Moving From The United States - 1671 Words

Moving to the United States A crowd of young rebellious men, loud voices shouting for freedom, shells, bombs, grenades, blood, and death; this is where my story started from. There are many changes that can happen in a person’s life. Some changes are very tiny and would not affect your life very much. However, other events could be very important and could change a person’s whole life, such as mine. These big events can cause a change in our lifestyle, personality, and the way we look at things. It can also make us realize the value of things that we did not care about before. My life changing event is when I moved with my family to the United States. I grew up at a city in Syria called Homs. It was a nice small city with very lovely and generous people who got each other backs. We did not have many places to have fun at, but we created the fun for ourselves. I could visit one of my grandparents’ houses and have a sleepover there with my cousins. I could go for a walk with my friends in the great crowded streets, have some desserts and pastries from the most delicious bakery I have ever tried, shop some clothes from the stores that are lined up next to each other, or just sit in a cafà © and have a drink. I had a simple normal life, but many other people did not. A lot of the Syrians suffered from poverty and did not have jobs, but I did not know about these people. We also had a bad regime that was based on bribe and corruption, but I was not aware of it. It all started onShow MoreRelatedMoving To Another Country Essay722 Words   |  3 PagesFive Things to Know About Moving Your Belongings to Another Country If you are moving from the United States to a foreign country with your family, there are several things you need to know about the process. You may have moved before, but leaving the country you reside in to live in another nation is a big move. The following are a few things you need to consider in advance. 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My Journal on the Book, The Maze Runner by James Dashner...

Journal 1 The first chapter of â€Å"The Maze Runner† really gets me excited for the rest of the book. I enjoy how it leaves the reader plenty of room to wonder what will happen later in the book. It has an interesting vocabulary that includes some of the slang words that the people of the glade made up. It seems that the plot of the book will quicken very quickly as already there is a lot of foreshadowing hinting toward some unknown beast and a giant maze. I predict that Thomas’s arrival will trigger some sort of issue that he will have to resolve. Just the first chapter has gotten me very excited for the rest of the book. Journal 2 It seems like I was right about the plot thickening quickly. Already Thomas has made an enemy, a boy†¦show more content†¦Although this leaves Thomas feeling oddly exhilarated, while hes lying in his sleeping bag in a meadow near the gardens, he returns to feeling sad and curious. Thomas tells Chuck that he wants to become one of the Runners, even though he still doesnt really know what they do. Chuck just laughs and says whatever because being a runner is one of the hardest jobs in the glade. Journal 4 The Tour starts at the Box, which is closed. Alby explains that they get a new kid once a month and supplies are delivered once a week. Other than that, they dont know anything about where the Box goes or how it operates. Once, they tried to send a boy back in it, but the Box wouldnt move until he got out. Next he explains that the Glade is divided into four sections: Gardens, Blood House, Homestead, and Deadheads. Thomas will spend the next two weeks training for a different job until they find the one he fits best. Throughout the Tour, Thomas is annoyed by his inability to ask questions, and he wonders why the people who cleared his memory only removed certain memories. Why can he remember what the animals were called, but not where that memory comes from? When they reach the South Door, Alby tells Thomas that hes been there for two years, and although many boys have died trying, no one has been able to solve the Maze. The walls move at night so its nearly impossible to map, and mo re importantly, no one is ever allowed outside the walls except the Runners. For some

Chicago the Musical free essay sample

His exposure to music began at an early age as a result of having had tuberculosis as a baby. During this time, Kander was cut off and not allowed to be around other people, that separation developed his ability for sound. Kander started piano lessons at the age of six. His parents and brother would often spend evenings playing the piano and singing. Kander’s first successes came while he was a student at Oberlin College, where he attended with James Goldman, a lyricist he had known since childhood and together produced songs. In 1956 Kander started his Broadway career by filling in for another pianist who was on vacation, from that point on he became a pianist on many musicals and his career continued. In 1962 he met Frank Ebb, who was also a lyricist, together a great songwriting partnership started that lasted over forty years, together having several successes and becoming the longest Broadway partnership for music and lyrics. The most successful musicals include Chicago, Cabaret, Zorba and New York, New York. Kander had a career in the film industry as well as having written multiple scores for a wide variety of films over many years. Kander and Ebb worked for forty years producing music for Broadway. (allmusic. com; songwritershalloffame. org; galegroup. com) When Kander went to New York, he attended a club in Philadelphia after seeing West Side Story; he met a pianist who asked Kander to play for him while the pianist took time off. Being as good as Kander was, the stage manager asked Kander to play auditions for the next show called Gypsy. During the auditions for that show he met the choreographer, Jerry Robbins, who asked Kander to write music for the show. (galegroup. com; â€Å"John Kander†) Later in his life he wrote films which include: A Matter of Time (1976), Places in the Heart (1984), and I Want to Go Home (1989). Kander and Ebb also worked together for television shows as well and won an Emmy in 1993. Kander and Ebb have obtained awards from the Society of Stage Directors and Choreographers and they were awarded the Oscar Hammerstein Award for Lifetime Achievement in musical theater by the York Theater Company of New York City. Both of them have left a huge impression on the Broadway scene. Kander stated in 1997 that â€Å"If you’re going to write on a canvas of some size, the Broadway Theater is still the only place that offers you that opportunity. † (galegroup. com; â€Å"John Kander†) The musical Chicago is about a young woman named Roxie trying to make a big break in the entertainment business. At the beginning of the play, Roxie cheats on her husband Amos, with another man named Fred who claims that he can get Roxie into the entertainment business. Fred says to Roxie, â€Å"Wake up, kiddo, you arent never gonna have an act. (Kander) and only used Roxie for sex so Roxie shoots Fred. After killing Fred, Roxie tells her husband Amos that Fred was an intruder, so Amos takes the blame for the murder. When the police tell Amos the name of the man, he figures out that Roxie had cheated on him and she was just lying. During the same night, superstar Velma Kelly murdered her sister and he r husband when she found them in bed together. (â€Å"Full Script Lyrics†) When Roxie arrives to jail, she goes to the women’s block that holds Velma and other women who have been put away for murder. Roxie also meets Mama Morton, who runs the women’s block. Mama has her own system of aid which helps the women. Mama was helping Velma get out of jail with the help of a very good lawyer, Billy Flynn. When Roxie comes into prison, she is trying to find a way out and Mama decides to help Roxie. Velma doesn’t like this because Roxie is stealing Velma’s limelight away. Billy takes Roxie’s case, leaving Velma in the dark. Velma then tries to ask Roxie if she would want to redo the sister act, since the act was a huge success. The show was Velma’s and her sister’s act before Velma killed her sister. Roxie turns Velma down only then to find out that someone else had committed a crime. Roxie’s only chance at fame again was to pretend to faint and to pretend that she is pregnant, thus concluding Act 1. (â€Å"Full Script Lyrics†) The symbolism in the first act shows how corrupt Chicago law enforcement can be and how easily the media can be persuaded by giving lies to the public. The play is trying to tell the reader that in this time of day, the media and the common people are so easily brainwashed by current events that the media will praise criminals, this even happens in the media today. Act 2 starts with Amos finding out about Roxie’s pregnancy, but while he is calling out for attention to let everyone know that he is the dad, no one notices him like he is invisible. After Roxie returns back to prison with all of the attention on her, she has a huge argument with Billy because Roxie thinks that she is calling all the shots now because she came up with the idea of being pregnant to get her back on the publicity train. Roxie then fires Billy thinking she can do everything on her own, later to realize that a woman was executed without a lawyer. Roxie then freaks out and calls Billy to have him be her lawyer again. When the trial date comes, Billy tells Roxie that if she puts on a show she will be fine. During court Roxie acts innocent while Billy does all the talking. The judge proclaims her as innocent and she is released, Amos proclaims his happiness for the baby and Roxie says that there is no baby, only to leave Amos forever. After these events, Velma asks one last time if Roxie wants to join her for a sister act. Roxie accepts and they team up together to perform an act that becomes very successful. â€Å"Full Script Lyrics†) The symbolism in act two shows that the justice side of Chicago is very corrupted and not fully justified to the laws extent. With the media portraying Roxie as a celebrity instead of a murderer, the jury is going to have a hard time figuring out what is the truth or not. Roxie knows that she is a criminal, but after meeting Billy and realizing that the justice system in Chicago is very cor rupt and easy to get by, she then knew that she had a way out, a way to start on a clean slate. Chicago the musical is about criminal justice and how it is corrupt due to do the lack of administration in the prisons and the sensationalism in the media portraying criminals as celebrities. Show business being one of Chicago’s biggest attractions at the time of the musical setting, one can see how the media’s influence can easily sway a situation. The musical shows how the lack of justice can lead to a criminal’s freedom and that how the media can sensationalize a situation that ultimately portrays a criminal as a celebrity. The musical’s effectiveness shows the purpose of both corruption of the justice system and the media.

