exercises in succession, eg pressups, abdominal curls, shuttle runs. Each exercise is performed for a set amount of time, or a set number of repetitions.

Endurance Training using -;

Circuit Training improves muscular endurance, general fitness, muscular strength and speed.

Sprint Training Speed of running depends on two factors; stride length and stride frequency. If stride frequency cannot be improved then stride length is adjusted through training to give the athlete more speed. To improve this area training needs to consist of short workouts at high intensity with long rest periods.

Week 1

Day DevelopSessionEffort Recovery

RepSet

MondayREST

TuesdaySpeedreps x set (50m)70% of 00m pb mins5 mins

WednesdayStrength

Resistance Training 60%10 reps

sets mins

ThursdaySpeed x (80, 10, 160)/circuits 70% of 00m pb mins 5 mins

FridaySpeed

Power/strength reps x sets (80m)

plyometrics 0% of 00m pb mins 5 mins

Saturday REST

SundaySpeed/strength

Circuits0 secs at each station ( circuits)1min5mins

Week

Day DevelopSessionEffort Recovery

RepSet

MondayStrength

Resistance Training 70%

10 reps

sets mins

TuesdaySpeed/strength reps x sets (00m)/

circuits80% of 00m pb

0secs at each station (circuits)mins 5 mins

WednesdayREST

ThursdaySpeedreps x 6sets (80m) 80% of 00m pb45secs5 mins

FridaySpeed

Power/strength trainingreps x sets (10m)

Plyometrics 0% of 00m pb

10reps 1 set of each exercise mins 5 mins

mins

Saturday REST

SundayResistance/speed

Circuits0 secs at each station (5 circuits)1minmin

Week

Day DevelopSessionEffort Recovery

RepSet

MondayStrength Resistance Training 80%

10 reps

sets mins

TuesdaySpeedreps x sets (80m)(100%, 80%, 100%) of 00m pb mins5 mins

WednesdayStrengthResistance Training 80% mins

ThursdayREST

FridayPower/strength Plyometrics10reps 1 set of each exercise5 mins

Saturday REST

SundaySpeedreps x sets (80m)80%

mins 5 mins

Week 4

Day DevelopSessionEffort Recovery

RepSet

MondayStrength

Resistance training 0%

10 reps

sets mins

WednesdayPower/strength

Plyometrics 1reps 1 set of each exercise mins

ThursdayREST

FridayStrength

Resistance training 0%

10 reps

sets10

0sec

5mins

Saturday REST

SundaySpeed

x (80, 10, 160)100% mins 5 mins

Week 5

Day DevelopSessionEffort Recovery

RepSet

MondayREST

TuesdaySpeedreps x set (50m)80% of 00m pb mins5 mins

WednesdayStrength

Resistance Training 0%

10 reps

sets mins

ThursdaySpeed x (80, 10, 160)/

circuits 0% of 00m pb

0 secs at each stationmins 5 mins

FridaySpeed

Power/strength reps x sets (80m)

plyometrics 0% of 00m pb

1reps 1 set of each exercisemins 5 mins

mins

Saturday REST

SundaySpeed/strength

Circuits45secs at each station (5 circuits)1min4mins

Week 6

Day DevelopSessionEffort Recovery

RepSet

MondayStrength

Resistance Training 80%

10 reps

setsmins

TuesdaySpeed reps x sets (00m)/

circuits80% of 00m pb

0 secs at each station ( circuits)mins

1min5 mins

mins

WednesdayREST

ThursdaySpeedreps x 6sets (80m) 80% of 00m pbmins5 mins

FridaySpeed

Power/strength trainingreps x sets (10m)

Plyometrics 0% of 00m pb

1reps set of each exercisemins 5 mins

5 mins

Saturday REST

SundayResistance/speed

Circuits0 secs at each station (5 circuits45secsmin

Understanding the programme;

Effort;

Resistance training at % rep max

Speed training is at % of PB time

Recovery;

Repetition recovery if stated the athlete needs to take a rest in order to complete the following rep at a high performance standard.

