Is it possible for freedom to be enhanced by government interference Essay

Is it possible for freedom to be enhanced by government interference in the lives of individuals - Essay Example These freedoms are seen as essential to the existence and maintenance of a leberal democracy. The position in the UK was very different and owed much to Dicey, and the Human Rights Act 1998. â€Å"†¦.With us the law of the constitution, the rules which in foreign coumtries naturally form part of a constitutional code, are not the source but the consequence of the rights of individuals, as defined and enforced by the courts; that, in short, the principles of private law have with us been by the action of the courts and parliament so extended as to determine the position of the crown and of its servants; thus the constitution is the result of the ordinary law of the land.†(Dicey, A.V, 1969,p.203) In other countries, the rights of the citizen are usually to be found enunciated in general terms in a Bill of Rights or other constitutional document. The effectiveness od such instruments varies greatly. A Bill of Rights is not an automatic guarantee of liberty; its efficacy depends on the integrity of the institutions which apply it, and on the determination of the people that it should be maintained. † Thus, to secure the individual’s right to freedom from unlawful or arbitrary detention, our law provides specific and detailed remedies such as habeas corpus and the action for false imprisonment. The rights which have been afforded in this way are for most part negative rights to be protected from interference from others,†¦.†(Allen, M, & Thompson, B, 2005, p.441) The legal remedies provided for interference with the citizen’s rights have in recent times been overlaid by procedures which are designed to afford not so much remedies in the strict sense of the term as facilities for obtaining independence and impartial scrutiny of action by public bodies about which an individual believes he has cause for complaint, even though

Business (Strategic Management) Essay Example | Topics and Well Written Essays - 1250 words

Business (Strategic Management) - Essay Example fficers—make use of strategic management plans, guidelines and projects, which may be outdated since these were implemented by the company’s deceased founder. Members of the board of directors sit back and just wait for the officers to submit plans for new projects, which officers never manage to prepare because they are too focused on daily operations. Entrepreneurship Management, meanwhile, involves having powerful officers, especially the CEO or the founder, with the board of directors taking a back seat. Top management, alone or with a select team, makes the decisions with the board acting as a minor approving body (Haddad & Esposito, 2008; Eisenhardt, 1989). This style of management is said to have the potential for officers to abuse their power, a situation that may be detrimental for the company’s investors. However, certain situations such as changes in policies or management may necessitate a top management that is strong and authorized to make on-the-spot decisions. Beam and Carey (1989) point out that companies that are just starting out require a structure that gives centralized power to the chief executive officer or the founder, who, in turn, must make full use of their skills and capabilities to solve all of the problems and challenges that companies just starting out inevitably encounter. Haddad and Esposito (2008) point to Wal-Mart’s previous CEO David Glass when the company was on the brink of becoming a major store. Like Mr. Glass, top management must be able to handle immediately and independently challenges such as determining the source of funds for the new company or the best way to get funds for a company going through a major restructuring. On the other hand, the level of authority given to top officers is quite reversed when a company uses the style called Marionette Management, which is also called Stipendiary Management (Srinivasan, 2006). In this structure, the power is in the hands of the members of the board of directors,