Suburban Design Essay Example

Suburban Design Essay The article entitled â€Å"How Suburban Design is Failing Teenagers† written by William L. Hamilton and published in the New York Times on May 6, 1999, is an article of great interest for a significant number of stakeholders. There are several quotes that are worth noting in light of the purpose and message of the article. The author mentioned that: Created as safe havens from the sociological ills of cities, suburbs now stand accused of creating their own environmental diseases: lack of character and the grounding principles of identity, lack of diversity or the tolerance it engenders, lack of attachment to shared, civic ideals (Hamilton 217). This statement from the author shows a general picture of how suburbs has become. It is a statement which tries to describe the suburbs not only in geographical or physical terms but in societal terms. It is an argument which has become a reality for some and this calls the attention of several actors to increase their awareness. Likewise, the author cited The Free Press with the â€Å"Parents move there for their children; their children are dying to get out† (qtd in Hamilton 218). This shows the irony of the situation but lacks further relevant explanation. Moving from one place to another is generally seen as a very hard task for children as they have to continuously undergo the process of adjustment. Likewise, there exists the fact that they are commonly not included in the decision-making process. Lastly, the author pointed out a very basic question that has become hard to answer for suburbs: â€Å"Between home and school, in a landscape drawn by cars and the adults who drive them, is there even a particular place that teen-agers can call their own? † (Hamilton 219). We will write a custom essay sample on Suburban Design specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Suburban Design specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Suburban Design specifically for you FOR ONLY $16.38 $13.9/page Hire Writer This shows how much the teen-agers have been left out in the suburbs when they should have been incorporated in how suburbs are planned and designed. There are certain needs of the teenagers which are not given prior notice by the way life in the suburbs are designed. These are the points which catch the interest of the reader from a personal point of view. These hold the main thoughts and arguments of the article and provide a general guide in understanding the article. References Hamilton, William. â€Å"How Suburban Design is Failing Teenagers. † World is a Text. 2nd Ed. Ed. Jonathan Silverman and Dean Rader. NJ: Prentice Hall, 2005.

Cirque Du Soleil Human Resource Management Essays

Cirque Du Soleil Human Resource Management Essays Cirque Du Soleil Human Resource Management Essay Cirque Du Soleil Human Resource Management Essay What theories from your text are evident in Cirque du Soleils management of employees? _Select and explain three examples from the readings and explain how they illustrate human relations theory from your readings. _ The management of Cirque de Soleil portrays in every regard the Hawthorne Effect. The attention given to each performer ensured that they would be content in every aspect of their role in the company therefore being extremely productive individuals. The management provides the team with many luxuries such as three on site personal chefs that tend to their dietary needs while performing the rigorous routines. As well, each of the performers numerous tax returns are taken care of, specialized housing accommodations, and personalized career counseling and training services. All of this attention ensures optimum productivity, and creates a scenario that while on tour, each performer has nothing to worry about but their act. Motivating its performers to produce quality work required meeting basic and higher level needs, components of the Hierarchy of Human Needs Model. Starting with the foundation of the model, physiological needs, Cirque De Soleil paid salaries that enabled the performers to have comfortable lifestyles. They also satisfied this need by providing chefs that tended to nutritional needs, and good housing when on the road. Security needs were met by providing numerous benefits such as health insurance, and a 401k plan. Socially, this company made it possible through newsletters such as â€Å"The Ball†, which enabled a social network extending internationally. The mangers also stress that each employee had personal interactions with the performers so they could know them not as a piece of paper but as an individual. The immense popularity world renowned reputation of the show gives the performers a strong sense of esteem. Their performances are commended in media all around the world bringing much prestige to this job title. Finally, programs such as Crossroads helped the performers realize their potential beyond the performance aspect of the business implementing self actualization. Lastly, the reason people joined Cirque de Soleil is because they knew that with them they could achieve whatever goals they had set in front of them. This is known as the expectancy theory. The company provides its performers with every accommodation, previously discussed; they need in order to be successful at their craft. The reward for them is that worldwide recognition, applause from the audience, and a constant improvement on the passion they have chosen to pursue in life. The company stresses self improvement by taking into strong consideration where an employee wishes to be placed. Furthermore, Cirque de Soleil has created an atmosphere in which almost anything is attainable through hard work and dedication. 2) Select three of the following topics. Based on your readings explain one example of each at Cirque du Soleil: {text:list-item} {text:list-item} {text:list-item} {text:list-item} {text:list-item} HR Planning: Performers of Cirque De Soleil, unlike other professions, had a limited career life on stage for as they aged, they were incapable of such tasking acts. Knowing this, the management implemented their own replacement chart, called Crossroads, which focused on each performer, where they presently were, and where they would like to end up working once they were not eligible to be on stage. They took what interests each performer had and enrolled them in courses that would prepare them for the backstage aspects of the business. This sort of forward thinking boosted the drive and motivation of the performers knowing their part in Cirque De Soleil did not end when they could no longer perform. Recruiting/Selecting Employees: Cirque De Soleil did a great job in both the internal and external aspects of recruitment. Internally, the managers created a very close relationship with its employees, taking into consideration their individual ideas for future goals and where they thought they could be most effective. This can be exemplified through Jennifer Dunne, who presented her ideas and aspirations to the mangers and proved herself worthy. Externally, they had talent scouts which travelled the world searching for new talent. They also recruited 1,800 temps per year to assist at the performance venues and interact face to face with the audience. Popularity of Cirque de Soleil grew significantly attracting up to 50,000 resumes per year. To accommodate this massive number of applicants, they created a standardized web based tool which enabled people to apply online. The entire recruitment process became electronically based making the selection process more efficient. Dealing with Conflict: Cirque de Soleil has become an international icon and has expanded its offices around the world. To prevent any conflict, they decentralized their workforce management. By doing this, they are able to accommodate the cultural differences and laws dealing with employees. The Montreal office could not deal with all of these diverse issues on its own. While on tour, a full time HR professional accompanies the performers to aid in any issues such as insurance coverage, immigration, and anything else pertaining to the well being of the tour. Taking these measures surely makes the touring process smooth and avoids many conflicts.

Definition of the Elsewhere Principle in Linguistics

Definition of the Elsewhere Principle in Linguistics In linguistics, the Elsewhere Principle is the proposition that the application of a specific rule or operation overrides the application of a more general rule. Also known as the Subset Principle, the Elsewhere Condition, and the Paninian Principle. American linguist Stephen R. Anderson points out that the Elsewhere Principle is invoked by [Stephen R.] Anderson (1969), [Paul] Kiparsky (1973), [Mark] Aronoff (1976), Anderson (1986), [Arnold M.] Zwicky (1986), etc., with antecedents going back to [the fourth century BC Sanskrit grammarian] PÄ Ã¡ ¹â€¡ini, [19th-century German linguist] Hermann Paul, and probably others (A-Morphous Morphology, 1992). Examples and Observations [T]he basic case of competition in morphology can be characterized by the Elsewhere Principle: a more specific form is preferred over a more general one where both are in principle grammatical. By definition, competitors are those forms that can be used to express the same concepts. It is possible, therefore, that competing structures are generated in different components, in particular, morphology and syntax. A well-known example involves the English comparative affix -er, which must attach to short (maximally bisyllabic) adjectives . . .. This morpheme is in competition with the syntactic modifier more, which can in principle attach to both short and long adjectives, and is therefore the more general form. In the context of short adjectives, the Elsewhere Principle dictates that -er blocks more . . .. (We add (19e) to show that in circumstances where the Elsewhere Principle does not apply more can indeed modify short adjectives.) (19a) Bigger(19b) *Intelligenter(19c) *More big(19d) More intelligent(19e) Bigger means more big This classical application of the Elsewhere Principle demonstrates that a morphological complex can be in competition with a syntactic phrase. . . .It does not seem too much to say that one of the core phenomena of morphology, and perhaps of grammar in general, is that one form can compete with, and hence block, others. The classical cases of such competition involve inflectional morphology as regulated by the Elsewhere Principle. . . . [W]e have argued that there are many more examples of competition, which differ from the classical case in terms of the nature of the candidates and the selecting restraints. (Peter Ackema and Ad Neeleman, Word-Formation in Optimality Theory. Handbook of Word-Formation, ed. by Pavol Ã…  tekauer and Rochelle Lieber. Springer, 2005 Mapping Rules An idiosyncratic mapping rule need not mention a single morpho-syntactic terminal; it can also apply to combinations of (morpho-)syntactic material. For example, next to the mapping rules that associate TOOTH with /tooth/ and PLURAL with /z/, there is a mapping rule which relates [TOOTH PLURAL] to [/teeth/]. This rule can be formulated as follows, where P(X) stands for the phonological realization of a syntactic entity X: If PLURAL selects (a category headed by) TOOTH,then P(TOOTH, PLURAL) /teeth/ Since this mapping rule is more specific than the one that only mentions PLURAL, the elsewhere principle states that the latter is blocked where the former can apply, ruling out *[/tooth/ /z/]. Note that this does not mean that the lexicon contains multiple morpho-syntactic morphemes that represent plurality (there is only one plural affix). (Peter Ackema and Ad Neeleman, Morphological Selection and Representational Modularity. Yearbook of Morphology 2001, ed. by Geert Booij and Jaap van Marle. Kluwer, 2002) Illustration and Qualification Two elements are important in the Elsewhere Principle. First, it inactivates rules in particular cases as a property of the rule system as a whole. Second, it does so in virtue of a logical relationship between rules: entailment between application conditions. The rule that is inactivated by a second rule applying to the same case applies to all cases to which the second rule applies.The English plural is formed by adding a morpheme -s to the end of a stem. A number of words have special plurals, such as goose, which has the plural geese. The existence of the nonregular plural (a remainder of an older plural; formation by means of vowel shift) rules out the regular form *gooses.The rule that assigns geese has the application condition stem goose, which is more specific than the application condition stem X4 for the regular plural formation. It follows by the Elsewhere Principle that the regular rule for plural formation does not apply to goose.There is an important caveat with the Elsewhere Principle: It does not always lead to the right conclusion. It is sometimes possible for the irregular form to coexist with the regular form, and sometimes there is neither an irregular nor a regular form. In these cases, the Elsewhere Principle would predict the absence of a regular form or the presence of a regular form, respectively, predictions that are not borne out by the facts. It follows that in these cases another explanation needs to be sought. (Henk Zeevat, Idiomatic Blocking and the Elsewhere Principle. Idioms: Structural and Psychological Perspectives, ed. by Martin Everaert et al. Lawrence Erlbaum, 1995) Further Reading GrammarMorphologyPhonologyRules of EnglishSyntax

Whether Gill Can Claim the Flat Under Implied Trust Essay

Whether Gill Can Claim the Flat Under Implied Trust - Essay Example The remedy to these issues lies in the law of Property. The law provides for rights over property. Those rights are legal and equitable rights. Trust creates equitable rights. Common law recognizes legal rights. Equitable rights are also enforceable in common law but they are enforceable in personam, i.e. they are enforceable against only a particular person i.e. particular trustee. Whereas legal rights on the property are rights in rem, which are enforceable against anyone. The statute classifies the interest in the property as commercial and family interest. The commercial interest in property is derived generally by buying and selling of the property, such transaction is registered under the law thereby creates legal right over the property. The family interest is the equitable interest like life interest in the property such interest is created by family settlements or formal testimonies like will. The Law of Property Act, 1925 provides for Co-ownership. When two or more persons hold interests in a property their ownership over the property is said to be co-ownership and each of them is called tenants. The term tenant used in this statute differs from that used in the lease. Under the co-ownership, each tenant has the right to live on or share in the property during his or her lifetime. This co-ownership is of two types - Joint Tenancy and Tenancy in common. In case of death of any of co-owners his/her interest is devolved to the surviving tenant. In joint tenancy, the ownership of the property is retained upon all tenants as single ownership. They are not entitled to devolve their share in the property by will but the law permits to dispose of it during a lifetime.

