4 Facts About Native American Reservations

4 Facts About Native American Reservations The term Indian reservation refers to the ancestral territory still occupied by a Native American nation. While there are approximately 565 federally recognized tribes in the U.S., there are only about 326 reservations. This means that almost one-third of all currently federally recognized tribes have lost their land bases as a result of colonization. There were well over 1,000 tribes in existence prior to the formation of the U.S., but many faced extinction due to foreign diseases or were simply not politically recognized by the U.S. Initial Formation Contrary to popular opinion, reservations are not lands given to Indians by the United States government. Quite the opposite is true; land was given to the U.S. by the tribes through treaties. What are now reservations is the land retained by the tribes after the treaty-based land cessions (not to mention other mechanisms by which the U.S. seized Indian lands without consent). Indian reservations are created in one of three ways: By treaty, by executive order of the president, or by an act of Congress. Land in Trust Based on federal Indian law, Indian reservations are lands held in trust for tribes by the federal government. This problematically means that the tribes technically do not own title to their own lands, but the trust relationship between tribes and the U.S. dictates that the U.S. has a fiduciary responsibility to administer and manage the lands and resources to the best advantage of the tribes. Historically, the U.S. has failed miserably in its management responsibilities. Federal policies have led to massive land loss and gross negligence in resource extraction on reservation lands. For example, uranium mining in the southwest has led to dramatically increased levels of cancer in the Navajo Nation and other Pueblo tribes. The mismanagement of trust lands has also resulted in the largest class-action lawsuit in U.S. history known as the Cobell case; it was settled after 15 years of litigation by the Obama Administration. Socioeconomic Realities Generations of lawmakers have recognized the failures of federal Indian policy. These policies have consistently resulted in the highest levels of poverty and other negative social indicators compared to all other American populations, including substance abuse, mortality rates, education, and others. Modern policies and laws have sought to promote independence and economic development on the reservations. One such law- the Indian Gaming Regulatory Act of 1988- recognizes the rights of Native Americans to operate casinos on their lands. While gaming has produced an overall positive economic effect in Indian country, very few have realized significant wealth as a result of casinos. Cultural Preservation Among the outcomes of disastrous federal policies is the fact that most Native Americans no longer live on reservations. Its true that reservation life is very difficult in some ways, but most Native Americans that can trace their ancestry to a particular reservation tend to think of it as home. Native Americans are place-based people; their cultures are reflective of their relationship to the land and their continuity on it, even when they have endured displacement and relocation. Reservations are centers of cultural preservation and revitalization. Even though the process of colonization has resulted in much loss of culture, much is still retained as Native Americans have adapted to modern life. Reservations are places where traditional languages are still spoken, where traditional arts and crafts are still created, where ancient dances and ceremonies are still performed, and where origin stories are still told. They are in a sense the heart of America-a connection to a time and place that reminds us how young America really is.

Prescribe vs. Proscribe

Prescribe vs. Proscribe Prescribe vs. Proscribe Prescribe vs. Proscribe By Sharon Only one letter separates this oppositional pair. To prescribe is to order the use of or set out a rule. From this we get a prescription, which sets out how you are to take a particular medicine. We also get prescriptive grammar, which is grammar that presumes that there is one set of grammatical rules that everyone should follow. In contrast, to proscribe is to forbid, ban or denounce. It originates from the Latin meaning to post in writing and described the 16th century practice of posting public notices about those who had been condemned. To keep the usage straight, think of this. If you are studying at college your set texts are prescribed, while texts that you are not allowed to read are proscribed. Incorrect Usage Some times even large publications get it wrong, like here: Prosecutors have portrayed 57-year-old Martin MacNeill as a lying adulterer who pestered his 50-year-old wife to get a face-lift and persuaded her plastic surgeon to proscribe a mix of potentially lethal pills for her recovery. (USA Today) Correct Usage Some emergency room doctors are far more likely than others even within their own department to prescribe opioids to treat pain in older people, and their patients are at greater risk of using the powerful drugs chronically than those who saw doctors who prescribe them less frequently, according to a large new study. (NY Times) Increasingly, the rules of workplace culture proscribe all sorts of talk about sex, and enforce this proscription with sensitivity training and strategic mention of lawsuits. (NY Times) Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Misused Words category, check our popular posts, or choose a related post below:35 Synonyms for â€Å"Look†7 Tips for Writing a Film ReviewAdvance vs. Advanced