Biography of Ernst Ruska

Biography of Ernst Ruska ERNST RUSKA INTRODUCTION Mankind has come a long way since the dark ages in the field of science and medicine. We have seen many great inventions and discoveries that have helped shape our lifestyle. The electron microscope was one such invention which helped scientists and medical practitioners detect deadly diseases and viruses. The electron microscope helped scientists detect differences between the virus that caused smallpox and the virus that caused chicken pox. Today the electron microscope continues to be an integral part of many laboratories helping researchers to examine biological materials, medical biopsy samples and the characteristics of various surfaces. However, due credit should be given to the man behind the invention of this great apparatus. That man was none other than Ernst Ruska. Ernst Ruska came from a humble family whose intellect surpassed other children his age. Boisterous and full of life, Ernst went on to create history when he collaborated with Dr. Max Knoll to invent the world’s first electron microscope. So what drove Ernst towards the complex field of mathematics and science? What were the difficulties he had to face before becoming the man who today is known as the father of microscopes? Let us go back in time and explore the journey of Ernst Ruska and witness firsthand his rise to glory. THE BIRTH OF A GENIUS It was a typical cold morning on 25th December 1906 in Heidelberg, Germany. Julius Ruska and his wife Elisabeth welcomed a beautiful baby boy into their family. Elisabeth had tears of joy as Julius gently caressed the baby with affection. The baby was christened Ernst Ruska by the proud parents. Ernst’s father, Julius was a professor, a passionate botanist and a mineralogist who had the big Zeiss microscope kept in his study. For an innocent child like Ernst, the microscope seemed very unique and strange. Ernst was fascinated by this strange looking artefact and wanted to see it in person. However, his father strictly forbade him to touch the microscope. But, like all children, this only heightened Ernst’s curiosity. Ernst’s father noticed the keen interest his son showed towards the microscope. So, he would take time off his busy schedule and show Ernst magnified objects with the invention. Ernst’s uncle was in charge of an observatory on a hill overlooking Heidelberg. As a result, Ernst would often visit the observatory to meet his uncle and see the telescopes in action. After graduating from school, Ernst wanted to study engineering but his father, Julius was not too happy with the decision. Julius was very judgemental of his son’s decision to become an engineer. â€Å"How could the son of a Professor choose an inferior educational path?† thought Julius. However, Ernst was adamant about his decision to study engineering and got himself enrolled at the Technical College in Munich in the autumn of 1925 and later moved to Berlin. EARLY YEARS Ernst was extremely energetic as a student and began involving himself in studying high voltage and vacuum technology at the institute of High voltage under the tutelage of Adolf Matthias. Sometime around the end of the summer term in 1928, Mr. Matthias formed a small team to develop a high-performance cathode ray oscilloscope. When Ernst heard of Mr. Matthias’ plan, he jumped at the opportunity and joined the small team created by Matthias becoming the team’s youngest member. The team was headed by Ernst’s classmate called Max Knoll who was an electrical engineer. Ernst noticed that the cathode in the oscilloscope emitted a beam of electrons which could be used to form a dot or a writing spot on a fluorescent screen. But, the beam emitting from the cathode was unstable. Ernst and his team put all their energies into improving the cathode and sharpening the focus of the electron beams. During their research Ernst came across an article in a journal called ‘Archives Elektrotechnic’. The article was written by a professor named Hans Busch. In the article, Busch stated that the short coil present in the cathode generated a magnetic field that made stimulated electron particles behave in the same way as light when it passed through a convex glass lens. Ernst remembered his childhood and realised that the same type of lens was found in his father’s microscope. Unfortunately, Busch was unable to bring his brilliant theory to practical use due to unavailability of newer data. However, Ernst was fascinated by Busch’s theory and decided to make it a part of his thesis which he submitted in his graduate years in May 1929 at the age of 23. In his thesis, Ernst calculated the characteristics of the magnetic coil. He tested whether it could actually be used to unite electron rays and focus on a target. He was successful in his approach and with the use of the coil; he managed to gain the first recorded electron ocular images of the anode orifice of the cathode ray tube. Ernst was elated to say the least. He had just brought Busch’s theory to life! An accomplishment which even Busch was unable to achieve! A SLOW PATH TO SUCCESS Ernst had an innovative outlook towards his profession. Yes, he was successful in obtaining images but his main agenda was to create an electron microscope. However, it wasn’t an easy task. In 1930, at the age of 24 Ernst tried to create a cheaper version of this experiment as part of his diploma thesis but failed to come through. So, Ernst went back to his original idea of using coils as lenses. Using two coils, Ernst managed to build a tube similar to the microscope. Ernst tested the apparatus for the first time and noted that the magnification factor of his unique invention was a mere 15 units. Even though the magnification of the apparatus was far lower than what Ernst had expected, he had managed to prove to his peers that it was possible to obtain magnified images using electron beams and magnetic fields. One day while working on developing the apparatus further, Ernst noticed that the electrons in the machine emitted a huge quantity of heat. The heat was destroying the objects that were being viewed by Ernst through the machine. Ernst was a bit disappointed with this outcome. There was no use of creating modestly magnified images when the objects in view could be burnt to ashes. Thus, Ernst along with colleague Bodo von Borries and Max Knoll ventured on building a new and efficient