Medical Ethics in the clinical laboratory science Essay

Medical Ethics in the clinical laboratory science - Essay Example The ethical problem will be lying about the capabilities and abilities of john in fulfilling his the new jobs roles. This will dirty the reputation of the manager’s name for a bad recommendation, and it will put john into deep waters for failure to take full charge. The primary stakeholders in the scenario are the laboratory manager and john. The secondary stakeholder is the clinical laboratory that is offering the new job while the tertiary stakeholders are the society and the clinical laboratory science profession (Zhong, 22). Being the manager, the practical alternative is writing a recommendation based on the actual abilities of john. The professional code of ethics addresses the situation and states that the integrity of the profession should be placed above individual and personal interests. As the manager, it is best to mention in the letter, that john is not fit in the position based on his skills level. This enables the manager to work with integrity, respect and competence in accordance with the code of ethics. It is best not to tell john the he was not recommended for the job in order to maintain a peaceful, working environment (Jones, 370). I am a worker working in the night with other technicians in a 300 bed community hospital. One of the co-workers working in the evening shifts is faking the quality control figures. However, after making the realization, I talk to the supervisor about the situation and he tells me to do my work and only mind my business. No one in the department seems to take the quality control matter seriously, yet the errors are avoidable in order to achieve better patient’s results in quality control as well as enhance quality care delivery to the patients. The ethical problem in the scenario is falsification and negligence of the test results yet the supervisors does nothing about it even after being told of the situation in hand. The

William Shakespeare Biography Essay Example for Free

William Shakespeare Biography Essay Who was William Shakespeare? Where was he born? Where did he go to school? How did William Shakespeare live his life from the beginning to the ending? William Shakespeare’s life became a great mystery with lack of evidence to support any findings. His schooling, his family and parents will be revealed in my paper. Who were William Shakespeare’s parents? The parents of Mr. Shakespeare were John Shakespeare and Mary Arden Shakespeare. Mary Arden married William Shakespeare in 1557. Mary was the favorite of eight daughters of the widowed Robert Arden (Absolute Shakespeare, 2000-2005). William Shakespeare’s parents were both uneducated. John Shakespeare had become the Mayor of Stratford were William Shakespeare was born; which I will go into that later in my paper. Mary was never taught to read or write even though she came from a well prominent family (Life Story of William,1999 ). John Shakespeare was born in 1531 while Mary Arden was born in 1540 with a nine year age difference between the both of them. Mary Arden was from a catholic family, while John Shakespeare lived a life as a farmer. The marriage between John and Mary Arden was much of a talked about event (William Shakespeare Site-Map,2005 ). Both came from two different lifestyles with John as a farmer and Mary from a wealthy family it was not likely that the two would grow to love each other the way they did. William Shakespeare was born in 1564, eight years after his mother and father were married. He was born in Stratford, a town south of Warwickshire, England. As nobody really knows his place of birth was at his family home supposedly. William Shakespeare’s education is somewhat of a mystery. There are no records of him attending school, but we know from archives that he did. William Shakespeare started school at the age of seven and stopped going to school at the age of fourteen. He attended King Edward IV grammar school and received very little education there. The school is also known as â€Å" The Kings New School† (William Shakespeare Site-Map,2005). There are also rumors that at the age of eleven William Shakespeare went to grammar school in Stratford, which I assume would be â€Å"The Kings New School†. He studied theatre, acting, as well as Latin literature and history. When Shakespeare left school, which the age is still unknown, he went to work with his father and there is talk that he did take up teaching, but there are no known documentaries of that happening (Literature Network,2006). William Shakespeare met Anne Hathaway in Stratford, England. Shakespeare being eighteen years of age, and Anne Hathaway being twenty-six years old, an eight year difference existed between the two, similar to William Shakespeare’s parents with an age difference of nine years. Anne’s parents were both deceased and she lived with her brothers. Around the time she met Shakespeare she became pregnant, which caused an uproar back then and was talked about. Not being married and bringing a child into this world out of wedlock was not looked upon as something great. On November twenty-seventh 1582 the court issued a marriage license to Shakespeare and Hathaway and they were married on November twenty-eighth 1582, William being eighteen and Hathaway twenty-six years of age. It is believed that Anne Hathaway was William Shakespeare’s first love, but with the pregnancy he was forced into a marriage that he was not ready for. With William Shakespeare being a â€Å"teenage father† he may have felt the pressure of doing right and feeling somewhat overwhelmed with pressure from his family, wife and society to be married. He was out of work with no money to support his wife and child and now unable to attend a University of his choice (In search of Shakespeare,2003 ). Shakespeare and Hathaway went on to have three children in total. A girl named Susanna, and two years later twins: a boy and a girl named Hamnet and Judith. What occurred in Shakespeare’s life between 1583 and 1592, is unknown. It was and still is a mystery. But as archives do reveal Shakespeare was in London in 1592 and was known as the greatest playwright anyone had ever known of. The nine years between is just another mystery that nobody can figure out(Shakespeare Online, Actor and Playwright,1999-2010 ). There is no doubt as of today that William Shakespeare is the greatest writer of English Literature. His plays have been made into movies, books have been written, music has been conducted and published, and if your real lucky you might even be able to see a play of one of his greatest stories  ever told; in which I have seen many movies and read many books. Here are some of my favorite stories ever written; Othello, The Moon of Venice, The Taming of the Shrew, Twelfth Night or What You Will, Julius Caesar, Richard III, Macbeth (which was a favorite in high school), Midsummer Night’s Dream ( I have read that book), Henry V, Hamlet, which I might add Mel Gibson did very well playing that part, and my most favorite love story of all time, Romeo and Juliet. As you can see the title says it all. His mind went to the extreme and with such little education he just knew what his passion was and went for it. William Shakespeare’s children, as mentioned earlier, Susanna, Hamnet and Judith had a much different life of the great English Poet. William Shakespeare’s first born, Susanna, was raised by her mother, Anne. When Susanna turned twenty-four she was to marry a prosperous medical doctor. The wedding was held on June 5th 1607. Susanna had a baby girl eight months after her wedding, so this was William and Anne’s first grandchild (Children and Grandchildren,2005). Shakespeare and Hathaway’s son Hamnet was also raised by his mother. Little is known on the life of Hamnet since it was cut so short. There are no records that he ever attended school, which with his family background, I’m sure there was some type of education. In the late 1500’s an outbreak of the Bubonic Plague occurred, otherwise known as â€Å"Black Death or Black Plague. † Hamnet contracted this deadly disease of unknown sources and died at the age of eleven years old. He was buried where Shakespeare was born, in Stratford, England on the eleventh day of August in 1596 (Children and Grandchildren,2005). Judith the twin of Hamnet was to marry Thomas Quiney who came from a good family. Judith was thirty-one and Thomas was twenty-seven. They were married in Stratford, England on the tenth of February of 1616. A scandalous breakout occurred after the marriage that Quiney had made another girl pregnant. On March 12th the marriage was excommunicated (Children and Grandchildren,2005). The grandchildren of Shakespeare and Hathaway were many. Judith had three children, and Susanna had one daughter. Judith’s sons all died tragically, and very young. All of them boys, first son died at six months old, second son died at the age of twenty-one from the Black Plague, and her other son died the same month from the Black Plague, which would of been in January of 1639. On Judith’s side nobody survived the Shakespeare line. Susanna’s daughter Elizabeth was the only grandchild William Shakespeare ever knew (Children and Grandchildren,2005). William Shakespeare died on the twenty-third of April in 1616 of an illness that to this very day is still a mystery. He was buried on April twenty-fifth at the Holy Trinity Church in Stratford, England. Shakespeare just weeks before his death made his last will and testament. This will involved many people in his life. It started with his daughter Judith, sister Joan, Joan’s three sons, which were his nephews, his granddaughter Elizabeth, to the poor of Stratford, his friends, and his wife Anne. To his first born Susanna and son-in-law Dr. John Hall he left the most of his assets too. Dr. John Hall was the only one who oversaw his final days and treated Mr. William Shakespeare (The Last Will and Testament,2005). I believed he knew he was going to die, maybe just had a sense or a feeling so that is why he started his will weeks before his death, but never told anyone. After all of my research conducted on William Shakespeare I believe he was a great man. He had a hard start at life but with little to no education to having a child with an older woman at the young age of eighteen and being out of work and with very little hope of his future he managed to beat the odds that were against him. With his knowledge, determination and confidence he overcame all of his setbacks to become one of the world’s greatest English poet. To this very day his poems and stories are still taught in middle schools, high schools and college. References Absolute Shakespeare. 200-2005. Shakespeare’s Biography. Website: http://absoluteshakespeare. com/trivia/biography/shakespeare_biography. htm The Early Life Story of William Shakespeare Stratford, England, 1564-1569. Who was William Shakespeare’s parents. 1999. Website: http://www. englishhistory. info/Shakespeare/index. html The Parents of William Shakespeare. 2005. William Shakespeare Site-Map. Website: http://www. william-shakespeare. info/william-shakespeare-biography-mother- and-father. htm The Literature Network. 2006. William Shakespeare. Website: http://www. online-literature. com/shakespeare/ In Search of Shakespeare. 2003. William marries Anne Hathaway. Website: http://www. pbs. org/shakespeare/events/event92. html Shakespeare Online. 1999-2010. Shakespeare the Actor and Playwright. Website: http://www. shakespeare-online. com/biography/shakespeareparents. html William Shakespeare His Children Grandchildren. 2005. William Shakespeare Site-Map. Website: http://www. william-shakespeare. info/william-shakespeare-children-and- grandchildren. htm The Last Will and Testament of William Shakespeare. 2005. William Shakespeare Site-Map. Website: http://www. william-shakespeare. info/william-shakespeare-the-will. htm.