Set recovery after every complete set the athlete needs to take a rest to gain full recovery to start again.

THE EXERCISES

Resistance Training for strength and power;

Upper body;

Bench Press Dumbbell bicep curl

Dumbbell tricep extensionSeated row

`

Lateral raise Dumbbell pectoral flys (supine)

Abdominal crunchesBack extension

Lower Body;

Deadlift (barbell)Calf raises

SquatsLeg curl

Leg extensionAbductors

Adductors Lunges

Plyometric exercises used for increasing power;

Jump to box

Front tuck jump

Depth jump

Chinnies

Bounding

Circuit training used to increase strength and speed;

Station 1.Station

CardiovascularCardiovascular

0m sprintsSkipping

Station

Resistance

Lunges with

Medicine ball

Station 10Station 4

ResistanceResistance

DeadliftDumbbell arm

curl

Station8 Station 6

Resistance Resistance

DumbbellSquats with

Lateral Raise Medicine ball

Station Station 7Station 5

CardiovascularCardiovascularCardiovascular

Bench step upsBench straddle jumpsSpotty dogs

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Vertical integration

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What are the arguments for and against vertical integration?

A vertical structure consists of an upstream firm such as a manufacturer of an intermediate good, and a downstream firm such as a wholesaler or a retailer. The down stream firm may also be a manufacturer or service provider using the intermediate good as an input. An upstream firm is said to be vertically integrated if it controls (directly or indirectly) all the decisions made by the vertical structure. The vertically integrated profit therefore refers to the maximum aggregate profit of the vertical structure (manufacturer's plus retailer's). There are many cases where the firms (and possibly the consumers) will benefit from vertical integration.

One such example is where the problem of double marginalisation exists. Consider the case where both the upstream and downstream firms have monopoly power. If vertical integration exists, the final price charged to the consumer would be pm and the quantity supplied (qm) would be determined by the demand function D (.).

So, qm = D (pm)

Pm would be chosen to maximise (p ¨C c)D(p), where c represents the cost of production. In the decentralised structure the manufacturer will provide the intermediate good to the retailer at a price pw, which he will choose to maximise his profits as a monopolist. The retailer will then have a marginal cost of pw, so the final price, p, will be greater than the vertically integrated price of pm (assuming pw c). Because the retailer does not consider the manufacturers marginal profit, there are two successive mark-ups, causing the decentralised price to be greater than the vertically integrated one.

To examine this in greater detail, consider a case where there is a demand function of D(p) = 1 ¨C p, and c1. Let ¡Çm and ¡Çr denote the manufacturer's and retailer's profits respectively. For simplicity we will assume that the retailer incurs zero costs other than the price of the intermediate good. For the non-integrated industry, the retailer will want to maximise

(p ¨C pw)(1 ¨C p)

which will give

p = 1 + pw

Using the demand function, the quantity to be provided will then be

q = 1 ¨C pw

Hence, the retailer makes a profit of

¡Çr = ((1 ¨C pw)/)

Now, consider the manufacturer's situation. He will want to maximise

(pw ¨C c) ((1 ¨C pw)/)

Which will give

Pw = 1 + c

Thus giving him a profit of

¡Çm = (1 ¨C c)

8

Therefore, the total profit of the decentralised industry is (1 ¨C c)

16

and the final price is p = + c .

4

If, however vertical integration exists, the vertical structure will maximise

(p ¨C c) (1 ¨C p)

this gives a final price of

p = 1 + c

and a vertically integrated profit of

¡Çintegrated = (1 ¨C c)

4

¡Çdecentralised

In this example, the total profit is higher for the vertically integrated structure and the price to the consumer is lower that it would be without integration. The quantity provided is also lower without integration. Therefore vertical integration is clearly beneficial in such cases where double marginalisation is problem. However, this problem only arises where both the firms are monopolists. If either of the firms is competitive and therefore prices at marginal cost, there is no price distortion and so the total profit will not be increased by integration.