microscope. However, Ernst knew that in order to impress the scientific society, his microscope would have to be better than the current light microscope which was being used. During the process of constructing his very first electron microscope, Ernst noted that the trick to compressing the magnetic field to a tiny area relied heavily on the shape of the coil. The coil had to be designed in a way that the focal length could be kept as short as possible. Keeping the focal length short was a must so that the apparatus could obtain images with high magnification. To achieve this, Ernst and his colleague Bodo constructed a coil cocooned by iron with a small gap in the center which helped to compress the magnetic field. Ernst and Bodo named their coil the â€Å"pole shoe lens† and had it patented in 1932. Finally after a year of thorough research and sleepless nights, 27 years old Ernst and his colleagues built the first electron microscope in 1933. Unlike Ernst’s previous invention which had a magnification factor of merely 15 units, this new microscope had a magnification factor of a humongous 12000 units. Finally, after years of research and dedication, Ernst finally managed to achieve his dream. OVERCOMING OBSTACLES The feat of inventing the first ever electron microscope in the world should have brought joy to Ernst. But, on the contrary Ernst wasn’t too happy as he couldn’t convince the industry to invest in the production of his microscope. The problem of overheating the objects under the lens of the microscope was still a major concern. Ernst noticed that the electron microscope would mostly be utilized by biologists. He also realised that the vacuum tube present in the microscope dehydrated the specimens and the electrons damaged them. On most occasions the heat generated burnt the specimen to ashes. Ernst was in a fix as he was unable to come to a solution to this particular problem. He turned to his younger brother, Helmut Ruska for assistance. Helmut Ruska was a medical practitioner with a positive attitude. He was sure the microscope would work if certain improvements were made. As a result, Helmut approached Richard Siebeck who was the director of the medical clinic at the Charity Hospital. Richard was also Helmut’s former medical professor and so, he managed to convince Richard to invest his time and effort into his brother’s invention. Richard was initially reluctant but after 3 years on 2nd October 1936, Siebeck praised Ernst’s invention and explained how the microscope could help doctors in analyzing the cause of diseases. He credited Ernst by stating that the microscope was capable of advancing research into identifying infectious agents that caused diseases which on paper seemed similar to each other. Diseases like measles, smallpox, and chickenpox seemed to have similar symptoms but Richard knew that the infectious agents causing the diseases were different. And he backed Ernst by stating that the microscope would be helpful in distinguishing the agents. Richard Siebeck’s testimony was enough to convince industries and companies to take the financial risk and and invest in developing electron microscopes. A renowned company called ‘Siemens’ hired Ernst and Bodo von Borries in 1937. Together Ernst and Bodo began work on producing microscopes. In late 1939 Siemens delivered the first series of microscopes branded â€Å"Siemens Super Microscope† to the laboratories of I.G. Farben in Frankfurt-Hochst. Ernst was eager to make his instrument famous all over the country. So in order to promote his invention, he suggested to the CEOs of his company Siemens to set up a visiting institute so that biologists and doctors could carry out their research using his microscope. The Institute of Electron Optics was built in 1940 when Ernst was 34 years old. Ernst along with German and foreign scientists managed to publish around 200 scientific papers from the institute by 1944. Ernst was obviously involved in the development and mass production of the electron microscope. Following the Second World War which proved to be devastating for Germany, the Institute of Electron Optics was disbanded. As a result production of microscopes had come to a halt. The demand for the instrument was huge and so in order to meet the demands of his customers; Ernst reconstituted the institute. FINAL YEARS In order to further develop the microscope, Ernst began working at the German academy of Sciences in Berlin from August 1947 to December 1948. In 1949, at the age of 43 he was made the head of department at the Fritz Haber Institute. After spending almost 20 years at Siemens, Ernst left the company at the age of 49 in 1955. After two years at the age of 51, Ernst was made Director of the institute of electron microscopy at the Fritz Haber Institute on 27th June 1957. In 1960, Ernst’s contribution to the field of medical science was acknowledged when he was awarded the Lasker Award. Ernst spent the 1960s serving as Director at Fritz Haber. He also held lectures at the Technical University of Berlin and Free University where he would talk about the basic principles of electron optics and electron microscopy. On 31st December 1974 at the age of 68, Ernst stepped down as Director and officially announced his retirement. In 1986, 80 years old Ernst received the Nobel Prize for his contribution to science. 25th May 1988 was a gloomy day in West Berlin. 82 years old Ernst Ruska left the world peacefully. He was cremated in West Berlin. TRIBUTE Even though Ernst left the world, his invention of the electron microscope continues to help biologists and medical practitioners till date. His ability to think out of the box was a quality that helped him reach a stage of grandeur. Ernst was all alone during the initial years of his studies when he stated that an electron microscope could be developed. Many doubted him and scoffed at his idea that an apparatus of such great significance could actually be built. The same people had to eat their hats when the microscope was finally invented. What one should learn from this legendary inventor is that one should never lose the will to succeed. Ernst’s life would have been very different had he chosen to give up on his dreams. Like they say, man is the maker of his own destiny and Ernst deserved every accolade that he received for his ingenuity. Here’s saluting the legendary inventor and genius known as Ernst Ruska.