Cost Leadership Essay Example | Topics and Well Written Essays - 500 words

Cost Leadership - Essay Example Its lines of communication, management control systems, and compensation systems must all follow a functional or U-form structure where the CEO acts like an orchestra conductor who coordinates everyone and everything taking place within the firm. This ensures that all stages of the value chain contribute to the cost leadership strategy and that not a single employee or manager or operating process is out of line. A functional structure is hard work, but it is the best way to ensure that the company implements its strategy without hitches or with as few difficulties as possible. A functional structure is flat, simple, and lean, allowing everyone to focus on a narrow set of high-value activities. This structure is also highly quantitative because management has to control all costs very closely. This structure also helps everyone maintain a cost leadership focus and mentality, which would be difficult if there are too many people doing too many things. It would also help that cost savings are shared with everyone in the organization as incentives. Firms with a cost leadership strategy usually operate internationally to:

The task is to review EuroJet's foreign exchange exposure Coursework

The task is to review EuroJet's foreign exchange exposure - Coursework Example In addition to this, as has been noted in the case study that the company plans to opt for one of the two options for expansion, which include expansion of network to intercontinental destinations and growth of existing network, the report also provides an evaluation of the risks associated with these two options in terms of foreign exchange risk and international environment risks. Besides this, a critical review of the literature pertaining to foreign exchange risk has been provided in the appendix at the end of this report. Management of Foreign Exchange Risk Having noted the fact that Euro Jet is faced with a risk of foreign exchange exposure due to fact that its revenues are earned under different currencies’ denominations, it is therefore pertinent to understand first that what is foreign exchange exposure risk and how it influences a company’s revenues. Moreover, the understanding of different risks and methods to manage them is likely to result in determining an approach which is more suited to the needs and requirements of Euro Jet. Foreign Exchange Exposure Risk The foreign exchange exposure risk refers to the expected gain or loss incurred due to fluctuations in the exchange rate (Arnold & Kumar, 2008; Moles et al., 2011). The foreign exchange risk resulting from fluctuations in the exchange rate may impact the overall cash flows, revenues, assets and liabilities and other items of financial statements of a company. In other words, the changes in foreign exchange rates result in the changes in a firm’s value, which may be favourable or an unfavourable change (Madura, 1989). Companies having operations in more than one country, like Euro Jet, are projected to risks associated with foreign exchange fluctuations. The risks associated with foreign exchange fluctuations may be categorised into three main types, which are as follows: Transaction Risks This risk relates to the risks associated with cash flows, i.e. the impact of changes in the exchange rates on revenues receivable, expenses payable, and other payments to be made to shareholders and third parties (Arnold & Kumar, 2008; Moles et al., 2011). Translation Risks This risk refers to the impact of change in foreign exchange rates on the value of a company. The impact of changes in foreign exchange rates is translated and reflected in the balance sheet of the company (Arnold & Kumar, 2008; Moles et al., 2011). Economic Risks This risk relates to the exchange rate fluctuations translated in the present value of operating cash flows to earned in future by a company. In other words, this risk relates to impact of changes in foreign exchange rates on the earnings of a company (Arnold & Kumar, 2008; Moles et al., 2011). Keeping in view this discussion of the foreign exchange risk and its various types, the approaches for managing foreign exchange exposure risk can be discussed as under. Approaches for Managing Foreign Exchange Exposure Risk In order to manage f oreign exchange exposure risk, the most common and widely applied approach by both financial and non-financial business entities is the use of hedging. However, hedging has also various types and therefore various hedging approaches can be followed by business entities, and particularly by Euro Jet. Hedging refers to dealing with risk for a company resulting from exposure to