Vertical integration is, however, not always necessary for the vertically integrated profit to be realised. One way a manufacturer can control this in a decentralised industry is by imposing a franchise fee. This is effectively a two part tariff charged to the retailer. i.e. the retailer's cost will be A + pwq. It is clear that the manufacturer can set pw = c, therefore setting the retailer's marginal cost equal to that of the integrated structure. The retailer will set his final price by maximising

(p ¨C c)D(p) ¨C A,

which then gives p = pm. His profit is then equal to the vertically integrated profit minus A. In this way the manufacturer is selling the vertical structure to the retailer as a price A, thus making the retailer the residual claimant.

This form of vertical restraint however, has some disadvantages. Firstly, it is possible that the retailer will be risk-averse and his retail costs or final demand may be random. In this case the retailer will bear too much risk and require the retailer to lower the franchise fee and raise pw to compensate for this risk. This then means that the final price, p, will be higher than that of the vertically integrated structure. Another drawback to the two-part system is that the retailer may possess information about retail costs or final demand, after the contract has been signed. As this information will not be then passed to the manufacturer, the franchise fee will not be tailored to appropriate the retailer's profit.

Another way the manufacturer could realise the vertically integrated price would be to adopt a Resale-price maintenance restriction. The retailer would then be forced to charge at a price no higher than pm. The manufacturer could then charge pw=pm and so gain the integrated profit. Similarly, the manufacturer can impose a quantity constraint, where q qm . These restrictions again have drawbacks, as it would be very risky for the retailer if his final demand and retail costs were not certain.

The welfare considerations to this situation are very clear. Under vertical integration (or even with vertical restraints) the firms make a greater profit than they would under a decentralised system, and consumers benefit from a lower price. Therefore, welfare is unambiguously increased by vertical integration.

Another situation where vertical integration would be beneficial is where there is a downstream moral hazard. This is where a retailer may be able to provide pre-sale services which an affect the final demand for the good, but there is not sufficient incentive for him to provide it. Examples of such services include advertising, test drives, free delivery, free alterations etc. As these may increase the demand, it is beneficial to the manufacturer if these services are supplied. However, as the amount of services cannot be accurately measured, it is not possible to specify the amount of promotional services to be provided, in the contract. Therefore the manufacturer must create and incentive for the retailer to provide the services.

We can define the amount of promotional services by a real number s. The consumer's demand will therefore be a function of both price and service.

i.e. q = D(p,s).

Assuming that the cost of services is born by only the retailer, let §¶(s) denote the cost of providing service s. Therefore, the manufacture will maximise

(pw ¨C c)D(p,s)

and the retailer will maximise

(p ¨C pw ¨C §¶(s))D(p,s)

There again exists a double marginalisation problem, as the manufacturer will charge pw c. Because the retailer does not take into consideration the increase in the manufacturer's profit due to an increase in services, at any given price the retailer will provide too few services and so cause demand to decrease.

Vertical integration would remove this externality, as the integrated firm would them aim to maximise the total profit of the structure. Therefore, integration would not only increase the profit of the structure, it would also mean that more services would be provided, which would benefit consumers.

The manufacturer may choose to impose vertical restraints to increase the amount of service provided by the retailer. One way of doing this would be to impose a two-part tariff as mentioned before, thus making the retailer the residual claimant and so will receive any marginal profits. This gives him an incentive to provide more services, benefiting both firms.

Unlike the previous example, the service externality cannot be removed by RMP. The manufacturer can set the price p = pm, however the retailer still has no reason to provide more services.

Another problem similar to the downstream moral hazard is if the manufacturer is able to provide service which will increase demand, such as branding, quality etc. If there is vertical integration, the profits for both firms will again increase, as will the welfare for consumers as services increase. However, without integration, the problem exists of providing an incentive for the manufacturer to provide the services. One way to do this would be to introduce a third firm which would make non-negative profit and would buy the intermediate good from the manufacturer at a linear price, and sell it to the retailer using a two-part tariff. This would make both the upstream and downstream firms residual claimants and therefore provide and incentive to provide services to increase their profits.