Distinctly Canadian :: essays research papers

Distinctly Canadian Canada, federated country of North America, bounded on the north by the Arctic Ocean; on the northeast by Baffin Bay and Davis Strait, which separate it from Greenland; on the east by the Atlantic Ocean; on the south by the United States; and on the west by the Pacific Ocean and Alaska. Canada is the world's second largest country, surpassed in size only by Russia. Canada has a total area of 9,970,610 sq. km (3,849,652 sq. mi), of which 755,180 sq. km (291,575 sq. mi) is covered by bodies of fresh water such as rivers and lakes (Canadian Encyclopaedia, 1988). Canada contains great reserves of natural resources, notably timber, petroleum, natural gas, metallic minerals, and fish. The name Canada is derived from an Iroquoian term meaning "village" or "community." In Canada we have many images, practices, and items that make us one of the best, younger countries in the world. In such a short time for a country to exist, we have many images that make us very culturally rich in everyway. Probably the most important images, practices, and items come for our friend, the American Indians (or Native Americans). They were a definite asset to Canada's cultural growth. The American Indians came into Canada in a series of migrations that occurred during the last stages of the Pleistocene Ice Age, Mongoloid peoples from Asia entered North America, probably crossing the Bering Strait. Gradually they spread over the continent and into South America. By 1600, more than 250,000 of their aboriginal descendants inhabited what is now Canada. Developing a Stone Age economy, they hunted, fished, and gathered food and, in warmer areas, also farmed. The basic social unit was the band, which varied from a few families to several hundred people. In areas of higher settlement density, bands were organized into tribes and even larger units. The largest linguistic group was the Algonquian, which included migratory hunting tribes such as the Cree and Naskapi in the eastern subarctic region and the Abenaki and Micmac in the eastern woodlands on the coast. By the 18th century, Algonquians had spread west, where Ottawa, Ojibwa, Blackfoot, Plains Cree, and others roamed the prairies and plains in search of buffalo. The Iroquoian speaking tribes the Huron and the Iroquois—lived in permanent farm settlements and had a highly developed tribal organization in the St. Lawrence Valley and around Lakes Ontario and Erie (Canadian Encyclopaedia, 1988). Tribes of Salishan, Athabascan, and other linguistic groups occupied fishing villages along the rivers of interior British Columbia. On the Pacific coast, Salishan tribes, such as the Bellacoola, and related Wakashan-speaking tribes—the Kwakiutl and Nootka—developed a rich culture, based on salmon fishing,