Oliver Twist the novel Essay Example for Free

Oliver Twist the novel Essay In Oliver Twist, the novel, Dickens uses a variety of language techniques to show how villainous Bill Sikes is. The vocabulary he uses is course and elementary. That, with the use of short, sharp sentences gives a fierce thuggish effect. In the film, Bill Sikes is calm in his words however with brutal with his actions. In the film adaptation he is also presented with a delicate, more human side rather than being pot rayed as a monster all the time, like in the novel. This is helped with the non-diegetic sound, to help create and eerie and tense atmosphere. In the novel, Dickens describes him as a Robber, Housekeeper these negative words add to his person as wanting to be the alpha-male. The language Sikes uses is not thought out properly. He says whatever comes into his head and this is why he is always quick to reply. In the film, even though Nancy explains herself, he hits her, and only after hitting her he realises what he has done. In conclusion, the way that Bill Sikes is presented as a villain in both the original novel by Charles Dickens and the BBC film adaptation are quite different. The villainy and the traits of Bill Sikes are portrayed by the language used by Charles Dickens which is short and sharp for fast paced action. The interactions of Bill Sikes with the other characters in the scene and chapter in which Bill Sikes completely ignores Fagin’s warnings and is very brutal to Nancy. Furthermore his villainy is also enhanced by the author’s and the film maker’s craft and use of various devices such as non-diegetic music and how Bill Sikes is called various names in the novel and finally his presentation of a villain is also based upon how he treats Nancy and how he reacts to his surroundings. In the novel he is presented to far more villainous than he is in the BBC film adaptation as in the adaptation there is remorse and regret over Nancy’s death.

Essay --

The first model above demonstrates the negative production externality that is caused by factories that emit carbon pollution. A negative production externality occurs when the production or creation of a product results in negative spillover costs to society. In this case, it is the whole world’s population that is experiencing these negative spillover costs, as the carbon being emitted into the atmosphere from factories’ production of goods leads to global warming issues. Third parties (people who had no involvement in the transaction) are suffering as the environment surrounding them is being destroyed by carbon emissions from corporations. This can be seen above in the first model, as the market is producing where MSB (benefit of society) and MPC (private cost) meets, thus leading to a market failure and high external costs for society. Here, MSC (cost to society) is greater than the MPC. This results in a welfare loss, as the product is being overproduced and MSB ( benefit of society) is not equal to MSC and maximum utility as well as allocative efficiency are not reached. Theref...