This is again a case where both firms and consumers would benefit from vertical integration.

A further example of where vertical integration would be beneficial is where the downstream firm uses inputs from more than one manufacturer. Consider a case where the retailer uses inputs from manufacturers where one is a monopolist and the other is a competitive firm (i.e. prices at marginal cost). Thus the relative price of the inputs for the downstream unit exceeds their true relative price, and so the downstream unit will substitute towards the second input. The upstream monopolist can then integrate with the downstream firm to realise the vertically integrated profit.

This can again be done using various vertical restraints. The two-part tariff can again b used, making the downstream unit the residual claimant. Another method which can be used is a tie-in and the RPM. This is a contract which binds the downstream unit into buy the second intermediate good from the monopolist. This however, can have drawbacks as it is often not practical for the monopolist firm to be able to provide the second input as it is hard for it to be able to cover so many areas. Therefore, again, vertical integration would be a useful tool to increase the profits to the firms and keep the price lower than if the structure was decentralised.

The welfare analysis of vertical integration can sometimes be a little ambiguous. Consider a case where there is a monopolist manufacturer and many retailers. Looking at the first order conditions for the retailer when integrated and when decentralised, the integrated retailer considers the marginal revenue from any increase in demand. However, the competitive retailer is more concerned with the marginal surplus, which includes the total increase in demand. From this, we can say that it is possible that more services will be provided by the competitive retailer at a given wholesale price. However, the vertically integrated structure theoretically will charge a lower wholesale price.

Another problem which firms may face is the horizontal externality. This is where there are many retailers, and they are able to provide the consumers with pre-sale information. Examples of this may be free samples, test drives, literature, demonstrations etc. Any firm who incurs the cost of providing this information must then raise its price to compensate. This leads to the problem where consumers will gain the information from one firm and then buy the product from another firm which is cheaper due to not providing the information. In this way firms are able to free-ride on one another, which leads to the public good being undersupplied. Vertical integration may resolve part of his problem as it then provides the retailer with a monopoly position and eliminates competition. A manufacturer may not want to do this however as it may result in a loss of total sales. Although integration will enhance consumer welfare due to more information being provided, the elimination of retail competition may result in a significant increase in the final price. Other forms of vertical control may be used in this case such as RPM. With a set retail price, consumers are more likely to buy from the retailer providing the information as they will not find a better price anywhere else.

One way in which vertical integration may be damaging to welfare is if retailers pressure a manufacturer to impose vertical restraints to eliminate competition. For example, if there are several retailers, they are likely to engage in competition and eventually charge at marginal cost. If, however, the manufacturer imposes RPM where p marginal cost, they are legally bound to charge this that price. Therefore, they vertical restraint is used to reduce competition and the retailers will be able to make higher profits. This is of course damaging to the consumers' welfare as they are charged a higher price.

Another disadvantage to vertical integration is if the retailer engages in an exclusive dealing contract with the manufacturer, i.e. he cannot sell a brand which competes with the manufacturer's product. This is detrimental to consumer welfare as there is a reduction in choice. However, it may increase the efficiency of the vertical structure in the same way that a manufacturer giving a retailer exclusive territory would. Exclusive dealing would provide the manufacturer with an incentive to provide promotional services. These types of contracts however, can also act as a barrier to entry for other manufacturers, therefore keeping the competition in the upstream market soft. RPM can also be used to maintain collusion between manufacturers as then wholesale price cuts are less effective.

As shown above, there are many externalities which arise within a vertical structure which clearly benefit from vertical integration. Integration can be harmful if used to reduce competition as it raises prices and decreases consumer welfare. However, it can be a useful tool in resolving problems such as double marginalisation and the downstream moral hazard.