Essay --

Philip Covarrubias Covarrubias 1 Fire 101-10 Friday 0900-1150 12-06-2013 Iroquois Theater Fire The Iroquois Theatre (Theater) Fire occurred on December 30, 1903, in Chicago, Illinois. It is the deadliest theater fire and the deadliest single-building fire in United States history. A total of 602 people died as a result of the fire. The theatre had three audience levels. The main floor (known as the "orchestra" or "parquet") was on the same level as the Foyer or Grand Stair Hall. The second level (the "dress circle") and the third level (the "gallery") were accessed through broad stairways that led off the foyer. The backstage areas were unusually large, with dressing rooms on five levels, an uncommonly large fly gallery (where scenery was hung), and even an elevator available to transport actors down to the stage level. The Iroquois was Chicago's newest and most polished theater, built by architect Benjamin Marshall, who had studied many fires over the years and had tried to make this particular building as safe as possible. The Iroquois was designed in the image of a famous Paris opera house, and the four-story structure contained elaborates stained glass windows and polished wood. The lobby of the Iroquois had a sixty-foot high ceiling and marble walls, and Marshall had put in as many as twenty-five exits tha t supposedly would allow a capacity crowd to escape any problems in less than five minutes. A curtain made of asbestos was supposed to be present, one that could be lowered from above the stage to protect the audience in case of a fire that started there. But common sense did not prevail when it came to the seats in the Iroqu... ...ned hysteria. But the exit doors opened inward, and the crush of bodies against the people trying to open them did not allow them to do so. Also, many of the side doors were locked. The Iroquois was plunged into darkness as the lights went out, and the fire, fueled by the air coming in from the rear doors, exploded throughout the main auditorium. When the fire company arrived, everything appeared normal, as there was no smoke coming out of the Iroquois Theater at first. But when they went into the building, they could not open the doors because of the bodies that were stacked against them. The death toll in the upper balconies was tremendous, as the fire escape supposedly leading down to the street a hundred feet below was found to be non-existent, leaving some to jump or fall to their death from the great height. As many as 150 people met their fate in this manner.