Organisational Behaviour Essay

The concept of the balanced scorecard (BSC) was first introduced by Robert S. Kaplan and David P. Norton (1992) in their now widely cited Harvard Business Review article, â€Å"The Balanced Scorecard—Measures that Drive Performance.† The widespread adoption and use of the BSC is well documented. For example, Kaplan and Norton (2001) reported that by 2001 about 50% of the Fortune 1000 companies in North America and 40% to 45% of companies in Europe were using the BSC. The basic premise of the BSC is that financial results alone cannot capture value-creating activities (Kaplan & Norton, 2001). In other words, financial measures are lagging indicators and, as such, are not effective in identifying the drivers or activities that affect financial results. Kaplan and Norton (1992) suggested that organizations, while using financial measures, should develop a comprehensive set of additional measures to use as leading indicators, or predictors, of financial performance. They su ggested that measures should be developed that address four perspectives: 1. The financial perspective. Measures in this perspective should answer the question, â€Å"How should we appear to our shareholders?† 2. The customer perspective. These measures should answer the question, ABSTRACT. Although the application of the balanced scorecard (BSC) in the business sector is well documented, very little research has been reported regarding the adaptation or application of the BSC in the education sector. In this article, the authors (a) describe how the Baldrige Education Criteria for Performance Excellence has adapted the concept of the BSC to education and (b) discuss significant differences as well as similarities between the BSC for business and the BSC for education. The authors also present examples of the BSCs of three Baldrige Education Award recipients. financial performance (Kaplan & Norton, 1996). Thus, the BSC enables managers to monitor and adjust the implementation of their strategies and to make fundamental changes in them. The Baldrige National Quality Program: An Overview The Baldrige National Quality Program is the vehicle of implementation of The Malcolm Baldrige National Quality Improvement Act of 1987–Public Law 100–107. This law was enacted on the basis of a set of â€Å"Findings,† one of which was that [T]he leadership of the United States in product and process quality has been challenged strongly (and sometimes successfully) by foreign competition, and our Nation’s productivity growth has improved less than our competitors’ over the last two decades. (Baldrige National Quality Program, 2003a, p. 61) â€Å"How should we appear to our customers?† 3. Internal business processes perspective. Measures in this perspective should answer the question, â€Å"What processes must we excel at?† 4. Learning and growth perspective. These measures should answer the question, â€Å"How can we sustain our ability to change and improve?† A critical factor for an effective BSC is the alignment of all the measures in the four perspectives with the company’s vision and strategic objectives. The BSC allows managers to track short-term financial results while simultaneously monitoring their progress in building the capabilities and acquiring the intangible assets that generate growth for future The primary objective of the Baldrige Program is to help American businesses improve their competitiveness in the global market. Businesses can improve their competitiveness by identifying role-model organizations, recognizing them, and disseminating their best practices throughout the United States. The Baldrige Program is widely recognized as a very significant factor in strengthening U.S. competitiveness in the global market. In its 1995 report Building on Baldrige: American Quality for the 21st Century, the Council on Competitiveness made the following statements: â€Å"The Baldrige National Quality Award and its state and local offshoots have been key to the effort to strengthen U.S. competitiveness† and â€Å"The Baldrige Award Program, having galvanized U.S. quality efforts, is now positioned to become the vehicle to stimulate and coordinate efforts to expand quality as a national priority† (Council, p. v). The Council (p. 22) also stated that it â€Å"is a nonprofit, nonpartisan organization of chief executives from business, higher education and organized labor who have joined together to pursue a single overriding goal: to improve the ability of American companies and workers to compete more effectively in world markets, while building a rising standard of living at home.† In 1995, The Council was chaired by Paul Allaire, CEO, Xerox, with Thomas E. Everhart, President, California Institute of Technology, and Jack Sheinkman, President, Amalgamated Clothing and Textile Workers Union, AFL-CIO, CLC, as vice-chairmen. Recipients of the Baldrige Award are obligated to present their â€Å"best practices† at one national and two regional conferences. In addition to these obligatory presentations, there is a great demand for additional presentations. Through 1998, past Baldrige Award recipients made approximately 30,000 presentations. The centerpiece of the Baldrige Program is the Criteria for Performance Excellence. These criteria define a stateof-the-art management model that integrates the following seven areas into a comprehensive system: leadership; strategic planning; customer and market focus; measurement, analysis, and knowledge management; human resource focus; process management; and business results. In Figure 1, we show the framework of the criteria in a systems perspective. The criteria maintain currency through annual revisions and improvements that incorporate emerging issues and best practices (Baldrige National Quality Program, 2003a). The criteria place heavy emphasis on the development of a comprehensive