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Conflict resolution in work teams

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The nature of "conflict" seems like such a straightforward concept. Conflict has been around since there have been opposing forces of any kind. A conflict can be found anywhere. Proton and neutrons struggle against each other and tribes fighting for territory can all be seen as examples of conflict. Thinking back it is hard to remember my life without conflict. Whether it be fighting with my brothers for the television remote or arguing with my parents over my curfew, conflict is as much a part of anyone's life as sleeping or eating. For many the simple act of getting out of bed in the morning can spawn a serious conflict. The decision to respond to the ringing of ones alarm or to just roll over and sleep in is a conflict for millions of working people everyday. This last example is really trivial when you consider that people die from major types of conflicts such as war and genocide. Hitler's struggle with the citizens of the Jewish Tradition resulted in the death of millions of innocent people. This of course, is conflict at an extreme, but nevertheless shows how complex a conflict can become. One of the major challenges of today's day and age that occurs on a much more regular basis is the conflict found in the corporate office environment.

Work-Team conflict is growing as quickly as corporate America. Ever since the Work-Team was introduced to enhance office productivity conflict has risen in direct proportion to the amount of time and space proximity that the working team shares. This should be a natural result considering that the more time you spend with someone, the more comfortable you will become and as such, more prone to conflict. This is compounded by the fact that many office settings endorse conflict as a means to increase creativity, competition, and overall office productivity. This constructive conflict is an advantage to a workplace for those reasons. Another great benefit of office conflict in teams is the "meeting of the minds." Conflict and the subsequent compromise born in this type of environment encourages "Thinking Out of the Box" which can lead a company to new focuses and ideas never found in a traditional independent working approach. There may be less conflict in a setting with independent workers, but they will lack the ingenuity created from conflicts in teams.

This atmosphere can also degenerate, creating disadvantages in the work place that in some cases surpass any positive net effects of Work-Team situations. Because of the fact that negative conflict always seem to outweigh the positive conflicts, many workers can feel bogged down by working in groups for many reasons. If everyone does not accomplish their fair share of the team's work, one person may become overwhelmed with his or her group responsibilities. The inability to compromise over a given solution to a problem is also cause for difficulty under Work-Team conditions. Too much conflict within any group can ultimately take up valuable time and destroy productivity leaving office personnel emotional and less apt to produce superior work results. The worker who is independent does not need to worry as much about conflict that will severe a working relationship, but sometimes the independent worker will miss out on conflict that inspires high-quality output as a good Work-Team will deliver more times than not.

Several issues can arise when individuals work together in a team. No team is alike, as personalities vary with each member. A very important thing that needs to be implemented early on is role playing. Each member has strengths and weaknesses, and a positive thing with teams is sharing talents and abilities to better the work performance. It is very important that each team spends time defining strengths and weaknesses, so that there is an adequate representation of skills. This is mostly important in defining skills and making team productivity more efficient. Help with essay on Conflict resolution in work teamsObviously not everyone can be a leader, so one should be designated right away to avoid possible conflict. There are other roles that others can participate in, and a team is only successful when all members fulfill what is expected of them. Major conflict can occur when one or more team members become lazy or do not complete their work accurately. Teams are only productive when the work is spread around. Whatever the group members contribute to the team is what the team can expect to be produced. No group can truly succeed without participation from all of the team members.

Another major issue that needs to be discussed in the first or second meeting is defining the goals and strategies. Having a sense of commitment is key to success in any work group. Defining what we want to achieve with the team, and how we plan to gain achievement, can definitely help the team stay motivated and on task. In order to succeed in a group, all members must have a sense of mutual accountability. No one person should do the majority of the task; instead, all members need to contribute their part.

Conflict of interest between team members can ruin team work and wreck relationships. How people deal with the conflict is a major obstacle that many people have to face. Discussing possible problems along with possible solutions can help solve situations even before they surface. Also, it is good to be aware of the common group pitfalls, so each person can be proactive in preventing the situations from forming.