Growing Pain Essay

So by the end of 1992, Waterway had begun selling its own line of compact, inexpensive, high-impact plastic kayaks. Within one quarter, Maher had known that the move had been a smart one. Almost all of Waterway’s existing canoe customers— mostly wholesalers who then sold to liveries and sporting goods stores—had placed sizable kayak orders. A number of private-label entities had also inquired about Waterway, and Maher was considering producing privatelabel kayaks for those companies on a limited basis. For the most part, the staff had adjusted easily to the company’s faster pace. The expanded business hadn’t changed Waterway’s informal work style, and people seemed to appreciate that. Maher knew that most of his employees were avid outdoor types who viewed their jobs as a means to an end, and he respected that perspective. On days when the weather was particularly good, he knew that the building would be pretty empty by 4 P. M. But he also knew that his employees liked their jobs. Work was always completed on time, and people were outspoken with new ideas and with suggestions for improving current designs and processes. There was no mistaking the genuine camaraderie. Maher walked through the design room, stopping to talk with one of the two designers and to admire the latest drawings. Then he headed for the administrative suite. His thoughts returned to the company’s recent history. Until 1990, Waterway’s sales and revenues had increased with the market, and Maher hadn’t been motivated to push any harder. But when he had decided to venture into kayaking, he also had thought he should gear up marketing— get ready for the big trend if it came. Until then, there had never been a formal, structured marketing department at Waterway. He had thought it was time. That’s why he had hired Lee Carter. Carter had gotten her M. B. A. when she was 31. To do so, she had left a fast-track position in sales at Waterway’s major competitor in the canoe market to devote her full attention to her studies. Finch, who was something of a mentor for Carter, had told her that she would hit the ceiling too early in her career if she didn’t have the credentials to compete in her field. In her final term at business school, which had included a full course load plus a demanding internship with the Small Business Administration, Carter had interviewed ith Waterway. Finch had called to introduce her, but once Maher had met her and she had begun to outline the ways in which she could improve the company’s sales and marketing efforts, Maher had needed no other references. He had thought from the start that Carter might be the right person to nurture the company’s interest in the growing kayaking business and to run with it if the sp ort’s popularity really took off. When it had, he was proved right. True, the market was extremely favorable, but Carter had brought in more orders than even Maher had thought possible. Fortunately, the company had been able to keep up by contracting with other manufacturing companies for more product. Waterway had been extremely effective in keeping inventory in line with customer demand. Maher was impressed with Carter’s performance. From day one, she had been completely focused. She traveled constantly— worked so hard that she barely had time to get to know the staff. She came in on weekends to catch up with paperwork. Along with two of her direct reports, she had even missed the annual Waterway picnic; the three had been on the road, nailing down a large order. It was a dedication—a level of energy—that Maher had never seen before, and he liked what it said about his company. Back in his office, Maher found that he couldn’t concentrate on the product development report in front of him. That bit of conversation he had overheard outside Carter’s office was troubling. He certainly knew about the lucrative packages that were being offered in the sporting goods industry—even in Waterway’s niche. He’d even heard that some sales managers were commanding a quarter of a million dollars or more. He had read enough of the annual reports of his publicly traded competitors to know that larger organizations created all sorts of elaborate systems—supplemental retirement packages, golden handcuffs, stock options, deferred compensation arrangements— to hold on to their top performers. harvard business review †¢ july–august 1996 page 2 Growing Pains †¢Ã¢â‚¬ ¢ †¢HBR C AS E S TUDY â€Å"The business could stand to pay more,† Maher said, â€Å"but I want to avoid the habit of paying now for results down the road. † Maher wanted to recognize Carter’s contribution.

Guided Reading Essay

What is the typical organization of an argument essay? An introduction that states the issue then an objective summary of the opposing views followed by a point-by-point discussion of their limitations. Then a summary of your viewpoint with a point-by-point discussion that strengthens your position, and then lastly a conclusion. What are points of contention and how do you identify them? The points of contention are the two to five most important issues on which you disagree with the other side. The best way to figure these out is brainstorming, try to see things from their perspective. Why is it important to know the stance of your opposition? You need to know what you are trying to argue so you can identify your strengths and weaknesses of your position and to be able to build your case against the opposing viewpoints. What is the difference between argument and research writing? An argumentative essay is more subjective and usually controversial where you are trying to prove that one side is better than the other. A research paper is presenting facts about a topic. Chapter 24 What is a good way to start the research process? Define your research question, develop a working thesis, devise a research plan, collect sources, assess the reliability of each source, triangulate facts among the sources, determine whether facts verify working thesis, and lastly either accept or modify working thesis. Why is it important to have a sharp research question? It will help you narrow the scope of your research thus saving you time and effort by allowing you to target the best of sources and information. What is a working thesis? How is this used in research? Defining your research question or hypothesis. It is your best guess about how you will answer your research question, it is your overall claim about  your topic. What are the key elements of a research plan? Why is it necessary for researchers to have a research plan? Research question, working thesis, results of start-up research, description of electronic, online, print, and empirical sources available, schedule of conducting and completing the research, and a bibliography are key elements of a research plan. Having a research plan helps to better target sources and the streamline your research. When conducting research where should writers go for reliable information? Surf the Internet, look through online encyclopedias, and browse your library’s catalog. How do writers know whether a source is credible? Use the Internet to search for the backgrounds and expertise of the author and publisher to make sure they are trustworthy. If you find questionable credentials or reputations use something more reliable instead. What is bias and how can researchers overcome it? Putting your own ideas and opinions into your research where it seems like you want the information to be true rather than right. If you know what your biases are then you can use them to gain a richer understanding of your topic. How do researchers determine whether a resource is up to date? Depending on your topic and how quickly information in that field becomes obsolete. Medical information is usually outdated in a few years where something like geology doesn’t really change so decade’s old info can be used. List three steps for setting up a research schedule. List all the tasks you need to complete, set a deadline for finishing your research, drafting, designing, and revising, then work backwards form your research deadline on which task needs to be completed. What are some reasons why a researcher would have to modify his or her research plan? Roadblocks to research, ideas, and information that changes your research question or working thesis.