measurement system that is aligned with the company’s strategic objectives. The measurement system yields results in the following areas (Baldrige National Quality Program, 2003a): 1. Customer-focused results 2. Product and service results 3. Financial and market results 4. Human resource results 5. Organizational effectiveness results, including key internal operations performance measures 6. Governance and social responsibility results Clearly, this set of results is consistent with the basic concept of the BSC. The financial and market results are the only lagging indicator and cover the BSC’s financial perspective. The customerfocused results obviously cover the BSC’s customer perspective. The product and service results together with the organizational effectiveness results cover the BSC’s internal business perspective. The human resource results cover the BSC’s learning and growth perspective. The governance and social responsibility results were added in 2003 and represent a new perspective in view of the recent, well known collapses that giant corporations experienced owing to unethical practices. The Baldrige Education Criteria for Performance Excellence In 1995, the Baldrige National Quality Program began the process of converting the business criteria for use in the education sector. This process culminated in the development of the Education Criteria for Performance Excellence and with Congressional approval of the Malcolm Baldrige National Quality Award for Education in 1999. In Figure 2, we show the framework of the education criteria in a systems perspective. Clearly, this framework is very similar to that of the business criteria shown in Figure 1. In 2001, three educational institutions became the first recipients of the Baldrige Award. The BSC in the Education Criteria for Performance Excellence Although the concept of the BSC has been widely adopted and used in the business sector, the education sector apparently has not embraced the BSC concept widely, as indicated by the dearth of published research on this topic. A thorough review of the literature yielded few significant publications. For example, Cullen, Joyce, Hassall, and Broadbent (2003) proposed that a balanced scorecard be used in educational institutions for reinforcement of the importance of managing rather than just monitoring performance. Sutherland (2000) reported that the Rossier School of Education at the University of Southern California adopted the balanced scorecard approach to assess its academic program and planning process. Also, Chang and Chow (1999) reported that responses in a survey of 69 accounting department heads were generally supportive of the balanced scorecard’s applicability and benefits to accounting programs. The importance of measurement permeates the Baldrige Criteria for Performance Excellence. The focus on measurement in the criteria first appears in the set of â€Å"Core Values and Concepts.† These factors comprise the philosophical foundations of performance excellence and are as follows (Baldrige National Quality Program, 2003b): 1. Visionary leadership 2. Learning-centered education 3. Organizational and personal learning In the â€Å"focus on the future† core value, the criteria state that â€Å"a major longer-term investment associated with your organization’s improvement is the investment in creating and sustaining a mission-oriented assessment system focused on learning† (Baldrige National Quality Program, 2003b, p. 3). The criteria recommend that organizations use both (a) formative assessment to measure learning early in the learning process to allow for timely intervention, if needed, and (b) summative assessment to measure progress against key relevant external standards and norms regarding the knowledge and skills that students have (Baldrige National Quality Program, 2003b). In the â€Å"management by fact† core value, the criteria make the following statement: â€Å"A major consideration in per-formance improvement and change management involves the selection and use of performance measures and indicators. The measures or indicators you select should best repres ent the factors that lead to improved student, operational, and financial performance. A comprehensive set of measures or indicators tied to student, stakeholder, and/or organizational performance requirements represents a clear basis for aligning all processes with your organization’s goals† (Baldrige National Quality Program, 2003b, p. 4). The congruence of the portion in italics with the basic premise and the perspectives of the BSC is clear. In the â€Å"focus on results and creating value† core value, the criteria state that â€Å"the use of a balanced composite of leading and lagging performance measures offers an effective means to communicate short and longer term priorities, monitor actual performance, and provide a clear basis for improving results† (Baldrige National Quality Program, 2003b, p. 4). The criteria make the following statement in the â€Å"systems perspective† core value: â€Å"Alignment means using key linkages among requirements given in the Baldrige Categories to ensure consistency of plans, processes, measur es, and actions† (Baldrige National Quality Program, 2003b, p. 5). The 11 core values and concepts are embodied in the following seven categories: 1. Leadership 2. Strategic planning 3. Student, stakeholder, and market focus 4. Measurement, analysis, and knowledge management 5. Faculty and staff focus 6. Process management 7. Organizational performance results In Figure 2, we show the framework connecting and integrating these seven categories into a comprehensive system. In describing Figure 2, the criteria state, in part, that â€Å"Measurement, Analysis, and Knowledge Management (Category 4) are critical to the effective management of your organization and to a fact-based system for improving performance.