The Dark Side of Customer Analytics

HBR CASE STUDY AND COMMENTARYHow can these companies leverage the customer data responsibly? The Dark Side of Customer Analytics Four commentators offer expert advice. by Thomas H. Davenport and Jeanne G. Harris Reprint R0705A An insurance company finds some intriguing patterns in the loyalty card data it bought from a grocery chain—the correlation between condom sales and HIV-related claims, for instance. How can both companies leverage the data responsibly? HBR CASE STUDY The Dark Side of Customer Analytics COPYRIGHT  © 2007 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Thomas H. Davenport and Jeanne G. Harris Laura Brickman was glad she was almost done grocery shopping. The lines at the local ShopSense supermarket were especially long for a Tuesday evening. Her cart was nearly over? owing in preparation for several days away from her family, and she still had packing to do at home. Just a few more items to go: â€Å"A dozen eggs, a half gallon of orange juice, and—a box of Dip & Dunk cereal? † Her sixyear-old daughter, Maryellen, had obviously used the step stool to get at the list on the counter and had scrawled her high-fructose emand at the bottom of the paper in brightorange marker. Laura made a mental note to speak with Miss Maryellen about what sugary cereals do to kids’ teeth (and to their parents’ wallets). Taking care not to crack any of the eggs, she squeezed the remaining items into the cart. She wheeled past the ShopSense Summer Fun displays. â€Å"Do we need more sunscreen? † L aura wondered for a moment, before deciding to go without. She got to the checkout area and waited. As regional manager for West Coast operations of IFA, one of the largest sellers of life and health insurance in the United States, Laura ormally might not have paid much attention to Shop-Sense’s checkout procedures—except maybe to monitor how accurately her purchases were being rung up. But now that her company’s fate was intertwined with that of the Dallas-based national grocery chain, she had less motivation to peruse the magazine racks and more incentive to evaluate the scanning and tallying going on ahead of her. Some 14 months earlier, IFA and ShopSense had joined forces in an intriguing venture. Laura for years had been interested in the idea of looking beyond the traditional sources of customer data that insurers ypically used to set their premiums and develop their products. She’d read every article, book, and Web site she HBR’s cases, whic h are ? ctional, present common managerial dilemmas and offer concrete solutions from experts. harvard business review †¢ may 2007 page 1 H BR C A SE S T UDY †¢Ã¢â‚¬ ¢ †¢T he Dark Side of Customer Analytics Thomas H. Davenport ([email  protected] babson. edu) is the President’s Distinguished Professor of Information Technology and Management at Babson College, in Wellesley, Massachusetts, and the director of research for Babson Executive Education. Jeanne G. Harris (jeanne. g. [email  protected] com) is an executive research fellow and a director of research at the Accenture Institute for High-Performance Business. She is based in Chicago. Davenport and Harris are the coauthors of Competing on Analytics (Harvard Business School Press, 2007). page 2 could ? nd on customer analytics, seeking to learn more about how organizations in other industries were wringing every last drop of value from their products and processes. Casinos, credit card companies, even s taid old insurance ? rms were joining airlines, hotels, and other service-oriented businesses in gathering nd analyzing speci? c details about their customers. And, according to recent studies, more and more of those organizations were sharing their data with business partners. Laura had read a pro? le of ShopSense in a business publication and learned that it was one of only a handful of retailers to conduct its analytics in-house. As a result, the grocery chain possessed sophisticated data-analysis methods and a particularly deep trove of information about its customers. In the article, analytics chief Steve Worthington described how the organization employed a pattern-based approach to issuing coupons. The marketing department understood, for instance, that after three months of purchasing nothing but WayLess bars and shakes, a shopper wasn’t susceptible to discounts on a rival brand of diet aids. Instead, she’d probably respond to an offer of a free doughnut or pastry with the purchase of a coffee. The company had even been experimenting in a few markets with what it called Good-Sense messages—bits of useful health information printed on the backs of receipts, based partly on customers’ current and previous buying patterns. Nutritional analyses of some customers’ most recent purchases were eing printed on receipts in a few of the test markets as well. Shortly after reading that article, Laura had invited Steve to her of? ce in San Francisco. The two met several times, and, after some fevered discussions with her bosses in Ohio, Laura made the ShopSense executive an offer. The insurer wanted to buy a small sample of the grocer’s customer lo yalty card data to determine its quality and reliability; IFA wanted to and out if the ShopSense information would be meaningful when stacked up against its own claims information. With top management’s blessing, Steve and his team had agreed to provide IFA with ten ears’ worth of loyalty card data for customers in southern Michigan, where ShopSense had a high share of wallet—that is, the supermarkets weren’t located within ? ve miles of a â€Å"club† store or other major rival. Several months after receiving the tapes, analysts at IFA ended up ?nding some fairly strong correlations between purchases of unhealthy products (highsodium, high-cholesterol foods) and medical claims. In response, Laura and her actuarial and sales teams conceived an offering called Smart Choice, a low-premium insurance plan aimed at IFA customers who didn’t indulge. Laura was ? ing the next day to IFA’s headquarters in Cincinnati to meet with members of the senior team. She would be seeking their approval to buy more of the ShopSense data; she wanted to continue mining the information and re? ning IFA’s pricing and marketing efforts. Laura understood it might be a tough sell. After all, her industry wasn’t exactly known for embracing radical change—even with proof in hand that change could work. The make-or-break issue, she thought, would be the reliability and richness of the data. â€Å"Your CEO needs to hear only one thing,† Steve had told her several days earlier, while they were comparing notes. Exclusive rights to our data will give you information that your competitors won’t be able to match. No one else has the historical data we have or as many customers nationwide. † He was right, of course. Laura also knew that if IFA decided not to buy the grocer’s data, some other insurer would. â€Å"Paper or plastic? † a young boy was asking. Laura had ? nally made it to front of the line. â€Å"Oh, paper, please,† she replied. The cashier scanned in the groceries and waited while Laura swiped her card and signed the touch screen. Once the register printer had stopped chattering, the cashier curled the long strip of aper into a thick wad and handed it to Laura. â€Å"Have a nice night,† she said mechanically. Before wheeling her cart out of the store into the slightly cool evening, Laura brie? y checked the total on the receipt and the information on the back: coupons for sunblock and a reminder about the importance of UVA and UVB protection. Tell It to Your Analyst â€Å"No data set is perfect, but based on what we’ve seen already, the ShopSense info could be a pretty rich source of insight for us,† Archie Stetter told the handful of executives seated around a table in one of IFA’s recently renovated conference rooms. Laura nodded in agreement, silently cheering on the insurance harvard business review †¢ may 2007 T he Dark Side of Customer Analytics †¢Ã¢â‚¬ ¢ †¢H BR C A SE S T UDY company’s uberanalyst. Archie had been invaluable in guiding the pilot project. Laura had ? own in two days ahead of the meeting and had sat down with the chatty statistics expert and some members of his team, going over results and gauging their support for continuing the relationship with ShopSense. â€Å"Trans fats and heart disease—no surprise there, I guess,† Archie said, using a laser pointer to direct the managers’ attention to a PowerPoint slide projected on the wall. How about this, though: Households that purchase both bananas and cashews at least quarterly seem to show only a negligible risk of developing Parkinson’s and MS. † Archie had at ? rst been skeptical about the quality of the grocery chain’s data, but ShopSense’s well of informati on was deeper than he’d imagined. Frankly, he’d been having a blast slicing and dicing. Enjoying his moment in the spotlight, Archie went on a bit longer than he’d intended, talking about typical patterns in the purchase of certain over-the-counter medications, potential leading indicators for diabetes, and other statistical curiosities. Laura noted that as Archie’s presentation wore on, CEO Jason Walter was jotting down notes. O. Z. Cooper, IFA’s general counsel, began to clear his throat over the speakerphone. Laura was about to rein in her stats guy when Rusty Ware, IFA’s chief actuary, addressed the group. â€Å"You know, this deal isn’t really as much of a stretch as you might think. † He pointed out that the company had for years been buying from information brokers lists of customers who purchased speci? c drugs and products. And IFA was among the best in the industry at evaluating external sources of data (credit histories, demographic studies, analyses f socioeconomic status, and so on) to predict depression, back pain, and other expensive chronic conditions. Prospective IFA customers were required to disclose existing medical conditions and information about their personal habits—drinking, smoking, and other high-risk activities—the actuary reminded the group . The CEO, meanwhile, felt that Rusty was overlooking an important point. â€Å"But if we’re ?nding patterns where our rivals aren’t even looking, if we’re coming up with proprietary health indicators—well, that would be a huge hurdle for everyone else to get over,† Jason noted. arvard business review †¢ may 2007 Laura was keeping an eye on the clock; there were several themes she still wanted to hammer on. Before she could follow up on Jason’s comments, though, Geneva Hendrickson, IFA’s senior vice president for ethics and corporate responsibility, posed a blue-sky question to the group: â€Å"Take the fruit-and-nut stat Archie cited. Wouldn’t we have to share that kind of information? As a bene? t to society? † Several managers at the table began talking over one another in an attempt to respond. â€Å"Correlations, no matter how interesting, aren’t conclusive evidence of causality,† someone said. Ev en if a correlation doesn’t hold up in the medical community, that doesn’t mean it’s not useful to us,† someone else suggested. Laura saw her opening; she wanted to get back to Jason’s point about competitive advantage. â€Å"Look at Progressive Insurance,† she began. It was able to steal a march on its rivals simply by recognizing that not all motorcycle owners are created equal. Some ride hard (young bikers), and some hardly ride (older, middle-class, midlife crisis riders). â€Å"By putting these guys into different risk pools, Progressive has gotten the rates right,† she said. â€Å"It wins all the business with the safe set by offering low remiums, and it doesn’t lose its shirt on the more dangerous set. † Then O. Z. Cooper broke in over the speakerphone. Maybe the company should formally position Smart Choice and other products and marketing programs developed using the Shop-Sense data as opt in, he wondered. A lot of people signed up when Progressive gave discounts to customers who agreed to put devices in their cars that would monitor their driving habits. â€Å"Of course, those customers realized later they might pay a higher premium when the company found out they routinely exceeded the speed limit—but that’s not a legal problem,† O. Z. noted. None of the states that IFA did business in had laws prohibiting the sort of data exchange ShopSense and the insurer were proposing. It would be a different story, however, if the company wanted to do more business overseas. At that point, Archie begged to show the group one more slide: sales of prophylactics versus HIV-related claims. The executives continued taking notes. Laura glanced again at the clock. No one seemed to care that they were going a little over. â€Å"Exclusive rights to our data will give you information that your competitors won’t be able to match. No one else has the historical data we have. † page 3 H BR C A SE S T UDY †¢Ã¢â‚¬ ¢ †¢T he Dark Side of Customer Analytics Data Decorum â€Å"Customers find out, they stop using their cards, and we stop getting the information that drives this whole train. † page 4 Rain was in the forecast that afternoon for Dallas, so Steve Worthington decided to drive rather than ride his bike the nine and a half miles from his home to ShopSense’s corporate of? ces in the Hightower Complex. Of course, the gridlock made him a few minutes late for the early morning meeting with ShopSense’s executive team. Lucky for him, others had been held up by the traf? c as well. The group gradually came together in a lightly cluttered room off the main hallway on the 18th ? oor. One corner of the space was being used to store prototypes of regional instore displays featuring several members of the Houston Astros’ pitching staff. â€Å"I don’t know whether to grab a cup of coffee or a bat,† Steve joked to the other s, gesturing at the life-size cardboard cutouts and settling into his seat. Steve was hoping to persuade CEO Donna Greer and other members of the senior team to approve the terms of the data sale to IFA. He was pretty con? dent he had majority support; he had already spoken individually with many of the top executives. In those one-onone conversations, only Alan Atkins, the grocery chain’s chief operations of? cer, had raised any signi? cant issues, and Steve had dealt patiently with each of them. Or so he thought. At the start of the meeting, Alan admitted he still had some concerns about selling data to IFA at all. Mainly, he was worried that all the hard work the organization had done building up its loyalty program, honing its analytical chops, and maintaining deep customer relationships could be undone in one fell swoop. â€Å"Customers ? nd out, they stop using their cards, and we stop getting the information that rives this whole train,† he said. Steve reminded Alan that IFA had no interest in revealing its relationship with the grocer to customers. There was always the chance an employee would let something slip, but even if that happened, Steve doubted anyone would be shocked. â€Å"I haven’t heard of anybody canceling based on any of our other card-driven marketing p rograms,† he said. â€Å"That’s because what we’re doing isn’t visible to our customers—or at least it wasn’t until your recent comments in the press,† Alan grumbled. There had been some tension within the group about Steve’s contribution to everal widely disseminated articles about ShopSense’s embrace of customer analytics. â€Å"Point taken,† Steve replied, although he knew that Alan was aware of how much positive attention those articles had garnered for the company. Many of its card-driven marketing programs had since been deemed cuttingedge by others in and outside the industry. Steve had hoped to move on to the ? nancial bene? ts of the arrangement, but Denise Baldwin, ShopSense’s head of human resources, still seemed concerned about how IFA would use the data. Speci? cally, she wondered, would it identify individual consumers as employees of particular companies? She reminded the group that some big insurers had gotten into serious trouble because of their pro? ling practices. IFA had been looking at this relationship only in the context of individual insurance customers, Steve explained, not of group plans. â€Å"Besides, it’s not like we’d be directly drawing the risk pools,† he said. Then Steve began distributing copies of the spreadsheets outlining the ? ve-year returns ShopSense could realize from the deal. â€Å"‘Directly’ being the operative word here,† Denise noted wryly, as she took her copy and passed the rest around. Parsing the Information It was 6:50 pm, and Jason Walters had canceled his session with his personal trainer— again—to stay late at the of? ce. Sammy will understand, the CEO told himself as he sank deeper into the love seat in his of? ce, a yellow legal pad on his lap and a pen and cup of espresso balanced on the arm of the couch. It was several days after the review of the ShopSense pilot, and Jason was still weighing the risks and bene? ts of taking this business relationship to the next stage. He hated to admit how giddy he was— almost as gleeful as Archie Stetter had been— about the number of meaningful correlations the analysts had turned up. Imagine what that guy could do with an even larger data set,† O. Z. Cooper had commented to Jason after the meeting. Exclusive access to ShopSense’s data would give IFA a leg up on competitors, Jason knew. It could also provide the insurer with proprietary insights into the food-related drivers of disease. The deal was cer tainly legal. And even in the court of public opinion, people understood that insurers had to perform risk analyses. It wasn’t the same as when that harvard business review †¢ may 2007 T he Dark Side of Customer Analytics †¢Ã¢â‚¬ ¢ †¢H BR C A SE S T UDY online bookseller got into trouble for charging ustomers differently based on their shopping histories. But Jason also saw dark clouds on the horizon: What if IFA took the pilot to the next level and found out something that maybe it was better off not knowing? As he watched the minute hand sweep on his wall clock, Jason wondered what risks he might be taking without even realizing it. †¢Ã¢â‚¬ ¢Ã¢â‚¬ ¢ Donna Greer gently swirled the wine in her glass and clinked the stemware against her husband’s. The two were attending a wine tasting hosted by a friend. The focus was on varieties from Chile and other Latin American countries, and Donna and Peter had yet to ? nd a sample they didn’t like. But despite the lively patter of the event and the plentiful food. Donna couldn’t keep her mind off the IFA deal. â€Å"The big question is, Should we be charging more? † she mused to her husband. ShopSense was already selling its scanner data to syndicators, and, as her CFO had reminded her, the company currently made more money from selling information than from selling meat. Going forward, all ShopSense would have to