As more and more organizations structure to work teams, the need for training in conflict resolution will continue to grow. Varney (18) reports that conflict remained the number-one problem for most of the teams operating within a large energy company, even after repeated training sessions on how to resolve conflict and how to minimize the negative impact on team members. One reason for this may be that managers and other leaders within organizations are not giving the issue of resolving conflict enough attention. Varneys research showed that although most managers are aware of disagreements and have received training in conflict resolution, they seldom assign high priority to solving conflict problems. With this in mind, it is critical that team members possess skills to resolve conflict among them.

Every work team goes through four phases

·Forming

·Storming

·Norming (and)

·Performing

Each of these stages is important to create an effective team. Storming gives an avenue to bring out the creative conflict nature of humans, thus adding to the quality of the end product. Norming is the stage where every team member comes together and brings out each individual's role. Norming is important for adding efficiency to the team. The end product of the first three stages is the formation of a cohesive, efficient and a high quality team. It is important to understand that conflict resolution is not a means to curb all conflict, as that would adversely affect the creativity of the team negatively. Conflict resolution involves methods so that each team member can work cohesively and inputs his or her best to the final team deliverable.

When conflict occurs, there are several ways to handle it. Various researchers have worked on this topic and have coined their own phrases for ways and means to resolve conflict. However, since no two-conflict situations can be the same, there is no single set of rules to follow, which an individual or a group of individuals can use to determine the right method to resolve a specific conflict

The right conflict resolution strategy depends upon various factors such as the kind of work team, whether it is a groups of peers or an official team with a team leader, a moderator etc. Conflict resolution will also depend upon the real conflict at hand. After all, sometimes a conflict may arise about an issue that may really not be important for the end goal of the team. In such a scenario, it may be best to retreat and just go with one strategy either based on the majority rule or just the ease of going with one over the other. It may not be worth the effort to resolve a conflict that really would not matter after a few days, weeks or months. Another factor while resolving conflicts may be the maturity level of its team members. Depending upon the maturity a negotiation or mediation method may be adopted. These will be discussed in more detail later.

Sometimes, it is best to approach a conflict situation head on by discussing and brainstorming over the issue at hand. However, care should be taken in such cases so that if criticism is used, the comments should not be targeted towards an individual. When resolving conflicts through direct confrontation, it is important that the team has an effective leader who can control the team and also moderate the discussion and keep the team on track. In such a situation it is important that the team members keep the end goal in mind.

Mutual negotiation among team members is another very effective conflict resolution technique. This goes hand in hand with the direct approach as mentioned above. Mutual negotiation can be very effective method of resolving conflicts if the roles of team members are clearly defined and there is mutual respect among team members for the respective roles they play.

Take for example the case of a branch manager and a staff member, who are in conflict over work hours. The branch manager expects all staff to work standard hours, beginning at 800 am so that the public will receive service starting first thing in the morning. The staff member wants to begin work at 00 am, because he has child care responsibilities. On several occasions the staff member has arrived late, which makes it appear to the manager that the employee is being deliberately unwilling to follow the rules.

Rather than the situation deteriorating, the parties approach the situation, not as one that should be won, but with an eye on solving a problem. After discussing the situation, (and understanding each others needs), they realize that a) almost no customers call in the early morning b) the few that do can be handled by other staff who like to be in at 800, and b) there are more customers calling in between 400 and 500 pm. The parties agree that it makes sense to modify work hours. The result a happier employee and better service.

These benefits would never have occurred if this conflict hadnt occurred, or if either party played the situation as if it was a game to be one by one person or the other. (Did anybody really lose in this situation?).

The same situation could have been handled in an entirely different manner as follows

When the branch manager approached the staff member about the tardiness, he showed his irritation plainly. The staff member, already feeling under the gun, felt that the manager was being unfair, and accusatory, and became defensive. This, in turn, resulted in the manager laying down the law, and that was how the situation was left. After the discussion, the manager felt the employee was lazy and making excuses, while the employee felt the boss was out to get him.