do was send IFA some tapes each month and collect a million dollars annually harvard business review †¢ may 2007 of pure pro? t. Still, the deal wasn’t without risks: By selling the information to IFA, it ight end up diluting or destroying valuable and hard-won customer relationships. Donna could see the headline now: â€Å"Big Brother in Aisle Four. † All the more reason to make it worth our while, she thought to herself. Peter urged Donna to drop the issue for a bit, as he scribbled his comments about the wine they’d just samp led on a rating sheet. â€Å"But I’ll go on record as being against the whole thing,† he said. â€Å"Some poor soul puts potato chips in the cart instead of celery, and look what happens. † â€Å"But what about the poor soul who buys the celery and still has to pay a fortune for medical overage,† Donna argued, â€Å"because the premiums are set based on the people who can’t eat just one? † â€Å"Isn’t that the whole point of insurance? † Peter teased. The CEO shot her husband a playfully peeved look—and reminded herself to send an e-mail to Steve when they got home. What if IFA took the pilot to the next level and found out something that maybe it was better off not knowing? How can these companies leverage the customer data responsibly? †¢ Four commentators offer expert advice. See Case Commentary page 5 T he Dark Side of Customer Analytics †¢ H BR C A SE S T UDY C ase Commentary by George L. Jones How can these companies leverage the customer data responsibly? The message coming from both IFA and ShopSense is that any marketing opportunity is valid—as long as they can get away with it. page 6 Sure, a customer database has value, and a company can maximize that value in any number of ways—growing the database, mining it, monetizing it. Marketers can be tempted, despite pledges about privacy, to use collected information in ways that seem attractive but may ultimately damage relationships with customers. The arrangement proposed in this case study seems shortsighted to me. Neither company seems to particularly care about its customers. Instead, the message coming from the senior teams at both IFA and ShopSense is that any marketing opportunity is valid—as long as they can get away with it legally and customers don’t ? gure out what they’re doing. In my company, this pilot would never have gotten off the ground. The culture at Borders is such that the managers involved would have just assumed we wouldn’t do something like that. Like most successful retail companies, our organization is customer focused; we’re always trying to see a store or an offer or a transaction through the customer’s eyes. It was the same way at both Saks and Target when I was with those companies. At Borders, we’ve built up a signi? cant database through our Borders Rewards program, which in the past year and a half has grown to 17 million members. The data we’re getting are hugely important as a basis for serving customers more effectively (based on their purchase patterns) and as a source of competitive advantage. For instance, we know that if somebody buys a travel guide to France, that person might also be interested in reading Peter Mayle’s A Year in Provence. But we assure our customers up front that their information will be handled with the utmost respect. We carefully control the content and frequency of even our own ommunications with Rewards members. We don’t want any offers we present to have negative connotations—for instance, we avoid bombarding people with e-mails about a product they may have absolutely no interest in. I honestly don’t think these companies have hit upon a responsible formula for mining and sharing cust omer data. If ShopSense retained control of its data to some degree—that is, if the grocer and IFA marketed the Smart Choice program jointly, and if any offers came from ShopSense (the partner the customer has built up trust with) rather than the insurance company (a stranger, so to speak)—the relationship could work. Instead of ceding complete control to IFA, ShopSense could be somewhat selective and send offers to all, some, or none of its loyalty card members, depending on how relevant the grocer believed the insurance offer would be to a particular set of customers. A big hole in these data, though, is that people buy food for others besides themselves. I rarely eat at home, but I still buy tons of groceries—some healthy, some not so healthy— for my kids and their friends. If you looked at a breakdown of purchases for my household, you’d say â€Å"Wow, they’re consuming a lot. † But the truth is, I hardly ever eat a bite. That may e an extreme example, but it suggests that IFA’s correlations may be ? awed. Both CEOs are subjecting their organizations to a possible public relations backlash, and not just from the ShopSense customers whose data have been dealt away to IFA. Every ShopSense customer who hears about the deal, loyalty card member or not, is going to lose trust in the company. IFA’s customers might also think twice about their relationship with the insurer. And what about the employees in each company who may be uncomfortable with what the companies are trying to pull off? The corporate cultures suffer. What the companies are proposing here is ery dangerous—especially in the world of retail, where loyalty is so hard to win. Customers’ information needs to be protected. George L. Jones is the president and chief executive officer of Borders Group, a global retailer of books, music, and movies based in Ann Arbor, Michigan. harvard business review †¢ may 2007 T he Dark Side of Customer Analytics †¢ H BR C A SE S T UDY C ase Commentary by Katherine N. Lemon How can these companies leverage the customer data responsibly? Customer analytics are effective precisely because firms do not violate customer trust. harvard business review †¢ may 2007 As the case study illustrates, companies will o on be able to create fairly exhaustive, highly accurate pro? les of customers without having had any direct interaction with them. They’ll be able to get to know you intimately without your knowledge. From the consumer’s perspective, this trend raises several big concerns. In this ? ctional account, for instance, a shopper’s grocery purchases may directly in? uence the availability or price of her life or health insurance products—and not necessarily in a good way. Although the customer, at least tacitly, consented to the collection, use, and transfer of her purchase data, the real issue here is the nintended and uncontemplated use of the information (from the customer’s point of view). Most customers would probably be quite surprised to learn that their personal information could be used by companies in a wholly unrelated industry and in other ways that aren’t readily foreseeable. If consumers lose trust in ? rms that collect, analyze, and utilize their information, they will opt out of loyalty and other data-driven marketing programs, and we may see more regulations and limitations on data collection. Customer analytics are effective precisely because ? rms do not violate customer trust. People believe that retail and other organizations will use their data wisely to enhance their experiences, not to harm them. Angry customers will certainly speak with their wallets if that trust is violated. Decisions that might be made on the basis of the shared data represent another hazard for consumers—and for organizations. Take the insurance company’s use of the grocer’s loyalty card data. This is limited information at best and inaccurate at worst. The ShopSense data re? ect food bought but not necessarily consumed, and individuals buy food at many stores, not just one. IFA might end up drawing rroneous conclusions—and exacting unfair rate increases. The insurer’s general counsel should investigate this deal. Another concern for consumers is what I call â€Å"battered customer syndrome. † Market analytics allow companies to identify their best and worst customers and, consequently, to pay special attention to those deemed to be the mo st valuable. Looked at another way, analytics enable ? rms to understand how poorly they can treat individual or groups of customers before those people stop doing business with them. Unless you are in the top echelon of customers— those with the highest lifetime value, say—you ay pay higher prices, get fewer special offers, or receive less service than other consumers. Despite the fact that alienating 75% to 90% of customers may not be the best idea in the long run, many retailers have adopted this â€Å"top tier† approach to managing customer relationships. And many customers seem to be willing to live with it—perhaps with the unrealistic hope that they may reach the upper echelon and reap the ensuing bene? ts. Little research has been done on the negative consequences of using marketing approaches that discriminate against customer segments. Inevitably, however, customers will ecome savvier about analytics. They may become less tolerant and take their business (and information) elsewhere. If access to and use of customer data are to remain viable, organizations must come up with ways to address customers’ concerns about privacy. What, then, should IFA and ShopSense do? First and foremost, they need to let customers opt in to their data-sharing arrangement. This would address the â€Å"unintended use of data† problem; customers would understand exactly what was being done with their information. Even better, both ? rms would be engaging in trust-building—versus trust-eroding—activities with customers. The esult: improvement in the bottom line and in the customer experience. Katherine N. Lemon (kay. [email  protected] edu) is an associate professor of marketing at Boston College’s Carroll School of Management. Her expertise is in the areas of customer equity, customer management, and customer-based marketing strategy. page 7 T he Dark Side of Customer Analytics †¢ H BR C A SE S T UDY C ase Commentary by David Norton How can these companies leverage the customer data responsibly? Would customers feel comfortable with the data-sharing arrangement if they knew about it? page 8 Transparency is a critical component of any loyalty card program. The value proposition must be clear; customers must know what they’ll get for allowing their purchase behavior to be monitored. So the question for the CEOs of ShopSense and IFA is, Would customers feel comfortable with the data-sharing arrangement if they knew about it? ShopSense’s loyalty card data are at the center of this venture, but the grocer’s goal here is not to increase customer loyalty. The value of its relationship with IFA is solely ? nancial. The company should explore whether there are some customer data it should exclude from the transfer—information that could be perceived as exceedingly sensitive, such as pharmacy and lcohol purchases. It should also consider doing market research and risk modeling to evaluate customers’ potential reaction to the data sharing and the possible downstream effect of the deal. The risk of consumer backlash is lower for IFA than for ShopSense, given the information the insurance company already purchase s. IFA could even put a positive spin on the creation of new insurance products based on the ShopSense data. For instance, so-called healthy purchases might earn customers a discount on their standard insurance policies. The challenge for the insurer, however, is that there is no proven correlation between the urchase of certain foods and fewer health problems. IFA should continue experimenting with the data to determine their richness and predictive value. Some companies have more leeway than others to sell or trade customer lists. At Harrah’s, we have less than most because our customers may not want others to know about their gaming and leisure activities. We don’t sell information, and we don’t buy a lot of external data. Occasionally, we’ll buy demographic data to ? ne-tune our marketing messages (to some customers, an offer of tickets to a live performance might be more interesting than a dining discount, for example). But we think the internal transactional data are much more important. We do rely on analytics and models to help us understand existing customers and to encourage them to stick with us. About ten years ago, we created our Total Rewards program. Guests at our hotels and casinos register for a loyalty card by sharing the information on their driver’s license, such as their name, address, and date of birth. Each time they visit one of our 39 properties and use their card, they earn credits that can be used for food and merchandise. They also earn Tier Credits that give them higher status in the program and ake them eligible for differentiated service. With every visit, we get a read on our customers’ preferences—the types of games they play, the hotels and amenities they favor, and so on. Those details are stored in a central database. The company sets rules for what can be done with the information. For instance, managers at any one of our properties can execute th eir own marketing lists and programs, but they can target only customers who have visited their properties. If they want to dip into the overall customer base, they have to go through the central relationship-marketing group. Some of the information captured in ur online joint promotions is accessible to both Harrah’s and its business partners, but the promotions are clearly positioned as opt in. We tell customers the value proposition up front: Let us track your play at our properties, and we can help you enjoy the experience better with richer rewards and improved service. They understand exactly what we’re capturing, the rewards they’ll get, and what the company will do with the information. It’s a win-win for the company and for the customer. Companies engaging in customer analytics and related marketing initiatives need to keep â€Å"win-win† in mind when collecting and andling customer data. It’s not just about what the information can do for you; it’s about what you can do for the customer with the information. David Norton ([email  protected] com) is the senior vice president of relationship marketing at Harrah’s Entertainment, based in Las Vegas. harvard business review †¢ may 2007 T he Dark Side of Customer Analytics †¢ H BR C A SE S T UDY C ase Commentary by Michael B. McCallister How can these companies leverage the customer data responsibly? When the tougher, grayarea decisions need to be made, each person has to have the company’s core principles and values in ind. harvard business review †¢ may 2007 Companies that can capitalize on the information they get from their customers hold an advantage over rivals. But as the ? rms in the case study are realizing, there are also plenty of risks involved with using these data. Instead of pulling back the reins, organizations should be nudging customer analytics forward, keeping in mind one critical point: Any collection, anal ysis, and sharing of data must be conducted in a protected, permission-based environment. Humana provides health bene? t plans and related health services to more than 11 million embers nationwide. We use proprietary datamining and analytical capabilities to help guide consumers through the health maze. Like IFA, we ask our customers to share their personal and medical histories with us (the risky behaviors as well as the good habits) so we can acquaint them with programs and preventive services geared to their health status. Customer data come to us in many different ways. For instance, we offer complimentary health assessments in which plan members can take an interactive online survey designed to measure how well they’re taking care of themselves. We then suggest ways they can reduce their health risks or treat their existing conditions more effectively. We closely monitor our claims information and use it to reach out to people. In our Personal Nurse program, for example, we’ll have a registered nurse follow up with a member who has ? led, say, a diabetes-related claim. Through phone conversations and e-mails, the RN can help the plan member institute changes to improve his or her quality of life. All our programs require members to opt in if the data are going to be used in any way that would single a person out. Regardless of your industry, you have to start with that. One of the biggest problems in U. S. health care today is obesity. So would it be useful for our company to look at grocery-purchasing patterns, as the insurance company in the case study does? It might be. I could see the upside of using a grocer’s loyalty card data to develop a wellness-based incentive program for insurance customers. (We would try to ? nd a way to build positives into it, however, so customers would look at the interchange and say â€Å"That’s in my best interest; thank you. †) But Humana certainly wouldn’t enter into any kind of datatransfer arrangement without ensuring that our customers’ personal information and the ntegrity of our relationship with them would be properly protected. In health care, especially, this has to be the chief concern—above and beyond any patterns that might be revealed and the sort of competitive edge they might provide. We use a range of industry standard security measures, including encryptio n and ? rewalls, to protect our members’ privacy and medical information. Ethical behavior starts with the CEO, but it clearly can’t be managed by just one person. It’s important that everyone be reminded often about the principles and values that guide the organization. When business opportunities come along, they’ll be screened according to those standards—and the decisions will land right side up every time. I can’t tell people how to run their meetings or who should be at the table when the tougher, grayarea decisions need to be made, but whoever is there has to have those core principles and values in mind. The CEOs in the case study need to take the â€Å"front page† test: If the headline on the front page of the newspaper were reporting abuse of customer data (yours included), how would you react? If you wouldn’t want your personal data used in a certain way, chances are your customers wouldn’t, either. Michael B. McCallister ([email  protected] com) is the president and CEO of Humana, a health benefits company based in Louisville, Kentucky. Reprint R0705A Case only R0705X Commentary only R0705Z To order, call 800-988-0886 or 617-783-7500 or go to www. hbrreprints. org page 9 To Order For Harvard Business Review reprints and subscriptions, call 800-988-0886 or 617-783-7500. Go to www. hbrreprints. org For customized and quantity orders of Harvard Business Review article reprints, call 617-783-7626, or e-mail [email  protected] harvard. edu www. hbrreprints. org U. S. and Canada 800-988-0886 617-783-7500 617-783-7555 fax

African American Essay Essay

African American literature is captivating, powerful, spiritual, and emotional. The recurring theme is slavery but there are others such as inequality among sexes and races, injustice, resentment, and the strong belief in religion. These pieces of literature have been told by the individuals who went through the experience of slavery such as Frederick Douglass and others, like Jamaica Kincaid who have a passion for writing. The writers who experienced slavery themselves had differing views of their experience and relationship with their master. These pieces of literature share the pain, strength, heartache and will to go that each of these individuals experienced. The first reading is, To My Old Master, by Jourdan Anderson. This piece of literature is Anderson’s response to a letter he has received from his old master. It is a compelling story about how terrible and bad the Whites treated the African Americans. The master want’s Anderson and his family to come back and work for him. He reminds the master about how poorly they were treated while working for him. Anderson states, â€Å"Although you shot at me twice before I left you, I did not want to hear of your being hurt, and am glad you are still living. † (1865, p. 15). Anderson tells the master that he is making money and his family is living and doing well. He even expresses that his children are receiving an education now. It is very apparent to the reader that Anderson’s wife does not want to return and work for the master. â€Å"Mandy says she would be afraid to go back without some proof that you were disposed to treat us justly and kindly; and we have concluded to test your sincerity by asking you to send us our wages for the time we served you. † (1865, p. 16). Anderson remembers how horribly the woman and girls were treated, and he will never allow his daughters to go through that experience. â€Å"I would stay here and starve- and die, if it come to that- than to have my girls brought to shame by the violence and wickedness of their young masters. † (1865, p. 16) The end of the story the reader still feels Anderson’s resentment and bitterness toward the master. The next story and the one piece I enjoyed the most is, â€Å"White Folks Treated Us Good† by Marriah Hines. Hines states, â€Å"My white people treated us decent. † (p. 32). She goes onto further explain how her master feed, dressed, and kept them well. Hines explains how terrible master’s treated other slaves. â€Å"Some unfortunate individuals practically have nothing to eat. Why, the way their owners treated them was disgraceful treated them like felines and canines† (Hines, p. 32). Hines sounds fortunate and lucky to have worked for her master. The master gave the slaves Sunday off to rest and even allowed them to attend Church. Unlike other slaves Hines was never raped, beaten, or treated in a physical horrible way. The compelling part of this piece occured when the slaves were allowed to leave; most of them choose to stay. â€Å"Most of us stayed right there and raised our own crops. † (p. 34). Hines knew of her freedom but believed in her loyalty to her master and his family. The master provided her with assistance and support. A rare occurrence to read an African American piece of literature that speaks of a master in a positive and respectful manner. This master was a different man of his time. He did not take advantage of his slaves or treat them in a horrendous manner. This master used his slaves to care and run his property but treated them with respect and dignity, they deserved. Hines went onto, marry Benjamin F. Hines and give birth to five children. The last piece of literature is, â€Å"If We Must Die† by Claude McKay. This poem is about how horribly and disgusting Whites treated African Americans. It is written about the race riots in 1919. It describes the strength of the African Americans standing up to the Whites even if it ultimately meant dying. McKay states, â€Å"Like men we’ll face the murderous, cowardly pack, pressed to the wall, dying but fighting back! † (p. 378). This poem exemplifies the bravery and the will to fight for what is right otherwise these people would have been beaten and killed for the rest of their lives. There will always be a presence of racism in the world and specifically in the United States of America. Still today African Americans are treated equally as Whites. Although we as a country have come a very long way there is still work to be done. The more we educate people the less we will experience ignorance. The hate and the idea of inferiority will slow diminish if people become educated. I can end proudly stating that I am married to a Black man and we have two beautiful daughters, and I give an enormous amount of respect to those who fought for what was right. References Anderson, J. (1865). To my old master. In I. Reed (Ed. ), African American Literature. Abrief introduction and anthology (pp. 15-16). New York: The Longman LiteraryMosaic Series. [serial online]. December 2005;36(4):299-323. Available from:Academic Search Complete, Ipswich, MA. Accessed May 23, 2011. Hines, M. (n. d. ). My white folks treated us good. In I. Reed (Ed. ), African Americanliterature. A brief introduction and anthology (pp. 21-25). New York: TheLongman Literary Mosaic Series. [serial online]. December 2005;36(4):299-323. Available from: Academic Search Complete, Ipswich, MA. Accessed May 21,2011. McKay, C. (n. d. ). If we must die. In I. Reed (Ed. ), African American literature. Abriefintroduction and anthology (pp. 378). New York: The Longman LiterarySeries[serial online]. December 2005;36(4):299-323. Available from: AcademicSearchComplete, Ipswich, MA. Accessed Dec, 2011.