Not surprisingly, the situation got worse. Even when the staff member was a few minutes late, for good reason, the boss jumped on him like a ton of bricks. The employee, angered and frustrated, started taking longer coffee breaks and was away sick more frequently. The situation became increasingly polarized, with other people being sucked in, and taking sides, privately.

Oddly enough, the initial perceptions of both boss and employee became the truth. After a while the boss acted as if he was out to get the employee, and the employee acted as if he was lazy and uncaring. The original issue was all but forgotten, as the parties developed an intense dislike of each other.

Involving a third party or a mediator may be another effective method of conflict resolution. The mediator may be a neutral member of the team, the team leader or maybe a member from outside the team. Sometimes, mediation would require compromise on both sides and maybe both the parties under conflict may be dissatisfied with the final decision. The litmus test under these situations is to see how it effects the team goal.

A last resort for conflict resolution in extreme situations can be to enforce team rules and come to dispel a conflict. However, it is important to understand that when these kinds of conflict resolution strategies are used, it is time to re-evaluate the roles of group members, redefine the working rules of the team or in rare cases even reconstitute the team.

Though conflict is a necessary poison, avoiding personal conflict can improve team productivity as well as foster team relationships. By following some very basic rules for group behavior, we can avoid conflicts in work teams. If each team member shares information among team members, keeps an open mind for suggestions from other team members and is flexible and willing to change with the requirement of the team, the team can soar to high levels in terms of productivity, quality and efficiency.

One of the basic rules for working in a team is to always keep the end goal in focus. If every individual member in team asks the question to himself, "How does this relate to our task?," a lot of conflicts will die before even popping up their head. By performing regular group and self assessments, each team member can avoid conflict situations to arise within the team.

In conclusion, while often frustrating, the tension and struggle inherent in conflict sows its own seed for innovative resolution and growth. Are you ready to reap the creative pass in the impasse?

Please note that this sample paper on Conflict resolution in work teams is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Conflict resolution in work teams, we are here to assist you. Your cheap research papers on Conflict resolution in work teams will be written from scratch, so you do not have to worry about its originality.

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Happy

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Why was the United States destined to leave an imprint upon the world?

The United States was destined to influence the world because of its refreshing liberal ideals such as democracy which provided many opportunities for everyday people. The U.S. also had a very large economic output and was the site of many achievements that shaped people's lives around the world.

Why was the United States favored from the beginning?

The American Republic was favored from the beginning because it started from scratch. It was an experiment of new social and political ideas. Although the experiment succeeded, we may never have the chance again to start a new country from scratch because there are no more unpopulated, fertile areas left.

The Shaping of North America

How did the Earth change over time to create what we know it to look like today?

5 million years ago there was a single continent on Earth. Then parts of the continent began to drift forming the seven continents. Shifting of the Earth's crust created mountain ranges and about 10 million years ago the North American continent was created and still looks similar today.

How did the Great Ice Age affect the landscape of North America?

The Ice Age created two mile thick ice shields from Pennsylvania across to the Pacific Northwest. When the glaciers started melting the land was rocky with shallow depressions the later became lakes, including the Great Lakes. In present day Utah, Idaho, and Nevada, Lake Bonneville was created. It gradually shrunk from lack of inflow and left behind a mineral rich desert.

The First Discoverers of America

Explain how the ending of the Ice Age help to end the roaming of inhabitants from Eurasia to North America?

The ending of the Ice Age caused the sea level to rise once again hiding a land bridge that had been exposed during that time. Americans, however, started roaming to South America, splitting into tribes and developing new cultures and ways of life.

The Earliest Americans

How did corn growing affect the development of the Americas?

In 5000 BC corn was developed into a staple crop in Mexico. It spread through the Aztec and Incan states until it reached present day United States in 100 B.C. As it spread, irrigation systems were created to water the cornfields. With corn, more sophisticated societies were established. Because most of Northern American Natives were introduced

Please note that this sample paper on happy is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on happy, we are here to assist you. Your cheap custom college paper on happy will be written from scratch, so you do not have to worry about its originality.

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