Al Capone Gangster Essay Sample

Al Capone Gangster Essay Sample Al Capone Gangster Analysis Essay Example Al Capone Gangster Analysis Essay Example There are many famous criminals in the history. They become well-known thanks to their infamous crimes. Sometimes, their popularity grows so much that they become some sort of legendary criminals, and unfortunately, some people even idealize these criminals thinking of them as of romantic rebels who wanted to break the system. Nevertheless, things are much more prosaic, because there is usual simple explanation for peoples crimes. They commit these crimes out of desire to get personal gains or social background. An example of Al Capone, Chicago infamous gangster, can prove these theories. Crimes Al Capone was born in 1899 in New York to Italian immigrants (FBI, n.d.). His family was not rich, but children were treated well and had a normal childhood. Capone had many brothers and sisters, and some of them became involved in his gang business. His family lived in a community which consisted of Italians mostly, and children did not interact with other nationalities much. Soon after Als birth, the family moved to another apartment in a different area. There was a mix of people from different backgrounds, and Capone children could communicate not only with Italians. Al Capone went to American school which was not suitable for teaching children of the Italian background. The teachers were very strict and prejudiced toward children of Italian immigrants, and the students were often exposed to beatings by fellow students. The school may be one of the causes that led to Capones future as gangster. There, although he was a pretty good student, he would often lose his temper. Once, a teacher got angry with him and beat him. Al Capone lost his temper and beat her back. He was expelled when he was only fourteen, and he never returned to school again. Such aggression in school explains a lot about Capones development as a teenager and influences which led him to his criminal life. After being expelled from schoo,l Al Capone began communicating with people involved in gangs. There was a strong gang in Chicago in that time. Johnny Torrio was its leader. Torrio organized racketeers into a group of gangsters who were acting according to his planning. He formed a gang which had a good structure and was well-organized. Thanks to Torrio, Capone learned about basics of crime business. Nevertheless, he was still not a criminal himself. His family was doing just fine; he was living with his parents and had no intention to leave then. One can say that despite many challenges, Capone was able to avoid being dragged into the criminal life. Nevertheless, the year he turned eighteen, he became one step closer to his future of a criminal leader. He became a bartender in a cafà © of Frankie Yale, another city gangster who knew Torrio well. Once, during work, Capone saw a girl he liked. He complimented her, but her brother took the compliment as the offence. He cut his face few times; as a resul, Al Capone was left with several scars on his face which remained throughout his life. After that, he was punished by Yale. That incident taught Capone to restrain his temper and some valuable skills needed for a gang leader. He realized the cruelty of gangs and their leaders and the necessity to have a cold mind while making cruel decisions. Yales presence led Capone to committing small crimes and dragging deeper into the criminal world. It was during that time when nineteen-year-old Capone fell in love and married an Irish girl who was pregnant with his first child, Sonny. With his family, Capone tried to quit his criminal experience and got an honest job. His fathers death changed the situation. After his father died, Capone, who no longer had a fatherly figure, decided to embrace into the criminal world fully. Then he contacted Torrio one more time: It was 1921 and Capone had turned his back on respectability forever (Bardsley, n.d.). Torrio proposed Al Capone to move to Chicago where Al joined his gang. He was Torrios right hand until Torrio was badly injured and retired from criminal. Then, Al became a leader of the gang. He quickly gained control in Chicago working with many gangsters and organizing them, so they recognized him as their leader. His business was connected with illegal alcohol selling during Prohibit ion era, prostitution, organized attacks, bribery, and tax machinations. Ironically, many did not think of Capone as of a criminal, but rather as of Robin Hood thanks to his participation in many charities. In 1929, there was a Saint Valentines Day Massacre with gangsters being shot by rivals loyal to Capone, and Capone was considered the main organizer behind it (although it was never proven). In thirties, Capone was sent to jail for few times for some crimes; he spent almost five years in Alcatraz where he still managed to control his gang empire from behind the bars (Cave, 2010). Nevertheless, in prison, Capones health declined. After he was released, he could no longer lead a gang (Capone, 2012). He retired and led a calm life until his death at the age of 48. His doctor said that shortly before death, Capones consciousness was such as of a twelve-year-old boy. There are certain approaches while analyzing and interpreting Capones crimes. First, one may try to explain his crimes and violence with psychological theories. For example, a factor which led to violent crimes in the future may be the violence Capone experienced in school. He was unable to fight back, especially with teachers insulting and slapping him; the only time he tried to defend himself, he was expelled. Hence, the inability to defend himself and crooked sense of justice led to his desire for revenge. Psychoanalytic theory explains Capones behavior as a reaction to improper socialization during his childhood. The same can be seen with Capones experience in Yales cafà ©. After he was beaten and received his scars, they were always there to remind him of his shame. His close cooperation and communication with gangsters (although not direct participation) led to his ideas about justice being distorted. Cognitive development theory explains Capones crimes as the result of wrong ideas on morality and society. Capone believed that force was the main determinant of justice and that he could adjust law to his acts, not vice versa. That was the cause he regarded his crimes as something normal and did not find anything wrong about committing them. One can see that the factors which influenced Capones behavior can be easily applied to psychological theories which explain why he acted the way he did. One can also use learning theory to explain Capones behavior and crimes. His communication with gangsters showed him that they did not get punished for their crimes thanks to the ability to bribe the needed people and having scapegoats for their actions. Hence, they were very successful in their own way without being responsible for the acts they did. Capone learned that with clever approach, he could be just like that. Another factor which led to criminal occupation was the death of Capones father. The father was a figure Capone looked at with pride and admiration as a person who could lead such a big family. Nevertheless, Capone was obviously disappointed with the state of things in his family, because they were not rich enough, and he had a new family on his own. Thus, the death of an honest father who worked well and could judge his son for criminal behavior let Capone choose a criminal path since there was no one who would oppose such a decision. Capone realized that he was the one leading the family now, and as a leader, he was making decisions no one could contradict. Community in which Capone grew up also contributed greatly to his crime life. For example, it was not a very rich neighborhood where young boys from immigrants families were having a hard time finding what they wanted to do in life. They did not have many opportunities due to inability to get a good education. They could either follow their fathers steps or choose a life of criminals. Many young people were frustrated with limited choices they had, and they joined gangs. They viewed gangs as a way to free themselves. Young Capone also knew that honest life would not bring him prosperity in his community. This factor may be explained by sociological strain theory. It focuses on the gaps Capone had while planning something and opportunities he got thanks to crime. Thus, one can see that there were many factors which led Capone to his criminal experience. There were also other factors which were pushing him on his way as a criminal legend. First of all, Capone realized that in order to maintain control, he had to be violent. Hence, violent crimes were the necessity to keep his status and make other gangsters follow him as well as warn rivalry gangs. He viewed criminal life as a business which had certain rules that had to be followed. Al Capone realized that in order to be a leader, he had to make others fear and respect him, and he used the violence as a tool for that. The ability to control his emotions helped him greatly, because he viewed organized crimes and violence as the necessary business steps. Another factor to commit crimes was the benefits the crimes gave Capone. He became a rich man who had a huge influence. He was a public figure and could do almost everything he wanted. Hence, thanks to crimes, Capone was leading a life of his dreams where he was a rich leader having a great (from one point of view) life. One can apply sociological theories to explain these factors. Rational choice theory shows that Capone committed his crimes in order to get selfish gains. These gains could be not only money, but also status and respect. For example, Saint Valentines Day Massacre showed that Capote desperately wanted other gangsters to fear him. Hence, in order to spread fear among people, he showed that he would use any methods he could. Rational choice shows that people usually act depending on their self-interests, and they may commit crimes if they find them necessary and effective to achieve what they want without being punished. Capone used crimes to scare his rivals, make profits, and remain a respected and well-known leader. According to social strain theory which was mentioned above, Capone used crimes as the only tool and opportunity he had to achieve his goals. Since he was not born with necessary opportunities, and he failed to find them in the society he was living in , he turned to crime as a way to become what he wanted to be. Capones background and community he was living in contributed greatly to him committing crimes. Social disorganization theory explains these crimes as a result of the social environment. Capone grew up in a community where gangsters were more influential than police since they were the ones doing justice. People came to gangsters whenever there were problems they could not solve, and gangsters were the ones dealing with these problems. Hence, people feared gangsters, but at the same time, they respected and communicated with them viewing gangsters as societys regulators. Capone grew up in a community which provided children with poor education and little opportunities; hence, he viewed criminals as people who, in some way, lived a better life. Social disorganization theory is connected to social learning theory which shows that depending on people one communicates with; he or she learns how to act. Capones cooperation with Yale and Torrio introduced young Capone to a new life; throug h them, he learned how to commit crimes. Capones crimes can also be explained by social control theory. Previously, it was stated that Capone wanted others to fear and respect him. To put it simply, he wanted to be in control. Capone was a smart man who realized that control was everything in the society of that time. With a certain status, he could do everything to the point of influencing politicians. Hence, crimes were giving him influence, power over those who feared him, and control as a result. Labeling sociological theory can be closely connected to learning psychological theory. Capones view on justice was not as that of an average American who thought that stealing or killing was wrong, because it was influenced by gangsters who surrounded him. Conflict theory is especially important in Capones case. He was a man who had to compete with many others for things he valued. Obviously, he was not the only one who wanted to be a leader, and there were others who would gladly take his position from him. Hence, he used crimes as a tool to be the winner in a competition for leadership and power. It is also necessary to speak about Capone within historical framework of the crimes. Capone was operating in Chicago which was well-known for its organized crime. The city was filled with corrupt policemen and politicians who closed their eyes on some crimes depending on the money they were receiving from criminals (Sorel, Sorel, 1995). In Chicago, there were many powerful gangs who developed from mere stealing and established strong empires which were operating in certain business areas. For example, in Chicago, there were clans which had bars with prostitutes, sold alcohol illegally, ran gaming business, etc. Hence, the city established criminal activity as the profitable business. Capones acts were dictated by the necessity to survive in such a competitive gang city as well as defeat opponents. At that time, crimes were typical solutions for different conflicts between various gangs and police. Murdering somebody was not viewed as an act against human nature, but a mere business step. Hence, historical framework and social expectations in Chicago at that time explained why Capone was the one he decided to be. Analysis of Capones crimes showed that he was a smart man who used his intelligence for the wrong goals. His crimes interpretations showed that although society of that time was not perfect, it was Capones free choice to become a gangster. He committed crimes, because he found many reasons for that. Thus, there is no point in idealizing a man who used murder to get what he wanted.